Training key to missileer readiness

by Tech. Sgt. Steve Grever
Air Force Public Affairs Agency

2/7/2014 - MALMSTROM AIR FORCE BASE, Mont. -- Pulling 24-hour alerts across the 341st Missile Wing's 13,800-square mile missile complex is an around-the-clock responsibility for the missileers here who support the Air Force's nuclear deterrence and assurance mission at the wing's 15 launch control centers and missile alert facilities.

If the missileers are not in the missile field, they're back at home station training.

Lt. Col. Kyle Cone, 12th Missile Squadron director of operations, said the training requirements are extensive, but necessary to ensure each missileer can perform their required tasks while on alert.

"The training helps ensure they know how to do their procedures," Cone said. "Additionally, it provides them some scenarios that they might not see day to day."

1st Lt. Tracie Davis, a 10th Missile Squadron missile combat crew commander, said training helps her perform her missile operator duties in the field because it keeps the information fresh in her mind so she can respond quickly to new scenarios.

"You're more prepared because you've seen it regularly in training, which definitely helps," Davis said.

Col. Robert Stanley, 341st MW commander, said he is proud of the work his missileers do on a daily basis to accomplish the wing's deterrence and assurance mission.

"Our organization prides itself on Airmen who are selfless," Stanley said. "These Airmen are out in temperatures that are often times below zero for days on end with blizzard-like conditions. We need people of the highest caliber who can be motivated internally, who don't need applause and don't need the light on them. They just need the satisfaction in knowing that what they do gives the President leverage in every world arena."

NRD Jacksonville Sailor Named Recruiter of the Year

By Mass Communication Specialist 1st Class Brianna K. Dandridge

JACKSONVILLE, Fla. (NNS) -- A Navy Recruiting District Jacksonville (NRD) recruiter received national recognition as the Navy Recruiting Command Diversity Officer Recruiter of the Year for 2013.

Logistics Specialist 1st Class Cesar Serna, was recognized from among his peers by performing exemplary service in recruiting the next generation of Sailors.

Born in South America and raised in Summit, NJ, Serna has been in the Navy for more than 12 years. According to Serna the key to being a successful recruiter is to stay focused, motivated and flexible.

As the diversity officer coordinator for NOSC Orlando, Serna recruits the best of the nation's young men and women and ensures the proper screening and processing of all applicants.

"Using my life story as an example of what you can do in the Navy has also helped me succeed in recruiting," Serna said.

He is humbled and thankful for receiving the award. As recruiters continue to fill positions in the fleet, it is important to reach diverse communities and resources to find qualified men and women to join the US Navy.

"I love the fact that the Navy offers unique opportunities to people that would never have had them available," said Serna. "As a recruiter, you can see the immediate impact you can make in your community."

Serna passes both mentorship and leadership down to the young men and women he puts into the Navy. Newly accepted candidates have a great many questions about the career path ahead of them.

"I use different resources available, like prior collegiates already in the fleet and recruiting officers to help them get a better sense of what they should expect," said Serna.

According to him, the most challenging aspect of recruiting is to ensure quality men and women are entering the military.

"The Navy benefits from getting the best applicants and therefore more competitive Sailors."

According to Chief of Naval Operations Jonathan Greenert, diversity within our force will be viewed as an integral part of the Navy's effectiveness in warfighting, operating forward and being ready.

"Being able to speak Spanish has allowed me to relate to minority groups and associations at the schools," said Serna. "I find pride in our new generation looking to serve our nation for patriotic reasons vice monetary incentives."

The dedication of recruiters provides both a fit and diverse force to military service.

NRC consists of a command headquarters, two Navy Recruiting Regions and 26 Navy Recruiting Districts which serve more than 1,500 recruiting stations across the country.

With 70 percent of the world covered in water, 80 percent of the world's population living near coasts and 90 percent of the world's commerce traveling by water, America's Navy is very much a global force for good. NRC's mission is to recruit the best men and women for America's Navy to accomplish today's missions and meet tomorrow's challenges.

JBLM crews perform HI-RAIN live fire

by Airman 1st Class Jacob Jimenez
62nd Airlift Wing Public Affairs

2/6/2014 - JOINT BASE LEWIS-MCCHORD, Wash. -- Following months of planning, Airmen and Soldiers completed JBLM's first joint live-fire M142 High Mobility Artillery Rocket Systems Rapid Infiltration (HI-RAIN) exercise, Jan. 31 to Feb. 6, in Schoonover, Calif.

