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Blast From The Past – “Shoot, A Fella Could Have A Pretty Good Weekend In Vegas With All That Stuff”

Sunday, August 25th, 2024

This never gets old. Is it wrong for me to miss the Cold War?

In my best Slim Pickens voice…

“Survival kit contents check. In them you’ll find:
– One forty-five caliber automatic
– Two boxes of ammunition
– Four days’ concentrated emergency rations
– One drug issue containing antibiotics, morphine, vitamin pills, pep pills, sleeping pills, tranquilizer pills
– One miniature combination Russian phrase book and Bible
– One hundred dollars in rubles
– One hundred dollars in gold
– Nine packs of chewing gum
– One issue of prophylactics
– Three lipsticks
– Three pair of nylon stockings.

Shoot, a fella could have a pretty good weekend in Vegas with all that stuff.”

-Major TJ “King” Kong

843rd Bomb Wing

Strategic Air Command

Cannon AFB Hosts 15th Annual Medic Rodeo

Sunday, August 25th, 2024

CANNON AIR FORCE BASE, N.M. (AFNS) —

The 27th Special Operations Wing hosted the 15th annual Medic Rodeo at Cannon Air Force Base, Aug. 12-15. Eighteen teams from across the Air Force traveled to Curry County for several days of challenging training scenarios intended to give them tactical combat casualty care training.

The event took place at the Cannon Permanent Exercise Facility and Melrose Air Force Range. Objectives at hand were directly relevant to the Air Force-wide Medic-X strategic initiative that drives proficiency in 52 skills for every Air Force medic – including those not directly involved in patient care. These skills are especially critical to ensure the Air Force’s readiness for the next fight.

Teams were tested in a variety of scenarios and missions, from car accidents to choking incidents. They practiced their medical skills on simulated burn patients, traumatic brain injuries, and amputations.

Deployed scenarios were split into three segments that mirrored TCCC’s phases: Care Under Fire, Tactical Field Care, and Prolonged Field Care.

“You can tell what we are doing with our TCCC is paying dividends,” said Col. Melissa Dooley, Air Force Special Operations Command surgeon general. “That inspires confidence when I think about the future fight and great power competition.”

After two days of challenges and scenarios, all the teams were brought together to compete in the Air Commando Challenge, a physically intense relay in the sweltering heat.

“We train to fail,” said Tech. Sgt. Christopher Gilbert, independent duty medical technician with the 86th Medical Group at Ramstein Air Base, Germany. “So, when we do it for real, we don’t fail.”

Once the competition was over, one final challenge was thrown at the medics – a chaotic mass casualty exercise intended to see the various teams work together to save lives. The exercise took place in a dark hangar with nearly 50 casualties to assess, treat, and save.

After days of mental and physical challenges, competitors from Eglin AFB’s 96th Medical Group emerged victorious, followed closely by Ellsworth AFB’s 28th Medical Group in second place. The team from Cannon AFB’s 27th Special Operations Medical Group came in third.

Last year’s competition brought the U.S. Army to assist the 27th SOMDG’s IDMTs as evaluators. This year, a team of U.S. Navy and U.S. Marine Corps medics were invited to help provide feedback and joint perspective, including the incorporation of the Marine Corps Valkyrie Threshold blood transfusion, which provides whole blood as a resuscitation fluid and boosts the chances of survival for casualties that are hemorrhaging.

“I’m excited to see how Medic Rodeo continues to evolve and incorporate Medic-X and our TCCC training,” Dooley said. “Competition always motivates us and accelerates us to the level we need to be.”

When the Medic Rodeo was first conceived as the Emergency Medical Technician Rodeo in 2007, the competition consisted of only six teams. It has evolved in the past 17 years from a way to train Air Force medics to work and excel in austere deployed environments, to an annual opportunity for teams from around the world to showcase their capabilities. Constantly shifting and evolving with the times, Medic Rodeo is a prime example of how the Air Force is ensuring readiness for the next fight.

By Senior Airman Drew Cyburt, 27th Special Operations Wing Public Affairs

Air Force Awards $1.9M to Local Aerospace and Defense Group to Advance New Ballistic Conformal Battery Pack

Saturday, August 24th, 2024

Cornerstone Research Group, Inc. (CRG) has been awarded a $1.9 million Tactical Funding Increase (TACFI) contract from AFWERX, aimed at advancing the development, testing, and certification of its groundbreaking Ballistic Conformal Battery (BCB).

