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The Exceptional Release
L O G I S T I C S O F F I C E R A S S O C I AT I O N Enhancing the military logistics profession since 1982
W I N T E R 2010
EXECUTIVE BOARD President Col Doug Cato president@loanational.org
Features
Vice President Lt Col Kevin Sampels vicepres@loanational.org
LOA Conference: A CGO Maintainer Perspective By 1st Lieutenant Eric M. Cranford . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8
Treasurer Lt Col Terry Dyess treasurer@loanational.org
MOA & LOA National Presidents From 1982 to Present By Colonel (ret) Jim Hannon and Colonel (ret) Jim Hass . . . . . . . . . . . . . . . . . . . . . . . . .28
Information Officer Lt Col JD DuVall InfoOfficer@loanational.org Membership Development Ms. Wendy Yonce membership@loanational.org Chapter Support Lt Col Jeff King chaptersupport@loanational.org Executive Senior Advisor Lt Gen Loren M. Reno Mr. Garry Richey
The 2010 LOA National Conference Scrapbook . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11
LOA HISTORY: A Tradition of Logistics Excellence By Major Gregory Kuzma . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .40 LOA: Will It Continue To Be Relevant On Its Fiftieth Anniversary? By Colonel Doug Cato . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .46 The ER… You’ve Come A Long Way Baby By Captain Frederick Trueman . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .52 Enabling the Warfighter of the Future: The Joint Logistics White Paper Lieutenant General Kathleen Gainey . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .54 “Shohna ba Shohna – Ooga-pa-Ooga – Shoulder to Shoulder!” By Captain William F. Ott . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .56 US to the Rescue! By Major Laura Ramos . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .62
Webmaster/Website Lt Col JD DuVall webmaster@loanational.org www.loanational.org
Critical Enabler: Contracted Fixed Wing Airlift in Afghanistan By Lieutenant Colonel Scott A. Sveinsson, Captain Emily Barry, Captain Patricia Castro, and Lieutenant Shari-Jean Hafner . . . . . . . . . . . . . . . . . . . . . . .68
THE EXCEPTIONAL RELEASE
Focus on a LOA CGO Leader: 1st Lt Steve Massara . . . . . . . . . . . . . . . . . . . . . . . . . . . .72
Editor Col Dennis Daley editor@loanational.org
Loggies Deployed . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .76
Assistant Editor Col (ret) Mary H. Parker assteditor@loanational.org LOA Executive Director ER Managing Editor/Publisher Marta Hannon marta@loanational.org ER Worldwide Staff 1Lt Benjamin J. Derry, 373 TRS/DET 3 Maj James Dorn, 380 EMXS/CC Lt Col Richard Fletcher, USNORTHCOM Lt Col Michelle Hall, SAF/PAX Ms. Donna Parry, AF/A4/7PE Lt Col Paul Pethel, 19 AMXS/CC Graphic Design MMagination LLC – Atlanta, GA www.mmagination.com LOA National PO Box 2264 – Arlington, VA 22202 Issue No. 118 - Winter 2010
In Every Issue President’s LOG(istics) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2 Editor’s Debrief . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4 From the E-Ring . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 SES Speaks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7 Perspectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .24 Chapter CrossTalk . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .77 Milestones . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .84
President’s LOG(istics) Fellow Loggies,
ER: PRESIDENT’S LOG(ISTICS)
The 2010 LOA National Conference in Orlando, Florida was a huge success! The conference team that pulled this event together heard nothing but great praise and many have labeled this as the best conference to-date and those words come from folks that have been around LOA many years. I want to thank the conference volunteers that helped make this such a great conference. This is the second year we’ve not had a host chapter supporting the conference, which has taken a huge burden off the bases. We continue to seek volunteers for many supporting roles at the conference and throughout the year. This next year we are establishing a conference volunteer manning document, so we know precisely how many volunteers we need and where we need them. This will make volunteering much easier and not so haphazard.
