Category: Aviation

Source: United States Air Force

KIRTLAND AIR FORCE BASE, N.M. (AFNS) —  

The Air Force Safety Center released a new strategic plan outlining new goals and focus areas to align with Department of the Air Force priorities.

The DAF Safety Strategic Plan establishes the requirements for the enterprise to achieve its vision in support of national and department-level guidance. The plan will be used to identify resource requirements, prioritize activities, align manpower, and provide the insights necessary for safety professionals to make decisions at their level as appropriate.

The new mission statement, “Increase combat power through Risk Management, Training, and Analysis,” highlights the need to exploit the latest technology tools and professional expertise to analyze mishaps and operational trends, building support for risk-informed decisions at all levels of leadership. While the new vision, an operational force maximizing readiness in any environment, acknowledges the DAF is foremost an operational force responsible for defending the homeland and national interests against adversaries.

“As safety leaders, it’s our job to ensure the safety enterprise is trained, agile, and ready to integrate new Air Force operational concepts to deter, and if needed defeat, great power competitors,” said Maj. Gen. Sean Choquette, DAF chief of safety and AFSC commander. “Safety’s job is to prepare our forces with the resources and skills to make risk-informed decisions at home or in combat.”

The strategic plan outlines six goals safety will prioritize going into the future:

– Fully Integrate Risk Management into All Training and Operations – ensure safety principles and risk management are infused into all facets of planning, preparation, execution, and assessment.

– Integrate Risk Management into Agile Combat Operations – develop and deploy the tools and training needed to help make informed risk decisions in ACE and future operating concepts.

– Evolve Support to the Space Enterprise – develop and implement plans, policies, and engagements to evolve support to the growing space enterprise

– Strengthen Nuclear Surety – continue ensuring nuclear safety and surety as well as weapons mishap prevention, explosive safety risk management, and system safety and design certification is robust, comprehensive, and responsive.

– Optimize Analytical Ecosystem and Data Fabric – employ emerging and innovative technology tools to provide predictive, and eventually prescriptive, analytical products to drive risk-informed decisions to operational commands across the DAF.

– Evolve and Modernize the Safety Workforce – evolve DAF Safety University, creating courses that touch on Air Force and Space Force safety, and employ modern training methods and tools.

The strategic plan also described risk management and the role it plays in the safety enterprise.

While there are inherent risks in all the DAF does, DAF safety incorporates policy development, systems acquisitions and testing, operational procedures, and data analysis to manage that risk and to support Airmen and Guardians. Risk management is not evaluating risk and deciding whether or not to take action. Combat requires action. Risk management entails utilizing an assessment and decision process to determine how to best mitigate risk in execution of the mission.

As part of the commitment to follow through, the DAF safety enterprise will be engaged and involved in both the execution and oversight of this strategy. To succeed, the strategic plan must be executed, tracked, assessed, adjusted and evaluated. This iterative process will drive information and analysis upwards to ensure tactical execution achieves planned strategic outcomes.

Choquette also described safety’s importance and why these focus areas are important.

“Safety is an operational imperative,” Choquette said. “Our work directly impacts Airmen and Guardians every single day. Ultimately, our safety mission relies upon the disciplined approach of individual Airmen and Guardians – they are the key component in our enterprise.”

Source: United States Air Force

Wisdom is knowing what to do next. Skill is knowing how to do it. Virtue is doing it.Thomas Jefferson

Airmen,

In this time of consequence, I am committed to strengthening our Air Force, and ensuring it continues to be the most formidable and ready force in the world. As such, I am excited to introduce the second installment of our leadership library, intended to empower, inform, and inspire. This curated collection weaves together leadership, draws parallels between historical and contemporary contexts, and explores advanced technologies that are revolutionizing military affairs—all aimed at sparking meaningful discourse within your formations.

Dr. Jean Twenge’s Generations offers a data-driven analysis that delves into the impact of technological changes on the unique characteristics of each generation. By examining the traits of the Silent Generation through the newest generation emerging today, Twenge challenges common perceptions on how and why generations act the way they do. This valuable resource is essential for Airmen leading across multiple generations, providing insights that can shape leadership and communication styles.