Engineered as a centralized, wearable power source, the BCB is designed to integrate seamlessly into body armor vests, delivering reliable energy to an array of critical devices, including modern radio systems, mobile devices, visual augmentation systems, sensors, and communication equipment.

Certification of the BCB is a critical milestone, ensuring the battery meets stringent safety, performance, and reliability standards necessary for military use. The process also validates the battery’s ability to operate effectively in demanding environments, providing assurance to military personnel who rely on this technology in the field.

“This TACFI funding will help us start fielding a product that will enhance soldier safety and operational capability,” said Brian Henslee, vice president of power systems at CRG. “We’re excited to get the BCB into the hands—and tactical vests—of those who need it most.”

By integrating advanced battery technology into body armor, the BCB reduces equipment size and weight while enhancing safety. Demonstrations of various BCB models have shown their ability to provide between 100 and 300 watt-hours (Wh) of power, along with customizable threat protection levels.

B

At the core of the BCB are CRG’s state-of-the-art battery cells, meticulously designed and manufactured at the company’s Miamisburg, Ohio headquarters. These cells are lightweight, deliver longer run times, and perform reliably even in extreme low temperatures. CRG’s commitment to a domestic supply chain not only strengthens the U.S. energy storage sector but also aligns with the priorities outlined in the Defense Production Act and National Defense Industrial Strategy.

www.crgrp.com

Fluent in Unity: How LEAP Airmen Powered Joint Success at Arcane Thunder 24

Thursday, August 22nd, 2024

Air Force Lt. Col. Rodrigo Ocampo, Capt. Cassaundra Preston and Staff Sgt. Arnaud Agbo arrived on July 24, 2024, in Morocco ready to support Arcane Thunder 24 with a unique skill set and capabilities that extended beyond traditional military strategy. Their team focused on a specific domain that has not yet been mastered by a piece of technology – human interactions. The team of three volunteered through the Language Enabled Airman Program, also known as LEAP, to serve as linguistic and cultural experts. Their presence supported the mission at hand and deepened the connections between the U.S. and Morocco, showcasing the critical role of language and cultural integration in joint military operations.

Arcane Thunder 24 was a complex, multi-domain exercise that tested the interoperability between the U.S. Army and Moroccan Royal Armed Forces. Ocampo and Preston assisted with integration by serving as linguists during the training. Agbo moved with teams on the ground to support multiple elements. Although their uniform might have been different than that of the U.S. Army and Moroccan military members they served alongside, they were a vital bridge between the two.

“Our LEAP partners were instrumental in the successful completion of Arcane Thunder 24,” said Lt. Col. Aaron Ritzema, the 2nd Multi-Domain Effects Battalion commander. “They brought a high level of cultural and linguistic expertise that benefited our daily operations. Additionally, they rounded out our Joint Force and provided creative solutions to exercise specific challenges.”

As Arcane Thunder 24 unfolded, the airmen forged relationships that assisted both nations. Each of the LEAP scholars proved to be a valuable addition to the exercise in unique ways.

For Ocampo, Preston, and Agbo, this was their first experience in a joint exercise as LEAP scholars. Preston hails from California and has developed a passion for travel. Volunteering for LEAP opportunities has allowed her to gain experience in different countries and work alongside other cultures as an advisor during operations.

“I saw LEAP as an opportunity to travel and experience different cultures,” she said. “We bonded with the Moroccan soldiers over meals and over our love of communicating in different languages.”

While speaking about the value of utilizing uniformed service members in the role of cultural experts, Preston added, “Leaders often undervalue the importance of culture, and as LEAP scholars, we are able to demonstrate that value at the organizational level.”

Ocampo led the team of interpreters during Arcane Thunder 24, but more importantly, he built a cohesive team of trusted experts within the staff. His duties ranged from teaching and translating cyber domain classes to assisting and coordinating events for distinguished visitors. Ocampo demonstrated the power of joint operations and integration by extending his knowledge of technical skills and culture beyond the walls of the tactical operations center. It was a regular occurrence to find him assisting U.S. and Moroccan soldiers anywhere in the exercise.

“LEAP provides organizations with scholars that have a high aptitude in both language and culture,” said Ocampo. “We are able to use our skills to advise on ways to connect with our counterparts from different regions and cultures.” Ocampo has served in joint units before but said that he gained a new perspective working as a cultural advisor for the 2nd MDEB.

