Er summer10

The Exceptional Release

L O G I S T I C S O F F I C E R A S S O C I AT I O N Enhancing the military logistics profession since 1982

EXECUTIVE BOARD President Col Doug Cato president@loanational.org Vice President Col Richard Schwing vicepres@loanational.org Treasurer Lt Col Terry Dyess treasurer@loanational.org

S U M M E R 2010 Features 2009 Air Force Lieutenant General Leo Marquez Award and Maintenance Effectiveness Award Winners . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8 A-10C Consolidated Installation Program: Worth More than Bullets

By Captain Eric Newman . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13 Logistical ICEMARE -Taking Joint Operations to the End of the Earth

By Major Jennifer M. Barnard & 1st Lieutenantt Anthony D. Whitehead . . . . . . . . . . . . .16 Mentoring is a MUST! By Major General Anita Gallentine . . . . . . . . . . . . . . . . . . . . . . . .22

Information Officer Ms. Cathy Snyder InfoOfficer@loanational.org Membership Development Lt Col Jeff Martin membership@loanational.org Chapter Support Lt Col Jeff King chaptersupport@loanational.org Executive Senior Advisor Lt Gen Loren M. Reno Mr. Garry Richey

Joint Qualification for the Reservist, By Brigadier General Trish Rose . . . . . . . . . . . . . . .24 Logistics Officer Force Development in the Air Force Reserve

By Major Chris Afful . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28 Labor and Management Relationships – Sometimes Challenging, Always Vital to Succes, By Captain James Schieser . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .30 Civilian Expeditionary Workforce: Total Force at its Best!

By Mr. Randy A. Samples, Ms. Linda D. Sny & Ms. Denise McCaskill . . . . . . . . . . . . . .34 From the Cold War to the Long War, By Colonel John P. Harris . . . . . . . . . . . . . . . . . . .36 A Maintenance Officer’s Journey, By Colonel Michele G. Smith . . . . . . . . . . . . . . . . . . . .40 Where Has the Time Gone? By Colonel (Ret) Jim Silva . . . . . . . . . . . . . . . . . . . . . . . . .44

Webmaster/Website Maj JD DuVall webmaster@loanational.org www.loanational.org

How Well Do You Know Your Maintenance Ramp?

By Lieutenant Colonel Ray Briggs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .46

THE EXCEPTIONAL RELEASE

Best AMMOS Paper, By Captain Brian Mix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .51

Editor Col Dennis Daley editor@loanational.org

Policy, PowerPoint, and the Pentagon, By Colonel Elizabeth Arledge . . . . . . . . . . . . . . .52

Assistant Editor Col (ret) Mary H. Parker assteditor@loanational.org

Continuum of Service: From Active Duty Officer to Mom and Reservist

By Lieutenant Colonel Gretchen Kurlander . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .56

LOA Executive Director ER Managing Editor/Publisher Marta Hannon marta@loanational.org ER Worldwide Staff 1Lt Benjamin J. Derry, 373 TRS/DET 3 Maj James Dorn, 748 SCMG/CCX Lt Col Richard Fletcher, 305 AMXS/CC Lt Col Michelle Hall, SAF/PAX Ms. Donna Parry, AF/A4/7PE Lt Col Paul Pethel, 19 AMXS/CC Graphic Design MMagination LLC – Atlanta, GA www.mmagination.com LOA National PO Box 2264 – Arlington, VA 22202 Issue No. 116 - Summer 2010

Growing Joint Reserve Officers, By Colonel Linda Marsh . . . . . . . . . . . . . . . . . . . . . . . .50

Total Force: Been There, Done That, By Major Ginger M. Ormond . . . . . . . . . . . . . . . . .54

WR-ALC Maintenance Wing Supporting Cargo Aircraft Surge

By Ms Lisa Mathews . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .60 Savage Creek Bluegrass, By Mr. Rick Jones . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .62 Robins Change Manager Tackles AFSO21 NFL Style, By Ms. Lisa Mathews . . . . . . . . .64 DLA Reservists:“Source Behind the Force”

By Lieutenant Colonel Richard C. Sater . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .66 ALL-IN: Air Reserve Component Logisticians in Action

By Major Lisa Ryan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .68 Total Force Integration, By Lieutenant Colonel William Kossick . . . . . . . . . . . . . . . . . . .70 B-29 Expeditionary Airfield Operations: Saipan and Tinian 1944-45

By Lieutenant Colonel Jeffrey Decker . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .72 Put Us in Coach, We’re Ready! By Lieutenant Steve Massara . . . . . . . . . . . . . . . . . . . .78 Logistics in Times of Need, By Ms. Beth Reece and Ms. Sara Moore . . . . . . . . . . . . . . .82

Table of Contents Continued on Page 2..

President’s LOG(istics) FELLOW LOGGIES: Last year, the National Executive Board brought a by-law change to the membership that offset our elections and you unanimously approved the changes. These changes make it possible to keep National Board continuity from year to year, allowing the board to be more effective. This year, under those new by-laws, you’ll vote for a new Vice President and Chief Information

Col Doug Cato

Officer (CIO). In the summer of 2011, you’ll vote for a new President and Treasurer. Under our elections guidance, we’ve appointed an election committee lead by Col Evan Miller (Past LOA President). He’ll be assisted by Lt Cols David Koch and John Kubinec. Remember, nominations for offices are open to all current paid LOA

ER: PRESIDENT’S LOG(ISTICS)

National members. Nominations should follow the format located on the LOA National website (http://loanational.org/ about/guidance.php) under LOA G4. (evan.miller@us.af.mil).

The election committee will accept nominations via email to Col Miller

Nominations will be received through 9 July, 2010, and then the nomination committee will

select at least two candidates for each office.

Voting notification will be sent to each member’s current profile email address, so please make sure yours is current! The candidates will be put forward for a membership vote for at least 15-days

TABLE OF CONTENTS (Continued from page 1)

via the LOA website. The winners will be announced by the LOA National Executive Board at the conclusion of the vot-

AMC Responds to Mother Nature

By Master Sergeant Timothy M. Ferguson ........................84 Commentary on the Real Haiti Deployment

By Tech Sergeant Justin Adams ........................................86 Focus on a Chapter Leader ..............................................90

ing period and will be installed into office at the conclusion of the 2010 conference.

Speaking of the 28th Annual LOA National Conference this year’s theme is Logistics: THE Combat Enabler!

The

conference will be at the Caribe Royale Hotel and Convention Center – October 11- 14.

In Every Issue President’s LOG(istics) ........................................................2 Editor’s Debrief ....................................................................4 From the E-Ring ..................................................................6

Speakers are lining up nicely. We’ve received commitments from The Honorable Ashton Carter, Under Secretary of Defense for Acquisition, Technology & Logistics (AT&L) as

SES Speaks..........................................................................7

our banquet keynote speaker, Gen Schwartz, Air Force Chief

Perspectives ......................................................................10

of Staff, Gen Hoffman, Commander AFMC, LTG Gainey,

Perspectives ......................................................................20

Joint Staff, Director of Logistics, Lt Gen Owen, Commander,

AFSO21 CrossTalk ............................................................94

Aeronautical Systems Center, Air Force Generals Reno,

Chapter CrossTalk ..............................................................95

Sullivan (ret), McMahon, Peyer, Busch, Fedder, Merchant,

Milestones ........................................................................103

Cameron (ret), Baker and many others. We also have a full

Charles Taylor: The First Maintainer ................................104

slate of senior civilian loggies too, like Mrs. Tune (formally Ms. Walker), Mrs. Westgate, Mrs. Estep, Mr. Reynolds, Mr.

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Richey, Mr. Marshall and Mr. Dunn. From our Total Force Perspective Lt Gen Stenner, Chief of Air Force Reserves and Lt Gen Wyatt, Director of the Air National Guard have both accepted to speak on a Total Force Panel hosted by Lt Gen Reno.

WOW, What a lineup!

Last year’s Conference was a huge success, drawing over 1400 logisticians from across the Air Force as well as senior executives from many top defense manufacturing companies. LOA 2010 will be another great opportunity to share ideas, proven practices, and new technology.

The conference always draws senior leaders from across the Air Force and DoD.

Additionally, we will have top logisticians from all of the major commands.

Exhibit and sponsorship sales are already open and registration for the conference will be open in June on the LOA National website. We’ve locked in a special room rate for LOA attendees - so reserve your room now and lock-in your attendance at the Earlybird rate for this all import, one-of-a-kind learning opportunity. Where else can you get this amount of bang for your TDY dollar for professional education? Remember, the LOA National Conference counts towards continuing education credits.

V/R,

COL DOUG CATO, PRESIDENT LOA NATIONAL AND YOUR

LOA NATIONAL BOARD.

The Exceptional Release A Professional Military Journal written by logisticians for logisticians The purpose of the Logistics Officer Association (LOA) is to enhance the military logistics profession. LOA provides an open forum to promote quality logistics support and logistic officer professional development.

Policy on Written Submissions: The editor invites articles and other contributions on issues that support LOA’s purpose. Direct manuscripts, letters and other communications to: marta@loanational.org and editor@loanational.org.

Deadlines: The 15th day of January, April, July, and October.

Story Format: Double-spaced, typed and electronically submitted to marta@loanational.org.

Photos & Graphics: Send individual electronic files (hi-res JPG, TIFF or EPS with type as outlines for ads) along with stories (as separate text files) and include cutlines/captions. All photos and ads should be at least 300 dpi or greater resolution.

Submitter data: Should be typed at the end of the story file. Information included should be: Rank; full name; service; home mailing address; business name and address; business phone (DSN and commercial); email; three to five sentence biographical sketch; and a photo (as a separate file – see photos and graphics above).

Editorial Policy: The editors reserve the right to edit all submissions for length, clarity and libel. All submissions become the property of LOA. Advertisement Formats: Each ad must be sent as a composite hi-res (300 dpi or greater) EPS file with fonts saved as outlines. Fullpage ads with bleeds should allow at least 3/8” bleeds. Ad rates visit: http://www.loanational.org/exceptional-release/advertising-rates.php Advertising Contact: Ms Marta Hannon, Managing Editor PO Box 2264 – Arlington, VA 22202 – email: marta@loanational.org – Phone 405-701-5457 Subscriptions: The ER is published quarterly and is available via membership in the Logistics Officer Association at the annual rate of $25. Access membership forms on the website at www.loanational.org.

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Editor’s Debrief LOA needs a bigger Total Force tent! This summer edition focuses on the major contributions from the Air Force Reserves, the Air National Guard and our Civil Service employees.

It would be hard to find a unit or a mission--

home or deployed--that is not directly improved by these Col Dennis Daley

Ms. Donna Parry

three segments of our Total Force. Simply put, many active units today would be unable to meet

their mission objectives without their Total Force partners. The expertise and commitment that our Total Force brings to bear is not a nice-to-have with today’s ops tempo… it is a must.

ER: EDITOR’S DEBRIEF

But how can we get our Total Force counterparts involved as much in LOA as they are with our missions? It appears our civilian leaders have certainly become much more involved with LOA and specifically the Exceptional Release to include critical leadership positions in LOA. However, I think we would all agree that LOA

1Lt Benjamin J. Derry

Maj James Dorn

Lt Col Richard Fletcher

Lt Col Michelle Hall

Col (ret) Mary H. Parker

Lt Col Paul Pethel

would benefit with a more robust Guard and Reserve LOA involvement.

Here’s just a thought my devoted ER readers.

How can we gener-

ate the Total Force involvement in LOA (and the ER) that we see in our daily mission activities? If you have an idea, please share it with us. Bottom-line, if we can expand our big tent to include more of the Total Force composition we will even further strengthen our already growing professional organization. And like our everyday mission accomplishment, we will be a stronger LOA team because of it.

The Fall issue deadline is 1 July.

The theme is “Logistics: THE

Combat Enabler.” We should have another great edition with your stories of supporting the war fighters. Thanks for your continued support of the ER. Have a good and safe summer everybody!

-- COL DENNIS DALEY AND YOUR ER WORLDWIDE TEAM

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w w w. L OA N AT I O N A L . o r g

From the E-Ring N O T- S O - S E C R E T W E A P O N I’ll read the rest of this fine journal along with you when it’s published, but I want to add my thoughts on the theme of the ER this time, Our Secret Weapon: Total Force of Guard, Reserve and Lt Gen Loren M. Reno

Civilians.

In addition to our active duty force and supporting contractors, the contributions of our guard,

E-RING, SES SPEAKS

ond string…all bring value to the fight.

THE

(wo)men and reservists, for flight commanders and group commanders, and for the flightline and backshop.

ER: FROM

reserve, and civilian workforce round out the team we use in logistics to give our Warfighters all they need. None are on the sec-

When I was at Elmendorf recently, I met the SSgt who found corrosion on the F-22 ejection seat clevis rod, helped make a tool to

When you think about a team-of-five, you’re probably thinking basketball. That is a rich analogy to what we do, given the need for technical skill, discipline, competitive edge, compliance with rules, and teamwork in both. In the recent NCAA tournament, did you also observe that the team with the best player didn’t win as often as the team that was the best team?

I heard our Chief of Staff observe recently that “no one has greater value to our collective mission than another. We operate within a ‘big tent’ where everyone contributes.” That is as true for maintainers and LROs as it is for active duty and civilians or guards

expedite the repair, and led his shop in alerting the entire F-22 world about the issue. His name is Manuel E. Acuna, SSgt, USAFR. The coin I left him was to affirm him and to demonstrate to his entire shop the value I think he adds--not because he is in the AFRC, but because of his thoroughness, integrity, discipline, technical skill, courage, and teamwork. Those traits are not unique to one or two parts of our team…we all should live them.

I recall walking the line at the Mobility Rodeo a few years ago and being impressed with the experience of our ANG crew chiefs.

If you look on my immediate staff, you’ll find reserve officers in addition to my mobilization assistant, Maj Gen Anita Gallentine…but you won’t be able to tell that they are reservists!

Let me turn to the civilian part of the team. I recently saw a note one of our 4-stars sent to the AF Chief of Staff. It summarized the results of a completed eight-step process to validate that airworthiness directives were being properly applied to our commercial derivative aircraft fleet. In addition to the significance of this issue, what caught my eye was that the leaders for this effort--that won CSAF praise--were two civilians. They led the multi-MAJCOM, contractor, and operating unit team.

Witness also that three of our MAJCOMs’ logistics directorates are being led by members of the SES: AETC, AFSPC, and AFGSC. Basketball seasons are coming to a close, but the need for teamwork and outstanding player performance on our team continues.

That’s my view.

— LT GEN LOREN RENO DEPUTY CHIEF OF STAFF FOR LOGISTICS, INSTALLATIONS AND MISSION SUPPORT, HEADQUARTERS U.S. AIR FORCE, WASHINGTON, D.C.

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SES Speaks CIVILIANS…CONTINUITY

TO

T R U LY A L L I N

Mr. William A. Davidson, a member of the Senior Executive Service, is the Administrative Assistant to the Secretary of the Air Force and serves as the Chairman of the Executive Resources Board. In this position, he is the most senior career civilian in the Air Force.

Mr. William A. Davidson

As the Chairman of the Executive Resources Board, which oversees all civilian force development and is responsible for providing recommendations to the Secretary of the Air Force and the Chief of Staff, I have seen a significant paradigm shift concerning how we use our civilians. For many years, our civilians were highly valued because they provided the sole continuity for our day-to-day operations while the military rotated in and out developing their future military leaders. Today, civilians are sharing the mantle of leadership with our military members and are engaged throughout the world in military operations. But this shift has not come quickly, nor has it been without hurdles to overcome.

In the mid to late 90s, we embarked on a journey to change the way we viewed our civilian work force. We built a strategic plan to guide our efforts that addressed cradle-to-grave development of the civilian work force. While we still valued continuity, the plan recognized that civilians were not afforded the same developmental opportunities as our military counterparts…and that needed to change if we were to develop civilian leaders who could truly be interchangeable with the military. Our biggest challenge was to ensure that future civilian leaders had the credibility at the highest levels to assume leadership positions that were traditionally held by their military counterparts. That challenge raised significant issues for our civilian work force and for the entire Air Force: how to provide professional development opportunities, how do we identify sufficient leadership positions, and how do we change the civilian mindset on the importance of mobility for professional development.

With senior leader support, we have attacked this challenge across the board. Our civilians now have opportunities to attend inresident PME literally at every professional grade level to parallel their military officer counterparts. In fact, there is a continuum of learning that takes a strategic approach to developing civilians from entry level through the SES. Throughout our functional communities and across the MAJCOMs, we have converted traditional military leadership positions to civilian to allow civilians to have the same developmental opportunities. Civilians now occupy over 60% of the “equivalent” field grade positions, AF-wide. In addition, we expanded career broadening opportunities to allow civilians to work in COCOMs, Joint Staff, and in OSD…all to enhance their breadth and test their ability to deal with leadership challenges across the entire spectrum of operations. To address those coveted “command” positions, we have reinvigorated the Civilian Strategic Leadership Program to put high potential GS14/15s in leadership positions at the Wing and Group levels. To date, we have identified almost 100 positions to be filled by civilians who are selected in a board process very similar to the command screening boards for the military. To help oversee all force development for the Total Force, we now have the Force Management and Development Council, chaired by the Vice Chief of Staff, with participation by MAJCOM CVs. Change is good and I couldn’t be more pleased with the progress we are making with our civilian work force development efforts…but we all must keep the pressure on our high potential civilian leaders to avail themselves of these opportunities.

-- MR. WILLIAM A. DAVIDSON ADMINISTRATIVE ASSISTANT TO THE SECRETARY OF THE AIR FORCE AND CHAIRMAN OF THE EXECUTIVE RESOURCES BOARD.

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2009 Air Force Lieutenant General Leo Marquez Award and Maintenance Effectiveness Award Winners Air Force Lieutenant General Leo Marquez Award Winners 4ER: 2009 AIR FORCE AWARD WINNERS

Aircraft Maintenance

Field Grade Manager Major Robert M. Brinker, 56th Component Maintenance Squadron, Luke AFB, AZ, Air Education and Training Command

Company Grade Manager - Captain Bobby D. Buckner, 755th Aircraft Maintenance Squadron, Davis-Monthan AFB, AZ, Air Combat Command

Supervisor Manager Senior Master Sergeant David L. Halvorson, 27th Special Operations Aircraft Maintenance Squadron, Cannon AFB, NM, Air Force Special Operations Command

Technician - Senior Airman Joseph C. Rammacher, 435th Air Mobility Squadron, Ramstein Air Base, Germany, United States Air Forces in Europe

Civilian Manager - Mr. Stephen C. Francis, 60th Aircraft Maintenance Squadron, Travis AFB, CA, Air Mobility Command

Civilian Technician - Mr. Kirby G. Postlethwait, 58th Maintenance Squadron, Kirtland AFB, NM, Air Education and Training Command

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Technician Supervisor Technical Sergeant Derek J. Bibber, 31st Maintenance Squadron, Aviano Air Base, Italy, United States Air Forces in Europe

Missiles/Munitions Maintenance

Field Grade Manager - Lt Col Kenyon K. Bell, 3rd Equipment Maintenance Squadron, Elmendorf AFB, AK, Pacific Air Forces

Company Grade Manager - Captain Matthew S. Drossner, 9th Munitions Squadron, Beale AFB, CA, Air Combat Command

Supervisor Manager Master Sergeant Donald J. Deleo, Jr., 48th Maintenance Group, Royal Air Force Lakenheath, England, United States Air Forces in Europe

Technician - Senior Airman Steven S. Yancheck, 763rd Maintenance Squadron, Nellis AFB, NV, Air Combat Command

Civilian Manager - Mr. Richard S. Jones, 649th Munitions Squadron, Hill AFB, UT, Air Force Materiel Command

Civilian Technician - Mr. Jess J. Dietrich, 412th Maintenance Squadron, Edwards AFB, CA, Air Force Materiel Command

Technician Supervisor SSgt Asa L. McCurdy, 703rd Munitions Support Squadron, Volkel Air Base, The Netherlands, United States Air Forces in Europe

Air Force Maintenance Effectiveness Award Winners Category 1: Small Aircraft Maintenance (25-300 authorized personnel) - 3rd Component Maintenance Squadron, Elmendorf AFB, AK, Pacific Air Forces

Category 3: Missile/Munitions Maintenance - 48th Munitions Squadron, Royal Air Force Lakenheath, England, United States Air Forces in Europe

Category 2: Medium Aircraft Maintenance (301-999 authorized personnel) - 19th Aircraft Maintenance Squadron, Little Rock AFB, AR, Air Mobility Command

Category 4: Depot (any size) - 76th Maintenance Wing, Tinker AFB, OK, Air Force Materiel Command

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Perspectives I N S TEP WITH LT G EN C HARLES E. S TENNER , C HIEF OF A IR F ORCE R ESERVE , H EADQUARTERS U.S. A IR F ORCE , WASHINGTON , D.C., AND C OMMANDER , A IR F ORCE R ESERVE C OMMAND , R OBINS A IR F ORCE B ASE , G A .

ER: What can you tell us about the significant initiatives that AFRC is working to implement?

LT GEN STENNER: Currently, we are implementing the “AFR

ER: PERSPECTIVES

2012� Initiative. AFR 2012 consists of the most wide ranging changes to affect the Air Force Reserve since we became a Major Command in 1997. This initiative streamlines how we mobilize, manage and generate Reserve forces. Additionally, it harmonizes how our three major staffs: Chief of the Air Force Reserve, Air Force Reserve Command (AFRC) and Air Reserve Personnel Center (ARPC)] work together.

We are revising our management structures and practices to eliminate redundancies associated with mobilizing and deploying Reservists to meet combatant commander and component requirements. Administrative roles currently performed by gaining major commands related to sourcing and generating Air Force Reserve Command (AFRC) forces will be performed by AFRC. AFRC functional managers will manage consolidated functional portfolios consisting of Reservists from unit, Individual Mobilization Augmentee, and Individual Ready Reserve programs. To more efficiently meet combatant commanders' requirements, AFRC will assume full responsibility for identifying and scheduling Reservist participation in air expeditionary force (AEF) rotations and mobilizing/demobilizing Air Force Reserve forces through the Air Force service component to the joint force providers.

Centralizing will enable AFRC Functional Area Managers (FAMs) to readily integrate both voluntary and involuntary participation into a single force generation process.

This integrated process will be more responsive to the needs of Reservists, provide them greater predictability, make participation levels more certain, and ultimately provide combatant commanders with a more sustainable operational capability.

At the Pentagon, the Air Force Reserve is examining its processes to improve Reserve interaction among the Air Force Headquarters staff to

better support the chief of Air Force Reserve, the chief of staff of the Air Force, and the secre- Lt Gen Charles E. Stenner tary of the Air Force in discharging their service responsibilities. Through the Air Reserve Personnel Center, the Air Force Reserve is also taking action to improve Reserve and Air National Guard personnel administrative and management capabilities. Collectively, these actions will contribute to the overall health of the strategic reserve and improve the sustainability of the Air Force Reserve and the Air Force operational capabilities required by the Warfighters in this new century.

ER: How will the AFR 2012 initiative impact AF Logistics?

LT GEN STENNER: The AFRC logistics community will continue to focus on force management both the Selected Reservist (SELRES) and the Individual Ready Reserve (IRR) to develop, maintain and provide a sustainable and balanced mix of Reserve force capabilities.

This includes the traditional Air Force Reserve role of programming, organizing, training, and equipping logistics forces for a strategic surge capability. Adding to this responsibility is ensuring that the Air Force Reserve logistics community provides an operational capability that is standardized and enhances the active component logistics resources.

The AFR 2012 initiative will allow the AFRC logistics community to expand their existing capability to perform MAJCOM responsibilities such as weapon system management, Logistics Compliance Assessment Program, Agile Combat Support requirements, force management; information technologies program management, functional training/proficiency programs and FAM duties. This expanded capability will enable the AFRC logistics community to continue to be an unwavering total force partner to meet and exceed the Air Force logistics mission.

Lt Gen Stenner presents the 2010 AFRC LRS of the Year Award (non-flying unit) to Maj Stephanie Cornelius, 944 LRS, Luke AFB, AZ.

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ER: How will the AFR 2012 initiative impact the way AFRC Logistics personnel are sourced?

LT GEN STENNER: The changes will be transparent to both the individual Reservist and organization supported by our Reserve manpower. AFR 2012 eliminates redundancies associated with mobilizing, managing and generating Reserve forces.

Logistics personnel will be sourced through a single point of entry at HQ Air Force Reserve Command. FAMs will provide the necessary oversight by centrally managing the entire career field in one place. “Centralizing will enable AFRC functional managers to readily integrate both voluntary and involuntary participation into a single force presentation process.”

ER: Do you have any examples of where AFRC logistics has played a successful role in the AF meeting the mission?

LT GEN STENNER: Within the last three years, the AFRC

Logistics community has focused on maintenance practices that improve aircraft availability. The two biggest focus areas were improving mission capability rates and reducing MAF Isochronal (ISO) flow days. Through the Command’s “True North” initiative, an enterprise daily review of aircraft status, the Command increased the overall FY09 MC rate by 4.56 %. Through numerous continuous lean events, AFRC units have achieved a 20-day ER: What is your perspective on future Total Force Integration reduction in the average C-130 ISO flow days. Also, the AFRC C-5 Regional ISO effort at Westover is producing 22-day fly-to(TFI) initiatives? fly minor ISOs (an improvement LT GEN STENNER: As weapons from 58-day average in FY07). As systems become increasingly Westover continues to add posiexpensive and more capable, tions and improve processes to their numbers necessarily go reach Full Operational Capability down. Aging platforms are being (FOC) status in FY12, the unit will retired and not replaced on a achieve even lower fly-to-fly days one-for-one basis. The Air Force for the Regional ISO operation. is required to make the most of Both these initiatives have led to its smaller inventory. To this AFRC’s Aircraft Availability rate end, the Air Force Reserve, Air improving 1.76 % over the last 3 National Guard, and Regular Air years despite aging aircraft, Force are integrating across the increased ops tempo, and increased force, exploring associations depot possessed time. These logiswherever practical.

The Air Lt Gen Stenner fields questions during the February 2010 Air Reserve tics efforts have resulted in AFRC Component Transportation/Reserve LRO conference.

Force is aggressively examining all receiving the General Wilbur L. Air Force core functions for inteCreech Maintenance Excellence gration opportunities.

Award for both 2008 and 2009; a tremendous accomplishment Over the past 40 years, we have established a wide variety of for the entire AFRC logistics community. associate units throughout the Air Force, combining the assets and manpower of all three components to establish units that capitalize on the strengths each component brings to the mix.

ER: What advice do you have for any young logistics officers who may be interested in joining the Air Force Reserves?

LT GEN STENNER: AFRC has a very active Logistics Force But associations are not simply about sharing equipment. The goal is to enhance combat capability and increase force-wide efficiency by leveraging the resources and strengths of the Regular Air Force, Air National Guard, and Air Force Reserve while respecting unique component cultures in the process. To better accommodate the Air Force-wide integration effort, the Air Force Reserve has been examining its four decades of association experience. With Regular Air Force and Air National Guard assessment teams, we have developed analytical tools to determine the optimal mix of Reserve, Guard, and Regular forces in any given mission. These tools will give the Air Force a solid business case for associating as we go forward.

Development process that not only focuses on the development of Reserve logistics officers but also continues to explore opportunities to capture the experience and talent that is leaving the active duty. One way the Command is doing this is through TFI units. Having “Reserve” opportunities collocated with active duty units makes it easier for those that make the decision to leave active duty to transition to a Reserve position enabling the Air Force to retain these trained and experienced individuals.

Logistics officers interested in Air Force Reserve opportunities should contact their in-service Reserve recruiter (one located at every CONUS active duty Air Force installation) and the AFRC Logistics Assignment Facilitator, Major Chris Afful, DSN 497-0712, Christopher.Afful@afrc.af.mil. K

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SSgt Scott MacDougal wires the tail cone AAR-47 sensors. SSgt MacDougal possesses a hydraulics AFSC

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A-10C Consolidated Installation Program: Worth More than Bullets

By Captain Eric Newman Bullet statements have long been the standard when describing a military operation or program. They succinctly relay the successes, failures and milestones. Information saturated word-bites provide an excellent snapshot, but they fall short of mentioning the ingredients accountable for the results. Describing the A10C Consolidated Installation Program (CIP) strictly with bullet statements, it would look something like this: $11.3 million saved over Depot alternatives; over 55,000 man-hours saved versus separate component installation; 4,000 aircraft availability days achieved over separate component installation; all Aerospace Expeditionary Force (AEF) participants’ aircraft modified on-time and in advance of AEF obligations; nearly 5,000 hours of over and above maintenance completed at no additional cost or time to owning units; all accomplished with over 40% of CIP personnel who did not hold the requisite Air Force Specialty Code (AFSC)for the tasks. A deployment-like environment, excellent leadership support, and a culture promoting innovation would be the three bullets I believe accurately describe the CIP program. For as much as we like and rely on them, few bullet statements truly convey what makes the project successful. But first, a little history is in order.

A NEW CHALLENGE During 2008, Air Combat Command personnel recognized the need to modify the A-10C with 12 Time Compliance Technical Orders (TCTOs), train pilots on the new hardware/software, and do both before AEF commitments. These hurdles were compounded by other A-10C sustainment needs such as Service Life Extension Program and Precision Engagement being handled at Ogden Air Logistics Center, Hill AFB, the standard supplier of upgrades. A one-stop-shop was the answer. When 189th Airlift Squadron was eliminated by the Base Realignment and Closure (BRAC), the 124th Wing of the Idaho Air National Guard was primed to provide the surge capability needed. This action left numerous full- and part-time personnel, facilities, and tooling available for follow-on missions. Knowing that day had arrived, Wing leadership jumped at the opportunity to host the CIP. The trial installation of ten TCTOs on a Maryland Air National Guard A-10C occured in March 2009. Invested parties discussed what would be needed to complete 131 aircraft at a rate of 12 aircraft per month (later increased to a total of 272 aircraft).

Considering over and above maintenance and all things related to such an in-depth modification, we calculated workable figures for personnel and tooling. Reality struck when we were unsuccessful in sourcing a full complement of avionics, electrical, and structural personnel from the Idaho Air National Guard or other units.

NECESSITY BREEDS EFFECTIVENESS I have often wondered why maintenance can deploy to less than desirable areas with a minimum of support and be successful. As we strived to overcome manning shortages, the question answered itself. The majority of available personnel were qualified on “heavies”, C-130 aircraft to be specific. The remainder of those hired had little or no systems knowledge, and several had no aircraft maintenance knowledge. Again, 40% of our personnel did not possess the correct AFSC for their position. As team selection began, our policy quickly evolved into aptitude and attitude over AFSC. When we asked prospective team members if they could accomplish the task at-hand, it was common to hear, “Show me how and I will.” Our next response was “Welcome to the team.”

Such a diverse group demanded a thorough training program.

Seven-level avionics and environmental/electrical personnel trained others on end-termination and tooling. Since the program is primarily depot-level work, engineering drawings are used more often than technical orders. Many tasks are repetitive, and require attention to detail more than troubleshooting skills. Newly trained personnel typically showed proficiency off the aircraft while building wiring kits, thereby reducing the workload for those on the aircraft as an additional benefit. They are then assigned to an installation team. Their attitudes are evident each day as they are aware they play a greater role in producing a quality product in a timely manner. Unlike typical training programs, we expected some contributions from them within the first week. New trainees rose to meet this challenge, and when they did so, it further solidified the team concept. Just as when we deploy, the team member we often rely on is the one standing next to us, regardless of training records and their AFSC. This fact is often overlooked as a necessary evil, as opposed to being treated as an opportunity to build a stronger team.

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E R : A - 1 0 C C O N S O L I D AT E D I N S TA L L AT I O N P R O G R A M

LEADERSHIP

AS A

T E A M P L AY E R

Group, Wing, and System Program Office (SPO) leadership displayed great support throughout all phases of the program.