In Masters of the Air, Donald Miller offers a gripping account of American bomber crews in World War II, adeptly blending the power of fiction with historical accuracy. The narrative vividly portrays the challenges our Nation faced at 25,000 feet, highlighting the unforgiving nature of air combat. Airmen will gain valuable insights into the sacrifices, challenges, and triumphs of their predecessors in this World War II air campaign chronology. When we speak of empowering Airmen, and delegating to the lowest competent level, we can take heart in knowing that our young American Airmen can take on the tremendous responsibility if the country demands it. 

In this episode of the ChinaPower Podcast, China’s Approach to AI, the podcasters explore AI’s increasing adaptability, learning capability, and economic influence on both the US and China. Drawing parallels with the Cold War, this podcast offers insightful analysis as it delves into the strategies influencing adversarial behavior and underscores the geopolitical implications of AI advancement.

Chinese Lessons from the Pacific War explores the explicit connections between historical campaigns and modern military affairs. By studying the Pacific War through Chinese eyes, Yoshihara argues that policymakers can better assess Beijing’s evolving perspectives regarding potential conflict in the Indo-Pacific.

My desire is that each and every one of you is always prepared to meet the challenges of Great Power Competition. These titles can be accessed and tracked through the E-Learning CSAF Library Journey, available via your web browsers and phone applications. Investing in intellectual growth is an investment in yourself and those you lead. I encourage each of you to take the time to strengthen your mind and broaden your perspective through engaging with these selections. 
 

Editor’s note: The CSAF Leadership Library is a fluid set of media selected by Gen. Allvin that evolves as novel ideas are published, recorded and debated. New entries will be added periodically throughout the year.

Generations

Professor of psychology and “reigning expert on generational change” (Lisa Wade, Ph.D., author of American Hookup), Jean Twenge does a deep dive into a treasure trove of long-running, government-funded surveys and databases to answer these questions. With her clear-eyed and insightful voice, Twenge explores what the Silents and Boomers want out of the rest of their lives; how Gen X-ers are facing middle age; the ideals of Millennials as parents and in the workplace; and how Gen Z has been changed by COVID, among other fascinating topics.

Masters of the Air

Masters of the Air is the deeply personal story of the American bomber boys in World War II who brought the war to Hitler’s doorstep. With the narrative power of fiction, Donald Miller takes you on a harrowing ride through the fire-filled skies over Berlin, Hanover, and Dresden and describes the terrible cost of bombing for the German people. 

Chinese Lessons From the Pacific War: Implications for PLA Warfighting

Senior Fellow Toshi Yoshihara surveys Chinese histories of the Pacific War to discern lessons that mainland analysts have drawn from the ocean-spanning struggle. He examines the extensive Chinese-language literature on the great battles at Midway, Guadalcanal, and Okinawa and pinpoints the operational insights that Chinese strategists have gleaned from them. The selected campaigns involved warfighting that will feature prominently in a future Sino-American conflict: carrier air warfare, contested amphibious landings, expeditionary logistics, and electronic warfare.

China’s Approach to Artificial Intelligence

In this episode of the ChinaPower Podcast, we are joined by Mr. Gregory C. Allen to discuss artificial intelligence (AI), China’s thinking on AI technology, and U.S.-China competition in this realm. Mr. Allen explains that over the last decade, the approach to AI technology has greatly shifted with a new emphasis on machine learning. He describes the steps of the AI value chain and how different stages are more computationally intensive than others. He assesses that China has responded to U.S. export controls on certain advanced computing chips to China through several measures, including foreign technology acquisition and restriction evasion. However, Mr. Allen points out that chip-making equipment is central to AI technology, and China does not yet possess this capability. Lastly, he reveals that the Chinese military views AI capabilities as foundational to China’s economic and military power.

Source: United States Air Force

FORT GEORGE G. MEADE, Md. (AFNS) —  

In this week’s look around the Air Force, senior enlisted advisors from the Air Force and Space Force testify to Congress on the importance of quality-of-life initiatives, medical experts discuss the well-being of service members and the role of lifestyle medicine on Great Power Competition, and an IT solution to enable government applications and websites from any device. (Hosted by Staff Sgt. Jazmin Granger)

Watch on DVIDS | Watch on YouTube
For previous episodes, click here for the Air Force TV page.

