Category: Defense Intelligence

Source: United States Air Force

WRIGHT-PATTERSON AIR FORCE BASE, Ohio (AFNS) —  

The Air Force Life Cycle Management Center’s Human Systems Division is in the process of upgrading protective eyewear for aircrew operating various U.S. Air Force aircraft around the world. 

Comprised of eight different devices and known as the Block 3 family of products, the eyewear will provide protection from laser threats and introduces a combined laser and ballistic protection capability for the first time. 

“The health of the eye is so important to our pilots,” said Capt. Pete Coats, lead program manager for the Human System’s Division’s Aircrew Laser Eye Protection Program. “The consequences of getting lasered without having proper protection could not only prevent the pilot from flying and landing an aircraft safely, but it could also cost them their career. So, our goal is to ensure the right eyewear is available to everyone.”

Eyewear devices include separate day and night spectacles, ballistics spectacles, and visors designed to integrate with night vision goggles. The devices will be available for all aircrew except for those operating U-2 and F-35 Lightning II aircraft.

The type of eyewear protection aircrew will receive will depend on the mission.

“If flying low and slow or hovering like a helicopter or CV-22 Osprey, aircrew would prefer to have ballistic protection as well as laser protection,” said Mark Beer, Aircrew Laser Eye Protection Program deputy program manager. “However, if you’re in a fighter aircraft or flying in a bomber at high altitude, the chances of you needing ballistic protection are not nearly as high.”

Along with improved protection, the night eyewear will allow more natural light through the lens increasing visibility for crew members. 

A key part of developing the eyewear has been partnerships with stakeholders.

“We’ve worked very closely with the Air Force Research Laboratory on this effort,” Coats said. “They [AFRL] were instrumental in the pre-engineering manufacturing and development phase and experiments with dye and filter technologies.”

“We also worked with the U.S. intelligence community which provided an assessment of the threats facing aircrew members,” Beer said. “We used that information to determine what we needed to protect against and which eyewear protection technologies we needed to pursue.” 

More than 42,000 devices will be fielded to Air Force units by 2027.

Source: United States Air Force

WRIGHT-PATTERSON AIR FORCE BASE, Ohio (AFNS) —  

The Air Force Materiel Command continues to bolster civilian accessions by capitalizing on new, flexible recruitment policies and processes to attract and attain diverse talent across the enterprise. 

The command’s time-to-hire is at an all-time low, down 54% since dedicated reform efforts began in 2018, averaging 59.9 days to fill a position from recruitment-to-onboarding in Fiscal Year 2023. This is down from an average of 129 days five years ago. In-person and virtual hiring events, along with other recruiting efforts, have yielded approximately 8,400 external gains in FY23, the largest workforce growth in three years.

Continued evaluation of current policies and cross-component partnerships are enabling ongoing processes improvements to drive down timelines and find talent needed to execute AFMC’s mission.

“While we have made remarkable progress in driving down the time it takes to hire, we are not stopping here,” said Kathy Watern, AFMC Manpower, Personnel and Services director. “Our personnel teams continue to identify constraints in the hiring processes, while leveraging flexible initiatives to bring new talent onboard faster.”

Communication is an important aspect of the hiring process. Filling a civilian position consists of multiple steps, beginning with identifying the talent requirement and ending with employee onboarding.

“We all play some part in the hiring process, whether you are a requirement’s owner, a supervisor, or a wingman to a new employee,” Watern said. “Our goal is to ensure organizations have a better understanding of the hiring process so they can help influence it.”

Several initiatives are aiding organizations in finding and hiring top talent. In June 2023, AFMC received relief from the requirement to wait 180 days before hiring recently retired military members into certain direct-hire positions. This change removes the barrier to hire experienced veterans for hard-to-fill positions and enables faster onboarding.

In May 2023, AFMC began piloting a 28-day recruitment and hiring model for use at hiring events, enabling on-the-spot job offers to qualified candidates and expediting those hiring actions. The outcome of this pilot will help shape a permanent framework capitalizing on strategic planning and concurrent hiring steps to further optimize the employment process.

Additionally, AFMC expanded its Centralized Selection and Hiring Process pilot launched in August 2021 to enable faster hiring for developmental positions, ensuring a steady pipeline of talent. This initiative continues to show positive results, filling direct-hire positions at an average of 57 days versus the 61-day average for other external and direct-hire authority fills. The success from the initial pilot, which focused on two functional areas, has expanded AFMC-wide to cover most developmental positions.

