Mobility Airmen to honor Gen. Johns with Order of Sword

by Staff Sgt. Amber Kelly-Herard
Air Mobility Command Public Affairs

10/29/2012 - SCOTT AIR FORCE BASE, Ill. -- Air Mobility Command enlisted men and women will present Gen. Raymond E. Johns Jr., the prestigious Order of the Sword in a formal ceremony here, Nov. 28, at 6:30 p.m. in the Scott Club. More than 300 Airmen from across the command are expected to attend.

Johns was formally notified of his selection for this award in August amidst a sea of Airmen in front of the Headquarters Air Mobility Command building.

"We were able to keep it a total surprise, and he was quite humbled with the honor," said Chief Master Sgt. Andy Kaiser, AMC command chief. "As General Johns relinquishes command of AMC, this is an opportunity for the enlisted corps to recognize him for all he has done in support of Mobility Airmen around the globe."

The Order of the Sword is the highest honor enlisted Airmen can bestow upon a leader. The ceremony is conducted by NCOs to honor leaders who have made significant contributions to the enlisted corps. The sword is presented as a symbol of truth, justice and power rightfully used.

During his three-plus years of command, Johns has been instrumental in driving the funding and professional development of nearly 500 key quality of life initiatives, positively impacting more than 135,000 Mobility Air Forces Airmen and their families worldwide.

"General Johns understands that Mobility Airmen can be tasked at any time to answer the call of others and be taken away from their families," said Kaiser, who will serve as the Chief Master Sergeant of the Mess at the event. "He appreciates the fact they remain ready to respond at a moment's notice, and values the contributions that each Airman brings to the fight."

"The Order of the Sword ceremony is a rare event that not everyone will get a chance to witness in their military careers," said Kaiser. "I encourage the AMC enlisted members who are able to attend to take advantage of this historic opportunity."

Johns will become the tenth recipient of AMC's Order of the Sword. Previous recipients include: Gen. Arthur Lichte, Gen. Duncan McNabb, Gen. John W. Handy, Gen. Charles T. Robertson, Brig. Gen. Steven A. Roser, Gen. Walter Kross, Lt. Gen. Malcolm B. Armstrong, Gen. Ronald Fogleman and Gen. Hansford T. Johnson.

Enlisted members interested in attending this event should contact their respective command chief for additional details and ticket information.

USS Makin Island Hosts 'Leaders to Sea' Program

By Seaman Matthew J. Hill, USS Makin Island Public Affairs

USS MAKIN ISLAND, At Sea (NNS) -- A group of eight leaders in business and industry from the Southern California area got underway with the crew of amphibious assault ship USS Makin Island (LHD 8) as part of the "Leaders to Sea" program, Oct. 23.

The Leaders to Sea program, sponsored by Commander, Naval Surface Forces, is designed to provide influential community leaders, educators, and business executives an opportunity to observe daily operations of Navy ships at sea.

This distinguished group of participants, which included chief executive officers (CEOs) and vice presidents of local businesses, was greeted by Makin Island's leadership team, just prior to the ship setting sea and anchor detail in preparation to depart the pier.

After receiving an initial safety and capabilities briefs, the group proceeded to observe the ship's outbound transit from Naval Base San Diego, which was followed by an anchorage near the Silver Strand and well-deck operations. Their time on board also included a tour of Makin Island's medical, gymnasium, ship's store and critical command and control spaces, such as the primary flight control tower.

"This was a great opportunity to see a warship in operation the way that it was intended to be - very intriguing," said Charles Gillespie, president and CEO of Semantic Research Inc. "If San Diegans got to see this, they would have an even better appreciation of how effectively leadership is transmitted from top to bottom."

Other participants in the Leaders to Sea program said they were impressed by how effectively and efficiently day-to-day operations run on the ship.

"This was an amazing opportunity to comprehend the complexities of naval operations," said Sonia Rhodes, CEO of Sonia Rhodes Experience Design. "I was interested to learn about how the ship was run from the leadership perspective."

The goal of the Leaders to Sea program is for participants to experience Navy life first-hand and develop a greater understanding of the various missions performed by the Navy on a daily basis. Participants are also encouraged to share their experiences with family, peers, co-workers, employees and other individuals in their respective influence areas.

Makin Island recently returned from a seven-month deployment and was the first U.S. Navy ship to deploy using a hybrid-electric propulsion system. By using this unique propulsion system, the ship saved more than $15 million in fuel costs and the Navy expects to see fuel cost-savings of more than $250 million, over the course of the ship's lifecycle. Lessons learned during Makin Island's maiden deployment prove the Navy's commitment to energy awareness and conservation and will positively influence future ship designs for several decades.

This initiative is one of many throughout the Navy and Marine Corps that will enable the Department of the Navy to achieve the Secretary of the Navy's energy goals to improve our energy security and efficiency afloat and ashore, increase our energy independence and help lead the nation toward a clean energy economy.

Professional gathering signals a new approach to professional development

Air Mobility Command Public Affairs

10/26/2012 - SCOTT AIR FORCE BASE, Ill. -- Air Mobility Command is taking advantage of a single symposium to take the place of 11 separate conferences that would have otherwise been held throughout the past year.

To get there, officials had to re-imagine how to get the same value out of 4-hour conferences at a single symposium that they had traditionally received by holding several separate full 3- or 4-day conferences.

Officials decided to fully embrace virtual meetings for rudimentary training throughout the year, and bring all the participants together with a 4-hour capstone event at the Airlift Tanker Association annual symposium.

"This is a new approach to the way we come together for professional development," said Lt. Gen. Robert Allardice, AMC vice commander. "This gives us a chance to try something new--to try to use technology to help us change the way we think about the number--and cost--of annual conferences we've had in the past."

"We've already had hundreds of Airmen meet online where they have accomplished formal coursework," Allardice said. "When they arrive at the symposium our Airmen will be ready to interact with senior leaders and participate in strategic-level discussions in a way different than in the past."

"We're excited about trying to do things smarter," Allardice said. "And we have a good plan to assess what works and apply lessons learned to make it even better next year."

To that end AMC officials are making a strong push for formal and informal feedback during and after the symposium. Every attendee will be asked for their ideas about what worked and what could be improved.

"We'll continue to refine this approach for the optimal balance of effectiveness and efficiency. We're already seeing some real advantages to this approach," he said.

Over the course of the past year leading up to the capstone symposium, Air Mobility Command worked to spread the activities for those previously separate conferences over several weeks or months each, with tools like video teleconferences and computer-based training taking the place of many traditional meetings.