As airmen, all three LEAP scholars described the need to learn the Army language initially. Agbo focused on gaining credibility with both counterparts by volunteering to join them on every mission, including recovering downed equipment at night. “The team consisted of the U.S. Air Force, U.S. Army, and the Moroccan Royal Armed Forces, and we were all able to get together as one team,” said Agbo. “We were all equally exhausted, but we knew what we had to do, and we were able to come together and stay motivated to accomplish the mission.”

Agbo was pivotal as a linguist and cultural expert, ensuring that multiple teams received linguistic support at two separate training areas during Arcane Thunder 24. His dedication to the team was highlighted at the final dinner by numerous leaders within the 2nd MDEB. “Having a positive mindset and energy shows people that we are here to be a part of the team,” said Agbo. “When both the Moroccans and U.S. Army are comfortable with us, we can build the relationship and develop a bond that creates a strong team.”

Agbo was born and raised in West Africa and emigrated to the United States when he was 19. He said he decided to join the U.S. Air Force to serve his new country. “One thing I believe is that if you find something good, you should always try to make it better,” said Agbo. “Serving in the military was my opportunity to serve my country, leave my imprint, and try to make my country better.”

LEAP solves a commonly experienced friction point across military exercises – language and cultural integration. The force multiplier program puts uniformed service members in the position to aid and enhance joint partnerships. The Department of Defense reported approximately 3,500 multi-capable, language-enabled airmen with proficiencies in over 97 languages.

Part of the program maintains deployment readiness for the LEAP scholars to deploy to support joint operations worldwide. The unique aspect of the program is that it brings together the U.S. Army, the U.S. Air Force, and international allies and partners.

“This was my first time being embedded in an Army staff,” said Ocampo when asked about his experience at Arcane Thunder 24. “I got to experience the Army culture while working in the field with the Moroccan Royal Armed Forces, and I am really glad that I got to have such a diverse experience.”

Arcane Thunder 24 was held in Morocco this year for the first time. The exercise proved to be a step towards strengthening the U.S. relationship with Morocco. Integration of the staff elements was made more accessible by placing airmen as linguists and cultural experts to be the connective tissue between the U.S. Army and the Moroccan military.

Story by CPT Michael Mastrangelo

Photos by SSG Rene Rosas

919th SOW Faces, Overcomes Adversity in Readiness Exercise

Tuesday, August 20th, 2024

EGLIN RANGE, Fla. —  

Citizen Air Commandos took to the air, traversed the ground and braved rough water during a readiness exercise on the Emerald Coast Aug. 5-9, 2024.

Specialties across the 919th Special Operations Wing fought brutal summer heat, logistical challenges, and terrain across a range of scenarios they might encounter in a future fight.

“There were a lot of moving parts to this dual hat exercise and a substantial amount of planning that went in to making it happen,” said Maj. David Hornsby, 711th Special Operations Squadron chief of training. “It highlighted some areas in which the Wing did really well, and a few in which there is some room for improvement.”

Responding to scenarios that demanded an efficient and organized response for a notional country amid chaos and upheaval required exceptional planning and logistics across numerous capabilities.

These challenges allowed the wing to complete the required certification of their Special Operations Task Group and a Special Operations Task Unit in the simulated response.

The SOTG functioned as the command component of the response, tasking the SOTUs with providing specific capabilities to help mitigate the ongoing crisis. The 859th Special Operations Squadron utilized the C-146 A Wolfhound to move two Special Operations Mission Sustainment Team (SOMST) elements and their equipment between airfields.

SOMST members used the exercise to refine their skillsets, equipment, and procedures. Challenges such as heat and coordinating career specialties provided insight on how to further develop sustainment capabilities.

“It was important for us to have this integrated support team thrown into an unfamiliar environment together,” said Tech. Sgt. Michael O’Callaghan, 919th Special Operations Security Forces Squadron resource and training manager. “In a real-world scenario they would need to combine their skills in less-than-perfect conditions to accomplish the mission.”

Sustainment Airmen narrowed down their footprint by reducing the size and scope of equipment, utilizing portable items that could be hand-carried. They opted for tents, air conditioners, and other tools that are smaller than what would traditionally be used and occupied less space on the aircraft.