During the early stages, they listened to proposed plans and allowed liberal use of personnel as long as the intent was supported with an adequate plan. As the program proceeded, the support took on the identity of a cheerleader.

While on an AEF deployment, a Group Commander explained to me the difficulty of sustaining high morale and productivity over time. Shorter periods such as three or four months were not the challenge. The real difficulty, he said, was creating an environment that would maintain these levels beyond six months. Our leadership has done this through persistent encouragement. At both the Wing and Group level, leadership allowed the team to try a variety of new ideas, with no adverse recourse in the event of failure. Additionally, commanders routinely made themselves visible within the workcenter when recognizing team members and expressing their support for the program.

They were definitely a part of the team.

“CAN I

TRY…”

When speaking of innovation, I usually refer to one of two examples. One of our personnel, qualified on C-130 engines, was trained and was wiring the AAR-47 system. Approximately fifteen aircraft into the program, he approached me with an idea.

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He explained the possibility of decreasing the time to wire the aircraft by changing the order of the process and wanted the opportunity to try it. Given the go-ahead, he worked in front of the electricians and followed through with his plan. After verifying this new process was technically sound, all agreed that the plan had worked; saving approximately four hours per aircraft.

Multiplied by 200 (remaining aircraft), we gained an advantage of over 800 man-hours saved. This was a very significant contribution from an “unqualified” member.

Another mechanic had demonstrated the role initiative plays in successful teamwork. Trained as a C-130 crew chief, I asked him if he was willing to learn A-10 systems, to which he agreed. This individual quickly recognized a need for additional egress personnel. He voluntarily attended a Field Training Detachment for the ACES II ejection seat. As an augmentee, he assisted in the removal and installation of over 60 seats in addition to his normal duties. However, the story does not end there. Shortly after becoming qualified on the ACES II seat, he expressed an interest in learning the structural aspects of the AAR-47 modifications. Since we had not been able to fill all of the structural positions, we encouraged him to do so. Today, this individual frequently steps in for teams that are short-handed in one area or another. Also of note, his leadership has led to others pursuing skills where their interests coincide with the team’s needs.

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The team has grown to accept and expect the help of one another. “That’s not my job” or “I’m not qualified” does not apply.

And just as members expect the help of one another, they also expect to make an investment. The patience and training they give today produces a strong teammate tomorrow. Of course these are just a couple of obvious examples within our first sixmonths of operation. There have been countless process improvement items based on suggestions. These suggestions have seldom come from the ranking team leader or most experienced member in that field. Some of the largest strides have been made by an outsider that used different experiences to formulate a new solution.

Just days ago we received our diversity briefing. Too often we think of race and religion as primary components of diversity, and they can be. But, what about the airman working alongside of us that appears to be of similar background, yet thinks through problems differently? Are we tolerant and patient with them when listening to their ideas? We certainly have team members that initially struggled with some duties we asked them to accomplish. However, upon recognizing their struggles, we tried to guide them in areas that would play to their strengths. Soon, they would build confidence in smaller tasks that were more familiar to them. This confidence then enabled them to progress

to more complex tasks. No one possessing a positive attitude has been left behind.

CONTRACTOR SUPPORT Finally, I must give credit to the technical support we received through KIHOMAC, Inc. This contractor has been dedicated to providing outstanding support for the modification effort.

Numerous aircraft arrived with test modifications and incorrect wiring. Add to this condition, the installation of several newly designed components with limited tech data, and our most talented personnel were left scratching their heads. This was a daily occurrence for the first few months. Having made it to this point, the contractor deserves our gratitude.

The underlying factor has been teamwork and latitude for those willing to seek a solution. The attitude people carry with them each day as they arrive for work continues to mold how the CIP proceeds. And with continued leadership support, our deployment to the west end of the ramp will be of great service to the A-10 community.

About the Author:

Capt Eric Newman is a Maintenance and

Executive Officer for 124th Maintenance Group Deployed for both C-130 and A-10 missions including OIF and Senior Scout.

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Logistical ICEMARE Taking Joint Operations to the End of the Earth

during the winter there, most of the scientists conducting research there shut down operations and go home, some to return next season.

By Major Jennifer M. Barnard and 1st Lieutenant Anthony D. Whitehead As I sit here at McChord Field, Washington, gazing upon Mt Rainier, I see summer quickly approaching. For those of us in the northern hemisphere, we prepare to welcome warmer temperatures, more sunlight, and increased outdoor activities. For those in the southern hemisphere, it is an entirely different story. For them, winter is approaching, and they prepare for colder temperatures and increased darkness. For those at the extreme ends of the earth, like the Antarctic ice shelf, this is especially true, and it tends to happen rather abruptly. Due to the inhospitable conditions that exist Above: Personnel from the National Science Foundation and the United States Antarctica Program patiently wait to board the Boeing C-17 Globemaster III for a flight back to Christchurch, New Zealand. (photo by SSgt Robert Tingle)

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As members of Team McChord and the C-17s migrated back home to Washington State from Christchurch, New Zealand, they celebrated yet another year in their long-standing tradition of supporting Operation DEEP FREEZE and true global logistics. While the team included members of LOA’s Rainier Chapter, it was a true picture of Total Force Integration, incorporating US Navy, US Air Force, Air Force Reserve, Air National Guard, and coalition partners from around the globe. And while everyone returned home enjoying mission success, it did not come without challenges. In the end, the mission once again thrived and demonstrated how a dedicated team can come together to overcome inherent mission challenges and logistical obstacles.

Operation DEEP FREEZE, which started in 1955, provides vital logistical delivery and sustainment for the National Science Foundation (NSF) and the United States Antarctic Program (USAP). The NSF and the USAP – along with a number of other nations’ research teams – conduct and support a multitude of scientific research projects on the Antarctic ice shelf and the surrounding areas. The research has three goals: to understand the

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region and its ecosystems; to understand its effects on (and responses to) global processes such as climate; and to use the region as a platform to study the upper atmosphere and space. Some of the current research projects include further enhancing IceCube, the world’s largest neutrino detector; searching for the universe’s beginning; and exploring the world’s last unknown mountain range, the Gamburtsev Subglacial Mountains. (See more project information at the NSF’s website, http://www.nsf.gov/od/opp/antarct/treaty/ opp10001/big_print_0910/bigprint0910_2.jsp.)

Supporting these projects requires the massive coordination of airlift, aeromedical evacuation support, emergency response sealift, seaport access, bulk fuel supply, port cargo handling, and transportation requirements. These inter-agency and logistical challenges are further complicated by the world’s most treacherous weather environment, as Antarctica is the coldest, windiest, highest and harshest continent on Earth. Adding to these nightmarish conditions is the challenge of navigating where traditional compasses are useless and satellite-dependent navigational aids are often unable to acquire the requisite number of signals necessary to accurately determine global positioning. This requires the use of a grid system once vessels approach 60 degrees South latitude. Providing logistics to the end of the world – while dealing with this assortment of problematic issues – can prove to be an epic challenge and often requires a heroic effort. Providing this heroic effort is a well-trained and motivated team; it also happens to be a true Total Force team of active duty, Reserve, Guard, contractors, and Kiwi.

To get cargo from New Zealand down to Antarctica, there are two modes of travel: air and sea. Sea transport is provided by Military Sealift Command and carries the largest and least time-sensitive requirements. To move people and high priority or perishable cargo (affectionately known as “freshies” by Pole inhabitants), air transport is necessary. The bulk of this is provided by types of aircraft: C-17s from the 62nd Airlift Wing at McChord AFB, WA; and an

LC-130 from the 109th Airlift Wing (ANG) at Schenectady, NY. The LC-130s, with their specialized landing skis, provide the primary intra-continental airlift on the frozen continent that is approximately the size of the continental United States. The C-17s and their extended range tanks are uniquely capable of delivering cargo to the ice shelf and returning to Christchurch, while minimizing their consumption of McMurdo Air Station resources (fuel).

In addition to providing the aircraft, these two units, along with the 446th Airlift Wing (AFRC) from McChord Field, provide the necessary aircrews and maintenance crews to sustain their operations from approximately August through March, depending on weather.

The team also includes weather and support personnel from 13th Air Force, including ANG personnel from Hickam AFB, HI; cargo prep and build-up personnel from the New Zealand Defense Force; and civilian contractors such as Raytheon, which is contracted to provide air terminal operations.

Staging out of Christchurch, the C-17 team moves equipment, supplies, and personnel to McMurdo Station on the Ross Ice Shelf.

The NYANG’s airlift efforts are augmented by helicopters and Twin Otters, flown by contractors. This combination of assets provides support to the many research teams spread out over the continent.

Tracked or wheeled vehicles provide overland transport to those areas closer to McMurdo Station, and small boats are used for those research bases along the coastal areas. While the coordination and cooperation required for these normal operations is no doubt impressive, what happens when the going gets rough is extraordinary. Everyday, there is amazing friendliness and outreach to assist each other.

One example of this occurred on the first C-17 swap-out of 2010.

When 1109 landed at Christchurch Saturday afternoon, an 8.5” fuselage crack was found on post flight inspection. Normally, this would require a Maintenance Recovery Team (MRT) and several Continued on next page...

A 10K-AT “Adverse Terrain” forklift unloads a C17 in front of Mt. Erebus, the world’s southernmost volcano. These type forklifts are able to rapidly load and unload cargo from the C-17 aircraft. Their larger tires, with increased surface area, are able to distribute the weight across the snow and ice while transporting the heavy cargo pallets. (photo by SSgt Robert Tingle)

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ER: LOGISTICAL ICEMARE

This LC-130, while owned by the National Science Foundation, is operated by the 109th Airlift Wing from the New York Air National Guard.

It provides both interand intra-continental airlift in support of the United States Antarctic Program and its scientific research. (photo by SSgt Robert Tingle)

days to get the jet flyable. However, with some amazing teamwork and cooperation between Active Duty, Reserve, Guard, and civilian contractors, it was repaired and on its way back to McChord within 48-hours. It went something like this: the jet landed and the crack was discovered Saturday afternoon (New Zealand time);with a 21-hour difference, it was Friday afternoon stateside. This proved fortunate because it enabled the team to request an engineering disposition from Boeing and receive a quick response. They also had to seek approval from the 62nd Maintenance Group Commander to allow ANG and Air New Zealand personnel to assist in the repair. Once approved, they then contacted the Defense Contract Management Agency (DCMA) representative at USAP to coordinate payment for contractor services. Putting the aircraft to bed around midnight Saturday night, they returned at 0545 Sunday morning to meet the ANG’s sheet metal journeyman. Quickly cutting the required size and type of aluminum, he completed the task by 0630, allowing him to provide the needed assistance and still make the processing line for his scheduled 0900 Antarctica departure. At 0900, an Air New Zealand supervisor came in to assist, calling in a non-destructive inspection technician to determine the extent of the crack. The crack was stop-drilled and C-17 maintainers applied the patch and speed tape and waited for the sealant to cure. With the cure check good, 34 personnel boarded the C-17 and departed Tuesday morning – 3 days earlier than the best case ETIC if a MRT had been required.

Another (smaller) example of teamwork – as well as LEAN principles – was lavatory servicing and documentation. This function is completed by a contractor as required. Previously, ANG and C-17 maintainers kept a daily written log and delivered it to Terminal Operations monthly to verify contractor billing. One morning on a launch, we simply suggested to Terminal Operations that we email this log on an excel spreadsheet, eliminating the monthly trek and saving resources to boot! They

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loved it, so we emailed them a spreadsheet with monthly tabs and they forwarded it to the 109th, who saved it on their desktop – all this by lunch time. Talk about a simple “just do it”-but one that drives home basic principles with clarity!

These two examples – one of a major issue and one of a minor – illustrate how dedicated and determined this team is, and how cooperation (in things both great and small) is what makes the mission a success. And make no mistake – this mission is a success.

Since the season started on September 25th, McChord Airmen have averaged three to four missions each week and by season’s end had flown 68 missions, transporting 5,507 passengers and over 4.1 million pounds of cargo. Mission success, however, is judged not only by meeting the NSF’s required airlift needs, but also by doing so with exceptional Total Force teamwork and with creative, team-oriented solutions that adapt to a challenging environment. This article only touches the tip of the iceberg on the “extreme logistics” necessary to support the USAP. If you are interested in more info, please visit: http://public.mcchord. amc.af.mil/news/story.asp?id=123184663 About the Authors: Major Jennifer M. Barnard is the Commander of the 62nd Maintenance Squadron, McChord AFB. She is the current Rainier LOA Chapter President and former Moody LOA Chapter Vice-President. She served as an engineer and executive officer for 4 years before attending AMMOC in 1999.

First Lieutenant Anthony D. Whitehead is an Aircraft Maintenance Officer assigned to the 62nd Maintenance Group, McChord AFB. He has served as an AMU Assistant OIC, Section Commander, AGE Flight Commander, and is currently the Fabrication Flight Commander, 62nd Maintenance Squadron. K

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Perspectives: IN STEP

M A J O R G E N E R A L A N I TA G A L L E N T I N E , M O B I L I Z AT I O N A S S I S TA N T T O T H E D E P U T Y C H I E F O F S TA F F F O R L O G I S T I C S , I N S T A L L A T I O N S A N D M I S S I O N S U P P O R T, H E A D Q U A R T E R S U . S . A I R F O R C E , WA S H I N G TO N , D . C .

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Maj Gen Anita Gallentin

ER: Can you describe the often “misunderstood� role of the Individual Mobilization Augmentee (IMA)?

ER: PERSPECTIVES

MAJ GEN GALLENTINE: I am continually amazed at the number of service members who do not know anything about the IMA program or the capabilities that IMA reservists bring to the total force. There are common misconceptions about IMAs across the service. Although most of our Reserve members serve in a unit program, it is surprising that many of our own reservists are unaware of where our 8700 IMA positions are located and what experience they produce. IMAs are normally very well trained and specialized in critical functional areas and work directly with our active duty forces. They have active duty bosses and are required to meet the same requirements and standards like other service members. The IMA slots tend to be higher in rank as they are for the fully trained military members. Officer and enlisted positions are located throughout the Air Force.

This program provides an excellent option for many Air Force members who need flexibility in meeting Reserve duty requirements. When a reservist is not physically residing near a military installation or unit, the IMA program might just be the answer. I did not know about the IMA program before I applied for a position over fifteen years ago so that is the reason I always recommend our service members talk to a recruiter to find out what options are available before deciding to no longer wear an Air Force uniform.

ER: What do you feel the associate wing organization offers both challenges and benefits?

MAJ GEN GALLENTINE: The Reserve Associate program continues to be a very important component of the Total Force structure. Our mission requirements are as diverse and challenging as ever. By utilizing the vast experience and manpower in the Reserves we are able to partner with our active duty forces as they continue to draw down and yet meet the increase in operational requirements. The Associate Reserve units are cost effec-

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tive and practical and we continue to look for areas where active duty/Air National Guard/ and Air Force Reserve units can be colocated; share aircraft and equipment; and increase our surge capability.

ER: What changes in the reserve components have you observed over your career?

MAJ GEN GALLENTINE: I believe the biggest change that I have seen over the past 30+ years is the significant importance that our Reserve Component plays in providing combat support.

We are truly equal partners with our active duty forces in every type of mission; flying and maintaining every type of aircraft; and employing fully trained reservists in every functional area. We can no longer tell who is a reservist and who is an active duty member which is the best compliment of all.

Reserve members sometimes have a tough time in balancing all the demands that are placed on them. They need to strike a balance with their reserve commitment, civilian employer responsibilities and support to their families. That is increasingly more difficult.

Our priorities as a Reserve Command are synchronized with our Total Force partners. Volunteerism is valued more than ever while we provide an operational, combat ready force.

Maintaining our strategic reserve capabilities is one of our highest priorities.

ER: How have women (active and reserve) career paths transformed over the years?

MAJ GEN GALLENTINE: I have seen so many changes for women in the past 33 years of service. When I first entered the Air Force, most female officers were in the medical field. They were not assigned to the traditionally male dominated specialty areas. But that begin to change in the mid-to-late 1970s and by the time I departed activity duty service in 1981 there were

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many female lieutenants working on our flightline and in other logistics career fields.

Today women make up approximately 20 percent of the active duty Air Force, and while achieving general officer rank is no small feat for anyone, women are filling numerous Chief Master Sergeant, Colonel and general officer positions.

In the Air Force Reserve, there are 75 general officers and nearly 15 of the positions are being filled by women. Some of the increases are simply because more women are serving in uniform and have “come of age” to compete for the highest levels of senior leadership.

I have been so very proud to be one of those “pioneering” women and look forward to representing them in the months to come. I am sure we will continue to do great things.

ER: What are the major challenges to the Reserve Forces over the horizon?

MAJ GEN GALLENTINE: Our operations tempo has certainly placed increasing demands on our Reserve forces. There is always a concern that many of our highly experienced troops might be forced out of units when our aging aircraft continue to retire. For that reason it is important that we position ourselves to be ready to grow into new missions, such as remotely piloted vehicle (RPV) operations, cyber warfare and nuclear missions.

For example, the Air Force Reserve now operates the USAF’s nuclear-capable B-52H formal training unit.

The Air Force Reserve continues to grow. We are adding over 4000 new positions over the next 4 years which will allow us to position reservists into these new mission areas. We will also modernize areas such as training for aircrews, battlefield airmen and RED HORSE (Rapid Engineer Deployable Heavy Operational Repair Squadron Engineers) units. As the requirements dictate we will continue to establish more associate units, where it makes sense. Recruiting qualified individuals will continue to be one of our highest priorities. K

Major Gen Gallentine on recent visit to Elmendorf AFB as team leader for the 2010 CINC Installtation Excellence Award. (phots coutesy of Maj Gen Anita Gallentine)

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Maj Gen Anita Gallentine mentors a Dover Airmen during a recent visit to the best installation base in the Air Force. (Photo Courtesy Dover AFB)

Mentoring is a MUST!

By Major General Anita Gallentine Nearly thirty-three years ago I began my service in the United States Air Force as a newly commissioned officer in the munitions maintenance career field at Fairchild AFB. As an ROTC graduate from a small Ohio state college being assigned to Strategic Air Command (SAC) was not only an honor but an exciting jump-start to my military career. Learning and living the “SAC� way helped define my focus and self-discipline that was required in my military career and pushed me to set even higher personal goals with my civilian career as well.

My service as an active duty AF officer ended just after completing my 4-year tour, but I never even questioned my desire to continue to serve. Luckily a position was open in the Washington Air National Guard (ANG) and after serving there for five years, I transitioned to the Alaska ANG. As a traditional guard member, while also enjoying a demanding civilian career, I served as the consolidated aircraft maintenance commander. In 1994, after relocating to Florida I joined the Air Force Reserve as an Individual Mobilization Augmentee (IMA) and since that time I have been assigned twice on the Air Staff, at the Oklahoma City Air Logistics Center, and Air Mobility Command.

As a senior Logistician and now one of the functional leads for the AF Reserves, I am continually asked to provide career guidance which I find is a great honor. I would not have served in all three components of the Air Force if I had not followed the advice of

senior leaders who helped me transition from each component and encouraged me to always seek out new positions that were outside of my normal comfort zone. This advice is something I also provide when a service member asks me to be a mentor.

Many of us need advice during our career and we should all have someone that we enjoy talking to and sharing our experiences. Just about everyone can benefit from a mentor but not necessarily everyone is ready to have that relationship. Headstrong folks who are not open to criticism may not get much out of it.

Identifying your own weak spots may not be an enjoyable way to pass the time, but it will go a long way toward helping you find the right mentor. Think about what you need and consider the areas in which your skills are not as strong as you would like. Begin your search for a mentor with the people you know as they are the ones who will most likely help you. Also, let a mentor know when you act on the advice that was given.

A good mentor is just a good person, one that openly shares ideas and takes an active interest in you! I sincerely hope that all of you benefit from a strong mentor to help guide you throughout your career.

About the Author: Major General Anita Gallentine is the currently the Mobilization Assistant to HQ USAF A4/7. She has an extensive background in all areas of logistics both with the active and reserve components.

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Give Them the Recognition They Deser ve!

Do you know someone who always goes above and beyond?

Nominate those deserving individuals for a National Award!

NOMINATIONS ARE DUE 1 AUGUST. M I C H A E L E . Z E T T L E R L I F E T I M E A C H I E V E M E N T A W A R D - This award recognizes members of the Logistics Officer Association who have demonstrated sustained superior leadership in service to this organization. The nominees for this award will have at least 20 years of service in a logistics related career and also at least 10 years of membership in the LOA. G E O R G E T. B A B B I T T A W A R D - This award recognizes the two LOA National members who made the greatest contributions to the furthering of LOA National’s goals and objectives.

M A RY L . S A U N D E R S C H A P T E R D I S T I N G U I S H E D S E R V I C E A W A R D - This award recognizes the three LOA National members who made the greatest contributions in support of their local LOA Chapter activities.

D O N A L D J . W E T E K A M C H A P T E R O F T H E Y E A R A W A R D - This award recognizes the chapter (large category) which displayed outstanding support of LOA National objectives, innovation of programs for their local membership, and community involvement.

J A M E S L . H A S S C H A P T E R O F T H E Y E A R A W A R D - This award recognizes the chapter (small category) which displayed outstanding support of LOA National objectives, innovation of programs for their local membership, and community involvement.

All nominations are due by 1 August 2010 and should be sent via e-mail to InfoOfficer@loanational.org.

Chapter leadership should refer to www.loanational.org/about/guidance.php for specific guidance on award nominations.

Joint Qualification for the Reservist A Long but Worthy Journey Brig Gen (then Col) Trish Rose deployed with CENTCOM Deployment & Distribution Operations Center (DDOC) staff at Camp Arifjan in Kuwait. The CDDOC was a 68-person joint unit comprised of representatives from all services as well as civilians and contractors. TRANSCOM's Vice Admiral (then Rear Admiral Upper Half) Mark D. Harnitchek served as the CDDOC Director. (Photo courtesy Brig Gen Trish Rose)

By Brigadier General Trish Rose The DoD Strategic Plan recognizes “joint” is more than just two services working together. Joint Task Forces now define the way we array our armed forces, both for war and Operations Other Than War. Ultimately, joint operations must be able to synergistically employ forces from multiple services, agencies and nations.

As we transition to a total force environment, it becomes increasingly more important for Reserve Component (RC) officers to have the same joint qualifications and experiences as their Active Component (AC) counterparts. Not surprisingly, according to the Air Force Reserve Command Joint Officer Management FAQ page, “having joint experience will become one of the ‘whole person’ discriminators in the future and will play a role in many personnel decisions, such as assignments, training, development and possibly promotions”.

In the past, only officers assigned to Joint Duty Assignment List (JDAL) billets could become joint qualified…a rare occurrence for the traditional reservist. Limited opportunities for reservists to attain Joint Qualification became a thing of the past with the National Defense Authorization Act of 2007. Now, through the Joint Qualification System (JQS), there are two ways for reservists to obtain Joint Qualification. There is the “traditional” JDAL path and the newer “experience” path. The “experience” path for nonJDAL assignments, deployments, and other joint-related duty is the route most traditional reservists will use.

T H E E X P E R I E N C E PAT H This path is a way whereby officers can combine shorter duration

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joint assignments, schools, exercises and training to become a Joint Qualified Officer (JQO), resulting in greater opportunity for Reserve officers. Basically, this path allows point accumulation and the completion of formal joint education to be the determinant of joint qualification. Experiences typically must be at least 30 days in duration to submit; however, shorter duration assignments may be combined for similar experience point credit.

You must accumulate a total of 36 combined Experience and Discretionary points and complete the appropriate military education to become a fully qualified JQO. Here’s a rundown of the point accumulation/education requirements for Joint Qualification: LEVEL I – “Joint Introduction/Awareness” received through pre-commissioning and basic officer course.

LEVEL II – You must accumulate 18 Points. 12 of the 18 points must come from a “joint experience” other than training, exercise, or other education.

LEVEL III (JQO) – You must accumulate another 18 points for a total of 36. 12 of the “joint experience” points must have accrued since award of Level II/ O4 or higher.

LEVEL IV – May only be awarded to a General/Flag Officer.

To progress through the four levels of Joint Qualification, officers must also complete the necessary joint education. This is a requirement of the Goldwater-Nichols Act of 1986, which directed Joint Professional Military Education (JPME) for AC officers. Title 10 USC directed a parallel effort for RC officers. For active duty, JPME I and II is typically accomplished by attending IDE and SDE in-residence. This is difficult for reservists, so there is a combination cor-

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respondence/in-residence course called Advanced Joint Professional Military Education (AJPME). It is the equivalent joint training for RC officers, fulfilling the educational requirement for JPME II, and is necessary to achieve JQO Level III. This course is offered through the Joint Forces Staff College in Norfolk, VA. It is a 10month distance learning course with two face-to-face sessions that add up to about 20 days of TDY.

duty could potentially result in 12 experience points.

A Joint Panel Board meets quarterly and recommends approval or disapproval of the experience and determines the intensity factor and total qualifying points. The panel then forwards a recommendation to the Chairman of the Joint Chiefs of Staff or OSD for approval/disapproval.

W H AT I S T H E B O A R D L O O K I N G F O R ?

H O W D O I G E T S TA R T E D ?

You may be asking yourself, “when should I start”? The simple answer is “now”. Like anything important and worthwhile, this process takes a lot of time and effort. We need to grow our joint officers now, to begin to meet the increased requirement. It is imperative our best and brightest begin this journey relatively early in their career.

If you have already served in a joint assignment, deployed in a joint environment, taken joint training classes, or participated in a joint exercise, it is important you start the process to request points.

Once you have completed your joint duty, you complete a questionnaire and Joint Experience Summary (JES) and submit supporting documentation (e.g, OPRs, LOEs, Training Certificates, ETC).

Both the questionnaire and JES are located at the self nomination website: https://www.dmdc.osd.mil/ appj/jmis/JQSindex.jsp Your submission will then go through a process whereby your JES will be validated by your service POCs and forwarded for appropriate point determination. One point is awarded for each month of experience and is subject to intensity factors (combat = multiplier of 3, non-combat = multiplier of 2, steady state = multiplier of one).

For example, a 4-month deployment in the AOR performing joint

Officers will receive joint experience credit as long as their duty is determined to have direct relevance to “joint matters”. These are matters related to the achievement of unified action by multiple military forces (the “who”). In the context of joint matters, the term “multiple military forces” refers to US armed forces, other departments and agencies of the US, the military forces or agencies of other countries and/or non-governmental persons or entities.

The type of duty these forces are engaged in (the “what”) must include matters relating to national military strategy; strategic planning and contingency planning; command and control of operations under unified command; national security planning with other departments and agencies of the US; and/or combined operations with military forces of allied nations.

The panel is specifically looking for evidence that the duty performed was in support of the joint effort by ensuring there is a link between the “who” and the “what” defined in the above two paragraphs.

H O W I M P O R TA N T I S T H I S ?

The Total Force is becoming a Joint Force. In order for the RC to become more integrated into the Total Force, it is imperative for our Continued on next page...

Advance Joint Professional Military Education (AJPME) class at Joint tForces Staff College, Norfolk VA. (Photo courtesy Brig Gen Trish Rose)

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officers to possess both the joint education and joint experience to work effectively alongside our active duty peers. Our highest echelons of leadership agree that joint qualification for Reserve officers is an integral part of the Total Force approach as it will allow for AC and RC officers to earn the same joint qualifications. The following excerpts from the “Developing Future Military Leaders” section of the recent Quadrennial Defense Review (QDR, Feb 2010) convey the feelings of our most senior Leadership: Secretary of Defense Robert Gates states “ too often, a focus on weapons acquisition programs and overall force structure crowd out needed attention concerning how the military departments generate, train, and sustain their leaders.”

“Examples of DoD efforts in this area include... 3) BG (then Col) Alexander Duckworth, USANG, Brig Gen (then Col) Trish Rose, USAFR, Lt Col William Murphy, USAFR, and Col Craig "Killer" Kellis , USMCR review Mission Analysis and Assumptions during recognizing joint experience whenever and wherthe AJPME Exercise Purple Hope. (Photo courtesy Brig Gen Trish Rose) ever it occurs in an officer’s career….Reserve Component officers will also have the opportuIn addition to encouraging our folks, we need to help them be sucnity to have their joint experiences recognized to earn the same cessful. When appropriate, we need to ensure performance evalqualifications as their Active Component counterparts.” uations and LOEs reflect joint matters. We need to include The Chairman of the Joint Chiefs of Staff agrees. Admiral exercise names in performance evaluations and we need to provide Michael Mullen, in his assessment of the 2010 QDR stated, “I our reservists with joint educational opportunities when available. also strongly endorse the QDR’s efforts to address joint force If the only tool you have is a hammer, every problem tends to readiness for the full range of challenges we face.” look like a nail. If the only perspective you have is your service Reserve leaders must follow the lead of Secretary Gates and perspective, you have limited tools in your toolbox. Joint expeAdmiral Mullen. We must encourage our reservists to seek out rience will make you a better officer as it enables you to bring a and volunteer for joint assignments. Joint duty not only makes breadth of skills and experience to the fight. Achieving Joint us better officers, but joint assignments are challenging, interest- Credit means you are making a Joint Contribution. If you are ing, and force us to open our eyes and minds to other ways of achieving joint credit, it’s because you are contributing to the doing business. They broaden our strategic perspective and Joint effort, and that’s a good thing for you, and for our nation. enhance our ability to contribute to the joint fight.

About the Author: Brigadier General Trish Rose is currently serv-

As leaders, we need to provide a framework and culture where joint service and joint contributions are valued and respected.

The following messages need to be echoed to our troops in any/every venue we can (e.g. Commander’s calls, newsletters, articles, etc.): We must grow joint officers to meet the increased requirement

ing as the Mobilization Assistant to the Director of Logistics and Sustainment, Air Force Materiel Command. Her joint assignments include Mission Director for the U.S. CENTCOM’s Deployment and Distribution Operations Center in Southwest Asia, where she directed joint logistics for Operations IRAQI FREEDOM and ENDURING FREEDOM; and Mobilization Assistant to the

We need to start early in our career

Director of Logistics, Engineering, and Security Assistance at U.S.

We need to track and apply for joint credit and encourage others to do so

PACOM. A career logistician, she's served assignments in both air-

We need to promote, recognize and reward Joint Experience and Education

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craft maintenance and transportation in seven different commands.

2010

tions of the right operational experiences, professional military education, and timing throughout the officer’s career.

We also know that the responsibility for choosing and following the right path is divided among three key players: the officer, the mentor, and the overall corporate Air Force structure, which provides the tools and standard processes used to ensure that the “next step” is indeed the “best step” for both the Air Force and the officer.

What we’re learning now, however, is how to adapt these tools and processes to be effective for the Total Force.

Logistics Officer Force Development in the Air Force Reserve A Force is a Force… Or Is It?

As the Air Force Reserve assumes an increasingly large part of the day-to-day active duty mission, we find that Reserve officers must have the same knowledge, skill, and experience as their active duty counterparts. These requirements present special challenges to our Reservists, many of whom balance competing priorities from the military and civilian careers. The sharp young officers we pick to be our future military leaders are often stars in other institutions as well. How do you manage a year-long deployment when you run your own successful small business? Will IBM let you take a 9-month leave of absence in order to attend a military school in-residence? These are just a few examples of the developmental challenges faced by nearly one million Citizen Airmen…challenges the Air Force Reserve Command tackles head-on, using the overall Air Force process as a starting point.

By Major Chris Afful

A “CLASS-Y” APPROACH

You’ve heard the phrases before: “Force Development,” “Creating future leaders,” “Dynamic and deliberate officer development,” “High Potential Officer”…but what does it all mean for you, the individual? If you aspire to be a future flag-level officer, how can today’s force development tools help you achieve that goal? If you are a Reservist or Guardsman, how can those tools help you balance your military and civilian commitments? Most importantly, what should you do today to ensure future success?