During the weeklong exercise, six McChord C-17 Globemaster III aircraft transported 12 High Mobility Artillery Rocket Systems and more than 100 personnel from the 5th Battalion, 3rd Field Artillery Regiment to Schoonover. Once on the ground, crews immediately went into action to unload the HIMARS vehicles and drive them to their designated firing point.

"These exercises expand our capabilities and prepare us to deploy in real world scenarios," said Army Staff Sgt. Gilbert Wood, Alpha Battery, 5-3 FA Bn., 17th Fires Brigade section chief.

Planning, which began months prior to the exercise, consisted of joint concept briefings to coordinate and plan the timeline for the exercise.

"The prep work, static load training and dry runs that take place before each mission are essential to the success of the exercise," Said Army Capt. Earl Dean, 62nd Operations Group ground liaison officer.

Prior to the exercise, HIMARS crews worked alongside 62nd Aerial Port Squadron Airmen, practicing and planning the loading of the HIMARS onto C-17s. Loadmasters and pilots calculated figures for each flight's payload to ensure necessary safety requirements were met, and plotted flight plans within the exercise's set timelines.

During the planning period, aircrews also took into consideration the environmental factors of Schoonover's dirt runway, which required taking into effect semi-prepared runway operations (SPRO).

"Everything has to be taken into consideration on an exercise like this," Staff Sgt. Liam McPhail, 10th Airlift Squadron loadmaster. "The time constraints to do everything within the set timeline and to assist the pilots on SPRO are challenging and crucial tasks. It's kind of a big deal to be able to land on a dirt strip and fire live rockets from HIMARS immediately after landing,"

Following each HIMARS launch, crews quickly reloaded the vehicles back onto the aircraft for immediate departure for the return trip to McChord Field.

To more effectively utilize Army and Air Force assets while providing quality training, it is important to continue to integrate joint training, said Capt. Evan McLaughlin, air mobility liaison officer. As a result of exercises like HI-RAIN, JBLM units are developing tactics and techniques and procedures for future missions.

"This is a simple and sustainable program that provides real world combat training to Airmen and soldiers of JBLM, while building stronger relationships," said McLaughlin.

Bataan Amphibious Ready Group Deploys

By Lieutenant Patricia Kreuzberger, USS Bataan (LHD 5) Public Affairs

NORFOLK (NNS) -- More than 4,000 Sailors and Marines from the Bataan Amphibious Ready Group (BAT ARG) and 22nd Marine Expeditionary Unit (MEU) departed from Naval Station Norfolk for an eight-month deployment, Feb. 8.

While deployed, the BATARG/22MEU will serve in the U.S. 5th and 6th Fleet area of responsibility (AOR).

The deployment is part of a regular rotation of forces to support maritime security operations, provide crisis response capability, and increase theater security cooperation and forward naval presence in the U.S Navy's 5th and 6th Fleet AOR.

BATARG is commanded by Capt. Neil A. Karnes, commodore, Amphibious Squadron (PHIBRON) 6, and is comprised of multipurpose amphibious assault ship USS Bataan (LHD 5) and amphibious transport dock USS Mesa Verde (LPD 19), both homeported at Naval Station Norfolk, and amphibious dock landing ship USS Gunston Hall (LSD 44) homeported at Joint Expeditionary Base Little Creek-Fort Story, Va.

"BATARG Sailors and Marines stand ready to accomplish our nation's calling," Karnes said. "After months of extensive training, our Navy and Marine Corps have proven themselves to work together seamlessly."

The 22nd MEU is commanded by Col. William R. Dunn and is comprised of the 22nd Marine Expeditionary Unit, which includes a Ground Combat Element, Battalion Landing Team, 1st Battalion, 6th Marine Regiment; Aviation Combat Element, Marine Medium Tiltrotor Squadron 263; Logistics Combat Element, Combat Logistics Battalion 22; and its command element.

The BATARG/22 MEU team will provide combatant commanders a versatile sea-based force that can be tailored to a variety of missions, including quick reaction crisis response options in maritime, littoral and inland environments in support of the nation's maritime strategy.

USAFE-AFAFRICA commander visits Airmen in Turkey

by By Staff Sgt. Veronica Pierce
39th Air Base Wing Public Affairs

2/7/2014 - INCIRLIK AIR BASE, Turkey  -- The U.S. Air Forces in Europe and Air Forces Africa commander Gen. Frank Gorenc, visited the 39th Air Base Wing at Incirlik Air Base, Izmir Air Station and Ankara support facility Feb. 4 through 6.

