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Reserve Airman MTIembraces challengesPage 17

PHOTO BY DEBBIE GILDEA

340th Flying Training Group Commander Col. Michael J. Vanzo (left) is welcomed to the 433rd Training Squadron's basicmilitary training graduation ceremony by members of the preparation team.

2 | Friday, July 24, 2020 | JBSA Legacy

At its first meeting July 15, theDefense Department’s Board onDiversity and Inclusion pledgedto rid the department ofsystemic discrimination.

Defense Secretary Dr. MarkT. Esper chartered the board inresponse to the larger, nationalconversation on racism anddiversity.

Esper said George Floyd’sdeath personally served as areminder of the racial injustice,bias and prejudice thatcontinues to afflict the UnitedStates. “We must continue to doour best to recognize this, toconfront it, and to eradicateprejudice and bias anddiscrimination, because weknow we are a reflection of thesociety that we come from andthat we have sworn an oath toprotect and defend,” he told theboard just after signing theircharter.

The board will meet everyother week and is chaired byAir Force Secretary BarbaraBarrett.

The board’s charter looks tosmash systemic racism anddiscrimination in any form.

“Diversity is more thantolerance,” Barrett said.“Genuine diversity generatesacceptance. This board’smandate is to move forwardwith alacrity and positivelytransform the DefenseDepartment for today’s service

members and for generations tocome.”

The board seeks to inculcatea culture of inclusivity.

In addition to Barrett, theboard includes Senior EnlistedAdvisor to the ChairmanRamón “CZ” Colón-López,Undersecretary of Defense forPersonnel and ReadinessMatthew Donovan, as well as

officer and enlisted personnel ofthe services. The SEAC hasjoined Esper on a number oftrips in the United States tobegin the conversation in theforce on diversity and inclusion.

“We had very gooddiscussions — very tough, verycandid discussions,” Esper said.“The SEAC and I have learneda number of things. One of thethings is we don’t have a toolkit,a lexicon by which we discussissues of race and prejudice andbias. It’s very uncomfortable toeven begin the discussion.” Yetthe conversations have begun,and will continue, he said.

“This is very important, veryhistoric, it’s a chance for us tomake a monumental … andlasting change in … how we dealwith one another, how we treatone another, how we addressdiversity and inclusion, how wedeal with race and bias andprejudice,” Esper said. “At theend of the day, it’s all aboutbuilding a more cohesive, amore ready and more capableforce in defense of ourconstitution and our fellowAmericans.”

Esper thanks diversity, inclusionboard for tackling tough subjects

By Jim GaramoneDOD NEWS

SENIOR AIRMAN BRANDON ESAU

U.S. Secretary of Defense Dr. Mark T. Esper speaks during a lunch with Airmenat RAF Mildenhall, England, June 25.

To help reduce the spread of COVID-19and keep our Airmen safe, 20E5 and 20E6promotion testing was previouslysuspended and resumed when deemed safeby installation commanders.

Although most testing centers haveresumed operations, social distancingprecautions have significantly impacted thenumber of Airmen able to test per session.As of June 30, only 32 percent of 20E5eligible Airmen have tested. Therefore, theAir Force’s Personnel Center is extendingthe promotion testing window for the 20E5cycle to Aug. 28 to allow as many Airmenas possible to meet the in-cycle promotionrelease with their peers.

AFPC will remain flexible to changingconditions and will re-adjust timelines ifrequired to ensure the safety of ourAirmen.

Currently, there is only a one-monthdelay from the pre-COVID timeline.Information regarding each cycle is listedbelow:

20E6

1Testing Window: May 11 — July 311File Freeze: July 311Estimated Release: Mid-to-late August1 Increments will begin Sept. 1. (those witha date of rank of Aug. 1 will be retroactivelyapplied with backdated pay)

20E5

1Testing Window: May 11 — Aug. 28

1File Freeze: TBD1Estimated Release: Mid-to-late September1 Increments will begin Oct. 1 (those with adate of rank of Sept. 1 will be retroactivelyapplied with backdated pay)

For additional information, visit myPers.

20E5/E6 promotion testing window extendedBy Staff Sgt. Sahara L. FalesAIR FORCE’S PERSONNEL CENTER PUBLIC AFFAIRS

COURTESY GRAPHIC

JBSA Legacy | Friday, July 24, 2020 | 3

Feedback Fridays is a weeklyforum that aims to connect the502d Air Base Wing withmembers of the Joint Base SanAntonio community. Questionsare collected during commander’scalls, town hall meetings andthroughout the week.

If you have a question orconcern, please send an email [email protected] the subject line “FeedbackFridays.” Questions will befurther researched and publishedas information becomes available.

Q. JBSA Logistics ReadinessSquadron has directed us toreturn to work full time.

This week we had a positivemilitary member in ourbuilding walking around andour leadership was sent homebut nothing was told to therest of the people in thebuilding. The positive militaryperson was walking aroundthe building for half of the day.

Are we still authorized totelework and if so why arecommanders not directingtelework and taking care oftheir people?A. Thank you for the opportunityto address concerns regardingleadership actions taken inresponse to a COVID-19 positivemember in your building. Theshort answer is that leadershipacross JBSA is encouraged toutilize telework and weather &safety administrative leave whenappropriate to ensure the safetyof our personnel.

Upon review of the specificincident, it was noted that thesupervisor was one of the peoplesent into restriction of movement,

which caused a delay with normalsupervisory notifications ofactions taken.

One lesson learned during thisincident is ensuring employeenotifications are made from thenext level of leadership whendirect supervisors are notavailable.

When a member is foundpositive, contact tracing isaccomplished. All members in thebuilding who have beendetermined to have direct contactwith the member are placed inrestricted on movement for 14days; the office in which theperson was working islocked/closed; and all of thecommon areas are cleaned andsanitized in accordance with theCenter for Disease Control andPrevention and 502nd Air BaseWing Public Health OfficerEmergency guidance. After 24hours, the member’s office iscleaned and sanitized. Asummary of the actions taken isthen sent out to the squadron.

Q. Why isn’t the “Taj Mahal” atJBSA-Randolph illuminated inthe mornings at 4:45 a.m.?

Last month the lights werefinally turned back on. Thisweek the lights are turnedback off.

Saving energy is importantbut the Taj is a symbol of AFinnovation — an Airmanwanted to build a beautifulwater tower and certainlysucceeded.

JBSA-Randolph is also verydark in the mornings and theTaj is a beacon in thesurrounding gloom.A. Thank you for your praise ofthis national historic landmark.In an effort to save energy, the TajMahal is only illuminated duringthe hours of darkness when thereis the most activity on theinstallation, from 5-7:30 a.m. andthen from 8:30-10 p.m. daily.Efforts, both large, visible oneslike this, and smaller ones liketurning lights off in buildings atthe end of the day, add up to

significant energy savings acrossall of JBSA.

Q. I noticed a large flock ofbirds in the parking lot ofbuilding 977 atJBSA-Randolph.

While building 977 isn’t onthe flight line, it seems odd tohave such a large birdpopulation at JBSA- Randolph.Are these birds a bird strikethreat?A. Thank you for keeping awatchful eye! The 12th FlyingTraining Wing routinely trackslocal bird species, flight paths,and populations as part of ourBird/Wildlife Aircraft StrikeHazard program.

At the 12th Flying TrainingWing, they have a full-timewildlife biologist from the U.S.Department of Agriculture onstaff to help with our efforts inreducing aircraft bird strikes.

The 12th FTW safety team hasbeen notified and will investigatethe area. Thank you again.

Feedback FridaysBy Brig. Gen. Caroline M. Miller502D AIR BASE WING AND JOINT BASE

SAN ANTONIO COMMANDER

COURTESY GRAPHIC


Army Gen. Mark A. Milleycondemned systemic racism saying,“There is no place our armed forces formanifestations or symbols of racism,bias or discrimination,” duringtestimony before the House ArmedServices Committee July 9.

Milley, chairman of the Joint Chiefs ofStaff, and Defense Secretary Dr. Mark T.Esper testified about the military role inwake of the killing of George Floyd atthe hands of Minneapolis policemen inMay.

“George Floyd’s death amplified thepain, the frustration and the fear that somany of our fellow Americans live withday in and day out,” the chairman said.“I have many policemen in my family,and I am personally outraged by GeorgeFloyd’s brutal and senseless killing. Theprotests that have ensued not onlyspeak to this injustice, but also tocenturies of injustice towards BlackAmericans. We, as a nation and as amilitary, are still struggling with racism,and we have much work to do.”

The military is built around teams ofservice members banding together toaccomplish shared missions, Milleysaid. “We who wear the cloth of ournation understand that cohesion is aforce multiplier,” he said. “Divisivenessleads to defeat. As one of our famouspresidents said, ‘a house divided doesnot stand.’”

Milley said the U.S. military is acohesive team consisting of people ofdifferent races and genders andreligious and sexual orientationsworking to accomplish their missionand peace in the war, all over the globe.“Equality and opportunity are mattersof military readiness, not just politicalcorrectness.”

The military helped lead theintegration of U.S. society whenthen-President Harry S. Trumanintegrated the armed forces in 1948 — 17years before the 1965 Civil Rights Act.

“But we are not perfect,” thechairman said. “And we mustthoughtfully examine our institutionand ensure it is a place where allAmericans see themselves representedand have equal opportunity to succeed,

especially in leadership positions.”He noted that all members of the

military swear an oath to support anddefend the Constitution. “This oathunderpins my duties as the chairman ofthe Joint Chiefs of Staff, and I am deeplycommitted to fulfilling both the letterand the spirit of my oath regardless ofconsequences to self,” Milley said. “We,the United States military, hold dear theConstitution and the principle of anapolitical military that is so deeplyrooted in the very essence of ourrepublic.”

Milley clarified June 1 news reportsthat implied he was in command of thetroops protecting Washington, D.C.

“My role as the chairman is to be theprincipal military adviser to thepresident of the United States, thesecretary of defense, the NationalSecurity Council and the HomelandSecurity Council,” he said. “Throughoutthe recent period of civil unrest in ournation, I exercised this role exclusively.At no time was I ever in command ofany forces. All of my actions have beenconsistent with my statutory authorityas an adviser, who is explicitly not inthe chain of command.”

