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HH-60W Reaches Initial Operational Capability

Sunday, October 16th, 2022

JOINT BASE LANGLEY-EUSTIS, Va. (AFNS) —

Gen. Mark Kelly, commander of  Air Combat Command, declared the HH-60W Jolly Green II has reached initial operational capability on Oct. 4.

The declaration means that the U.S. Air Force now possesses sufficient HH-60Ws, logistics requirements and trained Airmen to support a 30-day deployment to any independent location with a package of four aircraft.

“It’s an exciting day for Combat Rescue as we bring a new platform and its upgraded capabilities into operation,” said Maj. Gen. David Lyons, ACC director of operations. “This declaration is the culmination of years of hard work and vision. Current and future combat environments require us to maneuver further and faster than ever before, and the capabilities provided by the Jolly Green II supports the platform’s viability for our Air Force Personnel Recovery core function for as long as possible.”

The 23rd Wing at Moody Air Force Base, Georgia, one of the first locations to receive the HH-60W, held a ceremony to mark the declaration Sept. 9.

“The Airmen of the 23rd Wing have done a tremendous job working with partners to get this aircraft combat-ready on time,” said Col. Russ Cook, 23rd Wing commander. “Bottom line, the future of Air Force Rescue is secure, and our team is ready to recover anybody, anytime, anywhere, against any adversary.”

The HH-60W offers a range of improved capabilities over its predecessor, the HH-60G Pave Hawk, to include improved range and survivability, a new fuel system, advanced avionics and more. As a digitally focused platform, it also allows faster movement of data and better integration with other platforms and combatant command capabilities.

These upgrades will continue to enable safer search and rescue operations and provide the joint force with the capabilities needed to accomplish the complex and critical mission of personnel recovery.

Story by Capt. Lauren Gao

Air Combat Command Public Affairs

Photos by photo by Senior Airman Jasmine M. Barnes

Leader of a Conspiracy to Manufacture, Import, and Sell Counterfeit Military Clothing and Gear Sentenced

Friday, October 14th, 2022

Tens of thousands of unsafe counterfeit pieces of apparel and gear were sold to the U.S. military to be issued to active duty airmen

PROVIDENCE – A Brooklyn, NY, clothing and goods wholesaler who directed the development, manufacture, and importation of $20 million worth of Chinese-made counterfeit U.S. military uniforms and gear that were passed off as genuine American-made products has been sentenced to forty months in federal prison and ordered to forfeit the $20 million in proceeds that he obtained from the sale of the counterfeit goods, announced United States Attorney Zachary A. Cunha.

Ultimately, substandard, counterfeit goods manufactured in China were sold to the U.S. government to be worn or carried by Airmen in the U.S. Airforce. Some of these products lacked crucial safety features or failed to meet safety specifications, endangering the health and safety of the military personnel who wore them.  At least 13,332 counterfeit jackets not resistant to enemies’ night vision goggles and 18,597 non-flame resistant hoods were among the counterfeit products that entered the military supply chain destined for U.S. Air Force bases around the world.

Ramin Kohanbash, 52, sentenced on Wednesday to forty months in federal prison, pleaded guilty in June 2019 to conspiracy to commit wire fraud and trafficking in counterfeit goods. Kohanbash will also be required to make restitution to the individual companies victimized by his conduct, including a Rhode Island company that reported a loss of more than $639,000 in profits and significant damage to its relationships with long-standing military clients due to the distribution of counterfeit products distributed by Kohanbash.  The specifics of his restitution obligations will be determined at a later date.

“American servicemen and women risk their lives every day in defense of the nation,” said U.S. Attorney Cunha. “But the risks they face should never come from the uniforms they wear, and the equipment they carry.  In this case, Defendants’ actions did exactly that, substituting substandard, foreign-made knockoffs for American products.  I am tremendously pleased that the defendants charged in this matter are being held accountable for their actions.”