The Reserve Command has modified the traditional active duty Force Development tools of assignments, schools, and experiences to meet Reserve needs. AFRC recently provided opportunities for Reserve logisticians to participate in key logistics development programs such as the Advanced Maintenance and Munitions Officer School (AMMOS), the Advanced Logistics Readiness Officer Course (ALROC), the Logistics Career Broadening Program (LCBP), and the Center of Excellence in Logistics and Technology (LOGTECH). The Reserve logistics community has realized additional success in getting Reserve logistics officers placed in resident PME and other Reserve-specific leadership courses. AFRC has developed supplemental functional maintenance and logistics readiness training that addresses Reserve-specific operational issues.

Finally, the Air Force has embraced the Total Force concept, with Active Duty logisticians assigned to HQ AFRC, and Reserve officers assigned to senior logistics positions at Air Staff, Combatant Commands, and Joint staffs.

As the action officer for the Air Force Reserve Command (AFRC) 21A and 21R functional manager, my job is to assist senior leaders in preparing today’s officer corps to meet tomorrow’s challenges.

We know that the senior leaders of tomorrow must not only have a firm grasp of DoD and Air Force doctrine, but should also be highly effective in Joint environments and savvy in the ways of applying operational art to the mission at hand in the face of scarce resources. We know the paths to obtaining these skills may vary for each individual officer, but all are the result of deliberate combina-

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AFRC combines these Force Development tools with processes, in order to provide the framework for force development. The Air Reserve Personnel Center (ARPC) is our tactical-level executor and “honest broker” for AFRC Force Development policy, and works in tandem with functional managers, Developmental Teams (DTs), and Assignment Facilitators. In the logistics arena, this means identifying and providing consistent development and educational opportunities, as well as career counseling, to nearly 1,400 maintenance and logistics readiness officers. ARPC differs from AFPC, not only because of its smaller size, but also because it must manage the careers of Airmen in four separate career categories: Traditional Reservists, Air Reserve Technicians, Active Guard Reserve, and Individual Mobilization Augmentees. ARPC accomplishes all of this through fostering a solid relationship with the logistics functional community.

tional managers and assignments facilitator reside at HQ AFRC, ensuring Force Development is fully integrated with mission accomplishment. It is through this mechanism that individual Airmen are provided with career counseling, guidance, and the latest in functional and leadership training opportunities.

DT PHONE HOME

All leaders are mentors, and as such, must be committed to officer development. Raters, commanders, and senior reservists are defacto mentors who play a vital role in Force Development through robust, truthful assessment, mentorship, and accurate feedback.

They are specifically responsible for understanding not only the processes described above, but also the career field’s requirements and the paths available to realize them. Their input into the officer’s career advice is critical for Reservists who may have limited contact with military life, yet must meet all military requirements in order to remain effective. The AFRC R-ODP is designed with this in mind, and includes sections for rater assessments.

The 21A and 21R DTs are the backbone of AFRC logistics Force Development, concentrating experience from senior leaders for the sole purpose of providing feedback and helping each Citizen Airman reach his or her potential. Using the Reserve Officer Development Plan (R-ODP), DTs vector personnel into developmental assignments and the education opportunities mentioned earlier, all with timing that benefits both the Air Force and the Airman. The DTs also assess 21A and 21R officer pools to develop Key Position Lists, which are used as “short lists” for filling command position vacancies and competitive school slots.

A huge challenge that separates the Reserve from active duty is the lack of a centralized rotational assignments process, since Citizen Airmen are not subject to the same reassignment constraints.

Although this can be an attractive part of Reserve duty and provides much needed continuity, it does allow for the potential stagnation of officers who stay on one installation for years. AFRC addresses this through its functional managers and related assignments facilitators. Within AFRC logistics, the 21A and 21R func-

All officers are also personally responsible for consistently engaging both the DT, functional manager, and their chain of command in order to understand what the functional expectations are, and how best to achieve them. This can be a daunting task in the face of mission accomplishment, especially for Reserve junior officers who are just beginning to learn their jobs and the Air Force culture.

That is why AFRC has placed a special emphasis on the last piece to the Force Development puzzle, mentorship.

MENTOR ME THIS

Officer-selected mentors play a unique developmental role, helping to set career goals, imparting corporate knowledge, and helping the officer navigate the often confusing waters of the Reserve community. AFRC’s recent modifications to the R-ODP fosters this special relationship by allowing mentors to review and comment on an officer’s proposed development plan prior to, and outside of, formal review by the rating official. This allows for accurate and very personal feedback for the officer, and its use is highly encouraged.

Force Development within AFRC logistics, and the proper growth of our future leaders is one of the AFRC/A4’s highest priorities. As the overall Air Force continues to meet ever-decreasing endstrength requirements amid an increasingly challenging operational environment, it’s good to know that the Air Force has a consistent method of producing highly trained and effective leaders.

About the Author: Maj Chris Afful is the 21A/R Assignments Facilitator for HQ AFRC/A4.

He

manages assignment and career guidance for more than 1300 Reserve maintenance and logistics readiness officers.

Caption: Major Chris Afful gives a force development briefing to Reserve officers at HQ AFRC. (Photo Courtesy HQ AFRC/PA)

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A test pilot taxies a rewired F-15 to the runway for a test flight at Warner Robins AFB. (USAF photo by Sue Sapp)

Labor and Management Relationships – Sometimes Challenging, Always Vital to Success

By Captain James Schieser Since the dawn of the Industrial Revolution, Americans attempted like many industrialized nations to foster healthier relationships between labor and management. Warner-Robins Air Logistics Center (WR-ALC) has over 70 years of heritage and has grown to be the largest single-site industrial work center in the State of Georgia. With such a large workforce, it is vital for labor and management to solve problems, establish forward vision, and work in harmony to provide the highest quality of logistical support to the war fighter. In the last 16 months, there has been a revolutionary movement shared by government leaders, the American Federation of Government Employees (AFGE) Local 987 and the International Association of Fire Fighters (IAFF) Local 107 Union leadership to foster a better work environment. In this article, you will be taken through a journey from the initial planning in early 2009, to a special group of individuals known as “connectors”, and finally a steady progression of accomplishments leading to better support to the global Warfighter.

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First, in order for any group to be successful it is necessary for leaders to acknowledge the purpose of the organization, establish goals, and ultimately set forth planning which every single person can understand and execute. The two individuals key to organizing and fostering support of enterprise level objectives at WR-ALC were Major General Polly A. Peyer, WR-ALC Commander, and Mr. Tom Scott, AFGE Local 987 Union President. Additionally, Major General Peyer and Mr. Scott were joined by Mr. Rusty Adams of the Local IAFF 107 to commission a “connector” group. This “connector” group was based on ideas presented in Malcolm Gladwell’s book The Tipping Point.

REASON

FOR

ACTION

The “connector” group consisted of eight representatives (equal labor and management) who were recognized as being influencers in their work places. The “connector” group then helped define concerns and barriers to a healthy, engaged organization. These concerns included communication challenges, interpretation mismatches of the Master Labor Agreement (MLA), perceived

2010

inconsistencies in applying discipline, and lack of employee engagement. These issues among others were leading to higher levels of grievances, equal opportunity (EO) complaints and Inspector General (IG) congressional inquiries. In the long run, leadership recognized the overall cost was a disengaged workforce and inefficient utilization of resources. Ultimately, the impact affected the ALC’s mission. Both labor and management leadership agreed these trends needed to move in a more positive direction.

Once the team was established, Captain Nick Moore, a Logistics Career Broadening Officer, was tapped to be the project officer for the initiative. Captain Moore’s role was to facilitate the “connectors” into finding new innovative ways for senior leaders to deploy the same message, develop an open communication forum for labor and management, create a training plan to foster better working relationships, benchmark industry successes, and create a marketing campaign to be transmitted across WR-ALC. "It's the hands-on involvement of leaders like Maj Gen Peyer and Mr. Tom Scott which will ultimately make this initiative successful," added Captain Moore. "When the Center's seniormost leaders make labor and management relationships a priority and personally follow up on progress, everyone realizes its importance and the need to focus on making it better." For much of 2009, Captain Moore and the “connectors” developed their strategy, formed relationships and put the action plan in place to improve labor and management relations.

first method was by labor and management publically delivering the same message. By delivering the same message, it would demonstrate to those in WR-ALC as well as those in the local community that labor and management teams were committed to working together and focusing on people. The second method was training. To be more specific, the goal was to develop and deliver “soft” skills (i.e., communication and leadership) and technical training in cross-sectional labor and management environments. Educating both labor and management on how to better solve problems as well as understanding the rules of the MLA would create an important foundation of dealing with issues early and correctly. The third method was to develop open communication forums. Both labor and management recognized the need to foster and create ways to improve communication at all levels to further create healthy working relationships. The fourth method was benchmarking industry labor and management best practices. WR-ALC is not the first industrial environment to have challenges between labor and management. There are numerous examples in the past few decades where industry has found ways to improve labor relations. Rather than reinvent the wheel, they used some of those previous examples in this environment. If executed correctly, the four methods described above would significantly reduce the need for grievances, congressional and EO complaints, by developing relationships to communicate and solve issues at the lowest level before they become a problem.

Continued on next page...

In order for the initiative to be successful in improving labor and management relationships, a scope needed to be established. The team decided to baseline their efforts in the 402nd Aircraft Maintenance Group (AMXG) which is part of the 402nd Maintenance Wing. The 402 AMXG is responsible for the programmed depot maintenance and modifications of C-5, C-130, C-17, and F-15 aircraft. With the ever-aging fleet, and the critical importance of aircraft availability, the team acknowledged finding better ways of taking care of people would benefit the people and mission. They looked at the statistics of grievances, EO and congressional complaints over the last four years and identified baseline goals.

THE PLAN The leadership team came up with four key methods to reverse the trends at the ALC. The

Mr. Doug Keen is recognized by Maj Gen Polly A. Peyer (WR-ALC/CC) and Mr. Tom Scott (AFGE Local 987 Union President) for his leadership with the Labor and Management Relations initiative. (Photo courtesy of WRALC/LCBP) EXCEPTIONAL RELEASE

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Local Robins community leaders tour depot operations. (Photo courtesy WRALC/LCBP)

After several months of planning there has been a steady progression of accomplishments intended to create a better labor and management environment. Some of the accomplishments included a new award program, labor and management partnership council meetings in the AMXG, and tours with local community leaders showcasing progress across WR-ALC. All of these strategies are just a few of the many initiatives the team of “connectors” has developed as a means of tipping WR-ALC’s labor and management relations.

The first example is an award program designed to recognize leadership and show unity of effort at the most senior levels of labor and management to WR-ALC employees. The “connectors” recognized that based on a Gallup Q12 study conducted at Robins, one of the prevalent complaints at the WR-ALC was not enough recognition for mission accomplishment and success.

Maj Gen Peyer explains, “Our job is to find out what the dissatisfiers are and smooth the flow. We want to identify what keeps our people satisfied and wanting to come to work every day.” So, the “connectors” developed an award program to recognize leadership displayed by Team Robins employees (both labor and management) who foster trust, confidence and respect through positive labor and management relations. The award is known as Foster Leadership in People or “FLIP”. Each month individuals across Robins are recognized with a FLIP coin and certificate presented by Maj Gen Peyer, Mr. Scott and Mr. Adams. It is an opportunity for leadership to deliver the same message by acknowledging those internal leaders bridging the gap between labor and management. The FLIP award has been presented to both labor and management leaders and does not require the individual to be in a formal position of leadership, just demonstrate leadership initiative impacting the overall labor and management environment. The FLIP award nomination can be proposed by any Team Robins employee (peer, supervisor, subordinate) and can be presented on-the-spot by any one of the top three leaders (WR-ALC/CC, AFGE Local 987 or IAFF-107 Local Union Presidents). Thus far, the award has been present-

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ed to 17 individuals across Robins AFB ranging from new employees to a Wing Commander.

A second example is the partnership council meetings which are being held monthly in the 402 AMXG. The “connectors” established the best way for people to solve problems is by sitting down, looking each other in the eye, and finding solutions at the lowest possible levels. According to Ms. Elaine Varnadoe, “connector” and AFGE Local 987 Union Vice President of Maintenance, “Communication is the key to success and building relationships. If we get this part right, everything else will fall in line.” Thus far, the 402 AMXG has held three monthly partnership council meetings. Both labor and management agree upon topics to discuss before the meeting which they believe they can solve before rising above the group level. With the support of the “connectors” these council meetings have addressed topics such as time for physical fitness, pay issues, and methods of educating those in the organization on roles of the union and management. The council meetings are helping to reduce grievances before they happen and create an open communication environment. There were previous situations where labor and management members did not always have this type of forum.

Now problems are solved at a much lower level and trustworthy relationships are being formed.

Finally, a third example of accomplishment was a tour with the local community leaders showcasing progress across WR-ALC. The tour was an opportunity for the “connectors” to interact

2010

with the community and deliver the message on how they were making positive change. Maj Gen Peyer and Mr. Scott took this opportunity to speak with the local media and showcase many of the recent accomplishments across the ALC. The “connectors” were also recognized in front of the community as key contributors to the people initiative when they were publically awarded the first FLIP awards. This is just one of many methods WRALC is taking to demonstrate to both internal as well external shareholders the goal of taking care of people and the mission.

The three examples provided are just a few of the many methods in use to make a positive change. The planning is now over and transforming into execution mode. These ideas and accomplishments are now past the test bed of the 402 AMXG and spreading to all organizations across WR-ALC. Leadership and the “connectors” captured the pros and cons of the test and are now deploying the successes outside the 402 AMXG. WR-ALC is starting to see the beginning of new “connectors” across the ALC, monitoring positive trend data for 2010, and looking for further opportunities to foster healthier relationships between labor and management.

CONCLUSION The logistics environment is constantly evolving and our relationships are crucial to keeping pace. WR-ALC recognizes this challenge and has met it with a straight-forward action plan to foster healthy, professional, working relationships. The fundamentals to success include ensuring labor and management leaders continue to deliver the same message and work together through the those difficult situations, recognizing our people for displaying leadership which fosters a healthy work environment, reinforcing labor and management principles through “soft” skills and technical training, and communicating with one another, not at one another. By implementing this simple but effective plan, leaders at WR-ALC made the decisive choice to improve relationships and resolve issues at the lowest level.

About the Author: Captain James Schieser is an aircraft maintenance officer in the Logistics Career Broadening Officer supporting WR-ALC at Robins AFB, with extensive experience in special forces and fighter aircraft maintenance. Special thanks to Captain Nick Moore and Ms. Jessica Summers for assisting with this article. K

2010 LOA Scholarship Call for Nominations The LOA scholarship program is intended to assist the most deserving Air Force, Army, Navy, Marine, Coast Guard, National Guard, or Reserve enlisted or DoD civilians (GS-8/WG-9 or Pay Band 1 equivalent and below - also includes Scientific and Engineering Career Group) serving in a logistics specialty or series, with college expenses towards an associate or bachelor degree.

Each active chapter may submit one individual for a scholarship.

Chapters that do not have their key leadership positions filled with active National LOA members WILL NOT be eligible to submit scholarship nominations.

DEADLINE FOR SUBMISSIONS: 1 AUGUST, 2010 Winners are presented their scholarship award at the annual conference banquet.

For submission criteria please visit: www.loanational.org/about/guidance.php

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Deployed Civilian Members: William Gallagher (Army); Dwaine Young (AF); Rommell Romero (AF); Dennis Lalena (DoD); Susan Casto (AF); Sheila Mulhern (AF); John Johns (OSD); Allen Borgardts (Army); Ruynard Singleton (Navy); Peter Fisher (Army). (USAF Photo)

Civilian Expeditionary Workforce: Total Force at its Best!

By Mr. Randy A. Samples, Ms. Linda D. Sny & Ms. Denise McCaskill The concept of civilians making direct contributions to American war efforts is not a new idea. Dating back to WWII and before, non-uniformed DoD members have served in significant roles, from logistics support to security. However, in today’s environment of extremely high operations tempo for military members, it is more important than ever to tap into the unique talents and true patriotism of DoD civilians from all agencies. DoDD 1404.1, DoD Civilian Expeditionary Workforce, identifies that “an appropriately sized subset of the DoD civilian workforce is pre-identified to be organized, trained, and equipped in a manner that facilitates the use of their capabilities for operational requirements. These requirements are typically away from the normal work locations of DoD civilians, or in situations where other civilians may be evacuated to assist military forces where the use of DoD civilians is appropriate.”

To this end, in 2008, Under Secretary of Defense for Personnel & Readiness directed the Services to increase civilian deployment opportunities. As a result, the Office of the

Secretary of Defense (OSD) developed a volunteer process, called the Civilian Expeditionary Workforce(CEW), whereby civilian employees interested in serving in an expeditionary capacity would have a mechanism to volunteer to fill critical shortfalls. Currently over 130 Air Force civilians are deployed; 18 of those are volunteers through the OSD CEW volunteer initiative.

Since the OSD CEW initiative was initiated, 403 Air Force civilians have volunteered for overseas deployments.

Early challenges to the full implementation of CEW included the Federal Employee Group Life Insurance (FEGLI) stipulation forestalling coverage in combat zones; lack of clear processes and guidance on training and medical clearances; and issues with whether Airman Battle Uniforms, minus rank, could be worn while in theater. All of these have been identified and are either resolved or being worked; Air Force policy and personnel processes are being addressed to ensure currency and appropriate flexibility to meet mission requirements.

Benefits to the Air Force of the CEW are apparent - the greatest of which is the increased dwell rate for military members in

stressed career fields like logistics readiness, security forces, contracting, and intelligence.

But the civilian members stand to gain as well, in the form of premium and danger pay, working in a joint environment, and getting an opportunity to see where “the rubber meets the road.” One issue still being pursued is securing the same tax free status on civilian pay in the AOR as military members currently receive; this would obviously be an additional, highly sought-after perk.

Future evolution of the CEW includes promoting a cultural change that recognizes Air Force civilians as expeditionary resources; developing expeditionary civilian roles and increasing commander emphasis; and civilian volunteerism. Key to the process is the full integration of civilian resources in Deliberate and Crisis Action Planning.

To learn more about the CEW requirements and volunteer process go to: http://www. cpms.osd.mil/expeditionary/cew_faqs.aspx About the Authors: Mr. Randy Samples and Ms. Linda Sny are Air Force Civilian employees assigned to HAF/A4LF. They work with Organizations and Force Development for Air Force Civilians assigned to Logistics and Maintenance. K

From the Cold War to the Long War My Adventures as a Maintainer

By Colonel John P. Harris Who hasn’t wished that they knew then what they know now?

When the opportunity to write something for the Exceptional Release arose my first instinct was to search for some golden nugget of wisdom; however, my AF experience has been defined more by circumstance and relationships than anything else. So, whatever value that I leave behind is in what I have learned along the way.

These lessons have not all been the fruits of success in fact, there were rough times personally and professionally. Therefore, it seemed best to highlight those lessons in the context of my career.

GENESIS 3:18

clothing issue store, bought a TAC patch and sewed it on my fatigue shirt myself.

About midway through this assignment I came to a fork in the road. I was working long hours and many weekends and yet I wasn’t really responsible for anything. I was not getting any professional satisfaction. That changed when I put on 1st Lt, moved to the flightline and was put on swing shift. As the only officer, I was forced into tactical decision-making. Soon, I began hearing those decisions attributed to me; “the LT said…” I knew enough to know that if the SNCOs weren’t buying those decisions that I wouldn’t be making them for long. I was becoming a contributing member of the team and that made coming to work satisfying.

Having grown up in an Air Force family, I suppose that my entry into the Air Force via Officer’s Training School in April, 1980, was inevitable. I was having dinner with two other officer trainees who were both prior service. We were discussing our futures and when I said I had chosen aircraft maintenance, their jaws dropped and one said; “You don’t want aircraft maintenance, they work!”

That turned out to be prophetic.

My dad swore me in at graduation.

Then, it was off to scenic Rantoul, Illinois, for Aircraft Maintenance Officer Course. I remember the excitement of receiving my assignment to the 318th Fighter Interceptor Squadron, McChord Capt Harris with Chief of Staff of RAAF, Operation Coral Sea '85, RAAF AFB, Washington. I rushed to the Williamtown, Australia.

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2Lt Harris and Col Harris, 24 July 1980, Medina Annex, moments after completing OTS. (photo courtesy Col John Harris)

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I N T O T H E PA C I F I C I was on the phone to AFMPC talking about my next assignment. I told the Captain on the other end that I wanted to go to the beach and in a clatter of keystrokes he fixed me up. I was going to Kadena AB, Okinawa.

I put on captain not long after I arrived and got the 44th Aircraft Maintenance Unit. I was there 18 months. I lost count of the number of times we deployed but

the high point was our 1986 ORI when we deployed to Guam. We had anticipated the destination and I had planned to assure that we could fly the required sortie rate. That experience ended with us building pallets and getting ready to redeploy while the rest of the deployed people enjoyed the post-inspection party across the ramp.

The aircraft maintenance unit taught me to walk around. Since we had jets all over the place I often rode my bike. I got into the habit of stopping by aircraft and shops on the way to the morning meeting just in case there was a question. It’s amazing how powerful firsthand information is.

Next, I went to Hickam AFB and did a year on the staff. I worked for a Colonel who was a man of very few words. A common pitfall briefing him was to assume his silence meant he wanted more information. Several times I saw people keep talking when it was clear they had run out of things to say a long time ago. The lesson there was to say what was necessary and then shut up.

SEEING

THE

ELEPHANT

My four years at Lakenheath were intense.

I commanded two

squadrons before becoming the Deputy Ops Group Commander for Maintenance. We survived nine major inspections including two nuclear surety inspections. We also participated in three real-world contingencies. One stands out. Operation ALLIED FORCE was an intense, short campaign where one squadron of F-15Es deployed to Aviano while our C-models deployed to Cervia, Italy. We generated the fleet several times in anticipation and the first few were disasters. When I dug into the problem I learned that a majority of the maintenance officers had never generated their airplanes before.

After a crash course in “aircraft generation for dummies” we finally got it right. I was deployed to Aviano as the senior maintainer.

That experience highlighted the importance of tool control, rigid tech data compliance and safety.

We didn’t fully anticipate the impact of the extraordinarily long sorties. We were forced to rotate Eagles back to Lakenheath for phase which swelled from 2 docks to 8 with plans for 12. Local flying was curtailed to a bare minimum.

We generated a few combat sorties from the home ‘drome for the first time since Operation EL DORADO CANYON.

OUT

OF THE

F RY I N G PA N …

I had a mentoring session with the LG that led to an assignment to the Pentagon. The job was an “entry-level” position as a 16G, generalist, in ops training. My chief duty was to manage the AF flying hour program. I wasn’t in my “entry-level” job a week before I was leading a CSAF-directed team that was to develop a single flying hour model. At that time ACC, AMC AETC and the ARC all used different methodology and none would budge from their positions.

Help came from an unexpected source; the Air Force Audit Agency.

An auditor who had been attending the IPTs pointed out that the basics were simple. Aircrew multiplied by requirements equals flying hours. Eureka! Once appropriate allowances were made for each MAJCOM, it worked for everyone. Lesson: there’s usually reward for hard work but not always in the expected form.

Col Harris and LtCol Creamer at site of minor mishap, Kadena.

One thing about my Pentagon boss…one day in the midst of grinding out briefings, he paused, put his hand on my shoulder and said, “You do good work.” I was gobsmacked. It seemed like I could do nothing right or on time and my frustration must have been showing. That little compliment reenergized me and put me back in the game. From that, I will never forget the power of encouragement.

INTO

THE

VA L L E Y

OF THE

SUN

And it was the brass ring of assignments; the 56th Maintenance Group, Luke AFB. I was now responsible for 186 F-16s and 3,000 maintainers.

Flying roughly 175 sorties a day, we dropped more bombs and shot more 20mm than most operational wings ever do.

Only a week after I arrived all but a few of our F-16s were grounded for problem turbine blades. It took a long time to work our way out of that. We had several gear-up landings. Each one was a no-notice Continued on next page...

In the engine shop, Luke AFB, 2003.

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evaluation of the organization’s maintenance discipline and leadership.

At Luke I learned as the senior leader it was doubly important to be aware of the impact of my words, to control my temper, to be “on message” and still maintain some spontaneity. As a “stream-of-consciousness” kind of guy I had to work on that. I also learned that my peers, the other group commanders, were my friends and if they weren’t it was probably my fault.

ER: FROM

THE

COLD WAR

TO THE

LONG WAR

M A I N TA I N A S A U R U S R E X I didn’t think that I could top the Luke experience, but a couple of months later I’m back at Kadena. Having been there, getting around was relatively easy but the maintenance organization had changed. Instead of F-15s and RFWith the PACAF Band, "Final Approach," 2007 Maintenance Professional of the Year Banquet (4th 4s, the 18th Wing was now made up of F-15s, from left). (photo courtesy Col John Harris) KC-135s, HH-60s and E-3s with their aircraft maintenance units organized in two aircraft maintenance squadrons. There were also the usual supporting my coin handy and proudly display my certificate. Lesson: withsquadrons. Additionally, it was geographically divided by the out the support of your NCOs, you will fail. When I asked one runway into the “northside” (tankers, helos and E-3s) and of these NCOs about maintenance he said; “aw, maintenance is “southside” (F-15s). Lastly, the munitions squadron was literal- easy. All you have to do is fix jets.” At the time, I thought he ly out in the jungle by itself. Span of control would be a prob- was blowing me off but the years have proven him right. lem. I believe that the tougher things are the more it becomes Everything you do should point straight as an arrow to that basic truth. It’s your reason to exist. Why do I make this point? a leadership responsibility to positively shape the climate.

Because it’s too easy to be distracted by the hundreds of things I challenged our LOA so set up a trip to Iwo Jima. Miraculously, that compete for your attention. But in your cross-check you they pulled it off and we made the trip in a C-12. Lingering over have to keep coming back to the prime directive; safe, missionthe view from the top of Mt Suribachi, it was hard to believe capable airplanes. nearly 20,000 Japanese and 7,000 marines died on this tiny island. The humble memorial at the top was draped with dog I’ve had a blessed career. The Air Force has grown me in ways tags and other military memorabilia left by previous visitors. It I would have never anticipated. Although it usually rewards was very sobering. A young marine at the terminal told me it hard work, it’s not always fair or predictable. I’ve seen and done things the average American couldn’t imagine. I’ve spent 15 of was hallowed ground. my 30 years overseas in Europe and Asia and all for the best reasons; to support and defend.

BACK HOME AND LAST THOUGHTS After my tour at Kadena I had only one remaining until mandatory retirement. I was fortunate enough to spend that year as vice commander of the 76th Maintenance Wing, Tinker AFB, in my home state, Oklahoma. This is a stunningly huge, complex and expanding operation. Material, human and process constraints abound so there is never a shortage of opportunities for improvement. Between those activities, we’ve had an ORI and LCAT. The overpowering lesson here is that leadership by walking around is doubly important in a large organization.

How many times have you heard someone say that they wished they knew then what they know now? It’s my sincere desire that through my experiences I’ve provided some lesson that you don’t have to learn the hard way.

Great NCOs have been part of every success I’ve known. I was humbled to be made an honorary chief at Lakenheath. I keep

He has served in Operations PROVIDE COMFORT and ALLIED

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About the Author: Colonel John P. Harris is the Vice Commander of the 76th Maintenance Wing, Tinker AFB. Oklahoma.

He

retires this summer after 30 years of service which include command of two maintenance squadrons and two maintenance groups.

FORCE.

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K

A Maintenance Officer’s Journey: From 2nd Lieutenant to Colonel

By Colonel Michele G. Smith It is impossible to believe it has been over 28 years since I got that call from the recruiter telling me at had been accepted to Officer Training School (OTS) and that I was going to be a munitions maintenance officer. I was very excited, as my husband also was a maintainer and I knew what an extraordinary way of life it was. Two days later, my neighbor, an AMMO SMSgt pulled my husband aside and told him maintenance was no place for a woman and he needed to stop me from going forward with such a ridiculous idea. Needless to say, I am happy my husband and I ignored this recommendation as it has been a wonderful career. The Air Force has come a long way in the past three decades and I am so glad I have been able to be a part of it.

My many experiences as both a munitions and an aircraft maintenance officer have been extraordinarily satisfying and I can’t imagine any other path my life could have taken that would have been so fulfilling. Assignments to Pacific Air Forces, United States Air Forces Europe, Air Combat Command (ACC), Air Force Materiel Command, Air Education and Training Command, and the Air Force Personnel Center (AFPC) all provided great growth opportunities. And, that is one of the many things that have made this such a great career--no job has ever been the same and every job has challenged me.

TA K I N G

THE

LEAP

In early 1980, my husband was assigned to Hill AFB. Although I had considered joining the Air Force numerous times, I never actually followed through until we got to Utah. Since the Air Force was in a drawdown mode, it took two years before my package could even meet the OTS board and I was elated when I was selected to go to OTS in the summer of 1982. After OTS and munitions

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OT Smith at Officer Training School (OTS) Sep 82.

(Photo Courtesy Col Michele Smith)

school, I was reunited with my husband in the 388th Tactical Fighter Wing, Hill AFB, where I went to work as the Munitions Branch Officer in Charge (OIC). Remember that crusty SMSgt I mentioned earlier--I was now back as his Lieutenant. It actually turned out to be a fantastic relationship; he took me under his wing and made sure I succeeded. Plus, after a few months in the job, he told me he guessed it was OK to for women to be maintenance officers. I had passed my first test.

OFF

TO

USAFE

After two years at Hill AFB, we were off to Germany, where I was assigned to the 601st Tactical Control Wing, Sembach AB, working with CH-53 helicopters, A-10s, and EC-130s. This was followed by a move across the base to 17th Air Force (AF), the Numbered Air Force for six bases in Germany and the Netherlands and multiple munitions sites throughout the region. I also had the opportunity to organize and be part of Combat Ammunitions and Load competitions. During that period, maintenance and ops competitions were an important part of our culture.

From Germany, we were fortunate to get a consecutive overseas tour to Royal Air Force (RAF) Bentwaters, United Kingdom. While there, I worked for an exceptional Deputy Commander for Maintenance, equivalent of today’s maintenance group commander.

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He was (and still is) one of the finest leaders I have ever known.

A Vietnam hero helicopter pilot who never talked about his accomplishments, he understood what made people tick better than anyone I have known. He was a great mentor; sometimes it was a kick in the butt, sometimes a beer bet and sometimes (but rarely) a gentle nudge. And, there was one thing you could

always count on--he stood up for the people who worked for him and expected the same of all of his officers. The biggest lesson I learned from him was that I am responsible for my troops; I take the blame for the wrong and they get the credit for the good. I have great memories of my time at RAF Bentwaters that included Desert Storm deployments and a lot of A-10 flying. But, most of all I remember the great leadership team this awesome colonel developed and the friendships I made that have continued until today.

BACK

TO THE

CONUS

After 8 years in Europe, we returned back to the States and to the Sacramento Air Logistics Center. It was a huge change in environment; wholesale logistics, warmer weather, and the hustle and bustle of city life.

I learned a lot during the next three years working in a lab, writing proposals to bring workload to the Center and providing the Warfighter support from the weapons systems manager perspective. These were lessons I continued to use throughout my career.

1st Lt Smith receiving congratulations from 388 TFW DCM, Col Robert Pinizzotto. (Photo Courtesy Col Michele Smith)

Capt Smith, OIC, Sembach AB Combat Ammunition Team, Sembach AB, Jun 87. (Photo Courtesy Col Michele Smith)

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From California it was off to school for a year and then to my first command at Sheppard AFB, where I led the 372nd Training Squadron, providing field training at its best. This squadron of over 600 Airmen was spread across 28 locations around the world. The professionalism and the dedication of both the instructors in the classroom and the Airmen on the flightline and in the shops never failed to impress me. It was yet another fabulous experience.

