Support Veteran Status for Air America Personnel

The Secretary of the Air Force has accepted an application from the Air America Association for veteran status for those employees working in Laos from 1959 to 1974

Under the provisions of Section 401, 95 and DoD Directive 1000.20, the Department of Defense Civilian/Military Service Review Board has accepted an application on behalf of a group known as: “U.S. and Foreign Employees of Air America, Inc. who operated fixed wing or helicopter aircraft in support of U.S. Army Special Forces in Laos as part of Operation Hot Foot and Operation White Star from 1959-1963; and the U.S. and Foreign Employees of Air America, Inc., who operated fixed wing and helicopter aircraft in direct support of the U.S. Air Force operating in Laos in the Steve Canyon Program (Ravens), SAR and direct support for the Site 85 operation, High Altitude Relay Project (HARP), Photo Reconnaissance collaboration with 7th/13th Air Force and CIA, and with the Search and Rescue (SAR) Operations for U.S. Military flight crews from 1964 through 1974, who were necessary to support those missions and held supervisory positions.”

We Need Your Support

Persons with information or documentation pertinent to the determination of whether the service of this group should be considered active military service to the Armed Forces of the United States are encouraged to submit such information or documentation within 60 days to the DoD Civilian/Military Service Review Board, 1500 West Perimeter Road, Suite 3700 Joint Base Andrews NAF, MD 20762-7002. Direct contact can be accomplished through Mr. Bruce T. Brown, Executive Secretary, DoD C/MSRB, at 240-612-5364, bruce.brown@afncr.af.ml Copies of documents or other materials submitted cannot be returned.

Information about Air America can be found on our web site www.air-america.org The Association encourages members and the public in general to support this endeavor to the fullest extent possible. Air America was a government owned corporation that performed military duties in Laos that included search and rescue of downed military aviators. Many employees were wounded and killed in action performing services for the U.S. government. For the most part recognition would provide an intangible benefit at very little cost to the public and with minor expense to the VA since most employees were former military personnel. Recognition would correct the record of accomplishment to a unique group that deserve more than what they have been characterized by movie spoofs and erroneous information.

Further information about Air America can be obtained by contacting the current Air

America Association president Bob Noble at noble2505@comcast.net

Air Force 'grease monkey' is also jumpmaster

by Air Force Staff Sgt. William Banton
JBER Public Affairs

2/21/2013 - JOINT BASE ELMENDORF-RICHARDSON, Alaska -- On any given day, more than 100 Army airborne paratrooperss may be lined up in the back of a C-17 Globemaster III awaiting a final safety inspection before being cleared to exit the aircraft toward a drop zone thousands of feet below.

The important job of ensuring the safety, proficiency and qualifications of all military parachutists exiting belongs to jumpmasters.

The jumpmaster is a position which usually brings to mind Army paratroopers or
Air Force tactical air control party members, but rarely the image of an Air Force mechanic.

Air Force Staff Sgt. Ashley Windle, a vehicle and vehicular equipment specialist with the 3rd Air Support Operations Squadron, has the unique experience of being both an Air Force vehicle mechanic and a jumpmaster.

"I had always wanted to do the pararescue, combat controller, TACP thing, but I had bad hearing," Windle said. "So it was kind of luck as well that I got this job. I had to get a waiver, and it took a while to get that."

Windle, a veteran parachutist since 2008 who has performed more 50 jumps, is still able to recall his first jump.

"It was easy, it was with my supervisor and he was doing his jumpmaster upgrade, so it was pretty much he and I," Windle said.

For Windle, one aspect of jumping never changes.

"Even now, I mean I have 50 jumps, but I always have that little bit of nervousness and ask what I forgot," Windle said. "Especially now as a jumpmaster, because [I'm] responsible for those five, six, or ten Airmen."

Usually on Army posts, the vehicle maintenance jump position Windle fills is intended to help maintain the mechanical needs for the respective brigades by providing on ground support.

"As a vehicle mechanic, we are supposed to deploy in the contingency environment as a whole package," Windle said. "Like when [we] went to Iraq or Afghanistan, they usually took every body, so they would have a base for what to do."

With encouragement and support of his leadership and the perseverance to continue after failing the jumpmaster school the first time, Windle began the process to turn standard parachutist position into something more.

"I failed it the first time, because I just couldn't get the Jumpmaster Parachutist Inspection portion," Windle said. "But the second time I went, I tested out the first day."
The JMPI is the process in which the jumpmaster ensures the parachutist is rigged up properly and there are deficiencies in the chute itself before the jump.

As jumpmaster, Windle's job begins when the jump is scheduled.

"I'm coordinating with the air crew and going to briefings making sure that  they understand what our training objectives are and making sure we can work with them on theirs," Windle said. "Then I'm scheduling all the support we need, medical and all the additional support we need on the DZ."

The jumpmaster also helps coordinate the prejump, which is hosted up to a day before the actual jump.

During the pre-jump, the jumpers are briefed on everything from reviewing a mockup to discussing the safety and emergency procedures.

On the day of the jump, the jumpmaster inspects the aircraft checking to make sure the cable and seating are set up correctly.

They also inspect the floor of the aircraft, checking to make sure no obstructions exist and the aircrew has all of their gear strapped down.

The process for Windle is a very meticulous and exciting process.

"The excitement's there because I'm a vehicle mechanic doing this and the responsibility of being about to put a couple of people out of a plane," he said.
"If they exit and they get away from the aircraft fine, OK, good, but there is always that doubt of 'what if the chute wasn't rigged right.'

"There is a lot of responsibility on your shoulders and that's what's awesome about it," Windle continued. "I like the 'here's your responsibility, you get these ten guys out.'"

Airmen demonstrate evacuation capabilities

by Senior Airman Cody H. Ramirez
374th Airlift Wing Public Affairs

2/22/2013 - YOKOTA AIR BASE, Japan -- The 374th Airlift Wing continued training during a readiness week Feb. 22, 2013, with a simulated U.S. Noncombatant Evacuation Operation in the Taiyo Community Center at Yokota Air Base, Japan.

The exercise scenario required Yokota to provide a temporary in-transit staging area for simulated evacuees until flights were made available to safely deliver them from the Pacific theater to the U.S.

"This facility (Taiyo Community Center) is designed to be our reception center should the Department of State to issue an order for people to evacuate," said Steven Mayfield, NEO reception center director. "People come in and our job is to receive them, safe guard them and make them as comfortable as possible while they are awaiting follow-on transportation to a destination (typically the States)"

Upon arriving at Yokota, simulated evacuees were transported to the Taiyo where they were welcomed and briefed by Mayfield. He told them about the exercise situation, informed them of the accommodations provided and answered any questions or concerns.

Airman & Family Readiness center staff, along with members throughout the 374th Force Support Squadron and base augmentees, ensured people were comfortable during their stay.

"We have a NEO augmentation team of 24 dedicated individuals from squadrons throughout the wing. Some of them who are new to the process were trained last week and this exercise gave them a great opportunity to put that training to the test while familiarizing themselves with the process," Mayfield added.

All simulated evacuees filed through a registration line that offered hands-on assistance from base organizations such as finance, personnel and the Red Cross. Food, water and shelter were also provided.

Staff Sgt. Alicia Davis, an evacuee role player, was part of the simulated NEO and processed through the registration line.

"Everyone was friendly and effective," Davis said. "It was fast and they got us from point A to point B in a timely manner. If a real-world situation ever required the same response, I feel like Yokota would handle the situation well."

Command Post tests Yokota's recall ability during Readiness Week

by 1st Lt. Christopher Love
374th Airlift Wing/Public Affairs

2/22/2013 - YOKOTA AIR BASE, Japan -- The sun was still hours away from rising when Senior Airmen Jesus Calderon, 374th Airlift Wing Command Post emergency action controller and Tucson, Arizona native, picked up the phone and began to dial.