“We’re pressurizing the system to see where we can improve. We were able to identify needed improvements to our SOMST organization, training, and equipment that will help shape the capability moving forward,” said Col. Olivia Nelson, 919th Special Operations Mission Support Group commander.  “Perhaps most importantly, we leaned into the weather and gave our Airmen a chance to experience what deployment in the heat and humidity of the INDOPACOM theater would really be like. We identified the need for greater levels of personal fitness and an emphasis on hydration and work-rest cycles that will make us more ready if called upon to face a peer threat.”

The mission support Airmen stayed in-place overnight throughout the exercise. Controller Observers from throughout the Wing placed them in a variety of scenarios and then assessed the effectiveness of their response. Some of the situations Airmen faced included unrest outside the compound, medical emergencies, and engagements with regional media.

“The team handled everything from small inconveniences like dealing with customs to larger problems like medical crises,” said O’Callaghan. “The differing levels of difficulty and engagement challenged them and encouraged them to be mindful of how they deal with adversity.”

While the SOMST maintained their encampments, the SOTU aviators also faced challenges that could parallel real-world scenarios. A simulated aircraft down left four aircrew members stranded aboard a raft in the Choctawhatchee Bay.

A C-146A Wolfhound crew coordinated rescue of the castaways with the U.S. Coast Guard. The team surveyed the bay to provide details on the rafts location and maintained communications between the raft and the Coast Guard vessel.

By the end of the exercise, the 919th SOW successfully completed various aspects of Air Force Special Operations Command warfighting model. Organizers coordinated the SOTG, SOTU and mission support elements in a way that could be reflected in real-world scenarios.

“The amount of work and time that went into all the unseen portions of the planning of this exercise, going back months, was significant,” said Hornsby. “Everyone on the planning cell did a commendable job. The [exercise] was successful and provided an excellent bellwether as to where the wing’s combat capability currently stands. It should help to provide the command a good direction in which to move forward.”

By Staff Sgt Dylan Gentile, 919th Special Operations Wing

Political Activity Dos and Don’ts for Airmen, Guardians, DoD employees

Sunday, August 18th, 2024

ARLINGTON, Va. (AFNS) —

In our democracy, elections are quite common, and with a presidential election this year, we can expect many opportunities for citizens to participate in the democratic process. With this in mind, it is important to be aware of specific guidelines that apply to service members and federal employees on acceptable behavior. 

Military personnel and civilian employees are encouraged to carry out their obligations of citizenship, which include the right to participate personally in the political process. These rights are protected by the U.S. Constitution that all military members have taken an oath to support and defend.

Because of that oath, service members and civilian employees also have a duty to ensure that their personal activities do not imply official endorsement by the Department of Defense or Department of the Air Force. As individuals, we do not have to be politically neutral, but the Air Force and Space Force do. These rules help to ensure the DoD does not influence or appear to be partisan in our nation’s electoral process. 

Department of Defense Directive 1344.10, Political Activities by Members of the Armed Forces, and individual service regulations outline permitted and prohibited political activities by active duty, Reserve component and retired service members. These rules regulate how and when service members are able to participate in the political process. Service members who violate these directives could face punishment under the Uniform Code of Military Justice and/or other criminal or administrative penalties. The Hatch Act of 1939 (5 U.S.C. 7321-7326) applies to civilian employees and similarly regulates how and when individuals can conduct personal political activities.  

Service members and federal employees are encouraged to participate in the political process, but they must be careful about not engaging in political activities in the workplace and not using their official positions to advocate for or against political issues. With the directives set forth in DoDD 1344.10 and other regulations in mind, service members should be aware of what they can and cannot do regarding political activities. The below do’s/don’ts are not exhaustive, and service members and employees should consult with their servicing legal office with any questions regarding their personal political activities.

Active duty service members CAN: 

· Register to vote, vote and encourage others to vote. 

· Express a personal opinion on political candidates and issues. 

· Write a letter in a newspaper, blog or social media expressing personal political views. However, if you identify yourself as a service member (for example, if you have a photo on your social media of yourself in uniform) you must include a statement that your views do not represent those of the Department of Defense or Department of the Air Force. 

· Attend partisan or non-partisan political rallies and clubs as a spectator during off-duty hours. However, service members (including retirees) may not be in uniform. 

