Face of Defense: Airman Keeps Mission on Target

By Air Force Airman 1st Class Alex Durbin
633rd Air Base Wing

LANGLEY AIR FORCE BASE, Va., Oct. 10, 2012 – It was a bright, sunny day recently as Air Force Senior Airman Kimara Duncan, 94th Fighter Squadron F-22 crew chief, wheeled her toolbox out to the flightline here. The air was warm and filled with the roar of passing jets overhead as she prepared to start her shift.

Air Force Senior Airman Kimara Duncan slides booties over her boots during routine maintenance on an F-22 Raptor fighter jet at Langley Air Force Base, Va., Sept. 25, 2012. U.S. Air Force photo by Airman 1st Class Alex Durbin   (Click photo for screen-resolution image);high-resolution image available.

As she prepared for her 10- to 12-hour work day, she readied he tools with the experience of an expert, and moved with purpose only achieved through many long hours of work. The whole time she worked, she wore the bright smile always visible on her face.

“I try to stay positive," Duncan said. "If you're negative, you can affect the mission. I try to keep in mind that I wouldn't have the same opportunities if I was anywhere else."

Most Air Force members can attest that the first question people ask them about their military career is what plane they fly, though pilots account for only 4 percent of the total force. Duncan works behind the scenes to ensure the pilots continue to complete their missions.

As a young airman just starting technical training, Duncan said, she was pleased to learn she would be trained to work on the most technologically advanced fighter jet in the world.

"I was excited when I learned I would be working on the F-22," she recalled. "I would never have the opportunity to do this job in the outside world."

Crew chiefs make sure their jet is in perfect working order. They perform preventive maintenance and pre- and post-flight inspections, and they maintain and repair the aircraft, inside and out, with general mechanical work.

Duncan is the dedicated crew chief for the 1st Fighter Wing flagship. Crew chiefs consider this to be a great honor, and it’s an even a greater accomplishment for a junior enlisted airman.

But Duncan remains grounded and focused on the mission.

"I have to set an example for my fellow airmen," she said. "Everyone looks to me to meet, and exceed, the standards."

Duncan said she wanted to run when she was informed she was to become the flagship’s dedicated crew chief, because the prospect of being put in a leadership position was daunting.

"I didn't want to be put out there," she said with a laugh. "When I first got here, I just wanted to do what I was told, and focus on my job."

Though anxious at first, Duncan said, she has taken great pride in meticulously caring for her jet in the same way a “gear head” would a prized car.

"As a crew chief, you want your jet to look good," she said. "You want to keep it clean -- not clean it because your supervisor told you to."

Dedicated crew chiefs have their names on their jet, right beneath the pilot's name. Although Duncan is past her one-year mark as dedicated crew chief for the wing’s flagship, she said, she’s still getting used to her name on the side of her jet.

"I don't think my name looks right on the plane," she added with a bright smile. "It's such a surreal feeling every time I see it."

She recalled when she had to remove the previous crew chief's name from the plane to put on her own.
"I felt bad -- almost like I was betraying him," she said. "I still can't believe it's my name on the plane."
Even with the opportunity to work with such a technologically advanced jet, Duncan said, her favorite part of the job is the people she works with.

"The 94th Fighter Squadron is one big family," she said. "On the flightline, we all look out for each other."
Duncan said she has never been discouraged being a woman in a predominately male unit. Her next goal, she added, is to become the first female crew chief on the Air Combat Command's F-22 aerial demonstration team.

"I'm grateful for everything I have," she said.

Ramstein Rabbits push Airmen to succeed

by Airman 1st Class Hailey Haux
86th Airlift Wing Public Affairs

10/9/2012 - RAMSTEIN AIR BASE, Germany (AFNS) -- Several things may go through a person's head when he or she receives that email saying it's time to take a physical training test.

The message could be shrugged it off with confidence, or the person could start working out every day and stress over it.

But if it's the running component that is the stressor, the Ramstein Rabbits can help.

The team was formed in June by a group of co-workers who wanted to push fellow Airmen with that part their PT test.

"We had Airmen in our shop who struggled with the run," said Senior Master Sgt. Don Gurganus, the American Forces Network, Ramstein superintendent and member of Ramstein Rabbits. "They would start off too fast and not be able to finish strong, or too slow and have to make up for lost time."

