Strong words from former CMSAF

by Airman 1st Class Nathan Maysonet and Senior Airman Scott Saldukas
47th Flying Training Wing Public Affairs

11/7/2012 - LAUGHLIN AIR FORCE BASE, Texas  -- Thinking is a lost art.

These are the words of the fifth Chief Master Sgt. of the Air Force Robert D. Gaylor during his most recent visit to Laughlin. A self-ascribed provocateur who enjoys forcing people to think, Gaylor does not shy away from hard lessons.

Gaylor, who served in the Air Force for 31 years, two as CMSAF, returned to Laughlin after two years and continued to ask simple but difficult questions.

"I don't have all the answers, I just want people to think," Gaylor said.

An example of one such question he saw asked since his enlistment in 1948 is whether service members can switch off their home life when they put the uniform on.

"In our innocence we used to believe you could separate family life from military life," Gaylor said. "We thought you could flip a switch, and if an Airman had a problem we would say they are screwed up. We then realized you couldn't do that."

He and his fellow Airmen were once told that their families were not needed and should be kept distant, he said. Drill instructors would inform all new recruits that they were their family and were all the recruit needed.

Now Airmen are encouraged to reach out to their families when worried or scared, to find some bedrock to hold onto.

"Someone somewhere took the time to think long and hard and involve the family in their loved one's service," the Bellevue, Iowa, native said. "Things got better after that and we call that a lesson learned."

But hard questions remain that Gaylor fears our modern push button society and in turn Air Force, have yet to think long and hard on, such as resiliency.

"Resiliency is a sensitive issue, you either have it or you don't," Gaylor said. "Suicide is not new to the Air Force and one is one too many, but the problem must be addressed from the start of an enlistment and followed throughout a career."

Resiliency however, has become a catch phrase to the Air Force.

"You can't just look someone in the eye and say you need resiliency, that doesn't work. Now we just send emails or talk about being resilient but you have to invest time and involve yourself with your Airmen to build a foundation of trust," he said.

We wear resiliency out by talking about it, he said, and we need to quit talking about it and just do it.

It all comes back to the art of thinking, and the need to evaluate and reflect, Gaylor said. Airmen must ask themselves what kind of leader they are and do they mean what they say.

"Why do we need to remind ourselves who we are as Airmen with creeds," Gaylor said.

These are all tough questions Gaylor believes must be answered by all Airmen and cannot just be regurgitated from the mouths of others, he said.

"I knew I was an Airman, our creed is great but it used to be a given that we knew these things spoken of in it," Gaylor said. "Did we leave our fellow Airmen behind? Do we need to remind ourselves?"

Necessity, Gaylor said, is the mother of all invention.

"I have and always will evaluate and reflect on everything people have said to me and what I say to others," he said. "And I always ask, do we mean it."

Be persistant and thorough to join military academies

By Air Force Maj. Gary Arasin
National Guard Bureau

ARLINGTON, Va. (11/2/12) -- A bit of knowledge and some persistence from Guard members can go a long way toward securing what many might consider an incredible career opportunity.

The knowledge is that the Military Academy, more commonly known as West Point, and the Air Force Academy set aside 85 slots each year specifically for reserve component members. More importantly, the academies’ National Guard liaison officers said, is the need for persistence toward the application process.

“The application process is long and very detailed,” said Air Force Capt. Chris Goshorn, the Air Force Academy’s Region 4 liaison and outreach director. “Many Airmen give up in the process, but those who finish are the only ones who have a chance of gaining an appointment to the Academy.”
Army Maj. Brian Wire agreed.

“We only see about 25 percent of all of the applicants finish their applications,” said the West Point National Guard liaison. “Soldiers will be surprised on what they can accomplish if they just finish their application.”
West Point had about 400 Guardsmen apply – about 30 were selected for the academy while another 25 were chosen for the Academy Preparatory School which is an intensive 10-month program designed to aid those applicants who may not be quite ready academically to enter the academy. 

The Air Force Academy had about 450 total prior service applicants – active, reserve and guard – via the Leaders Encouraging Airmen Development Program –and the board selected 61.

Like many colleges, the academies have taken to the cyber community to streamline the application process. Guard members interested in West Point can go to www.usma.edu/applynow   to start their application, while those interested in the Air Force Academy can start with a visit to http://www.academyadmissions.com

Both officers agree, however, before hitting the web, any potential cadet should start with their commander. Wire explained that when applicants get their commanders involved in the process early, the commanders can provide assistance. Command involvement is also crucial to the endorsement process.

There are common basic qualifications applicants must meet regardless of their academy choice – they must be a U.S. citizen, be at least 17 but not yet 23 years old on July 1 of the year they enter the academy, unmarried and have no legal obligation to support children.