He traveled to Incirlik and other U.S. military units across Turkey to visit service members and to see firsthand their role in current NATO and USAFE-AFAFRICA operations. He also spoke to Airmen and their spouses about overall morale and welfare topics and shared the significance of the USAFE-AFAFRICA motto: "Forward, Ready, Now" as well as the "Step Up, Step In" personal responsibility campaign.

During the general's visit to Incirlik AB he recognized several model Airmen who embodied the ethos of these messages. Gorenc also presented Air Force Achievement Medals to five Airmen for exceptional duty performance.

During his visit, Airmen from various units throughout the 39th ABW had the opportunity to sit with the general and Chief Master Sgt. James Davis, USAFE-AFAFRICA command chief, in a candid roundtable discussion.

Throughout the discussion the general spoke about the importance of stepping up and stepping in as it relates to sexual assault. This message was also echoed during a commander's call held Feb. 4, at Incirlik's base theater. Gorenc challenged the Airmen in attendance to be a part of the solution to preventing the crime of sexual assault.

"I want you to pledge that you will not condone it, tolerate it, and certainly not ignore it," he said.

Airmen were also given an opportunity to hear the general's perspective on current fiscal challenges and mission changes facing our Air Force.

"Accept change and don't be afraid of it. I choose to concentrate on the basics of mission, leadership versus management, safety 'on' and 'off' base, loyalty at a tactical level and discipline 'on' and 'off' base," said Gorenc. "This is what I accept as my north star that will guide me through change."

"My message to you is to hang on, we are going to get this right," said Gorenc. "We take technology and entrust our Airmen to find innovative ways to operate and take equipment we have to make it better, faster and more efficient."

The general also discussed concerns regarding force management programs.

"Many of you will be confronting force management directives," said Gorenc. "While we accommodate these changes, I want you to trust in your leadership, respect your peers and continue to mentor your subordinates."

Before ending the briefing the general gave his audience one last piece of advice.

"Finally, I want to leave you with this: Be the best Airmen you can be every single day. Because if you are the best Airmen every day, I guarantee there's a seat for you in this Air Force," said Gorenc. "Grab ahold of your career and take every opportunity you can to enroll in training and education and you'll be fine."

DOD shows increase in activated AF reservists this week

by Department of Defense

2/7/2014 - WASHINGTON -- The Army National Guard Navy Reserve and Marine Corps Reserve announced this week a decrease in activated National Guard members and reservists, while the Army Reserve, Air National Guard, Air Force Reserve and Coast Guard Reserve announced an increase of activated reservists.

The net collective result is 23 more activated National Guard members and reservists in comparison to last week.

At any given time, services may activate some units and individuals while deactivating others, making it possible for these figures to either increase or decrease.

The total number currently on active duty from the Army National Guard and Army Reserve is 28,889; Navy Reserve, 3,881; Marine Corps Reserve, 1,850; Air National Guard and Air Force Reserve, 7,359; and the Coast Guard Reserve, 393.

This brings the total National Guard and reserve personnel who have been activated to 42,372, including both units and individual augmentees.

Force Improvement Program gives Airmen direct line to Air Force leaders

By Airman 1st Class Joseph Raatz, Air Force Global Strike Command Public Affairs / Published February 06, 2014

BARKSDALE AIR FORCE BASE, La. (AFNS) -- Senior Air Force officials put a plan into motion that will give Airmen an opportunity to make real, visible and enduring changes to the Air Force Global Strike Command.

The Force Improvement Program, or FIP, is an aggressive, action-oriented effort with the goal of making rapid and substantial change to the intercontinental ballistic missile mission. Senior leaders designed the FIP from the ground-up as a field-level initiative to draw on the experiences of Airmen at all levels.

"Unlike other studies we have seen in the past, the foundation for the FIP is that our own ICBM base Airmen will identify challenges within (their) mission area and recommend solutions," said Lt. Gen. Stephen Wilson, commander of Air Force Global Strike Command, who wrote in a letter to missile crew members. "I can't stress this enough; this is a grass-roots-level effort. From the bottom, up, that's where the solutions are going to come from."