Since the organization was started, the Ramstein Rabbits have helped eight people with their PT test, all who said they ran faster than they had anticipated.

"When we go out there to pace someone we like to have three people," said Gurganus. "One will run at the pace the tester wants to achieve, one will run about thirty seconds faster than that time, and the third will run right next to the tester and motivate them throughout the run."

With 25 members, at any given PT test there can be between  five and 10 people surrounding the track cheering the tester on and motivating them.

"We don't guarantee the tester will pass," said Gurganus. "But we can promise them a constant pace. However, it is up to the tester to pass the run. We can't run for them, but we do our best to motivate them and keep them going."

When someone asks for help to pace a run, the Ramstein Rabbits try to get together with the tester ahead of time to discuss their PT history, what they struggle with and what their warm-up routine is.

The day of the test, the Rabbits try to remove all mental limitations they can. The tester's watch is taken away and the time keepers are asked not to call the time out when the tester runs by, Gurganus said.

"A lot of the time the tester will impose mental limits, thinking that they can't do it," said Master Sgt. Tracy Duplantis, the AFN Ramstein first sergeant and member of Ramstein Rabbits. "We are there to support them and give them positive thoughts and we get really good results from that."

If a person needs help, they don't have to be embarrassed to ask. The Ramstein Rabbits are there to help anyone and everyone: Airmen, Soldiers, Sailors and Marines.

"Having the Ramstein Rabbits helps a lot," said Senior Master Sgt. Jennifer Segerson, 8the 6th Communications Squadron operations flight branch chief. "They help turn what could be a bad day into a good one."

My newly issued resilience

By Staff Sgt. Charles R. Hensen
Platoon sergeant, Recruiting and Retention NCO    

Editor’s note: Wisconsin Soldiers and Airmen deploy around the globe every year. When they return, there are many services available, including resiliency training. The following is a story of a Wisconsin Soldier who has deployed and experienced the benefits of going through resiliency training.



 If something happened, I flipped the switch — I went straight into anger.  

As an infantry squad leader and platoon sergeant I operated with the switch on.  After my deployment to Afghanistan, the switch rarely turned off.  

 I tried to fix it, to calm down and rationally look at things. But if something took more than three seconds to fix or deal with, the switch came back on.

 My command signed me up for resilient training, and I was less than thrilled.  I thought “I have this figured out. I may be a bit abrasive, but who cares? I get the job done.”  

 I was close — minded and thought resilience training would be a joke.  

 As you can imagine I showed up for the first day of resilience training very skeptical.  I thought we would be hugging and singing songs together.  

 But as the course continued my opinion drastically changed.

 Resilience is not about anger management. It will not change you, it won’t fix everything, but I guarantee it will open your eyes to a whole new way of thinking.  

 I began to practice resilience skills in my everyday life.  I am an infantry Solider, turned recruiter — I needed this. 

 Before the resilient training, the simple ring of the phone or an e-mail could set me off. The training has helped me to communicate which helps a lot at home. I can now handle simple situations without blowing up. I am calmer and more productive than ever. I recognized what I was doing wasn’t working and I and changed the cycle.  

 Since I took the class, I have not had an unproductive or angry moment. I am less stressed and have mended old grudges. I am the happiest I have ever been. 

 I now know resilience training can be a real life changing experience.  

 To me, resilience training is like wood working. Wood working is a hobby of mine — to build something out of nothing is an amazing.  When you put the finishing touches on a chair you built, you need to sand it.  All my life I have used a power sander — it got the job done fast.  

 Resilience training was my circuit breaker.  It tripped something and forced me to use a hand sander.  Although it takes a bit more time to get to the end, I can tell you the results are much smoother and rewarding.  When the chair is done, there are no flaws, nothing was rushed, and there is a greater sense of accomplishment.

Standards? What standards?

Commentary by Chief Master Sgt. Phillip Robinson
8th Fighter Wing

10/5/2012 - KUNSAN AIR BASE, South Korea (AFNS) -- Recently, I was asked the difference between a good NCO and a great NCO. Well, I answered the question as best I could, but failed to mention "standards."

You see, a good NCO sets his sights on just meeting standards, while a great NCO is continually trying to exceed standards and motivates his Airmen to do the same.

Webster's Dictionary defines the word "standard" as something established by authority, custom or general consent as a model or example. It also defines it as a measure of quantity, weight, extent, value or quality.