Milley said the vast majority ofprotests around the nation werepeaceful. “Peaceful protests means thatAmerican freedom is working,” he said.

Still, some turned violent, andgovernors felt the need to call-up

National Guardsmen to supplementlocal police efforts.

Violent protests expanded from 13cities on May 29 to 34 cities two dayslater. “By the morning of 1 June, 29 statesand the District of Columbia hadactivated the National Guards totalingmore than 17,000 National Guardsmenand women,” he said.

In the nation’s capital, violenceescalated. “Our nation’s monuments andgovernment buildings were defaced,businesses in D.C. were looted, andsome were set ablaze,” Milley said.

There were more than 420 arrests,and 150 law enforcement officers and ahalf-dozen National Guardsmen wereinjured. National Guardsmen from 11different states were called up to assistin Washington.

“Since the protests began, I soughtinformation to help me assess the abilityof federal, state and local authorities tohandle situations under theirresponsibility,” Milley said. “Icontinually assessed and advised that itwas not necessary to employ active dutytroops in response to the civil unrestoccurring in our nation.”

“It was my view then, and it remainsso now, that local, state and federalpolice backed up by the National Guardunder governor control, could, andcontinually can, effectively handle the

security situation in every case acrossthe country,” he continued.

Early on, there was a shortage ofNational Guardsmen, and Milleyrecommended that Esper put 1,700active duty personnel on an increasedalert level. “None of them [was] everused, and there was never anactive-duty troop used in any locationanywhere in the United States,” thechairman said.

Milley also advised and Esperordered de-escalation measures to betaken, including having guardsmenremove weapons and helmetsinconsistent with force protectionmeasures. “These de-escalationmeasures were widely implemented, …and, by 4 June, active duty and NationalGuard units began redeploying from thevicinity of Washington, D.C., back tohome station,” he said.

The guardsmen did their jobsprofessionally and with sensitivity,Milley said.

“The United States military comesfrom the people of our nation, and weremain dedicated to the Constitution,”he said. “We will never turn our back onthat document. We swore an oath ofallegiance — at the cost of our lives — toan idea embedded within thatdocument, and we will always protectit.”

No place for racism, discrimination in U.S.military, Army Gen. Mark A. Milley says

By Jim GaramoneDOD NEWS

KIMBERLY LIDDICK-BYRNES

Army Gen. Mark A. Milley, the chairman of theJoint Chiefs of Staff, testifies before the HouseArmed Services Committee on the DefenseDepartment’s authorities and roles in relationto civilian law enforcement, July 9.

As Joint Base San Antoniocontinues to align COVID-19prevention efforts with the City ofSan Antonio and to reduce thespread of the virus, the JBSAAirshow scheduled for Novemberwill not take place this year.

“I know this is disappointing, butthis decision was made with thehealth and safety of the JBSAmembers and surroundingcommunities in mind,” said Brig.

Gen. Caroline Miller, JBSA and502nd Air Base Wing commander.“Thank you for your unwaveringsupport and patience as we workthrough this time together.”

The next airshow is scheduled forApril 23-24, 2022, at JBSA-Randolph,along with the United States AirForce 75th Anniversary.

For more information, contact the502nd Air Base Wing Public Affairsat [email protected].

Joint Base San Antonio2020 Airshow cancelled

From 502nd Air Base Wing Public Affairs


As high school students look tocontinue learning in a COVID-19environment, the Army has provided anonline option to help students preparefor college.

Whether or not a school choosesin-class or online learning, students canprepare for college using the Army’scollege readiness website,March2Success, to augment theirlearning and study for entrance exams.

Students can take practice tests forexams like the ACT, SAT, MedicalCollege Admission Test and DentalAdmission Test. The website providesan alternative for students unable toseek a tutor or join a study group due topandemic restrictions.

“The COVID pandemic saw parentshomeschooling their students to end thecurrent school year,” said LaraneGuthrie-Clarkson, chief of education forUSAREC. “And if a parent is not aneducator or is not a subject-matterexpert in a particular subject and astudent needs help, then we can putthem into March2Success.”

With many schools’ start datesshifting, more students must turn toonline resources like the Army’sMarch2Success site, she said.

After COVID-19 forced nationwideschool closures, active March2Successusers dropped from 89,211 in May 2019 to50,432 in May 2020, as many schoolscanceled some standardized testing.

During the summer months, theMarch2Scuccess site could still helpstudents prepare for the upcoming fall

semesters while remaining at home,Guthrie-Clarkson said.

The webpage offers a wide palette ofresources for high school students oradults taking undergraduate courses forthe first time. Future Soldiers can alsouse the program’s study aids to preparefor the Armed Services VocationalAptitude Battery test.

While the program has materialsaimed at students in grades 8-12, Soldiersplanning to attend college can access theonline educational tools to prepare forthe entrance exams or use the materials

as a refresher course. Students canaccess the website’s free services atwww.march2success.com.

Students study at their own pace, takepre-tests to determine their aptitudelevel and help educators manage theirlearning. The program’s users prep forthe entrance exams first by taking adiagnostic pretest to determine theirstrengths and weaknesses. Students willthen develop a study plan with goalstailored to each user.

“Students can sit there and use itanytime,” Guthrie-Clarkson said. “So

they’re not restricted to a specific time ofday unless parental instruction orteacher instructions work that way. Forexample, if I’m not good in, sayfractions, I can practice fractions, and itshould increase my score.”

The program also has resources forpotential recruits who are consideringjoining the Army. Using the mobile app,Career Navigator, they can learn aboutArmy careers and locate recruiters fromtheir smartphones. Guthrie-Clarksonsaid there have been discussions on howto expand the site’s features due to theneed for online learning options.

In 2018, the Army added graduateprogram exams, the Medical CollegeAdmissions Test, the Dental AdmissionsTest and various nursing program teststo its list of features.

The Stars Elements app allowsstudents to build an educationalfoundation for chemistry and physicalscience with the use of interactivemodels, challenges and games.

Originally conceived in the late ‘90s,the program provides a convenientresource for students who have limitedaccess to teachers and tutors. Theprogram has added game-based learningto its curriculum, including sports-basedapps GoArmy Edge Football andGoArmy Edge Soccer, where coachesand players can virtually design plays.

Recruiters have marketed the websiteat high schools across the country,though no commitment to militaryservice is required. Guthrie-Clarksonsaid the Army provides the website asan education augmentation tool as apublic service to the nation’s high schoolstudents.

Army offers college prep website amid pandemicBy Joseph LacdanARMY NEWS SERVICE

COURTESY GRAPHIC

Helping those in need is always inseason — and now Army & Air ForceExchange Service shoppers can donateany amount to military relief fundsyear-round at their nearest Exchangestore.

Soldiers, Airmen and otherauthorized shoppers can donate toArmy Emergency Relief, or AER, or theAir Force Assistance Fund, or AFAF, atthe register at any Exchange.

Shoppers have the option to donate in

increments of $1, $5 and $10 or can enterin a custom amount. Online donationscan be made in $5 increments duringcheckout at ShopMyExchange.com.

“AER and AFAF take exceptional careof Soldiers, Airmen and familiesnavigating difficult times, such asduring the recent upheaval caused bythe COVID-19 pandemic,” saidExchange Director/CEO Tom Shull.“We’ve seen our military communitygrow stronger by standing togetherthrough the pandemic.”

AER and AFAF provide emergencyassistance, sponsor educational

programs and offer communityprograms that make life better forservice members and their families.

“The Exchange, and their valuedcustomers, continue to be a hugesupporter of our mission of helpingmembers of the Army family,” saidretired Lt. Gen. Raymond V. Mason,AER director. “The option ofyear-round giving in Exchange storesfurther strengthens this fantasticpartnership and allows AER to expandassistance to Soldier and their families.”

Since 2017, Exchange shoppers havedonated to AER and AFAF at the

register, but only during select givingperiods throughout the year. Exchangeshoppers have donated nearly $800,000to these agencies in the last three years.The year-round giving and customamount options will help sustainsupport for service members andfamilies throughout the year.

“Exchange shoppers have beengenerous with their donations,” saidretired Lt. Gen. John D. Hopper Jr., CEOof the Air Force Aid Society, one of fourcharities that benefit from the AFAF.“Every dollar given is a helping hand toAirmen and their families in need.”

AAFES partners with military relief funds to help Soldiers, Airmen in needFrom Army & Air Force ExchangeService Public Affairs


What began as a project toimprove land surveying,floodplain mapping, vegetationclassification and endangeredspecies management at JointBase San Antonio-Camp Bullishas become a revolutionaryinnovation that could save theAir Force millions of dollarsand countless hours of labor.

The Air Force Installationand Mission Support Center’sUnmanned Aerial System, orUAS, project was initiated inlate 2019. Then, in March of thisyear, the Air Force presented a$3 million Small BusinessInnovation Research Program,or SBIR, award for the project.

The award, which waspresented to a selected smallbusiness, brings the amount ofgovernment investments in theprogram to $6 million over fouryears. Added to the $50 millionin funding from industry andventure capitalists the smallbusiness secured, this bringsthe total investment in theproject to $56 million.

That funding has kicked theproject, which began as aneffort to protect the habitat of anendangered species, into highgear.

“The entire project revolvesaround the golden-checkedwarbler, which is present onJBSA-Camp Bullis,” said PaulJurena, natural resourcesspecialist, Air Force CivilEngineer Center. “Nesting ofthis species occurs here, and inthe central region in Texas.”

Taking responsibility forprotecting the birds’ habitat issomething JBSA environmental

specialists take very seriously. “As a federal agency, the U.S.

Air Force is responsible forreporting any activities thatcould impact the species,especially during the breedingseason, March through June, tothe U.S. Fish and WildlifeService. They are responsiblefor enforcement of theEndangered Species Act,”Jurena said.

Prior to the AFIMSC project,surveying the habitat conditionsat JBSA-Camp Bullis was atimely process.

“Sending government orcontract representativesphysically into an environmentto examine and study thehabitat can be grueling work, aswell as costly,” said DustinDickens, the UAS projectmanager in the AFIMSCInnovation Office.