This year's conference brings together 1,900 Mobility Airmen and industry partners Nov. 1 - 4. But with these across-the-board changes to conferences in AMC, this year's symposium is significantly different, officials said.

"In previous years, the (Aircrew Training /Core Automated Maintenance System) conferences, for instance, would meet for four days all at once at Scott Air Force Base," said Lt. Col. Matt Whiat, director, commander's action group. "This year, they have met by video or audio teleconference throughout the year and now will only require a 4-hour capstone training event, what we have taken to calling 'mini-conferences.' "

Larger concerns within the Defense Department about the cost of big conventions prompted the new approach. In shaping the new approach, AMC officials gave some thought to what would be lost with a condensed conference, officials said. In short, that missing ingredient would be face-to-face interaction, meals and informal activities that naturally occur at longer gatherings which "really provide a critical part of professional development," said Whiat. Professional development does not stop with formal academics and training, he said.

So officials decided that mini-conferences could work if they could also capitalize on the other activities and team-building events like ATA which provide the extra time together that is otherwise lost. "This year's Airlift Tanker Association schedule of events complements professional development and training goals that those 11 full conferences typically provide," Whiat said.

For instance, a crud tournament is planned for the evenings after the formal daily agenda is done. Crud is a modified version of billiards, said Col. Robert Holba, who will act as tournament referee.

"Crud is a game that has a long tradition in the mobility community. Aircrews would play it while awaiting missions during stage operations. It's a good way after duty hours to promote esprit-de-corps among Airmen of all ranks, and to give folks a chance to get to know each other outside the seminar rooms."

The slate of activities offered to Airmen from mornings through after duty hours, gives ATA attendees every opportunity to benefit from coming together as a team, said the general.

"This is one of those rare chances we have to get together as a Mobility Air Force," said Allardice. "And informal face-to-face interaction with retired senior officer and enlisted leaders is critical to professional development. One strength of combining our mini-conferences with the annual ATA symposium is the cross-talk activities that allow for informal mentoring and professional development. We get to take advantage of the large venues to exchange feedback and participate in team building."

"The bottom line is to develop Airmen who are ready to answer the call when someone somewhere needs something, and rapidly provide the conditions so others can prevail," said Allardice.

Social norms intervention--Redefining the stereotype

by Senior Airman Laura L. Valentine
22nd Air Refueling Wing Public Affairs

10/26/2012 - MCCONNELL AIR FORCE BASE, Kan.  -- The military has a culture rich with a broad range of practices, traditions and beliefs - dependent on anything from base assignment to age and career field.

These social norms, the rules for how people should act in a given group or society, are the subject of an ongoing study into the drinking behaviors of Airmen ages 18 to 24.

The Alcohol Social Norms Intervention Project was initiated at McConnell in March 2012. The project consists of three survey sessions and two media campaigns spanning a two-year period. The initial survey was conducted in March where 577 out of 622 Airmen participated.

The results were compiled and advertised across base through a poster campaign in high-visibility areas. The second survey is scheduled to be completed in November and the project will conclude August 2013.

Collaborating with the Air Force Alcohol and Drug Abuse Prevention and Treatment Branch, the project was designed by the Alcohol Education Project of Hobart and William Smith Colleges, Geneva, New York and partially funded by a grant from Kansas State University.

Its purpose is to enhance alcohol prevention training programs Air Force-wide and is currently being administered at eight installations with an estimated 8,500 Airmen participants.

McConnell is the only base in the Air Mobility Command to participate.

Funding for the program was only available for 12 of the 64 Air Force bases so McConnell advocated for this program, said Master Sgt. Raul Salinas, 22nd Medical Operations Squadron Mental Health Flight chief.

The surveys were administered through non-CAC enabled laptops distributed to each unit by Salinas. The surveys are anonymous, Airmen are not asked to submit their name or unit. Information is then sent directly to researchers of the Alcohol Education Project through wireless hotspots.

The program is an Integrated Delivery System initiative, spearheaded by the Mental Health Flight.

"This program takes a lot of effort and support from all units on base," said Salinas. "[McConnell] is half way through it right now. Originally 12 bases were chosen, but four dropped out due to the coordination support this program requires."

It starts with gathering credible data from a population and identifying the actual norms regarding the attitudes and behavior of concern. Then a social norms intervention intensively communicates the truth through media campaigns, interactive programs, and other educational venues. Evidence has shown people responding to these initiatives with more realistic perceptions of peers, problem behavior decreasing, and the norm of positive behavior growing stronger in the population, said Dr. H. Wesley Perkins, Ph.D., Department of Anthropology and Sociology Hobart and William Smith Colleges project director.

"[The Project] is a form of intervention and education. Most people believe when you look at the target population - ages 18 to 24 - that they are making irresponsible choices when it comes to their alcohol use," said Salinas. "This study works to dispel the myth through actual facts and shows that a small minority is being irresponsible and the majority is making responsible decisions."

"This form of intervention has been used on many college campus' across the U.S. with much success in decreasing irresponsible alcohol use and educating people on the facts when it comes to their perception of their peers alcohol use."

More information on Social Norms Projects can be found at www.socialnormsurveys.org and http://alcohol.hws.edu/index


Results from the spring 2012 survey of 577 McConnell Airmen ages 18 -24:

• 94% of McConnell Airmen believe that Airmen should not drink to an intoxicating level that affects military duties or other responsibilities.
• The majority (62%) consumes alcohol twice per month or less often or do not drink at all.
• 60% consume four or fewer drinks or no drinks with alcohol at parties and bars.
• 4 out of 5 McConnell Airmen (83%) agree that Airmen at this base are respectful of peers who choose NOT to drink.
• Most McConnell Airmen (79%) who consume alcohol at parties, bars or other social gatherings and know that they will be travelling later by car ALWAYS have a designated driver.
• Most McConnell Airmen (84%) agree that it is easy to make friends at this base without drinking alcohol.
• 88% of McConnell Airmen always or usually eat before or during their attendance at parties, bars and social gatherings where they might be consuming alcohol.
• 7 out of 10 McConnell Airmen (71%) leave parties or bars with little or no alcohol impairment (blood alcohol concentrations below .05%).

CSAF shares perspective during AETC Senior Leader Conference

by Staff Sgt. Clinton Atkins
Air Education and Training Command Public Affairs

10/26/2012 - JOINT BASE SAN ANTONIO-RANDOLPH, Texas (AFNS) -- The Air Force's top general discussed topics such as telling the Air Force story and innovation during the Air Education and Training Command Senior Leader Conference here Oct. 18.

