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231 Military Personnel and Veterans Send Joint Chiefs “Declaration of Military Accountability”

Monday, January 1st, 2024

This morning I became aware on Instagram and X that at 4am EST today, the Joint Chiefs of Staff received an email with a letter attached titled, “Declaration of Military Accountability”.

The letter was signed by 231 active duty service members and veterans. The letter is not addressed to military leaders but rather to the American people. However, it does call out many uniformed leaders by name.

The point of the letter, as you will read, is the conduct of military leaders regarding the use of experimental vaccines during the COVID-19 pandemic.

While I won’t go so far as to call this action unprecedented, I cannot recall during my service and retirement where this many active personnel have signed their name to a document calling for the accountability of the military’s unformed leadership. This number is even more striking to me as the recent call for signatures was not well publicized. The authors do plan to open the letter to additional supporting signatures soon.

The letter lays out a general plan of accountability and a call to action for those who share the views of the authors. It does not incite violence or call for signatories and sympathizers to violate their oaths of office.

Considering it is New Years Day and not a duty day, there has been no reaction so far from the Department of Defense or those called out by name in the letter. I do expect this to make the national news this week.

-Eric Graves

Editor

The contents of the letter are seen below:

An Open Letter to the American People from Signatories of this Declaration of Military Accountability

“Our Constitution was made only for a moral and religious people. It is wholly inadequate to the government of any other.”

–John Adams

In the course of human events it sometimes becomes necessary to admonish the lawless, encourage the fainthearted, and strengthen the weak. We have reached just such a time in our history. The affairs of our nation are now steeped in avaricious corruption and our once stalwart institutions, including the Dept of Defense, are failing to fulfill the moral obligations upon which they were founded. Standing upon our natural and constitutional rights, we hereby apprise the American people that we have exhausted all internal efforts to rectify recent criminal activity within the Armed Forces.

In the Declaration of Independence our founding fathers sought separation. We seek no separation, but through this letter and the efforts we pledge herein, we pursue restoration through accountability. We intend to rebuild trust and restore the rule of law, particularly within the Armed Forces. Ultimately, we strive to once again become a moral people, restoring our nation, and making it again worthy of the great gift of liberty won by the colonial-era American people.

While implementing the COVID-19 vaccine mandate, military leaders broke the law, trampled constitutional rights, denied informed consent, permitted unwilling medical experimentation, and suppressed the free exercise of religion.

Service members and families were significantly harmed by these actions. Their suffering continues to be felt financially, emotionally, and physically. Some service members became part of our ever-growing veteran homeless population, some developed debilitating vaccine injuries, and some even lost their lives. In an apparent attempt to avoid accountability, military leaders are continuing to ignore our communications regarding these injuries and the laws that were broken.

For GEN Milley, ADM Grady, GEN McConville, ADM Gilday, ADM Lescher, Gen Brown, Gen Berger, Gen Smith, VADM Kilby, VADM Nowell, VADM Fuller, LTG Martin, Lt Gen Davis, MG Edmonson, GEN Williams, ADM Fagan, VADM Buck, Lt Gen Clark, MG Francis, LTG Dingle, Lt Gen Miller, RADM Gillingham, and numerous others;

These individuals enabled lawlessness and the unwilling experimentation on service members. The moral and physical injuries they helped inflict are significant. They betrayed the trust of service members and the American people.

Their actions caused irreparable harm to the Armed Forces and the institutions for which we have fought and bled.

These leaders refused to resign or take any other action to hold themselves accountable, nor have they attempted to repair the harm their policies and actions have caused. Since there has yet to be any accountability, the undersigned give our word to do everything morally permissible and legally possible to hold our own leadership accountable. We intend to rebuild trust by demonstrating that leaders cannot cast aside constitutional rights or the law for political expediency.

The flag and general officers are far from the only ones complicit in recent illegal activities, as a significant number of SES leaders and political appointees contributed. Evidence indicates that other executive agencies are engaging in illegal activity. However, as service members and veterans, we feel particularly responsible for the DoD and, in accordance with our oaths, we will make every effort to demonstrate by example, how an institution can put its own house in order.

We the undersigned, on behalf of hundreds of thousands of service members and the American people, while appealing to the Supreme Judge of the world for guidance and purity of intention, mutually pledge to each other that we will do everything in our power, through lawful word and action, to hold accountable military leaders who failed to follow the law when their leadership and moral courage was most desperately needed.