Source: United States Air Force

NELLIS AIR FORCE BASE, Nev. (AFNS) —  

During exercise Red Flag 24-2, U.S. Air Force, U.S. Navy, and U.S. Marine Corps personnel trained alongside the Royal Netherlands Air Force from March 11-24.

This exercise presented a prime opportunity to forge pathways for collaboration with joint services and NATO countries. It showcased the cutting-edge capabilities of fifth-generation F-35 Lightning II‘s and sophisticated threat replication techniques.

“Operations with our fifth-generation platform, the F-35, are critical to us,” said Air Commodore Johan van Deventer, commander of the Royal Netherlands Air Force Air Combat Command. “It’s an information platform that uses forward sensors to exchange that information, and it can go to a high-threat area. This is the place where we can practice that together with our coalition partner, the U.S., and we need to do that in the high-end fight. That’s why we come to Nellis.”

The evolving security landscape in Europe underscores the importance of not only possessing advanced aircraft, but also seamlessly integrated tactics within the NATO alliance. By operating with a common platform and leveraging advanced communication systems, enhanced coordination and joint operations during critical missions can be achieved. These advanced aircraft bring unprecedented capabilities, including enhanced stealth, sensor fusion, and network connectivity, which contribute to maintaining air superiority and deterring potential adversaries.

“Integrating these capabilities is essential to deterring our adversaries and assuring allies,” said Col. David Stamps, 366th Operations Group commander. “Red Flag 24-2 affords us the opportunity to fully integrate the joint force with our NATO allies to solve the most complex tactical problems in a peacetime environment. We plan together, fly together, and debrief together as one team across all combat specialties.”

Reflecting on the significance of the joint training during Red Flag 24-2, Stamps emphasized, “Our alliance needs to be deeper than a piece of paper. Meaning we must put actions to our words. Red Flag 24-2 brings together our joint services and NATO allies in a very tangible way that allows us to learn ways to employ integrated airpower better and celebrate victories along the way.”

Amidst the expansive Nevada Test and Training Range, NATO partners integrated seamlessly with U.S. joint services. This exercise marked one of the most extensive fifth-generation Red Flag exercises to include NATO and joint partners.

“Nellis is the best place on Earth to simulate ‘tomorrow’s’ fight,” Stamps said. “The professionalism of the “Aggressors” is unmatched, and they are essential to the development of integrated Blue Force tactics. The dedication of all the services maintenance teams proves no one on the planet generates combat airpower better than the United States and our allies and partners.”

Source: United States Air Force

On Feb. 6, five Marines aboard a CH-53E Super Stallion helicopter belonging to the U.S. Marine Corps’ 3rd Marine Aircraft Wing were reported “overdue” while en route to San Diego, sparking a search and rescue mission for the missing service members.

The search efforts included members of Civil Air Patrol, who along with firefighters and other state, federal and local agencies located the aircraft the next day. Unfortunately, all five Marines on board were confirmed deceased.

“The night of the crash, we were alerted to the missing aircraft and spun up resources to find it,” said Lt. Col. Steven DeFord, incident commander for CAP’s California Wing. “Due to the bad weather in the area, we activated two aircraft from Arizona and got a ground search team to begin a search.”

DeFord explained members of CAP’s National Radar Analysis Team quickly found a radar track for the missing helicopter and gave the teams a helpful last-known position, which was roughly 300 feet away from the actual crash site. CAP began sharing the data with search parties within 30 minutes.

NRAT’s mission is to “shorten the crash to rescue time” by using advanced technologies and data sources developed by the experienced team. Once this team is activated, analysis and actionable data can be provided to others in minutes.

“With our analysis team’s 15 years of experience, and our team-built tools, we’ve become very skilled at analyzing radar data to determine where a probable crash site is located,” said Lt. Col. John Henderson, NRAT vice commander.

During the search, 35 CAP volunteers from across Nevada, Arizona and California collaborated to find the aircraft. The Air Force Rescue Coordination Center, located at Tyndall Air Force Base, Florida, was responsible for alerting local CAP agencies, allowing the Air Force to mediate between the other state and federal agencies on scene.