Through regular testing ofthe project’s UAS capabilities,which last took place July 9,surveying the habitat shouldsoon become exponentiallyeasier.

“Sending Unmanned AerialSystems instead can usuallyaccomplish mapping andstudies of the habitat muchfaster and more efficiently,which in turn provides a costssaving,” Dickens said.

While saving time and moneyis an important part of theproject, making sureassessments are accurate isessential to continuing militarytraining activities at JBSA-CampBullis.

“The Biological Opinionprovided by USFWS to CampBullis dictates the minimumsize of habitat needed for thisspecies, as well as the basicbiologic parameters to

measure,” Jurena said. “Itrequires JBSA to assure aminimum of 5,000 acres ofsuitable habitat based upon treesize, species, and densityparameters. With the new UAStechnology acquired throughthe SBIR award, the processshould be faster, and muchmore accurate.”

“The UAVs, depending ontheir sensors, can identify anddetermine parameters that thehuman just cannot, whichincreases accuracy andidentification of specifichabitats,” Dickens said. “Thesystems also support machinelearning algorithms, or artificialintelligence programs, that canlearn from data and improvefrom experience, withouthuman intervention.”

The ability to achieverepeated results is alsoimportant to the effectiveness ofthe project.

“By having data about thehabitat that is repeatable, andcan be easily gathered through aUAS, makes for easierdeterminations on where thebreeding habitats are, andthereby, benefiting JBSA andtheir training mission,” Jurenasaid. “This platform can giveinstallation biologists betterideas of where the habitats areand can identify those areas thatneed further evaluation.”

This information is importantto those who train atJBSA-Camp Bullis.

“Once the habitats areassessed, the location andidentification of habitats givemission and training personnelknowledge of where they needto avoid,” Jurena said.

The testing accomplishedthus far has involved a

small-scale UAS withmulti-spectral imagery and lightdetection and ranging (LiDAR)sensors to classify habitatsuitability for thegolden-cheeked warbler, Jurenasaid.

During a recent outing withthe UAS’s, July 9 and 10, theresults were positive.

“Overall, the flights were asuccess and the results are verypromising,” Dickens said.“AFIMSC and Air Force CivilEngineer Center are workingtoward a path for additionaltesting. Once complete will havea better understanding of theneeds and feasibility forwide-scale implementation.”

The ability to utilize thetechnology and the datacollected across a wide varietyof agencies is what makes thecompletion of testing andbeginning of implementation soimportant.

“Once fully operational, thecloud-based platform utilizedwith the UAS will allowmultiple users to access and usethe information collected fortheir requirements,” Dickenssaid.

“The UAS platform itself ismodular in design that can becustomized for flight controlsand components,” Jurena said.“The payload attachment is alsocustomized that can accept avariety of sensors with minimal

tools and equipmentmodifications. In short, the UASplatform flown is adaptable toboth flight components andpayload attachments withminimal downtime.”

As testing continues, theUAS’s capabilities will continueto improve and will broaden toexpand its usefulness.

“The UAS platform flownJuly 9 and 10 provided LiDARdata for further refinement ofhabitat classification that wasnot possible with just regularand multi-spectral imageryfrom last year’s UAS flights,”Jurena said.

Once all processes areproven, Jurena said the team’sinnovation will quickly beshared with others who maybenefit.

“If the UAS/UAVmethodology works well here, itcould help other Department ofDefense installations,” he said.“It can provide another surveytool for USFWS and statebiologists to assess this speciesat their refuge sites, as well asmultiple other uses.”

In addition, futureclassifications of the program’sUAS could include their use forinfrastructure inspections, todetect water and fuel leaks, andother routine inspections,”Jurena said. “This really is awin-win for the Air Force andthe Department of Defense.”

JBSA environmental programtakes off with UAS technologyBy Lori A. Bultman502ND AIR BASE WING

PUBLIC AFFAIRS

SARAYUTH PINTHONG

An unmanned aerial system is prepared for a test flight July 9 at Joint BaseSan Antonio-Camp Bullis.


The head of U.S. NorthernCommand’s land forces spokeJuly 14 of the lessons learnedfrom its ongoing battle againstCOVID-19, as the commandprepares to send more troopsto hotspots in Texas andCalifornia.

At the height of its responsein April, the command hadmore than 9,000 servicemembers deployed across thecountry and has supportedover 130 Federal EmergencyManagement Agency missionsthroughout it.

About one-third of thosetroops were medical providerswho helped reduce the burdenon civilian hospitals.

“It was the largest responsewe have commanded andcontrolled,” said Lt. Gen. LauraRichardson, who is also thecommander of U.S. ArmyNorth.

Emergency responsesnormally have one or twoFEMA regions activated, whichcover about 10 states. Theresponse to COVID-19,however, has resulted in all 10regions being activated, sheadded.

Game-changer

With cases rising in Texasand California, the commandhas now assigned about 740military medical and supportpersonnel to support FEMAmissions in both states. Themajority will assist hospitals inTexas such as in San Antonio,Houston and elsewhere, thegeneral said.

“That was a game-changerfor us,” she said of augmentingcivilian hospitals. “Let’s go inwhere the infrastructure is andhelp those staffs out. That wasreally a lesson learned and abest practice.”

Since its response began inlate January, the command hascreated Urban AugmentationMedical Task Forces, which arecomprised of 85 medicalpersonnel.

Some of the specialized unitsearlier deployed to hospitals inNew York City, the nation’sformer epicenter for the virus,where they helped abeleaguered staff.

The task forces and othermilitary efforts became such awelcomed sight in the BigApple that the mayor said theywere like the cavalry,Richardson said.

“They had just about lost allhope and when our folks came[in to support] and they wereintegrated into the hospitals,they were cheered [on],” shesaid. “It was just really, reallyincredible.”

The command, along withthe Army Corps of Engineers,also helped transform the JavitsConvention Center inManhattan into an alternatecare facility that treated almost1,100 patients, many of whom

had the virus.Army engineers then used

lessons learned from thatoperation to build several othercare facilities out of emptyevent centers around thecountry.

The command helped createstrict donning and doffingprocedures for personalprotective equipment, or PPE.The process, she said, issimilar to chemical orbiological decontamination andit later became the standard forall Defense Departmentpersonnel.

“It is still key to our successin keeping our people healthy,”she said.

As hurricane seasonapproaches, when there isnormally a need for high-watervehicles, the general saidtroops will also havehigh-water PPE to protect

them as they rescue people.“We already ordered that

and have it on hand [to make]sure our forces will haveenough as they go aroundsaving lives,” she said.

Emergency preparedness

The general creditedprevious training in helpingU.S. Army North, which holdsabout 60 exercises per year, beready for the current operation.

In October, ARNORTHparticipated in Vigilant Shield,an annual homeland defenseexercise that involvesNORTHCOM, U.S. governmentagencies, and the CanadianJoint Operations Command.

“It was pretty eye-opening,”she said. “So when COVIDstarted blossoming out, itwasn’t as intimidating.

“It’s always good to get aharder situation or scenario in

an exercise so that when thereal world happens, it’s easier.That’s really what we try tostrive for.”

ARNORTH also added 250personnel to temporarily upliftits Joint Force LandComponent Command. Thoseincluded members ofwarfighting and logistics teamsfrom the Army CombinedArms Center, she said, as wellas five general officers whoaugmented her staff.

While the peak of theoperation has passed,Richardson said the commandremains poised to step up andhelp should the need arise, orshould any natural disasteroccur.

“At Army North, our mottois ‘Strength of the Nation’ andwe are working nonstop, dayand night, to support ourfellow Americans,” she said.

ARNORTH ready to battle COVID-19 after busy springBy Sean KimmonsARMY NEWS SERVICE

CHIEF PETTY OFFICER BARRY RILEY

Soldiers assigned to Javits New York Medical Station conduct check-in procedures on an incoming COVID-19 patient in the facility’s medical bay April 5.


Joint Base San Antonio members who are tired ofbeing cooped up indoors because of COVID-19restrictions can enjoy the outdoors in a safe setting atone of several recreational facilities.

Through safeguards implemented by the 502ndForce Support Squadron, outdoor and recreationalpark facilities at JBSA remain open to servicemembers, dependents, retirees and Department ofDefense government civilians for their use andenjoyment.

Trever Gilman, 502nd FSS assistant communityservices flight chief, recreation, said several health andsafety measures have been put into place atrecreational facilities to protect the well-being ofcustomers and staff members.

First, fiberglass screens have been installed toseparate customers and staff members at frontcounters, with staff members cleaning the entrancearea as customers come and go. Second, recreationalequipment is being cleaned after each usage bypatrons.

“We are doing daily cleaning of the equipment,especially the equipment that is going out,” Gilmansaid. “We clean it and then we have a spot where

people can bring it back. Some of our equipment welet set for a couple of days. Our campers, for instance,we air out for three days and our staff will go out thereand do the deep cleaning on it for the next customer.”

At the JBSA Recreation Park at Canyon Lake,groups of up to 10 individuals are being allowed in,which includes the sponsor who must show theirDepartment of Defense identification card. When inpark areas or on the beach, groups are asked topractice social distancing from each other and wearmasks or face coverings when inside park facilities,interacting with park staff members or in situationsthey are unable to do social distancing.

Gilman said staff members drive around the parkon a regular basis to monitor and make sure guestsare following social distancing guidelines. They alsokeep track of the number of people coming into thepark at the entrance.

Anyone can check for updates or follow theJBSA-Canyon Lake Facebook page for daily updateson capacity levels at the park athttps://www.facebook.com/pages/Jbsa-Canyon-Lake/.

To enhance the safety of guests, lodging facilities atJBSA-Canyon Lake are being rotated for usage. Aftereach use, park staff members are allowing each lodgeto air out for three days before it is cleaned and rentedout to guests again. Gilman said this process is being

enacted to give ample time for lodge units to air outand be cleaned thoroughly, including all touchingpoints and surfaces.

In addition, pontoon and ski boats are beingthoroughly sanitized and cleaned after each use.