"Telling the Air Force story is a big deal to me," Air Force Chief of Staff Gen. Mark A. Welsh III during his speech to leaders from around the command. "The one thing I'm finding is ... our own Airmen don't know where we're going; they don't know where they fit in it."

Welsh told the senior leaders to think about how they can present a conclusive message at every level. "Our Airmen really want to know where they belong," he said. "They want to know what they do is valuable."

The Air Force has five priorities: continuing to strengthen the nuclear enterprise, winning today's fights, developing and caring for Airmen and their families, modernization, and recapturing acquisition excellence.

"If you look at those five priorities, and if you're not someone who supervises or commands people, you might not be able to find yourself in those priorities," he said. "We can't allow people to think because those are five things the Secretary and Chief said that what they're doing isn't important."

The general simplified the explanation of where Airmen fit into the mission by focusing them into the areas of winning the fight, strengthening the team, and shaping the future. "And I defy you to not be able to place yourself in one of those," he said. "And that's the idea ... but you can find everyone else somewhere in there."

With looming fiscal austerity that could affect future readiness, Welsh said the size and scope of the Air Force mission will have to be curtailed to meet future requirements. He said it will take innovation.

"If we keep the same-sized force 30 years from now, we won't have enough money to feed it -- much less fight it," he said. "We've got to do something different."

Welsh said whatever the future holds, he's certain the mission cannot be accomplished without the Air National Guard and Air Force Reserve. He said global strike; intelligence, surveillance and reconnaissance; mobility; space and cyberspace are mission priorities that cannot be stopped.

"All of those things are core to the Air Force. We have to do them and we have to do them well."

Top female AF general tells personal examples of women's progress in military

by Desiree Palacios
Air Force News Service

10/25/2012 - WASHINGTON (AFNS) -- The Air Force's only female four-star general used examples from her three-decade-plus career to show the tremendous progress of women in the military during a gala dinner celebrating the 15th anniversary of the Women in Military Service for America Memorial Foundation in Washington, D.C.

Gen. Janet C. Wolfenbarger, Air Force Materiel Command commander, was the keynote speaker for the dinner celebrating the more than two million women who have served in the military.

Wolfenbarger was among the first group of women to graduate from the U.S. Air Force Academy, in 1980, and told the audience of former and current military women that there was a great fear in the beginning that standards would somehow be lowered by allowing women to attend the service academies.

"So, I, along with my female classmates, spent four years proving that the standards, in fact, would not have to be lowered, and that women could not only survive, but actually thrive in that very challenging environment," said Wolfenbarger.

In June of 1976, Wolfenbarger and 156 women entered the Air Force Academy as the first female cadets in its history. She remembers that first day as a sobering introduction into how the next four years would unfold. "I remember...walking along a hallway, chit-chatting with another female when an upper classman stopped us and physically threw us against the wall. He got within inches of our faces and yelled, 'What the hell are you doing talking in my hallway? ...It's safe to say that during the whole first summer I was in a state of shock."

Wolfenbarger said that people are often curious about the number of women who enrolled versus those who ultimately graduated from that first class. She said that out of more than 150, 97 would go on to graduate, about 10 percent of the class. "Women had the same attrition rate as was traditional with all-male classes."

Sometimes asked whether she would go through it all again, Wolfenbarger answers with a resounding yes. "It took me a while after graduation to crystalize in my mind the value of the Academy experience. The Academy...really stretched me mentally, emotionally and physically and I came out the other side realizing that I was far more capable than I ever thought I was. That knowledge brought with it a self confidence that I have relied on throughout my military career, as well as in my personal life."

But as much as a trailblazer as she's been, Wolfenbarger has wanted to be recognized, not for her accomplishments as a woman, but for simply working hard and accomplishing the mission.

"I served in the acquisition business for most of my 30 plus years. I've had the good fortune to work on the leading edge fighter, bomber and transport aircraft programs in the Air Force. I worked on the F/A-22 for eight-plus years, the B-2 bomber for five-plus years, including time as director of the program. I was also director of the C-17 program for two and a half years. I spent time at the Pentagon as the first female and first non-fighter pilot lead F-22 program element monitor for three years."

She went on to tell the audience of more than 300 about assignments that took her to the top levels of Air Force acquisition, both at the Pentagon and later at the Air Force Materiel Command where served as the vice commander for close to two years, before taking the role in the Pentagon as the military deputy to the assistant secretary of the Air Force for acquisition.

"So what did I learn? I may not always have a choice in what life brings, but I do have a choice in how I respond. I can choose to be positive or negative - and I've learned to consciously choose in every case to react in the most positive manner I can."

Thanking the audience for their service, some dating back to World War II, Wolfenbarger said that while women have doubled their ranks in the Air Force, there's still room for improvement.

"The beautiful and thought-provoking 'Women in Military Service for America Memorial' has for the last 15 years served as a symbol of national gratitude in behalf of each of us, the more than 2 million female veterans, active duty, Guard and Reserve who, not only survived military service, but thrived."

Academy breaks ground on new $40 million Center for Character, Leadership Developmen

10/24/2012 - U.S. AIR FORCE ACADEMY, Colo. (AFNS) -- Air Force Academy officials broke ground Oct. 19 for the Academy's new Center for Character and Leadership Development building.

The CCLD has served as the focal point of the Academy's commitment to developing leaders of character since its creation in 1993. The CCLD mission is to advance the understanding, practice and integration of character and leadership development for the cadets in preparation for their service to the nation in the profession of arms.

The CCLD building is a $40 million project funded by the annual military construction budget, and more than $10 million from donors. The facility is modeled on the design of an existing architectural icon, the Academy Chapel. Once built, the Academy's two structural icons will be adjacent to each other.

"The CCLD is a bold initiative to develop an iconic architectural concept to symbolically state our commitment to character and leadership development," said Duane Boyle, deputy director of the Academy Directorate of Installations. "Polaris has long been a navigation tool used to guide the traveler. Likewise, it symbolically relates to one's own ethical and moral journey through life.

"The steel and glass tower aligns with Polaris, sending a powerful message to all that leadership and character development are paramount in all that we do. The transparency of the architecture is indicative of the serious nature of its function: the free exchange of thoughts, opinions and knowledge in an open environment," Boyle explained. "Our new center places the Academy at the pinnacle of character and leadership development nationally and will spark the interest of all who believe that our nation's future is based on thoughtful, careful, and meaningful decisions of our leadership, both military and civilian."