“We had two liaison officers interfacing with the numerous other agencies to coordinate our response,” DeFord added. “CAP provided radar forensics and ground electronic search capabilities, while other agencies provided mobility support and a location for a joint incident command post.”

Founded Dec. 1, 1941, the Civil Air Patrol has served as an entity “to mobilize the nation’s civilian aviation resources for national defense service.” CAP is the auxiliary of the U.S. Air Force and aids in search and rescue operations, as well as humanitarian aid and disaster relief in times of natural disasters throughout the continental U.S. The all-volunteer force is made up of more than -6,000 members nationally.

The California Wing engages in multiple exercises weekly, aiding mission partners such as the U.S. Coast Guard by flying multiple aircraft throughout the state to ensure direction-finding coverage to support their lifesaving missions. Additionally, its volunteers stand by to support in-state and federal search and rescue missions looking for emergency location transmitters and missing persons.

No matter the outcome, CAP and its volunteers work alongside the Air Force to provide trained search and rescue professionals and crash data analytics to quickly respond to any event to which they’re called.

Source: United States Air Force

ARLINGTON, Va. (AFNS) —  

The Department of the Air Force launched the annual Aircrew Engagement Survey Feb. 15, 2024, and it will close March 28, 2024.  

This week is the last opportunity to complete the voluntary survey that has been designed specifically for aircrew to provide feedback about individual experiences. The survey was sent to Total Force officer and enlisted aircrew and takes approximately 15 minutes to complete. Responses will inform the prioritization of targeted retention initiatives and enhance aircrew engagement with senior leaders. 

“The survey is part of an enduring force management strategy to identify sentiment changes throughout aircrew’s careers. By measuring data longitudinally, we expect results to inform recruitment, development, and retention efforts while enabling a more holistic approach to aircrew management,” said Brig. Gen. Travolis Simmons, Director of Training and Readiness, deputy chief of Staff for Operations.  

The Air Force Survey Office sent the Aircrew Engagement Survey to over 40,000 aircrew across the Active Duty, Air Force Reserve Command, and Air National Guard communities. Each aircrew member received the survey via email with a unique link to complete it.  

Survey responses are not recorded in any personnel system, and no personally identifiable information will be stored. 

Editor’s Note: The official survey information is from the Department of the Air Force Survey Office—Survey Control Number: DAF24-057HAF, DAF, Expiration Date: March 28, 2024. 

Source: United States Air Force

WASHINGTON (AFNS) —  

The Department of the Air Force will release the latest iteration of the “Where Airmen and Guardians Get Information” (WAGGI) survey to thousands of Airmen and Guardians in the coming week.  

The survey, paired with focus groups later this year, gives Airmen, Guardians, and Department civilians a chance to tell senior leaders what kinds of information they care about and who should be communicating that information how often in what ways. It also helps identify trends in the external sources of information Department personnel are using to stay informed.  

The survey will be emailed to most Guardians and approximately 12,000 randomly selected Air Force military and civilian personnel. Members who receive the email invitation are encouraged to take the survey and provide additional input through the comment options.  

The survey will be available for approximately four weeks. Responses to questions and written feedback are completely anonymous. 

Once the survey data is collected and analyzed, the Secretary of the Air Force’s Office of Public Affairs (SAF/PA) will facilitate in-person and virtual focus groups in multiple locations. The focus groups allow Airmen and Guardians to provide additional, candid, anonymous feedback about Air Force and Space Force in greater depth than they can through survey responses. 

Personnel are encouraged to volunteer for focus groups if their unit chooses to participate. Opportunities will be announced through base Public Affairs offices. 

“The surveys help us focus on areas where Airmen and Guardians have concerns about how we’re communicating, or where we might be able to reinforce a positive trend,” said Dr. Tadd Sholtis, Chief of Strategy and Assessments for SAF/PA. “The focus groups give us the best ideas about how they think we should do that. We really need good, thoughtful participation in both to deliver what people need and want.” 

Research on the Department’s communication programs has been conducted approximately every two years since 1997. In that time, results from the surveys informed when and how the Department transitioned from print to digital media, refined how senior leaders and organizations engage on social media, sustained continuing emphasis on supporting in-person and email communication, and helped the new Space Force define a way forward on informing Guardians, Sholtis said. 