Col Doug Cato
I’d also like to take a moment and thank our industry partners for their continued support of LOA and the professional development of logisticians. Without their continued support, we’d have a tough time making the annual conference possible. We had 85 vendors participate in the industry partner hall this year and many of those sponsored an event at the conference. The next time you see them; say “thanks” for all they do to support us. If you didn’t make it to Orlando this year, then you’ve got to mark your calendar now for 10-13 Oct 11 in Ft Worth, Texas for our 29th anniversary conference. After two years on the National Board, I’d like to bid farewell our Chief Information Officer (CIO) Cathy Snyder. Cathy’s done great work on the national board and upgraded our web services. I’d also like to thank Rich Schwing for taking over mid-stream as the Vice President. He’s done a great job furthering the LOA professional development efforts. We’ll miss both of them, but suspect they’ll continue to help LOA in other projects. Although I did introduce our newly elected Vice President and CIO on the conference stage, I’d like to recognize them one more time in the ER. I welcome back Kevin Sampels as our National Vice President. Kevin has been a long-standing supporter of LOA and is a past National Treasurer. He’s also a dual qualified maintenance and logistics readiness officer. Our new CIO is no stranger to the LOA National Board either. I welcome JD Duvall as he shifts from being our long-time webmaster to the CIO position. JD’s been an avid supporter of LOA and no matter where he’s deployed as an LRO world-wide, he still manages to stay connected to LOA at all hours of the day. Gentlemen, thanks for your continued LOA support! This is a great ER edition as you read the history of LOA, where we’ve been, the challenges, and what the future of LOA holds. I’ve provided an article that will give you a brief history of the organization, the current state of LOA and a discussion on the organization’s future state. It will provoke some thought as we start to address where to take the organization. The National Board continues to execute the strategic vision developed two years ago. The major thrust is ensuring LOA continues to provide the membership the right professional development through the triad. That triad consist of first and foremost the chapters, which are the heart and soul of LOA. We are working to develop tools that will assist the chapters in their monthly meetings. The second part of the triad is the ER journal. Although the ER has come a long way, we want to ensure the ER articles are addressing tough global logistics issues and offering possible solutions. The final piece of the professional development triad is the annual conference. We want to turn it into a more interactive, less “transmit only” to the membership, while using the brain trust of our 3,700+ members to solve global logistics problems. The National Board met 6-7 Nov in DC to review our Vision, Mission, Goals and strategic plan developed during our Nov 08 offsite. We’ll be rolling those ideas out to you in the near future. So you can see some changes are in the works and we’ll be executing these efforts in the future. For more details, I invite you to read the article I’ve written in this ER. V/R,
COL DOUG CATO, PRESIDENT LOA NATIONAL AND YOUR LOA NATIONAL BOARD 2
WINTER
2010
The Exceptional Release A Professional Military Journal written by logisticians for logisticians The purpose of the Logistics Officer Association (LOA) is to enhance the military logistics profession. LOA provides an open forum to promote quality logistics support and logistic officer professional development. Policy on Written Submissions: The editor invites articles and other contributions on issues that support LOA’s purpose. Direct manuscripts, letters and other communications to: marta@loanational.org and editor@loanational.org. Deadlines: The 15th day of January, April, July, and October. Story Format: Double-spaced, typed and electronically submitted to marta@loanational.org. Photos & Graphics: Send individual electronic files (hi-res JPG, TIFF or EPS with type as outlines for ads) along with stories (as separate text files) and include cutlines/captions. All photos and ads should be at least 300 dpi or greater resolution. Submitter data: Should be typed at the end of the story file. Information included should be: Rank; full name; service; home mailing address; business name and address; business phone (DSN and commercial); email; three to five sentence biographical sketch; and a photo (as a separate file – see photos and graphics above). Editorial Policy: The editors reserve the right to edit all submissions for length, clarity and libel. All submissions become the property of LOA. Advertisement Formats: Each ad must be sent as a composite hi-res (300 dpi or greater) EPS file with fonts saved as outlines. Full-page ads with bleeds should allow at least 3/8� bleeds. Ad rates visit: http://www.loanational.org/exceptional-release/advertising-rates.php Advertising Contact: Ms Marta Hannon, Managing Editor PO Box 2264 – Arlington, VA 22202 – email: marta@loanational.org – Phone 405-701-5457 Subscriptions: The ER is published quarterly and is available via membership in the Logistics Officer Association at the annual rate of $35. Access membership forms on the website at www.loanational.org.