Because the CCLD building is being built in a National Historic Landmark District, Academy officials have actively worked with the historic preservation community in the planning of the construction.

The facility will be environmentally friendly, being a Leadership in Energy and Environmental Design, or LEED, Platinum-level certified building, Boyle said. Platinum is the highest level "green" designation by the Green Building Certification Institute of the U.S. Green Building Council. Only 17 other buildings in the nation have reached that level.

Construction is projected to take 22 months.

Niagara nurse, leader recognized for outstanding service

by Tech. Sgt. Ian Carrier
914th Airlift Wing Public Affairs

10/22/2012 - NIAGARA FALLS AIR RESERVE STATION, N.Y. -- A member of the Niagara family has been recognized for outstanding contributions to the care and treatment of others.

Lt. Col. Kathleen Fay, Medical Readiness officer and Critical Care Air Transport team nurse for the 914th Aeromedical Staging Squadron, was selected as a recipient of the Brigadier General Beverly S. Lindsey Nursing Leadership Award for fiscal year 2011. Fay was notified of the award during her recent 6-month deployment to Afghanistan.

"I was surprised, really surprised," she said. "It seems like there are more people doing more stuff. It's an honor, it's special to say I got it."

While at Bagram Airfield, Fay was the Intensive Care Flight Commander.

"We took care of everyone there," she explained. "Kids, our guys, NATO forces. There is nothing better than taking care of our troops. They deserve the best, that's why I don't complain when I go. I volunteer."

Lt. Col. Fay, who came to the Air Force Reserve in 2000 from the Army, has deployed numerous times. As well as the recent Bagram rotation, she has worked in Germany, Balad and Baghdad, Iraq, in addition to other Southwest Asia locations.

"I love my deployments. I want to go one more time before I retire," she said.

In the civilian sector, Fay works at Erie County Medical Center, a level-one trauma center in western New York. Working as a charge nurse in the Medical Intensive Care Unit helps keep her skills up, said Fay.

The award was named for the first nurse general officer selected from any of the military reserve forces. Col. Beverly S. Lindsey was selected for brigadier general on July 1, 1985. She was the Mobilization Assistant to the Chief of the Air Force Nurse Corps Reserve from 1985-1989.

Ham Urges Cadets to Manage Change, Stay with Bedrock Values

By Jim Garamone
American Forces Press Service

WASHINGTON, Oct. 22, 2012 – The U.S. military is a learning and growing entity, and young officers must be flexible enough to lead their organizations, the commander of U.S. Africa Command told ROTC cadets here today.

Army Gen. Carter F. Ham spoke at the Association of the U.S. Army’s ROTC luncheon at the Renaissance Hotel.

Ham, who is the senior ROTC graduate in the Army today, compared what he faced when he entered the Army in 1974 with what today’s ROTC graduates will face. He noted that when he entered the Army, the draft had just ended and the enemy was the Soviet Union.

“We focused everything we did on that one single, but very dangerous and predictable threat,” he said. “The Army that you will lead is very different from that.”

The threat environment is unpredictable, Ham said, and that will create more challenges for young officers coming into the force. “The good news is, the soldiers and noncommissioned officers that you will lead are tremendously experienced in this environment,” the general told the cadets. “They are combat tested. They are culturally savvy. And they have demonstrated their ability to perform a wide range of tasks across the spectrum of conflict.”

The very excellence of the rank and file in the Army today means the service needs officers who are “imaginative, agile, adaptive, and can think critically and creatively,” he said.

But while the methods will change, Ham said, young officers can stand on the bedrock of 237 years of Army history and values. “Loyalty, duty, respect, selfless service, honor, integrity and personal courage are values that don’t change,” he said. “They are the foundation upon which you and your leadership and professional knowledge will be built upon.”

The U.S. military has to be ready to confront a range of threats and issues, and the government has not been very good at predicting where the next threat is coming from, Ham said.

“But we do know the security environment is going to be increasingly complex,” he said. “The world in which we live is ever so connected, and events go global instantly. So we may not know precisely what threats will emerge, but as an Army, as individuals, we must be prepared to respond across the spectrum of conflict to address those threats.”

The next decade will see dynamic change, and young officers coming in today must survive and prosper managing that change, the general said. The combatant commands will change, and young officers must understand the roles and missions of these commands, Ham said. Language training and cultural training will become more important, he added.

“My crystal ball is a little bit fuzzy, and I don’t know what the future holds,” Ham said, “but I do know that wherever you are going to operate as Army officers, it is going to be inside somebody else’s culture, and the more we understand about that, the better off we’ll be.”

Young soldiers today will be working even more closely with sailors, Marines and airmen in joint operations, and the ability to work with civilian agencies and international partners also will be an important asset for young officers, Ham noted.

“We have a hard time predicting what will happen,” he said, “but we can identify the attributes that will be necessary for success.”
 

Firefighter Challenge builds unity, inspires determination

by Airman Ashley J. Woolridge
28th Bomb Wing Public Affairs

10/17/2012 - ELLWSORTH AIR FORCE BASE, S.D.  -- Hose drag, dummy pull, ladder climb, hose pack hoist and Keiser sled are activities Ellsworth firefighters are more than familiar with.

During the 28th Civil Engineer Squadron's annual Firefighter Challenge at the base fire station, Oct. 5, more than 50 Airmen and civilian employees became familiar with them, as well.

The timed obstacle course, consisting of challenges that simulate actual firefighting and fire rescue techniques, was designed to give base firefighters a chance to test their skills and allow others to experience fighting a simulated fire - all-the-while building unit cohesion.

"The challenge is also a fun way to kick off Fire Prevention Week," Steven Hilton, 28th CES assistant fire chief, said, adding that this is a tradition with a rich history.

The theme for the 2012 Fire Prevention Week is , "Know Two Ways Out," and focuses on encouraging everyone to have two avenues to take when leaving a house or office fire.

The majority of the day's competitors were grouped into teams of three or four, and were made up of personnel from a variety of units including the 28th Contracting Squadron, 28th Logistics Readiness Squadron, and 28th Mission Support Group command section. Three brave individuals, including Kevin Vogel, 28th CES Real Property officer, decided to complete the entire challenge themselves.

Vogel said he decided to participate because he had heard about it over the years and it sounded enjoyable.

"I think running it by myself as opposed to being part of a team was my favorite part," Vogel said. "The four-person teams could split the stages between each other, allowing them not to get burned out. I wasn't sure how much time it would take overall or how long each stage would take. I got a real sense of accomplishment out of it."