At the heart of the FIP is the Functional Cultural Working Group, or FCWG. These working groups are composed of teams of Airmen, junior NCOs, senior NCOs and company-grade officers from each missile wing. There are five FCWG teams in total, one each from the fields of missile operations, security forces, maintenance, mission support and helicopter operations.

The FCWG teams will visit each missile wing throughout February to meet with their peers locally and work with them to identify challenges in their respective mission areas, and upon completion will recommend solutions directly to Wilson.

"I will, in turn, implement recommendations within my purview and report the results and Air Force level recommendations to Secretary James and General Welsh for their consideration," Wilson said, "I've spoken to the CSAF and secretary and they are ready to act."

Each FCWG team will be augmented by mentors and experts from outside the ICBM field, such as Navy submariners, Navy or Marine security professionals, bomber combat systems officers and members of the 576th Flight Test Squadron and 381st Training Group from Vandenberg Air Force Base, Calif. These additional members will provide the teams with a fresh perspective from an outside source.

"The goal of the FIP is to identify challenges associated with performing duties at our missile wings and to propose innovative, concrete solutions that your senior leadership can take action on in the coming weeks," Wilson said. "Note, I said 'weeks,' not years."

In addition to the FCWG teams, the program will include several other initiatives running concurrently to achieve more comprehensive solutions.

To better understand the challenges faced by ICBM crew members and their families, an email-based feedback system will be open to family members at AFGSC's three missile wings. This system opens up a direct line of communication to command leadership, giving family members an avenue to voice their concerns, address real everyday challenges and propose solutions. Email addresses of respondents will be masked, providing peace of mind. More information about the program will be provided through the chain of command as it becomes available.

Airmen will also be given the opportunity to participate in a confidential survey that will enable open and honest communication with leadership.

Both the email-feedback system and the field survey will be available Feb. 10 - 20.

"I ask that each of you participate in this program in order to provide honest and constructive feedback to me and our senior leaders," Wilson said. "This is your opportunity to foster positive change within your unit, wing, and our command. Don't pass it up."

22 SOPS adds new-generation antennas

by Scott Prater
Schriever Sentinel

2/6/2014 - SCHRIEVER AIR FORCE BASE, Colo.  -- The 50th Space Wing earned operational acceptance for four of its remote tracking station antennas from Air Force Space Command Jan. 29, signaling the start of full operations for the Air Force's newest satellite communication assets.

The antennas carry an odd name: Remote tracking station Block Change, or RBC antennas, and they represent the latest telemetry, tracking and command technologies in the Air Force.

The RBC antennas work as part of the Air Force Satellite Control Network of ground stations located around the world. These ground stations are vital to space operations because they allow satellite flyers in the Air Force's space operations squadrons to communicate with the satellites they command and control.

"Spacecraft owners must periodically perform telemetry, tracking and commanding supports," said Brian Bayless, 22nd Space Operations Squadron AFSCN integration chief. "The AFSCN operations fall under 22 SOPS. The AFSCN provides access to more than 150 Department of Defense, national intelligence, civil and allied nation satellites. Now, we have four new technologically advanced systems to accomplish that mission."

The effort to bring the RBC antennas fully online represents the first upgrade to remote tracking station antennas since Automated Remote Tracking Station 1 antennas were installed in 1987.

"We've earned operational acceptance for our RBCs at New Boston Air Force Station [call sign BOSS], Oakhanger, England [LION], Guam [GUAM] and Kaena Point, Hawaii [HULA]," Bayless said. "And, they are significant upgrades to our legacy ground system ."

The new antennas offer the AFSCN a non-keyhole environment. In other words, they can track an orbiting satellite during its entire pass over a tracking station.

"The legacy antennas moved up to 87.5 degrees, but then they have to be manually rotated to 92.5 degrees and reacquire the satellite before tracking the remainder of the pass," Bayless said. "That's just the way the old tracking mechanism worked. With the RBC antennas, we don't lose track of the satellite as it passes over. So, the new antenna gives us an additional five degrees of telemetry."

U.S. government contractors built and installed the RBC antennas at a cost of approximately $25 to $35 million at each site.

"These aren't trivial upgrades," Bayless said. "We've replaced the antennas and the hardware, software and control equipment needed to operate them, what's known as the 'core.'"

And these are just the latest AFSCN antennas to earn operational acceptance. The Air Force began installing RBC antennas at remote tracking sites back in 2004, when the first was constructed at Vandenberg Tracking Station [COOK]

"We've been turning over antennas sequentially at AFSCNs sites since then," Bayless said.