“The Defense Criminal Investigative Service (DCIS), the law enforcement arm of the Department of Defense (DoD) Office of Inspector General, is fully committed to protecting the integrity of the DoD supply chain,” said Patrick J. Hegarty, Special Agent in Charge of the DCIS Northeast Field Office.  “Supplying counterfeit products to the DoD endangers the lives of American service members and betrays the public’s trust. This investigation and subsequent prosecution demonstrate DCIS’ ongoing commitment to working with its law enforcement partners to hold individuals who defraud the DoD accountable.”

A co-defendant in this matter, Bernard Klein, 41, of Brooklyn, was sentenced in April 2021 to eighteen months of incarceration to be followed by three years of federal supervised release; ordered to pay a fine of $15,000; and to pay restitution in the amount of $400,000. In tandem with the criminal case, Klein also entered into a civil settlement agreement under which he has paid $348,000 to resolve liability to the United States under the federal False Claims Act for goods sold to certain government purchasers. 

A third defendant, Terry Roe, 49, of Burlington, North Dakota, is scheduled to be sentenced on October 20, 2022. He pleaded guilty in February 2022 to conspiracy to commit wire fraud and traffic in counterfeit goods. 

According to information provided to the court, Kohanbash worked collaboratively with Roe and Klein to provide samples of actual military uniforms and gear to manufacturers in China, including sample tags and labels that depicted trademarks of fifteen companies who make products for the military in the United States. The Chinese manufacturers then counterfeited the products, tags, and trademarks.  The counterfeit products were shipped to Kohanbash’s New Jersey warehouse and sold to the United States military and its suppliers, including a North Dakota supplier where Roe was employed.

According to court filings, Kohanbash and Klein strategized on how to subvert Chinese and American customs to ensure that the counterfeit military uniforms and gear were successfully imported from China into the United States and received at Kohanbash’s New Jersey warehouse. The bogus goods were then sold to the United States military and its suppliers. Additionally, Kohanbash and Roe deceived personnel at military Base Supply Centers by including false certification letters claiming that the goods were manufactured in the United States. U.S. laws  require that products sold to the U.S. military and certain other government buyers be manufactured in the United States or certain other designated countries; China is not one of those countries. 

The Kohanbash, Klein, and Roe prosecutions are part of a group of parallel criminal and civil enforcement actions undertaken by the United States Attorney’s Office to bring to justice individuals and companies involved in the production, marketing, and sale of counterfeit goods to military and government purchasers.  

As part of this effort, the United States has also reached three separate settlements under the federal False Claims Act in connection with this conduct.  These civil settlements, with Klein, Kohanbash, and the Dakota Outerwear Company of Minot, ND, have recovered a total of $2,042,398 for these defendants’ roles in a scheme to procure and sell counterfeit, and in some cases, defective and nonconforming goods, to federal purchasers.              

The cases were prosecuted by Assistant U.S. Attorneys Sandra R. Hebert, Richard B. Myrus, and Lee H. Vilker.

The matter was investigated by the U.S. Defense Criminal Investigative Service, Northeast Field Office; General Services Administration Office of Inspector General, New England Regional Investigations Office; Army Criminal Investigation Division, Major Procurement Fraud Field Office; the U.S. Air Force Office of Special Investigations, Office of Procurement Fraud Detachment 6, Joint Base Andrews, MD; Homeland Security Investigations, Newark, NJ; and Customs and Border Protection, New York Field Office.

From the “AFSOC We Have” to the “AFSOC We Need”

Wednesday, October 12th, 2022

HURLBURT FIELD, Fla. —  

HURLBURT FIELD, Fla. – This month, Air Force Special Operations Command, AFSOC, is transitioning the way Air Force Special Operations Forces, AFSOF, present to the joint force. 

Following September 11, 2001, AFSOC’s force presentation focused heavily on providing crisis response capabilities and countering violent extremist organizations, or CVEO, through the Joint Special Operations Air Component, or JSOAC, deployment model.

This model, while historically successful in conducting crisis response and countering violent extremist organizations during more enduring operations, does not provide the necessary attributes required to succeed in the new operational environment.
 