Like the rest of the teams, Vogel finished the course to the tune of shouts of encouragements and applause from spectators and fellow competitors.

"You see everyone cheering each other on - it builds camaraderie," Hilton explained. "The challenge helps to develop the mentality to push through barriers."

The course may have been full of barriers - including an 80-pound fire hose the competitors had to sling over their shoulder before running the length of the fire truck garage, climbing a flight of stairs twice in a row, and finally running back to the starting line - but they were no match for the determination of the men and women who came to conquer them.

"The first time I went up and down those stairs, I just wanted to drop the hose and quit," Vogel admitted. "I think something like this builds esprit de corps. Whether you are a firefighter, dirt boy, or even an avionics troop, having the chance to compete with each other and strive to succeed in these types of challenges gives each of us a sense of being a part of the Ellsworth team."

Dobbins does some team building

by Senior Airman Elizabeth Van Patten
94th Airlift Wing Public Affairs

10/19/2012 - DOBBINS AIR RESERVE BASE, Ga.  -- As luck would have it, the sun smiled down on Dobbins Air Reserve Base this year during the third annual 94th Airlift Wing Team Day.

Encouraged to wear jerseys of their favorite sports team, many participants chose to wear garb from alma maters or hometown football teams.

Col. Timothy E. Tarchick, 94th Airlift Wing commander, an Ohio State University fan, was seen sporting his bright red Buckeye jersey. Linking up with other Buckeyes within the wing, he opened up the team day games with a demonstration of Ohio State education by spelling out O-H-I-O in college football fashion.

"We work here every day, and spend more time with the people we work with than our own families," said Tarchick. "This is the perfect opportunity to get to know them better and do some team building."

Team day participants were divided up by group, with the wing staff and Aeromedical Staging Squadron forming a combined fourth team. Representatives from each team participated in events such as Win, Lose or Draw, ping pong, air hockey, cornhole, football toss, volleyball and tennis.

Tech Sgt. Richard F. Conyers Jr. won five points for the AW/ASTS team's overall score by playing tennis.

"This day was important for the wing's morale," said Conyers. "It goes a long way to break up the usual day-to-day grind. I would like to see this implemented during a drill weekend so that the Reservists can also participate and benefit from team day as well."

The competition was stiff between the operations, maintenance and mission support groups, with the wing staff/ASTS team lagging slightly behind the pack. At the end of the day, the mission support group was awarded the team day Commander's Trophy.

"The 2010 first annual team day was awarded to the operations group," said Tarchick. "So, this year the mission support group will be added to the back of the trophy. It was a great day, and we will do it again next year."

Keesler AFB wins Commander-In-Chief’s Annual Installation Excellence Award

Air Education and Training Command Public Affairs

10/19/2012 - JOINT BASE SAN ANTONIO-RANDOLPH, Texas -- One Air Education and Training Command installation won the highest command-level honor they can possibly receive -- two years in a row.

AETC Commander Gen. Edward A. Rice Jr. announced the 81st Training Wing at Keesler Air Force Base, Miss., as the AETC winner of the Commander-In-Chief's Annual Award for Installation Excellence Monday.

"Keesler AFB represents the 'Best of the Best' in Air Education and Training Command and is truly deserving of this recognition," said Rice in a nomination letter to Headquarters Air Force. "Keesler's leaders and personnel have created an environment promoting innovation and pride in ownership to enhance base-level services, facilities, and quality-of-life."

A few examples of Keesler's efforts include expanding the recycling program, renovating dormitories, improving the medical evaluation board case completion time, and reducing errors in deployment out-processing by 20 percent, among a plethora of other achievements.

The Commander-in-Chief's Installation Excellence Award is a presidential award for exemplary support of Defense Department missions, and is the highest award a military installation can receive. The CINC's IEA was created in 1984.

The AETC winner was selected by a board of command senior leaders from many different career fields.

"Competition was tough this year with 10 (AETC) bases competing for this prestigious title and bragging rights," said Félix Colón, AETC's award program manager for CINC IEA and Civil Engineer Annual Awards. "Keesler AFB placed third last year at the Air Force-level competition with only two points separating them from the second place winner."

Luke and Sheppard AFBs came in second and third, respectively. Colón said the two bases actually tied for second so a tiebreaker had to be used to separate them. Luke AFB won the tiebreaker with more perfect scores than Keesler AFB.

CMSAF to Keesler: 'Motivation is contagious'

by Senior Airman Heather Heiney
81st Training Wing Public Affairs

10/17/2012 - KEESLER AIR FORCE BASE, Miss. -- Memories burn themselves into the places they were made. For Chief Master Sgt. of the Air Force James Roy, Keesler Air Force Base holds several fond memories including the birth of his sons and earning the honor to be called "chief."

Roy spent Oct. 16 reacquainting himself with the base at which he was stationed from 1997 to 2000. During the chief's visit he was refreshed on the missions and accomplishments of several Keesler organizations including 2nd Air Force, the 81st Training Group and the 81st Medical Group.

"It's such a great honor to be back here at Keesler Air Force Base," Roy said. "What's always a treasure to me is to come back here and see the spirit of Keesler Air Force Base."

While stationed at Keesler, he was the facility maintenance chief with the 81st Civil Engineering squadron, superintendent of the 81st Mission Support Squadron Military Personnel Flight and then superintendent of the 81st Mission Support Group.

Chief Master Sgt. Lisa Boothe now holds Roy's last position at Keesler and had the opportunity to escort the CMSAF around the base.

"It was wonderful having Chief Master Sergeant of the Air Force Roy here with us on Keesler. We feel like he is one of our very own family so it was a homecoming," Boothe said. "Having the opportunity to showcase our wing and our folks gave me great pride. He was also excited to see how much the wing has changed and grown over the years."

During his tour, Roy also had an opportunity to meet non-prior service Airmen in the 81st TRG and interact with the Air Force's newest assets.

"Those young students are so motivated and if we could keep that motivation through a 20- or 30-year career just think where we would be," he said. "Motivation is contagious."
The CMSAF said that Keesler's people understand that the mission they do here is important to the continued success of the United States Air Force.

Keesler's mission, "Train Airmen across the spectrum of warfighting skills and deliver overwhelming combat power for the Air Force," also fits within what the CMSAF said are three of his areas of focus.