As I was on the road two weeks of every month, my two years in command flew by and then I was off to be the Logistics Officer Assignment Branch Chief at Air Force Personnel Center (AFPC) at Randolph AFB. I went into that job dragging my feet (Who wants to be known as a flesh Continued on next page...

peddler?) but it turned out to be three of the best years of my career.

It gave me the opportunity to interact with so many great logistics leaders who taught me the important issues of the day and the need to properly balance people and the mission. I also realized that 98% of the time, my team was able to meet officers’ desires, professional development, and Air Force needs--it was definitely a good feeling.

It was very exciting for me to go back to the 388th Maintenance Group. It was an exhilarating feeling to have come from being the I left AFPC with a choice assignment. I headed to Kunsan AB, most junior maintenance officer in the organization 22 years prior Republic of Korea, as the deputy group commander for logistics. to being the most senior maintenance officer in the wing in 2005.

What a ride!! There is nothing like the mission and the cama- But, most importantly it made me reflect back over the years and raderie one develops as part of the Wolfpack; you make friends see how much I had gleaned from prior supervisors, peers, and that last a lifetime. The work was non-stop but very rewarding. SNCOs and how all my previous experiences helped prepare me Unfortunately one of the most unforgettable moments of that for the challenges and rewards of being a group commander. My year was sitting in the Command Post on 11 September 2001. I team was very busy meeting the demands of Operational Readiness distinctly remember my wing commander’s words. “The world Inspections, Logistics Standardization and Evaluation and Unit will never be the same.” How right he was.

Compliance Inspection team visits, prepping and deploying people Post Korea, I was given the opportunity to go to the ACC staff. and aircraft for five AOR deployments and taking 87 aircraft I had always heard what a great place it was and my two years through a major depot modification. All this occurred while we there bore that out. This was not only an opportunity to learn were undergoing a 10% force reduction with President’s Budget but also apply my experiences as a commander and personnelist Decision 720 and trying to keep maintainers trained and pilots to give back to the Air Force. It was rewarding to be part of an proficient and ready to go to war. Additionally, we were part of organization that re-vitalized the maintenance awards program the first active duty wing to totally integrate with an existing Air and the Senior Leaders’ Maintenance Course and put so much Force Reserve wing, the 419th Fighter Wing. These two wings paved the way for multiple additional Total Force Integration inieffort into standing up the Combat Wing Organization. tiatives. Although the transition was not without growing pains and required much “give and take” from both Col Smith, Jul 08, relinquishing the 388 MXG Flag to Col Scott Dennis, 388FW Commander. (Photo Courtesy Col Michele Smith) organizations, I never failed to be impressed with the professionalism of my counterparts. The challenges of group command never ended and after three years, it was with bittersweet emotions that I passed the flag to my successor. My finest memories will always be of the officers and SNCOs that worked for me. It gave me great pride to see them grow with increased responsibility and rise to meet every challenge.

BACK

ER: A MAINTENANCE OFFICER’S JOURNEY

But, as a colonel select I had to move on. I was fortunate enough to go back to the field as the deputy commander at the 27th Maintenance Group at Cannon AFB. Although it was only for 11 months, it gave me the opportunity to jump back into winglevel maintenance before I headed to three years as the 388th Maintenance Group Commander.

TO THE

C O M B AT A I R F O R C E S

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From command, I returned to the ACC staff, first as the Maintenance Management Division Chief and then as one of the deputy directors for logistics, sitting on the leading edge of so many programs key to fighting the current war and ensuring we retain topnotch capabilities in the future. What a way to end a career!

One of the most fulfilling job responsibilities I have is being part of the aircraft/munitions maintenance officer Development Team (DT). Wearing my DT hat, I have the opportunity to meet three times a year with my counterparts and discuss maintenance officer career field health, vector officers for future job opportunities, and board and select officers for competitive programs such as squadron command, development education, and career broadening programs. It has truly been rewarding.

the fight. I’ve seen us go from a dumb bomb capability to a precision dominated environment. I’ve seen us embrace the Air Force Family instead of just the active duty member. I’ve seen the Air Force change from a “Cold War� mentality to a focus on the current war. I’ve seen the Air Force shrink significantly both in numbers of people and aircraft with a continuing high operational tempo. The next few years will be very challenging, but the caliber of today’s officers is unmatched and I know they will tackle all the issues head-on and excel. I may be retiring, but I do not intend to fade into the sunset. I look forward to watching the next generation of logistics leaders take on the challenges of the future and watch them excel.

About the Author: Col Michele G. Smith is currently the Deputy

THE END

OF

MY JOURNEY

I have seen the Air Force change over the years; we are so much leaner and more lethal than we were 30 years ago, but also much busier. We have flexed and changed with the times, mostly for the better. We changed from an organization that considered women not capable of succeeding in certain career fields to an organization that embraces the capabilities everyone brings to

Director of Logistics, Air Combat Command. She has also commanded the 388th Maintenance Group and the 372nd Training Squadron and held multiple other positions at HHQ staff, group and squadron levels. She will be retiring effective 1 Jan 2011 after over 28 years of active duty service as a maintenance officer and 26 years as a member of the MOA/LOA.

K

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Where Has the Time Gone?

By Colonel (Ret) Jim Silva Wow…30 years of fixin’ jets…it’s been ‘fun’ tackling all of the maintenance challenges day in and day out…where has the time gone? As I sit here in my first days after retirement contemplating where we’ve been and what we’ve been through, I flash back to how maintenance was back “in the day.” Things sure have changed in the maintenance world…or have they?

1978-07 USAFA: As USAF Academy cadet on 3rd Lieutenant program General Dynamics plant tour in Fort Worth, TX.

In the early 80s, maintenance was tough and DCMs were tougher!

I can still remember the fear I had during impoundment sign off times when as a young lieutenant I had to face the gauntlet--the AMU OIC, the AGS maintenance supervisor, the maintenance control officer, the assistant DCM and then the DCM himself. The gauntlet process was all ‘old school’…check every data entry on the 781s, review the technical orders and schematics, and verify the training records for every technician who worked the jet. It was nerve-wracking and if you didn’t have your stuff together, you got thrown out of any one of the leader’s offices and sent back to the drawing board to go learn more and get it right (got the t-shirt).

From experience, I found it was much easier to ensure you did all of your homework, became the expert on the impounded systems, and learned how to effectively relate that information back to survive the gauntlet’s questions. Even if your corrective actions for the impoundment didn’t solve the aircraft discrepancy on round one, it was always better to have the straight details all laid out to work the jet a second or subsequent time…you didn’t have to recreate the wheel. And, when you had more details and good rationale for what your technicians did and didn’t do, you could better withstand the follow on scrutiny.

Today, some might claim the impoundment gauntlet process is ‘new school’… the aircraft are different, the experience of the technicians is different, and the research is different. I would offer that there is

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no difference between the past and the present. The successful young maintenance officers tagged with impoundments still dig into the books and investigate all they can about the affected systems.

They have a healthy fear about having to run the gauntlet to provide their version of the corrective actions for that broken jet.

Schematics are at their fingertips (albeit potentially electronic versus our old paper diagrams). They consult expert technicians (there are less of them, but they’re still out there if you look for them).

Overall, the successful maintenance officers find all the information they can and try to get it right the first time. They know it makes the process flow smoother when the homework’s done right.

To go beyond my impoundment example, the maintenance work issues of the past remain today. The scales may be smaller, but maintenance is maintenance. It always has been and always will be.

We have always claimed we never have enough parts, experienced technicians to do the job, the right tools, the best TOs…and the list goes on and on.

When I started in maintenance back on F-106s, F-111s and A-7s, we actually had FMC rates in the mid 30s because of parts shortages. We struggled to deal with experience levels as technicians had to shift from conventional to integrated avionics. Tools tended to break all of the time. We didn’t even have etching and full accountability in every shop. And we had technical order challenges. No one wanted to be that person to do the A-page checks and file a gazillion updates. We even put our folks who could no

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longer perform on the flightline in support section areas and we didn’t always get the best performance—go figure!

To relate those past maintenance issues to today’s maintenance world, we now have F-22s on deployments where kits are not loaded quite right and the MC rates are sub-fifty percent. We have weapons systems that are struggling because we didn’t buy enough parts. We have shortages of experienced technicians (reference the rationale for Rivet Workforce of the 90s and latest 1985-04 Tonopah: As 4450th Tactical Group Maintenance Supervisor presenting maintenance profes2009/2010 AF-level Comprehensive Assessment sionals awards. Joined by 4450 MS/CC Capt Mike Nadeker. of Base-Level Maintenance). We still have tool problems with etching and accountability (referToday, our maintenance officers are completely active throughout ence any current base LCAP report). We have technical order con- the network working with the GLSC to get better parts support. cerns with electronic TO currency and use. Overall, it doesn’t sound They fight to fix SEI processes to get the right maintenance expemuch different than the ‘old days’…does it? rience in the right location. They purchase tools with warranties What really hasn’t and won’t change is the fact that maintenance officers get engaged to attempt to solve those issues in maintenance every day. To solve our parts shortages back in the day, we engaged with the SPO to find ways to get more timely suppliers of parts and fought the corporate structure to fund our weapons systems with more money. We started re-invigorating our Field Training Detachments and on-the-job training to bridge the experience gaps.

We bought Snap-On and Craftsman tools because of their better reliability and free replacement offers. We started to etch everything and started down a path of accounting for each and every tool we used around every jet. We focused more on our TO management so our personnel could use valid instructions.

and put quality personnel in support sections because they know how important managing equipment is to the success of a maintenance unit. And our maintenance officers even participate in e-tool conferences to ensure we fix our systemic electronic technical order problems.

We have assuredly moved into a more technological age of handling all things maintenance--electronic TOs, TAS, GLSC web-enabled management of the supply chain, and even on-line training. But, the maintenance process of fixing aircraft remains the same. Today, maintenance is as tough as it always has been. The ‘old school’ of yesterday is now the ‘new school’ of today (reference back to basics initiatives). So…what’s changed in maintenance over the past 30 years? Not a thing!

2006-05 8 FW: As 8 MXG/CC (Phoenix) showing off WolfPack pride (Panton and Juvat hand gestures) after 37 aircraft generated for 36 tasked. Joined by OG/CC (Viper) Col PJ Best and MXG/CD (Phoenix 2) then Lt Col Roger Rostvold.

As a final note, over the last 30 years, what really never changes in the maintenance community is the outstanding leadership needed to work all of the challenging issues. And that definitely has not changed over time…we’ve had exceptional leaders in the past and still have great leaders today!

About the Author: Colonel (ret) Jim Silva retired after 30 years of service as an aircraft/munitions maintenance officer. He is currently serving as the Deputy Director of Logistics of the Pacific Air Forces as has been assigned to Hickam AFB, HI since June 2006. He commanded the 8 MXG at Kunsan AB, the 982 TRG at Sheppard AFB, and the 35 MXS at Misawa AB. He has also served in various staff positions at the HAF, SOCOM, PACAF, and the AFLMA.

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K

How Well Do You Know Your Maintenance Ramp?

By Lieutenant Colonel Ray Briggs A MB-2 tow vehicle blew out a left front tire pushing an E-3 up a sloped engine run pad. The investigation showed that given the 6.4% slope of the engine run pad, a fully fueled E-3 exceeds the tow limits of the towbar and tow vehicle. The vehicle and towbar are perfect to tow across a “normal” airfield section which typically has a slope of 1% or less, but up the 6.4% uniquely- designed run pad, the towbar limit and vehicle tow capacity are quickly exceeded.

The solution was simple, defuel the E-3 enough to get below the limits; but if you don’t know the impact of such a steep slope on SSgt Joshua Gotbaum checks the engine of an E-3 Sentry during operations on the flightline at an air base in Southwest Asia. (USAF photo by MSgt Scott Sturkol)

46

towing, then you won’t see this mishap coming. The tow supervisor was unaware that the approved tow vehicle & towbar could exceed limits just by going up a severe grade.

During a routine tow operation, an aircraft dragged the #4 engine across the tarmac. How does that happen? If the taxiways and parking spots meet design standards, the struts, tires and fuel are all level, then there is no way an engine should ever drag on the ground while towing. The investigation showed that the tow team towed the aircraft off the approved surface onto a FOD barrier because they didn’t recognize the difference between load bearing concrete and FOD barrier. The FOD barrier was marked appropriately with double yellow lines, taxi lights, and yellow bars indicating safe taxi & tow zones, but this information was lost on the tow team.

In order to make a KC-10 turn to parking a little easier, marshallers wait until the nose gear passes the marshaller to signal the turn.

Aircrews see this technique as business as usual and don’t notice anything out of the ordinary. On a particularly tight ramp, delaying the final turn to parking by even 10 feet caused the nose gear to depart the prepared concrete surface and go onto the FOD barrier. The situation was allowed to go on for years, and “everyone thought it was OK.” No risk assessment of the procedure was ever

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accomplished. The KC-10 exerts some of the highest shearing forces on concrete or asphalt of any aircraft in a tight turn. It has a history of rapidly destroying asphalt after turns, and the #3 engine is right in the path of the debris. Marshallers and crews were unaware that the tolerance for signaling the start of the turn was so critical at this location. Furthermore, the marshallers didn’t know how to react when a KC-10 left the concrete and the situation went unreported. Fortunately, no mishap occurred as a result of the situation, but the ingredients for a Class A engine mishap are present.

It is not just mishaps that occur from not knowing your airfield.

On multiple occasions, several Airmen were detained by Security Forces for breaking red. This is due to an unusual Entry Control Point (ECP) painted at the center of a taxiway but the guard shack is 100 feet to the side. To gain entry, one must first go to the guard shack and present a proper line badge.

Afterwards, they drive to the center of the taxiway to enter the restricted area. None of the airmen detained were aware of the guard shack at the side of the taxiway.

A tow team responding to an In Flight Emergency (IFE) waited for over two minutes for approval to break red to enter a taxiway when there was an ECP less than 1000 feet away. The ECP was directly in-line to where the recovering IFE aircraft was located.

No one on the tow team knew the ECP existed, even though it was plainly briefed in their local procedures for flightline driving.

KC-10 deployed maintainer briefs visiting team of proper repair procedures on KC10 engine. The concept of ramp safety starts with individual maintainers ensuring proper by-the-book repair practices with every maintenance activity they complete.

(USAF photo)

All of these incidents were caused by a lack of knowledge of the airfield working areas. They all also happened at the same airfield within a 6-month period of time. Why is this important? Such incidents show that not knowing your airfield will lead to mishaps, dangerous situations, security violations, and lost work time.

None of which adds to efficiency or effectiveness of the operation.

Aircraft that have engine cowling scrapped aren’t flying the day’s missions. Tow vehicles with blown tires impede engine runs.

Maintainers in handcuffs talking to Security Forces equals lost work time. From an AFSO21 perspective, all of this is waste. To avoid this waste, all maintainers need to be able to pass the test on their respective airfields. Are you ready? Here are some things to consider as you pound the pavement at your location.

Do you know what is a FOD barrier and what is a load-rated parking/taxi areas? Where are your certified power engine run locations? Where can you do fuel cell maintenance? What are your standard parking configurations? What are the explosive limits for each location? Are there any other special considerations such as drainage areas, special procedures, or institutionalized work-arounds? Are there places on the taxiways where it is safe to recover and launch aircraft and other taxiways where it is unsafe? How does anyone know the difference? Lastly, who approves waivers and deviations to standard procedures at all hours of the day and night?

Signage and markings are covered by diverse guidance from International Civil Aviation Organization (ICAO), Federal Aviation Administration (FAA), Air Force Instruction (AFI), Standardization Agreements, or Host Nation directives. There are some common conventions that are truly international such as hold-short lines and runway centerline marks, but after that, there is no guarantee that one airfield’s markings will be like another.

Things as simple as identifying nose tire locations for different types of aircraft can be significant in reducing risk, but are left to the local airport management authority on how it’s done. Another thing that varies in airfield markings is their reflective intensity. What is extremely evident during the day, may go unseen at night. No two airfields are identical and understanding the markings can go a long way in safe and efficient operations.

Continued on next page...

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ER: HOW WELL DO YOU KNOW YOUR MAINTENANCE RAMP?

Identifying load rated parking and taxi areas vs FOD barriers may not be as easy as you think. Simply looking for asphalt as FOD barrier and concrete as load bearing is not satisfactory. Many airfields have asphalt of sufficient thickness to be load bearing or asphalt over concrete as a repair material. Answers come from how things are marked, and from the airfield management authority. Before you start that adventurous tow operation even 10 feet into a new section of airfield where you’ve never towed before, check with airfield management.

Next, consider how you use the available ramp. You might be surprised to learn that there are generally no published standard parking configurations. Instead we rely on “that’s the way we’ve always done it.” This is not always adequate. If you normally park aircraft on flow-through parking facing to the west to keep engines facing in the wind, is it acceptable to flow through and park facing the east? Don’t assume risk away as jet blast, and tire tracks will be different. You should have a plan for alternate aircraft parking procedures if you exceed available parking spaces, as it can happen anywhere. Many constrained airfields use the isolated taxiways as hot cargo pads, or alternate widebody aircraft parking locations. Occasional use of these areas to accommodate the mission can usually be done safely, but take a look at who is doing the Operational Risk Management (ORM). If you are leaving it to the night time Pro Super just to get the job done, then I’ll submit that the ORM analysis is not happening at the right level. All creative and non-standard parking options need the appropriate ORM. Most bases do have published engine power run and open fuel tank locations, plus areas with explosive limits. However, I’ve seen more than one new Pro Super come up with their own pro-

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cedures like parking a two-ship of fully loaded F-15s that diverted from a different airfield on the red carpet next to Base Ops because…that’s just where transient aircraft were parked. The procedure for explosive laden aircraft was to use the Hot Cargo Pad (HCP). Because this was out of the norm, the Pro Super invented a solution that did not get elevated to the right level soon enough. Maintenance Operations Center and Base Ops both should have caught the error.

To make the Fire Department’s job easier, bases typically have the minimum number of certified open fuel tank and power run locations required to get the mission done. Routine airfield construction and repairs can leave a Pro Super wondering what to do. Pro Supers will get the job done, but they may not always push the ORM analysis up to a high enough level before starting work. It is important to know just who can and should approve work-arounds for that type of maintenance, and trust me…it’s not the night duty officer.

Many maintainers have also run afoul with ECP procedures.

Powerpoint briefings just don’t ingrain the kind of knowledge some situations truly require. The only way you get comfortable passing through an ECP unencumbered is by doing it several times, which means that you need to use all ECPs somewhat regularly to make sure you are comfortable with procedures. Don’t wait for the emergency at the other end of the airfield to learn you don’t need to break red to get to the taxiway.

Another area where we need to be vigilant is for all special situations or conditions such as drainage areas, manhole covers, hydrant refueling areas, specialized procedures, institutionalized work-arounds, or new mission requirements. The individual

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identity of each airfield guarantees every airfield has something that is just waiting to bite an airplane or maintainer. During beddown at a new location, a C-17 once had a 20 lb steel hydrant inspection cover go whizzing by the #2 engine at maxpower reverse because the direction of parking was changed from facing west to facing east. This would have been almost impossible to predict in advance, but the incident highlights how a new mission or a change in parking can uncover faults on your airfield. It’s our job as maintenance supervisors to find these faults or procedures and break the accident chain.

Here are a few things that can help identify the “gotcha” areas on any airfield. The basic step is to know the current guidance in the local supplement of AFI 21-101. This document should identify locations for open fuel tanks, power engine runs, and other special considerations. Study airfield markings. If there are any markings that are non-standard, talk to your airfield management and find out what they mean. Airfield management should also be able to say what types of aircraft can park on what locations based on loads and wing-tip clearances. Keep in mind, if you don’t understand the airfield limits, then you can’t expect the newly-trained 5-level tow-supervisor to know.

Unless you park fighters in shelters scattered over miles, take some time to walk the ramp as opposed to just driving. Walking gives you a chance to find things like missing bolts on manhole covers, broken concrete, bent drainage grates, unusual slopes, and other oddities. Professional golfers prefer to walk a course, even in a practice round, so they get a better picture of what’s happening. This works for airfields, too. Finally, learn the procedures for and use every ECP enough to be totally comfortable with every procedure at your base. Inspectors from MAJCOMs

can tell when you are learning this for the first time because you seldom venture to the HCP and only do it for exercises.

Besides studying your own airfield, you should also look at the mishap history. Check with Wing Safety for all Class C, D, and E events on record and see if any can or should be attributed to a lack of airfield knowledge. This is where good root cause analysis will almost always teach you something about your operation. It was a shredded tow vehicle tire that identified the over limit condition to towing the E-3. Quality Assurance personnel can also help identify historic areas on the airfield that have led to trouble. One of the best techniques is to ask your Airmen a simple question, “Where do you think the next accident or mishap will occur on the airfield?” When asking this question, really listen to the answer. Young Airmen may not know how to put it in words like an Air Force Safety Center report, but they will clue you in on something. For example, a tow supervisor indicated that he almost always tripped over a certain grate while towing a jet into a hangar. Investigation found that the grate was substandard and got bent by a previous tow operation.

In fact, the next aircraft tire that hit the grate would have sunk up to the axle. The tow supervisor was right in seeing that something about that grate was unsafe…he just wasn’t sure how bad it was.

The search never ends, but neither does the training. Making sure each of these pitfall areas gets briefed to every new individual in a way that they understand it is no small task. Quality Assurance Flashes are a great first step, but they are not the right way to train the next generation. Local procedures, page supplements, operating instruction changes are more lasting. Unless you push and challenge your folks on your airfield procedures, the only answers you will ever hear are “that’s the way we’ve always done FOD walks at deployed location critical to maintaining clean it,” and “I didn’t think that it would ramps minimizing damage to aircraft engines. (USAF photo) be a problem.” Either answer won’t get your “bacon out of the fire” with a safety board, so it is best to try and get in front of the “stupid airfield tricks” before they happen.

About the Author: Lt Col Ray Briggs is the Deputy Maintenance Group Commander at 380th Expeditionary Maintenance Group. He is a frequent contributor to the ER on a wide variety of topics dealing with AFSO21, compliance, and maintenance metrics.

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Growing Joint Reserve Officers Envision a program that nominated

By Colonel Linda Marsh

candidates on an annual basis to

No one in today’s military questions

perform a 179-day TDY with a

the value of “joint” experience. Every

Combatant Command (COCOM).

field grade officer would benefit tremen-

Such a program could provide an

dously from a joint tour, even if it comes

exceptional overview of how the

in the form of a 179-day tour. One of the

COCOM operates, as well as immerse

challenges each reserve officer faces

the officer into the staff to gain

is balancing their civilian career

a deep level of joint experi-

with the need to meet military

ence. This kind of immer-

career requirements such as command,

sion could serve to groom

developmental

the top Reserve Colonels

education, and staff experi-

to be competitive for other

ence. When you add a require-

joint

ment to perform a tour in a joint

opportunities

become available.

organization to those military career

that

A signifi-

cant level of interest exists for such

“musts”, it can be a lot to pack in those

a program, and exploratory talks are

field grade officer years. Many topnotch officers

underway while working with Air Force Reserve

are unable to garner the joint experience that would benefit the total force and indeed the individual. Many find themselves in the rank of Colonel, having never been in a joint environment.

This article proposes a program to offer Reserve Colonels an oppor-

Command Force Management and Development Council to establish and institutionalize this program. More to come on this exciting option for garnering joint experience for Reserve Colonels!

tunity to get a taste of joint experience while maintaining their cur-

About the Author: Colonel Linda M. Marsh is the senior individual

rent assignment.

mobilization augmentee to the Director of Resource Integration, Office

Recently at US Central Command, the Director of Logistics need-

of the Deputy Chief of Staff for Logistics, Installations and Mission

ed an interim candidate to serve as the Deputy for approximately

Support, Headquarters U.S. Air Force, Washington D.C. Previously,

five months while the command conducted hiring actions for a per-

she was the Assistant Director for Logistics at U.S. Central Command,

manent Deputy. CENTCOM considered several options to source

Tampa FL. Colonel Marsh is leveraging her Joint experience at the

an Acting Deputy, one of which was considering the AF Reserve’s top-quality Logistics Colonels for the position. CENTCOM chose to select an Acting Deputy from within its rank.

combatant command to benefit Reserve Logisticians by developing a program for top-notch Loggies to garner joint experience. Currently living in Tampa FL, Col Marsh continues her service at CENTCOM

A program endorsed by both the combatant command and AF

in addition to her Reserve duties in the Pentagon.

Reserve that was structured to groom first-rate AF Reserve Colonels to take advantage of opportunities such as this would be of great value.

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Best AMMOS Paper I M B A L A N C E S I N M C C H O R D A F B F LY I N G H O U R S I M PA C T O N F L E E T H E A LT H S U P P O R T I N G C - 1 7 WEAPONS INSTRUCTOR COURSE

AND

By Capt Brian Mix

Capt Brian Mix

Air Mobility Command (AMC) supports the USAF Weapons School’s (USAFWS) C-17 Weapons Instructor Course (WIC) with on-loan aircraft to fly training sorties. Currently all aircraft and maintenance support is supplied by the 62nd Maintenance Group (McChord AFB, WA) to the WIC operating location at McGuire AFB, NJ. The current WIC Concept of Operations outlines this requirement as 17 maintenance members and up to 4 aircraft. The WIC curriculum is 5.5 months long with an average of 27 flying days during that period. As a result, WIC assigned aircraft fly only 15% of their days on loan to the WIC schoolhouse. During this time, US Transportation Command (USTRANSCOM) global mobility mission requirements do not diminish.

McChord AFB receives mission tasking credit, in the form of aircraft adjustments, equal to the number of aircraft supporting WIC operations. Their remaining fleet must, in turn, fly an increased rotation to compensate for the removal of the WIC loaned aircraft from the tasking cycle. With fewer aircraft flying missions at home station and WIC loaned aircraft remaining on the ground 85% of the year, the potential exists for an uneven distribution of flying hours. This uneven distribution of flying hours would leave the fleet open to detrimental fleet health concerns.

In 2007, Chief Master Sergeant of the Air Force Rodney McKinley stated that the average age of the USAF fleet was 24 years and that fleet maintenance was up 87% over the prior 10 years. In response, the USAF has been doing all it can to reduce burdens and conserve resources wherever possible. The C-17 was originally designed to fly at 1,000 hours per year for 30 years. However, as overseas commitments have increased, the fleet has averaged 1,250 hours per aircraft over the last 10 years. Some have even reached 2,400 flying hours in a single year. By ensuring flying hours are evenly distributed wherever possible, impacts on fleet health can be mitigated.

Annual flying hour and Home Station Check labor/man-hour metrics were collected to determine if an imbalance exists and any impacts this imbalance may have on fleet health. The data revealed flying hours accumulated on WIC support were 4.6 times less than other aircraft and there was a statistically significant difference. However, fleet health impacts were not determinable as there was no statistical difference discovered between Home Station Check labor or total man-hour requirements.

Given the accumulated information, there are three recommendations to encourage more efficient utilization of mobility assets and increase both home station and Tanker Airlift Control Center (TACC) tasking availability. First, AMC/A4 should review flying operations across other AMC bases to determine if flying hour imbalances exist across the fleet. Second, AMC/A4 should conduct a feasibility analysis on increasing McGuire AFB’s Primary Assigned Aircraft (PAA) by 4 aircraft. The resulting increase in PAA would move manpower and resources necessary to support the increase in flying operations. When not utilized by the WIC, the aircraft also become taskable by TACC and the local flying schedule. Third, the USAFWS should consider relocating the WIC course to a training coded wing. This would alleviate impact to TACC and USTRANSCOM operations as aircraft from these wings are not included within the mission tasking system.

Capt Brian Mix was the C-17 Operations Officer for the 305 AMXS at McGuire AFB. He is now the Executive Officer to HQ AMC/A4M. He recently completed this research paper as an Advanced Maintenance and Munitions Officer School student.

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Policy, PowerPoint, and the Pentagon The Air Reserve Component Logistician’s Role on the Air Staff tremendous effort of establishing policy and programs for the Air Force through their work within AF/A4/7.

By Colonel Elizabeth Arledge Logistics career fields are dynamic and filled with activity.

Logisticians are, by and large, people of action and this is what many find appealing in our chosen specialty. As junior officers, we gravitate to and are excited about future positions that put us in a more action-oriented role.

Flight commander, Aircraft Maintenance Unit OIC, Operations Officer, Squadron Commander and Group Commander are our career milestones. Then, someone, somewhere suggests “Air Staff work” is the next assignment. And, immediately the vision turns from action, excitement and the requisite adrenaline rush to “policy, PowerPoint, and the Pentagon”.

It is common for active duty logistics officers to be given Air Staff assignments. The way in which active duty careers are managed maintains a steady flow of talented, experienced officers in and out of the Pentagon. However, for Air Reserve Component (ARC) logisticians, Air Staff assignments are rarely in our career plans and the structure of our career path does not lend itself to readily finding or acquiring those types of positions. As with most missions, though, there is a role for the ARC logistician and several Air Force Reserve and Air National Guard members are contributing to the

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MISSIONS Policy and programs affecting logistics in the Air Force pass through AF/A4/7. These programs, initiatives, and general areas of focus include Aircraft Availability, Nuclear Weapons Related Material inventory, Combat Airman Initiative, Mine Resistant Ambush Protected Vehicles, Expeditionary Combat Support System, Repair Network Integration, and Basic Expeditionary Airfield Resources to name a few. Several of these areas have both Individual Mobilization Augmentees (IMAs) and ARC members from other units on Military Personnel Appropriation (MPA) man-days working alongside active duty personnel researching and coordinating the details needed to keep these missions on-track. So, what is the role of these ARC members on the Air Staff? Here are just a few examples…

Major Matthew Bianchini, an Air Force Reserve Airman, supports development of the Capabilities Review and Risk Assessment as part of Agile Combat Support. He works with a team of active duty personnel and contractors in developing tools to assess risk associated with Agile Combat Support core capabilities.

Major Travis

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Washington managed support agreement policy and now is the Deputy Branch Chief of Strategic Initiatives as an IMA. Captain Aisha DeCosta-Paul, an Air Force Reserve Airman, is rewriting Air Force guidance implementing DoD materiel management policy. 1Lt Michael Rose, an IMA at the Defense Logistics Agency, is creating and editing checklists for LCAP inspections. Lieutenant Colonel Shawna McGowan, an IMA, is the Chief, Future Programs Branch where she manages policy, funding, and the purchase of Personal Protective Equipment, including body armor and helmets.

Guardsmen, Captain Calvin Brown and 1Lt Kingsley Okoli support nuclear missions with Captain Brown tracking the progress of the Nuclear Roadmap while 1Lt Okoli participates in logistics surety tracking. While a number of the people cited do more than the traditional 12 Inactive Duty for Training days and 14 Annual Tour days, several AF/A4/7 IMAs are not able to perform a large number of additional days, but found a place to contribute their skills. Captain Jensen, an IMA assigned to the nuclear mission, schedules his duty in chunks of time that allow his supervisor to assign him projects.

In addition to IMA positions and MPA man-day opportunities, the Air Staff has three Active Guard Reserve (AGR) positions for ARC logisticians. There are two AGR positions in AF/A4L One is Air Force Reserve and one is Air National Guard. Both positions support logistics programs within A4L. A third AGR position is the AF/A4/7 Reserve Advisor. This position supports the AF/A4/7 in ARC issues falling within logistics, security forces, and civil engineering. While not in AEF buckets, IMAs assigned to AF/A4/7 routinely volunteer for deployment. Colonel Joe Glebocki, assigned to A4LM, is deployed on a 179-day tasking in Iraq, supporting IRAQI FREEDOM. He initially deployed as a member of the USF-I J5 Strategy Division at Camp Victory, but now is serving as J5 Campaign Plans Chief at the US Embassy in Baghdad. Major Maggie Elder, A4LF, recently returned from a 179-day joint deployment tour to Camp Arifjan, Kuwait at the USCENTCOM Deployment Distribution Operations Center as Chief,

Future Plans. From IMA to MPA man-days to AGR, the ARC logistician has a role on the Air Staff. Even with a wide variety of professional and family situations, effective planning and communication makes the ARC member’s role beneficial.