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Editor’s Debrief Another LOA conference down… onto Ft. Worth in 2011! In the interim, the ER staff will focus on several relevant ER edition themes. Our Spring Edition will focus on logistics efficiencies with a theme of “Smart Logistics: Faster, Better and Cheaper.” An especially relevant topic with the Secretary of Defense’s plan to slash $100 billion over 10 years through innovation. If you or your organization have implemented successful initiatives, please share them with an article in the ER. Our Summer Edition will focus on our critical ER industry partners with the theme “Logistic Enablers: Col Dennis Daley Our Industry Partners.” This will be a first for the ER with an edition focusing strictly on our industry partners who do so much for LOA. In addition to this focused edition on industry, we will also begin a dedicated section from which different industry partners can contribute an editorial page for each ER edition. This winter edition focuses on our LOA heritage with several excellent articles on past presidents, past ER editors, national conference organizers and other key players who have labored over the years to make LOA the growing professional logistics organization it has become. Hopefully you will enjoy the peek behind the curtain on the work behind the scenes of many dedicated LOA members over the years. Additionally, Maj Greg Kuzma’s (McCord’s 62d LRS Commander) article reviews LOA and how it has changed with comments from several senior leaders, as well as capturing insights from the young CGOs. Thanks Greg and thank you Lt Col Emily Farkas (62d MXS Commander) for connecting us with Greg,
ER: EDITOR’S DEBRIEF
In keeping with a long standing LOA tradition that delineates LOA from other military professional associations—engaging our young CGOs as active participants in the association—several CGOs wrote superb LOA heritage articles in this issue. For example, Lieutenant Rick Trueman who is the Flying Tigers LOA Chapter President at Moody AFB GA did extensive research on his excellent article “The ER…You’ve Come a Long Way Baby”. Likewise, Lt Eric Cranford’s (Col Robert Miglionico executive officer at the 1st Special Operations Maintenance Group) review of the recent national conference in Orlando provided a CGO’s perspective of the conference. Both of these young officers invested many hours beyond their primary duties in writing these articles. Please consider sending a email to thank them for contributing to our ER. Also, this edition connects our “Perspectives” to “old faithful” Marta Hannon who is the real driver behind both our conference and the ER. Marta’s words provide a great insight into the evolution of LOA’s conferences and publications. I know I can speak for the LOA membership in thanking Marta for her dedication to LOA. Finally, the authors below were selected as the best ER articles in 2010 in our three award categories: Civilian, Field Grade Officer and Company Grade Officer. Well done authors! Cheers,
COL DENNIS DALEY AND YOUR ER WORLDWIDE STAFF
CGO AWARD WINNER
FGO AWARD WINNER
CIVILIAN AWARD WINNER
No Maintenance Badge…No Problem…for a Deployed Depot Engineer Capt Michael Molesworth Fall 2009 Edition
Building a Compliance Culture in Aircraft Maintenance Maj Chris “CP” Cullen Winter 2009 Edition
Sticking to the Basics: Inspection Ready, Everyday! Mr. Daniel E. McCabe and Mr. Eric Miller Winter 2009 Edition
4 WINTER
2010
From the E-Ring C O M PA R E T H E PA S T W I T H T H E P R E S E N T … H AV E C O N F I D E N C E I N T H E F U T U R E
ER: FROM
THE
E-RING, SES SPEAKS
Although this will be published later, I’m writing it while at the annual LOA conference in Orlando. If you also attended, I think you’ll agree that it was a huge success. Having the Chief of Staff of the USAF; the commander of USSOUTHCOM; and the Assistant Secretary of the Air Force for Installations, Environment, and Logistics among the speakers made the conference superb.
Lt Gen Loren M. Reno
One of the sessions I liked best was the Stars and Bars Luncheon. There were 30+ active duty and retired general officers and members of the Senior Executive Service present and more than twice that number of CGOs. As those who attended will recall, we had good table conversation on everything from morale to technology and from careers to deployments. Then, General Doug Fraser and I co-hosted the Q&A session. Our CGOs asked some dandies, and the various senior leaders responded from their wealth of experience. I was thrilled by the relevance of the questions our young officers asked, their interest in very important matters, and their insight and dedication so early in their careers. Seeing that the theme of this ER is LOA: Past, Present and Future, it’s not hard for me to compare the past with the present…and to have confidence in the future. I’ll just say the caliber of our new officers is better than ever, and the significant challenges that we have will be in good hands as we train, educate, grow, and develop today’s young leaders into tomorrow’s senior ones. Break, break, some asked that I print the Tips for Facing Tomorrow that I shared at the conference. Here they are: n Under promise, over deliver (requires both temperance and moral courage) n You don’t have to own things to depend on them (relationships matter, and this is linked to the first Tip in that others depend on you) n The whole is affected when one piece is diminished (this applies to parts…and people) n Consider the 2nd and 3rd order effects (your recommendations and decisions open opportunities or add constraints for others) n Find the balance: = cost with > performance OR = performance with < cost (more performance at less cost is fine, but more cost and less performance aren’t options!) n Effectiveness and efficiency (gone are the days when we could do the former without consideration for the latter) n Challenge old assumptions (many examples here. Sometimes the best suggestions come from those who don’t know the limitations) n Lead, innovate, and adapt (at least three of the keys to meeting today’s challenges) This year’s LOA conference gave me plenty of opportunity to listen…both in formal sessions and informal conversations. It was a premier professional educational opportunity. Beyond the network-building and refreshment, it’s been a time to hear and consider our accomplishments and the challenges we face—both are long lists. I thank LOA, past, present, and future, for providing such a professional organization, journal, and forum to hear from the young and old(er) alike. That’s my view.