A minute later, he was talking with Yokota's wing commander, a man responsible for maintaining the 12,000-person installation which serves as the sole U.S. airlift hub in the Western Pacific. The command post had received an urgent message, Calderon said; the boss would need to come review it--and soon.

So began day two of Yokota's readiness week, a nine-day stretch from Feb. 21 - March 1, 2013, designed to test the wing's ability to respond to the unexpected in its ongoing task of providing professional airlift while defending and maintaining "the best wing in the Pacific."

This particular event simulated a classified message coming down from a higher headquarters off base, prompting wing leadership to initiate an early-morning recall, confer and determine the base's defensive posture.

"We will be the first to know," said Senior Master Sgt. Donald Hoobler, 374 AW/CP superintendent, regarding urgent messages coming from off base.

"From that point, we take the commander's direction and funnel it up--all the way to the president, if needed," he said. During Hoobler's 21-year career, this has happened more than once.

As the information node not only for the 374 AW but also for 5th Air Force, Yokota's CP is responsible for relaying urgent messages across Japan.

"We have a big responsibility," said Maj. Ricardo Lopez, 374 AW/CP chief, "but our Airmen handle it with professionalism."

For Calderon, who had the task of notifying the wing's senior leader of the incoming message, this wasn't his first significant challenge. While recently deployed to Kyrgyztan, he helped run the command post during a drawdown of 33 thousand U.S. forces from the region, he said.

The job entailed "flight following" every inbound and outbound aircraft and responding to alerts, all on top of his normal duties as an emergency action controller. "We kept busy," Calderon said.

Tech. Sgt. Kinnard Woods, 374 AW/CP non-commissioned officer in charge of console operations and manager for the morning's recall, spoke highly of the Airman under his watch.

"Calderon has good experience and can anticipate," he said.

"Such experience and anticipation are a boon to any command post," said Hoobler, "where timeliness and smart decision making are key."

51st FW receives 2012 Air Force Outstanding Unit Award

by Airman 1st Class Alexis Siekert
51st Fighter Wing Public Affairs

2/21/2013 - OSAN AIR BASE, Republic of Korea -- Earlier this month, the Pacific Air Forces commander, Gen. Herbert Carlisle, announced the 51st Fighter Wing has earned the 2012 Air Force Outstanding Unit Award for the period of Oct. 1, 2010 to Sept. 30, 2012.

The 51st FW is the most forward deployed wing in the world, providing combat ready forces for close air support, air strike control, counter air, interdiction, theater airlift, and communications in the defense of the Republic of Korea. The wing executes military operations to beddown, maintain and employ follow-on forces for the combined arms base that includes three major flying tenants and large multiservice fighting units. The mission here is Defend Osan, execute combat operations, and receive follow-on forces; Ready to fight and win, tonight.

"I'm incredibly proud of the Airmen and what they have done and continue to do every day," said Col. Patrick McKenzie, 51st FW commander. "Team Osan has worked tirelessly throughout this past year and I couldn't be happier to see all their hard work recognized."

This award is given to units that have distinguished themselves by exceptionally meritorious service or outstanding achievement that clearly sets the unit above and apart from similar units, Air Force Personnel Center stated.

All active duty assigned to the 51st during that time period is eligible to wear the ribbon.

The Military Personnel Flight will add the decoration to personnel currently assigned to the wing; however, personnel who have since had a Permanent Change of Station or Permanent Change of Assignment and are entitled to share in the approved unit award should report to their servicing Force Support Squadron for assistance. Veterans should report to their local Veterans Administration offices for assistance. Air Force civilian employees should report to their servicing Civilian Personnel Section to have the award documented in the Defense Civilian Personnel Data System, and receive the appropriate lapel pin, Carlisle said.

3rd Wing E-3 Sentries fl y south to Guam for COPE NORTH

by Air Force 1st Lt. Matthew Chism
JBER Public Affairs

2/21/2013 - JOINT BASE ELMENDORF-RICHARDSON, Alaska -- Continually, military members are called upon to participate in exercises at home or abroad, but to what end?

Ex-er-cise: something performed or practiced in order to develop, improve or display a specific capability or skill.

Exercises are more than a chance for Airmen to practice the mission; an exercise also represents an opportunity to showcase abilities and develop working relationships, which extend beyond cultures, backgrounds and languages.

During the last two weeks, the 3rd Wing's 962d Airborne Air Control Squadron from JBER has been developing, improving, and integrating capabilities alongside other U.S. Air Force, Australian and Japanese assets during Cope North 2013 at Andersen Air Force Base, Guam.

Cope North is a tri-lateral large-force exercise hosted by Pacific Air Forces to promote regional security and stability of the region by increasing combat readiness and interoperability of U.S. Forces, Australian Defence Force, and the Japan Air Self-Defense Force.

"Here in Alaska we are a part of the air defense mission, and we support the capability of crisis and threat response in the Pacific Theater of Operations," said Air Force Lt. Col. Michael Erickson, 962d AACS commander. "During Cope North, we are able to facilitate an environment, in coordination with our international partners, which allows us to share information to decision makers. This provides those on the ground and in the air the best possible situational awareness. "

The 962d AACS members who are participating in the exercise said there is clear communication with everyone involved.

"Our folks will be working hard to maintain a clear picture with all of the friendly forces which include Pacific U.S. Air Force, Australian and Japanese assets," said Air Force Capt. Walter Goss, 962d AACS navigator/assistant director of operations. "That support will extend throughout the exercise from the humanitarian portion and combined training missions."

During the humanitarian portion, the operations-focused squadron honed their communication practices with the other participants.

"Cope North is a great test of our interoperability, which is extremely important in the Pacific," Erickson said. "Joining with our sister squadron from Kadena Air Base, [Okinawa, Japan] and our international partners in the region, we are working together as one team... comparing tactics, techniques and procedures."

Goss explained this exercise provides an opportunity to exercise capabilities used during the unit's wartime mission.

"In wartime, we feed a picture to the Combined Air and Space Operations Center," Gross said. "This provides coordination between all of our partners as we work de-confliction and additional radar coverage. Our wartime mission is dynamic, so we strive to maintain proficiency, especially within our core competencies."

Whether in an exercise abroad like Cope North or a home station one like Red Flag-Alaska, the 962d AACS has to accomplish a number of things before the squadron's E-3 Sentry Airborne Warning and Control System can get to work.

"When we send our Airmen out to a large exercise, we check their readiness as if it were a real world mission tasking," Erickson said. "It takes a lot to get a team ready to go out the door while still maintaining the readiness of the squadron for a real contingency. Our mobility folks do an outstanding job."

Members of the mobility staff "coordinated the mandatory training, processed information to the Joint Mobility Center and completed Installation Deployment Readiness Center processes for approximately 30 Airmen from the squadron," said Staff Sgt. Eric Mackey, 962d AACS mobility noncommissioned officer.

Goss also explained an aircrew executes scenario-specific training to prepare them for their upcoming missions.

"The aircrew completes simulator missions prior to leaving for a deployment to replicate likely scenarios and enhance crew coordination," Goss said.

All of that work culminates in a prepared crew, but what about the plane?

"The maintenance intensity here is remarkable. The maintainers want the planes to fly as badly as the aircrew does," Goss said.

"Our maintainers are always on top of things, installing new software updates that allow us to communicate with even the newest systems," Erickson said. "962d [Aircraft Maintenance Unit] maintainers work hard to keep these very complex 35-year-old aircraft flying, and my hat goes off to those men and women."

"These men and women work through location restraints and remain extremely operations focused," Goss said. "In our squadron there is no division when it comes to the mission. There is no 'us and them,' it's we, and it's an amazing environment to work in."