In the coming years, thousands within our network will run for Congress and seek appointments to executive branch offices, while those of us still serving on active duty will continue to put fulfilling our oaths ahead of striving for rank or position. For those who achieve the lawful authority to do so, we pledge to recall from retirement the military leaders who broke the law and will convene courts-martial for the crimes they committed. For those of us who attain legislative offices, we pledge to introduce legislation to remove all retirement income for the military leaders who were criminally complicit, and we will ensure none serve in or retire from the Senior Executive Service.

This endeavor will be a continuous process with a long-term time horizon, but fulfilling our oaths to defend the Constitution requires just such persistent vigilance. Likewise, we are obligated, and so commit, to train those who come after us to fulfill their duty in achieving this accountability and safeguarding against such leadership failures hereafter.

Our nation was once great because it was good. It was built on moral principles founded in natural law and yet, the recent acceleration of moral relativism has us headed towards a precipitous implosion. While all good things come to an end, we refuse to allow our nation to go quietly into the depths of decadence and decay. We promise to exhaust all moral, ethical, and legal means to restore the rule of law and will begin by attempting to hold senior military leaders accountable. The Constitution is the supreme law of our land.

We will fight to enforce that law and put an end to the two-tiered justice system. May future generations see our efforts and, God willing, may they also be recipients of the great gift of liberty that we have had the honor of safeguarding.

The letter and signatories can be seen here.

Blast From The Past – What Kind of Leader Are You?

Saturday, December 30th, 2023

We’ve published this leadership model a few times. The first time was in 2012 and It’s still worthy of debate today.

In the mid-1800s a Prussian Field Marshal named Helmuth Karl Bernhard Graf von Moltke developed a means to evaluate his officers.

Smart & Lazy – I make them my Commanders because they make the right thing happen but find the easiest way to accomplish the mission.
Smart & Energetic – I make them my General Staff Officers because they make intelligent plans that make the right things happen.

Dumb & Lazy – There are menial tasks that require an officer to perform that they can accomplish and they follow orders without causing much harm.

Dumb & Energetic – These are dangerous and must be eliminated. They cause things to happen but the wrong things so cause trouble.

I’ve also seen this attributed to various German Army leaders beginning in the inter-war years and seems to convey prevailing thinking. It boils leadership down into its simplest form and measures the leader on two axes. Intelligence (competence) and industriousness or lack thereof.

As Chief of the Army High Command, the Anti-Nazi Gen Kurt von Hammerstein-Equord oversaw the composition of the German manual on military unit command (Truppenführung), dated 17 October 1933. In it, he proposed a classification scheme for military leaders.

‘I divide my officers into four groups. There are clever, diligent, stupid, and lazy officers. Usually two characteristics are combined. Some are clever and diligent — their place is the General Staff. The next lot are stupid and lazy — they make up 90 percent of every army and are suited to routine duties. Anyone who is both clever and lazy is qualified for the highest leadership duties, because he possesses the intellectual clarity and the composure necessary for difficult decisions. One must beware of anyone who is stupid and diligent — he must not be entrusted with any responsibility because he will always cause only mischief.’

Remember, in the German model, the most promising go to the General Staff for grooming. In the American model, the best and brightest take command. Considering that, do you think it’s still a viable model?

NSA Focuses on Talent as Pace of Technology Quickens

Sunday, December 24th, 2023

WASHINGTON — The National Security Agency’s ability to recruit and retain top talent is key to meeting the demands of the future, agency Director Army Gen. Paul M. Nakasone, said today.

Nakasone said the rapid evolution of technology continues to reshape the national security landscape and how his agency responds to new threats, but people remain central to the NSA’s mission.

“A lot of times we think about the incredible technological capabilities and the high-speed computers that are there, but, at the end of the day, what makes us the agency that we are is our talent,” he said during a discussion in Washington hosted by the Intelligence and National Security Alliance, a trade organization focused on public-private national security partnerships.

Earlier this year, the National Security Agency launched its largest hiring surge in three decades with a goal of hiring more than 3,000 new employees by the end of 2023.

Spotlight: Engineering in the DOD

Nakasone said the NSA is “moving very quickly” to meet that goal, but said numbers are only part of the overall objective.

He said the agency has also focused on improvements to its recruiting and retention practices to ensure it attracts a “future-ready workforce.”

