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Archive for the ‘Profession of Arms’ Category

US Space Force Issues Dress and Appearance Guidance

Wednesday, May 25th, 2022

Although they are still a long way from their own version of AFI 36-2903, the US Space Force has issued a memorandum establishing their own dress and appearance standards.

It covers Operational Camouflage Pattern Uniform as well as Service Dress, Maternity, and Mess Dress uniforms wear along with physical fitness uniforms.

This includes several new accoutrements.

Patches can be PVC or woven cloth versions.

The memorandum also goes over grooming standards which allow neck tattoos, facial hair and lipstick as well as nail polish guidance.

Read the full guidance here.

Revised Air Force ‘Brown, Blue Book’ Released

Friday, May 13th, 2022


The Air Force recently updated the contents of The Enlisted Force Structure and The Profession of Arms: Our Core Values, more commonly known among Airmen as the “Brown” and “Blue” books.

Tradition and heritage are themes found within the revamped foundational guides for Airmen to emulate throughout their career.

“Our Airmen are the greatest competitive advantage we have to deter and defeat the fast-paced, complex threats we face around the globe,” said Chief Master Sgt. of the Air Force JoAnne S. Bass. “Airmen should approach our mission with the mindset of respect, pride, innovation, and a continued commitment to anticipate and embrace change to achieve excellence.”

The Enlisted Force Structure, or “Brown Book,” provides a standard baseline to best meet mission requirements, while outlining foundational and occupational competencies Airmen should develop as they progress in rank and responsibility. It underscores the importance of character in each tier of the enlisted structure, and clearly outlines standards Airmen must meet and enforce to advance a culture of trust, respect and inclusion.

Although the core of the enlisted force structure remains the same, the updated “Brown Book” supports developing current and future Airmen by adding topics such as: Airman Leadership Qualities, teaming, force development and multi-capable Airmen. The updates outline modernized development changes within the Air Force, in line with the vision to accelerate change across the enterprise.

The Profession of Arms: Our Core Values, known as the “Blue Book,” was originally published in 1996 and provides guidance to Airmen at all levels on the service’s institutional values and guiding principles. This revision extensively explains the Profession of Arms; Service Oaths for Enlisted, Officers and Civil Servants; Air Force Core Values and the Code of Conduct.

“We must periodically review and refresh our foundational guides to ensure we’re giving Airmen the tools they need to succeed in the future force,” said Air Force Chief of Staff Gen. CQ Brown, Jr. “What hasn’t changed, is every Airman’s responsibility to inspire others, set an example through personal conduct, and promote leadership and accountability across our force.”

The Blue Book calls on Airmen to be dedicated to continuous individual and institutional improvements. It emphasizes the importance of showing respect for others and implements a recommendation of the Independent Review Commission on Sexual Assault in the Military by clarifying that engaging in and tolerating sexual assault and sexual harassment are violations of the Air Force Core Values. Stalking, bullying, extremism and discrimination are additional behaviors cited as eroding the foundation upon which the Air Force was built.

In addition to the “Brown” and “Blue” books, Airmen can expect a new “Purple Book” to be released in the summer. The “Purple Book” will aim to educate Airmen about how Airpower fits into the joint-force environment, and connects 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.

“Updating these foundational guides equips Airmen with the resources needed to become highly trained, educated, and adaptable to the threats our competitors present, and the significant role every Airman plays for the mission to be successful,” Bass said.

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

Secretary of the Air Force Public Affairs

Air University Stands Up Global College of PME, Adds Enlisted Education

Thursday, May 5th, 2022


Air University has reorganized and renamed its distance learning program to reflect the direction civilian institutions are taking with their online courses and to recognize and welcome the addition of enlisted professional military education programs to its offerings. 

The activation of the Global College of PME now places the university’s officer and enlisted distance learning programs under one organization. Previously, distance learning programs for officers fell under the eSchool of Graduate PME and the Thomas N. Barnes Center for Enlisted Education for enlisted members.

The distance learning programs now nested under the Global College of PME are Squadron Officer School; Air Command and Staff College; Air War College; Online Master’s Program; and Airman Leadership School, Noncommissioned Officer Academy and Senior NCO Academy for enlisted members. The enlisted programs are currently transferring to GCPME, with plans to be completely moved over by early summer. Under current Air Force policy, the enlisted online courses are primarily taken by Air National Guard and Air Force Reserve members.

