by Mark Nelson
Air Reserve Personnel Center Historian
1/31/2014 - BUCKLEY AIR FORCE BASE, Colo. -- The
world was a different place in 1990. The promise of peace had grown
with the demise of the Soviet Union and the Berlin Wall. Things were
looking up, both for the world at large and Air Force Reserve, despite
the conflicts to come.
At the dawn of the decade, Air Reserve Personnel Center leaders were
making efforts to merge private-sector achievements with military
functions, launching Total Quality Management in July 1990. Based on a
private sector model to achieve customer satisfaction through the
involvement of everyone in the organization, TQM enabled supervisors and
employees to identify quantifiable methods to continuously improve work
processes. It was a good focus for a center recently at peace, but
peace didn't last long.
That August, Iraq invaded Kuwait and threatened to strike Saudi Arabia.
In response, President George H. W. Bush declared a national emergency
and ordered American forces to the Middle East. Named Operation Desert
Shield, it quickly became the largest American military deployment since
Vietnam.
ARPC's commitment to improve all aspects of the mobilization process
paid off as soon as the President decided to deploy troops. The ARPC
commander activated a 24-hour Personnel Mobilization Center that same
month. Within days, 227 individual mobilization augmentees volunteered
for active duty.
A month later, President Bush invoked Title 10 United States Code 673b,
known as the "200,000 recall," and announced the mobilization of reserve
forces.
After multiple attempts to convince Saddam Hussein to withdraw Iraqi
forces from Kuwait, coalition forces launched a huge air campaign in
January 1991, called Operation Desert Storm, with more than 1,000 air
sorties per day.
The month-long air campaign almost destroyed the entire Iraqi Air Force
and inflicted huge losses on Iraqi ground units. In February, a massive
two-pronged ground attack swept into western Iraqi and Kuwait, and
within three days, the Iraqis asked for peace terms. President Bush
ordered a cease-fire Feb. 28.
The center's contributions to this operation were substantial,
mobilizing 23,148 reserve members in every category which led to ARPC
receiving its third Air Force Organizational Excellence award. In April
1991, the center held a Victory Celebration Day and honored its
employees who had been deployed in these operations.
As the Air Force reorganized during Operation Desert Storm, ARPC's
status as a separate operating agency changed to field operating agency.
Now a FOA, ARPC performed specialized activities beyond the scope of a
major command.
After the conflict, political leaders called for reduced military
spending and infrastructure. As a result, the U.S. Department of Defense
Base Realignment and Closure Commission recommended closing Lowry AFB
in Denver. Though the base closed officially Sept. 30, 1994, the Air
Force retained 80 acres surrounding ARPC's Gilchrist Building. The BRAC
action resulted in 72 former Lowry civilians transferring to ARPC,
allowing them to continue their federal careers.
As the 1990s went on, ARPC adopted a new organizational emblem, as well
as new technologies and processes. In December 1994, the center
activated its first voicemail system and, in May 1995, launched the new
digital Automated Records Management System. Technicians began
converting paper records to an optical disk which greatly reduced the
need for storage space. Though lengthy, the process converted all paper
documents to digital format.
Chief of Staff of the Air Force General Ronald R. Fogleman, who served
at ARPC from 1974 to 1975 as the chief of rated assignments, activated
the Air Force Reserve Command as the Air Forces' newest major command in
February 1997 in a move he called "tiered readiness." This action
placed AFRC on equal footing with the other major commands. ARPC
reorganized again and became a direct reporting unit to AFRC in
September 1997.
Meanwhile, in March 1999, the North Atlantic Treaty Organization
launched Operation Allied Force in response to Serbian President
Siobodan Milosevic's campaign of ethnic cleansing of Kosovar Albanians.
In mid-April, the commander of U.S. European Command, General Wesley
Clark, requested 300 additional aircraft and additional support
personnel because there were not enough trained military members
available to conduct this operation. President Bill Clinton filled that
need by recalling more than 33,000 reserve component members up to 270
days.
The Air Force portion of the recall included 25,000 members, focused
initially on four Air National Guard refueling units and four others
from the Air Force Reserve. During the air campaign, approximately 65
Air Force Reserve weather and intelligence officers, and more than 500
civil engineers, were ordered to active duty. By June, after suffering
serious losses, Serbian forces agreed to NATO's terms and withdrew from
Kosovo.
For ARPC, Operation Allied Force was a dress rehearsal for later
mobilizations in the Middle East and Southwest Asia. The center staff
successfully mobilized almost 800 IMAs and nearly 4,600 reserve unit and
ANG personnel. These members represented 40 percent of NATO's air
refueling capability and 25 percent of the A-10 attack aircraft.
Despite the changes and challenges of the '90s, the men and women of
ARPC overcame and prepared for a new century. The next decade would see
the single greatest attack on American soil since Pearl Harbor, war and
social change, and even more transition for ARPC. And again, ARPC and
its people were ready.
Editor's Note: Lt. Col. Belinda Petersen and Master Sgt. Christian Michael, ARPC Public Affairs, contributed to this article.
Monday, February 03, 2014
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