“How do we think about a population that is over 50% today millennials and [Generation Z]?” he said. “Ten years ago, 70% of our workforce was baby boomers. Five years ago, Gen Z and millennials overtook baby boomers. Five years from now, 70% will be Gen Z and millennials.”

“This is the workforce that is coming into our agency, so this is an agency that is looking much differently in how we retain our workforce,” he said.

That approach includes a focus on adapting to work-life balance demands and easing career mobility between the government and private sector.

That workforce will be on the frontlines of significant change as the agency adapts to technologies — such as artificial intelligence and quantum computing — that Nakasone said will have a significant impact on the national security landscape.

Spotlight: Artificial Intelligence

The NSA has been forward-leaning in its approach to game these game changers.

Earlier this year, Nakasone, who also commands U.S. Cyber Command and serves as the chief of the Central Security Service, announced the creation a new entity to oversee the development and integration of artificial intelligence capabilities within U.S. national security systems.

The AI Security Center will become the focal point for developing best practices, evaluation methodology and risk frameworks with the aim of promoting the secure adoption of new AI capabilities across the national security enterprise and the defense industrial base.

The new entity will consolidate the agency’s various artificial intelligence, security-related activities.

Nakasone said on Friday that the AI Security Center has begun bringing together a series of partners to tackle the issues linking AI to national security.

Recently, he said, the group released a report on AI security infrastructure in partnership with the Cybersecurity and Infrastructure Security Agency, the United Kingdom’s Government Communications Headquarters and other organizations.

Spotlight: Value of Service

“Artificial intelligence is probably the most transformative things that we’re going to experience in our lifetime,” he said. “We have to ensure that the information, the infrastructure, [and] the ability for AI to operate within this nation [is] secure.”

“That’s where the National Security Agency comes in,” he said.

By Joseph Clark, DOD News

Ivy Soldiers Test Knowledge, Strength and Determination During E3B qualification

Saturday, December 23rd, 2023

FORT CARSON, Colo. — For an entire month, Ivy Soldiers prepare, practice and perfect more than 40 tasks in order to successfully execute a five-day evaluation. Upon sufficing the tasks, Soldiers are able to earn one of three Army-sponsored badges: the Expert Infantryman Badge, the Expert Soldier Badge and the Expert Field Medical Badge.

1st Stryker Brigade Combat Team, 4th Infantry Division, recently hosted the three badge evaluations, known as E3B, at Fort Carson from December 4-8, 2023.

“This is a great opportunity for Soldiers to hone and sharpen all of their skills,” said Sgt. 1st Class Julian Pacheco, E3B lane noncommissioned officer in charge assigned to 1st SBCT, 4th Inf. Div. “Whether you get it or not, there is a positive outcome out of this. Soldiers get an opportunity to come out here and train.”

Each testing lane evaluated is a skill level 10, or entry level, task. Pacheco says the badge helps a Soldier’s career progression regardless of their occupational specialty, however, it is no easy feat.

“There is a very high rate of attrition because it’s very methodical and procedural,” said Pacheco. “It asks a lot of the Soldiers throughout the week in order to get their GOs.”

To put the attrition into perspective, 1,100 hundred Soldiers submitted a packet for E3B. By day 3 of the testing, 252 remained in the running for one of the three badges.

Pfc. Angelina Shabelina, a cavalry scout assigned to 2nd battalion, 23rd Infantry Regiment, 1st SBCT, 4th Inf. Div., felt added pressure to her participation as she aspired to gain her ESB.

“I am nervous about earning my ESB because I am the only female from the battalion who is testing for the ESB,” Shabelina said. “It’s a lot of pressure and work.”

Shabelina says there is a lot of preparation behind E3B testing, which consists of events ranging from land navigation to weapon familiarity. The first event started with the expert physical fitness assessment and then moved onto land navigation.

However, the testing doesn’t end there. Throughout the week, Soldiers must pass 10 different stations that tested their knowledge of tactical combat casualty care, weapons functions checks and basic knowledge of different weapon systems, patrolling and tasks associated specifically to the badge they were testing for.

For example, the EFMB conducts three testing lanes with a varying number of evaluated skills. These lanes test the practical ability and keen eyes of candidates while performing evacuation and warrior skills tasks.

“EFMB is a test of a candidate’s attention to detail,” said Sgt. 1st Class Jonathan Bland, flight paramedic, 2nd Battalion, 4th General Support Aviation Battalion, 4th Combat Aviation Brigade, 4th Inf. Div. “All of the grade sheets and standards are published and that is really where the rubber meets the road.”