AFMC has also recently provided flexibilities in making firm job offers to college students in their final semester of study, securing entry-level talent to build the civilian pipeline for future mission needs.

The ultimate goal is to cultivate new methods and best practices to better build and maintain talent pipelines.

“We want to establish a holistic approach to recruitment by fine-tuning our processes and procedures so we can continue to not only be timelier, but more diverse in our hiring efforts,” said Nicole Estes, AFMC Civilian Personnel technical advisor. “While we’ve made a lot of improvements over the past few years, we still have work to do. We are gleaning lessons learned from our ongoing initiatives, and we will pivot based on what our data tells us.”

AFMC talent initiatives align with the larger Department of Defense-wide strategy to shape an appropriately-skilled and ready future force through improved civilian force recruitment and retention. This strategy seeks to maximize use of direct-hire authorities for eligible and hard-to-fill positions, reduce time-to-hire timelines department-wide, leverage better candidate assessments during recruiting cycles and improve overall process satisfaction.

As the largest civilian employer of any Air Force Major Command, AFMC is taking a proactive effort to address internal talent management issues to improve processes and identify best practices with potential for impact and change enterprise-wide. Internal efforts also align with the AFMC Strategic Plan’s Line of Effort 2, “Strengthen our Team,” which specifically cites improving end-to-end talent management as one of its objectives.

“AFMC leads the Air Force in talent management timeliness and process innovation, but we recognize that we have more work to do in order to achieve our workforce goals,” Watern said. “We continue to work closely with our functionals across the command. AFMC has a world-class civilian force, and we need to do all we can to ensure we continue to build and grow our talent pool for the future.”

Source: United States Air Force

JOINT BASE ANDREWS, Md. (AFNS) —  

Promising to lead the Total Force with “humility and resolve,” Gen. David W. Allvin was ceremoniously welcomed into his role as the 23rd Air Force Chief of Staff Nov.17 during a ceremony at Joint Base Andrews.

Allvin was joined by his wife, Gina, their three children, as well as former chief of staff and current Chairman of the Joint Chiefs of Staff Gen. CQ Brown, Jr., Department of the Air Force Secretary Frank Kendall and numerous others. All were there for a dignified and historically significant ceremony to designate Allvin’s arrival as the Air Force’s highest ranking military officer.

“As I enter my role as the 23rd Chief of Staff, I do it with both humility and resolve,” Allvin said. “I am humbled by both the responsibility vested in the office – so deftly carried out by my predecessors – and the skill, dedication, and sacrifice of the Airmen and their families for whom this office exists to serve.”

Allvin steps into the job at a time of significant challenges – ongoing wars in Ukraine and Israel, as well as the emergence of “great power competition” with China, the pacing challenge.

Allvin acknowledged those challenges in his remarks.

“The current strategic environment is one in which our national interests are threatened in a way we have not seen in decades,” he said. “And the evolving character of war is one that privileges speed and tempo, agility, range, flexibility, resilience, and precise lethality … these elements run deep in the DNA of airpower, and it is our responsibility to the Joint Force and the nation to bring these to bear to meet our pacing challenge.”

Despite the complexities, competition, and evolving challenges, Allvin said the service’s core mission has not changed. “We deter and defeat aggression to defend and protect our nation and its interests,” he said.

Doing that, however, requires new thinking and action, Allvin said. “We must solve for agility – initiating action in the right direction and building in the flexibility to learn and adjust while in motion. This is the spirit in which we must pursue the efforts to optimize for the environment we face.”

Despite the challenges, Brown and Kendall each said in their remarks that Allvin is the right choice at the right time to lead the Air Force.

“After our three years together, I couldn’t ask for a better person to follow through and build upon the many ideas we’ve shared,” Brown said. “… [His career] has provided him a wide foundation to draw on to lead the Air Force as it faces a complex and volatile global security environment.”

Kendall echoed that assessment.

“[Dave] is excited to come into this position at a time when our National Security Strategy, National Defense Strategy, Joint Warfighting Concepts, and Air Force priorities are in such clear alignment,” he said. “We are all on the same page, part of one team and one fight across the Department of the Air Force, the Joint Force, interagency teammates, and allies and partners … Dave is taking the baton at full speed, and he is going to ensure that we follow through on the next leg of the race.”