For information on the availability of and to makereservations at the JBSA Recreation Park at CanyonLake, call 830-964-3576 or email:[email protected]. Reservations for boatrentals can be made at: [email protected].

Information about outdoor recreational facilities,including hours of operation and health and safetyprotocols, is posted athttps://jbsatoday.com/OutdoorRecreation andhttps://jbsatoday.com/events/odr-reopenings.

Amid the pandemic, Gilman said the 502nd FSSwants to continue to provide recreationalopportunities for service members, dependents,retirees and DOD government civilians.

“We play a vital part in keeping resiliency withinthe JBSA community,” Gilman said. “We feel like wecan offer our operations and programs safely with allthe guidelines that we get from public health andeverything that has been vetted through the properchannels for approval to open, which gives people achance to get out and about and enjoy the activitiesthat they’ve earned being part of the military.”

JBSA recreational facilities provide safe experienceBy David DeKunder502ND AIR BASE WING PUBLIC AFFAIRS

Joint Base San Antonio will beginStage 1 water conservation measureseffective immediately.

JBSA Stage 1 water conservationmeasures are triggered when the 10-dayaverage measurement at the test well atSAWS Well Head J-17 reaches amountsbetween and/or equal to 659 and 650feet and/or when the Comal Springs10-day average flow reaches amountsbetween and/or equal to 224 and 200cubic feet per second.

JBSA is committed to preservingEdwards Aquifer water and preventingadverse impacts to the aquifer’sendangered species and habitats.

The following water conservationactivities will help to ensure anadequate supply of Edwards Aquiferwater:1Continue Stage Normal water usemeasures, except as noted or replacedby Stage 1 rules.

1Landscape watering with anirrigation system, sprinkler or soakerhose is allowed only once a week before10 a.m. or after 8 p.m. on yourdesignated watering day, as determinedby your address or facility number.1Reduce water consumption by anymeans available.1New turf or landscaping may bewatered as identified in Stage Normaluntil adequate growth is maintained.1Privately owned vehicle washing isallowed once per week on Saturday orSunday as long as there is no waterwaste. A positive shutoff nozzle must beused with hoses to prevent water waste.Don’t let water run into the street.1All swimming pools must have aminimum of 25 percent of the surfacearea covered with evaporation screenswhen not in use. Inflatable pool toys orfloating decorations may be used.1Hand watering with a handheld hose,soaker hose, drip irrigation, bucket or

JBSA implements Stage 1water conservation measures

From 502nd Air Base Wing Public Affairs

STAGE 1 continues on 9


The San Antonio MilitaryHealth System is expanding itsability to care for criticallyinjured and ill communitymembers to help ease theCOVID-19 burden on the localhealthcare system.

Over the past week, BrookeArmy Medical Center hasdoubled its capacity for military,veteran and civilian patients inneed of extracorporealmembrane oxygenation, orECMO, treatment.

BAMC is currently providingapproximately 25 percent of thecity’s ECMO capability, notedAir Force Col. (Dr.) PatrickOsborn, SAMHSsurgeon-in-chief and BAMC’sdeputy commander for surgicalservices.

“ECMO is a last resort for themost critically ill patients withsevere pulmonary disease,” hesaid. “Whether due to COVID-19or another condition, ECMOprovides a life-support option tosave lives when all other optionsare exhausted.”

The time and labor-intensivetreatment requires a highlyspecialized and trained team,“and is best utilized inspecialized centers within alarger medical referral system,”Osborn said.

In light of the COVID-19surge, BAMC has reallocatedstaff and resources to increaseits capacity to four patients,including civilian patients fromthe San Antonio area. Osborn

hopes to expand further whilemaintaining the ability toprovide ECMO treatment toDepartment of Defensebeneficiaries or in response toglobal contingencies.

Lifesaving treatment

ECMO is a heart-lung bypasssystem used in the intensivecare unit when a patient hasheart and/or lung failure, saidArmy Maj. (Dr.) Arthur (Randy)Mielke, assistant medicaldirector, BAMC ECMO Service.

The ECMO machine removesblood from large central vesselsin a patient’s body, circulates itthrough an external artificiallung, oxygenates it, and deliversthe blood back into thebloodstream. It essentially doesthe work of an injured lung andis the last line of defense againstrespiratory failure caused by theCOVID-19 virus, Mielkeexplained.

“Patients with severe lunginjury can have mortality ratesof greater than 50 percent,” hesaid. “ECMO has been shown toreduce this mortality down toapproximately 30 to 40 percent.Functionally bypassing thelungs with an ECMO machinecan provide precious time forpatients to receive anti-viraltreatments and heal fromCOVID-19 infection.”

Established in October 2012,BAMC has the only adultECMO center with fullcapability in the DOD andremains one of the few centersin the world with air transportcapability.

While taking care of military

beneficiaries is BAMC’s primarymission, Osborn explained, theorganization is also able tosupport ECMO patients fromthe civilian population througha DOD program. The experiencegained ensures the ECMO teamsustains the skills required tomobilize worldwide to treat andtransport patients back toBAMC.

“The sooner the patient is onECMO and stabilized, the lesstime vital organs are withoutoxygenation or necessary bloodpressure support and thequicker the recovery,” saidBernadette Elliott, adultextracorporeal lifesupport/ECMO transportprogram manager. The ECMOteam has traveled as far as Iraqand Afghanistan to transport aservice member back to BAMC,she noted.

Steadfast trauma partner

Along with ECMO care,BAMC is also taking additionalcivilian trauma patients to

ensure the regional traumasystem remains unaffected bythe pandemic, Osborn said.BAMC is one of two Level Itrauma centers within theSouthwest Texas RegionalAdvisory Council, or STRAC,regional trauma system, and theonly one of its kind in the DOD.

Alongside University HealthSystem, BAMC provideslifesaving care to more than4,000 trauma patients each year,including 750 burn patients,from an area that stretchesacross 22 counties in SouthwestTexas and encompasses 2.2million people.

Last week, with the demandfor COVID care increasing,BAMC began acceptingadditional trauma patients tohelp lighten the load for its LevelI partner. STRAC’sredistribution of high-leveltrauma care has beenaccomplished seamlessly due tothe history of collaborationbetween the two Level Ifacilities, noted Air Force Lt.

Col. Valerie Sams, BAMCtrauma medical director.

“We have an active andlong-standing partnership withSTRAC and UHS, whichenables us to act as a cohesive,efficient system in times ofcrisis,” Sams said.

About 85 percent of BAMC’strauma admissions arecommunity members withoutmilitary affiliation.

Community commitment

Along with providing ECMOtreatment for San AntonioCOVID-19 patients, SAMHSpersonnel are working diligentlyalongside their communitycounterparts to reduce thespread of COVID-19. SAMHSexperts are serving as criticalmembers of STRAC’s medicalleadership, the Regional MedicalOperations Center and thePandemic Medical OperationsWorkgroup that plan andcoordinate all aspects of theregion’s pandemic response.

BAMC is grateful for itslongstanding communitypartnerships, particularlyduring this national emergency,noted BAMC CommandingGeneral Army Brig. Gen. ShanBagby.

“We are members of thisamazing community too and areabsolutely committed toproviding the highest-qualitycare in the safest way possible toour military, veteran and civilianpatients,” he said. “We aregrateful to work and collaboratewith our civilian counterparts inthis city’s world-class healthcareand trauma system.”

SAMHS expands COVID-19 critical care capabilitiesBy Elaine SanchezBROOKE ARMY MEDICAL CENTER

PUBLIC AFFAIRS

“We are members of this amazing community

too and are absolutely committed to providing

the highest-quality care in the safest way

possible to our military, veteran and civilian

patients. We are grateful to work and collaborate

with our civilian counterparts in this city’s

world-class healthcare and trauma system.”

Brig. Gen. Shan Bagby,Brooke Army Medical Center commanding general

watering can is permitted any time andany day.1Washing impervious cover such asparking lots, driveways, streets orsidewalks is prohibited except in orderto correct life, health or safety concerns.1 Irrigation of athletic fields ispermitted only as required to maintainthe turf viability/safety. Athletic fields

continue Stage Normal water usemeasures.1Landscape on golf courses arerequired to follow one day per weekwatering1Use of fountains, waterfalls or otheraesthetic water features outdoors orindoors is prohibited unless a variancehas been granted for 100 percentnon-potable water use.

In Stage 1, the watering days are asfollows if the address/facility numberends in 0 or 1, Monday; 2 or 3, Tuesday;

4 or 5, Wednesday; 6 or 7, Thursday;and 8 or 9, Friday.

All water restriction measures anddetails are listed in the JBSA CriticalPeriod Management Plan availableonline at http://www.jbsa.mil/Information/Environmental/

JBSA personnel should not confusethe JBSA water restrictions with theSAWS restriction levels. The JBSAwater restrictions are more stringentand begin sooner than SAWSrestrictions.

These water conservation activitieswill help to ensure an adequate supplyof Edwards Aquifer water. All waterrestriction measures are listed in theJBSA Critical Period Management Planavailable online at www.jbsa.af.mil/shared/media/document/AFD-130809-013.pdf.

Call 652-2392 to report water abusers.Those found not abiding with the JBSACritical Period Management Plan mayface potential disciplinary measures.Reports will remain anonymous.

STAGE 1From page 8


The U.S. ArmyEnvironmental Command, orUSAEC, at Joint Base SanAntonio-Fort Sam Houston hasbeen offering online courses toensure Army environmentalprofessionals worldwide remaintrained and mission-certifiedduring COVID-19.

Environmental workcontinues on Army installationsto avoid non-compliance,violations and penaltiesassociated with more than 100environmental laws, statutesand executive orders.

Keeping up to date oncertifications andenvironmental requirements isa constant challenge made evenmore difficult when healthprotection measures are in placethat limit travel and thereforetraining opportunities.

The USAEC’s workforcedevelopment, or WFD, teamroutinely looks for ways to

improve the environmentaltraining program to ensure itmeets the needs ofenvironmental professionalsthroughout the Army.

Surveys of garrisonenvironmental professionalsshowed there was a consistentpercentage of staff that justcould not break away from theirlocation to travel for training.