· Serve as a non-partisan election official while off-duty and not in uniform. However, this requires Department Secretary (e.g., Secretary of the Air Force) approval. Contact your servicing Legal Office for more information. 

· Sign petitions for legislative action or to place a candidate’s name on the ballot, if done as a private citizen and not as a representative of the armed forces. 

· Donate money to a political party, candidate, organization or committee. 

· Display one non-offensive bumper sticker on your personally owned vehicles. 

· Wear political t-shirts or buttons when not in uniform, performing military duties or when it could give the appearance of DoD or DAF endorsement. 

Active duty service members CANNOT: 

 · Attend a political event (meeting, rally, fundraiser, debate, convention) in uniform, whether it is partisan or nonpartisan. 

· Express personal opinions as if they are service branch or DoD policy. 

· Make derogatory statements about elected officials and DoD/DAF leadership – a potential UCMJ violation. 

· Organize, lead, sponsor or speak at partisan political events. 

· Engage in partisan political fundraising activities – except as a donor. 

· Place large political signs on your vehicle (bigger than a bumper sticker). 

· Display any type of political sign, banner, poster or similar device in your office, work area or on-base residence (including privatized housing). 

· Engage in the public or organized recruitment of others to run for political office. 

· Run for political office without Secretary of the Air Force approval. 

· Attempt to influence the view, position or vote of any subordinate.

The Hatch Act governs political activities by DoD and other federal civilian employees. The Hatch Act provides restrictions that are similar, but not identical, to those imposed on active duty service members, and restrictions on civilian employees are broken down into “Further Restricted” and “Less Restricted” categories. Most DAF employees will be “Less Restricted,” meaning, GS-15 and below, and Schedule C employees. Federal civilian employees who violate these rules and restrictions are at risk of disciplinary actions, including reprimand, suspension, removal, debarment from federal employment for up to 5 years, and a $1,000 fine.

All federal civilian employees CAN: 

 · Register to vote, vote and encourage others to vote. 

· Express a personal opinion on political candidates and issues. 

· Write a letter in a newspaper, blog or social media expressing personal political views.  

· Attend political fundraising functions, rallies and clubs during off-duty hours. 

· Serve as a non-partisan election official. 

· Sign petitions for legislative action or to place a candidate’s name on the ballot, if done as a private citizen. 

· Donate money to a political party, organization or committee. 

· Display one non-offensive bumper sticker on your personally owned vehicles. 

· Be candidates for public office in nonpartisan elections in accordance with Office of Personnel Management requirements. 

· Display or wear political signs, stickers, t-shirts or buttons when not on-duty, in a government building or using a government vehicle.

All Federal Civilian Employees CANNOT: 

 · Use official authority or influence to interfere with or affect an election. 

· Solicit, accept or receive political contributions. 

· Use an official title while participating in political activities. 

· Engage in political activity while: on duty, in a government building or vehicle or wearing an official uniform. 

· Become a candidate in a partisan election. 

· Host or sponsor a political fundraiser (though merely attending one is permitted).

Less Restricted Civilians CAN: 

· Volunteer to work for partisan political campaigns 

· Attend and be active (including speaking) at political rallies and meetings 

· Join and hold office in a political party or organization 

· Work the polls on election day for a candidate for partisan political office 

· Assist in partisan voter registration drives (but not in the workplace). 

· Organize and speak at a political fundraiser (but cannot solicit or receive funds).

Service members are encouraged to review DoDD 1344.10 and Department of the Air Force Instruction 51-508, Political Activities, Free Speech and Freedom of Assembly to understand permissible political activity.

DoD civilian employees are encouraged to visit osc.gov/Services/Pages/HatchAct-Federal for more information on the Hatch Act.

All members are encouraged to review the Deputy Secretary of Defense’s 15 February 2024 memorandum on Political activities, available at: dodsoco.ogc.osd.mil

Secretary of the Air Force Public Affairs

The information in this article is provided for informational purposes and is not intended as legal advice. For further assistance or if you have questions or concerns, please contact your installation legal office. 

Special Operations Forces Cut Through Kunsan’s Rainy Skies to Demonstrate Strike Capability

Tuesday, August 13th, 2024

KUNSAN AIR BASE, South Korea (AFNS) —  

South Korea’s summers are famous for cloudy skies and torrential downpours that may appear at a moment’s notice. However, during a week in mid-July, members of the Wolf Pack at Kunsan Air Base observed a spectacle precipitate from the open skies unlike the typical monsoon rains.