— LT GEN LOREN RENO DEPUTY CHIEF OF STAFF FOR LOGISTICS, INSTALLATIONS AND MISSION SUPPORT, HEADQUARTERS U.S. AIR FORCE, WASHINGTON, D.C.
6
Gen Fraser visits with Lts at the 2010 Stars and Bars. (LOA Photo)
WINTER 2009
SES Speaks FROM MOA TO LOA AND BEYOND – PERSPECTIVES, OPPORTUNITIES, PROFESSIONALISM. I had the privilege of attending this year's outstanding LOA conference and speaking on a couple of topics that, over my career, have been a passion – building better sustainment strategies for our
Mr. M. Scott Reynolds
weapon systems and civilian career development. The experience gave me a moment of pause to reflect on how my LOA membership has impacted my personal and professional life. I first joined this association in the early 1990s after I accepted a career broadening position at the Air Staff. As a GS-13, my opportunities to be in the same room as our senior logistics leadership were few and far between, until I joined (at that time) the Maintenance Officers Association. The periodic chapter meetings would typically include a discussion with a senior logistician on the Air Staff or one that was in the Washington DC area on travel. This gave me the opportunity to meet our senior Air Force leadership, learn about the challenges facing our profession and service, and also receive some personal mentoring. Over the years we’ve tackled the toughest issues facing our profession, from dealing with budgetary pressures, solving aging airframe problems, getting back to basics, establishing a continuous process improvement culture, and improving the linkage between operational and wholesale logistics. Another bi-product of my membership in LOA is the ability to stay connected with the logistics community, both inside and outside of Government. I feel this exposure to Air Force enterprise issues and challenges, and the leadership insights I gleaned from senior Air Force leaders over the years, has made me a better logistician today. I am now back in the National Capital Region Chapter after some great experiences with the Wasatch Warrior, Langley and Crossroads Chapters. A little more perspective on the annual conference – what a tremendous opportunity for Loggies to meet and share ideas on the critical logistics and enterprise issues facing our Air Force. It is also an opportunity for our junior officer and civilian members to engage our senior Air Force leaders in an open setting and receive some personal mentoring. For civilians these mentoring opportunities include the Stars and Bars luncheon, where our most junior members spend a couple of hours with our most senior members; the civilian development panel, where senior civilian leaders exchange perspectives on opportunities such as professional military and civilian education, career broadening, and other career growth opportunities; and the social opportunities that are sprinkled throughout the week. I looked at the LOA demographics recently and saw that civilians comprise approximately 730 of our almost 5000 members. Civilians at the grade of GS-9 and above are eligible to join LOA. The logistics career field is the largest Air Force civilian career field, of which over 15,000 are eligible to become contributing members of LOA. I encourage you to spread the word on LOA to our civilian community about your experiences as a member of this association. We grow as professionals by continuously learning our craft and honing our leadership skills, and LOA provides us a means to do just that. Please take this message to your office colleagues and let's get the word out!
––MR. M. SCOTT REYNOLDS IS THE DEPUTY ASSISTANT SECRETARY, LOGISTICS; PENTAGON.
EXCEPTIONAL RELEASE
7
LOA Conference: A CGO Maintainer Perspective By 1st Lieutenant Eric M. Cranford
A M A I N TA I N E R
IS A
LOGGIE
What is Logistics? Had I been asked this question just one month ago, I would have responded a certain way. As a Company Grade Officer in the 21A career field, we tend to be so consumed with maintenance activities on the flightline that we don’t necessarily take the time to really understand the roles our 21R and 21M brothers and sisters play in the grand scheme of things. However, at the end of the day, we are all logisticians and when my Maintenance Operations Officer asked me if I wanted to attend the 2010 Logistics Officer Association Annual Conference in Orlando, I obviously had no reservations against it. Attending the conference seemed like it would be a perfect opportunity for me to interact and establish a network with other Company Grade Officer logisticians, and further my understanding of logistics.