Typically, the demands of thejob were cited as the reason. Allthis, plus budget cuts and travelbudget caps, had the WFD teamlooking for solutions tominimize environmentaltraining travel and costs.

The USAEC WFD teampurchased licenses for AdobeConnect online hosting serviceand began transitioningUSAEC-provided training todistance learning in 2019.

“What we set out to do wasmodernize and expand ourreach through distancelearning,” said Amanda Kraus,the USAEC’s WorkforceDevelopment team lead andAdobe Connect coordinator.

Distance learning-enabledcourses to be broken down intosmaller and often more focusedpieces. Those who could notbreak away from work to attenda five-day course, find multiplesmaller distance learningalternatives more appealing.

“At the end of the day,distance learning allows us toreach a much bigger percentageof our population,” said DaveGiffin, U.S. Army InstallationManagement Command’s G-4Environmental Division chief.

“We began switching todistance learning wherepossible more than a year ago toreduce travel costs associatedwith training so the Army couldbetter fund its modernizationefforts,” Giffin said. “That earlytransition really set us up forsuccess and allowed us tocontinue to train ourenvironmental staffs across theglobe during COVID-19.”

“Our distance learning effortshave been tested by recentevents and far surpassed goalsfor this year with more to

come,” Kraus said. “The onlineplatform allows us to offer live,and with recording features,on-demand training thatlearners can access from anyinternet-enabled devicewherever they are in the worldfrom home or workplace.”

The USAEC is the Army’sprogram manager for theenvironmental restorationprogram known as cleanup.Since some training courseswere developed by USAEC staff,the cleanup programmanagement training,environmental and disposalliabilities course, and ArmyEnvironmental System trainingfor reporting cleanup status andcosts to complete were the firstcourses to transition to the newplatform.

Since then, the WFD teamhas worked with othercontracted training providers toplan and prepare moreenvironmental training for thedistance learning platform.

In 2018, one distance learningclass was held. In 2019, that

number grew to five. In 2020,the team had initially scheduled19 distance learning and 41onsite courses.

With travel restrictions inplace because of COVID-19,distance learning classesbecame the only availablesource of training and sinceMarch 17, AEC has scheduledand conducted 40 distancelearning courses. Seventeenmore are planned throughSeptember in response tocontinued travel restrictions.

“COVID-19 became a forcingfunction to ramp up ourdistance learning portfolio,”said Janet Kim, AEC’s deputy tothe commander. “Whiledistance learning is a greatalternative, for now, there arecases where in-personinstruction is most effective.Once personnel are allowed totravel, we plan to balance thetraining catalog betweendistance learning and in-personclasses to provide the mosteffective learning environmentfor our workforce.”

USAEC ensures training during COVID-19By Cathy KroppU.S. ARMY ENVIRONMENTAL

COMMAND PUBLIC AFFAIRS

ARMY NORTH HOSTS HURRICANE

REHEARSAL OFCONCEPT DRILL

SGT. MAJ. FAITH LAUGHTER

U.S. Army North hosted a Hurricane Rehearsalof Concept Drill at Joint Base San Antonio-Fort

Sam Houston July 10, both in-person andvirtually, with more than 250 leaders from

federal, state, U.S. territories and the military,to discuss their respective courses of action inthe event of a hurricane response. As the peak

months of the Atlantic/Gulf of Mexico hurricaneseason draw near, the necessary forces need tobe ready to respond. The Rehearsal of Concept

Drill was organized by U.S. Army North, theArmy component of U.S. Northern Command, as

part of its mission to support civil authoritiesduring disasters.


After more than a dozenyears as a 433rd TrainingSquadron military traininginstructor at Joint Base SanAntonio-Lackland, ReserveCitizen Airman Senior MasterSgt. Jason Wagner is moving on.

Conflicted, he’s excited abouta new opportunity at a new baseand a new career field (as wellas promotion to chief mastersergeant), but reluctant to leavea team he helped develop, a unitwhere he’s grown as a leader,teammates who are more thanfamily, and the excitement andsatisfaction of preparing AirForce trainees for the greatest“job” they’ll ever have.

Wagner, who grew up in anAir Force family, lived inCalifornia, Kansas, Germany,and Canada and developed apassion for learning about andgetting to know and understandpeople from every walk of life.It’s a passion that would standhim in good stead throughouthis career.

The former security forcesAirman committed to the AirForce while a junior in highschool, and the Friday beforeSept. 11, 2001, he received his firstofficial orders. Tuesday, 9/11, theterrorist attacks drove him totry to accelerate his report date.

“I know I annoyed myrecruiter, trying to get him tomove my entry date up,”Wagner said. “I took my examsearly, completed all graduationrequirements early. Peopleasked me if I still planned to go.Of course, I was still going, butthe ‘why’ changed.”

Reflecting on his career, hemused how 9/11 changedeverything he and his peersexpected their careers to be,drawing a parallel to how the

COVID-19 pandemic haschanged everything his sister,who graduated from high schoolthis year, and her peers expectedadult life to be like.

At some point, significantevents are going to intrude onyour plans, though, so heencourages others to be open toopportunities inherent in thoseevents — and, in fact, acceptedthat guidance from his ownmentors on more than oneoccasion.

Becoming an MTI wasn’t partof his original plan, but hiscareer was marked byunexpected situations thatultimately brought him to thistime and place.

After completing securityforces tech training, he and oneother graduate didn’t haveorders. After waiting forever (itseemed), personnel contactedthem to find out who they wereand why they were using a mealcard in the dining facility everyday. Somewhere along the way,their records - every document -went missing.

The result was a new base forWagner, who had beenscheduled for Minot Air ForceBase, North Dakota. His new

assignment was Cannon AirForce Base, New Mexico, wherehe spent six years, includingthree deployments.

Every effort to get apermanent change of stationfrom Cannon to anywhere wasunsuccessful, and after six yearsof long “cop” hours and threemajor deployments, with no endin sight, Wagner and his familydecided it was time to separatefrom the Air Force.

Both he and his wife wereteaching for a living when shewas diagnosed with a braintumor. After she spent sixweeks in intensive care, herealized that they were notgoing to make it.

In 2009, Wagner accepted anActive Guard Reserve militarytraining instructor position atthe 433rd. It wasn’t part of hisplan, but he embraced theopportunity, and the result wasmore emotional and mentalgrowth than he could haveanticipated.

Reserve service representedthe opportunity to stay in placelong enough to put down rootsand spend time with family.

“Dad was my biggest fan,” hesaid. “He was more excited

about every success than I was,and he posted videos andpictures of everything I did.”

Although his dad passedaway two years ago, he sawWagner earn his traininginstructor badge and hat,watched him march countlessflights across the bomb run,celebrated his promotions andreveled when his son waswelcomed into the exclusiveMaster Military Instructor “BlueRope” Association.

Not all experiences werepositive, but those that were notstill brought opportunity,education and experience.

In 2012, as Wagnerapproached the end of thetraditional four-year specialduty tour, he faced a dilemma.He could go, as eventually, allmust, or he could stay and try tobe part of a culturaltransformation in the enlistedtraining environment.

“There was a growingnumber of us who didn’t agreewith the idea that you have totreat people as if they’resubhuman,” he said. “There wasan entrenched toxic culture, Ihad a chance to be part ofreimagining basic military

training, and I wanted to stay.”While working with

like-minded members to healthe BMT culture and create agrowth environment, Wagneralso did an internship with alocal behavior analysis unit,which helped him complete hisbachelor’s degree in psychology,and helped him sort out histhoughts on the problems hehad seen in BMT.

Having been part ofimproving the culture, and withtwo tours behind him, Wagnerwas ready to move on.Unfortunately, an enlistedmember with a 7-level in his orher field automatically drops toa 3-level after six years out of thefield.

Regular Air Force (activeduty) members rarely face thatsituation because they arelimited by automatic personnelsystems to the four-year tour(with extension possible forsome), followed by an AirForce-directed move.

“We don’t have a mechanismto automatically pull a memberout of the MTI special duty, soyou have to aggressively manageyour career and have a plan foryour next position,” Wagnersaid. “As a master, I applied forsix security forces units, but itwas too late — with a 3-level, Iwas no longer eligible.

It isn’t easy to walk awayfrom a job you love, Wagnerknows.

“Special duties — MTI, firstsergeant — are supposed to bespecial. You will miss out on somany other opportunities if youtry to turn a special duty into awhole career,” he cautioned.

Wagner encourages thoseconsidering applying for MTIduty to do it.

“What we get to do here, wewill look back on it fondly for

‘Being an MTI is everything and nothing you ever thought’By Debbie Gildea340TH FLYING TRAINING GROUP

PUBLIC AFFAIRS

DEBBIE GILDEA

Senior Master Sgt. Jason Wagner (at right in front), Reserve military training instructor, marches his final flight towardthe 'bomb run' at the Joint Base San Antonio-Lackland basic military training parade ground, where graduationsnormally occur.

BEING AN MTI continues on 13


The Air Force SecurityForces Center at Joint Base SanAntonio-Lackland has officiallylaunched the Kennel HealthAssessment 2.0 project toascertain the holistic state of allof the kennels across the U.S.Air Force and ensure thewell-being of all MilitaryWorking Dogs.

The project was started in2018 as KHA 1.0 by Master Sgt.Steven Kaun, the current AirForce MWD program manager.

It had the basic bones of thecurrent project, including theneed to track the status of eachindividual kennel, but becauseof competing priorities, KHAhad to take a backseat. It wasrevived again when AFSFC andAir Staff leadership recognizedthe need for this information.In this second iteration, theydevised a way to assign a gradeto each kennel in the Air Forcesystem.

“This is instrumental in ourability to communicate tosenior leaders and keydecision-makers the data theyneed to make the mostinformed decisions when itcomes to MWD readiness,health and its direct correlationto the MWD Kennel facilities,which house these sensitive,high-value assets,” said Tech.Sgt. Otho Nugent, Air Force

MWD assistant programmanager, who leads specialproject areas.

“Currently, there is nothingto capture the status of MWDkennels across the enterprise,and we recognize this is aproblem, so we have created acomprehensive solution and thefirst-ever product to get afterthe problem,” Nugent added.