The newly launched enlisted PME courses will take advantage of the same Arizona State University learning management system that officer courses have been on for the last two years.

“What I’m most excited about with this change is the impact to our Airmen around the world,” said Col. Craig Ramsey, who assumed command of the Global College of PME as its first commandant on April 1, 2022. “This gives us access to programs and technology that really enhances the student experience as they complete the courses. Instead of completing assigned readings and taking a test on it, there will be the opportunity for peer-to-peer exchange with others in the online class.”

Ramsey now leads an organization with a projected faculty of 96 and more than 30,000 online students, graduating about 20,000 officers and enlisted members annually. Organizationally, the Global College of PME falls under Air Command and Staff College.

“I’m so proud of the Global College team and what they’ve been doing to get to this point. These professionals continue to deliver a learning experience that gets rave reviews from the students,” he said. “There’s an opportunity here to deliver military education to our Airmen throughout their careers in much the same way they pursue education with a civilian institution. We are fortunate to be on the cutting edge of technology and programs in providing our students a valuable learning experience.”

By Phil Berube, Air University Public Affairs

Infantry Week Highlights Soldiers’ Combat-Readiness

Saturday, April 16th, 2022

FORT BENNING, Ga. — U.S. service members throughout the Department of Defense, along with partner nations, converged at Fort Benning, Georgia, April 4-11 to compete during U.S. Army Infantry Week.

Infantry Week supports service members’ readiness by providing a controlled, high-pressure environment to validate tactics, techniques and procedures, test the latest doctrine, highlight Infantry initiatives and build esprit de corps through competition and camaraderie.

An annual event hosted by the U.S. Army Infantry School, Infantry Week is the venue for some of the most physically and mentally demanding challenges any Soldier can face in a U.S. Army competition.

Infantry Week is comprised of three events: the International Sniper Competition, the All-Army Lacerda Cup Combatives Competition and the Best Ranger Competition.

The week kicked off with the International Sniper Competition where teams competed in a three-day test of precision, technique and teamwork.

Instructors from the U.S. Army Infantry School designed a gauntlet that challenged each three-person team’s ability to work together within a range of sniper skills. Events included long-range marksmanship, observation, reconnaissance, communications and the ability to move with stealth.

The sniper team from U.S. Army 2nd Special Warfare Training Group (Airborne), based at Fort Bragg, North Carolina, earned the title of the world’s best sniper team.

The All-Army Lacerda Cup Combatives Competition features teams of eight individuals from across the Army who competed in a three-day event, hand-to-hand, for the tournament titles. Soldiers went in head-to-head matches against opponents in their respective weight classes.

The competition enhances unit combat readiness by building Soldiers’ personal courage, confidence and resiliency as well as situational responsiveness to close quarters’ threats in the operational environment.

U.S. Army Staff Sgt. Sharon Jacobson, from Colorado Springs, Colorado, became the first female noncommissioned officer to win the Lacerda Cup Combatives Competition.

“It’s an honor. It’s amazing. I’m the first NCO enlisted female Soldier to do it. It feels really good. I’m really proud of myself,” said Jacobson. “These competitions push Soldiers and NCOs to their limits both mentally and physically.”

This year, U.S. Army Ranger-qualified two-person teams competed in the David E. Grange Jr. Best Ranger Competition. The grueling 60-hour event tested each team’s physical, mental, technical and tactical skills. Back-to-back events featured weapons firing, extended foot marches, land-navigation courses and Ranger-specific tasks.

The winners of the 2022 David E. Grange Jr. Best Ranger Competition representing the 75th Ranger Regiment were Capts. Joshua Corson and Tymothy Boyle.

Corson highlighted a lesson he can bring back to his unit. “Competing … brings back the drive to want to compete, the drive to want to win, the drive to do better every day and not give up,” said Corson.

Boyle spoke on why winning the Best Ranger Competition matters to him. ‘We have to go as hard as we can, we have to try to win because that is what our job is because we owe it to everybody we represent,” said Boyle.

The fierce competition coupled with camaraderie displayed throughout the seven-day event made this Infantry Week an incredibly successful event.

Story by Alexander Gago

Photos by Patrick A. Albright, Alexander Gago, and Markeith Horace.