“TEEING OFF” CONFERENCE
mendation to play in the LOA conference kick-off golf tournament was a common theme. With golf being one of my favorite hobbies, I was quick to register for the event. This year’s tournament was held at Celebration Golf Club, and was an immaculate course! The course, designed by Robert Trent Jones, was an 18-hole “shotmaker’s” course, and had the most unique driving range I have ever seen. The course also boasted an aquatic driving range with island greens and floating golf balls. In hindsight, I probably could have used a few of those floating golf balls during my round. I was actually a little nervous the morning of the golf tournament. Not because of the competition, but because I didn’t know the other individuals I was playing with. I was randomly placed on a team that needed an extra player because I wasn’t part of a pre-determined foursome. However, if you want my opinion, I think this was the best way to go. I was teamed up with Major Al Martz (Yokota), Captain Jason Weiser (Whiteman), and Captain Shawn Booher (Ramstein).
THE
Over the next 4+ hours of golf (and a few hundred shanked shots), I was able to tap into the valuable resources that this tournament provided me. From their first assignment jitters to becoming a Squadron Commander, these officers shared with me their personal experiences, including “how-TOs” and a few “do NOTs!” Even though we didn’t win the tournament (shot 8 under), I can honestly say the information I was given added to the foundation I am building as a junior maintenance officer in the Air Force.
Among all the “what to do” recommendations made by numerous attendees of previous conferences, the recomTop: Jimmy Buffett was in style at the IceBreaker. Bottom Lt: Celebration Golf Course. Bottom Rt: Enjoying the IceBreaker.
ICEBREAKER JIMMY BUFFETT STYLE The first opportunity for everyone in the conference to meet together in a social environment was on the 8 WINTER
2010
evening immediately following the golf tournament. The Caribe Royale put together a pretty amazing spread. Although only a few festive attendees dressed in their best Jimmy Buffett style outfits, I feel the folks who coordinated this event definitely surpassed their goal of “breaking the ice”. Everywhere I looked I could see officers of every rank reuniting with old classmates, peers, mentors, and colleagues. I was no exception. I was reunited with a handful of friends from my time at the Aircraft Maintenance Officer Course (AMOC), as well as an old friend from my Reserve Officer Training Corps (ROTC) program at the University of Georgia - Athens (UGA). It was amazing to tell our stories and talk about the personal experiences we’d gone through since we had last met. Some recollections were good, some bad, but all were valuable experiences we could learn from. My friend from UGA, 1Lt Ben Derry, stated about the conference that “this was one of the best opportunities to meet people across the Air Force who shared the same frustrations and triumphs of being a young officer. Learning that while we’re all spread out, come from different commissioning sources and may have slightly different AFSCs, there are few challenges we can’t overcome.”
S TA R S
AND
BARS
The first official day of the conference was kicked-off by the Logistics Officer Association’s President, Colonel Doug Cato. Colonel Cato is commander of the 76th Aircraft Maintenance Group in the Air Logistics Center at Tinker AFB. As many effective speakers do during Air Force briefings, he started off with a video. Up to this point in time, I had seen a few of those United Parcels’ (UPS) commercials on television with that catchy little “That’s Logistics” jingle in it. I’ve got to say, the Air Force logisticians’ rendition of the song blew those out of the water. Following the video, there was a barrage of briefings, and however informative and interesting the DoD supply chain and acquisitions briefings were, I thought the “Stars and Bars” luncheon to be the most beneficial event of the day. This event was structured to be a time where junior officers could meet in an informal social environment with flag officers and senior ranking civilian members within the logistics career field by having a senior officer or civilian sit at the tables with the junior officers. My table, however, was the exception. Or so I thought. My friends and I walked into the banquet hall a few minutes late, and the available tables didn’t have enough free seats for all of us to sit together. Except for table 12. Ecstatic that we could all sit together,
we sat and patiently awaited the arrival of the flag officer assigned to our table. Time was ticking away toward the start of the event, and for a moment we thought we were not going to have a senior member sir with us. The room was called to attention and a flag officer walked in and sat down right next to me. Everyone perked up and looked at each other wide-eyed. It’s not every day that a four-star general eats lunch with you! Our lunch guest was General Douglas M. Fraser, Commander of United States Southern Command. Over the next hour or so, we had the unique opportunity to speak with General Fraser about issues affecting us in our day-to-day operations. General Fraser made all of us at his table feel comfortable enough to ask him practically anything. I braved the difficult subject of operations and maintenance relationship challenges. I mentioned one of the biggest issues I have experienced so far as a junior maintenance officer is dealing with the operations squadron’s Director of Operations (DO), who is a Lieutenant Colonel, on a day-to-day basis. When a junior officer as the Aircraft Maintenance Unit (AMU) Officer in Charge (OIC) has to explain to a field grade operator why he/she can’t launch as many aircraft as the operator would like, the situation can get a little interesting. To further explain my concern, I added that I wished the DOs would take into consideration fleet health. As maintainers, we are charged to support the mission safely and effectively with mission capable aircraft. If the operators over commit, not only do they run the risk of flying the tails into the ground, they also take the morale of the troops with them. Eventually, this could result in an AMU full of disappointed Airmen and a ramp full of broken airplanes. Continued on next page...