"Certainly as the chief master sergeant of the Air Force there's always plenty to do but we've focused on three areas - our joint and coalition operations and what we're doing to win today's fight and prepare for the next natural disaster; deliberately developing our Airmen through the three pillars of experience, training and education; and continuing to focus on the resilience of our Airmen and their families," Roy said. "I will continue to focus on those three areas throughout my tenure."

The chief had an opportunity to see these three focus areas in action throughout Keesler including the joint training environment, Airman Leadership School, Mathies NCO Academy and the newly-created teal rope program initiated by the 81st Training Wing Sexual Assault and Prevention Response Office.

"We have a resiliency culture in our force called 'comprehensive Airman fitness' and it's about taking care of yourself, it's about knowing your limits, it's about growing through very difficult situations and it's about taking care of people," the chief said. "I want to reach out to the Keesler community and say a special thanks to them. When we can deploy an Airman and their family staying behind feels comfortable in that community that's a great thing."

The CMSAF also expressed his excitement after seeing the development of future leaders at Keesler.

Roy said, "Thank you for the opportunity to come back to Keesler and see your professional Airmen. It's an honor for Ms. Paula and me to be back here and to see many of the people whom we served with and also to see the next generation of Airmen who will carry on our Air Force's legacy."

New AFRC coordinator eases culture shock

by Airman 1st Class Kaleb Snay
35 Fighter Wing/Public Affairs

10/18/2012 - MISAWA AIR BASE, Japan -- Japan has a unique culture inspired by its nature, historical events, and economy. Despite Japan's cultural beauty, it can be overwhelming. What can people do if they want to ease the culture shock or get their questions answered about Japan?

Taneichi Miyuki, Airman and Family Readiness Center multicultural program coordinator, recently stepped into a new position to provide Japanese cultural information to the base community. Additionally, she coordinates tours, classes and other culture specific events on base.

Miyuki encourages base residents to experience Japan with events like the Survival Japanese Class, where she teaches basic Japanese words and phrases. During a local onsen tour, she explains proper etiquette at the hot spring, which is a popular pastime throughout the country. With help from a Japanese cooking professional, Miyuki also sets up reoccurring Japanese cooking lessons.

Miyuki, born and raised in Japan, knows how important the relationship is between the American and Japanese people and wants to strengthen the bonds, hoping that more will understand their different cultures. She believes many don't try to learn about the culture because of one thing.

"The biggest reason many Americans and Japanese don't learn about each other's culture is because they are not comfortable," said Miyuki. "Many people get nervous and moments tend to get awkward because of the language barrier. I want to find ways to break that barrier so Americans can enjoy their stay in Japan," she added.

Often times, Miyuki quickly and accurately answers questions base residents have about living here. If Miyuki is unsure about a question, she will research it to ensure a completely accurate answer.

"I feel I'm a valuable resource to the base," said Miyuki, "I hope people will come to me for any of their Japanese informational needs."

Miyuki is located at the AFRC in the Torii building. For more information on the cultural programs the AFRC offers, contact her by phone, at 226-4735.

183rd Airmen selected for International Leadership Course

from Public Affairs
Illinois Army and Air National Guard

10/18/2012 - Furstenfeldbruck, Germany (October 2012) -- For one intense week in September, more than 40 junior officers from seven countries participated in the International Junior Officer Leadership Development Course (IJOLD) 2012 at the German Air Force Officer School to enhance and refine their leadership skills, cultural understanding and military officership.

Capt. Stacey Rieger, of San Jose, Ill., with the Illinois Air National Guard's 183rd Air Mobility Operations Squadron in Springfield was among four Air National Guard members selected by National Guard Bureau to participant in IJOLD 2012.

"There are not many leadership development programs available for junior officers," said Rieger. "This was an incredible opportunity to broaden my management and leadership skills with other company grade officers in a multi-national setting."

The Air Force Reserve Command sponsored IJOLDS program began in 1994 at the NATO school in Oberammergau, Germany with 18 participants from five countries. Since then, the annual event has expanded to include more than 60 students with briefings on international leadership, team building, cultural diversity, international relations and cross-cultural mobilization issues. This is the first year the National Guard Bureau has sponsored lieutenants and captains for the course.

"IJOLD is a great forum for junior officers from many countries to build relationships early in their careers," said Maj. Gen. Donald Ralph, mobilization assistance to the commander, U.S. Air Forces Europe and chairman for the Committee on Leadership Development. "Joint leadership training is essential in today's global arena, where working with multinational forces and partner nations is the standard."

Working together and understanding differences was a key aspect of the training.

Capt. Sam Stephens, of Tulsa, Okla., an F-16 pilot with the Oklahoma Air National Guard in Tulsa said, "Foreign militaries' may have different customs, courtesies, and cultures, but people, as individuals, desire the exact same guidance and motivation to both follow and lead."

"Leadership is important to junior officers because of the responsibility of their rank, making them leaders from the start," said Col. Jim Kerr, Air Force Reserve Command Professional Development Center Chief. "IJOLD, and other programs like it, provide opportunities to bring young officers together to develop leadership skills."

IJOLD events ranged from lectures on German military structure and history to tours of the Bavarian state capital and German Air Force base. During the field exercise at the German Airborne Training School, participants worked together, overcoming leadership differences and communication challenges to accomplish various tasks. Communication was essential to accomplishing tasks, including a land navigation that required completing unique tasks at each waypoint.

Second Lt. Doug Carlson of Lincoln, Neb., from the 155th Air Refueling Wing, Nebraska Air National Guard, said listening was the one leadership skill he enhanced during IJOLD.

"Overcoming the language barrier creates the perfect opportunity to learn to listen rather than talk," said Carlson

Throughout activities, IJOLD participants shared their experiences with each other.

"One of my favorite aspects of IJOLD was having the time to talk to so many people from many different backgrounds. Since all the participants were reservists, everyone had at least two stories to tell - their military story and their civilian story," said Rieger. "Not only did I learn about the structure and history of the German military, I heard the personal element. For example, it was great to hear what some of our German counterparts thought about the wall coming down, reunification between East and West Germany and the challenges they are still working through, even after more than 20 years."

Those conversations enhanced the cultural understanding and supported international relations, which along with developing friendships and partnerships were main goals of IJOLD.

"It was sad to leave at the end of week," said Rieger. "I learned a great deal about our NATO partners, but more importantly, I have a new network of colleagues and friends that I look forward to seeing again in the future."

That sentiment is shared, not only by the participants, but by senior leaders who see the value in IJOLD and programs like it.

"I was amazed at the friendships that were made by the end of the week. It was almost weeping, wailing, and gnashing of teeth, as the expression goes, when it came time to go home," said Kerr, who attended IJOLD in 2011.