AFSOC’s focus on C-VEO and crisis response has evolved to also include campaigning in the gray zone, employing SOF-peculiar capabilities, and developing and advancing relations with our international partners and allies.


 
“While the JSOAC model was effective for conducting command and control, or C2, of SOF air assets in recurring fixed deployment locations, the JSOAC was manned through an individual augmentee approach that didn’t properly allow commanders and staff to train, certify and deploy specifically for their deployed mission,” said Maj. Gen. Wolfe Davidson, AFSOC deputy commander. “The JSOAC was not trained or equipped to conduct the joint warfighting functions necessary for effective and adequate mission command. We had to take a look at how we were presenting forces and ask ourselves, ‘Does this look right?’ And if it doesn’t, what does?”
 
Enter the Special Operations Task Group, or SOTG.

“This change in how we present forces is transformative and drastically enhances AFSOC’s ability to present options to compete with and deter our adversaries below the threshold of armed conflict and add more strategic options for our nation’s leaders,” said Davidson.

Adhering to the U.S. Special Operations Command Comprehensive review, as well as Air Force Chief of Staff Gen. CQ Brown Jr.’s, “Accelerate Change or Lose” priorities, these squadron-based, task-focused groups take a significantly different approach than their JSOAC predecessors in a variety of ways.
 

While deployed, the JSOAC previously provided impromptu support on an “as needed basis.” The SOTG, unlike the JSOAC, will instead offer forces designed uniquely for each mission.
 
Additionally, the JSOACs provided operational staffs who relied on spontaneous manning that didn’t train or prepare teams for deployments whereas the SOTGs are tactical units that are manned through the force generation cycle, meaning Air Commandos are training together as they prepare for deployments.

“This new construct will allow us to not only accurately articulate our forces but will also enable us to deliberately develop a more credible, capable, and precise force with these purpose-built teams.” said Lt. Col. James Caldwell, AFSOC C2 Implementation Planning Team lead. “Airmen and their families will have much more predictability regarding deployments and the training that’s required before deploying.”

This predictability is due to the design of force generation model, which consists of four, 150-day phases – individual training, unit training, collective training and validation, and the deployment phase. Commanders will also have more deliberate oversight on deployment preparations which ultimately will increase mission success and drive down the risk to mission.

In addition to this predictability, this new structure of force presentation will enable commanders to more effectively accomplish mission command, which is key as the operational environment continues to shift.

The SOTG at its core, will be a squadron-based, O-5-led unit that will focus primarily on integrating multi-domain SOF air power into joint operations. Once forward, the SOTG will command flight-based echelons called Special Operations Task Units, or SOTUs. Each SOTU will have a unique capability tailored to that AORs requirement. These units may offer but are not limited to AC-130J, MC-130H, Special Tactics, U-28 or even agile combat support.

“This restructure will bring us in alignment with how all other SOF tactical units present forces,” said Lt. Col. Shawnee Williams, AFSOC C2 Implementation Planning Team lead. “It also ensures that AFSOFs unique multi-domain contributions give the Joint SOF community a competitive advantage.

With the first SOTG set to replace a JSOAC this month, the offerings of SOTG capabilities will likely evolve, as they’re structured to support Theater Special Operations Command’s tailored needs in their respective area of responsibilities.

Air Force Special Operations Command Public Affairs

Air Force Introduces New, Foundational Ready Airman Training Program

Sunday, October 9th, 2022

ARLINGTON, Va. (AFNS) —  

The Air Force announced plans to transition foundational training for all Airmen beginning Oct. 1 ensuring they have the necessary skillsets to survive and operate during contingencies both at home station and deployed, including remote and contested environments. 
 
Ready Airman Training will prepare Airmen to develop and demonstrate the mindset required to support the Air Force Force Generation, or AFFORGEN, deployment model. 
 
“The vision for how Airmen train and deploy embraces an emerging culture of support maintaining and building readiness across the AFFORGEN phases,” said Air Force Chief of Staff Gen. CQ Brown, Jr. “We must challenge the status quo to prepare our Airmen for operating in environments far more complex than we have in the past.” 
 