2010 Scholarship winner Airman Garett Oaks takes home a memento.
EXCEPTIONAL RELEASE
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E R : L O A C O N F E R E N C E : A C G O M A I N TA I N E R P E R S P E C T I V E
BORN AGAIN LOGGIE
After divulging my concerns, I figured I should take off my right shoe and stick my foot in my mouth. However, I was pleased to hear that General Fraser understood where I was coming from, and could relate because he’d been in those situations before. He explained the differences between “qualified” and “proficient” in terms of aircrew capabilities, and the similarities of the terms with the skill level of maintenance Airmen. I agreed, and we came to a compromise on the topic. To top it all off, General Fraser coined everyone at the table.
Over the course of the conference, we were given an abundance of information regarding professional logisticians. Although many of the briefings included conGeneral Norton A. Schwartz addresses LOA Conference attendees on Thursday. tent I was not familiar with, I think now I My overall experience with the “Stars and Bars” luncheon was actually understand what it is I was looking for to start with. extremely positive. A friend from AMOC who was sitting at my “It’s not just me.” When I am out on the flightline and my table, 2LT Alex Barnett, shared a similar notion. When asked Airmen are on a “redball”, the part they need does not just maghis opinion on the lunch he mentioned that it “was very inform- ically appear. The part is sourced and then folks in supply work ative, and gave an invaluable perspective of what to expect fur- to get the asset to us as soon as possible. Fuel doesn’t just regenerate within the cells of the C-130. Instead, it is trucked out ther in our careers.” I agree. to the line by the Airmen in POL. Obviously I understood these processes before the conference but it wasn’t until we all, as CSAF: A VIEW FROM THE TOP logisticians, sat shoulder-to-shoulder at the conference that I The remaining days of the conference were spent listening attencould finally appreciate those processes beyond the flightline. tively to briefings, attending breakout sessions, and perusing the From day-to-day operations on the line, to processing at the booths in Industry Partner Hall for pertinent information regardDeployment Control Center, there are Logisticians everywhere ing the newest technologies. On the final day of the conference, working towards the same mission: to Fly, Fight, and Win in Air, we were humbled by a visit and a speech by the Chief of Staff Space and Cyberspace . General Schwartz echoed the same senof the Air Force, General Norton A. Schwartz. I say humbled, timent when he acknowledged “that our logistics capabilities are because his speech was not only captivating, but also highlightthe foundation of our Nation’s military power.” Sir, I couldn’t ed some significant accomplishments by logisticians. In short, agree with you more. Today, asking myself the question “what is he recounted that: logistics?” I now have a better answer — I am Logistics. “this year alone, we have already airlifted more than 228,000 short tons of cargo to Iraq and Afghanistan, as well as over one million pas- About the Author: 1LT sengers. In addition, our tanker fleet has offloaded a staggering 780 Eric M. Cranford is curmillion pounds of fuels to well over 60,000 aircraft, and we have air- rently assigned to the 1st dropped over 40 million pounds of supplies to friendly forces in Special Operations Afghanistan. In turn, enabled by our maintenance and munitions proMaintenance Group at fessionals, the Air Force flew more than 28,000 close air support sorHurlburt Field, Florida, ties, some 3,000 of which resulted in weapon releases” (General and is the Executive Schwartz). When these statistics were reported to us, I could tell there was a profound sense of accomplishment in the room. It represented proof that what we do behind the scenes to make the mission happen is actually seen, and appreciated, by those at the top.