Global Strike helps set bar for new service-wide base support standards

Air Force Global Strike Command Public Affairs

2/22/2013 - BARKSDALE AIR FORCE BASE, La. -- The Air Force recently launched the Air Force Common Output Level Standards program, or COLS, to normalize services across Air Force Bases.

This program will standardize the delivery of installation support services so Airmen and other customers will have common experiences and expectations from base to base, said Maj. Jennifer Phelps, Air Force COLS program manager at the Pentagon.

"The goal here is consistency," she said. "We want a standard, uniform level of support provided to Airmen at every location."

The program launched in October 2012, with fiscal 2013 installation support service standards set for 40 functions, ranging from the chaplain corps and public affairs to finance and family services.

The immediate local impact of the program should be minimal.

For fiscal year 2013, the program is taking a baseline measurement to assess how services are being provided at the local level.

"Seventy-five percent of the data is already being collected in some shape or form," said Christine Fiske, Command Support Contract Engineer AFGSC Civil Engineering Operations. "HAF [Headquarters Air Force] is simply trying to gather the data for these 40 support functions they feel are important to an Airman's quality of life in one place."

Fiske added that bases will likely not make any major immediate changes based on the COLS, but should keep operating as usual. The Air Force will use current operations as a baseline for their analysis.

This baseline year will take a look at missions, resources, budgets and products to determine how well they are meeting AF-established service standards.

Although data will be initially collected from only 66 bases, including all five Global Strike Command bases, the intent is for all Air Force locations to meet these standards for any installation support services provided.

During subcommittee testimony on Capitol Hill in April 2012, Assistant Secretary of the Air Force for Installations, Environment, and Logistics Terry Yonkers testified that the AF COLS program is all about using smarter management practices and instituting better standards.

"We must ensure that we have right-sized and efficient infrastructure that enables our most valuable resource, our Airmen, to perform their duties, while ensuring responsible stewardship of fiscal resources," Yonkers said.

Identifying those fiscal resources and budget constraints will be a big part of AF COLS, Phelps said.

"Right now, there is no easy way to calculate the risk that comes with budget cuts for many of our installation support services," she said. Every fiscal year, senior leadership goes to Congress to discuss budget specifics. The goal is that in the future, senior leadership will be armed with AF COLS metrics and better able to communicate requirements and impacts of budget cuts. They'll be able to show exactly what that means to Airmen and families.

"They'll be able to look at the data and see exactly what programs will be impacted most in a situation like that," she said. "On the flip side, they'll also be able to identify areas or functions that need more resources, and will be able to better advocate for that."

She also pointed out that AF COLS will help define exactly what is expected from particular functions.

Phelps emphasized that while AF COLS representatives will be responsible for providing data about their bases and units, the impact will be a great benefit to everyone.

"Currently, there is no one approved level of services," she said. "What Airmen and their families experience at Base X may not be what they experience at Base Y. With this first phase, we're setting the standard."

Editor's Note: Tech. Sgt. Julie Weckerlein, Air Force Public Affairs Agency, Christine Fiske, AFGSC Support Contract Engineer and Joseph Murray, AFGSC Public Affairs, contributed to this article.

Army Releases January 2013 Suicide Information

            The Army released suicide data today for the month of January 2013.  During January, among active-duty soldiers, there were 19 potential suicides:  two have been confirmed as suicides and 17 remain under investigation.  For December 2012, the Army reported seven potential suicides among active-duty soldiers; however, subsequent to the report, another case was added bringing December’s total to eight: five have been confirmed as suicides and three are under investigation. 

            During January, among reserve component soldiers who were not on active duty, there were 14 potential suicides (six Army National Guard and eight Army Reserve):  One has been confirmed and 13 are still under investigation.  For December 2012, among that same group, the Army reported 15 potential suicides; since the release of that report, one case has been added for a total of 16 (11 Army National Guard and five Army Reserve): nine have been confirmed and seven cases remain under investigation. 

            Soldiers and families in need of crisis assistance can contact the National Suicide Prevention Lifeline.  Trained consultants are available 24 hours a day, seven days a week, 365 days a year and can be contacted by dialing 1-800-273-TALK (8255) or by visiting their website at http://www.suicidepreventionlifeline.org .

            Army leaders can access current health promotion guidance in newly revised Army Regulation 600-63 (Health Promotion) at: http://www.army.mil/usapa/epubs/pdf/r600_63.pdf and Army Pamphlet 600-24 (Health Promotion, Risk Reduction and Suicide Prevention) at http://www.army.mil/usapa/epubs/pdf/p600_24.pdf . 

            The Army's comprehensive list of Suicide Prevention Program information is located at http://www.preventsuicide.army.mil .

            Suicide prevention training resources for Army families can be accessed at http://www.armyg1.army.mil/hr/suicide/training_sub.asp?sub_cat=20 (requires Army Knowledge Online access to download materials).

            Information about Military OneSource is located at http://www.militaryonesource.com or by dialing the toll-free number 1-800-342-9647 for those residing in the continental United States.  Overseas personnel should refer to the Military OneSource website for dialing instructions for their specific location.

            Information about the Army’s Comprehensive Soldier Fitness Program is located at http://www.army.mil/csf/ .
            The Defense Center for Excellence for Psychological Health and Traumatic Brain Injury (DCoE) Outreach Center can be contacted at 1-866-966-1020, via electronic mail at Resources@DCoEOutreach.org and at http://www.dcoe.health.mil .

            The website for the American Foundation for Suicide Prevention is http://www.afsp.org/ and the Suicide Prevention Resource Council site is found at http://www.sprc.org/index.asp .

Africa Command Deploys 100 Service Members to Niger

By Jim Garamone
American Forces Press Service

WASHINGTON, Feb. 22, 2013 – President Barack Obama notified congressional leaders today that the last of 100 U.S. military specialists have deployed to Niger to support intelligence efforts in the region.
The move is done with Niger’s full consent and cooperation and the troops -- mostly Air Force specialists -- are working out of Niamey, officials said.

Forty troops moved to the area on Feb. 20. “This deployment will provide support for intelligence collection and will also facilitate intelligence sharing with French forces conducting operations in Mali, and with other partners in the region,” Obama wrote in his letter to congressional leaders.

The troops will provide their own force protection and security.

U.S. Africa Command recommended placing unarmed remotely piloted aircraft in Niger to support a range of regional security missions and engagements with partner nations. Last month, the United States and Niger signed an agreement on the status of American forces in Niger.

Al-Qaida and other extremist groups have been operating in neighboring Mali. The deployment is designed to promote regional stability in support of U.S. diplomacy and national security, and to strengthen relationships with regional leaders committed to security and prosperity, Pentagon officials said.

The Air Force intelligence, surveillance and reconnaissance assets provide vital capabilities to the United States, African partners and other partners in the region. The unarmed UAVs “provide an unrivaled capability to harness information and make it useful to commanders,” officials said.

F-35s Grounded as Precaution After Crack Found in Engine Blade

By Jim Garamone American Forces Press Service WASHINGTON, Feb. 22, 2013 – All F-35s have been grounded as a precaution after a routine engine inspection revealed a crack on an engine blade, Defense Department officials said here today. Officials call this a “cautionary suspension of flight.” The Air Force, Navy and Marine Corps fly F-35s. Inspectors found the crack in an F135 engine installed in an F-35A Lightning II aircraft at Edwards Air Force Base, Calif. This is the conventional take-off and landing version of the joint strike fighter. Officials are shipping the engine and its associated hardware to Pratt & Whitney’s engine facility in Middletown, Conn., to conduct more thorough evaluation and root cause analysis. Officials said the grounding is precautionary. All F-35 flight operations have been suspended until the investigation is complete, officials said, and it is too early to know the fleetwide impact. “The F-35 Joint Program Office is working closely with Pratt & Whitney and Lockheed Martin at all F-35 locations to ensure the integrity of the engine, and to return the fleet safely to flight as soon as possible,” a Defense Department news release said.