Each year IJOLDS is conducted in a different NATO country. Past seminars have been held in Switzerland, Canada, the United States and the Netherlands. Next year England will host their international counterparts.

183rd Airmen selected for International Leadership Course

from Public Affairs
Illinois Army and Air National Guard

10/18/2012 - Furstenfeldbruck, Germany (October 2012) -- For one intense week in September, more than 40 junior officers from seven countries participated in the International Junior Officer Leadership Development Course (IJOLD) 2012 at the German Air Force Officer School to enhance and refine their leadership skills, cultural understanding and military officership.

Capt. Stacey Rieger, of San Jose, Ill., with the Illinois Air National Guard's 183rd Air Mobility Operations Squadron in Springfield was among four Air National Guard members selected by National Guard Bureau to participant in IJOLD 2012.

"There are not many leadership development programs available for junior officers," said Rieger. "This was an incredible opportunity to broaden my management and leadership skills with other company grade officers in a multi-national setting."

The Air Force Reserve Command sponsored IJOLDS program began in 1994 at the NATO school in Oberammergau, Germany with 18 participants from five countries. Since then, the annual event has expanded to include more than 60 students with briefings on international leadership, team building, cultural diversity, international relations and cross-cultural mobilization issues. This is the first year the National Guard Bureau has sponsored lieutenants and captains for the course.

"IJOLD is a great forum for junior officers from many countries to build relationships early in their careers," said Maj. Gen. Donald Ralph, mobilization assistance to the commander, U.S. Air Forces Europe and chairman for the Committee on Leadership Development. "Joint leadership training is essential in today's global arena, where working with multinational forces and partner nations is the standard."

Working together and understanding differences was a key aspect of the training.

Capt. Sam Stephens, of Tulsa, Okla., an F-16 pilot with the Oklahoma Air National Guard in Tulsa said, "Foreign militaries' may have different customs, courtesies, and cultures, but people, as individuals, desire the exact same guidance and motivation to both follow and lead."

"Leadership is important to junior officers because of the responsibility of their rank, making them leaders from the start," said Col. Jim Kerr, Air Force Reserve Command Professional Development Center Chief. "IJOLD, and other programs like it, provide opportunities to bring young officers together to develop leadership skills."

IJOLD events ranged from lectures on German military structure and history to tours of the Bavarian state capital and German Air Force base. During the field exercise at the German Airborne Training School, participants worked together, overcoming leadership differences and communication challenges to accomplish various tasks. Communication was essential to accomplishing tasks, including a land navigation that required completing unique tasks at each waypoint.

Second Lt. Doug Carlson of Lincoln, Neb., from the 155th Air Refueling Wing, Nebraska Air National Guard, said listening was the one leadership skill he enhanced during IJOLD.

"Overcoming the language barrier creates the perfect opportunity to learn to listen rather than talk," said Carlson

Throughout activities, IJOLD participants shared their experiences with each other.

"One of my favorite aspects of IJOLD was having the time to talk to so many people from many different backgrounds. Since all the participants were reservists, everyone had at least two stories to tell - their military story and their civilian story," said Rieger. "Not only did I learn about the structure and history of the German military, I heard the personal element. For example, it was great to hear what some of our German counterparts thought about the wall coming down, reunification between East and West Germany and the challenges they are still working through, even after more than 20 years."

Those conversations enhanced the cultural understanding and supported international relations, which along with developing friendships and partnerships were main goals of IJOLD.

"It was sad to leave at the end of week," said Rieger. "I learned a great deal about our NATO partners, but more importantly, I have a new network of colleagues and friends that I look forward to seeing again in the future."

That sentiment is shared, not only by the participants, but by senior leaders who see the value in IJOLD and programs like it.

"I was amazed at the friendships that were made by the end of the week. It was almost weeping, wailing, and gnashing of teeth, as the expression goes, when it came time to go home," said Kerr, who attended IJOLD in 2011.

Each year IJOLDS is conducted in a different NATO country. Past seminars have been held in Switzerland, Canada, the United States and the Netherlands. Next year England will host their international counterparts.

National Guard diversity council recognized among nation's best

by Sgt. 1st Class Jim Greenhill
National Guard Bureau

10/17/2012 - ARLINGTON, Va.  -- The National Guard Bureau's Joint Diversity Executive Council was recognized as one of the top 25 diversity councils in the country by the Association of Diversity Councils here last week.

"I couldn't be more proud of our Joint Diversity Executive Council being recognized this year," said Air Force Lt. Gen. Joseph Lengyel, the vice chief of the National Guard Bureau.

The JDEC placed 14th for outstanding contributions and achievement that lead organizational diversity processes, according to the Association of Diversity Councils.

"Diversity is important to the National Guard simply because it makes us better," Lengyel said. "And, in today's military forces, we simply must leverage every advantage to be the best."

Under the guidance and direction of the chief of the National Guard Bureau, the JDEC, chaired by Air Force Brig. Gen. William Burks, the Nevada adjutant general, provides strategic policies and procedures with the objective of operationalizing diversity throughout the National Guard.

In its fourth year, the Diversity Council Honors Award recognizes and awards the outstanding contributions and achievements of diversity council groups that lead organizational diversity processes and demonstrate results in their workforce, workplace and marketplace. Councils complete and submit a comprehensive application demonstrating council contributions and achievements in four categories: results; management commitment; measurement and accountability, and communication and education.

According to the National Guard Bureau Policy on Diversity, diversity includes differences in characteristics, background, attributes and experiences. However, further expansion is essential to create a culture that fosters:

· Absolute respect for all people no matter their rank, function or position.
· Inclusion, engagement and management of talents to capitalize the potential power.
· Diversity in thoughts, ideas and perspectives to promote moral courage and trust.
· Confidence in equal opportunity for all.
· An independent mindset where collaboration is the standard.

Diversity councils effect cultural change by establishing processes and practices that are sustainable and coincide with the bottom line for the long term, according to the National Guard's "Leader's Guide to Diversity," which states that the responsibilities of diversity councils in the National Guard include:

· Aligning diversity with strategic goals.
· Integrating diversity into the fabric of the organization.
· Promoting fluid communication throughout the organization.
· Providing visionary strategies in the areas of recruitment, retention, engagement and productivity.
· Encouraging leadership development through diversity practices and processes.
· Improving mentoring relationships in force development.
· Increasing employee satisfaction.