BENEFITS

OF

A I R S TA F F W O R K

Time on the Air Staff is an excellent career-broadening opportunity for any officer. Many gained valuable knowledge, experience, and skills while raising the level of their professional efforts. Each person takes a little something different away from the experience.

Captain Susanne Smith, a Guardsman, stated she has a “better understanding of how the Air Force logistics organization is structured, who it supports, and the breadth of its responsibilities.” MSgt Paul Czechowicz, an Air Force Reserve Airman, learned “that meeting people face to face develops a stronger network than just doing business by phone or email.” Finally, Guardsman, SMSgt Roy Malatestinic an Analyst, witnessed how unit level processes can have an overall impact on the mission.

M S . S UE L UMPKINS , D EPUTY D IRECTOR OF L OGISTICS , DCS/L OGISTICS , I NSTALLATIONS & M ISSION Support, sums it up nicely, "We're all familiar with the significant contributions of our Guard and Reserve members in contingency operations around the world; however, this only just begins to tell their story.

These professionals deliver world class results whether working on the CAOC staff, the International Security Assistance Force in Afghanistan, or the Air Staff." Air Staff work not only gives ARC officers a better understanding of how the pieces fit together, but it also provides a better understanding of how and why policy is developed.

As a result, ARC officers on the Air Staff understand the research, communication, coordination, and the ultimate impact that Air Staff level decisions can have on the field. Consider adding Air Staff work to your career plan and include it on your ADP. In the end, you will enjoy it and you will be a better officer for it. The next time you read an Air Force instruction or review a program, keep in mind the legwork that went in to the policy or program was likely done by a Major or Lt Col, and it may very well have been an ARC logistician.

About

the

Elizabeth Reserve

Author: Arledge

Advisor

Col is

the

to

the

AF/A4/7, aircraft maintenance officer traditional reservist on an AGR tour.

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of the TFI (Total Force Integration) experiments. I served on active duty for seven years, then as a part-time, traditional Reservist for two, and for the past year I’ve served as a full time Guard member. All of this time was served as a maintenance or munitions officer – I’ve worked fighters, nukes and heavies and am now back in the fighter world, with one more stop in heavies scheduled. I’ve done a little bit of everything the Air Force has to offer in terms of career path (active duty, part time or technician) and in the maintenance career field. I will return to traditional Reserve status upon redeployment.

The great thing about being a TFI experiment is the opportunity to view the Air Force from all aspects/components. The bad thing is encountering some of the prejudices (from all sides), which I have chalked up to a lack of education on how the other serves.

Almost every unfavorable remark I’ve heard about the different components can be directly attributed to a lack of understanding about how the different components work independent of one another.

So if there is a “difference” between us, the question becomes – why would the Air Force allow me to deploy and sit as a squadron commander if I’m so different? Further, why would the Air Force deploy the different components together or independently?

Maj Ormond with CMSgt Downey (451st EMXS Chief), at AMMOflight, getting ready to promote/administer the oath to Lt David von Adelung (2Lt to 1Lt) at Kandahar Airfield.

(Photo courtesy Maj Ginger Ormond)

Total Force: Been There, Done That…

By Major Ginger M. Ormond “What’s it like being a maintenance squadron commander in the AOR? You know, being from the Guard?” After receiving this somewhat puzzling question, I had to think about it for a few weeks.

Why would one assume being a squadron commander in the AOR is so different for a Guard member? I have to admit, this question was a quandary for me. I am currently Title 10 (versus Title 32 as I am normally), I am on G-series orders, and I am the equivalent of my active-duty counterparts, so what is the difference? None, from where I presently sit. I might be what some would refer to as one

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The reality of the situation is that the Air Force considers active duty, Reserves and Guard one and the same, once activated. We all deploy the same, we live in the same conditions, we eat the same food, we do the same jobs…further, we are all typically commended for a job well done, so it’s certainly not the case that one component out-performs another. Typically it’s hard to tell who’s who – it’s hard to tell a Reservist from a Guard member from active duty (and this is a good thing). There are personnel, policy and A.F.I. differences back at home station, but once on the road – we’re all the same.

As the 451st Expeditionary Maintenance Squadron commander here at Kandahar Airfield, I have the privilege of working with active duty, Guard and Reserve personnel. In fact, I will have served with two Guard units, at least three active duty units and several Reservists by the time my 179-day rotation is up. Some of these personnel come in with aviation packages; some are serving for six months like me. The great thing about all of it is the active duty units are doing a great job, the Guard unit that just left did a great job, the Guard unit coming in is already doing a great job, as are the Reservists who filled in where others weren’t able.

We’re all doing what we’re ultimately trained to do; putting planes in the air and bombs on targets. We all want to do the job we’ve been trained to do, we all focus on the mission, and we all serve with pride regardless of being active duty, Reserve, Guard, technician or traditional. Sure, I’ve also had the opportunity to work with some individuals I’ll characterize as “interesting” – but those

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individuals are not unique to either the Air Reserve Component or active duty as some would like to think. They exist in every component.

As I said earlier, some of the prejudices come from a lack of education on how the components work “back home” or during peacetime ops. Again, during war and once activated (Guard and Reserve), we’re the same. The best thing for any service member to do is to pick up the supplement to the A.F.I. pertaining to your specialty from the other component or peruse (briefly, unless you really need the sleep) the U.S. Code for the differences – Title 10 vs. Title 32. Those truly are the differences in how we operate during peacetime. Note: I stated how we operate, not how we are. A Guard or Reserve unit will have culture differences based on the fact they have technicians who are civil service during the week and are military on the weekend (once a month);the majority of their workforce is part-time with full-time civilian careers, and all members typically stay with the same unit (at the same base) for their entire military career. An active duty unit will have culture differences based on the fact they are considered deployable 24/7, don’t have to work around another employer to deploy, are typically moved from unit to unit every three to four years, and are all fulltime military. These differences all permeate the unit and component “way of life.” The cultural variations don’t make the components different professionally; they simply make their cultures distinctive from one another.

Maj Ormond and (then) 2Lt von Adelung; right before his promotion to 1Lt at AMMO Flight, Kandahar Airfield.

(Photo courtesy Maj Ginger Ormond)

So why is being a squadron commander in the AOR so different for a Guard member? What do I do differently from any other commander here? Nothing…One team – One fight!

About the Author: Maj Ginger Ormond currently serves as the 451st

AL, where she serves as the MXS Squadron commander. She has

EMXS Squadron commander, Kandahar Air Field, Afghanistan. Her

served for 10 years as a Maintenance Officer in active duty, Reserve

home station is the 187th Fighter Wing (AL ANG), Dannelly Field,

and Guard units.

451st EMXS. Maj Ormond (AL ANG), with staff (active duty and reserve) and maintainers (MD ANG, 175th FW). (Photo courtesy Maj Ginger Ormond

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Lt Col Kurlander enjoying some downtime as an avid cross-country biker. (Photo MSgt Bruce Kmiec)

Continuum of Service: From Active Duty Officer to Mom and Reservist

By Lieutenant Colonel Gretchen Kurlander I consider myself to be a successful Air Force officer and a pretty good mom. I graduated from the Air Force Academy in 1989 and spent five and a half years on active duty. I then transitioned to the Air Force Reserve in various capacities while raising two active boys. Air Force leadership has been discussing for some time ways to allow Airmen to vary their participation along a continuum of service as a means to maximize participation while minimizing personal hardships for individual reservists. My personal journey illustrates how important that continuum can be to maintaining a work-life balance. There are many ways to serve in the reserve and

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I have done most of them. I am still serving today because I was fortunate enough to be able to make my way along the full length of the continuum of service.

My first assignment, after the Aircraft Maintenance and Munitions Officer Course at Chanute AFB, was to McChord AFB where I spent four years on active duty gaining experience in flightline and backshop positions. I was also the Field Training Detachment (FTD) Commander when the unit won the John F. Entrican Award as the best FTD in the Air Force. In 1992, I married an active duty member stationed at Travis AFB and in 1993 I completed my master’s degree and asked for a joint-spouse assignment.

I was able to take a career broadening assignment as a section commander to McClellan AFB in the 1849th Engineering Installation Squadron, a nearly 500-member unit that installed communication and electric cables, and equipment for radar, TACAN, and other navigational and communication needs. My first son was born in March 1994 while I was still on active duty. It quickly became clear

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to me that I was neither being the mom nor the officer I wanted to be. My son was often the first child into day care and the last one out. As a section commander, I also got calls at all hours of the day and night. Something had to change so on December 31, 1994 I left active duty for the Air Force Reserve.

A few weeks later, I signed into my new unit, the 938th Air Refueling Wing, which flew KC-135s at McClellan AFB. I spent seven months attached to the 938 ARW during which we passed a joint Unit Compliance Inspection and Nuclear Surety Inspection, before my spouse received orders to Ellsworth AFB.

when your OPR or fitness test is due, what annual training you need, or how many duty days or points you need to earn to successfully complete annual reserve requirements. The result was that I earned a few points and kept my fingers in the reserve program, but I did not get enough points for two of my years of service to count toward my retirement.

In July of 1998, we moved to Maxwell AFB where I was able to join the 908th Airlift Wing, a reserve wing flying C-130s, and work as a traditional unit reservist again. I met my weekend drill obligations working as a flightline maintenance officer and was able to put in a few extra days since by then, that I had one child in preschool and the other was old enough for the Child Development Center (CDC) on base. I was beginning my journey back up the continuum of service.

When I arrived in South Dakota I was expecting my second child and my first child was 16 months old. At the time, I thought the only way to be a reservist was to be attached to a unit as a traditional member. It took some time and a few chalAfter a year at Maxwell AFB, we moved to lenges to understand the many Lajes Field in the Azores. Once again I found other ways to be a successful myself without a unit and had to figure out how reservist. I contacted units in to be a reservist with the added challenge of figCheyenne, Wyoming and uring this out while in a foreign country.

Colorado but it turned out to be Luckily, I found a great mentor in Col James nearly impossible to belong to a Walker at AMC Headquarters. He recomunit so far from home with two mended the IMA program. I was assigned to an babies and northern tier winters. I active duty unit and had an active duty supervialso contacted active duty maintesor but my orders and pay were managed by him nance staff and offered to work at AMC. By this time, my older son was in part time with them when special school full-time and my younger son was in preprojects came around, or to fill in school at the CDC so I had the flexibility to while others were on leave. Air work more days. I was able to fill in when the Combat Command leadership squadron needed an extra hand and I worked USAFA Graduation 1989--Cadet Gretchen Wiltse. would not entertain the idea. I special projects which freed up others to con(Photo courtesy of Gretchen Kurlander) hadn’t heard of an Individual tinue their daily business. I also worked the air Mobilization Augmentee (IMA) at show to ensure the flightline had plenty of the time. In a few short months I had traveled down the consupervision. It was during this assignment that I really learned tinuum of service from full-time to part-time to not-at-all. I how to be an IMA. I tracked my own training, wrote my OPR, thought my time with the Air Force Reserve might be at an end ensured it was filed with my records in Denver and managed my when I discovered that I could work as an Air Force Academy participation to ensure I earned enough points at the proper and ROTC Liaison Officer. As an IMA attached to the Liaison intervals each year to meet my obligations for satisfactory parSquadron in Denver, I could earn points toward my reserve ticipation as a reservist. retirement in a status called Category E. This category allowed me to continue serving although I couldn’t work for pay. An While in the Azores, my IMA time was managed at AMC. added benefit was that I could also have complete control over When I got to Aviano AB, I began the process again. I found my schedule, which allowed me to be there for my children. out that there was a reserve management squadron at Ramstein During this process, unfortunately, there were no experts I could talk to about reserve requirements. The idea of a continuum of service had not yet been laid out nor was there a focal point for answers. One of the challenges of being an IMA is that there is no orderly room or personnel office to assist with questions like:

AB that managed all Air Force reservists in Europe. By connecting quickly with that unit, I was able to be assigned first to the 31st Fighter Wing XP office, then to the 31st Maintenance Group as a special assistant to the group commander. Both of

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SERVICE OF

ER: CONTINUUM

these positions were IMA positions at Aviano AB but my orders and personnel needs were handled by the unit at Ramstein AB. The events of 9-11 occurred as I was in processing to the XP shop. Once the dust settled, I again worked special projects. I helped a young staff revamp many of the wing plans in light of ongoing events. I also created tracking methods to ensure annual reviews were done in a timely manner. When I moved to maintenance, I wrote or refined all the annual award packages for the group. I was the officer-in-charge of developing hot-pit procedures for the F-16s at Aviano. I worked closely with QA and the Italian hosts to create safe procedures for fueling the F-16s with their engine running.

I also provided continuity as the night shift maintenance officer in the Battle Staff as the wing underwent its first NATO Tactical Evaluation. I was participating a good deal more than the minimum required since my children were both in school full-time and thus was continuing to serve in greater ways.

Parker, Gretchen and Austen in Yellowstone, 1996. (Photo courtesy of Gretchen Kurlander)

I moved to Dover AFB in 2006 to become the 512th Equipment Maintenance Squadron Commander, once again serving in a traditional reserve position within a reserve wing. My experience with the C-17 program at Travis led to my selection to activate the first C-17 Maintenance Squadron Commander at Dover in anticipation of brand new airframes. I spent a lot of time on orders as the preparations took place, the unit stood up, and the first aircraft arrived. I was also working as a substitute teacher in the local school district to make ends meet as a new single mom. In March of 2008, I was approached by the vice wing commander about taking an Air Reserve Technician (ART) position as the Logistics Readiness Flight Commander. I continue to hold the ART position today working as a civil servant Monday through Friday and a traditional unit reservist on drill weekends in AFRC’s Daedalian winning logistics unit for 2010. My positions are linked and I couldn’t hold one without also holding the other.

Although I am a civilian during the week, I wear my uniform everyday and blend in with my active duty counterparts around base.

After three years in beautiful Italy, it was back to California and Travis AFB. Once again I was assigned to a base with a reserve wing. As a traditional reservist in a reserve wing I had all the comforts of home: an orderly room, a local chain I have gone from active duty, to a of command, a personnel office, and a unit, or Category A, reservist, to a training manager. I found a job as the Category E IMA, working for points operations officer in the 349th only, as an Academy and ROTC liaiComponent Maintenance Squadron son officer, back to a unit reservist, to working C-5 issues and then the 749th a Category B IMA, working for pay, Aircraft Maintenance Squadron working managed from AMC, to an IMA on KC-10s. I worked my scheduled managed by USAFE, back to a unit weekends but also spent significant time reservist on the west coast, then finalon orders supporting the active duty ly to the east coast. My most recent wing as it prepared for an Operational Readiness Inspection or the reserve wing Lajes Air Show, keeping the flight line safe, 2000. (Photo move was from being a unit reservist to an ART. The only status I have as it prepared to accept its first squadron courtesy of Gretchen Kurlander) not served as a member of the Air of C-17s. I was able to continue my climb up the continuum of service now both of my children were Force is as an Air Guard Reservist (AGR). AGR positions are controlled tours at specific locations where reserve members are in school full-time.

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returned to active duty for a period of time, usually 3-4 years, for a specific duty. For example, Basic Training Instructors are often AGRs who agree to a four-year controlled tour at Lackland.

There are pros and cons to each method of serving in the Air Force Reserve. As a traditional reservist in a reserve unit, you have a support network, a personnel system, and a chain of command who understands your role as a reservist. You also work a set schedule of drill weekends and your annual tour is dictated by mission needs. As an IMA, you are on your own to manage your professional requirements. The enhancements of on-line personnel systems have made that easier recently. The biggest plus of being an IMA is the flexibility to work when it fits your personal schedule. You can work around family and professional obligations. There are far fewer IMA positions now than there were several years ago but they can be found. There are often opportunities to serve as an IMA in Washington DC for 30-90 days working special projects, for example. Being an ART provides you with steady employment, benefits, and the chance to earn both a civil service and a reserve retirement. You work with your active duty counterparts but have more flexibility to control deployments and PCS moves than they do. In all cases, you can be recalled to active duty upon the President’s order.

AF leadership has made the continuum of service a cornerstone to keeping good reservists on the payroll. I consider myself both a professional officer and a dedicated mom. I would not have been successful in either role without the flexibility to scale my participation in the reserve to meet the needs of my family.

While I don’t have any regrets about where my Air Force career has led me, I may have made slightly different choices had I fully understood all of my options early on. Air Force leaders will benefit from enhancing the continuum that allowed me to be both a successful officer and mom by formalizing the process of moving along the continuum and improving the access to information about each method of service. Having good, accessible information and a clear point of contact for both reserve members and commanders who may want to employ reservists will continue to ensure reservists can move along the continuum of service keeping the triad of family, civilian career and military professional in balance as I have. Reservists fill a vital role in the security of our nation and their need for balance must be honored.

About the Author: Lt Col Gretchen Kurlander is currently the 512th Logistics Readiness Flight Commander at Dover AFB, DE. She is serving as an ART and raising her active 16 and 14 year old boys.

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Robert J Jackson and Skylar Hart, both C17 aircraft mechanics, installing hardware in the final stages of rigging leading edge flight controls on the C-17 Globemaster III. (Photos courtesy WRAFB)

WR-ALC Maintenance Wing Supporting Cargo Aircraft Surge

By Ms. Lisa Mathews When Air Mobility Command contacted the 402nd Maintenance Wing at the Warner Robins Air Logistics Center earlier this year requesting the wing surge cargo aircraft back to the Warfighter, the 402nd

stepped up to the challenge. The wing was asked to return C-5 and C-17 aircraft back to AMC as soon as possible to support an upcoming movement of personnel and supplies from one theater to another area of responsibility. Donna Frazier, director of the 402nd’s Business Operations Office, and Marty Tucker, deputy director of the 402nd Aircraft Maintenance Group, said the wing was in constant communication with AMC and the system program offices for the C-5 and C-17. Working together with AMC, the wing determined it could send seven C5s and five C-17s back to the Warfighter sooner than originally planned and took the necessary steps to compress the schedules for maintenance of these aircraft to meet AMC’s requirements. “We had three C-5s in the final programmed depot maintenance (PDM) stages,” explained Frazier. She continued by saying the wing worked diligently to ensure the PDM on those aircraft could be completed as soon as possible. All three of those C-5s were returned to AMC in the February to mid-March timeframe.

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In addition, the 402nd had four other C-5s inducted for PDM; however, the maintenance work on those aircraft was in the initial stages and could be stopped. “Those aircraft had been here, but work had just begun,” Tucker said. “They had been stripped down and were just beginning to go into the repair stages of PDM. So, we could button them back up and get them ready.

In some cases, parts we had sent to the 402nd Commodities Maintenance Group had to be pulled back.” “On the C-17 side we had five aircraft that were in various stages of repair,” Frazier said. “We were told to finish the repairs on them, but to expedite them as quickly as we could.” The final two of the five C-17s are scheduled to leave WR-ALC by the first of May, but Tucker said they would be ready to return to the Warfighter in the mid-April timeframe. “As part of the C-17 accelerations, AMC decided not to induct any airplanes for a period of time – basically for the last half of February and most of March,” Tucker said.

“That freed up a lot of resources as most of those aircraft were in the latter stages of production.”

In a further move to improve support to the Warfighters’ need for cargo haulers put back into service quickly, 402 AMXG re-allocated resources from the C-17 area to work on C130 airplanes. “We put entire C-17 teams and their management on the C-130s,” Tucker explained. Historically, he said, the group would have sent the mechanics to different areas to work. This can be difficult for the work force as they adjust to different supervisors and co-workers. “This time we asked if there was a better way to do it,” Tucker continued. “We had open dock space in our C-17 hangar and we had some C-130s that were in the latter stages of build up. This stage of build-up included installing panels to put the plane back together – skills that are easily transferred from one aircraft to another – so we made the determination to bring the aircraft to the C-17 teams, along with some C-130 subject matter experts. The C-17 teams were finishing up and buttoning up those C-130s and that helped out my C-130 production line as well.”

Frazier agreed that keeping the C17 teams intact was a good move.

“That allowed there to be synergy within the teams,” she said. “If you move folks around and stir them up, there is a timeframe needed to adjust to the new workplace and people. If you assign the entire team to the aircraft, the synergy is there.”

A key to the success of this surge in C-5s and C-17s, as well as assisting with the C-130 work load, was the multi-skill work force the wing is developing, Frazier said. “The multi-skill work force helped us meet the changing requirements from AMC,” she said. “With the multi-skilled work force, even though there were single-skill issues to be worked, we could take any of our multi-skilled requirements and move them.”

Having a multi-skilled work force will become even more important as the workloads continue to increase for the wing. The workloads for fiscal years 2010 and 2011 are higher than the wing originally planned and there has been a surge in hiring trained mechanics. “We’ve hired more than 750 people since May 2009 and we’ve got another 500 to go this year for the FY10 requirement,” Frazier said. “Most of the additional work is due to aging aircraft problems.

These problems increase the amount of work we have to do. The aircraft are being flown beyond their anticipated annual requirement and they’re very much over taxed. Our goal is to meet the original delivery dates for returning overhauled aircraft to their owning units.” To meet the hiring requirements, the wing is looking outside of the box to find trained or trainable mechanics and software technicians. They are working with hiring officials to recruit at technical schools in Middle Georgia and to develop more co-op programs. They are also beginning a new apprentice program. In the co-op program,

the technical school student is paid for the hours they work on base and their education and training is completed on their off time.

These workers also work in part-time positions of no more than 32 hours a week. The apprentice program includes a full work week and the new hire is paired with fullytrained mechanics and technicians to learn the job. Those hired in the apprentice program already have some related experience, such as sheet metal and mechanical work, but they have not specifically worked on aircraft.

Frazier and Tucker both stressed that communication was a key part of the success of the schedule compression of the C-5 and C17 aircraft. They also believe communication is what will lead to the success of the hiring initiatives the wing has begun. The leadership of the American Federation of Government Employees Local 987 was included in the coordination process along with the 402 MXW, the SPO and AMC. “We made it a point to get with AFGE up front,” Frazier said. “We wanted to let them know what we were doing so our employees would understand the commitment that was needed. I think this helped the trust level go up.

The work force at Warner Robins always comes through when the task is on the line.”

“When you need them, they’re going to come through, and we’ve been doing that since 1990 when we started the surge for the first Desert Storm,” she said.

“And, if you look at history, we haven’t slowed down since then. We always step up and meet the customers’ requirements.”

About the Author:

Lisa

Mathews is assigned to the Warner Robins Air Logistics Reggie Wolfolk safety wiring the servicing block on a C-5 main landing gear in the 559th gear shop. (Photos courtesy WRAFB)

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Center’s Plans and Programs Transformation Office.

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Savage Creek Bluegrass…

Harmony in Music and Harmony in Engineering

By Mr. Rick Jones There’s an old saying, “Music hath charm to soothe the savage beast.” Fortunately, not many savage beasts roam Middle Georgia, but there is a down-home family musical group called “Savage Creek Bluegrass.”

Their music has delighted many audiences in the area and three of its members are Robins Air Force Base engineers.

Professionals, both on and off base, the band has performed on the stage of the Macon Grand Opera House and many other Georgia venues, including the Powersville Opry, Cherry Blossom Street Festival, and Piney Woods Bluegrass Park. They have also recorded their own CDs. A true family band, the nucleus of the ensemble consists of patriarch band leader Jack Ringley. He is joined by his two sons, David and Jonathan; his wife, Naomi; and daughter, Rachael. Jack, David, and Jonathan are all engineers in three different Warner Robins Air Logistics Center organizations. As a family, they can boast of 43 years of government service to their country. Adding previous Department of Above: Mr. Jack Ringley inspecting an AN/ALQ-161 LRU installation within the Electronic Warfare Avionics Integration Support Facility (EWAISF). (Photo courtesy of 78 ABW/PA)

Defense contractor activity, that number increases another 23 years. Considering the critical nature of all three areas in which they serve on base, the Ringley contribution to national defense is truly huge.

Jack, who literally started it all – there’s nothing like growing your own band – is an engineering supervisor in the 542nd Electronic Warfare Group, the agency that manages equipment to protect USAF pilots and aircrews from hostile air defenses.

David is a senior principal electronics engineer in the 742nd Automatic Test Systems Group, making sure that operational units have vital testing equipment to keep their aircraft flying and performing their missions.

Jonathan is a senior principal electronics engineer in the 409th Supply Chain Management Squadron for the F-15 Program Office. He is responsible for keeping the APG-70 main F-15 fighter aircraft attack radar operational. Without that vital system, the jet may as well stay on the ground. The three Ringley men can often be seen and heard “jamming” in the parking lot or break areas during lunchtime on base, much to the enjoyment of co-workers and passers by.

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The Ringley engineering accomplishments are many, varied, and significant. For example, Jack guided multiple hardware and software upgrades to the B-1 aircraft electronic warfare system that totaled more than $250 million dollars, resulting in operational improvements in performance, reliability, and maintainability. Combat unit aircrews and maintenance personnel shared in these benefits, helping them keep this aircraft a vital component of the Global War on Terror. Some aircrews owe their lives to the protection afforded by these defensive systems. A Purdue University graduate, Jack previously served in key engineering roles in JSTARS and managing electronic warfare protection pods for fighter aircraft.

Prior to his current F-15 assignment, Georgia Institute of Technology graduate Jonathan served in the Special Operations Forces area, solving difficult avionics system sustainment problems with a host of aircraft such as C130 gunships, Combat Talon variants, Air Rescue, Tactical Air Refueling C-130s, and Helicopters. Ingenuity became a key skill in his repertoire as he searched the world of technology for suitable replacements for obsolete systems. One particularly critical

situation occurred with the infrared terrain avoidance equipment on Combat Talon C130 aircraft. This equipment enables aircrews to safely penetrate hostile enemy territory at reduced altitudes. Faced with impending rapid deterioration of this system capability due to obsolete parts, Jonathan’s team overcame numerous technical difficulties to quickly field replacement systems and avert a major disruption of the Global War on Terror.

Mercer University graduate David has solved vital automatic test system problems for multiple aircraft, including B-1, E-3 AWACS, RC-135, and A-10 ground attack fighters. In addition, he has served as principal automatic tester engineer for the LANTIRN navigation and targeting pod for fighter aircraft, successfully guiding a $25 million mid-life upgrade modification to improve performance and reliability. US Air Force aircraft and electronic systems can only function properly if they are accurately and reliably tested using equipment David’s expertise provides. His many technical innovations and prompt solutions to problems enabled more aircraft to remain mission ready and available for Warfighters to confidently accomplish their missions.

All three engineers shoulder key responsibilities keeping vital USAF equipment operational, enabling combat units to perform their missions. Without effective electronic warfare systems, many missions simply could not be performed, as the risk to pilots and aircrew would be too prohibitive while penetrating enemy defenses. The APG-70 attack radar is one of the key factors in the F-15’s long and unprecedented record of zero aerial losses to an adversary, and a kill ratio that currently stands at 108 enemy aircraft destroyed in air-to-air combat without the loss of a single F-15.

Automatic test systems ensure that nearly all aircraft functions are tested to reliable, accurate standards, ensuring that aircraft perform as the pilots expect – and that is bombs on target, missions completed successfully. Like a lot of US Air Force equipment, most of the equipment the Ringley

clan manages is rather long in the tooth, some as old as 1960s and 1970s technology.

Keeping these electronic systems viable and mission ready is a tremendous challenge for engineering, and it is truly phenomenal that these electronic systems, like the F-15 attack radar, have maintained their world-beating performance advantage over their adversaries for such a long period of service.

Jack, David and Jonathan Ringley make up Savage Creek Bluegrass.

All three men are engineers in three different Warner Robins Air Logistics Center organizations. (Photo courtesy of 78 ABW/PA)

Savage Creek Bluegrass blends close family harmony with tight instrumental arrangements and virtuosity. Watching them perform, it is clear that there is a lot of love and respect among the family band members. Audiences tend to respond to that appreciatively.

“I’ve had the dual pleasure of working with these outstanding engineers on base as well as catching their band’s performances at Bluegrass concerts since I’m an avid fan of that kind of music,” said 742nd Automatic Test Systems Group Chief Engineer Rick Jones. “They perform it and their on-base engineering with equal dedication, expertise, and success. Bluegrass is America’s music, and their patriotism is evident in both endeavors.”

“The ease with which Jack Ringley picks a banjo testifies to a degree of expertise and cool confidence that one associates with the true masters of their craft,” said 542nd Combat Sustainment Wing Acting Director of Engineering Doug Nation. “He is equally masterful as a leader, manager, and engineer, inspiring confidence in everyone around him as he quietly leads his people in addressing complex engineering issues. We and the Warfighter are fortunate to have him at the forefront.”

Jack leads the band and performs lead vocals. He primarily plays the five-string banjo, but can also play a host of other instruments. “I attribute my interest in and love of the music to my parents. Mom plays the piano and has written one song that we recorded. Dad, a World War II radar operEXCEPTIONAL RELEASE

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ator, played the spoons and recorded a couple of songs with the group,” he said. “I can’t think of anything better to do as a family and I really appreciate the support provided by my wife and children.”

David sings lead on some tunes as well as harmony for his dad, and plays rhythm and lead guitar. “Playing bluegrass music requires the same attention to detail and precision as solving engineering problems,” he said.

“You have to get it right or the harmony is not there. In some ways, both are science as well as art.”

Jonathan adds to the harmony and sings lead on his fair share of tunes while picking away on the mandolin. He fondly remembers playing a benefit performance at Southside Baptist Church in Warner Robins. “It was to raise money for medical research – MDA as I recall. It really felt great to contribute to a worthy cause as well as entertain such an appreciative audience,” he said. “That was certainly a highlight of our band’s performances, but it was also memorable when we played on the stage at Macon’s Grand Opera House, where so many famous people have performed.”

About the Author: Mr. Rick Jones is the Chief Engineer for the Warner Robins Air Logistic Center’s Automatic Test Systems Group, responsible for logistics support of a wide variety of electronic test equipment used to ensure combat capability of nearly every US Air Force weapon system.

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Robins Change Manager Tackles AFSO21 NFL Style

By Ms. Lisa Mathews Darryl Holmes is constantly looking for problems and it’s not because he is a pessimistic person. His job is to recognize problem areas within the 402d Electronics Maintenance Group at Warner Robins Air Logistics Center. Holmes is the 402 EMXG change manager. He leads a staff of Air Force Smart Operations for the 21st Century (AFSO21) professionals who work to find solutions to problems that hinder work completion in the electronics shops.

Prior to joining the WR-ALC work force, Holmes had a career in professional football. He having played with the New England Patriots for 4 years, and he was also a coach at the college level. He continued to be a mentor to many college football players and encourage them in their athletic and educational pursuits.

FIRST QUARTER Holmes graduated from Northside High School in Warner Robins where he played football. He then attended Fort Valley State College on a football scholarship. “I didn’t want to play football when I finished high school, but it was an avenue for me to go to school and take the burden of tuition off of my parents,” he said.

At school he received an ROTC scholarship, made the dean’s list, but he wasn’t focused on a professional football career. “Toward my senior year, I started getting feedback from the National Football League directly and other people who thought that I might have a chance to play in the NFL. I didn’t know how realistic it was,” he said. Following graduation with a bachelor’s degree in electronic engineering technology, he was commissioned into the Army and Above: Mr Darryl Holmes discusses production board located in one of the model cells with one of EMXG's production personnel. EMXG identified four model cells used to develop their 6S and visual management format.

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found himself having to make a decision – should he pursue the “sure” job or try for the “possible” job in football. Holmes received an invitation to go to New England and had the opportunity to meet some of the top athletes in the program. He tried out for the Patriots and was chosen to play as the only free agent to make the team’s roster in 1987. Playing the safety position as a defensive back, he led the Patriots in special teams tackles and won the Special Teams MVP his first two years with the Patriots.