Maintaining our commitment to excellence in the nuclear enterprise

Air Force Global Strike Command Public Affairs

2/22/2013 - BARKSDALE AIR FORCE BASE, La.  -- On Feb. 15, Air Force officials announced the split of the space and missile career field to ensure more focused development for officers performing these critical missions.

The change affects approximately 3,100 officers Air Force wide coded as either "Space Operations" or "Nuclear and Missile Operations" within the former 13S career field, officials said. Those officers previously coded as "Space Operations" will remain in the 13S career field and those officers previously coded as "Nuclear and Missile Operations" will have their AFSCs changed to 13N.

"Space and Missile Operations have become more and more technical in application and execution--each in their own unique ways," said Col. Joseph Prue, career field manager for space operations officers. "This split will enable each career field to continue cultivating technical expertise via separate, yet equally important, avenues in order to be more effective and efficient in meeting current and future AF needs."

Within Air Force Global Strike Command, an estimated 844 13S positions will be converted to 13N.

This change will allow the Air Force to further strengthen the nuclear enterprise, said Col. Zannis Pappas, the new career field manager for "Nuclear and Missile Operations," or AFSC 13N.

"For several years, a portion of 13S officers have been designated for nuclear duty. This formalizes a distinction that already exists, but giving us our own career field to focus on nuclear expertise and leadership development," said Maj. William Weiford III, executive officer to the director of operations, AFGSC.

Those selected for the 13N career field will develop the leadership and nuclear technical competency required to lead the nation's ICBM nuclear forces.

Affected officers should contact their career field managers or MAJCOM functional managers for more information about how the change will affect them.

"The transformation of the career field will give space and missile officers opportunities to develop the depth and breadth they need for command, as well as the opportunity for career-long development in specific mission areas," Prue said.

Editor's Note: Capt. Karen Mock, AFGSC Public Affairs, contributed to this article, with background information provided by the office of the Secretary of the Air Force for Public Affairs.

Air Mobility Command Headquarters garners Organizational Excellence Award

from Air Mobility Command Public Affairs

2/22/2013 - SCOTT AIR FORCE BASE, Ill. -- The Air Force has awarded the Air Force Organizational Excellence Award to Headquarters Air Mobility Command for global air mobility operations from Jan. 1, 2010 through Dec. 31, 2011.

"This award recognizes the Airmen of Air Mobility Command who provide global support to our joint partners, allied nations and fellow Americans in need," said Gen. Paul Selva, AMC commander. "I'm humbled to be a part of this great organization."

The award citation notes the command's success in planning, coordinating and managing Operation Unified Protector in Libya and the successful relief to victims of two hurricanes, an earthquake in Haiti, Pakistan flood relief, and assistance to Japan after a tsunami.

"This award recognizes the selflessness of our Airmen and the commitment to always answer the call of those in need," said Chief Master Sgt. Andy Kaiser, AMC command chief.

Throughout the award period, Air Mobility Command Airmen moved 1.4 million passengers and 818,000 tons of cargo and delivered 2.2 billion pounds of fuel to 171,000 aircraft in support of Operations Enduring Freedom in Afghanistan and New Dawn in Iraq.

AMC also reduced flying training requirements by 83,000 hours and recommended changes to Air Force policy producing total fuel cost avoidance of $267 million.

Personnel assigned or attached to headquarters AMC for at least one day between Jan. 1, 2010 and Dec. 31, 2011, who directly contributed to the mission and accomplishments of the unit, are authorized the AFOEA ribbon.

DOD Expands Role of Security Professionals

By Terri Moon Cronk
American Forces Press Service

LINTHICUM HEIGHTS, Md., Feb. 22, 2013 – With ever-changing technology and increasing cyber threats that can affect the nation’s security, Defense Department officials are stepping up security professionals’ training to help in determining potential risks before they occur, defense officials said here.
DOD has taken the lead to standardize the security professional’s knowledge to protect more than classified and sensitive information, said Denise Humphrey, deputy director for Defense Security Service’s Center for Development of Security Excellence.

Security also touches people, equipment, facilities, information technology and operations in the services and defense organizations, she added.

Now, for the first time, DOD’s thousands of military and civilian security professionals can earn certification in their job series to gain proficiency in an all-encompassing field through the Security Professional Education Development Program, a Defense Department initiative to professionalize the department’s security workforce.

DOD officials for many years have wanted a joint security environment among the services and defense organizations, said Kevin Jones, director of the center.

“As resources decrease, it's increasingly becoming [important] for different components to work together routinely, and agencies have to support the whole apparatus of defending the nation,” he said, emphasizing the need for building a professional cadre of security professionals.

But certifying security professionals doesn’t just apply to those in a security job series, Humphrey noted, because security affects all DOD employees.

“We are now facing unauthorized disclosure training requirements across DOD, and around the corner is the requirement for controlled unclassified mandatory training,” Humphrey said. Security professionals will be responsible for ensuring their workforces are capable of protecting such information, she added.

Humphrey said DOD’s former paper-based society offered fewer security risks compared to today’s rapidly changing technology.

“Years ago, when security was just a support function, there were just a few people who actually had computers on their desks, and the amount of information that could be leaked was minimal,” she said.
But in today's world, she added, DOD needs a cadre of security professionals who are savvy in identifying vulnerabilities.

“Now we have to deal with a cyber environment where information flows faster than you can stop it, and we’ve got to have highly trained professionals capable of addressing these issues to prevent these things from happening -- rather than chasing a security issue after it's already occurred,” Humphrey said.

“Fundamentals of Security Certification” is now available for security employees, and defense officials are working on three more levels of certification education and training.

And security certification has to be maintained with ongoing education, Humphrey said.

“Security professionals cannot rest on their laurels,” she added. “They have to keep up with the changing state of the art of security.”

'Your life is our business'

by Sue Sapp
78th Air Base Wing Public Affairs

2/15/2013 - ROBINS AIR FORCE BASE, Ga.  -- The 339th Flight Test Squadron's 43 aircrew members -- comprised of pilots, co-pilots and flight engineers -- perform test flights on F-15s, C-130s and C-5s here before they are returned to their home bases.

During those flights, the aircraft are put through their paces to ensure they'll hold up to the rigors of any mission -- regardless if it's in a combat zone or in an area in need of humanitarian support.

The squadron's four-person Aircrew Flight Equipment Shop makes sure the test aircrews are protected.

They're responsible for inspecting, maintaining and repairing lifesaving equipment such as parachutes, anti-G suits, helmets, oxygen masks, survival vests and safety harnesses.

"The 339 AFE personnel are unique in that they maintain their skills in three different types of aircraft," said Lt. Col. Dan Badia, 339th Flight Test Squadron operations director. "We depend heavily on our AFE personnel; when we use the equipment they maintain, it has to work 100 percent of the time."

Tech. Sgt. Brandi Bray, AFE technician, said the techs check parachutes every 30 days.

That involves checking the deployment mechanism, an oxygen bottle, signal beacon and making sure the small survival kit within the chute is intact. They also repack the parachutes every 180 days, which takes six to eight hours.

Some of the equipment -- like anti-G suits -- is custom-fitted to an individual.

"The suits blow air to keep circulation moving so the pilot doesn't pass out while pulling Gs," said Master Sgt. Sara Glass, an AFE technician. "It's important to test for pressure and leaks."

AFE techs conduct aircrew continuation or refresher training, including water survival, land survival and parachute descent.