Spectators throughout the installation could spot paratroopers descending from the sky onto a drop zone near the base’s alternate landing area, delivered by a U.S. MC-130J Commando II and a Republic of Korea air force MC-130K Hercules flying in formation together.

The nearly three-week, multinational training called Joint Combined Exchange Training, was hosted by the Special Operations Command Korea from July 15-31.

The goal of the training was to ensure interoperability with coalition special operations forces partners in realistic training environments. To do this, mission organizers created challenging scenarios in different domains to replicate adversarial tactics in combat scenarios.

“Joint Combined Exchange Training is where USAF SOF train alongside our ROK SOF counterparts to rehearse mission essential tasks while enhancing our lethality,” said U.S. Air Force Capt. Raymond Lessig, 320th Special Tactics Squadron drop zone controller and mission commander. “The training provided opportunities for U.S. and ROK SOF to work through language barriers, exchange tactics techniques and procedures, and gain a better understanding of our collective strengths and weaknesses so that we can better leverage each other’s capabilities during real-world contingency operations.”

As the only theater special operations command in which the U.S. and host-nation SOF are institutionally organized for combined operations, SOCKOR and aligned units regularly train with their counterparts in the ROK army special warfare command, air mobility and reconnaissance command, naval special warfare flotilla command, and other units.

To successfully accomplish the training, planners relied heavily on the coordination between the 8th Fighter Wing, SOCKOR, the 353rd Special Operations Wing, ROK AMRC, and the 51st Fighter Wing at Osan Air Base. Each unit played a complementary role in achieving desired training objectives. Throughout the second week, participants utilized Kunsan AB to conduct the jump training portion of the JCET.

“This is the fourth year we’ve conducted this training at Kunsan,” Lessig said. “We keep choosing to come back because of how accommodating and helpful the Wolf Pack has been. Each aspect of Kunsan from airfield management to the medical group have been ready to support our team execute this high-value training.”

The ability to accept follow-on forces is one of the key tenets of the Wolf Pack’s core mission and was on full display during the weeklong training on Kunsan AB. According to U.S. Air Force Col. Peter Kasarskis, 8th Fighter Wing commander, this is what makes Kunsan such a crucial asset in optimizing U.S. Forces Korea’s agility and ability to project airpower throughout Asia.

“Kunsan exemplifies readiness in the Indo-Pacific,” Kasarskis said. “Our Airmen here at the Wolf Pack demonstrate daily what it means to be forward-deployed and ready to fight tonight. Supporting training, like the JCET, highlights our ability to rapidly receive follow-on missions and integrate with allies and partners. Kunsan is more than just a fighter base; it’s an agile power projection platform ready for any mission.”

Lessig said Kunsan’s location also made the difference in ensuring this iteration of the training was as representative of potential real-world scenarios as possible.

“Kunsan’s location is invaluable to creating realistic training conditions,” Lessig said. “Its location, surrounding environment and mission set, forces participants to plan and rehearse airborne operations far from their desired landing area, potentially at night and in adverse weather conditions, and to safely navigate as a team with all combat equipment to their objective.”

As this portion of the JCET ends, the event showcased the military partnership between the U.S. and ROK forces, serving as a powerful reminder of their unwavering commitment to regional security. However, for some, this event was more than just a testament to their strength; it was a once-in-a-lifetime opportunity to witness the seamless interoperability of two of the world’s most formidable military forces.

Story by MSgt Michael Charles, 8th Fighter Wing Public Affairs

Photos by Senior Airman James Johnson

Development Ecosystem Lays Foundation for Delivering Combat-Effective, Agile, Adaptive Airpower at Scale

Thursday, August 8th, 2024

JOINT BASE SAN ANTONIO-RANDOLPH, Texas (AFNS) —

Any future fight against a near-peer adversary will demand the U.S. Air Force deliver combat-effective, agile and adaptive airpower at scale. This will require Airmen who can make quality decisions at the speed necessary for competition and combat timelines, and developing future leaders who can do the same.

In line with Department of the Air Force’s efforts to reoptimize for Great Power Competition, leaders at Air Education and Training Command are following through on upgrading the service’s development ecosystem with a goal of providing digital-age training and education in alignment with the evolving needs of the warfighter.