AFSOC Civilian Development Program Revamp

Monday, April 4th, 2022


In alignment with Air Force Special Operations Command Strategic Guidance, the AFSOC Civilian Development (CivDev) Program was launched to deliberately develop our civilian workforce in order to meet the ever-increasing challenges and develop the Airmen we need. 

The AFSOC Civilian Development Program, includes a foundational plan, a variety of civilian development opportunities, career broadening initiatives, and annual civilian developmental education programs.  

“As our organization evolves, so must our civilian workforce,” said Jodie James,  deputy strategic advisor of civilian development for AFSOC. “It is our intent to develop our civilians through world-class programs that help our civilians reach their full potential. In order to do this, we must first start with a developmental foundation.” 

On Apr. 1, 2021, the AFSOC Civilian Human Capital Foundational Plan was signed identifying three elements for implementation. The first is to create and maintain an Individual Development Plan (IDP) for all AFSOC civilians within 45 days of arrival and to be reviewed annually. The second is to complete the MyVector Air Force Competencies Assessment within 30 days of arrival and every year thereafter. Lastly, all civilians need to be assigned a mentor they can go to for advice and guidance. 

This policy identifies the cardinal plan to provide the strong foundation we need to build on for future deliberate development initiatives.  

“We’re not going to get to the ‘AFSOC We Need’ without developing our civilians who provide AFSOC with an adaptive and expert workforce,” said Donald Plater, executive director of AFSOC. “They are vital to our culture and must have the same attention our enlisted and officer Air Commandos get.”  

In addition to the AFSOC Civilian Development foundational plan, AFSOC has invested in a variety of development opportunities for civilians looking to enhance their careers, hone their leadership skills, or just continue the journey of life-long learning. 

For the most up-to-date information regarding civilian development opportunities, please visit the CAC-enabled AFSOC CivDev Sharepoint at usaf.dps.mil/sites/AFSOC-A1/A1D/CivilianDevelopment/SitePages/Home

By Capt Savannah Stephens, Air Force Special Operations Command Public Affairs

CSAF Leadership Library: March 2022

Sunday, April 3rd, 2022

“It’s hard to understand inclusion until you have been excluded.” – Billie Jean King


One year ago, I launched the CSAF Leadership Library to encourage us to think critically about leadership and world events. I hope you have found these thought-provoking titles relevant to your professional and personal development and have engaged your fellow Airmen with your views and ideas.

This March, we celebrate Women’s History Month to recognize the significant impacts women have on Air Force history as airpower leaders and innovators. Decades before the Women’s Armed Services Integration Act was signed in 1948, American women were already making significant impacts in aviation. The Legend: The Bessie Coleman Story features Elizabeth “Bessie” Coleman, the first African-American woman and woman of Native-American descent to earn her pilot’s license. “Queen Bess” refused to take “no” for an answer. Excluded from American flying schools because of her gender and race, she became nationally recognized for her daredevil flying stunts. Her achievements and contributions remain an inspiration and a symbol for our generation.

If you tuned in early to the Super Bowl for the flawless flyover to commemorate our Air Force’s 75th anniversary, you might have also caught the pregame montage featuring tennis great Billie Jean King. Her message was simple yet powerful: “It’s hard to understand inclusion until you have been excluded. Inclusify: The Power of Uniqueness and Belonging challenges us to think uncomfortably and with curiosity about the intersection of leadership, diversity, and inclusion in our Air Force. Simply being a diverse organization is not enough. We need inclusive leaders to foster a culture where all our Airmen feel welcome, heard, and understood

Diversity and inclusion are competitive advantages for our Air Force. An inclusive, competitive mindset enables us to better understand our investments, solve our problems, impose dilemmas on potential adversaries, and manage risk. Consider this mindset as you listen to Michael Morell’s Intelligence Matters podcast: China’s Ambitions in the World and What They Mean to U.S. as an expert panel dissects China’s ambitions and strategy.

Providing feedback and receiving feedback by shifting the way we measure, incentivize, and reward the Airmen for the future will be important. Thanks for the Feedback: The Science and Art of Receiving Feedback Well deep-dives into the phenomenon of feedback from the point of the view of the recipient and offers practical steps to ask for the right kind of feedback, identify triggers that prevent absorbing feedback, and even suggests ways to reject feedback.