10 W I N T E R
Officer to Colonel Robert Miglionico.
2010
K
LOA 2010 National Conference Scrapbook
Logistics â&#x20AC;&#x201C; THE Combat Enabler
Day 1: Celebration Golf
Practice makes perfect!
This is my lucky ball! Have you seen the beer cart?
The ball was about to drop in the hole and along comes this giant eagle....
My, how you have grown!
Golf Grand Poo-Bah
Stocking the carts with goodies
Breaking the Ice...
Nancy and Jim Hass enjoy the Florida weather
The Godfathers
Hey! Nice Shirt!
The evening begins to wind down
Bartender! Beer please!
That was a good one never heard it before!
Beautiful girls
Tuesday
Are you tweeting?
Do you know me?
We have to go to this break out!
Gen Fraser visits with ATTI's Hector Gavilla
Fueling up for the day
Gens Fraser and Reno with Afghan Gen Timor Shah
I'm in the 3rd row. Where are you?
May I escort you, my dear?
Welcome to LOA registration
Bear hug time! Cheese!
Smile please! Sir, can you lead us in the Logistics song
Now THAT'S Logistics!
I've been a member since...
Wednesday Mentoring in action.
Thursday
A visit with Lockheed
Time to go on Sir
When it's planes in the sky for a chain of supply - That's LOGISTICS
Mr. Dunn visits the eLog21 booth
Z proteges
The Banquet
Pikes Peak Chapter - REPRESENT!
Our Keynote Speaker - Mr. Terry Yonkers
Grey Beards Unite!! Get off the stage, Hass! If you're not on the list - it's commando seating
Make sure you turn the Mic OFF at dinner
Give us a hug!
Congratulations, Scholarship Winners T E C H N I C A L S E R G E A N T M I C H A E L C R AW F O R D TSgt Crawford is a Munitions Systems Craftsman in the Munitions Flight, 325th Maintenance Squadron, 32th Maintenance Group, 325th Fighter Wing at Tyndall Air Force Base, Florida. He is the Element Chief of Munitions Support Equipment Maintenance (MSEM) and is responsible for 170 pieces of Munitions Material Handling Equipment (MMHE). He performs and manages maintenance on munitions handling trailers and associated equipment to include troubleshooting hydraulic systems, removal and replacement of components, executing scheduled maintenance, completing system upgrades, and repairing accessory systems. As an Element Chief he leads tours of the element and briefs overviews of changes in MMHE status to flight and squadron supervision. He volunteers at on and off base community events. Through the Washington County Historical Society, he supports events to provide food and entertainment to the local community and briefs the history of the local area. He is currently enrolled at Touro University International in Cypress California where he is working towards a Bachelor of Science Degree in Business Administration.
TECHNICAL SERGEANT MARION L. ELSAS III TSgt Elsas is an Instructor Supervisor assigned to the 361st Training Squadron, Detachment 2 at Naval Air Station Pensacola, Florida. He supervises 8 Low Observable Aircraft Structural Maintenance Instructors, responsible for training 180 students annually. After completing Basic Military Training at Lackland AFB, he attended the Aircraft Structural Maintenance initial skills training at NAS Pensacola. After graduating as an Airman “Red Rope” leader, he was assigned to the 2 MXS at Barksdale Air Force Base, maintaining B-52 aircraft. There he deployed three times in support of the Global War on Terrorism. He was also a member of the Base Honor Guard and recipient of the Pitsenbarger Leadership Award. After promotion to SSgt, he was assigned to the 649th CLSS, Hill AFB where he was an Aircraft Battle Damage Repair (ABDR) technician. As an ABDR team leader, he deployed to Afghanistan and Iraq numerous times to perform repairs and modifications on F-16 and A-10 in theater. He also trained Pakistani Air Forces on a major depot maintenance task requiring full bulkhead replacements. After a recent promotion to TSgt, he was selected to assist in the development of F-22 ABDR techniques. While at Hill AFB, he was recognized as the 309th Maintenance Wing General Leo Marquez Award winner. He was selected to develop, implement and sustain course material for the newly authorized Low Observable Aircraft Structural Maintenance career field. In his current capacity, he is responsible for training all enlisted technicians on the fundamentals of LOASM to maintain 4th and 5th generation stealth platforms. Sgt Elsas holds Associate of Applied Science Degrees in Aerospace Maintenance Technology and Instructional Technology with the Community College of the Air Force as well as an Associates of Arts Degree from Louisiana Tech University. He is currently enrolled at Ashford University and is pursuing a Bachelor’s Degree in Social and Criminal Justice. He hopes to earn a commission in the US Air Force and serve as an Aircraft Maintenance Officer.