Aligned with the Oct. 1 implementation of AFFORGEN, Airmen will begin receiving tailored training spread throughout the 18-month Reset, Prepare and Ready phases of the AFFORGEN cycle. Unit commanders may adjust the number of training events required based on an Airman’s level of preparedness and the deployment phase they are entering. 
 
Previous deployment training, which at a minimum consisted of Basic Airman Readiness and Basic Deployment Readiness, was accomplished as just-in-time training, once notified of a deployment, and consisted of approximately 30 hours of training. 
 
In March, a team of 70 experts gathered in San Antonio for a Ready Airman Training Design Sprint where they identified 12 focus areas, designated as Ready Training Areas, with specific desired learning objectives necessary for Airmen to deploy faster while simultaneously increasing overall expertise. 
 
Ready Training Areas include: Law of War; Survival, Evasion, Resistance and Escape; Small Arms; Integrated Defense; Active Threat Response; Chemical, Biological, Radiological and Nuclear Training; Explosive Ordnance Hazard; Tactical Combat Casualty Care All Service Members Course; Comprehensive Airman Fitness; Cross Cultural Communications; Information Environment Awareness; and Basic Communications. 
 
The Ready Training Area associated training events will be spread over the entire AFFORGEN cycle incrementally over the next two years. The total estimated training hours required over the course of the two-year cycle – four years for Guard and Reserve – depend on whether the Airman is considered inexperienced (40 hours), experienced (24 hours) or staff (15 hours). 
 
“Ready Airman Training serves as the continuum of combat learning for all Airmen while being adaptable to each individual Airman’s experience level and allowing commanders the flexibility to tailor training for specific operating environments,” said Maj. Gen. Albert Miller, Air Force Training and Readiness director. 
 
Cross-functional training requirements and training packages for commanders were developed using validation methods that will present an Airman prepared to execute missions based on emerging operational timelines. Additionally, Ready Airman Training increases flexibility for commanders at all levels to tailor training requirements to their Airmen. 
 
“This is the model and method needed to compete and deter where the adversary’s tactics and techniques have evolved in an effort to match ours,” said Chief Master Sgt. of the Air Force JoAnne S. Bass. “Ready Airman Training is how we, as an Air Force, continue to outpace our strategic competitors and win the high-end fight.” 
 
Specific training objectives for Ready Training Areas are available on the AEF Online and AFFORGEN Connect websites. Major commands are responsible for tracking and reporting readiness annually through myLearning.

Secretary of the Air Force Public Affairs

Win or Die: Air Mobility Command Commander Presents Mobility Manifesto

Saturday, October 8th, 2022

NATIONAL HARBOR, Md. (AFNS) —  

Gen. Mike Minihan, commander of Air Mobility Command, presented his case for the state of air mobility to a packed audience of Airmen at the 2022 Air, Space and Cyber Conference, Sept. 21.

His problem statement was direct, if provocative: the joint force is not as ready as it thinks it is, and the time to act is now.

“Nobody is going to care what our plans are for five to 10 years if we lose tomorrow,” Minihan said. “Our toys, our training, our desires are meaningless unless we maneuver them to unfair advantage and unrepentant lethality.”

During the 40-minute talk, Minihan laid out the role of the mobility air forces in projecting, connecting, maneuvering and sustaining the joint force. He cited both historical and recent examples, including AMC’s role in Operation Allies Refuge, that showed the need to rapidly employ lessons learned and strategically invest in mobility.

In doing so, he highlighted four critical gaps AMC has focused on closing to be ready for a pacing challenge: command and control, navigation, maneuvering under fire, and tempo.

He left no ambiguity about the urgency of the challenge faced.

“If we don’t have our act together, nobody wins,” he said. “They are tailor-making an air force to kill you. Not ‘you’ hypothetically … you. Look in the mirror.”

Similarly, he left no doubt about America’s resolve to face challenges now, even with work still to do.