Soldiers are graded on each task to a strict standard. Participants are eliminated if they receive two no-go’s on a task. Soldiers who complete all the tasks perfectly are recognized as earning their “True Blue” for EIB, “Perfect Edge” for ESB and “No Blood” for those who earned their EFMBs with perfect scores.

Despite a plethora of rigor during the first few days of competition, the remaining Soldiers enter the final event, a 12-mile road march completed within three-hours. After crossing the finish line, Soldiers must disassemble and reassemble their weapon within five minutes.

“If you feel like you are losing yourself when you’re training up, you get everything right, you are in line to test out, and your mind goes completely blank, try to remember the Soldiers who are motivating you,” Shabelina said. “For me it’s my first sergeant and my team leader.”

In the end, 172 out of 924 Soldiers earned one of the E3B awards. Ivy Division alumni were able to pin the respective badges onto the recipients during the award ceremony at the conclusion of the final event.

Story by SPC Jason Klaer

Photos by PVT Cecilia Ochoa and SPC Mark Bowman

First USAF Officer Training School-Victory Graduates Take Flight

Tuesday, December 19th, 2023

MAXWELL AIR FORCE BASE, Ala. (AFNS) —  

The first Officer Training School-Victory class graduated at Maxwell Air Force Base Dec. 8.

The graduation ceremony marked the historic transformation of the Department of the Air Force’s Officer Training School, setting an elevated standard for the next generation of Air and Space Force leaders. OTS-V provides a competency-based course designed to develop warrior-minded leaders of character committed to the Air Force oath, values and creed.

The new course promotes transformative change through leadership reps and sets in the affective, cognitive and behavioral learning domains. This experiential learning includes 60 hours across 28 days of challenging mission command experiences, as officer trainees lead their teams in multiple demanding environments to achieve the commander’s intent. OTS MCEs are conducted in three primary environments: a new tactical level Multi-Domain Warfighting Lab, an innovative Combined Joint Task Force Wargame and a deployed field exercise to prepare graduates to serve and lead Airmen and Guardians through volatile, uncertain, complex and ambiguous challenges to accomplish difficult missions.

“All of it has changed to produce a better warfighter,” said Col. Derrick J. Iwanenko, deputy OTS commandant. “For the first time, we’re a competency-based course, executing mission command experiences. Within our condensed timeline, nobody is executing the level of reps and sets we’re able to induce for the trainees through mission command.”

OTS-V incorporates a physically, intellectually and emotionally rigorous five-module approach across 60 training days. OTS will conduct, on average, 20 classes per year with a new class starting every two weeks. The additional class start dates promote flexibility for stakeholders, reduce candidates’ wait time to attend training, and allow for increased trainee throughput. At any point, OTS will have up to five classes in session in various phases of training. The new training construct allows OTS to easily surge production to meet mission requirements in both steady state and a contingency mobilization posture.

“I’m extremely grateful and honored to have had the privilege to serve and to be a part of our OTS transformation,” said Col. Keolani Bailey, OTS commandant. “I’m sincerely appreciative of the entire OTS team for their innovation, passion, and commitment to the mission, each other and our trainees. Our OTS professionals are the best in the leader development business! I am also thankful for the officer trainees who invest their best to develop themselves, their peers, and our staff as we continually improve to become the premier leader development institution within the profession of arms. As warrior-minded leaders of character, our graduates emerge committed to living with honor, lifting others and elevating the performance of their teams to deter, fight and win our nation’s wars.”

By Airman 1st Class Tyrique Barquet, Air University Public Affairs

FORSCOM Commander’s Forum Outlines the Future of Army Formations

Tuesday, December 5th, 2023

FORT LIBERTY, N.C. — Commanders and command sergeants major from across the U.S. Army Forces Command footprint gathered at Fort Liberty for the FORSCOM Commander’s Forum, Nov. 29-30, 2023. The conference brings together senior leaders from all Forces Command corps and divisions as well as the Army National Guard and Army Reserve for focused training and conversations on leading warfighters on the battlefield.

Gen. Andrew Poppas, FORSCOM commanding general, welcomed the group and explained there was much to cover over the two-days. He continued by explaining his “4-Wins:” Win Trust and Empower Leaders; Win the First Fight; Win the Future Fight; and Win as a Balanced Total Army.