The application for both schools is actually two-part – the first being a pre-screening to determine if the potential cadet meets the basic qualifications and could be competitive for an appointment. During this phase, applicants will need to ensure they have their high school and any college transcripts in order, as well as scores for the SAT or ACT with a writing score.

If they are determined to be eligible, applicants move to the second-phase where they will be asked to provide personal information related to school and extracurricular activities, a medical physical and physical fitness test scores.

“About 90 percent of all Soldiers who completed their second step kit were offered an appointment to West Point or West Point Prep School,” Wire said.

But before potential cadets get the idea getting into the academies is easy, they should consider the following facts about the class of 2016:

• The average SAT verbal and math scores for the Air Force Academy were 643 and 674, respectively
• More than 90 percent of the West Point class were varsity athletics letter winners
• 12 percent of the Air Force Academy and 8.5 percent of West Point class were valedictorians of their high school
• Nearly half of the West Point class had earned the Boy Scout’s highest award, the Eagle Scout, or the Girl Scout’s highest award, the Gold Award.

The presence of former Guard members in the academy classes only can enhance the cadet corps, said both liaisons. Wire explained that their operational experience and understanding of the military environment has a positive effect on cadets who attend the military academies right out of high school.

While the Guard loses the Soldier or Airmen to active-duty service, a significant number of officers choose to leave the service following their five-year service obligation, Wire said.

“Many of these officers leave the active Army to pursue civilian sector work and/ or pursue their Masters degree and many of them want to keep serving,” he explained. “They eventually migrate back to the Guard as it is a familiar place for them and once a big part of their lives.”

‘Grand Old Man’ Mentors Young Marine

By Marine Corps Cpl. Timothy Lenzo
Regional Command Southwest

CAMP LEATHERNECK, Afghanistan, Nov. 7, 2012 – Twenty years is the retirement goal for many young Marines, but one Marine’s time in service nearly doubles that mark.

Afghanistan-posted Marine Corps Lt Col. Jeffrey J. Kenney, a 55-year-old member of Regimental Combat Team 7, is serving his 12th deployment. Kenney has 37 years of Marine Corps service, and he’ll be honored during a Marine Corps’ birthday cake-cutting ceremony on Nov. 10, 2012, as his unit’s oldest Marine. U.S. Marine Corps photo by Cpl. Timothy Lenzo   (Click photo for screen-resolution image);high-resolution image available.

With 37 years in the Marine Corps, the “Grand Old Man” of Regimental Combat Team 7, Lt. Col. Jeffrey J. Kenney, intended to retire during 2003. But as the war against terrorism continued, he said, he couldn’t say goodbye while other Marines were serving in combat.

“I just couldn’t retire during a war,” said Kenney, who serves as officer in charge of the team’s Afghan security force. “I thought I could help with my experience.”

Kenney joined the Marine Corps in 1975 with, he says now, no intention of re-enlisting. After serving with 3rd Battalion, 5th Marine Regiment, he decided to stay in because he enjoyed being a platoon sergeant with his Marines and hoped to earn a spot in Marine Reconnaissance.

“When I joined, I wanted to do four years and get out,” said Kenney, who hails from Hartford, Conn.
Four years turned into 37 for Kenney. From his days with 3rd Battalion, 5th Marines, to his current assignmnet with RCT-7, he has served with 2nd Marines, 7th Marines, 8th Marines, Marine Corps Recruiting Command twice, Marine Corps security guard duty, 1st Reconnaissance Battalion, infantry officer course twice, and the 15th Marine Expeditionary Unit.

Kenney, 55, is what Marines call a mustang. He served his first 12 years as an enlisted Marine and was commissioned as an officer in 1987.

Kenney uses his experience as a prior-enlisted member to mentor and teach the Marines around him.
“He can relate to the younger enlisted Marines,” said Maj. Rudy Salcido, commander of the regiment’s Headquarters Company. “He brings a wealth of knowledge to the table. He’s able to mentor down from the junior Marine all the way up to the senior officers the same way.”

Salcido, from Tucson, Ariz., said when he attended infantry officer course during 2001, Kenney was the director of the course.

“He set the example,” Salcido said of Kenney. “Every time he stepped in, he did it at the right time. As a student, I could tell it was leadership at its finest.”

Salcido noted he considers Kenney one of his role models and still comes to him for advice.

“I’ve seen him mentor some of my other mentors,” Salcido said. “That’s what he is -- he’s a lifelong mentor.”
Being well-respected by his fellow Marines does not make Kenney immune to the good-natured ribbing Marines often share.

“They make jokes about me knowing Chesty Puller or Dan Daly,” Kenney said. “They’ll see the old recruiting pictures from World War II and ask me if that helmet was comfortable.”

The Marine Corps will celebrate its 237th birthday on Nov. 10, 2012. As is tradition, Kenney will receive the first piece of cake as the oldest Marine present. It is a familiar custom.