“We have to make the best of what we have,” Minihan said. “If [my intelligence team] were to walk in my office tomorrow and say ‘[an adversary is] getting ready to go,’ what am I going to do now? I’m going to take roll of who we’ve got, we’re going to take roll of the toys we have, and we’re going.”

He also presented the challenges of geography through the lens of his joint experience in the Pacific, which AMC is preparing for on the road to Exercise Mobility Guardian 2023, set to take place next year within the Indo-Pacific region.

“There’s just too much water and too much distance for anyone else to deliver mobility at pace, at speed, and at scale like we do,” Minihan said. “I’m not interested in being the best Air Force on the planet. I’m interested in being the most lethal force the world has ever known. Mobility Guardian will be the crown jewel where we rehearse the winning scheme of maneuver.”

To get after the problem he presented, Minihan cited the need for a Mobility Manifesto, which he described as a public declaration of intentions, opinions and objectives of mobility as an organization. He argued the document is needed to best position mobility Airmen and their tools to present a scheme of maneuver for the joint force to win.

“Lethality matters most, and I’m coming at you like an Airman,” Minihan said. “This is about us and about our culture – it’s about Airmen. We’ve been here before. You will get zero sympathy from me about having to do big things quickly and about the significant challenges that exist.”

The presentation was a preview of the manifesto document that will be made available to mobility Airmen publicly at the end of October.

Over the last year, AMC has taken a deliberate approach to rapidly prepare for a high-end fight with a pacing challenger. Operations, activities and investments have all been focused on extracting maximum value out of existing capabilities and exploring how the mobility air forces can address gaps across communication, survivability and agility.

“In order to generate the tempo required to win, I’d rather check things out now,” he said. “Victory language comes into sharper contrast – the stakes are incredibly high.”

Minihan had words of advice for the audience: “Generate your courage, point the pointy end at the scary place, and execute.”

He concluded the discussion by putting the challenge ahead in contrast with Air Force Chief of Staff Gen. CQ Brown, Jr.’s readiness charge.

“When he says accelerate change or lose, we say we win or die.”

By Air Mobility Command Public Affairs

Photo by TSgt Zachary Boyer

Joint Warfighters Train in LVC Environment Prioritizing Agility and Sustained C2 Capabilities

Friday, October 7th, 2022

The 705th Combat Training Squadron, also known as the Distributed Mission Operations Center, executed exercise VIRTUAL FLAG: Battle Management in a synthetic, joint combat environment, ensuring joint operational and tactical warfighter readiness in the U.S. Indo-Pacific Command area of responsibility at Kirtland Air Force Base, New Mexico, and eight distributed locations.

The DMOC used its live, virtual, and constructive, or LVC, environment capabilities to connect simulators and live aircraft in a dynamic battlespace to challenge air, land, and maritime combatants in the USINDOPACOM AOR and incorporating multiple U.S. Air Force, U.S. Space Force, U.S. Navy, U.S. Marine Corps, and U.S. Army platforms.

“For VIRTUAL FLAG: Battle Management, the DMOC replicated a combat environment, prioritizing agility and sustained command and control capabilities integrating joint warfighters to meet our pacing challenge in the USINDOPACOM AOR,” said U.S. Air Force Maj. Christopher Hawzen, 705th CTS VF exercise director, Kirtland AFB, New Mexico.

Joint military participants traveled from across the U.S. to train and integrate with geographically separated units in scenarios that executed mission-type orders with degraded communications and limited air operations center, or AOC, connectivity.

“The virtual environment allows GSUs to train together for contingency operations or combat without leaving homebases while simultaneously integrating multiple high-end training events,” said Scott Graham, 705th CTS exercise director, Kirtland AFB, New Mexico.

More than 262 operators were trained & 339 readiness training events were accomplished, building experience and familiarizing Airmen, Guardians, Sailors, Marines, and Soldiers in a joint combat environment.

VF: Battle Management’s use of LVC training improved air combat training systems enabling all-domain air dominance in combat against peer- and near-peer adversaries.  LVC training also expanded combat operations training by enabling rapid execution of multiple scenarios over a limited time frame; the rapidly adaptable environment encourages learning and builds experience without the time or cost of an exclusively live exercise.