“The framework we’ve laid out is the 4-Wins,” said Poppas. “This is the framework in which we move forward. And I will tell you that at every touchpoint within each one of these domains, I feel we’ve made great success. In the way we are building the team, in the way we’ve embraced it … strengthening the relationships we have and engaged leadership.”

He continued by expressing his vision of a warfighting force and professional warriors. Warriors need the mindset of always moving forward; the warrior spirit to hone yourself to be physically and mentally fit; and training methodology focused on building formations to their greatest capability, he said.

“The strength of that formation is that they rely on each other,” Poppas said. “It’s the person to your left that’s carrying the shield that protects you. It’s the strength of the formation that moves forward.”

Poppas explained the number one priority for the Army chief of staff is warfighting and FORSCOM owns warfighting. As he looked around the room, he acknowledged that the leaders sitting there were in the positions they are in due to their strong backgrounds as leaders, warfighters, and Soldiers.

This year, the 41st Chief of Staff of the Army, Gen. Randy George, was the guest speaker for the forum. George has served as the Chief of Staff of the Army since Sept. 21, 2023. He began his discussion by acknowledging that world today is a very complex place. The Middle East, Ukraine, Taiwan and Africa were cited as just a few of today’s global hot spots the U.S. Army has interests. In addition to these topics, George recognized challenges with recruiting efforts, equipment and parts delay and budget stability.

As he continued, George shared with the group the questions he asked to his staff at the Pentagon: what can we stop doing or change; how do we adjust our processes; how can we push down authority and funding; and are we making the right trade-offs?

“I generally don’t talk about 2030 because I don’t think we have that much time,” said George. “2030 is too far down the road. We are going to be a lot different before that, I can guarantee you. We are going to be a lot different in the next four years.”

The Army chief of staff continued the conversations, outlining his some of his priorities — such as warfighting, delivering ready combat formations, adjusting the approach to military construction projects, and production of a new mobile app to help inform Soldiers and families of quality of life programs available to them.

Focusing on continuous transformation, George explained that transformation is more than just purchasing new equipment. Transformation also includes changes to processes, training and how Army formations look.

“I want our leaders to decide what our formations will look like, not a bunch of us sitting inside the [Pentagon],” explained George. “I can certainly do that, I definitely have my own opinions on a lot this, but I want everybody involved in what we’re doing.”

The topic of strengthening the profession was saved until last to emphasize the point. George shared an example from his time as a division commander. Underlining how he and other division commanders would share advice and lessons learned with each other to help increase lethality and warfighting capabilities.

“I remember when I was a captain and pulling the drawer open and Armor Magazine and Infantry Magazine were there, and they were very helpful,” said George. “I’m asking for your help in making sure people are writing about our profession. We should be talking about our profession.”

By Adam Luther

Army Publishes First Doctrinal Manual Dedicated to Information

Monday, December 4th, 2023

FORT LEAVENWORTH, Kan. — The Army has released its first doctrinal publication dedicated to the topic of information and its role in multidomain operations on the Army Publishing Directorate website, Nov. 27, 2023.

Army Doctrine Publication 3-13, Information, codifies the Army’s approach to the military uses of data and information, and recognizes all activities generate informational effects that can contribute to, or hamper, achieving objectives.

“Information is central to everything we do. It is the basis of intelligence, a fundamental component of command and control, and the foundation for communicating thoughts, opinions and ideas,” said Lt. Gen. Milford Beagle, Jr., commanding general, Combined Arms Center and Fort Leavenworth. “As a dynamic of combat power, Army forces fight for, defend, and fight with information to create and exploit information advantages — the use, protection, and exploitation of information to achieve objectives more effectively than enemies and adversaries.”

Authors from CAC’s Combined Arms Doctrine Directorate, the organization charged with writing the new manual, acknowledge that changes in the security environment necessitated an update to doctrine. Adversaries are already using informational power to try to gain regional influence and control well ahead of potential armed conflict. These actions make the competition for information and ideas continuous and persistent.

Key to achieving objectives in a contested environment like this means gaining an information advantage, a new term now defined in doctrine. An information advantage is “a condition when a force holds the initiative in terms of situational understanding, decision making, and relevant actor behavior.”