"In an emergency, aircrews put their lives in our hands," Glass said. "If we don't do our jobs correctly, it puts lives at risk. We have to constantly stay on top, one step ahead and train properly. As our motto states, 'Your life is our business.'"

Father, Son Become African-American Military Pioneers

By Army Sgt. 1st Class Tyrone C. Marshall Jr.
American Forces Press Service

WASHINGTON, Feb. 21, 2013 – In the early stages of American military history, it was rare to find a high-ranking African-American leader, considering the civil inequalities and unrest prevalent in those times.
But an African-American father and son -- Benjamin O. Davis Sr. and Benjamin O. Davis Jr. -- broke racial barriers and led honorably, leaving an indelible mark on America’s military heritage.

The Davis family, fittingly, hailed from the nation’s capital, and perhaps this foreshadowed their impact on U.S. military history. The elder Davis studied at Howard University before entering military service in the 8th U.S. Volunteer Infantry on July 13, 1898, during the Spanish-American War.

Following that service, he enlisted as a private in the regular Army on June 18, 1899, serving as a corporal and squadron sergeant until Feb. 2, 1901, when he earned his commission as a second lieutenant in the cavalry.

Davis Sr. served in a variety of positions, ranging from border patrol duty in 1915 to a professor of military science and tactics at Wilberforce University in Ohio. He also served in the Philippines from 1917 until 1920 as a “Buffalo Soldier.”

Then, as a lieutenant colonel, he taught military science and tactics at the Tuskegee Institute in Tuskegee, Ala., until 1924, in the first of his two teaching stints there. He also served on special duty with the State Department in Liberia, and as a special advisor on race relations in Europe during World War II.

The elder Davis made history when he was promoted to brigadier general Oct. 25, 1940, the first African-American to wear the star insignia in the U.S. military. He retired on July 14, 1948, after 50 years of service. He died Nov. 26, 1970.

His son, Davis Jr., was the fourth African-American graduate of the U.S. Military Academy at West Point, N.Y., and became the U.S. military’s second African-American general officer. He graduated from West Point on June 12, 1936, commissioned as a second lieutenant in the infantry, and was first assigned to Fort Benning, Ga.

Like his father, Davis Jr., served as a professor of military science at the Tuskegee Institute. In May 1941, he entered advanced flying school at nearby Tuskegee Army Air Base and received his pilot’s wings, along with four other African-American officers, in March 1942 -- later to be joined by almost 1,000 Tuskegee Airmen.
Davis Jr., now in the Army Air Corps, assumed command of the 99th Fighter Squadron. Although he finally was permitted to serve as a pilot, he still faced racial discrimination.

Nearly 90 days into his command, and after the squadron had flown many combat missions under Davis's leadership, the 33rd Group commander accused the Tuskegee Airmen of not having the same desire to fight as white pilots. The group commander recommended removing Tuskegee Airmen from combat.

The general who reviewed the report endorsed it, according to records, and commented that "the Negro type has not the proper reflexes to make a first-class fighter pilot."

After the proposal reached Washington, Davis Jr. was called to testify on his unit’s behalf before the War Department's permanent Advisory Committee on Negro Troop Policies. Davis Jr. provided examples of his unit’s flying acumen, and maintained that his men were as eager for combat as white pilots.

He noted that because they were undermanned, they flew more often -- up to six more combat missions per day. Davis Jr. convinced the advisory committee, and his unit remained in place and displayed exemplary service in North Africa and Sicily.

Unlike his father, who spent a majority of his career as a military professor, the younger Davis served as a commander for a variety of units. He attended the Air War College in 1949, and upon graduation, served as the Air Force’s deputy chief of staff for operations.

Davis Jr. joined his father in the general officer ranks Oct. 27, 1954, when he was temporarily promoted to brigadier general. The promotion became permanent May 16, 1960. He continued to serve as a commander in a variety of capacities, and he became a lieutenant general on April 30, 1965.

After 33 years of service, Davis Jr. retired in 1970. He continued his public service as Cleveland’s director of public safety. He later was director of civil aviation security and an assistant secretary at the U.S. Transportation Department.

On Dec. 9, 1998, Davis Jr. received his fourth star from then-President Bill Clinton. He died July 4, 2002.
(Brittainy Joyner, office of the assistant to the secretary of defense for public affairs, contributed to this article.)

Network of ranges instrumental to flight test

by Laura Mowry
412th Test Wing Public Affairs

2/7/2013 - EDWARDS AIR FORCE BASE, Calif.  -- Each and every day, the Edwards community works to develop and test the war-winning capabilities of the future. It's an important role that requires a great deal of support from the 412th Range Squadron, as well as additional backing from a group of ranges located throughout the southwestern United States.

In addition to supporting the 412th Test Wing's mission, the Southwest United States Range Alliance brings together experts from Edwards; Naval Air War Station China Lake, Calif.; Naval Air Station Point Mugu, Calif.; Vandenberg AFB, Calif.; and the NASA Dryden Flight Research Center to ensure that ranges are working together and supporting one another to accomplish flight test.

"We all really know each other and work together well. That's important because the better we work together, the more money we save and the more efficient testing becomes. We are all interested in preserving this network of ranges and maintaining our compatibility; because if we don't - we can't get the mission done. We have to be seamless," said Doyle Janzen, 412th Range Squadron director.

The collaborative efforts from range personnel extend beyond R-2508 Complex, which includes more than 20,000 square miles of restricted airspace used by Edwards, the National Training Center at Fort Irwin, Calif., and NAS China Lake in the Upper Mojave Desert region.

Personnel work together supporting the network all the way from the White Sands Missile Range, located in New Mexico to the sea test range off the coast of California.

"Less than half of the testing occurs in the R-2508 Airspace. The other half goes to the other ranges, which includes the sea test range that Point Mugu and Vandenberg manage. Although the R-2508 is a tremendous asset, there are times when the testing requires support from ranges outside the airspace," said Janzen.

"For example, many data points require supersonic flight. The High Altitude Supersonic Corridor in the R-2508 Airspace is only 240 miles long. At 1.7 Mach, that's still pretty cramped; so we use the sea test range instead. Right now, there is a lot of this testing going on with the F-35 Joint Strike Fighter," he added.

Making it possible for Edwards to test at various ranges, is the impressive infrastructure of strategically placed microwave receivers and transmitters, as well as a vast network of fiber optic cables that relay data to a control room, where on average, anywhere from 20 to 30 flight test professionals are supporting and monitoring the mission with only a fraction of a second delay.

"It really is an impressive network. While there are only two or three hops from the ocean to Edwards, there are 29 towers between here and New Mexico. And even with the old microwave technology, it only takes 10 milliseconds to see the data. We are currently in the process of phasing out the old technology and changing over to fiber optics because it is better and cheaper. Additionally, there is less maintenance because we don't have to dedicate money and time to tower maintenance throughout the year," said Janzen.

While the technology has been used since World War II, it is capable of capturing and relaying data with 250,000 parameters at a rate of 1 million samples per second.

The ongoing collaboration between ranges in the southwest United States continues to benefit the flight test communities for the Air Force, sister services and allies. Whether its over-water testing, electronic warfare, bombing or strafing; the 412th Range Squadron is committed to providing top-notch support.

"I'm extremely proud of the men and women of the 412th Range Squadron. They do incredible work and I think the range is the heartbeat of Edwards. We are absolutely committed to providing top-notch, seamless support, as well as building and maintaining successful partnerships with all those we work with," said Janzen.

Face of Defense: Sergeant Takes Responsibility for His Marines

By Marine Corps Lance Cpl. Glen Santy
2nd Marine Aircraft Wing

MARINE CORPS AIR STATION CHERRY POINT, N.C., Feb. 21, 2013 – Because they are the future of his craft, and each one is a direct reflection of himself, Marine Corps Sgt. Bradley A. Hoover said, he takes personal responsibility for each Marine he is charged with leading.