Do you prepare for your PT test not knowing what it will take to pass? Do you perform an operational check on a jet without knowing the technical order pass-fail limits? Do you get a tattoo not knowing what is acceptable per Air Force Instruction 36-2903, "Dress and Personal Appearance of Air Force Personnel"?

Recently, the Air Force published Air Force Instruction 1-1, "Air Force Standards." It took guidance from different sources and put it into one instruction that we can all easily refer to. This instruction covers standards that have been around for decades and added new standards that deal with issues that face our Airmen today such as social media, the wingman concept, resiliency, etc. It also serves as a great tool during official feedback sessions.

Now why is this important? As a custom or example, Airmen need to reflect a professional image that encompasses proper dress and behavior. If you need a haircut or your uniform needs attention, take the necessary time to make sure you represent your unit and the Air Force in the right manner.

Demonstrate proper customs and courtesies by standing up when a senior member visits your work center; respond to him or her by saying Sir, Ma'am, Chief or Sergeant. As a measure of quantity or quality, when you perform your daily duties, you need to know the requirements of that task and try to get it done in a timely, cost effective and quality manner to assure we exceed the minimums of what is being asked of us. Bottom line, have pride in oneself and in your workmanship.

How will you know if you are meeting and exceeding standards? Through timely and proper feedback and encouragement from your supervisors so you clearly understand what is expected of you. Also, demanding perfection from yourself so you can assure you will exceed the standard every time.

I've heard from time to time what we allow in our presence becomes the standard. As supervisors we cannot make excuses for our Airmen and allow them to ignore our Air Force core values. We would be doing them a disservice and putting their careers in jeopardy.

So know, abide and exceed the standard for yourselves and your Airmen so the next time someone thanks you for your service, you will walk away sharing the same pride they have for you!

Nellis Reservist receives Air Force level award

926th Group public affairs

10/3/2012 - NELLIS AIR FORCE BASE, Nev. -- A member of the 706th Fighter Squadron was recently named the Air Force's Air Reserve Component Aircrew Flight Equipment Senior Noncommissioned Officer of 2011.

Master Sgt. Kevin Younger is a full-time reservist integrated into the Regular Air Force's 422nd Test and Evaluation Squadron here as the unit's aircrew flight equipment flight chief.

As flight chief, he oversees nine RegAF and Reserve personnel who are responsible for testing all of the Air Force's new aircrew gear before it goes out into the field. He and his team work to identify any issues with equipment and determine if it is operable or not.

Younger was recognized at the Air Force level for his outstanding contributions to the mission, including establishing a quality control database which standardized three squadron systems, designing a quick disconnect system for the new F-15 helmet, and building academics for six different weapons systems, among many other duties.

Additionally, he led his shop to securing a "Superior Team" award during its 2011 Air Combat Command Unit Compliance Inspection.

Younger joined the 706th FS in March of 2008, and has been integrated with the RegAF since that time. The 706th FS falls under the 926th Group, a tenant unit to the United States Air Force Warfare Center here. The group serves to provide the RegAF with manpower and continuity of expertise through Total Force Integration.

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Norfolk FBI Announces 2012 Director’s Community Leadership Award Recipient

Special Agent in Charge John Boles of the Norfolk Field Office of the FBI announced his selection of Ms. Tressa Denise Johnson, Management Analyst, Human Services Department for the City of Norfolk, as the local recipient of the FBI’s 2012 Director’s Community Leadership Award for her commitment to the youth and communities in Hampton Roads.

Ms. Johnson’s work in the community began over seven years ago when she became an active member of the Virginia Gang Investigators Association. Since 2010, Ms. Johnson has volunteered to work with after-school programs where she provides assistance with homework, facilitates group discussions, and encourages at-risk students to remain drug and crime free.

In May 2011, Ms. Johnson graduated from the FBI’s Citizens’ Academy and became an active member of the Norfolk FBI’s Citizens’ Academy Alumni Association. As such, she successfully wrote a grant proposal on behalf of the Alumni Association to spearhead a workshop sponsored by the W.K. Kellogg Foundation for a project known as “America Healing: A Racial Equity Initiative.”