“This will be my third [Marine Corps] birthday as the oldest Marine,” said Kenney. “I was kind of expecting it this year.”

Many Marines will never be part of the birthday cake-cutting ceremony. The oldest Marine receives the first piece of cake and the youngest receives the second. Kenney can recall both experiences.

“I joined when I was 17,” Kenney said. “My first two years in the Corps, I was the youngest Marine at the ceremony.”

Kenney is more than twice the age of the youngest Marine sharing his current assignment, and has more time in the Marine Corps than the youngest Marine has in life.

“It’s humbling to see him still working the way he does,” Salcido said. “It’s humbling to see the energy he still brings after all these years.”

This is Kenney’s 12th and likely final deployment, he said. He brings his own credibility to the line in the Marines’ Hymn, “We have fought in every clime and place.”

“I will definitely retire before 2015,” Kenney said. “I don’t want to hit that 40-year mark.”

Former astronaut to headline Native American Heritage Month

by Robert Goetz
Joint Base San Antonio-Randolph Public Affairs

11/1/2012 - JOINT BASE SAN ANTONIO-RANDOLPH, Texas -- The first Native American to walk in space will visit Joint Base San Antonio-Randolph in November, a highlight of the annual Native American Heritage Month.

Retired Navy Cmdr. John Herrington, a former NASA astronaut who served aboard the space shuttle Endeavour a decade ago, will speak during the Native American Heritage Month Luncheon Nov. 29 at the Kendrick Club, the culmination of a month-long schedule of events.

Edward Blauvelt, Randolph Native American Heritage Month Committee chairman, said Herrington, an enrolled member of the Chickasaw Nation, exemplifies the observance's theme this year: "Serving Our People, Serving Our Nation: Native Visions for Future Generations."

"We're looking at the different ways Native Americans have served, whether it's in their tribes, in the military and as doctors, teachers, lawyers - in all walks of life," he said. "One of our aims is to educate children about the accomplishments of Native Americans in the United States, so we're including the Randolph schools, the child development center and the youth center in our programs."

NAHM will include a poster contest at Randolph Elementary School that will focus on the ways Native Americans show their service, a middle school art contest and display and an essay contest for high school seniors that will feature a $1,000 scholarship.

Blauvelt, who is part Mohawk and Creek Indian, said middle school students' art efforts will be shown Nov. 17-26 at the Randolph Exchange and entered into a Bexar County 4-H Club competition. The essay contest for high school seniors whose parents or legal guardians work at Randolph will focus on the NAHM theme.

Throughout the month, Native American storytelling sessions and music and dance performances are planned at the Randolph library, CDC and youth center. Native American crafts will be exhibited Nov. 27 and 29 at the youth center.

Blauvelt said Grammy Award-winning musician Virgie Ravenhawk, a retired Army master sergeant, is scheduled to play her Native American flute music Nov. 15 at the youth center, while Bryan Jacobs and his family will perform native dancing Nov. 16 and 17, also at the youth center.

Other events include a powwow Nov. 17 at JBSA-Fort Sam Houston and a turkey shoot that same day at the youth center. Participants at the turkey shoot will receive archery safety and target shooting instruction and compete for food prizes.

Blauvelt said the month's service theme aptly reflects Native American culture.

"Service is a requirement; everybody in a tribe has something to offer to the tribe," he said. "You have to be able to serve your fellow man."

Throughout American history, Native Americans have displayed their willingness to serve in the military, compiling the highest per-capita service record of all ethnic groups in America, Blauvelt said.

"Our goal is to educate people about who we are," he said. "We're part of this country; we're helping to shape the direction we're going."

PEO stresses importance of relationships

by Patty Welsh
66th Air Base Group Public Affairs

11/1/2012 - HANSCOM AIR FORCE BASE, Mass.  -- The program executive officer for C3I&N provided an update on his organization and emphasized working together during a presentation to an industry group at the Minuteman Commons here Oct. 25, 2012.

Speaking to approximately 100 attendees, Maj. Gen. Craig Olson told a personal story about working with personnel in Iraq and how the differing parties came to rely on one another.

"Trust-based relationships are the foundation of the work we do together," he said.

Olson emphasized how this is equally important between government and industry partners, saying that he has been blessed with many such relationships throughout his career.

"You spend a couple of months working together, building a relationship, talking about your family, hobbies, and once you get that trust, the business aspect takes off and everyone benefits."

By using this tactic, with the varying parties working toward a common goal, personnel can be upfront and transparent about confronting issues.

"There should be nothing that we can't work through together -- no technical issue, no relational issue, no program or schedule issue," the general said.

Another topic he spoke about was how well the PEOs within the Air Force Life Cycle Management Center are working together.

"Cross-PEO integration is now more important than ever before," he said, stressing how the mission areas are all connected. "There can be no walls between the PEOs."