Marine Corps Sgt. Bradley A. Hoover, a fixed-wing aircraft power plant mechanics instructor at the Center for Naval Aviation Technical Training, Marine Corps Air Station Cherry Point, N.C., stresses communication when training fellow Marines. U.S. Marine Corps photo by Lance Cpl. Glen Santy   (Click photo for screen-resolution image);high-resolution image available.

Hoover, a fixed-wing aircraft power plant mechanics instructor with the Center for Naval Aviation Technical Training here, guides new Marines through a three-month training period, which includes daily physical training and Marine Corps martial arts courses.

The job gives him a high level of personal satisfaction in sending highly-trained Marines to the fleet, Hoover said.

“One thing I want these Marines to remember is to never stop excelling and to try their best at everything they do,” he added. “I want these students to absorb this knowledge.”

In the engine technician field, the sergeant said, communication sustains a productive workflow, so he stresses that aspect of the job.

“I want to get them to speak out loud and think out loud and get them to work together,” Hoover said. “The more they learn here, the less they have to learn in the fleet.”

Heroes welcomed home

by 45th Space Wing Public Affairs

2/21/2013 - MELBOURNE, Fla. -- A total of 18 members from the 45th Civil Engineer Squadron returned to Melbourne Interational Airport Feb.16 after a six-month deployement to Camp Marmal, Afghanistan.

Among those deployed were Staff Sgt. Alexander Colburn, an Electrical Journeyman, who was greeted by his wife Holly and 10-month-old daughter Haliey; and Staff Sgt. Jason Lester, a Power Pro Journeyman, who was welcomed by his wife Yvonne and his 2-year-old daughter Ja'Nelle.

The 45th Civil Engineer Squadron commander was also there to welcome the returning Airmen. 

"Once again, members of the 45th Civil Engineer Squadron have not only made  our unit proud, but, more importantly, they have done our service proud with  another tremendous effort during this six-month-long deployment to  Afghanistan," said Lt. Col. Susan Riordan-Smith, 45th CES commander. "It's  Airmen like you who make a difference, and we are all so glad you are back  home with us and your families. This was a job well-done!" she said.

2013 Okinawa Marathon yields most runners, Kadena volunteers to date

by Tech. Sgt. Amanda Savannah
18th Wing Public Affairs

2/20/2013 - KADENA AIR BASE, Japan -- More than 500 Kadena volunteers helped hydrate and cheer on the more than 14,000 runners participating in the 2013 Okinawa Marathon and 10-km race Feb. 17.

The number of volunteers and runners was the most for the 21st annual event.

"I'd like to say thank you to the volunteers," said Okinawa mayor Hiroshi Toyama. "Without the support from Kadena Air Base and its volunteers, this marathon could not be successful."

Though the races start and end at Prefectural Comprehensive Sports Park in Okinawa City, about a 1.5-mile stretch of the marathon weaves from Gate 2 through Gate 5 of the base.

Tech. Sgt. Rick McGinnis, of the 554th RED HORSE Squadron, led a cheer and water station on Kadena during the marathon.

"It was first mentioned to me by my first sergeant. He had mentioned that the RED HORSE unit usually sets up a water station," McGinnis said. "I've never seen a marathon or participated in one before. I thought it would be interesting, so I volunteered to be the point of contact for a station."

Masanao Ishihara, executive administrator of the Okinawa Marathon Executive Committee, said the committee also appreciates Kadena's involvement.

"In hosting the Okinawa Marathon every year, we greatly appreciate the total cooperation from Kadena Air Base such as permitting the usage of the roads in the base, setting up water stations, publicizing this event and providing volunteers," he said.

Ishihara added that marathon runners also enjoy the volunteer support.

"The enthusiastic cheers in the base are the motivation to runners," Ishihara said. "We have received comments from runners that 'the cheers inside the base are so lively that it can really give us energy.' Moreover, we are blessed with support and cooperation from many volunteers in the base every time. The most wonderful thing is that we are livening up this event together."

Col. Jeffrey Ullmann, 18th Mission Support Group commander, officiated at the opening ceremony.

"The Okinawa Marathon is an excellent opportunity for Kadena Air Base to give back and to demonstrate how close the ties are between ourselves and the local Okinawan community by opening our gates and welcoming the runners through," Ullmann said. "It's just tremendous to join with the mayors and other dignitaries in cheering the runners at the start of the race, and then encouraging them as they continue along the route."

McGinnis said he was awed by the event.

"I thought it was really amazing," he said. "Just to see that many runners was breathtaking.

"It was nice to be able to do something for the community," he added. "I was really glad to be a part of something positive so we could give back."

NATO Meetings Focus on Capabilities, Readiness

By Karen Parrish
American Forces Press Service

BRUSSELS, Feb. 21, 2013 – Defense Secretary Leon E. Panetta spent today discussing NATO capabilities and readiness during the two-day alliance defense ministers gathering under way here.
Pentagon Press Secretary George Little, who is traveling with Panetta, said the secretary also took part in one-on-one meetings with the Italian and Afghan defense ministers.

A key theme of Panetta’s meeting with Afghan Defense Minister Bismullah Khan Mohammadi, Little said, was that Afghan forces are quickly increasing capability and strength, while assuming greater responsibility across a wide range of security missions.

“The secretary expressed confidence in what the Afghans themselves are doing to build a sustainable framework for growing their own capacity to tackle ongoing challenges in their own country,” Little said.

Panetta also met with Italian Defense Minister Giampaolo Di Paola and discussed the NATO International Security Assistance Force mission in Afghanistan along with budget concerns closer to home, Little said.

The two defense leaders had “a productive and warm meeting” that followed up on Panetta's visit to Rome in January, Little said.

“They discussed the transition process in Afghanistan, this year's fighting season, and the path to an enduring presence beyond 2014,” he added. “The secretary noted Italy's strong participation in ISAF.”

Panetta and di Paola also discussed NATO capabilities, budget pressures in Europe and the United States, and the looming prospect of sequestration, Little said. “The secretary emphasized how devastating sequestration would be for U.S. defense and national security,” he added.

Panetta also attended a meeting of the NATO North Atlantic Council, the alliance’s political decision-making body. In an opening statement before the session, NATO Secretary General Anders Fogh Rasmussen said the alliance must maintain a high level of capability and readiness.
“These have been the hallmarks of our alliance for over six decades,” he said. “To retain them in the years to come, we need to maintain our political, military and economic investment in defense.”

NATO must hold the line on defense spending, work together “to make the best of what we have,” and consider what more the alliance needs to and can do as member nations’ economies recover, Rasmussen said.

During a news conference following the council meeting, the secretary general said a NATO “connected forces” initiative will join the “smart defense” program NATO adopted at its Chicago summit last year. Smart defense aims to pool countries’ buying power to equip the alliance with shared capabilities, he said, while the newer initiative will “be at the forefront of delivering the modern, tightly connected, high readiness forces we need.

Rasmussen elaborated on the concept during a briefing for reporters this afternoon. The connected forces initiative aims at using NATO’s common funds in specific areas such as improving multinational deployability, interoperability and intelligence, surveillance and reconnaissance technologies, he said.

Improving interoperability among NATO nations’ militaries will mean greater focus on training, exercises and education, he said.

“Exercises will still be a national responsibility, financed by member states,” Rasmussen noted. “But we can facilitate NATO exercises by using common funding for some parts of it.”
The defense ministers will meet again tomorrow, when the focus of discussions is scheduled to be the mission in Afghanistan.