“VIRTUAL FLAG is a great opportunity for us to work with our joint partners face to face and distributed to gain a better understanding of the capabilities we can bring to bear in a joint fight. This exercise gives us a chance to practice tactics, techniques, and procedures that could be used during our next deployment and future war,” U.S. Navy Commander Phillip Boice, Carrier Strike Group NINE deputy operations officer for commander/Navy VF lead, North Island Naval Air Station, California.

The flag-level exercise involved E-3C Airborne Warning and Control Systems, E-8C Joint Surveillance Target Attack Systems, RC-135V/W Rivet Joints, MQ-9 Reapers, C-17 Globemaster IIIs, E-2 Hawkeyes, P-8 Poseidons, MH-60 and MH-60R Seahawks, AN/GSQ-272 SENTINEL weapon systems and the U.S. Marine Corps Multi-Function Air Operations Center and U.S. Air Force Control and Reporting Center.

“One thing never changes: the DMOC enables warfighters to sharpen their combat skills in a live, fast-paced, and realistic joint training environment,” said Hawzen.

VF also integrated kinetics with non-kinetics effects to practice wartime tactics in a degraded environment.  One of the major non-kinetic players in VF 22-4 was the cyberspace element which integrated cyberspace to support the defense of an AOC and a CRC.

The cyberspace defensive force was composed of members from the 834th Cyberspace Operations Squadron, 92d Cyberspace Operations Squadron, 552d Air Control Networks Squadron mission defense team, and the U.S. Marine Corps’ 9th Communication Battalion.  The teams defended against Advanced Persistent Threats, or APTs, whose objectives were to gather critical tasking orders and data from the AOC and to deny, delay, disrupt, destroy, and manipulate, or D4M, the AOC during operations.  The defensive units hunted and cleared the APTs on the network so that the cyber attackers could not achieve their objectives.

“Integrating cyberspace into flying exercises like this supports the education of the flying community as to what capabilities and threats are present within the cyberspace domain.  It also helps our cyberspace forces expand their knowledge of the joint fight and how it integrates into the other domains of warfare, preparing both sides for the joint concept of all-domain warfare,” said U.S. Air Force Capt. Travis Britton, 834th Cyberspace Operations Squadron Weapons and Tactics chief, Joint Base San Antonio, Texas.

The 805th Combat Training Squadron’s Shadow Operations Center-Nellis with direction from the 318th Cyber Operations Group, Detachment 2, planned, organized, and executed red team actions during VF.  The red team included Air Force and Marine Corps personnel assigned to execute actions according to desired learning objectives from the 552d ACNS’s E-3 Sentry AWACS mission defense team and 834th COS cyber protection team.

“The ShOC-N stands as the vanguard beacon of efforts to engage current and future pacing challenges. In this regard, performing red team actions within the VIRTUAL FLAG: Battle Management construct helped ShOC personnel develop penetration testing skills that are vastly needed during experimentation within the confines of our Air Force Battle Lab,” said U.S. Air Force Lt. Col. Shawn Finney, 805th CTS/ShOC-N operations officer, Nellis AFB, Nevada.

Guardians from the 310th Space Wing, an Air Force Reserve unit, honed their skills while providing warning of inbound enemy missiles, analyzing degradation of global positioning signals caused by jammers, as well as sharing and analysis of electronic intelligence and overhead persistent infrared data from satellites, and providing valuable information that helps the warfighter understand the threats they face on the battlefield.

“VIRTUAL FLAG exercises provide a superb opportunity to train space operators in a joint environment,” said Walt Marvin, 392d Combat Training Squadron exercise planner, Schriever Space Force Base, Colorado.  “Our space element learned their role very quickly and ensured that support from the space domain played an integral part in mission accomplishment on the tactical battlefield.”

During VF, air battle managers and tactical air control party, or TACP, Airmen traveled to Kirtland from across Air Combat Command, Pacific Air Forces, and U.S. Air Forces in Europe to participate in the experiment executed the third Tactical Operations Center – Light experiment iteration.  The experiment was designed to continue development of future C2, concepts intended to expedite kill chains and improve distributed battle management.