SECOND QUARTER In 1992, after five years of playing with the NFL, Holmes’ career took a path that led him back to the college football field, this time as a coach and educator. For the next nine years he taught class and coached at colleges in Georgia, Delaware and Alabama.

Although football was the name of the game, Holmes was just as interested in ensuring the young people he worked with pursue their educational goals. “As a coach you run into players that have the ability, but they bank everything on playing professional football,” he said. “Both of my parents were educators and they instilled in my sister and me the importance of getting an education, because you never know when football is going to end. I tried to give that back to the kids I was coaching at the time.”

THIRD QUARTER By 2001 Holmes was looking for another career path to follow. “I decided I would apply my bachelor’s degree in my life and I got a job at WR-ALC and worked in electronics as a technician,” he said.

It was while working as a technician in the 402 EMXG that Holmes was first introduced to lean initiatives and concepts. “The first time I heard about lean, I was on the shop floor working as a technician.

A big hoopla came about this ‘lean stuff’ and, at first, we thought

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it was just a cleanup program to straighten up and put blue tape around everything,” he said. “The more I dug into what it was about, and looking into our economic situation in the world today, it seemed like the right thing to do. We have to stop living abundantly and we have to start living conservatively.”

Holmes takes his job of finding problems and then solutions seriously. His consistent success in achieving systematic improvements such as decreased waiting times, excess motion, inventory and over production has increased the flow of products and services to meet the customer’s need. He directly impacts the Warfighters’ successful performance, availability, survivability and deployment ability through change management and continuous process improvement initiatives.

“I’ve seen, and I’ve taken part in, the turnaround of one of the cells that was about to lose its workload,” he said. It was the highest MICAP item in the Air Force. Within one year’s time, the MICAPS were reduced to zero; we reduced back orders to zero. And, we’ve applied things (we learned) from that area to other shops.”

“The gyro shop was the step-child of our organization and now, in the last three years, it has become the model of the organization. It has been put on the tour route. If you’re going to see what lean looks like, you’re going to go to the gyro shop. That was the biggest, rewarding effort since I’ve been in the program,” he said. Holmes believes in spreading the lessons learned through lean initiatives to other organizations. He also is a firm believer in working with his staff to ensure they receive the training they need to do their jobs well. “I’ve been fortunate enough to have good people work with me and for me to train. They have become good facilitators,” he said of his staff of lean change agents.

not taking place as fast as we’d like it to be,” Holmes said. “A good thing is that a lot of the co-ops that we’re hiring get that type training in school. So, when they get here to work they have knowledge of it.

We’re standardizing the processes and we’re documenting the processes so that new employees do not come in and sit at a desk not knowing how to do their jobs. They have something to go by. We have a training plan in place for which helps acclimate new workers to the work area quickly,” he said.

The same principals Holmes uses with his work force and in lean events also can be applied when he mentors young people. “I’ve learned that the difference between work and home is the age of the kids. Basically, the mind set is that everyone tries to do good things and we always focus on good things. But lean teaches you to look at the problems. If you solve your problems the good things will be more abundant. There’s a correlation between the two,” he said. “Lean teaches you to use your time well. If you go to college you better learn how to use your time well. If you have a job, you need to know how to use your time well.”

“It’s really just focusing on being more efficient. We should look at problems as opportunities and not the negative … the glass is always half full,” he explained. “That’s my approach with lean and with young people. I’m always going to help them see their problems as opportunities.”

About the Author: Lisa Mathews is assigned to the Warner Robins Air Logistics Center’s Plans and Programs Transformation Office.

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FOURTH QUARTER Over the course of his career in AFSO21, Holmes has seen a transition of how the work force perceives AFSO21. “People have done things one way all their lives and people are reluctant to change. Once they understand that this is not to make you work harder it is to make your life easier and basically it’s being able to use your time wisely and to be productive,” he said. “One of the biggest success stories that I have as far as a person turning from anti-lean into a lean advocate was a deputy flight chief in the gyro shop.” Holmes explained that when it was time to implement lean in the shop, this person was not on board with lean thinking and wanted nothing to do with the initiative. By the end of the process, the deputy director was a key leader in changing the way the shop operated into a lean flow. “We are getting buy in; but it’s

Mr Darryl Holmes leads a Rapid improvement Event with EMXG's senior staff members. Indicative of their ingrained AFSO21 culture, EMXG earned the prestigious 2008 Shingo Award in Manufacturing Excellence.

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By Lieutenant Colonel Richard C. Sater

DLA Reservists:

Today’s military reserve is not what it used to be. Given the logistical challenges of a global war on terrorism waged on mul-

“Source Behind the Force”

tiple fronts, how could it be? The two-days-a-month/two-weeksa-year Reserve commitment is no longer the norm, and perhaps no one knows better than those assigned to the Defense Logistics Agency’s Joint Reserve Force (J-9). “We’re an ‘operationalized’ Reserve now,” says US Navy Reserve Rear Admiral Ray English, DLA J-9 director. “We’re a high-performing, customer-focused, and globally-responsive workforce, and that means if you’re assigned to J-9, you can count on being recalled to active duty and deployed.”

Above: MSgt Lewis training the local Nationals at the Scrap Yard - Camp Adder, Tallil, Iraq, in what military items need to be segregated. These items will be shipped to the DRMO in Kuwait. (photo by MSG Josephine Lewis)

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Approximately 750 reserve billets – Army, Navy, Air Force and Marine Corps – are assigned to DLA J-9, stationed at nearly every DLA field agency across the United States (including SUMMER

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Hawaii) and Europe, with current manning at about 75 percent.

grade teacher of American government. As the DLA represen-

The J-9 mission is to provide DLA with a trained, ready and

tative, she said, “I provide logistical support to the units assigned

available Joint Reserve Force for contingency operations, opera-

to CJTF-HOA to help them accomplish their mission, which

tional support, surge support, and contingency planning, and it

involves countering extremism, strengthening partner nations

does just that. At any time, one-third of DLA reservists are “in

and regional security to enable long-term regional stability, pre-

the bucket” for deployment around the globe in support of US

vent conflict and protect US and Coalition interests. I’m the

objectives.

And since 2001, more than 860 reservists have

‘eyes and ears’ of DLA out here, helping to ensure that the

answered the call and deployed in support of DLA operations.

Soldiers, Sailors, Airmen and Marines are getting the things

Currently, 45 percent of DLA Support Team and Deployment

they need to complete their mission. We’ve got to be proactive

and Distribution Operations Center Operations Center positions

versus reactive.”

overseas are filled by reservists. “The Reserve today represents DLA’s expeditionary capability,” English says.

The work itself is the best part of the deployment, Hudson says, as it takes her mind off being away from family, friends, her dog

On the home front, DLA reservists also provide operational sup-

– and her students. As a reservist, she’s assigned to the Defense

port to DLA field activities on drill weekends and annual tours.

Distribution Center-New Cumberland, PA. Of her 24 years in

But readiness is the top priority, ensuring that assigned reservists

the military, she’s served with DLA for about two-and-a-half.

are not only trained to do their jobs, but also ready to deploy at

This is her second deployment, having also served a year in

a moment’s notice; medically qualified, physically fit, and fully

Kuwait in 2005. “It’s a great experience. I recommend it to

prepared in all ways.

other reservists, too,” she says.

J-9 designs its training to be joint in

nature; specific, and relevant to ensure that DLA reservists meet DLA requirements. And they do. “The responsiveness of the Joint Reserve Force is one reason DLA enjoys a great reputation of providing timely, effective support to the Warfighter,” according to Ms. Celia Adolphi, deputy director of DLA J-9.

Each reservist has his or her own story to tell. DLA prides itself in "America's Combat Logistics Support Agency" – a 24/7 commitment that would not be possible without the support of a vital, committed Reserve force of Soldiers, Sailors, Airmen, and Marines working together to support the DLA mission world-

Approximately 120 DLA reservists are currently serving in Iraq,

wide.

Afghanistan, Kuwait, and the Horn of Africa – in addition to

English. “I tell every one of our reservists, if you haven’t

providing active duty backfill support to various DLA field activ-

deployed yet, stand by. You will.”

“We continue to evolve,” according to J-9 director

ities within the US. The majority are assigned to various bases About the Author: US Air Force Reserve Lt. Col. Richard C.

and forward-operating locations in Iraq and Afghanistan, serving on DLA Support Teams or filling other essential billets.

Sater is assigned to the Defense Logistics Agency’s Joint Reserve Force Headquarters at Fort Belvoir, as the public affairs officer. A

US Army Reserve Lt Col Karen Hudson is midway through a

reservist for 24 years, he has also been a civil engineer and secu-

six-month deployment to Camp Lemonnier in Djibouti, Africa rity forces officer. He has deployed four times supporting the Global

– a long way from her Pennsylvania home. Her position as DLA representative in support of the Combined Joint Task Force Horn of Africa (CJTF-HOA) and Camp Lemonnier Command

War on Terror since 2002, most recently a tour of duty that took him to Iraq, Afghanistan and Kuwait in 2008.

Staff is quite different from her civilian job, too. She’s a ninth-

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ALL-IN: Air Reserve Component Logisticians in Action for each AEF pair. Now, we deploy over 30 for 179-day TDYs… despite losing manpower authorizations,” says Captain O’Campo.

By Major Lisa Ryan Logistics officers are in high demand in the USCENTCOM and other AORs – serving on flightlines, convoy teams, mentoring and training teams, joint staffs, as air advisors and more. But the Combatant Commander’s demand far exceeds the capability of the active duty logistics force available. How does the USAF meet these demands? The solution is quite simple … the Air Reserve Component (ARC). The ARC has rallied the forces in support of logistics deployment requirements at a steady rate for the past few years and currently fill almost 20% of the deployment requirements annually. Contributing to deployments through mobilization, volunteers and man-days, these Airmen provide an “All In” posture for logistics capability.

T H E “ T O TA L ” P I C T U R E ARC forces mobilizes 100 logistics officers each year of the over 520 annual Logistics Officer’s deployment requirements. Through the President’s partial mobilization authority, the Secretary of Defense calls up ARC forces through an involuntary process to support the war effort. Despite the involuntary process, our Functional Area Managers (FAMs) in the Air National Guard (ANG) and Air Force Reserve Component (AFRC) headquarters, have successfully found many willing candidates for mobilization.

Captain Marcel O’Campo, ANG FAM is the active duty link to the ANG deployment capability. “When I took over the LRO FAM duties over two years ago, we were deploying an average of 15 LROs for 120-days 68

In addition to the mobilized forces, Guard and Reserve Airmen provide an average of 15 Logistics Officers in a volunteer status each rotation. ARC volunteers often fill critical, hard-to-fill billets, when the active duty is unable to muster the right capability, to include 365-day tours. Colonel Chris Bendall, the Air Force’s LRO and Aircraft Maintenance Officer Career Field Manager, recognized the vital support provided by the volunteer forces when the ARC recently provided the only sourcing solution during the stand-up of two new air bases in the USCENTCOM AOR. According to Colonel Bendall, “Active forces were unable to fill these critical billets due to commitments against other requirements. ARC Airman are stepping up to get the mission done until the active forces can realign to meet the demand.”

Volunteer ARC forces also backfill home station units on man-days and comprise the third tier for ARC support. Filling nearly 90 positions Air Force-wide, these personnel volunteer to be the gap-filler while active duty forces are deployed, providing an integral piece to the home station mission. “Our LROs are enthusiastic and committed to play an active role in today's existing operations. In addition to the aggressive deployment schedule driven by the active duty dwell rate and mobilization, AFRC LROs continue to volunteer to meet emergent requirements, both home station and deployed,” states Major Tammy Guthmiller, AFRC FAM.

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AN INSIDE LOOK

Officer in Bagram, Afghanistan.

Major Braden wasn’t sure what Major Maggie Elder, USAFR, to expect on her deployment recently returned from her sixafter working 10+ years as an month tour as the Senior Future Air Force Civilian. An enthuPlanner at the CENTCOM siastic and concerned Major Deployment Distribution Braden stated, “As my first offiOperations Center (CDDOC), cial ‘Reserve’ deployment, I was Camp Arifjan, Kuwait. She overnervous about being a good saw the Intra-Theater and fit… did I have the right skills Strategic Transportation sets, would I be seen as an Feasibility Assessments and was equal?”

After a few short the CDDOC representative at the weeks, Major Braden soon TRANSCOM Force Flow learned she had found her Planning Conference. She was an Maj Elder and Team brief the US Ambassador to Pakistan on the Afghanistan niche as an Executive Officer, integral part of the CENTCOM Plus-Up at the US Embassy. Pictured from the left: Maj Gen Brian Meenan, and was heavily utilized for her OEF Planning Conference, which USAFR (Mobilization Advisor to the CSAF), Maj Kevin Hoppin, USAF (State skills from her civilian position. developed three possible options Department), Ambassador Anne Patterson, Maj Maggie Elder, USAFR “My logistics bed down planfor Secretary of Defense review (HAF/A4LF)(Phot Courtesy of Maj Maggie Elder. ning expertise helped XP plan and approval to support the and execute a rapid bed down 30,000-personnel plus-up in of HH-60s/A-10s after the F-15 fleet structural issues were identiAfghanistan. “I personally briefed the plan and intra-theater flow analysis to AMC/CC, Deputy Under Secretary of Defense… and fied, averting loss of strike and close air support capability. I also travelled to Islamabad, Pakistan to brief the US Ambassador to worked with AFCENT to obtain a two-year waiver to ship forward operating base critical supplies.”

Pakistan,” Major Elder stated.

Working in a high-operations-tempo job, Major Elder successfully moved over 186,000 passengers, 34,000 tons of cargo, 1,600 pieces of rolling stock and 10,000 pallets in just under 7 months. When asked about the transition into the position, she stated her previous experience as the Installation Deployment Officer (IDO) at Charleston AFB provided her the necessary experience to perform her role as a Future Planner at the CDDOC. “This was the best job I have ever had in the United States Air Force. I was honored to represent the US Air Force Reserves in this Joint environment.”

S TA C K I N G T H E D E C K ARC Logisticians bring added skill sets from their civilian jobs to the deployed environment. Deployed commanders recognized this key attribute and continue to utilize it to further their missions, while at the same time providing great opportunities for the deployed logisticians. In some instances, Air Force Civilians serve in the Guard and Reserve, providing greater development at deployed and home station.

Major Mechille Braden, USAFR, deployed as the 455th Expeditionary Mission Support Group Executive

Soon after her deployment, and upon returning to her civilian position, Major Braden moved to the Air Staff to work Contracted Logistics Support on the AF/A4/7 staff. “The deployment insights gained had shaped my outlook in better understanding the criticality of sustainment for our weapon systems.”

INTO THE WILD BLUE For most Logistics Airmen, it is easy to see the deployment requirements are not decreasing. With the recent surge in Afghanistan, the expected decrease in Iraq has not yet been seen, requiring the active duty forces to reposture to support these requirements. LROs realigned to provide a 1:1 deploy to dwell capability and Maintenance Officers may also see a shift in their posture to support the surge. The capability provided by ARC Airmen is imperative to support the continuing and emergent missions in the AOR. “Thank you for your support and the support we rely upon to ‘get er done’!”

About the Author: Major Lisa Ryan is the HQ Air Force Logistics Functional Area Manager, providing strategic oversight to the logistics community and Logistics Readiness Officer’s deployment capability. She has proudly served as an Air Force logistics officer for 10 years.

Major Ryan served in the USCENTCOM AOR on a one-

Capt Mechille Braden receives a coin from the AFRC/CC, Gen Bradley. (Photo courtesy of Maj Mechille Braden) EXCEPTIONAL RELEASE

year PCS, a 130-day deployment and is scheduled for a 365-day deployment in Nov 10.

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Total Force Integration A New Era in Maintenance

By Lieutenant Colonel William Kossick The 15th Maintenance Group at Hickam AFB has been maintaining and operating C-17 Globemaster III aircraft while functionally integrated with the Hawaii Air National Guard’s 154th Wing for nearly five years in a classic associate structure. Since 2006, active duty, Air National Guard and civil service personnel have been integrated and maintaining active duty C-17’s. Beginning, this summer, the 15th Maintenance Group and 154th Maintenance Group will take another step on the path of Total Force Integration (TFI) as active duty F-22 maintenance technicians are embedded into the 154th Maintenance Group as an active associate unit. The first F22 aircraft is expected to arrive in July 2010. This integration marks the start of a new path into uncharted territory. For the first time, squadrons will be operating under both a classic associate structure for Mobility Air Forces aircraft and an active associate structure for the Combat Air Forces aircraft. While conceptually this may seem straightforward, the management of these types of units is actually quite complex. The difficulty, as with anything, lies in the details due to differences between these units in management practices, cultures, structure, and laws.

One of the first challenges presented to a commander of a TFI unit is the issue of unity of command. While all active duty, guardsmen and civil service civilians have a clear understanding of their functional responsibilities, having two chains of command for personnel working together in a squadron sometimes causes inequities and conflicting priorities between active duty and Air National Guardsmen. Having different rules of engagement for how to manage different categories of maintenance personnel can lead to the perception of unfair workloads, assignments and even award recognition. An example of this is the common perception among active duty technicians that guardsmen are always off on the first day after

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a training weekend, thus causing the active duty technicians to take on the burden of work on those days. However, from the opposite perspective, guard members often perceive they pick up the active duty member’s workload when there are “family days” or “warrior runs.” Supervisors spend a lot of energy dispelling misconceptions in order to maintain a harmonious working environment when many of these perception challenges stem simply from the different rules for how personnel are scheduled to work. Title 32 ANG members are Air Reserve Technicians when not activated and therefore, essentially civilians. To ask Air Reserve Technicians to change their shifts or respond to a change in the local situation, requires advance planning and impacts the state’s budget due to differential pay.

Maintaining unit pride is another challenging area. While we are an integrated aircraft maintenance team on the line, the total flightline maintenance effort is comprised of personnel from two distinct chains of command who work together to accomplish the mission of maintaining safe and reliable aircraft. The ANG C-17 maintainers are only a portion of the 154 AMXS which supports not only C-17 aircraft, but also is home to KC-135 and F-15 maintainers (and soon F-22 maintainers). Simply put, the 154 AMXS was its own distinct unit identity prior to the stand-up of the C-17 operation at Hickam while the 15 AMXS is essentially a new unit to the base. It is difficult to achieve a new unit identity and build pride in an integrated unit when the different components are either tightly bonded to a long-standing traditional identity or are in the process of finding and defining a new unit identity. Unit pride can be crucial to establishing esprit de corps, motivating superior performance, and building the reputation of the unit.

An additional challenge for a TFI unit is accountability. Each component handles accountability differently since it often involves

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administrative actions for the individuals involved. Whether it is a Quality Assurance evaluation fail, aircraft mishap investigation finding, detected safety violation, tech data violation or any other type of event which would require a unit member to be held accountable, the process for dealing with the event is different since it enters into the administrative area. This difference in management style and perspective can lead to inconsistencies in accountability actions.

How does a commander deal with these differences? One of the key concepts used to bridge the differences between Title 10 Active Duty personnel and Title 32 Air National Guard personnel is a concept called “Operational Direction” or OPDIR. Per Air Force Instruction 90-1001 Responsibilities for Total Force Integration, OPDIR is defined as “the authority to designate objectives, assign tasks, and provide the direction necessary to accomplish the mission or operation, and ensure unity of effort.” The authority for OPDIR of one component member over members of another component is obtained by agreements between component unit commanders whereby these component commanders, in an associate organizational structure, issue orders to their subordinates to follow the operational direction of designated senior members of the other component in order to accomplish the mission.

Despite challenges, ultimately there is fundamental “goodness” in TFI units. ANG technicians bring many years of experience and knowledge to the aircraft maintenance arena, making them first-class trainers. They are a relatively stable work force and provide incredible continuity. The active duty technicians bring youth, new ideas, and experiences from other bases. Additionally, active duty technicians are usually more flexible to meet rapidly changing mission requirements. In order to capitalize on the goodness of a TFI unit, this effort requires open communication, respect, effective conflict resolution, compromise and participation by all.

The simple truth is the active duty personnel will not become like the ANG and ANG technicians will not become like the active duty force. They are each unique. The key to TFI unit success is to foster relationships and leverage strengths of each in order to optimize resources for mission accomplishment.

One of my priorities is to improve Total Force Integration between the 15 and 154 AMXS. Unfortunately, there is no approved TFI metric to measure or quantitatively gauge improvements in the TFI culture. Changing a culture takes time, trial and error, and innovative ideas. Some of the initiatives we have incorporated to foster a better culture seem simple on the surface, but their impact is significant. For example, the 15 and 154 AMXS have worked to align shift change times between ANG and AD personnel to

improve communication. Active duty personnel have sought more involvement and participation in operational decisions from ANG technicians to improve inclusion. We are continuously looking for ways to integrate. Currently, the production section of the 15 AMXS AMU is only manned by active duty Pro Supers. This means our ANG partners have limited involvement in setting maintenance priorities and building maintenance plans. Working with 154 MXG leadership, we have sought to hire an ANG technician position embedded in the C-17 maintenance production section, thereby improving integration.

Another ongoing effort to improve integration is the effort to ensure active duty and ANG technicians (as well as civilians) are partnered as flying crew chiefs for aircraft departing homestation. As a team, we always work to have ANG and active duty participation on local and HHQ exercises. The last scheme to improve our TFI relationship is to use Manpower Program Authorization tour opportunities as much as possible to backfill deployed active duty personnel or unfilled positions. This allows our ANG members to learn about challenges from an active duty perspective. Finally, we are using the lessons we’ve learned through C-17 maintenance operations to prevent similar problems during upcoming F-22 maintenance operations.

In the past year, the 15 and154 AMXS have supported numerous exercises and real world contingencies with resounding success.

Active duty, Air National Guard and civilians have supported JCS Exercise TALISMAN SABRE, Exercise COPE TIGER and COPE INDIA, engaging our Pacific allies and providing contingency relief efforts.

Additionally, they have executed superb maintenance to generate aircraft for global mobility operations in support of relief efforts in America Samoa during last year’s earthquake and tsunami, as well as generating five aircraft to support relief efforts for the earthquake in Haiti.

Focusing the efforts of maintainers in a TFI unit has challenges and these challenges will continue as the 15th Maintenance Group and 154th Maintenance Group integrate F-22 maintenance into their operations. However, the long term benefits of such organizations are well worth the investment. The long term success of total force units will provide the best mix of personnel resources for our Air Force. Through proactive leadership, education, teamwork and respect any unit can overcome the challenge of difference in culture, find the commonality, and leverage the strengths of ANG, active duty and civilian technicians for mission accomplishment.

About the Author:

Lt Col William Kossick is currently the 15th

Aircraft Maintenance Squadron Commander at Hickam AFB.

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Enola Gay before historic mission being pushed back to the bomb loading pit.

(Photo Courtesy National Archives)

B-29 Expeditionary Airfield Operations: Saipan and Tinian 1944-45

By Lieutenant Colonel Jeffrey Decker Today’s expeditionary airfield operations are not much different than previous efforts executed during World War II. In both the European and Pacific Theater of Operations, expeditionary airfield operations were a combination of rehabilitation of captured airfields or the wholesale construction of new runways and support infrastructure. Additionally, the joint operational environment dictated priorities based on strategic and logistical considerations.

Establishing the airbases and related building and storage depots on the islands of Saipan and Tinian for the B-29 Superfortress illustrates both the logistical and operational environment faced by the 20th Air Force and 21st Bomber Command between 1944-45.

As part of the Marianas Island chain, Guam, Saipan and Tinian would play pivotal roles in the final drive on the Japanese homeland and the effective employment of the most expensive weapons program during the Second World War, the Boeing B-29 72

Superfortress. As outlined in Commander In Chief Pacific Fleet (CINCPAC) and Commander In Chief Pacific Ocean Area (CINCPOA) Operation Plan No. 3-44, “the forces of the PACIFIC OCEAN AREAS will occupy the Southern Marianas in order to (a) establish bases for operations against sea communications and for long-range air attacks against JAPAN.” Code Named Operation FORAGER, the amphibious assault against the three principle islands of Guam, Saipan and Tinian would be the largest invasion in the Pacific theater up to that time and commence just 9 days after the D-Day invasion in Normandy, France, (Operation OVERLORD) but not be completed until Tinian was secured on 1 August 1944.

Strategically, both FORAGER and OVERLORD shared a similar objective of establishing bases (logistics lodgments) to take the fight directly against the enemy (the final drive on Germany via land and against Japan via the sea and air—with a potential land invasion of

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the Japanese home islands). However, that is where the similarities end. Logistically, the challenges in the Pacific were far greater than those encountered in the European Theater of Operations. Saipan itself was 1,000 miles from the nearest support base and almost 5,400 miles from San Francisco. All ammunition, fuel, food, engineering materiel, replacement personnel and even water would have to be brought in. Once ashore, unlike in France, there would be little or no materiel or host-nation personnel to assist with airfield or infrastructure construction and, with the need to conduct follow-on operations, little time to complete the facilities for immediate B-29 operations. Measuring only 39 square miles and 125 miles closer to Japan, Tinian would be the most important objective of Operation FORAGER. Smaller and more isolated than Saipan or Guam, Tinian would ultimately have six airfields, hardstands for 265 B-29’s and host eight groups with a ninth, the 509th Composite Group committed to dropping the atomic bomb against Japan.

Planning for FORAGER consisted of only a few months (JCS directed Admiral Nimitz to seize the southern Marianas for the B-29 on 12 March 1944) whereas OVERLORD had consumed almost two years of intensive preparation. Combined with the movement of the invasion forces, 20th Air Force B-29s operating out of China would be immediately relocated to the Marianas once the islands were secured and airfields available to beddown the Superfortresses, thus adding another factor to consider in the overall logistics preparation.

Army Air Force operations in China were disappointing if not an outright disaster. Requiring seven gallons of gas to deliver just one for a B-29 mission, every person, bomb, spare part and ration had to be air delivered over the Himalayas (aka “The Hump”) into hastily hand-built airfields in China. The recently published book LeMay: The Life and Wars of General Curtis LeMay, author Warren Kozak discussed the first mission flown from Chengtu, China: Continued on next page...

Col Tibbet's and his Enola Gay crew and their aircraft maintainers on the island of Tinian prior to the big mission. (Photo Courtesy National Archives)

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In Wolfe’s (Brig Gen Kenneth Wolfe, commander Twentieth Bomber Command) first mission on June 15, 1944 (the same day as the commencement of Operation FORAGER), sixty-eight B29s flew from Chengtu to bomb the steel plants around Yawata.

Because of the cloud cover, only one bomb hit the target. One plane was downed by Japanese fire. Six more were lost to mechanical problems and the weather…seventy-seven American airmen killed, seven multi-million dollar planes destroyed, and all to drop one bomb.

4) Miscellaneous support including establishment and operations of additional depot facilities, installation and operation of port and beachhead facilities, all water and rail transportation service to forward depots, routing, convoy, and protection of AAF aircraft repair ships, evacuation, hospitalization, and other special services

General LeMay would shortly replace Wolfe as Commander 20th Bomber Command, fly one mission and ultimately convince Washington to relocate the Superfortresses to the Marianas once the airfields were available.

1) First, second and third echelons of supply, maintenance and reclamation of all units assigned to the Twentieth Air Force

Rear Admiral Worrall R. Carter’s seminal work on Pacific Theater Naval Logistics Bean, Bullets and Black Oil provides a concise portrait of fleet logistical preparation for Operation FORAGER. “Commander Fifth Fleet and Commander Central Pacific Task Forces, Admiral R.A. Spruance led a force of more than 600 vessels, 2,000 aircraft and an estimated 300,000 Navy, Marine and Army personnel…all combatant and auxiliary ships were to procure stores of ammunition, fuel and lubricants for 120 days for ship’s company and 60 days for embarked troops.”

Army Air Force planners were busy too in the few weeks prior to the Marianas invasion. Commencing on 20 April 1944 and completed on 3 May 1944, the planning effort was chaired by Maj Gen Walter H. Frank. General Frank and a small group of CINCPOA staff officers hammered out logistics and communications requirements for the Very Heavy Bomb (VHB) B-29 groups then marshalling in the United States and already stationed in China.

Logistics support for VHB operations were truly joint in nature with both the Navy and Army Air Forces responsible for particular facets of preparing, executing and sustaining combat operations:

CINCPOA* 1) Assignment of blocks of communication call signs and frequencies and construction and maintenance of inter-base wire communications system 2) Receipt, storage and final delivery of aviation gasoline to airdromes, and construction and maintenance of all gasoline storage and distribution systems 3) Construction and maintenance of airdromes, airdrome installations and housing

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5) All supply channels

COMMANDER, TWENTIETH AIR FORCE*

2) The establishment and operation in the Marianas of the necessary AAF depots and AAF aircraft repair ships for fourth echelon supply, maintenance and reclamation of Air Corps technical, ordnance, and signal supplies and equipment and other items peculiar to the air forces 3) Operation of all communications systems required by the Twentieth Air Force in the Marianas, except those normally operated by the Army Airways Communication Systems and construction of all wire systems within bases of the XXI Bomber Command 4) All motor transport services to Twentieth Air Force installations forward of depots in the Marianas. *Craven and Cate, Volume 5, The US Army Air Forces, The Pacific: Matterhorn to Nagasaki, Page 509.

The Frank Report planned for basing and associated infrastructure to support 12 VHB groups and associated units on Guam, Saipan and Tinian to be in place by 15 December 1944.

However, before the arrival of any B-29 planes and personnel, tough fighting would be waged against an even more determined enemy. Elements of the 2d and 4th Marine Divisions and the US Army’s 27th Infantry Division landed on Saipan on 15 June 1944. As Japanese administered territory, Saipan and its defenders fought ferociously against the invading forces. As with any amphibious operation, the best of logistical plans would not survive first contact with the enemy. At Saipan it was no different. Supplies for the Marine divisions would be sent to the wrong area or arrive to off-loading areas for the 27th Division.

The 27th even had to send out foraging parties to find their assigned supplies due to arrival at the wrong beaches. During the first week of fighting, transport and supply ships had to retire away from the beaches at night due to potential enemy response and the unfolding Battle of the Philippine Sea (aka Great Marianas Turkey Shoot).

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Enola Gay taxiing at North Field Tinian (Photo Courtesy National Archives)

Lack of adequate vehicles ashore also hindered logistical efforts—this was not due to loss by enemy action but a deliberate shortage because of a lack of available shipping. Though spread out among all three divisions, the diminished number of vehicles would be made up by the typical ingenuity of the American GI. One hundred and eighty-five amphibious DUKW vehicles would be allotted to the Marianas operation. Initially used to land artillery, the DUKW’s were used both as a prime mover and hauling ammunition from both ashore and afloat ammunition supply points.

Officially secured on 9 July 1944, the 2d and 4th Marine Divisions withdrew from Saipan to prepare for the invasion of Tinian, and the 27th conducted sweeping operations which ceased on 6 August 1944. Five Aviation Engineering Battalions (804th, 805th, 806th, 1878th and 1894th) then began the herculean task of repairing or constructing the airfields and infra-

structure for the incoming B-29 groups. Concurrently, three groupments of guns and howitzers (totaling 156 artillery pieces) would commence 40 days of preparatory bombardment against Tinian prior to the amphibious assault (expending 24,536 rounds). As strategies and priorities changed in the Central Pacific, Tinian would play an even more important role for the expanding 20th Air Force.

The invasion of Objective TATTERSALLS (the Navy code designation for Tinian) commenced on 24 July 1944 at an unexpected location—200 yards of beach on the northwestern shore of the island. Landing two divisions in such a narrow site would require a great deal of logistical preparation and coordination in order to land the Marines. Fortunately, only three miles separated Saipan from Tinian and preloaded trucks and DUKWs originating from Saipan could supply all materiel to established dumps on Tinian—thereby avoiding additional handling and

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damaging the already established roads. In addition, 32 LSTs and 2 LSD’s would be preloaded to support the assault force.