I encourage you to use this month’s additions to the Leadership Library to sharpen your leadership skills and those of your fellow Airmen.

General, U.S. Air Force
Chief of Staff

Secretary of the Air Force Public Affairs note: The CSAF Leadership Library is a fluid set of media selected by Gen. Brown that evolves as novel ideas are published, recorded and debated. New entries will be added periodically throughout the year.


USMC Releases 219 & 220 Uniform Board Results

Friday, March 25th, 2022

The US Marine Corps released the finding of Uniform Boards 219 and 220 with this MARADMIN message. It also updates Maternity uniform initiatives.

R 231339Z MAR 22
GENTEXT/REMARKS/1.  Several decisions were rendered for uniform boards 219 and 220 by the Commandant of the Marine Corps (CMC), on 3 February 2022.  As a result of the below decisions, new text to reference (a) will be available immediately on the Marine Corps uniform board website, https:(slash)(slash)hqmc.usmc.afpims.mil/agencies/marine-corps-uniform-board/, and will be published as change 1.
1A.  Manicures for female Marines.  Clear fingernail polish and nude fingernail polish that resembles the wearer’s skin tone and covers the whole nail, as well as manicures that mimic the natural nail (e.g., French and ombre manicures) are authorized for wear in all uniforms.  All other fingernail polish regulations detailed in reference a, paragraph 1004.7.B.2.a remain in effect.
1B.  Special characters on Marine Corps Combat Utility Uniform (MCCUU) nametapes. Special characters (i.e., apostrophes, accent marks, tildes and hyphens) are authorized for wear on MCCUU nametapes, as the space on the tape allows (the width of the tape and the minimum font size detailed in reference a, paragraph 3033 remain the same).
1C.  Supplemental clothing allowance for enlisted personnel assigned to Tactical Training Exercise Control Group, Marine Air Ground Task Force Training Command is approved and includes 2 BLOUSE, MCCUU, WOODLAND WITH NAME / SERVICE TAPES, 2 TROUSERS, MCCUU, WOODLAND, and 1 MARINE CORPS COMBAT BOOTS, HOT WEATHER, PR.  Per MCO 4400.201, v13 officers are not eligible for supplemental allowances.
1D.  “Edging up” male hairline.  “Edging up” undesirable hair that extends beyond/below the natural hairline is authorized (e.g., remove a “widow’s peak,” or remove excessive hair on forehead so it provides a neat line), as long as it provides a neat, professional, and natural appearance.
1E.  Bulk of hair limitations.  The bulk of hair limitations for all Marines is extended from 2 to 3 inches.
1F.  Optional helmet caps.  Optional (commercial) black, olive drab, MARPAT and coyote helmet caps (also known as helmet caps or helmet liners) may be worn underneath the helmet and may be worn as an outer garment for short periods when the helmet is removed, per the Commander’s discretion.  The helmet cap will not be worn in lieu of the MCCUU caps.
1G.  Boot socks.  Optional olive drab or black cushion socks may be worn with the MCCUU.
2.  Maternity uniforms.  Per reference b, CMC rendered several decisions on updating current maternity uniforms and developing additional items for optional purchase or inclusion in the maternity uniform supplemental allowance.  The below items are now available for purchase and / or issue (unless otherwise noted).
2.A.  Adjustable side tabs on the maternity tunic:  tabbed items are already in circulation and are available at MCX / MCCS.  Non-tab items are still authorized for issue and wear.  Selection will vary by location until all non-tabbed items are sold out.
2.B.  Adjustable side tabs on maternity short and long sleeve shirts:  tabbed items already in circulation and available at MCX / MCCS.  Non-tab items are still authorized for issue and wear.  Selection will vary by location until all non-tabbed items are sold out.
2.C.  The Maternity undershirt is certified and available for purchase.  Beginning in Fiscal Year 2022 (FY22), when the maternity uniform allowance is issued, the Marine will receive a supplemental cash allowance for the purchase of two shirts.  The maternity undershirt is authorized for wear in the same manner as the standard olive drab undershirt.  Additional details were published in the FY22 MCBul 10120.
2.D.  The Nursing undershirt is certified and available for optional purchase.  Only certified nursing shirts will be worn with the uniform effective immediately.  The shirt is an undergarment and will not be worn as an outer garment.
2.E.  Dress blue skirt.  In development, tentatively available FY23.  Fielding information to be published via SEPCOR.
2.F.  Dress blue slacks.  In development, tentatively available FY23.  Fielding information to be published via SEPCOR.
2.G.  Maternity physical training (PT) shorts.  In development, tentatively available FY23.  Fielding information to be published via SEPCOR.
3.  The point of contact is XXXXX.
4.  Release authorized by LtGen K. M. Iiams, Commanding General, Training and Education Command.//