The team developed a customworkbook to analyze four majorfocus areas — administrativeoffices, kennel facilities,support areas, and veterinarysupport. It will also analyze 10sub-focus areas and 32 gradedareas. These parameters will beused to categorize and advocatefor facility enhancements andrenovations to properly supportmore than $116 million inMWDs.

Responses were solicitedfrom 72 field units atpermanent Air Force bases tocomplete the analysis. Theinformation gathered will becompiled into a dashboard,which will show bothindividual and holistic kennelhealth across the Air Force. It isestimated that the informationcan be presented within 30 to60 days to senior leaders andkey decision-makers so the nextsteps can be taken to make anyimprovements necessary.

“With the proper supportand funding, this product canbe captured, updated anddisplayed in a web-controlled

database allowing for live andanalyzed data,” Nugent said.“Funding for this directlycorrelates to Air Force MWDhealth, safety, quality of life andoverall readiness.”

The product will allowdecision-makers to utilize thedata to invest in their homekennels and ensure they are incompliance with the standardsfor kennel maintenance.

Kennels must be up tostandard on sanitation andpreventative health measures,including food quality, wastedisposal, insect and rodentcontrol, water supply,vaccinations, training ofpersonnel, safety measures,and more, for missionreadiness.

“Most wouldn’t think akennel facility would haveanything to do with readiness;however, this is inaccurate,”Nugent said. “MWDs arerequired to be housed in thesefacilities, and if theseconditions are poor, then thehealth of the MWDs housedwithin them will diminish.

“Ensuring our most valuableassets, people and MWDs, havethe ability to perform what theyhave been tasked and trained todo is at the heart of readiness,”Nugent said. “It is our job as anAir Force to provide these basicfoundational needs for our K-9sto ensure they can perform totheir max potential at amoment’s notice.”

To effectively track this vitalinformation, the staff membersat the Air Force Security ForcesCenter wants to improve onKHA 2.0 and launch a morecomprehensive databaseapplication that will contain theinformation collected and allowowner and users in the field toupdate the information asneeded.

Funding an owner/usercompatible database wouldallow the Air Force to controland monitor the informationthrough contractualagreements, business rules and

more. In the future, the teamhopes to survey ReadinessTraining Centers and forwardbases with an MWD footprint.

“In order to maintain theMWDs we have in inventoryand continue to enlist MWDsinto the USAF in accordancewith our regulations, we needto invest our time, money, andefforts into our kennelfacilities,” Nugent said. “MWDsare not seen as equipment butas sensitive, high-value assetsthat require training, love andattention to operate at Olympiclevels by skilled handlers.”

AFSFC launches software to monitor health of MWDsBy Rachel Kersey502ND AIR BASE WING

PUBLIC AFFAIRS

AIRMAN 1ST CLASS JAMES CROW

Vanda, a military working dog trainee assigned to the 341st TrainingSquadron, runs through a tunnel during obedience training at Joint Base SanAntonio-Lackland.

the rest of our lives. We see 35 to40 thousand Airmen every year,Airmen who are the perfectcross-section of America. Eachone has a different reason tojoin, and every reason is a goodreason,” he said. “You could bean integral part of their career, amemory they will rememberforever, and they will be a partof your Air Force legacy.”

Knowing his MTI chapterwas coming to a close, Wagner

wanted to push one more flight,and his final flight experiencehas been nearly asunconventional as his first.

As a new MTI, havingcompleted all the training andhands-on requirements to earnhis MTI hat and “cookie”(badge), he was ready for thefinal step: to march hisgraduating flight down thebomb run for the pass in review.But he didn’t have a flight —they had graduated two weeksbefore him.

“I had to ‘borrow’ a flightfrom a teammate, and honestly,

he wasn’t happy about it — heworked hard for the honor —but he knew I needed that finalstep,” Wagner said, laughing atthe memory. “He even sent me a‘motivational’ message throughthe dorm chief.”

Now Wagner’s training hisfinal flight at a time when hissquadron is making Air Forcehistory. In May, the 433rd TRSwas asked to pull all ReserveMTIs out of the regular AirForce squadrons to come ‘home’and push flights for the 433rd asit accepted a full share of BMTproduction responsibility.

But Wagner is also preparingto leave, so he’s been pushinghis flight while squeezing leaveinto the mix, and building hispersonal business (in real estate)before he leaves his ActiveGuard Reserve position in SanAntonio, where he and hisfamily have made a life, andheads for a traditional Reservechief master sergeant position atan unfamiliar base in anotherstate supporting an operationalflying mission.

This summer, Wagner willreport to the 913th Airlift Groupat Little Rock Air Force Base,

Arkansas, to be thesuperintendent.

“To be honest, I’m terrified,”he said. “But this opportunitywill not come again, and I amblessed and excited to ‘supportthe four fans of freedom.’”

Being an MTI is hard. It’sstressful. It’s amazing. It’s crazy.It will break your heart and itwill fill you with joy.

“Being an MTI is everythingand nothing you ever thought,all at the same time, and I wouldnot trade the experience foranything in the world,” Wagnersaid.

BEING AN MTIFrom page 11


The COVID-19 pandemichasn’t put a damper on theproduction of new Soldiers orAirmen at basic trainingfacilities.

Basic training throughput forthe Air Force is at about 90percent of “traditional capacity,”Air Force Maj. Gen. Andrea D.Tullos, commander of SecondAir Force, said during a pressconference at the Pentagon July10.

“But we are at 100 percentproduction for what the AirForce is asking us to produce forthe end of this year,” she said.“We had lowered ourproduction to around 60 percentcapacity when COVID began sothat we could evaluate theability of our trainers and thetrainees to fight through. But wehave since ramped back up.”

Initially, the Air Force hadwanted about 38,000 newrecruits this year, Tullos said.But the service has reduced thatto about 35,500. That, she said,is due in large part to betterretention.

“We are actually retaining

above historic norms,” she said.“So we are going to actually hitour end-strength ceiling withour current production rate.”

Army Maj. Gen. Lonnie G.Hibbard, commander of theArmy Center for Initial MilitaryTraining, said the Army’srecruitment and retention issimilarly situated.

“Right now we’re filling, as ofthis last week, at 90 percent fillfor all three componentsarriving into the training base,”

he said. He also said thatgraduation rates for basictrainees is higher than usual —it sits now at about 92 percent.

Hibbard said the target forproducing new soldiers is “influx,” for the same reason it isfor the Air Force: retention ishigh.

“End strength is thecombination of recruiting andretention and because of thecurrent environment in thecivilian sector, our retention is

also through the roof, andheadquarters Department of theArmy keeps adjusting ourtargets to keep us withinguidelines of our Army endstrength,” he said.

Keeping airmen and soldierssafe in basic training is apriority for both services, thegenerals said. Testing recruitsfor the coronavirus when theyarrive at basic training,continuous monitoring andquarantining those who testpositive have ensured thattraining can continue and youngairmen and soldiers can stayhealthy.

Both the Army and the AirForce are now testing newrecruits for COVID-19 uponarrival on station. Both havereported similar numbersregarding the results. About 2percent of those new recruitstest positive for COVID-19 and,of those who test positive, about60 percent are asymptomatic.Those who test positive aremoved out of training and intoquarantine.

“All soldiers who screen ortest positive for exposure orsymptoms of the virus arequarantined and given proper

medical care, and after recovery,are cleared medically andreturned to training,” Hibbardsaid.

Tullos said the Air Force isalso quarantining new recruitswho test positive for COVID-19.When they are healthy again,they get back to basic training.

“Someone who tests positivewhen they arrive at basictraining is placed into isolation,”she said. “I can tell you that allof our trainees who testedpositive upon arrival haverecovered and then reenteredinto the training pipeline.”

The Army has basic trainingfacilities at Fort Benning,Georgia; Fort Jackson, SouthCarolina; Fort Leonard Wood,Missouri; and Fort Sill,Oklahoma. Hibbard said that ifany of those facilities reachcapacity as a result of COVID-19,the Army is leveling out thetraining load by directingtrainees to different locations.

The Air Force has historicallytrained new recruits at JointBase San Antonio-Lackland,Texas, but as a result ofCOVID-19, opened a secondfacility at Keesler Air ForceBase, Biloxi, Mississippi.

AF, Army meet numbers for basic trainees By C. Todd LopezDOD NEWS

VICTORIA EVANS

Soldiers in initial military training at Fort Jackson, South Carolina, carryammunition, May 11, 2020.

KEEPING 149TH FWHISTORY ALIVE – AND CLEAN

MASTER SGT. MINDY BLOEM

Tech. Sgt. Guillermo De La Cruz (right), 149thMaintenance Squadron member, and retired149th Fighter Wing member Tech. Sgt. Dean

Walden (left), wash an F-16 static display atJoint Base San Antonio-Lackland July 10. De

La Cruz spearheaded the project to remodelan F-16 and mount it onto a display stand inMarch 2016. Preserving military history is apassion for De La Cruz, and he takes time tocare for all the 149th’s aircraft as the wing's

historical property custodian.


A unit focused on quick andaccurate payments to Airmenturned a workplace challengepresented by the Coronaviruspandemic into an opportunityto showcase the Air ForceInstallation and MissionSupport Center’s value ofresponsiveness.

With COVID-19 quicklyimpacting its base and localcommunity, Travel PayProcessing at Ellsworth AirForce Base, South Dakota,encountered a critical 24-hourdeadline to develop a plan toimplement social distancingmeasures and transition the130-person team to teleworkstatus. The deadline forced theorganization, formerly knownas the Air Force FinancialServices Center, to consider anapproach it had neverattempted and previously

believed to be impossible due tolimitations in technology.

“When General Wilcox talksabout doing the impossible, hebrags about our team atEllsworth because they makethe impossible possible,” saidLinda Alcala, AFIMSCfinancial operations chief.

Bob Bozarth and TeresaStokes tackled the teleworkchallenge head-on. Theydevised and implemented aplan to upgrade every laptop inthe organization for access to aVirtual Private Network thatwas more conducive tooperating the programs theteam uses to process claims.