Paralleling the National Guard Bureau's Joint Diversity Executive Council, the 54 states and territories and the District of Columbia have been establishing State Joint Diversity Councils.

Organizations such as the Defense Equal Opportunity Management Institute teach that diversity is more complex and more about the entire culture than merely satisfying a set of statistics, but metrics remain one important measure of success in diversity. According to the "Leader's Guide," some of the significant metrics in the National Guard include recruiting and retention, assignment patterns, awards and decorations, disciplinary data, training opportunities, evaluations, promotion boards, climate surveys, leadership diversity and involvement in diversity and lawsuits and complaints.

Last week's award was National Guard Bureau Joint Diversity Executive Council's first time appearing in the national Top 25 ranking.

Association of Diversity Councils officials cited the JDEC for bold moves on a national level, including expansion of the number of State Joint Diversity Councils from 28 in 2011 to 46 by May this year, with a goal of 54.

Among numerous examples, the association cited a wing commander who increased manning strength from 78 percent to 93 percent through diversity-related mission changes.

Among National Guard leaders accepting the award in addition to Lengyel were: Mr. Lou Cabrera, comptroller and director of administration and management; Army Brig. Gen. Marianne Watson, director of manpower and personnel; Air Force Brig Gen. James Witham, chief of staff of the California Air National Guard, and Air Force Chief Master Sgt. Denise Jelinski-Hall, senior enlisted leader of the National Guard Bureau.

Hard work pays off in command position

by Senior Master Sgt. Ray Lloyd
107th Airlift Wing

10/14/2012 - NIAGARA FALLS AIR RESERVE STATION -- The 107th Maintenance Group received a new commander, Col. Kevin Rogers, the former deputy commander of the same group, as he moved up to his new position here Saturday. A change of command ceremony was held in which he was also promoted to colonel.

On hand to pin on the eagle insignia were his wife, Antonina, and sister, retired Air Force Master Sgt. Madonna Rogers. Col. Rogers joined the 107th Airlift Wing in 1984 as an enlisted Airman in the base supply section. He has studied hard and worked his way up the ranks. Col. Rogers graduated from the State University of New York College at Buffalo in 1990 then received his commission as an officer in 1991.

Col. Rogers will be in charge of the maintenance group whose main mission is keeping the C-130H2 flying and mission ready.

"This is truly a humbling experience now being in charge of this group," said Col. Rogers. "It was never in my plans when I first joined the Air National Guard."

The outgoing commander, Col. Robert Kilgore, is leaving the 107th for an assignment at state headquarters as the director of plans and programs and commander of homeland response for the state.

"The maintenance group is one of the best in the Air National Guard and you're in good hands for the future having Col. Rogers leading," said Col. Kilgore.

The change of command ceremony is rooted in military history, dating back to the 18th century during the reign of King Frederick the great of Prussia. During this time, organizational flags were developed with color arrangements and symbols unique to each particular military unit. When a change of command took place, the outgoing commander would pass the flag to the individual assuming command. This gesture was accomplished in front of the entire unit so that all could see and witness the new commander assuming his position. He who controlled the flag also controlled the soldiers and their allegiance. The symbolic tradition of passing the guidon has survived through military history, and remains the key event of this military ceremony.

Diversity united, building America’s future today

During Hispanic Heritage Month, the Wisconsin National Guard joined the nation in acknowledging and celebrating the contributions of Hispanic service members and their commitment to service.

During Hispanic American Heritage Month, we emphasize the value the military places on diversity. We are strong because we not only place great value in having different perspectives, approaches, and skills but also because we value having ethnic and cultural diversity.

Our nation’s story would not be possible without generations of Hispanics who have shaped and strengthened the fabric of our Union. They have enriched every aspect of our national identity with traditions that stretch across centuries and reflect the many ancestries that comprise the Hispanic community. 

The military is made up of about 114,093 Soldiers of Hispanic descent, who demonstrate brilliant leadership from privates through the 3 and 4-star general ranks. Hispanic service members pride themselves on being strong and making a difference for themselves, their families, their communities and our nation.

Reflecting the rich cultural diversity of the American people, Hispanic Americans have shaped and strengthened our country.  As members of the Armed Forces, brave Hispanic men and women have fought and died to defend the United States in every war since the American Revolution, many serving before becoming American citizens. 

The military has always recognized the commitment and effort of its Hispanic service members. Soldiers like Sgt. 1st Class Leroy Petry, a Hispanic American, an Army Ranger, and a Medal of Honor recipient is an example of one who was recently honored for his courage and selfless sacrifice by saving the lives of his comrades. 

Today, we are strong because we leverage and draw strength from the rich diversity within our ranks. At a crucial time in history, Hispanic Americans — military and civilian — are playing critical roles in strengthening our nation’s presence around the world.

h year, Americans celebrate the traditions, ancestry, unique experiences and contribution of the nearly 46 million Hispanic Americans through National Hispanic Heritage Month.

DoN Holds 'Tribute to Diversity' Ceremony

By Mass Communication Specialist 2nd Class Alexandra Snyder, Defense Media Activity - Pentagon Bureau

ARLINGTON, Va. (NNS) -- The Department of the Navy (DoN) held a 'Tribute to Diversity' in the Pentagon's Center Courtyard in Arlington, Va. Oct. 12.

Following the ceremony, the event's keynote speaker, Secretary of the Navy Ray Mabus, along with Chief of Naval Operations Adm. Jonathan Greenert, DoN Assistant for Administration Carla Lucchino and Director, Marine Corps Staff Lt. Gen. Willie Williams dedicated the Pentagon's newest memorial - a hallway tribute to diversity. The 45-photo commemoration features pictures of diverse Navy and Marine Corps leaders and service members.

Mabus said diversity has always been key to the Navy's success.

"Diversity is important because it makes us a far better military force," he said. "When we have a diversity of ideas, of experiences, of expertise and of background...we can fulfill the dizzying variety of missions that the Navy and Marine Corps are given by our country."

The importance of diversity means that improving it within the fleet must remain a priority, continued Mabus.

"The Navy and the Marine Corps doesn't have just one platform that we go to for every mission," he said. "We count on a wide variety of assets, to execute a myriad of missions. The very same is true for our people. We have to continue to increase diversity in our ranks and in the career opportunities, and allow for the training, the job satisfaction and the retention of the talent that we have."

DoN continues to demonstrate its commitment to equal opportunity and diversity through training extended to its Sailors and civilians. The Defense Equal Opportunity Management Institute (DEOMI), opened in 1971, was established to address the education and training of military and civilian personnel on these topics.