SecAF Kendall Details ‘Seven Operational Imperatives’ & How They Forge the Future Force

Thursday, March 24th, 2022

ORLANDO, Fla. (AFNS) —  

Secretary of the Air Force Frank Kendall outlined his increasingly urgent roadmap March 3 for successfully bringing about the new technologies, thinking, and cultures the Air and Space Forces must have to deter and, if necessary, defeat modern day adversaries.

The particulars of Kendall’s 30-minute keynote to Air Force Association’s Warfare Symposium weren’t necessarily new since they echoed main themes he’s voiced since becoming the Department’s highest ranking civilian leader. But the circumstances surrounding his appearance before an influential crowd of Airmen, Guardians, and industry officials were dramatically different, coming days after Russia invaded Ukraine.

Kendall used the invasion to buttress his larger assertion that the Air and Space Forces must modernize to meet new and emerging threats and challenges. The path to achieving those goals are embodied in what Kendall has dubbed the Department of the Air Force’s “seven operational imperatives.”

“My highest personal goal as Secretary has been to instill a sense of urgency about our efforts to modernize and to ensure that we improve our operational posture relative to our pacing challenge; China, China, China,” he said. “The most important thing we owe our Airmen and Guardians are the resources they need, and the systems and equipment they need, to perform their missions.”

“To achieve this goal, I’ve commissioned work on seven operational imperatives. These imperatives are just that; if we don’t get them right, we will have unacceptable operational risk,” he said.

Kendall spent the balance of his address discussing each of the seven imperatives. But he also noted that, given recent events, the threats are not abstract.

“In my view President Putin made a very, very, serious miscalculation. He severely underestimated the global reaction the invasion of Ukraine would provoke, he severely underestimated the will and courage of the Ukrainian people, and he overestimated the capability of his own military,” Kendall said.

“Perhaps most of all, he severely underestimated the reaction from both the U.S. and from our friends and allies,” he said.

The world’s mostly united response to Ukraine should not divert attention from the distance the Air and Space Forces must cover to adequately upgrade and change to face current threats.

“We’re stretched thin as we meet Combatant Commanders’ needs around the globe,” Kendall said, repeating a frequent refrain. “We have an aging and costly-to-maintain capital structure with average aircraft ages of approximately 30 years and operational availability rates that are lower than we desire.”

Kendall added, “While I applaud the assistance the Congress has provided this year, we are still limited in our ability to shift resources away from legacy platforms we need to retire to free up funds for modernization. … We have a Space Force that inherited a set of systems designed for an era when we could operate in space with impunity.”

Those realities, he said, triggered establishing the Department’s seven operational imperatives. They are:

1. Defining Resilient and Effective Space Order of Battle and Architectures;
2. Achieving Operationally Optimized Advanced Battle Management Systems (ABMS) / Air Force Joint All-Domain Command & Control (AF JADC2);
3. Defining the Next Generation Air Dominance (NGAD) System-of-Systems;
4. Achieving Moving Target Engagement at Scale in a Challenging Operational Environment;
5. Defining optimized resilient basing, sustainment, and communications in a contested environment;
6. Defining the B-21 Long Range Strike Family-of-Systems;
7. Readiness of the Department of the Air Force to transition to a wartime posture against a peer competitor.

The first imperative, he said, is aimed at ensuring capabilities in space. “Of all the imperatives, this is perhaps the broadest and the one with the most potential impact,” he said.

“The simple fact is that the U.S. cannot project power successfully unless our space-based services are resilient enough to endure while under attack,” he said. “Equally true, our terrestrial forces, Joint and Combined, cannot survive and perform their missions if our adversary’s space-based operational support systems, especially targeting systems, are allowed to operate with impunity.”