“The 705th CTS team has been extremely supportive in our efforts to leverage their capabilities and expertise to experiment with these concepts.  Integrating within VIRTUAL FLAG: Battle Management provided exposure to unique tactical problem sets and an amplified intensity from our previous experiment iterations, which enabled the team to make strides in our collaborative experimentation,” said U.S. Air Force Maj. Dustin Nedolast, 505th Command and Control Wing, Detachment 1 experiment director, Fort Leavenworth, Kansas.

VF: Battle Management executed 8-hour vulnerability windows allowing C2 over time and enabling participants to work through force and battle management challenges across all five domains from start to finish. 

“Although we have been conducting VIRTUAL FLAG exercises for more than 21 years, the mission and execution have changed dramatically,” said U.S. Air Force Lt. Col. Michael Butler, 705th CTS commander, Kirtland AFB, New Mexico.  “We’re constantly evolving to meet the needs of joint and coalition warfighters, adding elements, changing threats – anything that a pacing challenge may present, we want to address at the DMOC.”

The exercise also included the use of condition-based authorities, which enabled tactical C2 units to train mission commanders, contested logistics problem sets, and a dedicated mission planning cell that operated concurrently with execution.

“Technology, equipment, and participants change. The DMOC’s use of LVC training environment prepares joint and coalition warfighters for any pacing challenge,” said U.S. Air Force Col. Aaron Gibney, 505th Combat Training Group commander, Nellis Air Force Base, Nevada.

Deb Henley

505th Command and Control Wing

Public Affairs

Air Force Releases the ‘Purple Book’

Thursday, October 6th, 2022

ARLINGTON, Va. (AFNS) —  

The Air Force added another guide, titled The Joint Team, or the “Purple Book,” to its arsenal of foundational documents dedicated to developing Total Force Airmen.

The “Purple Book” educates Airmen on how airpower fits into the Joint Force construct and identifies the joint doctrine, values, capabilities, and warfighting concepts that capture how the Air Force effectively partners with other services to protect America’s interests across the globe.

“Today, we find ourselves in an era of strategic competition against adversaries who seek to outpace and eventually overtake us,” said Chief Master Sgt. of the Air Force JoAnne S. Bass. “Every Airman must know what is at stake and understand the critical importance of synchronizing our capabilities with our joint partners to amplify our collective strength and power.”

The new book provides a baseline for understanding the value each service contributes to the Joint Force and outlines the essential framework to work with other branches to compete, deter, and win the high-end fight.

The new “Purple Book” explains all service members are part of a Profession of Arms. This holds them to a strong set of Joint Core Values and supports a foundational strategy to defeat any threat, anytime and anywhere.

Additionally, it clarifies the fundamental questions all Airmen must answer: “How do I fit into the Joint Force;” and “How can I ensure I hone and deliver my unique capabilities to assure its success?” This guide helps Airmen internalize what it means to fight jointly, understand the missions of the joint force, appreciate the joint organizations that are leading the fight, comprehend how to integrate into a joint warfighting environment, and identify how the Air Force fits into the joint construct.

“Airmen of tomorrow will be required to collaborate and communicate with our joint teammates to win in future complex and contested environments,” said Air Force Chief of Staff Gen. CQ Brown, Jr. “We owe our Airmen a solid foundation on jointness much earlier in their careers.”

Developing and updating these guides was part of the 28 Enlisted Force Development Action Plan objectives focused on developing the future enlisted force. The new “Purple Book” can be found here. The revised “Brown Book” can be found here. The revised “Blue Book” can be found here.

Secretary of the Air Force Public Affairs

NextGen 2.0 Helmets on the Way to Defenders Across Air Force

Monday, October 3rd, 2022

JOINT BASE SAN ANTONIO-LACKLAND, Texas – Defenders at installations across the Department of the Air Force are set to don the Security Forces NextGen Helmet 2.0 later this year.