For the 10 PEOs under AFLCMC, he said he sees them coming together more than during his previous 20 years in acquisition.

After presenting a chart depicting LCMC's mission and objectives, Olson spoke about how he will be working to refine his own organizational focus.

"We're a relatively new organization," he said. "We'll be looking at what our objectives and metrics should be, while making sure they're in alignment with AFLCMC and AFMC [Air Force Materiel Command]."

The general talked about how the divisions are currently organized, adding that they cross the differing domains of ground, air and space. He said that he will be working with "the great leaders in the organization" to ensure that what is put in place optimizes the best way to get the mission accomplished.

Olson added that he is dealing with a new set of customers, as he did not "grow up" in the command and control, space, communications and IT arenas, but he is learning more all the time.

He also stressed resource constraints, adding that because of them, programs will be limited to the required amount of capability at the time needed.

"This is the way our customers are looking at planning and programming, and we need to do the same in the PEO."

In order to meet the goals of being efficient and effective, Olson said there needs to be a commoditized infrastructure.

"We can't have "each's" -- unique services for each mission and asset," he said. "We need a simplified set of services on a commoditized infrastructure which benefit multiple missions and assets."

Olson is convinced that industry partners can assist the C3I&N organization with establishing and successfully carrying out its mission as they have gone through similar struggles, especially the IT industry.

However, he knows none of it can happen without partnerships.

"As in previous positions, my focus will continue to be on building good, strong, trust-based relationships," he said.

Asking the tough questions

by 8th Fighter Wing Public Affairs
Senior Airman Jessica Hines

11/1/2012 - KUNSAN AIR BASE, Republic of Korea -- At first you don't think much of it; you might actually laugh at the reactions you get. After a while, the stares start to get to you, so you hang your head low and avoid making eye contact or walking through crowds.

This was a glimpse of my day with a black eye. Moulaged that morning as part of the Black Eye Campaign by the Family Advocacy Clinic, it was how Kunsan observed Domestic Violence Awareness Month in October.

"What we're hoping to see is that people take notice and are able to ask the tough questions to see if their Wingmen are ok," said Capt. Sharise Bijou, 8th Medical Operations Squadron Family Advocacy officer.

The clinic discretely asked for volunteers as to not give away the objective for the campaign: to measure real-world responses of Wolf Pack members and see if they could "ask the tough questions."

"This is not just a spousal problem, it's not just a women's problem," said Staff Sgt. Jennifer Lively, NCO in charge of Family Advocacy. "Domestic violence can affect anyone and we want to make sure people know where to get help if they ever find themselves or a friend a victim of domestic violence."

For five days, the clinic moulaged black eyes and bruises on volunteers and then sent them into their work centers, asking that the volunteers provided feedback on their experiences.

At the beginning of the week, most participants experienced joking, avoiding eye contact or just staring.

At first, admittedly, I couldn't help but smile when I walked through crowded areas such as the food court or Starbucks, knowing I had a black eye painted on me.

Then, I started to run into my friends, some of whom almost had heart attacks upon seeing me. To them, I give a heartfelt apology for putting them through that.

The morning dragged on and I almost forgot it was there, keeping busy and taking care of everyday tasks. A couple people would stare and wonder, and a few others stepped up to ask what happened and if I was ok.

With that, I'm confident I would easily be able to find support if I was a victim of domestic violence.

However, I learned a much bigger lesson about domestic violence looking at the world from behind the bruise.

It was easy to anticipate the reaction of my friends and co-workers. It wasn't easy to guess who would approach you outside of that. Who had the courage to approach me? Who would just stare? What would you do?

I found myself turning my head away from people so they couldn't see it, or waiting till the hallway was less crowded to make my way to the restroom.

There was a point in the day when I just didn't want to deal with it anymore, and was tempted to wash it off. I thought about what a victim of domestic violence must feel like, having to live day to day with the inward and outward bruises of abuse.

According to the American Academy of Experts in Traumatic Stress, domestic violence includes:
· physical abuse (domestic violence)
· verbal or nonverbal abuse (psychological abuse, mental abuse, emotional abuse)
· sexual abuse
· stalking or cyberstalking
· economic abuse or financial abuse
· spiritual abuse

AAETS also identifies a series of warning signs, which can reasonably point to domestic abuse:
· Bruises and other signs of impact on the skin, with the excuse of "accidents"
· Depression, crying
· Frequent and sudden absences
· Frequent lateness
· Frequent, harassing phone calls to the person while they are at work
· Fear of the partner, references to the partner's anger
· Decreased productivity and attentiveness
· Isolation from friends and family
· Insufficient resources to live (money, credit cards, car)

If you or someone you know has been a victim of domestic violence, contact your local Family Advocacy Clinic, first sergeant or supervisor.

While it may not always be a domestic violence case, asking the "tough questions" could make all the difference to someone.

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.