“Our new doctrine makes it clear that everyone plays some role in achieving information advantage,” said retired Army colonel and CADD Director Richard Creed. “And similarly, commanders need to consider information from a combined arms perspective because all Army capabilities create effects in the information dimension of our operational environment. We can’t make it the sole purview of a single staff section or certain specialties and expect success during operations. Operations now require leaders to consider how information enables operations, how to protect friendly information, how to employ information against an enemy or adversary, and how to attack the enemy’s ability to use information effectively.”

To facilitate that process, ADP 3-13 gives leaders a framework for developing information advantages during operations and at home station. It also spells out how commanders can leverage aspects of information that enable command and control; protect data, information, and networks; inform audiences; influence threats and foreign relevant actors; and attack the threat’s ability to use information.

The publication of ADP 3-13 is just the start of a sustained education campaign from CAC. As with the release of FM 3-0, CADD is developing a series of products to help Soldiers understand the new doctrine. Articles, videos and podcasts devoted to ADP 3-13 are in the works and will be announced via CADD’s social media channels. The team will also work closely with the Centers of Excellence, Army University and the combat training centers to ensure this information is incorporated into professional military education and training. In addition, mobile training teams will visit select installations and organizations to further integrate the ideas outlined in the manual.

“ADP 3-13 provides the intellectual underpinnings that describe how Army forces will gain, protect, and exploit information advantages; however, doctrine is only the beginning. The hard work starts when we begin to internalize these ideas into leader development, education, and training,” said Beagle.

To learn more about ADP 3-13 and other doctrine, visit the Combined Arms Doctrine Directorate website.

By Randi Stenson, MCCoE Public Affairs

Air Force Reserve Component Launches Direct Commission Program; Constructive Service Credit for Cyberspace Warfare Operations Career Field

Wednesday, November 22nd, 2023

By Secretary of the Air Force Public Affairs

ARLINGTON, Va. (AFNS) —  

The Department of the Air Force has announced that the Air Reserve component has initiated a direct commission and constructive service credit program memo for people interested in serving in the cyber security and cyberspace warfare operations career fields.

Brig. Gen. Terrence Adams, deputy principal cyber advisor to the Secretary of Defense and senior military advisor for Cyber Policy, made the announcement on behalf of the Air Force at the Aspen Institute Cyber Summit in New York.

“As our nation faces tough challenges in the cyberspace warfighting domain, the Air Force Reserve needs the best talent America has to offer,” Adams said. “The Cyber Direct Commission program is designed to attract highly skilled cyber professionals from industry and enlisted career fields who want to serve their nation in a part time capacity.”

Enlisted personnel and civilians qualified to serve as Air Force Warfighter Communications Operators (17D) and Cyberspace Effects Operators (17S) can earn a direct commission as an Air Force officer. Also eligible are personnel who are qualified to earn a cyberspace engineer/agile software developer – Cyberspace Engineering “Z” prefix as outlined in the Air Force Officer Classification Directory.

“This program will allow the service to access cutting edge talent and leverage private sector skills to make us more competitive in the changing world environment,” said Alex Wagner, assistance secretary of the Air Force for Manpower and Reserve Affairs.

A review board will determine if candidates are eligible for constructive service credit for prior commissioned service, advanced education, and special training or experience.

Constructive service credit is used to determine initial grade, rank and service for promotion eligibility and is usually granted in year-long increments.

Applicants must meet the following criteria:

·?? Be eligible for a commission in the Air Force, including physical standards for entrance

·?? Possess or be eligible for a top secret/sensitive compartmented information security clearance

·?? Have a quantifiable record of leadership, management or supervisory experience in academia, civilian and/or military organizations (preferred)

·?? Have qualifying advanced education, specialized training and/or experience in cyber-related fields as outlined in the memo

Candidates will incur an initial four-year Selective Reserve obligation from the date of appointment or commission and an additional four-year Inactive Ready Reserve obligation. They will also be required to complete the U.S. Air Force Officer Training School program. Their monthly reserve obligation will depend on the needs of their units, training requirements and mission requirements.

This program follows a regular Air Force pilot program for direct commissioning into cyber career fields and constructive service credit launched in 2020.

This is the first time the reserve component has opened direct commissions to career fields other than lawyers, chaplains and medical personnel. The service may consider expanding the direct commission program to other reserve and Guard career fields in the future.

Career fields that may be considered are operations analyst, intelligence, security forces, chemist, nuclear chemist, physicists, nuclear physicists, developmental engineer and acquisition manager.