Outgoing Commander Cites Progress in Southwestern Afghanistan

By Donna Miles
American Forces Press Service

WASHINGTON, Feb. 21, 2013 – As he prepares to conclude a year of command in one of the most challenging regions of Afghanistan, Marine Corps Maj. Gen. Charles “Mark” Gurganus said he’s optimistic about the progress his forces have helped to bring about as they overcame challenging circumstances and an evolving mission.

Gurganus is scheduled to transfer command of the International Security Assistance Force’s Regional Command Southwest next week to Marine Corps Maj. Gen. Walter Miller Jr., wrapping up a year overseeing operations in Helmand and Nimroz provinces.

Talking by phone with American Forces Press Service from his headquarters in Helmand province today, Gurganus reflected on the challenges he and his 15,000 U.S. and coalition forces faced during a transitional year.

“We came over here and were clearly still leading the counterinsurgency fight,” he said. But the mission evolved over the course of the deployment, with Gurganus’ forces conducting more joint operations with their Afghan national security counterparts, then moving into advisory and mentoring roles as the Afghans took on more security responsibility.

Now, a new step in the evolution is under way – a process focus on developing the logistics systems, training programs and other institutions. “That is really a key part of the evolution, because I think that is where we leave behind capabilities that are sustainable,” Gurganus said, posturing the Afghans for future challenges.
“This will not always be a counterinsurgency fight they are in, and they will have to shift more and more to being able to defend their country against external aggression,” he said. “So I think this next evolution is pretty important.”

Recognizing that “Marines still love a good fight, there is no doubt about that,” Gurganus credited his Marines with embracing every phase of the transition. “They have shown a tremendous deal of flexibility in what they bring to the nation’s defense and whatever is asked of them,” he said.

In doing so, “they have really seen the power of their assistance to the Afghans,” he said. “They have seen what that really means in terms of advising, assisting, training and helping them to integrate new capabilities. It has become something that the Marines and our coalition soldiers have taken a lot of pride in, being able to watch these guys step up more and more and take the lead responsibility for security.”

Meanwhile, coalition troops have juggled other challenges, including the drawdown of more than 10,000 Marines and other ISAF forces and their equipment in the midst of the fighting season. As part of the surge recovery, two Marine regimental combat teams were reduced to one, six battalions were reduced to two, and 143 bases were closed or transferred.

“That made the mission more difficult,” Gurganus conceded. “But once we laid out what needed to be done, the commanders got after it and the Marines just got on with doing it.”

These experiences have enabled the Marines to develop skills Gurganus said will easily transfer to security cooperation missions they could be called on to support anywhere in the world. “I think these experiences are going to be key to being able to execute those missions with a great amount of professionalism.” he said. “I don’t think we will ever run out of a needing the skills that we developed here -- at least not in the foreseeable future, anyway.”

Gurganus reported “a laundry list” of progress during the past year. The Afghan army and police have demonstrated that they’re up to the task of increasingly challenging roles. “They’re certainly not perfect yet,” Gurganus said, “but they have developed, and their capabilities have gotten stronger.”

He cited particular progress within the police force, which is putting the concepts of community policing and evidence-based criminal processes into action. “That’s been a huge step in a province where 85 to 90 percent of the people are illiterate,” Gurganus said.

But the most promising development, he said, is the growing – albeit it slow – support of the Afghan people for their government. Sustainable development projects are benefiting the population, and people have a voice that simply didn’t exist a decade ago, he noted.

“I won’t tell you it is wholesale yet, that everybody thinks the government is great,” Gurganus said. “But I think probably that is the part that is most heartening.”

Despite “a lot of good-news stories,” Gurganus recognized that many challenges remain. “I told Lee Miller I think he will have plenty of work to do over the course of the next year or so, but I think we have some good progress,” he said.

Among those challenges is the expectation that the Taliban will attempt to resurge as coalition forces draw down – just as they did during the past year’s drawdowns. But based on Afghans’ response, Gurganus said, he’s confident they’re prepared to take the Taliban on.

“We saw the Taliban actively target and take on the police and Afghan National Army and have seen them, quite frankly, step up to the plate and handle the threat,” he said. “It was not without casualties and not without trouble. But at the end of the day, they took the day. And it is really troublesome, I think, for the Taliban.”

Afghans are leading all operations, from planning to resourcing their activities, he said. Coalition forces provide support only when the Afghans absolutely need it, such as medical evacuation capabilities they have not yet developed.

As his Marines prepare to return to Camp Pendleton, Calif., Gurganus credits them for the role they have played in Afghanistan’s future. Gains made haven’t come without sacrifice, he recognized. So even before he leaves Afghanistan, Gurganus already is planning a memorial service to be held April 11 at Camp Pendleton to honor the 75 Marines, sailors and coalition soldiers in Regional Command Southwest killed during the past year.

The ceremony not only will honor them and recognize the magnitude of their sacrifice, he said, but also will help to give closure to the Marines who served and sacrificed alongside them.

Gurganus recognized the U.S. and coalition forces who sacrificed before them in Helmand province and helped set the conditions for his forces to build on.

“It goes back not only to the things we have done. It goes back to every soldier, sailor, airman and Marine who has served out here,” he said. “The conditions were well set for us to pick up this mission. And hopefully, we will have taken it to another level, where now General Miller just picks it up and goes right on from here.”

What that future will look like remains unclear, he acknowledged. But the way Garganus defines success – and encourages his Marines and coalition forces to define it – is through the opportunity they have given the Afghans.

“Ten years ago, the Afghan people had no opportunity. They had nothing resembling a chance to have a better future,” he said. “Our job is to help create that opportunity. And what they decide to do with it is ultimately going to be their decision.”

By this measure, Garganus declared the current deployment and previous ones it has built on a success.
“I really do believe that the work that has been done over the course of the last 10 years by all of the coalition has given the Afghans the opportunity now to really step up and be a country for which they determine its future,” he said.

JTF-Civil Support tests deployment readiness ahead of Presidential State of the Union Address

by U.S. Navy Mass Communications Specialist 1st Class Brian Dietrick
Joint Task Force-Civil Support Public Affairs

2/20/2013 - FORT EUSTIS, Va.  -- Joint Task Force-Civil Support conducted a deployment readiness exercise, or DRE, Feb. 11 to ensure the unit's preparedness to support the Presidential State of the Union Address.

The exercise tested the command's readiness and ability to respond quickly to a National Special Security Event within two hours of notification of a catastrophic event in the homeland, whether man-made or a natural disaster.

"The DREs ensure the command is at a higher level of readiness for the events in order to respond rapidly to an incident in accordance with established guidelines," said U.S. Marine Col. David Olszowy, deputy commander of JTF-CS. "Periodic DREs, whether they are deliberate or no-notice evaluations, will help instill and reinforce an expeditionary mindset throughout the command."

After the simulated notification of a catastrophic event, JTF-CS members received a mission brief, inspected bags, packed vehicles and accounted for all responders to ensure readiness within the two-hour window.

Following inspections, responders split up into deployment teams, loaded bags into trucks, conducted a convoy brief and awaited the order to deploy.

The result? JTF-CS was ready to respond quickly in the event of a crisis in the Washington, D.C. area.

Along with the readiness exercise, JTF-CS deployed a team of medical, logistical, communications and response experts to Washington D.C. on Feb. 10 to assist Joint Task Force National Capitol Region with response planning efforts for the State of the Union Address.

JTF-CS plans to conduct additional DREs in the coming months. "These exercises give us the opportunity to hone our deployment procedures and processes to ensure that we are prepared for rapid deployment at all times. This is critically important if the NSSE will take place after hours, on weekends or holidays," Olszowy said.