“Reimagining our current approach to training and educating Airmen for GPC holds the potential for transformative change across multiple dimensions,” said Dr. Wendy Walsh, AETC chief learning officer. “The advantages of this approach include the focused ability to rapidly recruit, train and educate Airmen with the competencies required to meet the evolving demands of joint force commanders in the GPC landscape in line with the Air Force Future Operating Concept.”

So, what exactly is the development ecosystem?

“If you’re looking at the set of tools that an Airman will interact with over the course of their Air Force careers, the development ecosystem spans the entirety of training and education experiences they encounter from accession to retirement,” Walsh said. “This includes the instruction they receive at basic military training, at technical training or at undergraduate flying training, and onward to their experience during professional military education courses and in their units in the operational commands.”

According to Walsh, the development ecosystem does not stop after initial basic military, technical training or undergraduate flying training; rather it is a competency-based, human-centered learning continuum that is informed and driven by a myriad of learning data and records, orientating the force to measurable, mission-focused outcomes.

“Once Airmen go out to their operational wings, the question is how will we continue to develop them in both their foundational and occupational competencies so they can do their job better, making them more effective Airmen, teammates and eventually leaders,” Walsh said. “Building competency integration and learning design establishes a learner-centric model anchored to mission-command and the strategic context of GPC and is divorced from the industrial age ‘pipelines’ or ‘training conveyor belts’ of the past.”

Rapidly codifying competencies required for GPC has been a top priority in the command.

“Currently, over half of the Air Force’s career fields are implementing competency-based training plans with a goal to have all career fields complete by summer of 2025,” said Col. Sandra Coble who leads headquarters AETC’s competencies division. “We’re moving fast to accomplish this training transformation knowing exactly how important this is to Air Force readiness.”

Competencies also provide a framework by which the Force Development enterprise can organize, categorize and pursue data sources necessary for data-driven insights to help units assess overall readiness for specific missions.

“Striking a balance between talent management and operational needs is a complex challenge, but the integration of talent management processes with force development offers the opportunity for more efficient resource allocation,” said Col. Jason Turner, AETC’s deputy director for force development. “This alignment ensures that AETC produces Airmen with the right competencies at the right time, for the right place, enhancing overall readiness and effectiveness.”

A major step in aligning talent management and operational needs is underway with the on-going development of the DAF Learning Record.

“Think of the DAFLR as a dynamic transcript of your learning and competencies, representing an individual digital portfolio consolidating learning-specific information for total force Airmen and Guardians from 32 authoritative data sources,” Turner said. “The intent is to provide a one-stop, near-real-time, validated record of an individual’s education, training and experience across a learner’s career.”

DAFLR includes 32 authoritative data sources, such as MyLearning, MyVector, the Military Personnel Data System, the Defense Civilian Personnel Data System, the Education and Training Management System and more.

“Commanders, their staffs and every Airman and Guardian will have access to near-real-time learning information guiding force-development decisions, including decisions that will impact operational readiness in support of agile combat employment,” Turner said. “DAFLR will enhance lethality through knowledge of what military and civilian personnel know and can do, assisting commanders in developing the right Airmen and Guardians at the right time for the right mission.”

The two-way partnership between AETC and operational commands, will be a critical factor in overall force development.

“[AETC] is providing a service that spreads across the entire DAF,” Turner said. “It is the matching between the development that a person receives while they are in AETC with where the mission needs are when they are sent out to their operational units. This requires a feedback loop where the operational commands can request training, and then receive that training and not have to wait to send that person back to a formal schoolhouse. Being able to upskill in real time to meet the needs of the warfighter at the point of need.”

To illustrate the point of what a successful future development ecosystem looks like, Turner gave the example of a team at Andersen Air Force Base, Guam, developing a new training method demonstrating how to refuel a B-52 Stratofortress in an austere environment. To rapidly share that information across the enterprise, that new training module can rapidly be taken back to the aircraft’s home station at Barksdale AFB, Louisiana, and be implemented there in real-time to match operational need during a conflict.

“Our current ecosystem has pockets of excellence everywhere, with great leaders doing innovative things,” Walsh said. “Our future success means getting our learning ecosystem to effectively connect across institutional and operational commands, to identify and train with a competency-based approach, to share best practices and collaborate on how to incorporate digital age technology into development, and to adapt learning opportunities when and where needed for mission readiness.”

By Dan Hawkins, Air Education Training Command Public Affairs