Following a recent contract award by the Air Force Security Forces Center (AFSFC), Helmet 2.0 includes the ability to mount a wider variety of accessories, features bolt-on accessory rails and a night vision goggle mount that’s easy to adjust or replace, and a chinstrap extender for gas masks.

The 2.0 effort is part of AFSFC’s “replacement through attrition program,” and builds on the functionality of the SF NextGen 1.0 helmet released in 2020, said Master Sgt. John Sutherland, individual protective equipment (IPE) program manager at the center.

“In modern society, we’re all familiar with the urge to update our phones to the latest and greatest model, but this hasn’t translated to some of the most important things in our profession, like ballistic helmets,” the master sergeant said.

“The rate of technological advancements today is astounding, and produces emerging threats and requirements rapidly,” Sutherland said. “As the world’s preeminent air power, we make great strides to update and upgrade airframes and other operational technologies, so it only makes sense to modernize the equipment used by those that defend them.”

Part of that modernization includes listening to and implementing, where possible, feedback from Defenders across the enterprise.

“Feedback from the field is critical and is actually the reason that some of the characteristics for the 2.0 helmet were developed.,” Sutherland said. “No amount of testing or technical evaluations will cover everything because at the end of the day, only Defenders know what Defenders need.”

“The field has multiple avenues of approach from surveys, direct visits to installations and open lines of communication like quarterly teleconferences and emails,” said Master Sgt. Raymond Santiago, AFSFC’s security forces individual equipment manager.

The AFSFC’s S-4 Individual Equipment section is a customer service entity and relies on the enterprise to provide feedback and submit issues, Santiago added.

“We can’t grow, if we don’t know,” he said.

“The best way to get feedback from the field is by putting our equipment through real-life practical scenarios that a Defender might face in every part of their career from year one all the way through retirement,” said Defender Instructor Supervisor Tech. Sgt. Travis Hillard with the 343rd Training Squadron’s Security Forces Apprentice course in San Antonio.

Hillard, other instructors and students were instrumental in testing functionality before AFSFC gave the modified helmet the thumbs up.

The Defenders put the helmets through “rigorous testing” conducted during field training which included mounted and dismounted operations, low crawl/high crawl and a variety of other air base defense training objectives, Sutherland said.

“These helmets were soaked in sweat and caked in sand, and after hours of use each tester was fitted with a gas mask and jacket to ensure compatibility with the helmet,” he added.

Participants also completed an extensive survey on the equipment and its functionality.

The NextGen helmet program is just one part of the greater AFSFC’s individual protective equipment effort to standardize and modernize Defender equipment across the Air and Space Forces.

“Helmet 2.0 is only one aspect of the initiative,” Sutherland said. “The Modular Scalable Vest and Female Body Armor … Model Defender which will provide equipment such as pouches, holsters, duty belts and more for each and every member. These efforts ensure that Defenders can expect technologically relevant and high-quality gear no matter where they are performing their mission.”

“The need to innovate gear is important for the protection of our Airmen and Guardians,” said Santiago.

Hilliard echoed those sentiments.

“It’s incredibly important to constantly update our equipment to meet both modern threats, and to best utilize the constantly upgrading technology available to security forces protecting installations around the globe,” he said.

Consistently rolling out new and updated equipment across the enterprise “helps create the elite weapon systems Defenders need to be in the modern operating environment.”

“Threats are increasing and evolving so it’s critical our team provides the enterprise with the latest technology to ensure mission capabilities aren’t hindered and our greatest of asset are protected,” Santiago said. “At AFSFC, we continue to collect feedback and upgrade Defender gear to defeat or deter any enemies that threaten our installations.”

“Helmet 2.0 is a big win for security forces but it only plays a part in bigger things to come for our Defenders,” he said. “We’ll continue these efforts with an agile approach while keeping an eye on emerging requirements and new technologies.”

“In five years’ time, we may be fielding IPE solutions that we’ve only seen in science fiction a few years ago.”

By Debbie Aragon, AFIMSC Public Affairs