Captured Japanese Class III (POL) were positioned off the landing beaches next to American stocks and specially modified Landing Vehicle Tank (LVT) with an installed ramp were used to extend the narrow beachheads. These 10 LVTs placed their bowramps on the cliffs next to the beaches and were used as a causeway to assist vehicles and men arriving at the beach. Army Air Force transport planes were preloaded with 30 tons of supplies to be airdropped as required and planning for 100 tons per day to be delivered once the Ushi Point airfield was secured .

Land based P-47 fighters of the 318th Fighter Group saw their first opportunity in the Central Pacific campaign to provide close air support to ground forces. Attacking Japanese targets on Tinian, the 318th delivered .50 cal machine gun fire, dropped 500 pound bombs and launched 4.5 rockets, and for the first time delivered Napalm (naphthenic and palmitic acids mixed with gasoline). The commanding officer of the 318th noted in an official letter to the commanding general VII Fighter Command that “napalm was particularly effective clearing areas approximately seventy-five by two hundred feet.” Combined with available carriers, close air support sorties averaged 175 per day for the 9 days of sustained ground fighting. On 26 July 1944, Marines secured the Ushi Point airfield, though slightly damaged, aviation engineers had the field in minimal operation in just 3 days. This would be just the beginning of a massive effort to establish six airfields and related infrastructure on Tinian by the beginning of 1945.

As mentioned previously, five Aviation Engineering Battalions handled airfield construction and rehabilitation on Saipan. On Tinian the Sixth Naval Construction Brigade had the similar task. Both the Army Engineers and SeeBees encountered similar challenges as they prepared both islands for the 73d and 313th Wings. Engineering efforts concentrated only on the airfields, taxiways and maintenance and ordnance requirements.

The coral proved to be much more difficult to work and the climatic conditions would either generate extremes ranging from choking dust to muddy quagmires. Craven and Cates’ official US Army Air Forces history captured the tremendous construction challenge on Saipan: It was clear the aviation engineer effort had been twice the estimates. It was not surprising that morale had been low during the worst phases…It had also been vexing in the extreme to have parts and supplies trickle in improperly marked and incomplete, and too often seized by another organization. Once the aviation engineers even stripped a former Japanese sugar mill in order to obtain such humble items as boilers, pipes, and valves. Their own living con-

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ditions were primitive, and when the 73d Wing settled down on Saipan, its men found no such niceties as mess halls, showers, and latrines ready for them.

Craven and Cate, Volume 7, The US Army Air Forces, Services Around The World, Page 306

The first 73d Wing B-29 sortie took off from Isley Field, Saipan on 24 November 1944, just 138 days after Saipan was officially declared secured.

The 15,000 SeeBees on Tinian, though better equipped and with improved living conditions, struggled as well to finish the job in time for the arrival of the 313th Wing and the approximately 40,000 personnel who would be stationed on the island. An interesting coincidence would be the layout and assigned names mirroring the island of Manhattan in New York City. By February 1945, all bombardment groups and wing personnel of the 313th Wing were in-place to commence bombing of targets in Japan, Iwo Jima, Okinawa, Truk and delivering of aerial mines near Japanese home island waters. Once the B-29s were in place throughout the Marianas, the target priorities as directed by the Joint Chiefs of Staff would be aircraft, urban industrial areas and shipping. Also in place would be the architect of the successful 8th Air Force bombing campaign in Europe, Major General Curtis E. LeMay, replacing Major General Heywood Hansell as Commander of 21st Bomber Command. LeMay’s tactical acumen modified attack profiles of the Superfortress to low-level incendiary bombs against urban areas, instead of the high-altitude precision bombing approach as favored by Hansell. In addition, the B-29s pressed forward their attack on aircraft and airfields as well as the short-noticed but well executed aerial mine campaign.

Twentieth Air Force Commander, Lieutenant General Nathan Twining summed up the contributions of the Marianas B-29 force: Sixty-seven Japanese cities, representing populations of more than 20,000,000 had been attacked. The major portion of the industrial capacity of sixty-one of these had been destroyed…almost 600 important factories were either destroyed or damaged. Included were twenty-three major factories of Japan’s aircraft industry, destruction of which resulted in an estimated sixty percent reduction in production…some 12,998 mines had been sown in enemy waters; these caused destruction or damage of up to 1,000,000 tons of shipping.

The Twentieth Air Force, Lt Gen Nathan F. Twining, Military Review, June 1946.

After 13 months, the B-29s on all three Marianna islands

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approached 600 ships, but it would be two specially modified Superfortresses from the 509th Composite Group (Enola Gay and Bock’s Car) which would accelerate the end of the Pacific War. Mirroring much of the previous joint cooperation, the 6th Naval Construction Brigade would construct the special facilities required for the atomic missions. Due to the security requirements and limited “need to know,” necessary shipping and construction priorities were initially denied. A Washington, D.C. based naval officer would brief Admiral Nimitz on the special 509th mission and by early summer 1945, operations would commence from North Field and ultimately the atomic missions on 6 and 9 August 1945.

The expeditionary support required to secure the Marianas Islands, build airdromes and harbor facilities, support thousands of Soldiers, Sailors, Airmen and Marines, and sustain an eventual fleet of over 600 B-29s (all in space of around 12 months), is an impressive testament to the grit and determination of the joint forces who waged the Marianas and B-29 bombardment

campaign against Japan. Effective but simplified planning, utilization of previous lessons learned, advances in technology and of course the can-do spirit of the American service person provides today’s logistician a campaign worth serious study and emulation.

Our joint bases in Balad, Iraq and Kandahar, Afghanistan mirror the joint efforts to rehabilitate, construct and expand capabilities based upon the Marianas 66 years ago.

Requirements never change, cooperation and thoughtful planning are always needed and ultimately the mission must be met in the most expeditious manner as possible.

About the Author: Lt Col Jeffrey W. Decker is currently assigned as the Deputy Commander, 432d Maintenance Group, Creech AFB NV.

He has previously served as the Commander, 379th

Expeditionary Maintenance Squadron, 9th Munitions Squadron (Air Force Combat Ammunition Center), Commandant, USAF Advanced Maintenance and Munitions Officer School and is a 2003 graduate of the USMC School of Advanced Warfighting.

It's all about logistics....November 1944 offloading supplies on a Saipan beach jammed with supplies. (Photo Courtesy National Archives)

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STORIES FROM THE HAITI RELIEF EFFORT

Put Us in Coach, We’re Ready!

By Lieutenant Steve Massara

ANSWERING

THE

SSgt Carol Ann Kemmis, 517 AMU flying crew chief looks on with and TSgt John Stone, 249 AS loadmaster in Port-au-Prince, Haiti. (USAF photo/SrA Laura Turner)

CALL

When disaster struck the Haitian capital of Port-au-Prince and surrounding countryside on January 12, 2010, the 7.0 magnitude earthquake left millions of lives drastically altered. The United States was quick to respond by mobilizing a large-scale humanitarian relief mission that tasked many facets of the US military.

Pacific Air Forces (PACAF) received the call for help from Air Mobility Command (AMC) over a 3-day holiday weekend asking how many C-17 aircraft PACAF could potentially provide as part of what would eventually be named Operation UNIFIED RESPONSE. When PACAF asked how many C-17s the 3rd Wing at Elmendorf AFB, AK, could provide to support the mission, operations and maintenance leadership immediately went to work.

The 3 WG developed plans and prepared aircraft to meet this critical humanitarian tasking to their fullest potential. The 703rd Aircraft Maintenance Squadron (AMXS), was ready and willing to do its part. The 517th Aircraft Maintenance Unit (AMU), part of the 703 AMXS, along with its associate maintenance unit from the 176th Wing of the Alaska Air National Guard (AKANG) worked with the 3 WG’s 517th Airlift Squadron (AS) and 176 WG’s 249 AS to quickly notified personnel, disseminate information and put plans into action to execute Elmendorf’s portion of this Total Force effort. The Total Force Integration (TFI), that began almost three years ago at Elmendorf AFB between C-17 active duty and guard maintenance and operations, enabled Elmendorf to quickly and efficiently answer the call for help.

An aircraft generation plan was developed in collaboration with the operations squadrons in order to provide maximum 3 WG C17 capability, with a goal to launch in 18 hours or less. Four Elmendorf C-17s were already supporting Transportation Working Capital Fund (TWCF) missions around the globe.

Despite this limitation, our Total Force maintenance team read78

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ied the wing’s four remaining C-17s for launch on January 19th, the morning following the initial call. Concurrently, four flying crew chiefs, three active duty crews, and one ANG crew prepared to take our C-17s to Charleston AFB, SC to stage operations into Haiti’s Toussaint Louverture International Airport.

“I’m excited to be part of this,” said SSgt Carol Ann Kemmis, a 517 AMU flying crew chief. “It’s not every day something of this scale happens.” SSgt Kemmis was right. The overall scale was impressive. Elmendorf crews and aircraft contributed admirably, delivering over 763 tons of critical supplies and airlifting 339 passengers to and from the earthquake-stricken island.

One especially gratifying mission for the Elmendorf team involved the evacuation of 80 Haitian orphans and displaced families. An Elmendorf crew made the cargo compartment as comfortable as possible for the weary travelers by spreading blankets and securing passenger seating before their flight to Orlando. “In my 14 years of service, carrying out those orphans has been by far the high point of my Air Force career,” said Major Ben Douglas, 249 AS. Another pivotal mission required a short notice aeromedical evacuation of three critically injured and four ambulatory Haitians to Fort Lauderdale, FL. Another Elmendorf crew, including flying crew chief SrA Michael Creegan of the 517 AMU, quickly loaded their precious cargo and departed Port-auPrince. “We tried to give them a little privacy as patients, but the most pressing concern was swift movement to better medical facilities in the US” said SrA Creegan. With both AKANG and active duty pilots at the controls, the team quickly lifted their precious cargo to the care so greatly needed.

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P R E PA R AT I O N

AND

TEAMWORK

ARE

KEY

Being prepared to meet the challenge of a short-notice call for maximum effort was the product of good maintenance practices and smart scheduling since the C-17’s arrival at Elmendorf nearly three years ago. Four aircraft are historically committed to TWCF missions, while the remaining aircraft are divided between operations training needs and health of fleet management. Starting in the fall of 2009, both maintenance and operations personnel set about revising the flying hour program to more effectively utilize the eight assigned C-17 aircraft at Elmendorf. This construct, when combined with a restructured four-day Home Station Check process, ensured mission capable aircraft, ready to meet the rigors of this vital tasking at a moment’s notice.

Another crucial aspect of fleet health and mission preparaHaiti relief volunteers, military members, and civilians wait for a C-17 Globemaster III to tion relies heavily on the continuity and manpower providbring them to Orlando, FL. (USAF photo/SrA Laura Turner) ed by the 176th Wing maintainers. Since the initial cadre of active duty and AKANG maintainers arrived almost three years ago, their capability has continually grown, enabling the The AKANG also provides much needed continuity since 517 AMU to meet its 24/7/365 mission requirements in a challeng- Elmendorf is considered an overseas base and thus experiences a ing arctic environment. “Integration is going very well! I think higher personnel turnover rate. The successful integration between this will be a model for other associate units to follow with consis- the active duty and ANG will continue to benefit C-17 operations tent, constructive communication between all parties involved,” and maintenance. For maintenance, this is most predominantly said SMSgt Ken Joyce, 176 AMXS maintenance supervisor. The seen in the production superintendent office and also in the ability hiring process for full-time guard positions remains a deliberate to aid the training of a constant influx of 3-level maintainers. process, but last fall manning exceeded 50% with appreciable gains “When we look across the flightline, we don’t see ANG or active in training and maintenance production capabilities. Weekly TFI duty, we just see someone who needs to be trained on a particular meetings further facilitate open communication between all C-17 task.” says SMSgt Joyce, “and we have the experience and permaplayers and build on a foundation for lasting partnerships. Aiding nence to do that.” the synergy between units and increasing maintenance capability is the new $84 million dollar C-17 operations and maintenance facility. Opened in summer of 2009, the new facility is home to four squadrons now operating within a few feet of each other. It enables consistent open dialogue as well as placing maintenance facilities, shop capabilities and manpower closer to the point of need.

WORK

IN

PROGRESS

Even with the success seen from TFI for the C-17 mission at Elmendorf, there remains much more to be accomplished. The success of the Haiti mission generation and sustainment is an example Continued on next page...

517 AMU and 176 AKANG maintainers de-ice a C-17 prior to its Haiti relief mission launch the morning of January 19, 2010. (USAF photo)

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STORIES FROM THE HAITI RELIEF EFFORT

that all must work together for the overall mission. It motivates all personnel to continue striving for a more perfect total force relationship. The 176 WG will continue hiring full-time positions throughout this summer, with the goal of reaching full end strength by the end of fiscal year 2010. “The experience has proven to be extremely valuable in making an immediate, positive impact to the maintenance program here,” said Major Maralee O’Meara, the AKANG C-17 maintenance officer.

Next on the integration agenda is the plan for the AKANG to provide swing shift personnel as hiring continues to approach 100 percent of allocated positions. This will allow greater flexibility to maintain aircraft and accomplish training, while contributing guard strength to both the flightline and HSC process.

The continued progression toward complete TFI means the 517 AMU, as planned, will begin to decrement some active duty manning positions after the AKANG’s manning reaches final allocations and all personnel are fully trained. As greater technical reliance is placed on the AKANG, all aspects of personnel management will be conducted in a fully integrated environment. The Haiti mission generation and other similar events demonstrate the benefits accrued from total force integration can be numerous and far reaching.

LOOKING

TO THE

FUTURE

The Elmendorf C-17 mission continues to progress toward complete TFI, while another era is scheduled to begin this fall. The Base Closure and Realignment Commission (BRAC) recommended in 2005 that the 176 WG move from Kulis ANG Base to Elmendorf AFB, located five miles to the north. With that move starting in January 2011, the 176 WG will move eight C130Hs , six HH60 Pave Hawk helicopters, and four HC-130 aircraft. The 703 AMXS will add a new C-130 AMU and the C-130 mission will be executed using a reverse associate organization structure. In this instance, the AKANG will own the aircraft and serve as the lead command while active duty personnel will

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serve as enablers and support specific unit type codes (UTCs).

The constructive experience to date with the C-17 mission, while still maturing, will provide the groundwork to ensure another successful integration.

The composition of Elmendorf AFB and the neighboring Fort Richardson Army Post is also being redefined due to BRAC recommendations. Starting this July, services from both installations including food, recreational facilities, property management, road maintenance and emergency personnel will merge into the new Joint Base Elmendorf-Fort Richardson (JBER), under the leadership of the new 673rd Air Base Wing (ABW). The 3 WG will then consist of only operations and maintenance groups. When JBER starts operations it will become, statistically, Alaska’s third largest city, comprised of more than 5,600 personnel, a budget of $612 million and a total military and dependent population exceeding 40,000.

The rapid successful response by the Elmendorf Total Force team operating and maintaining C-17s demonstrates the best attributes of integration. The 3-year process continues to rely on long term preparation, communication, and planning. It continues to build toward a seamless TFI team with added capability. The process will continue to evolve and mature as larger changes continue to transform Elmendorf. The tragic disaster in Haiti provided another opportunity for the 3rd and 176th Wings to once again demonstrate a profound desire to complete the mission while utilizing the best attributes of Total Force Integration.

About the Author: Lt Steve Massara is the Assistant OIC of the 517 AMU, 703 AMXS, Elmendorf AFB, AK.

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Cargo pallets are removed from a 517th Airlift Squadron C-17 at the Port-au-Prince International Airport January 31, 2010. (USAF photo/SrA Laura Turner)

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Logistics in Times of Need: Defense Logistics Agency Supports Haiti Relief Efforts STORIES FROM THE HAITI RELIEF EFFORT

By Ms. Beth Reece and Ms. Sara Moore After the 7.0 magnitude earthquake struck Haiti on January 12th killing tens of thousands and leaving thousands of others displaced and without access to food, water and medical care, the Defense Logistics Agency (DLA) worked with US military and nongovernmental organizations to provide humanitarian assistance to the survivors. Immediately following the earthquake, DLA teamed up with US Transportation Command and the Joint Staff and began coordinating with US Southern Command. USSOUTHCOM, which was designated the lead for the US military’s response to the humanitarian relief efforts, partnered with the State Department and the US Agency for International Development to assess and deliver the US support to the worldwide relief effort. Employees throughout DLA and its field activities worked around the clock, filling hundreds of thousands of requests for ready-to-eat meals, bottles of water, medical supplies, health and comfort items, fuel, maps, repair parts for military equipment and construction materials.

DLA sent an team to Haiti days after the earthquake to assess, evaluate and report damage to the country’s port and petroleum terminal’s “receipt and issue” infrastructure. In the following weeks, DLA deployed a 14-person support team to Joint Task Force Haiti and stood up another six-person support team for the possibility of evacuee support to Naval Station Guantanamo Bay, Cuba. The DLA Support Team – Haiti was comprised of representatives from the agency’s major supply chains, which include food, clothing, medical items and fuel, as well as repair parts for aircraft and ground vehicles. Specialists in distribution, disposal and reutilization were also part of the team. Col Gary Wiest, USMC, commander of DLA Support Team – Haiti, led the team’s deployment and stood-up DLA operations in the country.

Wiest is the deputy commander of operations at Defense Supply Center Richmond, home to DLA’s aviation supply chain. “So far, DLA Support Team – Haiti operations have focused on establishing support for bulk fuel and subsistence. As the theater matures, we expect requirements for building and construc-

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tion supplies and repair parts will grow,” Wiest said early in the support team’s deployment. The support team was embedded with Joint Logistics Command Haiti and lived and worked in a tent camp at Port-au-Prince airfield. They had dedicated satellite communications support, provided by Defense Logistics Information Service, to accomplish their mission.

In addition to providing personnel assigned to the support team, DLA’s Defense Energy Support Center (DESC) deployed two fuel quality assurance representatives. The DESC Americas East Homestead Air Reserve Base Quality Office also sent representatives to join the DLA Assessment Team. The quality assurance representatives completed the initial assessments under hazardous conditions following the severe quake and aftershocks.

The information provided by the quality assurance representative team was pivotal in the agency’s ability to initiate fuel support operations in concert with US Southern Command, said Col Bill Keyes, USA, the Defense Energy Support Center Americas East Commander. One of the quality assurance repre-

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DLA has a history of providing support to humanitarian relief operations, both here and abroad, and will continue to assist with the Haiti relief efforts for as long as required. The Joint Logistics Operations Center located at DLA is responsible for coordinating with DLA's field activities to provide items such as DLA has continued to provide food and water to earthquake surmeals, water, medical supplies, vivors and US forces in the region. and fuel requested by federal Working with industry vendor partagencies during natural disasters. ners, DLA’s Defense Supply Center, DLA annually prepares for assistPhiladelphia provided 2.7 million ing in foreign and domestic natready-to-eat meals and 1.2 million ural disasters by conducting bottles of water in support of the exercises with FEMA and variWorld Food Program’s humanitarian ous other government agencies. assistance efforts. DLA also coordiFor example, in February 2009, nated with the Federal Emergency DLA procured 2.2 million meals Management Agency (FEMA) to for shipment to Kentucky and replenish the emergency agency’s Arkansas winter storm victims, stocks of 1.5 million ready-to-eat and to restock FEMA distribumeals FEMA sent to Haiti. Besides tion warehouses.

After food and water, DLA’s Philadelphia Airmen tie-down cargo at Port-au-Prince International Airport, Haiti.

Hurricanes Gustav and Ike hit (USAF photo) supply center sourced construction the Gulf Coast in September material in support of Port-au-Prince 2008, DLA provided FEMA with pier reconstruction. DLA also provided hundreds of tents and more than 30 million meals. DLA also sent 15,000 gallons of cots to Naval Station Guantanamo Bay, which is being used as ultra-low sulfur diesel and 5,300 gallons of unleaded gasoline to a hub for humanitarian supplies headed to Haiti. a FEMA staging area in Carville, LA. The agency provided DLA’s other field activities have also supported the Haiti relief more than 45 million meals, distributed more than 2.2 million efforts. DLA’s Defense Supply Center Columbus, issued spare units of water, $3.5 million of medical supplies, 60,000 blankets parts – everything from water purification parts to welding and 50,000 cots after Hurricanes Katrina and Rita in 2005. The equipment – to the military forces operating in Haiti. The agency also provided $5.5 million of pharmaceutical and surgical Columbus supply center helped to supply the 22nd and 24th items for the USNS Comfort, which deployed to aid Gulf Coast Marine Expeditionary Units that deployed to Haiti, as well as residents. After the hurricanes, DLA provided more than some Army units. On an accelerated timeline, DLA’s Defense 560,000 gallons of fuel to FEMA and more than 3.4 million galDistribution Center (DDC) coordinated the packing and ship- lons for the military and other federal agencies to assist in evacping of about 970, 20-foot containers of material from DLA’s uation efforts. sentatives remained in Haiti to continue providing critical information to DESC and USSOUTHCOM while serving as a subject matter expert for Joint Task Force Haiti and the Army’s 3rd Expeditionary Support Command.

vendors. Additionally, DDC and its distribution centers coordinated the shipment of nearly 160 truckloads of material, including high priority air pallets. DLA’s Fort Lewis, Defense Reutilization and Marketing Office spent two days in early February searching its inventory for critical support items. The supplies were sent to a Haiti relief consolidation point in Albany, GA, and consisted of 14 pallets of medical equipment and several other loads of property including 640 insect protection nets, stretchers, bandages, water cans and sleeping bags. “The ability to support the Haiti assignment was encouraged at all levels of various organizations,” said Paula Newland, Fort Lewis property disposal specialist. “The cooperation created a sense of gratification – proof that we can make a difference for others in a time of disaster.”

As the Department of Defense’s combat logistics support agency, DLA provides the Army, Navy, Air Force, Marine Corps, other federal agencies, and joint and allied forces with a variety of logistics, acquisition and technical services. The agency sources and provides nearly 100 percent of the consumable items America’s military forces need to operate, from food, fuel and energy, to uniforms, medical supplies, and construction and barrier equipment. DLA also supplies about 84 percent of the military’s spare parts.

About the Authors: Beth Reece and Sara Moore both work in Defense Logistics Agency Strategic Communications.

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AMC Responds to Mother Nature

STORIES FROM THE HAITI RELIEF EFFORT

C-17s from McChord AFB, Charleston AFB, Travis AFB and the Mississippi ANG await missions to Haiti on the Charleston flightline.

Charleston served as the C-17 stage for more than 300 missions to Haiti, supporting Operation UNIFIED RESPONSE. (USAF Photo)

As soon as we saw the news about the 7.0 earthquake in Haiti, we knew the United States would be extensively involved in rescue and recovery efforts. With Haiti being only 2.5 hours flying time from Charleston AFB, we also knew we would need to provide the required airlift for humanitarian relief supplies. Charleston became the main staging base for C-17 aircraft from across the Air Force to take the necessary personnel, equipment, and supplies directly into Port-au-Prince. Operation UNIFIED RESPONSE called on Charleston and the base was ready to support.

The Airmen of Charleston are well versed in moving missions into the Central Command Area of Responsibility (AOR).

It did not take long for the Maintenance Group (MXG) to prepare and absorb the impact of the increased traffic flow.

However, the MXG now had a new look.

Just 4 days earlier under an Air Mobility Command reorganization, the 437th Aerial Port Squadron ‘Port Dawgs’ became members of the MXG. We now had two seasoned ‘mission generating’ entities responsible to a single boss and working together to optimize all the elements of the relief effort; cargo and passenger requirements, mission flow, and aircraft Maximum On Ground (MOG).

sorties to go to Haiti, Charleston was also sending multiple aircraft to other bases throughout the United States. Aircraft picked up cargo at onload locations such as Pope AFB, NC and Homestead ARB, FL. A few then returned to Charleston to await their slot time into Port-au-Prince airport.

This ‘double-shuttle’ process drove all stage participants to stay on their toes. Aircraft maintenance was alert in case the aircraft came in with discrepancies and aerial port in the event of a tail swap requirement. The maintenance and aerial port team executed without a hitch.

AERIAL PORT AND MAINTENANCE--MISSION G E N E R AT O R S

At the peak of Operation UNIFIED RESPONSE, there were 35 aircraft in the stage with one aircraft departing approximately every 4 hours. As we generated

Maintenance was able to accept a new aircraft arrival and prepare it for departure within the minimum ground time of 3 hours and 15 minutes…provided there were no

By Master Sergeant Timothy M. Ferguson

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MINIMUM ESSENTIAL SUBSYSTEMS LIST

major maintenance issues.

However, Charleston did not have approval to follow contingency maintenance standards and that kept our hands tied to main operating base departure requirements of the Minimum Essential Subsystem Listing (MESL). This drove Charleston maintenance to fix all mission-limiting discrepancies per the MESL, even if the discrepancies did not affect safe mission operations during the short run to Haiti. This increased the maintenance workload and occasionally forced the aerial port to swap cargo to other aircraft.

L E A N I N G F O RWA R D Since the Port-au-Prince airport (Toussaint Louverture International) has such a small parking ramp, the number of stage aircraft was eventually reduced to match the small amount of air traffic the airport could handle. There was one instance where we had to send in a maintenance repair team to fix an aircraft with a flap malfunction. It was crucial to repair the aircraft immediately because it was taking up a precious parking spot on the parking ramp. The 437th Aircraft Maintenance Squadron had maintainers on standby just in case such a situation arose. This “lean forward attitude” enabled the maintenance team to depart on the next stage aircraft and quickly repair the broken aircraft upon arrival in Haiti.

Furthermore, due to the constant influx of aircraft, it was very easy to send in any additional parts needed to fix the jets.

SETTING UP YOUR PERSONNEL FOR SUCCESS With the Haiti infrastructure in ruins, we quickly realized that any personnel sent in for maintenance support would need to be self-sufficient. Each Airmandeparted with at least 1-week’s supply of food and water along with all necessary personal gear. The cell phone communication link we normally use to keep in touch with our maintenance teams around the globe was not available.

Not having that communication link hindered our personnel on the ground from getting immediate support, but it also kept Charleston in the dark when it came to the

aircraft’s status. Fortunately, not long after the initial response, communications links were back in place.

G ROUP RAMRODS H ANDLED THE TAIL A SSIGNMENTS Due to the large influx of aircraft, one section needed to handle tail assignment to missions. That duty fell upon Pallets of bottled water sit on the Charleston AFB flightline. Over 350 pallets our four Group Production of food, water, medical supplies, vehicles and equipment weighing over 2,200 Superintendents known as tons passed through here. The base served as the primary aerial port of ‘RAMRODS’.

This 24/7 embarkation for relief operations into Port-au-Prince. (USAF Photo) position worked directly with the operations stage manager AND SO IT CONTINUES… assigning specific tails by either configuration Since the initial surge of relief missions into requirements or owning unit to the missions. Haiti, we have also provided relief supplies By working with the Aircraft Maintenance to Chile in response to their earthquake.

Unit (AMU) flightline production supervi- Additionally, a stage operation was set up sors, RAMRODS were instrumental in set- once again at Charleston as we now support ting priorities for stage aircraft. They ensured the DoD’s surge operations to get more perthere was a tail ready for the next relief mis- sonnel and equipment into Afghanistan. sion. RAMRODS were also responsible for This operation is expected to last through looking ahead in the Global Decision August of this year. Once again, aircraft Support System (GDSS) for inbound aircraft from across the Air Force will converge on and balancing the assignment of tails to Charleston in response to the nation’s call to Charleston’s two AMUs. Some missions provide airlift support to a people in need of were placed on hold due to losing slot times hope and freedom in a foreign land. And so into Port-au-Prince, adding further complica- it continues at Charleston AFB. tion to this balancing act. The reasons aircrews were placed on hold varied from About the Author: MSgt Timothy Ferguson aircraft maintenance issues to running out of is the Production Superintendant for the crew duty day, or even a “MOG out” condi- 437th Maintenance Group with oversight on tion at Port-au-Prince airport.

57 assigned C-17s. Born and raised in Bay

IT CAN COME FROM TOO

THE

AIR

by his grandfather, a flight engineer on the mighty B-24 Liberator. Joining the United

Because of the aircraft parking issues, the stage was also tasked to support airdrop missions to increase the flow of relief supplies into Haiti. The entire team immediately began configuring and prepping aircraft for airdrop missions. Using their extensive AOR airdrop experience, our C-17 aircrews flew to Pope AFB, NC, picked up bundles of food, water, and medical supplies, then successfully conducted multiple airdrops in the Port-au-Prince area.

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City, MI, he was inspired to work on aircraft

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States Air Force in May 1989, he completed Pneudraulics technical school at Chanute AFB, IL, and was assigned to Wurtsmith AFB, MI, working on the B-52 and KC-135.

Assigned to Charleston AFB in 1993, he has experience on the C-141 and C-17 and is headed to an assignment at Kunsan AB, Republic of Korea, this summer.

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Commentary on the Real Haiti Deployment

Tech. Sgt. Justin Adams, 67th Aerial Port Squadron, guides a Haitian boy to the aircraft that will take him to his new home in the U.S. (Adams Courtesy photo)

STORIES FROM THE HAITI RELIEF EFFORT

From an Air Force Reservist tions for infant supplies—baby wipes, diapers, formula. Our hearts were already in Haiti.

We arrived in Port-au-Prince after five hours in the air. We stepped off the plane and experienced a wave of heat, humidity, and a foul odor in the air that no one could identify at the time—what we later learned was the smell of decomposition and various wastes.

The passenger terminal at the Toussaint Louverture International Airport was so severely damaged the processing areas were set up in tents and canopies 20 feet from the aircraft ramp. The scene was chaotic, but we knew we were there to fix that. Without so much as pausing, we scrambled to set up our tent between the active runway and the working flightline—our new noisy home.

By Tech Sergeant Justin Adams I still remember the gut-wrenching feeling that came over me when I heard about the disastrous earthquake in Haiti on January 12th. Hundreds of thousands of people were suddenly homeless, separated from family and friends, and so many dead.

While America and other countries responded quickly with donations, it simply was not enough. They needed people on the ground, where immediate concerns could be addressed.

I was one of 15 Air Force Reservist Airmen from the 67th Aerial Port Squadron from Hill AFB, who volunteered to deploy to Haiti. I was grateful for the opportunity to represent our unit and serve the Haitian people. I kissed my wife and daughter goodbye and reported to Hill the very next morning, packed and ready for a quick out-processing. In the short time we had before boarding the C-17 en route to Haiti, the Aerial Porters took up dona-

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We were told we were part of Joint Task Force-Port Opening, an elite group consisting of both Army and Air Force transportation professionals. We were then briefed on the camp’s standing orders: one shower every 10 days; laundry would be done as needed using a bucket and a plunger; MREs and water only; beware of tarantulas, snakes, and insects; and use plenty of sunscreen. With mounds of dust and grime blanketing the sweat on our faces, we feasted on the first of many MREs. We adapted quickly. No one complained. No one wished they could go home. Rather, we were all ready to get started.

Our initial day of work was a constant chaotic scramble. Planes patterned in the air for a chance to relieve their load of humanitarian aid, with a new aircraft ready for us about every hour, although many landed back-to-back. Our 12-hour shifts seemed to be over moments after we started. On some days we would remain strapped inside material handling equipment, driving

2010

plane for inverted situps. We also wrapped chains around an 8-by8 piece of dunnage to use as a shoulder press.

Innovation was the key to sanity.

from plane to plane without a break. Our equipment consisted of four 25K NGSL K-Loaders (an aircraft loader holding only three pallets at a time) and seven 10K-AT Forklifts.