The workshop was subsequently sponsored by the Alumni Association in April 2012, with support of the Norfolk FBI, as a way to highlight Norfolk’s Civil Rights Program and:

■Be a catalyst for improving the quality of life within the individual communities through law enforcement related and awareness programs

■Establish the exchange of information between the FBI and the community

■Foster racial relations among communities and individuals

Ms. Johnson continues to develop outreach ideas, seek out grant funding for the Alumni Association, and give presentations with Norfolk FBI staff and local law enforcement on Bullying and Gangs.

Ms. Johnson will be formally presented with an award on Tuesday, September 18, 2012, at 2:00 p.m. at the office of the Norfolk FBI located at 150 Corporate Boulevard, Norfolk, Virginia 23502.

Members of the press and media are invited to attend.

Face of Defense: Marine Recruit Strives for Leadership Role

By Marine Corps Cpl. Walter Marino III

Marine Corps Recruit Depot San Diego

SAN DIEGO  – Most everyone sets goals for their lives. Marine recruits are no different, and many enter training hoping to earn a leadership position. However, goals sometimes take more time to achieve than expected and for one recruit, it took most of boot camp to get within reach of a leadership billet.

Throughout recruit training, Marine Corps Pvt. Zachery T. Douthitt, Platoon 3242, Lima Company, 3rd Recruit Training Battalion, strived to be a squad leader or guide. Unfortunately, it wasn’t until the later stages of training that his drill instructors noticed his upstanding character.

“He’s been a good recruit this whole cycle,” said Sgt. Alanser Uruo, the platoon’s senior drill instructor. “He always puts out in all the events, whether it’s physically training, drill or guided discussions.”

Out of a platoon of 60 recruits, only four are selected as squad leaders and one as platoon guide.

At 5 feet 4 inches, Douthitt, a 20-year-old native of Muncie, Ind., is one of the smaller recruits in his platoon. He also has a calm demeanor and is soft spoken. While that didn’t make him a bad recruit, it did make it harder for him to get noticed.

“I always tried to show leadership characteristics,” said Douthitt. “I don’t know why I wasn’t picked. I hope to get recognized after boot camp to show I did give everything I have.”

Uruo said that it’s possible for Douthitt to pick up a leadership role in the Corps if he does three things: “All he has to do is stand out, be more vocal [and] take more initiative.”

Although Douthitt was a good recruit, Uruo said, it took until the second and third phase of recruit training to notice his outstanding positive and humble character.

“If I wanted to know how the platoon was doing, I would ask him. That’s how much confidence I have in him,” said Uruo. “The way he presents himself, his mannerisms, motivates other recruits. He has really good character and is a humble recruit.”

As the weeks passed in training, Uruo said Douthitt’s positivity and motivation became obvious, particularly when he would consistently provide input during recruit classes and direct fellow recruits to improve.

However, Uruo said, by that time it was too late in the game to switch up the leadership roster.

Fellow recruits called Douthitt a positive light and someone who always helped others during stressful times.

“He would help me when I was struggling,” said Pvt. Justin E. Duncan, one of Douthitt’s platoon mates. “I remember telling him that I didn’t know what I was doing here and he told me basically to keep my eyes on the prize of becoming a Marine.”

Although Douthitt did not reach his goal of holding a leadership billet in recruit training, he said it hasn’t discouraged him from continuing to excel. Douthitt believes he can earn it during his time in the Marine Corps.

“He’s been that positive person that people have looked up to,” said Duncan. “Yeah he’s not a squad leader now but if he continues the way he is there is no doubt in my mind he’s going to accomplish big things.”

Douthitt said that not being picked as squad leader didn’t affect him; it instead drove him to try harder to help others and to be someone to look up to.

“I’m not going to let my efforts stop here in boot camp,” said Douthitt. “I’m going to keep trying to do my best.”

Douthitt is the son and brother of former Marines, and, he said, he plans on passing on to his kids the values of honor and courage he learned in recruit training.

Nimitz Presents First Lt. Cmdr. Regina P. Mills Leadership Award

By Mass Communication Specialist 3rd Class Renee Candelario, USS Nimitz Public Affairs

CORONADO, Calif. (NNS) -- The Navy distributed the first Lt. Cmdr. Regina Pearl Mills Leadership Award during an award ceremony at Naval Air Station North Island (NASNI) Aug. 9.

 More than 500 Sailors from the Aviation Boatswain's Mate (AB) community assembled on the flight deck of the aircraft carrier USS Nimitz (CVN 68) for the ceremony.