While the welcome ceremony was a significant milestone, Allvin had officially been in the job since Nov. 2. On that day the Senate confirmed Allvin to become the service’s highest-ranking officer and uniformed leader. That was followed the same day by a brief swearing-in ceremony while he was visiting the U.S. Air Force Academy in Colorado Springs. The location bears a significant relevance as it was the same place Allvin swore his commissioning oath in 1986.

As with his 22 predecessors, Allvin brings his own unique leadership style to the Chief of Staff office. One tangible example is that he signs most written correspondence simply “23.” Signing in this humble manner is Allvin’s acknowledgement that he is merely the “next up” in a long line of leaders charged with overseeing the service and upholding the Air Force’s high standards. It is also one of the ways he redirects personal attention from himself to Airmen and their families, who “display a sense of commitment and dedication to the mission that is unparalleled.”

During the welcome ceremony, Allvin expounded on his first message to Airmen, titled ‘Follow Through’ – a charge which he intends to shape his tenure around.

Allvin carries this responsibility with a sense of urgency, citing time as one of the “biggest challenges in pursuit of our destination … as the future rushes toward us at a breathtaking pace.”

The call to follow through builds upon the changes set in motion by former service chiefs and brings into focus numerous initiatives that will be critical to the Joint Force in the years ahead. Among the most pressing are bringing the Air Force’s Operational Imperatives to operational capability, adapting the organizational structure for great power competition, and harnessing innovative talent.

Allvin’s intent is well-supported by other senior leaders, who have full confidence in his leadership, integrity and ability to lead the Air Force.

“I will spend every day from this one until I pass the baton in dogged pursuit of the change we seek … because [our Airmen] deserve it, and the nation demands it,” Allvin finished. “We’ve got the charge … now let’s follow through.”

Source: United States Air Force

FORT GEORGE G. MEADE, Md. (AFNS) —  

In this week’s look around the Air Force, the new Air Force Chief of Staff, Gen. David W. Allvin, lays out his priorities in a letter to Airmen, the new T-7A training aircraft enters the next phase of developmental flight, and enlisted promotions testing goes digital. (Hosted by Staff Sgt. Stephani Barge)

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

Source: United States Air Force

WASHINGTON (AFNS) —  

The Department of the Air Force recently concluded its sixth full financial statement audit cycle and accomplished a significant milestone for fiscal year 2023.

The fund balance with treasury material weakness, representing 44% of all assets tracked on the DAF financial statements, was fully remediated, making the DAF the first department in the Department of Defense to achieve this milestone.

“We are incredibly proud, and thankful, for our team’s unrelenting push to get our fund balance with treasury material weakness across the finish line,” said Honorable Kristyn Jones, assistant secretary of the Air Force for Financial Management and Comptroller, performing the duties of Under Secretary of the Air Force. “The weight of this achievement cannot be understated; we’ve proven, yet again, that the Air Force is effectively developing solutions that are solving some of our biggest challenges.”

While the independent public accountant continues to issue a “disclaimer of opinion” for the general fund and working capital fund, the fund balance with treasury material weakness remediation marks a leap forward for the DAF on its flight path toward auditability. A key factor in this success was the implementation of DAF treasury reporting compensating controls, which validated the completeness and accuracy of over 99% of FY23 collections and disbursements to the treasury. This advancement not only enhances the general fund balance sheet’s auditability, but also demonstrates the DAF’s ability to accurately track appropriated funds, increasing transparency and accountability with American taxpayers.

The DAF saw substantial improvements reducing its open notices of findings & recommendations from the auditor by 19.6% across the portfolio. Similarly, targeted investments in the information technology systems resulted in milestone achievements. The DAF’s accounting system, the Defense Enterprise Accounting and Management System, successfully garnered a modified audit opinion for its system and organization controls — type 1, an improvement from last year’s adverse opinion.

The DAF also made advancements against its military equipment material weakness in FY23 by implementing critical financial controls, including additional oversight controls for military equipment construction in progress and the execution of monthly data quality controls to identify and investigate abnormal transactional activities. These controls enabled faster error detection and affirmation that asset values are posted accurately to financial statements.

“This is a top priority for the DAF, and our team has worked diligently to tackle the root causes of critical deficiencies,” Jones said. “As a result of their hard work, the auditor has narrowed its focus to just three targeted findings for military equipment, which we are prioritizing in FY24.”