The second of Kendall’s seven imperatives is to modernize command and control, speed decision-making and linking seamlessly multi-domain forces. In short he wants continued development of defense-wide effort known as Joint All-Domain Command and Control (JADC2) and the Air Force component of that effort known as ABMS or Advanced Battle Management System.

“This imperative is the Department of the Air Force component of Joint All Domain Command and Control. It is intended to better define and focus DAF efforts to improve how we collect, analyze, and share information and make operational decisions more effectively than our potential adversaries,” Kendall said.

At the same time, that effort demands discipline. In this regard, Kendall was blunt, saying “we can’t invest in everything and we shouldn’t invest in improvements that don’t have clear operational benefit. We must be more focused on specific improvements with measurable value and operational impact.”

Another imperative is Defining the Next Generation Air Dominance (or NGAD) System of Systems. 

“NGAD must be more than just the next crewed fighter jet. It’s a program that will include a crewed platform teamed with much less expensive autonomous un-crewed combat aircraft, employing a distributed, tailorable mix of sensors, weapons, and other mission equipment operating as a team or formation,” he said.

Kendall’s next imperative is “Achieving Moving Target Engagement at Scale in a Challenging Operational Environment.”

The effort, he said, has direct connection to the JADC2/ABMS initiatives but tightens the focus.

“What enables our aforementioned ABMS investments to be successful starts with the ability to acquire targets using sensors and systems in a way that allows targeting data to be passed to an operator for engagement,” he said, adding, “for the scenarios of interest it all starts with these sensors. They must be both effective against the targets of interest and survivable.”

The next imperative is a pragmatic throwback to a concept that has long been important – defining optimized resilient basing, sustainment, and communications in a contested environment.

But as in other efforts, Kendall says the concept needs new thinking. In addition to relying on large, fixed bases as the Air Force has done for generations, Kendall said there needs to be a new “hub-and-spoke” arrangement that includes smaller, more mobile bases. That concept is known as Agile Combat Employment (ACE).

“It’s the idea that you don’t just operate from that one fixed base. You have satellite bases dispersed in a hub-and-spoke concept, where you can operate from numerous locations and make your forces less easily targetable because of their disbursement,” he said.

The sixth imperative has a heavy focus on hardware. The effort will define the B-21 Long Range Strike “family of systems,” he said.

As in other imperatives, this one has echoes to others in the list. “This initiative, similar to NGAD, identifies all of the components of the B-21 family of systems, including the potential use of more affordable un-crewed autonomous combat aircraft,” he said.

“The technologies are there now to introduce un-crewed platforms in this system-of-systems context, but the most cost effective approach and the operational concepts for this complement to crewed global strike capabilities have to be analyzed and defined.”

As a former senior weapons buyer for the Department of Defense, Kendall has a keen understanding of the tension between equipment and cost. That understanding explains, in part, this imperative.

“We’re looking for systems that cost nominally on the order of at least half as much as the manned systems that we’re talking about for both NGAD and for B-21” while adding capability, he said. “ … They could deliver a range of sensors, other mission payloads, and weapons, or other mission equipment and they can also be attritable or even sacrificed if doing so conferred a major operational advantage – something we would never do with a crewed platform.”

The seventh and final imperative is both ageless and essential – readiness.

“To go from a standstill to mobilizing forces, moving them into theater, and then supporting them takes the collective success of a large number of information systems and supporting logistical and industrial infrastructure. We have never had to mobilize forces against the cyber, or even the kinetic, threats we might face in a conflict with a modern peer competitor,” he said.

While achieving the imperatives is challenging, Kendall said he’s optimistic.

Kendall said industry, with its “intellectual capital” will have a critical role in finding solutions and compressing the often decades-long development time. So will allies and, of course, Airmen and Guardians.

“I’ve gotten to meet a lot of Airmen and Guardians. Nothing is more inspiring to me than to have informal conversations with the men and women who wear the Air or Space Force uniform. The dedication, commitment, professionalism, and passion these people bring to their service and to the nation is simply awesome,” he said.

“As I’ve traveled to places like Alaska, Montana, North Dakota, and Thule, Greenland, the positive attitudes, drive, and commitment our men and women serving far from home, and in sometimes challenging circumstances, is just exceptional.”

By Charles Pope, Secretary of the Air Force Public Affairs