The award was presented to Aviation Boatswain's Mate (Handling) 2nd Class Saleema N. Massey.

"I'm excited," said Massey. "I didn't expect it. It's a very big thing for me. My heart is still racing. I was really close to Regina. I was here for both her tours on Nimitz and she did my last reenlistment. Having this award means a lot."

During the ceremony, Lt. Cmdr. Jeff Mill's, Regina's husband, addressed the crowd of AB's.

"A few weeks after my wife's death I was contacted by members of the Aviation Boatswain's Mate Association (ABMA) to discuss a way in which we can honor Regina's memory," said Mills. "The decision was made by the ABMA Board of Directors to create this award. I cannot thank the ABMA enough."

Mills added that the purpose of the award is to recognize the outstanding leadership in the AB community.

 Regina's daughter, Cherie Ayer, also attended the ceremony to assist in presenting the award.

"[The ceremony] was really touching for me," said Ayer. "I'm really glad the award went to Massey. She's a great person and she deserves it. I'm glad everyone was able to get together on Nimitz. There's a lot of history on this ship. I'm glad to be here."

Regina reported for her second tour aboard Nimitz in December 2009 to serve as the Navy's first female aircraft handling officer. She is known for her strength, determination and tremendous leadership during her tours, said Mills.

Regina was struck and killed by a vehicle when she stopped to assist others involved in a traffic collision in Gig Harbor, Wash., Jan. 23, 2012.

Nimitz recently arrived at NASNI after successful completion of Rim of the Pacific (RIMPAC) 2012.

Leadership Speakers Tout Community Partnerships

By Amaani Lyle

American Forces Press Service

MONTEREY, Calif.  – Leaders from each of the services shared their perspectives on how to maintain community ties in an era of efficiencies, stewardship and renewable energy pursuits at a conference here today.

Craig College, deputy assistant chief of staff, installation management; Rear Adm. Dixon Smith, Navy southwest region commander; Jim Holland, deputy for Air Force installation policy; and Dave Clifton, Marine Corps Installation Command deputy spoke at the installation leadership forum during the 2012 Association of Defense Communities Annual Conference.

College lauded initiatives such as The Community Covenant, an Army program designed to foster and sustain effective state and community partnerships with all services to improve the quality of life for soldiers and their families at both current and future duty stations.

“It’s this partnering relationship without the exchange of cash, without the exchange of contracts, that gives me some optimism as we look to things like municipal services … that we have already (a) framework of cooperation that will permit us to figure out how to bring (more) of those kinds of support groups,” College said.

Holland spoke about the community support the Air Force received through a partnership regarding the service’s recent decision to base the F-35 at Luke Air Force Base, Ariz. The partnership is important not only to the aircraft arrival in fiscal 2015, but also in December 2014 when the Air Force will make its next F-35 basing decision.

Air Force bases throughout the nation have seen local community partnership surges in ventures ranging from resorts to hotels and even to hyperbaric chambers, Holland said, but the aviation aspect is one of the larger pieces of the budget puzzle.

“For every dollar that a barrel of crude goes up, the aviation fuel bill goes up $600 million … so you can see why we watch this,” he said.

The volatility of the market is huge, Holland explained, stressing the urgency of the service looking to the commercial sector to help carry the load for alternative fuels.

Clifton shared Holland’s sentiment regarding budgetary tides. “The pace and volume of change is enormous right now,” he said. “For leadership to have clear priorities, we need to have a good idea about what we can do differently.”

Clifton said the Marine Corps has pushed efficiencies, paring where feasible and adding where needed, specifically with the addition of 22,000 Marines for war, land acquisitions at 29 Palms, Calif., and the in-sourcing of information technology and security forces assets.

Smith, whose command is headquartered in San Diego, acknowledged the vitality of the job market for military, contractors and retirees in his domain.

“One in four jobs in San Diego exists either because the individual is in the military, or a civilian employee of the Department of Defense or a contractor.”

“We cannot do anything within a stovepipe; we have to work with the community,” he said.

With just six months in the region, Dixon said, he already has been asked to join the board for Cleantech Group, a San Diego-based organization in collaboration with about 200 eco-centric companies to develop green solutions for business leaders in the military and private sectors.

“Our military forces and installations are phenomenal stewards of the environment,” Dixon said.