In addition to our Countries from all over the heavy workload, we world touched down in a helped orphaned dash to deliver their goods Haitian children board and take off, and the the planes that would process repeated.. Once I take them to new lovfinished downloading a ing families in the plane, I would drive up Senior Airman Sterling Broadhead, 67th Aerial Port Squadron, bathes with bottled water outUnited States. and down the flightline to side the tent-city at the Toussaint Louverture International Airport in Port-au-Prince, Haiti, Though we didn’t handle the next aircraft. where he and his fellow Citizen Airmen lived for more than a month. (Adams Courtesy photo) speak their language There was always someand couldn’t console thing to do. The cargo came in all forms: 463L pallets, “cookie sheets”, wooden skids, them with words, we held them and played games with them to and a back-breaking haul of loose-loaded cargo. In our first week make them feel comfortable. Some of the children cried for alone, we uploaded 5,838 passengers, 65 tons of cargo and their mothers, while others immediately put their trust in us. I offloaded 3,409 passengers and 5,727 tons of cargo on 134 air- remember holding a toddler about the age of my daughter. He was so nervous, holding onto me craft (291 international, 94 tightly. He didn’t like the idea of ear United Nations and 439 protection, but after a game he commercial). I have never allowed me to place the plugs in his perspired so much for so ears. I felt such gratitude for the safelong a period. I loved it. ty and security my daughter and famOur living conditions were ily enjoy, and for the life we live back primitive. We lived side-byhome. It made me want to work even side in a tent, with nothing harder, to help these people live the more than what we brought life they work so hard to have. with us. Despite the condiThe worldwide compassion struck me tions, our morale was strong. deeply. There may not be peace in Our team lead, MSgt Jeffery the world, but there is a great amount Petterborg, not only kept us of compassion. We counted more employed and uplifted, but than 35 countries bringing aid—both also ensured each of his peomilitary and civilian—to the needy ple was taken care of on a nation. As Aerial Porters, every piece personal level. We formed of cargo came through our hands. It friendships and bonds that was touching to see small hygiene kits, will last a lifetime. To keep blankets, food, children’s toys, clothes, each other entertained and first aid equipment, and letters signed energized, we gathered

by American children. So much love scraps of wood and conand compassion in a brown paper bag! structed a workout station equipped with a pull-up bar, Tech. Sgt. Candace Arbogast, 67th Aerial Port Squadron,entertains a Haitian infant that would soon meet a new family in the U.S. (Adams dip rails, and an inclined Continued on next page...

Courtesy photo)

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STORIES FROM THE HAITI RELIEF EFFORT

This was a testament that, regardless of cultural and civil differences, countries can unite and reach out to help those in need.

As work continued to increase, we received word that there was desperate need to retrieve victims from the rubble at Hotel Montana—a highly rated resort in which several Americans were trapped. Once again, our hearts sank and our hands rose to volunteer. After we completed the first six hours of our scheduled shift, we traveled by convoy to the hotel and were shocked by the striking reality of the mass destruction. As we walked up to the site, we passed a poster board full of pictures of missing people, alongside candles and flowers that served as a memorial for many of the victims that we would soon find. The earthquake diminished the hotel to a perplexing heap of rubble. There was no structure to orientate around, but rather a confusing and dangerous demolition scene. Scraps of clothing hung from the rebar, business papers were scattered around, and torn blankets and partial mattresses were reminders of the bitter reality. Some commented that it hardly seemed real, but was more like a movie set.

It was a joint effort. We worked hand in hand with the Army and Navy—with morticians, civil engineers, firefighters and many other groups in the effort to recover the entombed bodies. Our 67th Aerial Porters guided the heavy equipment used to sift through and rake the rubble.

Tech. Sgt. Cody De Los Reyes, 67th Aerial Port Squadron, consoles a Haitian We also watched for any signs that could locate the remains orphan before the little one boards an aircraft headed for the U.S. Sergeant De Los such as wet soil, flies, and other indicators of a victim’s shalReyes and 14 other Air Force Reservists from the 419th Fighter Wing at Hill Air Force low grave. When remains were retrieved, the entire site Base, Utah, deployed to Haiti for just over a month to help stabilize airfield operashut down its equipment, stopped what they were doing, tions in the earthquake-stricken country. (Adams Courtesy photo) and went to the position of parade rest out of respect.

Despite the overpowering odor of the remains, the recovery out the support and encouragement of our families and commuof a victim brought great satisfaction. We knew it meant one nity, the men and women serving would not have been as effecmore family could have closure. The reward for the act of serv- tive. It takes a community. ice far outweighed the physical and emotional demands of the Being deployed to Haiti, at the heart of a global humanitarian 18-hour day. effort, was an experience I’ll never forget. I learned to be prepared When I arrived in Haiti, I feared another natural disaster, a lack for anything. I learned to never let a moment pass without of preparation, and the unknown. By the end of the deploy- expressing love and appreciation to our families. I learned that, ment, my fear changed to a concern that I may not have the despite our differences, each of us has an amazing amount of charopportunity to express my love and appreciation to my loving ity within us. I learned that regardless of branch of service or staand supportive wife and family. Since we had reported to our tus in the military, we are one force, and we are one fight! unit in less than 24 hours, financial and other affairs fell solely on the shoulders of our spouses and families. They took on the About the Author: TSgt Justin Adams is a member of the 419th sudden burdens gracefully, as military spouses somehow always Fighter Wing’s 67th Aerial Port Squadron. He was one of the first do. I want to express special thanks to not only my wife, but deployed members deployed to Haiti following the massive earthalso to all of the military spouses and families of the 15 Aerial quake. K Porters from Hill AFB who deployed to Haiti. Simply put, with-

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VITAL STATISTICS

Focus on a Chapter Leader

Name:

Captain Ronald F. “K12” Kolodziejczyk, Jr. Hometown: Augusta, Georgia College: Embry-Riddle Aeronautical University Professional Aeronautics Professional Military Education: Aerospace Basic Course, ‘01 Squadron Officer School, ‘07 Assignments: RAF Mildenhall, UK (Dyess/Hill AFB) Significant Awards: Aerial Achievement Medal Lt. Gen. Leo Marquez Award - CGO Category Aircraft Maintenance Wing Level ‘02 Current Duty: Deputy Directory 571st Aircraft Maintenance Squardron (Hill AFB)

An Interview with Capt Ronald F. “K12” Kolodziejczyk, Jr

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What is your current duty title and what are your responsibilities at OO-ALC? Deputy Director, 571st Aircraft Maintenance Squadron (AMXS). I’m responsible for the A-10 Depot repair facility at Hill AFB, and to ensure cost, quality and schedule are met to meet Warfighter requirements.

What are some of the interesting projects currently ongoing at OO-ALC? After eight months of training/deployment, I have “lost the bubble” on Ogden ALC current events. However, the 571 AMXS is working with the A-10 SPO & Boeing to bring a new A-10 Wing Replacement Program (WRP) on-line this summer. OOALC is also looking at standing up a T-38 repair line as well.

Throw in your everyday normal production line concerns of

three major modifications (Service Life Extension Program, Scheduled Structural Inspection (SSI), Precision Engagement) the A-10 is currently undergoing, the new WRP and the potential for new T-38 workload … sounds like we have pretty interesting things happening right here in our own backyard.

What made you decide to commit to a career in our Air Force?

I grew up with a strong sense of country as my dad was a Green Beret in the Army during Vietnam. I initially joined the Air Force to see the world, be my own person and most importantly… do my part as an American citizen. But the longer I stayed… the more I felt at home. I think I was always destined to serve. I love what I do and I think what we do “as a military” is very important in protecting and preserving our American way of life, now and for the future.

What would you like to tell your peers about an assignment in the depot?

Capt Ron Kolodziejczyk, left, and Rick Merrill inspect a new repair to the LH lower auxiliary longitudinal assembly of an A-10. Capt Kolodziejczyk is the Deputy Director, of the 571st Aircraft Maintenance Squadron at Hill AFB, Utah, and Mr. Merrill is the A-10 production supervisor. (Photo by Alex Lloyd)

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Just like the Nike® promo says, “Just Do It.” I really had no idea of the true size and scope of the Air Force enterprise until I was assigned to the depot. Just seeing all the different product lines -- A-10s, F-16s, C-130s, F-22s, ICBMs -- and all the associated agencies that are required to keep those lines humming… it’s truly amazing! Each weapon system has thousands of unique parts and dedicated people to manage and mitigate all the issues these old birds generate. I now understand the urgent push to give junior officers that breathe of experience you always hear about. There are so many moving pieces in our business, that without that total working knowledge of the corporate business… you can never be a truly effective “senior leader!”

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Have you deployed recently? If so at what location and in what position? What did you learn for that deployment experience?

Yes, I was at Camp Clark (which is on the ANA Base: Camp Parsa) in the Southeast Province of Khowst, Afghanistan.

While there I served as a Battle Captain (in Air Force lingo…Command Post, OIC) with the Alpha Company/1-21.

My major duties were serving as the S3 Air Scheduler and Range Controller along with the normal staff functions of a Command Post.

What did I learn? That the Air Force is a great way of life and to appreciate what the Army brings to the fight!

How was the supply support at your deployed location? Any recommendations that you can tell our senior leaders on how to make your supply support better at your deployed location?

For Afghanistan, it was decent in places…worse in others. The further forward you got, obviously the worse it got. Personally, I thought there wasn’t enough airlift in theater. When supplies sit on the ground and a Forward Operating Position (FOP) needs them for base defense and we can’t get them there...or when a task force is requested to forward deploy without basic necessities such as food and water because of weight constraints…something is wrong!

Our senior leaders’ responsibilities lie in getting the troops the resources they need to meet the mission. There is nothing worse than tasking folks to do something and they’re sitting there scratching their heads saying “how the heck are we supposed to do that” without the necessary resources.

Have you been involved in any AFSO21 events?

Yes, I was part of a 309 MXW initiative looking at consolidating like-business practices across the wing. Our suggestions were modified and implemented.

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How have you been involved in your local LOA Chapter?

Yes, I’ve been the Director for our annual golf tournament three out of the last four years. Last year, I deployed mid-stream and had to pass it off to Captains Joe Hyun and John Groff who saw it to fruition and did a fabulous job. Over the last three years, our efforts have raised over $13K towards our local scholarship fund. We’re hoping for another $5K+ this year. So, if any companies out there that would like to donate to our Wasatch Warrior Chapter Annual Scholarship Drive… please look me up (yes, this is a shameless plug!).

Please identify a former leader (excluding current OO-ALC leadership) who you feel is a role-model leader that has personally influenced your leadership philosophy.

I don’t think it’s fair to single out one leader, as there are about six or seven ex-bosses that I would jump hurdles to work for again. But they all shared one common quality that I admired most of all… they “really” cared about their people. I’m a firm believer that if you take care of your people, they will take care of the mission!

What are your long term professional goals and objectives?

With my experience and background, I think I have much to offer the Air Force. The ultimate accomplishment for me… would be to become a Maintenance Wing Commander at one of the Depots.

What do you think senior leaders can do better for our junior officers and Airmen?

Mentor them and talk to them as often as you can! As a senior leader, I think you need to have a close professional, if not a personal, relationship with every junior officer in your immediate chain. For me, mentoring has to be tailored to the individual.

There is no one-plan-fits-all. You really need to know them… in order to point them in the right direction.

As a potential senior leader, I would want to recognize the outstanding efforts my Airman displayed as often as I could. I would be just as accountable to them as they are to me. Lastly…

I need to provide them the tools, training and resources to meet the requirements I’ve levied upon them.

What is your future “dream” assignment?

I stopped dreaming about locations a long time ago… LOL! But I would have to say… it would be somewhere where the schools are top notch, the weather is almost always perfect for golf and I’m always working around aircraft and maintainers. K

2010

AFSO21 CrossTalk THE POWER OF ONE: SRA MAKES HUGE CONTRIBUTION TO RAPTOR N AT I O N - L A N G L E Y A F B

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Submitted by: Major Charity A. Banks, (charity.banks@langley.af.mil) SrA Nicholas Banks, 1 AMXS/27 AMU F-22 Crew Chief, recently created a measurement tool that saves over 2 man-hours of inspection time on each F-22.

His inventive design, a plastic overlay with measurement grids, measures low observable coating loss on the engine nozzles. Rather than calculate the loss with primitive gauges which can result in human error, SrA Banks uses the tool to trace the damage, resulting in an objective and accurate measurement. Mr. Michael Wise, F-22 AFETS, coordinated with ACC graphics to build the tool, and SrA Banks submitted the localman paperwork and the Technical Order change request. Together they are exemplifying the first element of the MXG’s mission…Improve, Generate, and Sustain Combat Airpower.

SRA Nicholas Banks, 1AMXS/27 AMU, uses new tool to measure coating loss on an F-22 engine nozzle. (USAF photo)

7 3 6 A M X S R I E S AV E S T I M E - D O V E R A F B Submitted by: SSgt Nichole D. Naprstek (nichole.naprstek2@dover.af.mil) Dover Air Force Base’s C17 Squadron, 736 AMXS, held a Rapid Improvement Event (RIE) aimed at improving tool check out and return processes. The team’s proposals will result in reduced travel time of support personnel by 78% by strategically locating high use items at, or as close to, the checkout counter as feasibly possible. Every minute saved by support personnel will be transferred to maintenance personnel checking out tools by reducing overall wait time.

A further savings of more than 500 hours annually has already been incorporated by loading all personnel via the Common Access Card and support equipment against individual barcodes. These efforts eliminated the current process of manually inputting employee numbers and Equipment IDs into the database to facilitate check out or return. Lastly, a long-term project has been initiated to incorporate RFID technology into common use boxes with the long-term vision of providing personnel the capability to accomplish self-checkout actions. K 736 AMXS Airmen work in their newly organized CTK. (USAF Photo)

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Chapter CrossTalk M O U N T V E R N O N L O A C H A P T E R – H Q D L A – F O R T B E L V O I R , VA Submitted by Col Richard Schwing The Mount Vernon Chapter hosted a brown bag luncheon/meeting in January. Our guest speaker was Lieutenant-Colonel Brook Bangsboll, Canadian Liaison Officer from the Multinational Logistics Division on the Joint Staff J4. Lt Col Bangsboll, a career logistics officer in the Canadian Forces, gave a great briefing covering the Canadian Operational Support Command structure, background, and some of the challenges that Canada faces related to logistics support of their armed forces. In addition, he covered the Canadian Forces Logistics Branch and how they train and develop logistics officers. The Chapter is making plans for 2010 and future meetings, tours and events. Anyone in the area of HQ Defense Logistics Agency at Fort Belvoir, please stop by!

AIR BRIDGE LOA CHAPTER – DOVER AFB, DE Submitted by Capt James Harris The Air Bridge Chapter continues to develop its reading program and seeking leadership ideas from the local industry. Our reading program downloads electronic books to folders accessible to Chapter Members. To focus readings our academic advisor selects chapters from each book and then prepares questions for guided discussions at monthly meetings. Providing an additional option, we offer readings in downloadable audio formats. Seeking leadership skills from local industry, we toured W.L. Gore & Associates.

They make products based on just one material, a versatile polymer called ePTFE. What makes this company unique is there are no traditional organizational charts or a chain of command. They are able to do this by following the founder’s principles of fairness to each other, freedom to encourage, make one’s own commitments, and consulting with other associates before taking action.

It was a great day of learning how the local industry accomplishes business.

Several members of the Air Bridge Chapter toured W.L. Gore, makers of the Gore-Tex product line.

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Submitted by Maj Chris Boring What do a bunch of Maintainers and Logisticians do a few miles from the Arctic Circle? In the case of Eielson AFB Alaska's Iceman chapter…stay really busy and try to stay warm! During this last quarter, we hosted a number of prominent logisticians, which provided an invaluable mentorship for our members.

Airmen from across the wing enjoyed showing Lt Gen Reno (AF/A4/7) our mission successes, winter challenges, and unique F-16 Aggressor mission. During his visit our chapter acquired first-hand information on a wide range of subjects from emerging AF logistics challenges to preparing for tomorrow’s fight.

The Members of the Iceman Chapter with Brig Gen Baker and the 354 MXG “Iceman” sculpture.

Maintenance Group finished the quarter with a world-class recognition banquet celebrating both the chapter’s heritage and the proud maintainer spirit with Brig Gen Baker (PACAF/A4) as our guest speaker.

The loggies kept the wing moving by redeploying a full US Army Stryker Brigade and teaming with maintenance to support our three-location Aggressor Mobile Training Team. Piling on were repeated Tanker Task Force missions and 168th ANG Operational Readiness Exercises. During all of this, we had many chapter members deploy/redeploy into the AORs—but kept focused on our logistics officer professional development goals with sessions on the USAF Maintenance TTPs and mission generation topics.

Additionally, chapter members hosted a local pet rescue drive, helped with Operation Warm Heart, and coached youth indoor soccer and hockey. Finally, we focused our effort on creating “mission ready” Airmen who are ready for the joint fight. The chapter leadership continued its work to create an Iceman/Grizzly team as a formal means to provide crosstalk between the Army and Air Force as well as benefit from unique experiences and best practices.

NORTHERN LIGHTS LOA CHAPTER – ELMENDORF AFB, AK Submitted by Capt Justin Gilbreth The Elmendorf Northern Lights Chapter has had an exceptionally rewarding Spring, with LOA members hosting a social in March for Lt Gen Loren Reno (AF/A4/7). More than 40 maintenance and logistics officers attended with a breadth of Air Force headquarters topics being covered and many personal reflections on leadership.

We are also honored to recognize one of our own, Lt Col Kenyon Bell, 3 EMS/CC, who recently won the Air Force level 2009 Lt. General Leo Marquez Missile and Munitions Maintenance Field Grade Manager award. Lt Col Bell saw logistics

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Lt Col Diana Stuart, 3CMS/CC, hands out stripes at ‘The World’s Finest Egress Shop. (U. S. Air Force photo/Airman 1st Class Christopher Gross)

work firsthand both at home and when he recently deployed to Kandahar, Afghanistan with the 451 EAMXS. To round off LOA’s successful season, 3 CMS, commanded by Lt Col Diana Stuart, won the Air Force level Maintenance Effectiveness Award. Such acknowledgment readily demonstrates Elmendorf’s capacity for excellence in logistics from back shop support to flight line sortie generation. 3 CMS will go on to compete at the Department of Defense level in late 2010.

In addition to such meaningful recognition, LOA members have vigorously generated four “maintenance academics” sessions where young and seasoned logistics officers discuss crucial topics including Air Mobility Command, career-broadening, maintenance metrics, and polished briefing skills.

KANALOA LOA CHAPTER – HICKAM AFB, HI Submitted by Capt Jennifer Phillips One of the primary focuses of the Kanaloa Chapter this year is to strengthen ties with our neighboring joint brothers and sisters.

In our pursuit, we have begun to coordinate logistic-centric visits with our sister services. On 2 Apr, the Kanaloa Chapter visited the Combat Logistics Batallion-3 (CLB-3) and Marine Aviation Logistics Squadron-24 (MALS-24) at Marine Corps Base Hawaii (MCBH) Kaneohe. The Marines showcased the transportation, supply, and maintenance processes they rely on daily to get their troops through the fight.

At MALS-24, we received a squadron mission brief before touring a few of the unit’s maintenance shops. The brief highlighted the maintenance aviation (helicopter) support the squadron provides to both deployed and in-garrison units, command relationships, and the content and employment of their various support packages. The visit with MALS-24 concluded with a tour of the engine shop and discussion with their maintenance technicians.

The Kanaloa Chapter’s visit to MCBH Kaneohe was an extremely valuable one. It not only cemented the importance of forging strong relationships with our sister services, but it further illustrated the crucial role that each service holds in the joint fight.

WA S AT C H WA R R I O R S L O A C H A P T E R – H I L L A F B , U T Submitted by Capt John Groff The Wasatch Warriors traveled to the Kennecott Copper Mine. The tour included a trip through the operations control center, maintenance facilities with briefings on mine operations. The tour ended with a rock blast…we loggies always like to see things blow up.

This was a great opportunity to look at the cooper mine’s logistical and lean infrastructure. Although their operations differed a lot from ours; we learned that logistics is a very important part of mining too. Kennecott is a very professional and highly technical logistics machine. They Rock!

S H O G U N L O A C H A P T E R – K A D E N A A B , J A PA N Submitted by Capt Warren Smith Kadena’s Shogun Chapter had the opportunity to host two of the Air Force’s senior logistics leaders this quarter. PACAF/A4 Brig Gen H. Brent Baker spoke at a Loggie Dinner, toured 18 MXG and 18 LRS facilities, and received a first-hand look of Team Kadena making the mission happen. In addition, the Shogun Chapter hosted the AF/A4/7, Lt Gen Loren Reno. Lt Gen Reno visited the Continued on next page...

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18 WG’s maintainers and logisticians and spoke on the current state of loggies and where we are going in the future at a LOA luncheon.

CGO’s from the chapter were also able to take advantage of Kadena High School’s Career Day by setting up a “Loggie Booth.”

This was a valuable opportunity as representatives from the 21A, M and R fields were on hand to Lt Col Michael Merritt, Maj Chris Iriarte, Capt Kristal Meyers, 1Lt Amanda Reed, 1Lt Marvin Hinkson, 1Lt Brandon Willert, Col David Brown and Capt Warren Smith on top of Mt. Suribachi, Iwo Jima. recruit 800 students as future logisticians and spread the word that what we do on a daily basis drives the combat capability in the Pacific. The Shogun Chapter also had the rare opportunity to visit Iwo Jima just days before the 65th anniversary of the historic raising of the American flag on the island. The Shogun Chapter team climbed Mt. Suribachi and took time to reflect and pay respects to the unbelievable sacrifice made by the soldiers who secured victory on the island and think about the unfathomable amount of logistical support and planning necessary to make such an engagement successful.

R A I N I E R L O A C H A P T E R – J O I N T B A S E L E W I S - M C C H O R D , WA Submitted by Maj Jen Barnard The McChord Field Rainier Chapter had the privilege of hosting dinner for Lt Gen (ret) Michael Zettler during his visit to Joint Base Lewis-McChord, 22-24 Feb 10. During dinner, he presented a $500 scholarship check to our chapter winner, Senior Airman Jordan Bonds, a Supply technician with the 62d Logistics Readiness Squadron.

General Zettler also spoke with many of our LOA members during his visit, gaining a good understanding of their challenges here at McChord. In his role as the Senior Advisor to the AF/A4-7, General Zettler is getting out “to see what our folks are doing,” from a non-inspection aspect. But, he also made time to provide insightful mentorship, to both our enlisted and officer corps, and impressed upon the importance of “compliance” in all aspects of our business.

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A I R C A P I TA L L O A C H A P T E R – M C C O N N E L L A F B , K S Submitted by Capt Kirsten Bethancourt The Air Capital Chapter has kept busy over the last few months! In December, we took a trip to the Air Logistics Center, Tinker AFB. There we toured the depot and saw some McConnell KC-135s undergoing extensive maintenance. We got a glimpse into streamlining processes and how the ALC looks at the “big picture” while handling supply for KC-135s.

We followed up our ALC trip with one to Wichita’s own Hawker Beechcraft Corporation in March. There we walked the production line for the T-6 Texan II and saw the systems that go into making one of the AF’s lead trainers. We were able to sneak a peek at the AT-6 prototype, Hawker’s new light attack aircraft.

Hawker also gave us a tour of their production lines for the King Air, Hawker 400, and Premier.

Air Capital Chapter members pose for a photo op at ALC Tinker's "Hollywood and Vine."

M I S S V E E D O L L O A C H A P T E R – M I S AWA A B , J A Submitted by Maj Ron McCarty The Misawa Miss Veedol Chapter received a tour on 16 Mar 2010 of the Japan Air Self Defense Force’s (JASDF) 3rd Maintenance and Supply Group, 3rd Wing, Misawa AB, Japan. It provided a golden opportunity for 21 USAF logistics officers and civilians to tour JASDF maintenance and logistics facilities. The tour focused on how our neighbors maintain their F-2 fighters and F-110 engines, innovative AME storage solutions and supply chain management technologies.

The 35th Maintenance Group often plays host to our JASDF partners but this was our first opportunity to see how they organize, train and equip their fighter force for territorial defense. This successful exchange has already had a positive impact on our relationship with this key Pacific ally and will help solidify a strong partnership should we have to operate in a coalition warfare environment in the future.

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Lt Nakanouchi and TSgt Ishii brief the Miss Veedol LOA Chapter members on F-2 Phase Operations.

N AT I O N A L C A P I TA L R E G I O N L O A C H A P T E R – WA S H I N G T O N , D C Submitted by Ms. Lynn Arias The NCR chapter capitalized on its access to joint logisticians by inviting them to a very special chapter meeting in March. The meeting’s dual purpose was to promote joint logistics collaboration and encourage membership. What made this meeting very unique was that fact that two of the top loggies in the DoD were guest speakers - LTG Kathleen Gainey, the JCS J4, and Lt Gen Loren Reno, AF A4/7.

Through open Q&A, LTG Gainey and Lt Gen Reno provided insight on challenges facing joint logisticians.

Question topics ranged from joint logistics officer education and training to the logistics presence in ongoing operations. Both generals agreed LOA offers loggies great opportunities to network across the joint logistics arena.

NCR chapter members listen intently as LTG Kathleen Gainey and Lt Gen Loren Reno share thoughts and answers questions on joint logistics issues.

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The NCR chapter also kicked off its third year supporting Honor Flight. In March, 400 WWII veterans from across the country were flown to DC to view a screening of HBO's "The Pacific" and to see the memorial built in their honor. Chapter members had the privilege of welcoming these great Americans as they arrived at the airport.

BLACKJACK LOA CHAPTER – NELLIS/CREECH AFB, NV Submitted by Maj Matt Wynn The Nellis/Creech Blackjack Chapter has been busy this quarter with one ORI and two LCAT visits. We hosted a professional development lunch with guest speaker Brig Gen Cooper, 309 MXW/CC. He provided an overview of the depot and insight into future logistics challenges. This next quarter should prove to be eventful for our organization, starting in April with guest speaker Maj Gen (Ret) Collings and a trip to tour the Ogden Air Logistics Center hosted by the Hill LOA Chapter.

MIDDLE GEORGIA LOA CHAPTER - ROBINS AFB, GA Submitted by Capt Nick Moore In Feb, the Middle Georgia Chapter visited the Lockheed Martin Marietta plant to combine a unique opportunity to promote professional development and benchmarking. Members toured the C-130J, C-5 and F-22 production lines and met with some of Lockheed’s most senior leaders to include the 14th CMSgt of the Air Force, Gerald R. Murray. During the visit, Lockheed Martin presented the Middle Georgia Chapter with a $500 donation towards their scholarship fund.

Also in Feb, Brigadier General Kenneth Merchant, AMC/A4, spoke with over 60 members at an LOA luncheon on the Afghan Surge and impact on the Air Logistics Centers.

In Apr, Chapter members were treated to a professional development session led by Mr. Dave Nakayama who served as an investigator for the 2003 NASA Columbia Disaster. He shared some critical lessons learned from the investigation that easily relate to a myriad of Air Logistics Center processes.

On 8 Apr, 16 members toured the Marine Corps Land Base Albany Depot. The tour included the maintenance and distribution centers and provided a different prospective on lean operations. The tour helped spark a partnership between the depots to share ideas and lessons learned.

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Middle Georgia LOA members pose for photo in front of C-130J production line

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G O L D E N G AT E L O A C H A P T E R – T R AV I S A F B , C A Submitted by Lt Col Ley Havird The Golden Gate Chapter is off to a great start in 2010. We launched our first regional off-site professional development tour to San Diego 4-7 Feb 10 when 12 chapter members visited several US Navy and local commercial logistics activities.

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Our tour started with a visit to the Fleet Industrial Support Center (FISC)-San Diego with briefings by key FISC elements as well as Military Sealift Command representatives. The key takeaway from this portion of the visit was how FISC-San Diego provides 24/7/365 logistics support to the Pacific Fleet in port and while afloat. We followed this tour with a plant visit to Triumph Fabrications-San Diego where we received a guided tour of the plant’s fabrication capabilities and business operations by the plant’s President, Mr. Mark Gobin.

Our second day of touring took us to the USS Green Bay (LPD 20) and Federal Express San Diego. We were able to get a guided tour of one of the US Navy’s newest amphibious transport vessels. We were able to see how the ship is designed to transport a Marine Expeditionary Unit with its full complement of combat gear and the ship’s capabilities to defend and sustain itself while afloat. We concluded our San Diego tour with a stop at the Federal Express operation at San Diego International Airport.

We closed out the quarter with an engaging guest speaker, Mr. Paul Hein, at our March chapter meeting where we received an in depth briefing on commercial sealift and intermodal operations. Mr. Hein is an adjunct instructor at the California Maritime Academy. It was a great opportunity for our CGOs to learn specifics on how commercial shippers move cargo and maximize available sealift payload.

Travis Golden Gate LOA Storms the USS Green Bay!

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FLORIDA RAPTOR LOA CHAPTER – TYNDALL AFB, FL Submitted by 2Lt Jimmy Smith The Tyndall Raptor Chapter is proud to announce that we awarded two, well-deserving high school seniors of Tyndall AFB Logisticians, $1000 scholarships!

The competition was intense to say the least. The Raptor Chapter Staff was forced to choose two winners among highly competitive applicants who all had very successful high school careers and were involved in a multitude of extracurricular activities.

In Mar, the Raptor Chapter hosted a presentation luncheon in honor of all the scholarship applicants and families. Applicants enjoyed lunch at the Tyndall Heritage Club, which ended with the presentation of the $1,000 checks to Dylan Woods and Sandra Stuhr.

Dylan is a senior at Rutherford High School and Raptor Chapter President Lt Col Aaron Rigdon presents winners, Dylan Woods (left) and Sandra Stuhr (right), with their $1,000 checks.

Sandra attends A. Crawford Mosley High School.

Dylan is planning to use his scholarship to help him attain his lifelong goal of a degree in Computer Technologies, while Sandra plans to pursue Dentistry. K

Milestones COL TRACY SMIEDENDORF

WRITES:

After two brief years I’m departing McChord as the MXG/CC. This was the best job a maintenance officer can have in an AF career. I’m headed south to Hurlburt Field, FL and HQ AFSOC to be the A4M. I’m certainly looking forward to the climate change, but will miss being around the maintainers at wing level generating and fixing aircraft. If it’s in the air...Maintenance Put It There!

COL TOM SADLO

WRITES:

Completed Air War College and moving on to Colorado Springs and AF Space Command to be the Chief, Logistics Readiness Division.

COL CHRISTOPHER HAUTH

WRITES:

Scott AFB here we come! Moving from Maxwell to USTRANSCOM J5/4-I. Look me up if you’re passing through.

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Charles Taylor: The First Maintainer USAFA Recognizes The Father of Aircraft Maintenance The Aircraft Maintenance Technology Society recently donated a sculpture of Charles Taylor, builder of the engine for the Wright Flyer, to the US Air Force Academy library. The sculpture will be displayed in between the sculptures of Orville and Wilbur Wright on the 6th floor of the library. The AMT Society collected donations from several private organizations including the McChord Knucklebuster Committee, who made the donation on behalf of Lt Gen Leo Marquez, USAF (ret), who was a guest speaker at their 2009 banquet. On hand to view the dedication were members of the Charles Taylor family, grandson Reuben Taylor, great grandson Charles Taylor II and great grandnephew Col David Lange, USAF, who is a Cadet Group Commander at USAFA.

From L-R Brig Gen Born, USAFA Dean of Faculty, Charlie Taylor II, Col David Lange, Ken MacTiernan, AMT Society, Reuben Taylor and Col Tracy Smiedendorf, representing McChord Knucklebusters. (Photo courtesy of Maj Robert Rayner, USAF).

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LOGISTICS OFFICER ASSOCIATION Post Office Box 2264 Arlington, VA 22202

Non-Profit Organization U.S. Postage

PAID Permit No. 768 Nashville, Tennessee