“When we ask people what we can do better as a department or a service, communication is usually toward the top of the list,” Sholtis said. “The WAGGI is a very important tool that gives us solid data and personal perspectives about how to improve our command information plans and products. If you want to be better informed, taking the time to participate in the WAGGI is the single best thing you can do to ensure that.”

 

Source: United States Air Force

FORT GEORGE G. MEADE, Md. (AFNS)  —  

In this week’s look around the Air Force, the rebranded Commander’s Key Support Program expands opportunities for service members and their families, the Space Force rolls out their new Physical Training Uniform, and NASA opens applications for its Astronaut Selection Program. (Hosted by Tech. Sgt. Brittain Crolley)

Watch on DVIDS | Watch on YouTube
For previous episodes, click here for the Air Force TV page.

Source: United States Air Force

“We exercise everything from military free fall, to calling in air support, to even drafting a strategic message to push out,” Allen said. “Our air commandos have the natural ability to change and transform to succeed and create dilemmas for our adversaries and that is displayed in exercises like Emerald Warrior.”

Emerald Warrior ensures preparedness of special operations forces, conventional force enablers, partner forces and interagency elements through realistic and relevant, high-end pre-deployment training encompassing multiple joint operating areas.

Source: United States Air Force

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

Developmental Special Experiences provide Air and Space professionals more than just education and training opportunities, they help the service build the Airmen needed for the future high-end fight.

The DSEs, cataloged by Air Education and Training Command’s Force Development Credentialing Division’s DSE branch, are hands-on experiences outside of formal training, established recurring opportunities, a means to gain and increase competencies and duties typically external to primary AFSCs or job series.

The following DSEs are highlighted this quarter:

Officer: MEPCOM Director of Operations (DSE0365)

This DSE allows officers to integrate with the DoD accessions triad (Recruit-Assess-Train). Officers will enhance their understanding of personnel oversight, mission autonomy, and resource management within a joint environment. This broadening assignment will also challenge an officer’s ability to effectively communicate, demonstrate accountability, show initiative, invoke teamwork, foster innovation, influence teams and outcomes, and demonstrate leadership in a seclusive environment.

The tour will not exceed two years. Officers will return to their core Air Force specialty code upon completion of the broadening assignment. Open to U.S. Space Force Guardians.

Enlisted: AFWERX Spark Coordinators (DSE0246)

This is a 12 to 24-month Developmental Special Experience for active-duty personnel; applicants must have retainability and time-on-station to allow for the commitment. Qualified candidates must demonstrate vision, passion and initiative and have the ability to thrive in uncertain, evolving, or ambiguous conditions. Candidates should have a minimum of 1 year of Spark Cell leadership experience/other innovation network experience or must have participated in one of the following programs (Design Warfare, AFWERX Fellowship, Defense Ventures Fellowship). Candidates must be highly skilled verbal and written communicators and fluent in digital communications tools.

Are you interested in broadening your perspectives and having a profound impact on the Department of the Air Force innovation ecosystem? This is your opportunity to be on the forefront of change and to bring more Airman and Guardian ideas to the fight. We are staffing a program that is focused on connecting and supporting Spark Cells at scale. This position is not within a specific Spark cell, but you will work with many in this role; you will also interact with several DoD innovation and partner organizations. Open to Space Force Guardians.

Civilian: Career Broadener (DSE0089)

Career Broadening is a formal leadership development program allowing mid-level DAF civilians an opportunity to broaden their functional knowledge base by providing experiential assignments in a new environment. These positions are centrally funded. A signed mobility agreement and formal Individual Development Plan are required.

For some positions, apply through www.usajobs.gov. Candidate may need to submit resume through MyVector for Development Team process review. Please contact your Career Field Team for information on available and upcoming positions, locations and application process.

See the DSE0089 in the DSE Catalog to contact the point of contact for each career broadener experience. Open to Space Force Guardians.

Each listing in the Catalog is owned and managed by the POC’s organization. The DSE lists detailed information on the prerequisites, description of the DSE, and the application process. If you have further questions, please contact the POC listed in the DSE.

Want to know more? Have a Potential DSE to add to the catalog?