By identifying areas for improvement, the annual audit is continuing to create pathways for real and meaningful change. The DAF is seizing those opportunities and responding by developing solutions to transform its systems, capabilities and processes to better ensure Airmen and Guardians have the resources they need, when and where they need them, to accomplish the mission.

Source: United States Air Force

RAF LEEMING, United Kingdom (AFNS) —  

RAF Lakenheath and RAF Mildenhall concluded their participation in Atlantic Trident 2023 Nov. 10, after working alongside French and British aircrews.

Atlantic Trident is a biennial multinational exercise to build combatant cooperation capabilities between French, U.K. and U.S. air forces, with the 2023 incarnation hosted by United Kingdom at RAF Waddington and RAF Leeming. 

Each exercise iteration meets specific readiness objectives that reflect ongoing and projected mission requirements. In 2023, exercise planners created scenarios that provided advanced and realistic aircrew training through fourth- and fifth-generation aircraft integration, strengthening interoperability during joint operations, and air defenses to maintain joint readiness.

“Atlantic Trident reflects our strong commitment with France and the United Kingdom and continues to strengthen our military ties,” said U.S. Air Force Lt. Gen. John Lamontagne, deputy commander of United States Air Forces in Europe – Air Forces Africa. 

During this exercise, KC-135 Stratotankers from RAF Mildenhall provided aerial refueling capabilities, and F-15E Strike Eagles from the 492nd Fighter Squadron and F-35A Lightning IIs from the 493rd Fighter Squadron at RAF Lakenheath participated with allies in rapid deployment exercises under the Agile Combat Employment model. A contingent from Ramstein Air Base’s 1st Combat Communications Squadron also supported the exercise.

 
The key objective for U.S. participants was to exercise the U.S. Air Force’s ACE concept by providing participants with opportunities to test and improve shared technical and tactical knowledge. ACE is one of USAFE-AFAFRICA’s five operational focus areas. 

ACE represents a reinvigoration of a tried-and-true military concept that emphasizes agility and rapid adaptation to changing threat environments. In contrast to conventional operating methods, ACE seeks to reduce reliance on traditional fixed bases and static deployments. Instead, it embraces a dynamic approach to rapidly distribute, reposition and operate from multiple dispersed locations. By doing so, ACE aims to deny adversaries the advantage of predictability, while concurrently enhancing USAFE-AFAFRICA’s capacity to respond swiftly to emerging threats.

Where the U.S. Air Force has ACE, the French air force applies their operational concept of MORANE, a mindset which sees French air forces employ rapid implementation to deploy and act quickly with a small logistical footprint. Understanding the different operational concepts employed by the U.S., French and British air contingents is the first step towards building shared objectives and improving coordination, according to Matthew Snyder, USAFE lead planner for Atlantic Trident 2023. Practice will lead to better force integration and interoperability. 

Allied assets participating in the exercise included the French Air and Space Force Rafale and E-3F Airborne Warning and Control System, the French Navy Marine Rafale, the U.K. Royal Navy F-35B Lighting II, and the Royal Air Force Eurofighter Typhoon.

The exercise culminated in a live demonstration of a rapid deployment scenario for allied military leaders including Gen. Laurent Rataud from French Air and Space Force, Air Marshal Harvey Smyth, RAF Air and Space Commander, and Lamontagne.

“At Royal Air Force Leeming, our men and women executed the agile combat employment concept alongside our allied partner. This advanced, realistic training in fourth- and fifth-generation aircraft also demonstrated that our combined aircrews are a ready and postured force,” Lamontagne said after observing the demonstration.

Source: United States Air Force

ARLINGTON, Va. (AFNS) —  

The Department of the Air Force selected Morris Air National Guard Base, Arizona, as the location to receive up to nine Slovak-owned F-16s to be temporarily stationed in the United States beginning in the spring of 2024 through fiscal year 2026 at the 162nd Wing.

The addition of Slovak-owned F-16s at Morris ANGB will require an increase of almost 30 ANG personnel, and only four of the possible nine aircraft will be used for flying training of Slovak Air Force pilots.

This action will not replace ongoing initial qualification pilot training provided to the Slovak Air Force using the 162nd Wing but will augment and accelerate the development of the Slovak pilot cadre.

Source: United States Air Force

ARLINGTON, Va. (AFNS) —  

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

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

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

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

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

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

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

Applicants must meet the following criteria: 

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

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

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

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

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

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

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

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