“Our biggest challenge wasthat we could re-image onlynine of the 130 laptops per dayon the network due to technicallimitations, and it took twoweeks to complete updates forthe entire team,” said Bozarth,travel pay support branch chief.“We displayed a desire to makeit work and sought everyavenue to find the routes to get

us teleworking.”Using a combination of split

shifts and administrative leaveto initially address the base andCenter for Disease Control’ssocial distancing guidance, theteam reduced the number ofpeople in the building all at onetime during the two-weekperiod, said Stokes, travel paybranch chief.

“We implemented a swingshift that, while not verypopular, our team knew had tobe implemented for their healthbecause all of our people workin a cubicle environment onone floor,” Stokes said. “Overthe two-week period, ouremployees understood wherewe needed to go, and theyembraced the situation until wecould get them full-timeteleworking.”

Stokes said the team alsoremained extremely responsiveto its customers during thetransition, keeping up with theincoming flow of vouchers andcontinuing to pay customers

within five to seven days. Theteam processes approximately270,000 vouchers annually.

“When we processed ourfirst voucher from home, it wasvery cool and a huge victory forus because we were told formany years that we wereunable to telework,” said GregHansel, travel review chief.“Now that the number ofvouchers are graduallyincreasing, we’re going to get agood look at how successfuland responsive we can be withtelework.”

Not only did the teamsuccessfully complete thetransition, it tackled otherchallenges with aresponse-focused mindsetduring the pandemic bybuilding partnerships withinstallations.

A DOD-directed stopmovement order halted orlimited permanent change ofstation moves and reduced thenumber of incoming vouchersfor the team to process. With a

temporarily reduced workload,team members reached out toinstallation financial servicesoffices to help them reconcile anumber of vouchers that hadbeen rejected and needed moreinformation or documentation.

“We have mutual respect andadmiration for our financepartners at the base,” saidHansel, who participates inorganizational roadshowsdesigned to build workingrelationships with FSOs acrossthe Air Force. “We see thepressures and additionalworkloads on our FSO teams,and the more we interact andunderstand each other, thebetter we work together to takecare of our customers.”

Working with the FSOs, theEllsworth team helped reducethe number of rejectedvouchers by 60 percent in lessthan six months.

“They are always willing tolook into what can be done totake care of Airmen and getthem paid,” Alcala said.

AFIMSC travel pay team adapts to customer needsBy Ed ShannonAIR FORCE INSTALLATION AND

MISSION SUPPORT CENTER

PUBLIC AFFAIRS

Lt. Col. A. SpencePennington assumed commandof the 433rd AircraftMaintenance Squadron fromLt. Col Michael Webb during avirtual change of commandceremony at Joint Base SanAntonio-Lackland July 11.

Because of the ongoingcoronavirus pandemic, thevideo-streamed event providedmembers of the 433rd AMXSthe opportunity to be a part ofthe commemoration whilepracticing social distancing.

Lt. Col. Stuart Martin, 433rdMaintenance Groupcommander, presided over theceremony.

“Never has there been asituation of such profoundcircumstances that has madeus adapt in such a short

amount of time,” Martin said.“It’s a lot to balance, however,I’m 100 percent confident you’rethe right person to fill thecommander role.”

During the ceremony,Pennington expressed hisgratitude to his previous unitwhile also pledging toaccomplish his goals in his newrole as the AMXS commander.

“You made my job enjoyableand meaningful. I couldn’t beprouder,” Pennington said ofhis previous command.

“Colonel McClain andColonel Martin, thank you forhaving the confidence to allowme to command such animpressive and complexorganization,” Pennington said.“We will create an environmentthat is disciplined yetconsiderate, safe and timely.We will also focus on thesethree things: people, planes andprocesses.”

433rd AMXS welcomes new commanderBy Senior Airman Monet Villacorte433RD AIRLIFT WING PUBLIC AFFAIRS

SENIOR AIRMAN MONET VILLACORTE

Lt. Col. StuartMartin, 433rdMaintenanceGroupcommander,presents theguidon to Lt. Col.A. SpencePennington,433rd AircraftMaintenanceSquadroncommander, at achange ofcommandceremony for the433rd AMXS atJoint Base SanAntonio-Lackland July 11.


The Air Force Reserve’s433rd Training Squadron, JointBase San Antonio-Lackland,marched hundreds of TotalForce Air Force trainees intothe history books July 16 whenthose trainees took theirAirman’s Oath during basicmilitary training graduationand took their place in the longblue line.

The new Airmen are the firstto complete basic training inthe fully operational,all-Reserve military trainingsquadron.

The 433rd TRS, one of sevensquadrons assigned to the340th Flying Training Group atJBSA-Randolph, is the onlyall-Reserve military traininginstructor squadron in the AirForce. In the past, 433rd TRSReserve MTIs were embeddedin Regular Air Force (activeduty) squadrons to support theAir Education and TrainingCommand enlisted accessionmission.

In May, the squadron,supplemented by former activeduty MTIs who were invited toreturn temporarily to MTI duty,stood up as a line squadronalongside the active duty,inviting its Reserve MTIs toreturn to the squadron to leadits trainees through 7.5 weeks oftraining. Volunteers from the433rd Airlift Wing atJBSA-Lackland rounded outthe team, serving inadministrative supportfunctions.

Surging the squadron amid aglobal health crisis that resultedin travel restrictions, physicaldistancing requirements, andpersonal protective equipmentconcerns was a challenge, said

squadron superintendent ChiefMaster Sgt. Tamara Strange.

“This wasn’t easy, but wecame away with a sense ofaccomplishment in overcominganticipated and unanticipatedchallenges,” she said. “Thetrainees and MTIs gaveeverything they had and theyearned their place in history!”

In addition to smaller flights(enabling trainees to maintainnecessary physical distance),most basic training processesare new or modified. Whenrecruits arrive for training, theyenter a two-week holdingperiod, during which they arecarefully assessed for any signsof illness. During those twoweeks, they receive instructionon a variety of knowledge andskills, including drill andceremony, customs andcourtesies and more. They alsodo regular physical training.

Some aspects of BMT aredelayed, though, like a practicalapplication of uniform wear. In

the past, flights reported enmasse to uniform issue. Now, topreserve physical distancingrequirements, Army and AirForce Exchange Servicerepresentatives come to the unitto get trainee size informationand uniforms are deliveredwhen they’re ready. Until theuniforms arrive, trainees wearphysical training gear.

The traditional graduationceremony is the most visiblyobvious change. To protectAirmen, their families and staff,graduation ceremonies includeindividual squadrons only andare closed to the public.Ceremonies no longer include aparade and are live-streamedon Facebook so families andfriends can watch.

“Trainees are generallyaware that things are different,but this is ‘the norm’ for them— they haven’t experiencedanything else — so they’ve donefine. Our MTIs have alsoadapted and excelled, in spite of

countless challenges theyencountered over the pastseven-plus weeks,” said 433rdTRS Commander Lt. Col.Anthony Erard. “They areconsummate professionals andI couldn’t be more proud ofthem!”

Although graduations arenow closed to the public,ensuring trainees have amotivational send-off isimportant, Erard explained, sospecial guests are invited tospeak.

The 433rd’s historicgraduation also featured anappropriately historicreviewing official: Col. JohnThien. The first commander ofthe 721st Operations Group,which was activated in October2019, accompanied by his seniorenlisted leader Chief MasterSgt. Kevin Laliberte.

Also on hand to celebrate theoccasion was the 340th FTGcommander who is new to hisrole as commander, but is far

from new to the unit or itsmission.

Col. Michael Vanzo, whoassumed command of the 340thFTG in March, refreshed hisrelationship with the squadron,where he once served as thedirector of operations. Inaddition, Vanzo formerlycommanded another 340thsquadron, the 70th FlyingTraining Squadron at the U.S.Air Force Academy in ColoradoSprings, Colorado, and servedas the group director ofoperations prior to hisassignment with 22nd Air Forcein Georgia.

“This is all about what the340th FTG and the Reservescan do to answer our nation’scall. About two months ago Col.Newsom (737th OperationsGroup commander) and Idiscussed the plan to stand upthe 433rd and start ‘pushing’classes independently. WithTony (Erard) and Chief(Strange) leading ourexceptionally experienced MTIsand the 737th providing theresource support, I was lookingat a guaranteed win. That’s‘Total Force’ in action and aperfect example of theflexibility we need to overcomecurrent and future challengesin BMT. Based on theprofessionalism, pride andmorale displayed during thisceremony, the 433rd TRSstand-up is a proven successand will continue to ‘Lead’ andproduce exceptional Airmen,”Vanzo said.

The squadron has no time torest on its laurels, though.Tuesday, July 21, unit MTIs willwelcome the next 560 recruitsand will kick off another 7.5weeks of training, educationand mentoring to lead thoserecruits to their place in thelong blue line.

Reserve squadron, American Airmen march into historyBy Debbie Gildea340TH FLYING TRAINING GROUP

PUBLIC AFFAIRS

DEBBIE GILDEA

Basic training graduates from the 433rd Training Squadron take their oath of enlistment during their July 16 graduationceremony at Joint Base San Antonio-Lackland.


Tech. Sgt. Sharon Collado is a Reservemilitary training instructor supervisorat the 433rd Training Squadron, JointBase San Antonio-Lackland, Texas.Unlike many people, she knows that shecan do anything she wants to do. She’sproved it to herself countless timesthroughout her 18 year Air Force career,but long before she enlisted, her dad, acareer Air Force information manager,told her so.

Following the path he set, she joinedthe Air Force in 2002 to be aninformation manager/knowledgeoperations specialist and set off on ajourney that led her to a variety ofopportunities and challenges in a host oflocations across the country, both as aRegular Air Force (active duty) andReserve Airman, and she’s not done by along shot.

As an active duty Airman, her careerincluded knowledge operationsassignments at Florida State University’sROTC program, Maxwell Air ForceBase, and Colorado Springs. It was whileassigned to Maxwell that the possibilityof being an MTI first occurred to her.While serving on the base honor guard,she met a former MTI whose presencelit a fire in the young Airman.

“She was so sharp, so professionaland I knew, that was what I wanted todo, what I wanted to be,” Collado said.