Following installation, antennas are tested and operated for matter of time before AFSPC leaders deem them ready for operational acceptance.

"Operational acceptance is a basically a formal turnover of a weapon system to the command," Bayless said. "Air Force leaders are saying, 'you now have a top-rated system and it's ready to move into full operational status.'"

In the RBC's case, operational acceptance means the Air Force can take full advantage of a multitude of enhancements provided by the new antennas. They not only offer a better tracking range, they provide an 85 percent increase in redundancy and allow the AFSCN to perform in a more automated fashion.

"What RBC antennas allow us to do is automate satellite contacts," said Lt. Col. Aaron Gibson, 22 SOPS commander. "The AFSCN can now ingest our network tasking order schedule, build satellite contacts from that schedule, run the contacts and de-configure without a human touching a keyboard."

Bayless said the RBC antennas also should reduce the time tracking stations spend preparing for a satellite pass, by up to 50 percent.

Give a little, give a lock

by Staff Sgt. Jacob Morgan
21st Space Wing Public Affairs

2/4/2014 - PETERSON AIR FORCE BASE, Colo. -- Seventeen women from Peterson and Schriever Air Force Bases showed up to donate hair to Locks for Love Jan. 24 at the Peterson Chapel.

Tech. Sgt. Jenet Shaffner, 561st Network Operations Squadron, organized the "Give a Little, Give a Lock" event with the Paul Mitchell the School of Colorado Springs in order to give service members an opportunity to donate hair.

Locks For Love provides hairpieces to financially disadvantaged individuals under the age of 21 in the United States and Canada who suffer from long-term medical hair loss from any diagnosis.

"The 'Give A Little, Give A Lock' event was a great success," said Shaffner. "I want to thank all of the ladies who willingly parted with their hair; they will be giving a child a great sense of self-confidence with their donation."

Shaffner has donated hair three times during her Air Force career including in Afghanistan. She donates hair in honor of her mother, who died from pancreatic cancer. Paul Mitchell the School Colorado Springs agreed to bring five students and two teachers for six hours as part of their Be Nice or Else campaign to partner with the community.

Identifying the Touchdown Point: The Long and Short of It

by By Maj Scott Kulle
HQ AMC Flight Safety

2/4/2014 - Spring 2014 -- At the end of the day, at the end of each flight, what is my goal? It's to go home after safely flying, and it's even sweeter if the airplane is A-1 and ready to fly again. So, if the takeoff and mission employment phase go well, what else can go wrong? At AMC Safety, and in operations under FAA oversight, a consistently large number of events keep aircrew from going home happy. It's the landing phase--more specifically, runway excursions (Flight Safety Foundation, 2013).

What is a runway excursion? Simply stated, a runway excursion is off-roading with an airplane due to landing short of the runway, failing to stop by the end of the runway, or driving off the side of the runway. So, why did I elect to write about this? In recent history, there have been some significant landing errors. In one event, a C-130 landed long, departed an AOR runway, and was destroyed. Shortly before that event, a C-17 departed a snow covered runway and was significantly damaged. More recently, two AMC aircraft landed short of the intended runways, one with Class A damage and luckily, the second suffered no damage. Evidence exists of other short touchdowns, but aircraft were not damaged in those events. Finally, an aircrew narrowly avoided a tragedy by recognizing at the last moment that they were about to touch down two miles short of their runway--on a house.

To accomplish a glorious safe landing as a superhero of the not-so-friendly skies, you must be able to identify your landing zone and touchdown point properly. This identification process is macro initially and is refined to a smaller micro perspective as the aircraft approaches the runway.

"What do I expect to see?" Initially, pilots look at the field relative to arrival, the runway configuration, and its relationship to surroundings. As we get closer to the field, we look for lights, painted markings, panels, runway surface condition, and barriers that may present hazards to a safe landing. This mental model of what we anticipate at a field is built during mission planning and then reviewed and updated during the arrival/approach brief. Of note, Line Operations Safety Audits (LOSA) and mishap investigations have shown trends of insufficient approach and arrival briefings--maybe the mental model isn't sufficiently formed.