As with any response, time is a critical factor -- the quicker the response, the quicker life-saving and life-sustaining personnel and equipment can be employed. Regular exercises to test the command's response ability help ensure readiness, according to Olszowy. Gear can be pre-packed and pre-staged, vehicles inspected and fueled, and teams assembled in pre-determined locations at pre-designated times. All this allows JTF-CS to cut down on the time needed to respond. Further, these exercises simulate response to a natural disaster or a chemical, biological, radiological, nuclear incident, the command's primary mission.

When directed, JTF-CS provides command and control of 5,200 federal military forces - known as the Defense CBRN Response Force - located at more than 36 locations throughout the U.S.

Although CBRN and NSSE incident response are the command's primary focus, the unit also has the expertise and training to respond to natural disasters such as earthquakes and hurricanes.

In November 2012, JTF-CS rapidly deployed to Joint Base McGuire-Dix-Lakehurst, N.J., in support of Hurricane Sandy relief efforts. During the command's two-week deployment, JTF-CS coordinated a variety of federal military support to aid relief efforts, including 80 strategic airlift missions conducted by the Air Mobility Command, 600 U.S. Army Corps of Engineers personnel currently pumping 11 tunnels and waste water treatment plants in both New York and New Jersey, and more than two million meals delivered by the Defense Logistics Agency.

Dyess engineers hone warrior skills

by 1st Lt. Forrest McLain
7th Civil Engineer Squadron

2/20/2013 - Fort Bliss, Texas -- Nine Airmen from the 7th Civil Engineer Squadron at Dyess Air Force Base, Texas, joined 172 engineers from across the Air Force to complete the Army's Combat Skills Training course Feb. 4, 2013, at Fort Bliss, Texas.

The 22-day course focused on providing deployed engineers the ground combat skills necessary to operate and prevail in a wartime environment.

The course utilized Fort Bliss' 992,000 acre maneuver area, to teach field medical care, mounted land navigation, small unit tactics, convoy operations and base defense. Throughout the course, engineers were certified as Mine-Resistant Ambush Protected drivers, crew serve weapon gunners and combat life savers.

The curriculum was taught by Army personnel with years of first-hand combat experience. The engineers were presented the information in an academic situation where they learned the specified skill set. From there, they were plunged into a hands-on exercise to ensure the skill set was understood and the muscle memory was developed.

Another unique lesson was the Short-Range Marksmanship course. Through the SRM course, engineers practiced firing and reloading an M-4 and switching to their M-9 when needed, all while maneuvering on foot without breaking their focus on simulated enemy combatants only yards away.

"CST allowed Airmen to train in a controlled environment which allowed us to focus mentally and physically on our wartime skills in order to prepare us for any type of contingency," stated Lt. Col. Michael Harner, 7th CES commander.

Harner took command of the 577th Expeditionary Prime BEEF Squadron, responsible for troop labor construction throughout the U.S. Central Command area of responsibility.

Upon completion of CST, the Dyess engineers deployed to undisclosed locations imbedded within the 1st Expeditionary Civil Engineer Group which operates over-the-horizon missions as Air Force's sole theater engineer force throughout Southwest Asia. The 1st ECEG works directly for the Air Force's U.S. Central Command commander providing engineer forces across the entire area of responsibility.

Pentagon Revamps Approach to Industrial Base, Official Says

By Army Sgt. 1st Class Tyrone C. Marshall Jr.
American Forces Press Service

WASHINGTON, Feb. 20, 2013 – The Defense Department has revamped its approach to communicating and interacting with the defense industrial base after applying lessons learned from previous economic downturns, a senior defense official said here today.

Brett B. Lambert, deputy assistant secretary of defense for manufacturing and industrial base, spoke during an Atlantic Council panel session.

Lambert said he was asked in 2009 to figure out a perception that DOD’s communication with the defense industry was lacking.

A lot of people thought it was political, he said, but that proved not to be the case.

“It became obvious to me very, very quickly it had nothing to do with politics or parties,” he said. “It had everything to do with 10 years of double-digit, year-over-year growth. There was no need to talk to each other. Everyone was happy. When we had a program that was bleeding, we cauterized the wound with money, because we had it. Expediency was the most important thing.”

Lambert said the defense industry delivered what was asked of it, but that over time, the interaction between DOD and the industrial base broke down.

“So we came in with strategic guidance to try to re-establish, if you will, communications -- specifically with industry,” he said. “But I came in with another specific task.”

The deputy assistant secretary said then-Defense Secretary Robert M. Gates was aware of the coming downturn. “He knew well the times of double digit growth were over,” Lambert said. “And so we knew we were entering a time of downturn.”

With that in mind, Lambert said, officials reviewed the four previous downturns’ effects on the industrial base.

“Basically we were 0-4,” he said. “We got it wrong in every case. We got it wrong for a variety of different reasons, so we went back to look at what we could do better.”

That effort made clear the need to engage industry up front, Lambert said. “And we needed to understand how dramatically the industry has changed since the last downturn -- the post-Cold War downturn,” he added.

Lambert said the department reviewed lessons learned and crafted a plan, agreed to by Deputy Defense Secretary Ashton B. Carter, and Frank Kendall, undersecretary of defense for acquisition, technology and logistics, to act on those lessons.

“One: better communications,” he said. “We’re doing that through outreach -- through working with organizations like the Atlantic Council to communicate, to get our ideas out, and to get feedback.”
The Defense Department received more than 500 inputs from industry from the “Better Buying Power 1.0” initiative, Lambert said.

“Many were implemented,” he added. “We have even more industry inputs for Better Buying Power 2.0. And they are being reviewed, and many of our changes you’ll see coming out in the final document will reflect the industry’s comments.”

The second element, he said, places more emphasis on internal mechanisms and what the Defense Department could do better in working with industry partners, such as educating the DOD workforce on what those partners are all about.

“The third thing I was asked to take on was policies that were both enduring and flexible,” Lambert said, noting that a new Defense Department acquisition instruction will be issued in the coming weeks. Lambert said the new instruction represents a new way to look at industrial base analysis and policy, and that every major program will be affected.

“Instead of thinking about industrial base as an afterthought once program decisions are made,” he added, “industrial base will now be … part of major decisions.”

Lambert said he believes the department now is well prepared, despite changes in the defense industrial base over the past decade.

“Moving forward, I feel comfortable that we have the tools to deal with some of the more complicated industrial base issues, including the transaction issues we’re going to see,” Lambert said.

“At the same time,” he added, “cuts are coming across the board, or likely to come across the board to the whole department,” referring to a mechanism in budget law that will take effect March 1 unless Congress comes up with an alternative plan.

“Those cuts will also come to the very institutions we’re trying to set up to mitigate the effects of those cuts,” Lambert said, “so on that regard, I’m not terribly optimistic right now.”

U.S. Air Force aircraft to perform at Avalon Air Show

from Pacific Air Forces Public Affairs

2/20/2013 - JOINT BASE PEARL HARBOR-HICKAM, Hawaii -- The U.S. military will be represented at Australian International Airshow International Air and Aviation Trade show at Avalon Airport, Victoria, Australia, from February 26 through March 3.

A cross-section of U.S. military aircraft and equipment are scheduled to be present through static displays and aerial demonstrations including the USAF F-22 Raptor, C-17 Globemaster III, F-16 Fighting Falcon, B-52 Stratofortress, and KC-135 Stratotanker, and a U.S. Marine CV-22.

Through participation in airshows and other regional events, the United States is able to demonstrate its commitment to the stability and security of the Asia-Pacific region, promote the standardization and interoperability of equipment, and display capabilities critical to the success of military operations. It also serves to strengthen long-standing mil-to-mil relations between the U.S. and Australia.

Gen. Herbert J. "Hawk" Carlisle, Commander, Pacific Air Forces, will attend and speak at the aerospace symposium held in conjunction with this event.