MTI duty wasn’t open to juniorenlisted members, though, so she tuckedthe goal into her list of intentions andcontinued to seek other career andpersonal challenges. One of thosebrought her to a major career decisionpoint, and her decision put her on a pathtoward making her intention a reality.

While stationed at Peterson AFB,Colorado, she decided to focus heracademic efforts on a different careerfield and dove into completing hernursing pre-requisites. When she wasaccepted into the full-time University ofColorado nursing program, she had 13years of service behind her. Walkingaway from the service she loved,especially with so many years on thebooks, was a tough call, but the need toembrace this new opportunity wasimpossible to deny.

Fortunately, the Air Force Reserveoffered the perfect solution, and aposition just happened to be available atthe right time, enabling her to transition

from active duty to Reserve and accept atraditional Reserve position with the70th Flying Training Squadron at theAir Force Academy.

That transition alone was a prettysignificant challenge.

“It’s a whole different ball game,” shesaid of the move. “It’s a challenge tolearn — so much about being Reserve isunlike anything in the RegAF — but it’swell worth it! As a Reserve member, youreally have more options and the best ofboth civilian and military worlds.”

Although she was working to becomea nurse, and serving as the NCO incharge of a Reserve flying squadronsupport staff, she still harbored thatdesire to become an Air Force MTI. Itwas a goal that may have seemedimpossible at that moment but achievingit was closer than she knew. The 70thFTS, assigned to the 340th FlyingTraining Group, happens to be a sistersquadron to the 433rd TRS in SanAntonio, which is the only all-ReserveMTI squadron in the Air Force.

As a traditional reservist, Colladodidn’t have a lot of interaction with otherenlisted members in the group, but thereis an annual enlisted conference whenenlisted members from the 340thheadquarters and its seven squadronsmeet for professional development.

MTIs from the 433rd TRS attend thatconference.

Suddenly, the path to her goal wasopen, and Collado faced a new criticaldecision point. With a hard-won nursingdegree in hand, she could have her pick

of countless medical opportunities andstill serve as a traditional Reservist withthe 70th FTS. Or, she could take anotherrisk, embrace another challenge, andpursue that intention that took root inher young Airman heart.

Collado completed MTI training inAugust 2018.

As a new MTI, she attacked everychallenge with the same fervor that shehad pursued every goal throughout hercareer.

“It bothered me to not be a subjectmatter expert, so I did what I had to doto be the subject matter expert and toexcel,” she explained.

As a result of her determination andexceptional performance, with less thantwo years in the special duty, she waspromoted to the MTI supervisorposition she currently holds.

It comes with challenges too, and she’sembraced them as the price ofimproving, growing and becoming thesubject matter expert.

She’ll need to hurry, though, if shewants to master every MTI supervisorduty and skill, because she’s movingagain.

As a young administrative specialist,her earliest career goal was to become agroup or wing executive staff member.Her superintendent at the 433rd, ChiefMaster Sgt. Tamara Strange, knew abouther dream and when the 22nd Air Forcecommand chief enlisted executiveposition was announced, Strangeencouraged Collado to apply.

She applied but really didn’t think

anything would come of it and wascompletely stunned when Chief MasterSgt. Imelda Johnson, 22nd Air ForceCommand Chief, emailed to invite her tointerview.

“I was so nervous! I tried to beconfident and show ‘me,’ but I didn’tthink I did well. I told Chief Strangeafterward, ‘Well, I guess you’ll have mefor another year’,” Collado said.

June 2, in the midst of utter chaossupervising a melting pot of active dutyand Reserve MTIs who were pushinghundreds of trainees through BMT inthe middle of a pandemic that wreakedhavoc on every single process, Colladolearned that she had been selected.

“If this isn’t every dream come true, Idon’t know what it is! I’m so excited togo back to my original field, back to myroots,” she said. “And, I’m going to get tolearn from and be mentored by a strong,enlisted woman! I don’t even have thewords!”

Even better, she’ll be going back to hercareer roots with another stripe on hershoulder, and the command chief hasalready talked with her about attendingsenior NCO academy in residence andadvised her to start thinking aboutwhere she wants to go next.

Every critical decision pointcontributed to Collado’s journey towardher dream job, but the one that took herout of her comfort zone (and helped herprove again that she can do anything)was the decision to become an MTI.

Being an MTI isn’t for everybody, butit is definitely worth considering, shebelieves.

“If you are interested, you should startby having a transparent conversationwith the MTI recruiter here. It is anincredible opportunity, but it is alsochallenging, stressful and timeconsuming, so you have to be honestwith yourself and determine if it’s rightfor you,” she advises.

It can be tempting, for some, to staytoo long, as well. But that isn’t the bestroute for the member or for the Reserve.

“After three years, you need to go backto your career field. This isn’t andshouldn’t be a lifelong job. Come here,become a subject matter expert, learn allyou can and take that knowledge, thatleadership ability back out to the field,”she added. “You may not go back to thesame unit you came from, but be open towhatever the future brings, and you maybe surprised at how many doors willopen.”

Reserve MTI embraces challenges, achieves dreamBy Debbie Gildea340TH FLYING TRAINING GROUP

PHOTO ILLUSTRATION BY DEBBIE GILDEA

Tech. Sgt. Sharon Collado, Reserve Citizen Airman, is a military training instructor supervisorassigned to the 433rd Training Squadron at Joint Base San Antonio-Lackland.


An Air Force recruiter hasdevised an innovative way toeducate his fellow recruitersabout recruiting squadronlocations around the world.

Tech. Sgt. Jason Beaucage,assigned to the 341st RecruitingSquadron as the San AntonioMilitary Entrance ProcessingStation liaison supervisor,runs each day in honor of adifferent Air Force RecruitingService group or squadron. Hecalls it a virtual tour of AFRS.

For example, to honor the311th RCS, he will run 3.11 milesfor the day. After he runs, heposts information on thesquadron, including locationand leadership details, to theRecruiting Service 5/6 and theAFRS Top III Facebook pages.

Beaucage said he came upwith the idea to help young

recruiters who are at their firstduty station as a recruiter.

“I think it’s important Tier-1recruiters know thisinformation because they needto know about the organizationthey represent,” he said. “A lotof Tier-1 recruiters may notknow that there are 65 MEPSand they aren’t just limited tohealth professions or asquadron-level role. The goal isto help Tier-1 recruiters learnwhere they might be stationednext.”

After each run, Beaucageuploads a biography of thegroup or squadroncommander, the unit’s factsheet and other relevantinformation, including wherethe MEPS stations are for thatorganization.

The recruiter said inaddition to helping educateyoung recruiters on thegeography of AFRS, he hashelped boost his own fitness.

“This is absolutely aboutself-motivation as well,” hesaid. “Since I am posting thisdaily, my expectation is tocontinue to run daily until Ihave finished with all thesquadrons. By the time I amdone, I will have run about 130miles. Since a lot of us aren’table to get out much forphysical fitness during theCOVID-19 pandemic, thisholds me accountable. Whoknows, it might motivatesomeone else to get out andrun as well.”

Since starting this programin early July, Beaucage has runabout 40 miles. He said hedoesn’t even know if hisleadership is aware of what heis doing, but he hopes he canhelp young recruiters.

“If even one person reachesout to say this helped them inany way, I will consider it asuccess,” he said.

MASTER SGT. CHANCE BABIN

Tech. Sgt. JasonBeaucage,

assigned to the341st RecruitingSquadron as the

San AntonioMilitary Entrance

ProcessingStation liaison

supervisor, runseach day in honor

of a different AirForce RecruitingService group or

squadron.

AF Recruiter running to educate othersBy Master Sgt. Chance BabinAIR FORCE RECRUITING SERVICE

PUBLIC AFFAIRS

Air Education and TrainingCommand’s Spark Tank 2021submission window is nowopen and Airmen withinnovative ideas that can helpthe U.S. Air Force sustain acompetitive advantage arewelcome to submit.

From now until midnightOct. 16, 2020, all AETCAirmen are encouraged tosubmit ideas they believe maymake significant impacts onAir Force missions within sixto 24 months. Spark Tankideas must be submitted usingthe U.S. Air Force IdeationPlatform athttps://usaf.ideascalegov.com/.

“Innovation is at the core ofhow AETC executes forcedevelopment for the AirForce,” said Col. WilliamMamourieh, HQ AETC’sDirector of Analysis and

Innovation (A9). “We knowAETC Airmen are doingamazing and creative things toimprove mission capabilities.The Spark Tank competition isa great way to share thosegood news stories with therest of Air Force, and topotentially get resources toturn those ideas into reality”

Lt. Gen. Brad Webb, theAETC Commander, will chairthe command’s judging panelthat will review submissionsand choose the top five entries.Those five individuals/teamswill then have the opportunityto virtually pitch their idea tothe AETC selection committee.Two will be selected torepresent the First Commandat the Air Force-levelsemi-finalist competition.

Winners at the semi-finalsmove on to the final round ofcompetition, which isscheduled to be held at the AirForce Association’s AirWarfare Symposium in

Orlando, Florida, Feb. 24-26,2021.

This is another excitingopportunity for innovativeAETC Airmen to showcasetheir skills and create newways to improve AETC andAF operations. AETC Airmenfrom the 56 OperationsSupport Squadron at LukeAFB shared the top prize witha team from USAFE in lastyear’s AF-level competition.The AETC team created alow-cost, mobile threat emittersystem to be used in trainingfor fifth-generation aircraft.

“The Luke team’s success isa fantastic model for today’sAETC Airmen,” Mamouriehsaid. “Your ideas matter to ourmost senior leaders, and thisis your chance to put thoseideas on the table. We’recounting on AETC Airmen toget into the competition andwe hope to give thecommander a large pool ofinnovative ideas to pick from.”

Mr. Brian Marchitello fromthe HQ AETC/A9 directorateis the lead action officer forAETC Spark Tank 2021. Formore information or

assistance, Airmen can emailthe HQ AETC/A9AInnovation AdvancementDivision workflow [email protected].

AETC Spark Tank 2021 submission window open through Oct. 16By Dan HawkinsAIR EDUCATION AND TRAINING

COMMAND PUBLIC AFFAIRS

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