"What if what I see does not match my expectation?" If you have been thoroughly briefed and the airfield in view is not representative of the expected mental model, it may be time to rethink your landing decision. From this point in on the approach, you have to decide where to put rubber to asphalt, concrete, or dirt. This decision will be driven by your Takeoff and Landing Distance (TOLD) calculations and any other special guidance for your aircraft. This may sound simple for anyone who has graduated pilot training, but mishaps point to crew misinterpretations of TOLD numbers meanings. The crew must know where you plan to touchdown, where you expect to stop or exit the runway, and what point drives a go-around if touchdown has not occurred.

In the C-17, crews use a descent technique for determining when we have gone past our latest touchdown point. This highly technical method is based on counting "one potato" beyond the time the end-of-assault-zone line or panel passes the cockpit. Adding to the accuracy is that this is all based on your task-divided peripheral vision. As I sat contemplating this article, it occurred to me that I did not have a good technique for visually identifying a short touchdown when mission circumstances dictate the aircraft touchdown very precisely in the first 500 feet. This becomes even more critical with the common C-17 technique of aiming for the first third of that 500-foot zone.

Have I ever feared for my life based on this situation? No. However, if you look at satellite photos of assault zones, it's apparent there is a lack of ability to recognize a potential short touchdown. This visual is in direct contrast to the relatively few long landing tire marks. I encourage you to consider this issue, discuss it in your squadrons and wing, and hangar fly it. Though a manpower obligation, an assault zone monitor (think RSU controller) could sit in a vehicle alongside the assault zone and provide instant feedback to the aircrew as to their touchdown point. This would inevitably build accurate mental models of what a "good" landing is. Currently, Charleston's North Field implements a variation of this proposal.

Without a fail-safe outside observer to tell us where we touch down, how can we help ourselves? Our first line of defense is solid training, coupled with a clear understanding of use and application of T.O., AFI, and TTP guidance, as well as practice of sound risk management. Build a mental model to provide expectations, and conduct thorough briefs to ensure all crewmembers are aware of the objective, pitfalls, and go-around points. Understand the T.O. 1-1 TOLD implications; understand FMC/FMS inputs and outputs. Safe operations always begin with the basics!

If you find yourself questioning whether the approach should continue, frame the decision with the following question: "What would the SIB say about my decision?" You are the advocate for the Air Force, your crew and passengers, their families, and the mission. It doesn't matter what crew position you are in or how junior you are--you have an obligation to help ensure you can go home happy.

Runway Excursion Risk Reduction Toolkit http://flightsafety.org/current-safety-initiatives/runway-safety-initiative-rsi/runway-excursion-risk-reduction-rerr-toolkit

Approach and Landing Accident Reduction http://flightsafety.org/current-safety-initiatives/approach-and-landing-accident-reduction-alar Flight Safety Foundation (2013)

Hagel Will Appoint Senior Officer to Guide Ethics Effort

By Jim Garamone

American Forces Press Service

WASHINGTON, Feb. 7, 2014 – Defense Secretary Chuck Hagel today announced his intention to appoint a senior general officer to oversee the effort to strengthen ethical behavior in the Defense Department.

“Competence and character are not mutually exclusive,” the secretary told reporters at a Pentagon news conference today. “They are woven together – they must be. And an uncompromising culture of accountability must exist at every level of command.”

Hagel promised to move quickly to assign to his senior staff a general officer who will report directly to him on issues related to ethics, character and leadership and will work directly with service secretaries and the service chiefs. “This officer will coordinate the actions of our services on this issue, work every day with our services, and we will meet weekly so I can receive reports from DOD senior leadership … on the progress we are making,” he said.

The secretary said the effort will be an “absolute top priority” for the department.

Hagel said Americans are grateful for all the men and women who serve the nation with honor and diligence. “I’m proud to serve with them,” he said. “They have earned the respect and admiration of the American people and our allies and partners all over the world.”

The secretary meets weekly with the service secretaries, and the members of the Joint Chiefs of Staff. In the last meeting they discussed the problem, which has included instances of cheating on proficiency exams by both Air Force officers charged with overseeing long range nuclear missiles, as well as Navy personnel at a nuclear reactor training unit. “We are going to continue to address it and we are going to fix it,” Hagel stated.

“Ethics and character are absolute values that we cannot take for granted,” he said. “They must be constantly reinforced. It is the responsibility of all of us who ask for the trust and confidence of the American people to assure these values are imbued in all our people and we all live up to them. Ethics and character are the foundation of an institution and a society. They must be constantly emphasized at every level of command and in training, curriculum and all phases of DOD, in both the officers and enlisted corps.”