AIRMAN FIRST CLASS GARRET L. OAKS A1C Oaks is a Munitions Controller and Combat Planner assigned to the Munitions Combat Plans Element, 27th Special Operations Equipment Maintenance Squadron, Cannon Air Force Base, New Mexico. He is 20 years old. He attended Green Mountain High School where he graduated in May 2008 and enlisted in the Air Force on October 2008. Upon completion of basic training and tech school, he received his first assignment to become an Air Commando for the 27th SOW. Since arriving on Cannon AFB he has volunteered his time to community events. He has also earned his EMT- basic certificate from Clovis Community College. A1C Oaks is currently attending American Military University and Clovis Community College and has completed 29 credits towards a Bachelor’s Degree in Intelligence Studies as well as his CCAF in Munitions Systems.
S TA F F S E R G E A N T I A N R O H D E SSgt Rohde is a Personnel Reliability Program and Security Manager in the 2d Aircraft Maintenance Squadron, 2d Bomb Wing, Barksdale AFB, LA. As Program Manager, he is responsible for maintaining the largest Personnel Reliability Program in Air Force Global Strike Command. SSgt Rohde tracks security clearances and special access programs for over 700 personnel while coordinating with higher headquarters. He directs certification and reliability for special weapon control to the highest degree of precision. SSgt Rohde enlisted in the Air Force in October 2000 as a Communication Navigation Mission Systems specialist. He is currently pursuing a second Bachelors degree in Business Administration from American Military University and has recently graduated with a Bachelor of Arts in General Studies “Magna Cum Laude” from Louisiana Technical University.
T E C H N I C A L S E R G E A N T M AT T H E W J . S I P E S TSgt Sipes is a Weapons Systems Instructor assigned to the 372nd Training Squadron, Detachment 13. In this position he instructs weapon system theory and maintenance on the F-15 Strike Eagle and the F-16 Fighting Falcon. TSgt Sipes enlisted in the United States Air Force in November 1997. He attended technical training at Sheppard AFB, Texas upon his graduation from Basic Military Training at Lackland AFB, Texas. His first assignment was in the 412th Equipment Maintenance Squadron at Edwards AFB California, as an Armament Systems Technician. During his 13 year career, he has worked in a multitude of positions ranging from test and evaluation, to running key operations supporting war-fighting forces. His current position an Air Education and Training Command Field Detachment Instructor allows him to share his expertise and knowledge teaching airman in Combat Air Forces throughout the world. TSgt Sipes has obtained a Community College of the Air Force Degree in Armament Systems, and most recently fulfilled requirements to be awarded an Instructor of Technology and Military Science Community College of the Air Force Degree. TSgt Sipes is pursuing an Organizational Management Degree through Ashford University with plans to complete a master’s degree upon his bachelor’s completion. He aspires to lead in his future career with the confidence and resources an education provides.
S T A F F S E R G E A N T J O S H U A P. W I S E M A N SSgt Wiseman is a Jet Engine Mechanic assigned to the 178th Fighter Wing Ohio Air National Guard, Springfield, Ohio. In this capacity he repairs, inspects, and services jet engines of the F-16 Fighting Falcon. SSgt Wiseman enlisted in the US Air Force in March 2006 after graduating from Shawnee High School, Springfield, Ohio. After completing Basic Military Training at Lackland AFB, Texas, he went to technical training at Sheppard AFB, Texas. He was recognized as an Honor Graduate from Basic Training and as a distinguished graduate from technical ttraining. He was assigned to the 178th Maintenance Group, 178th Fighter Wing, Springfield, Ohio. During his relatively short duty history, SSgt Wiseman has made a major impact. He was pivotal in settingup new tool room layout and procedures to include implementing new bar-code and tool marking system and ensured 100% accountability to accommodate the new Dutch Air Force training mission. SSgt Wiseman is originally from Springfield, Ohio and is attending Cedarville University pursuing a degree in Mechanical Engineering. He hopes to earn a commission in the US Air Force and serve as an Aircraft Maintenance Officer.
Congratulations AF Award Winners! Ronald L. Orr Award recognizes the Air Force staff civilian assigned to a FOA, MAJCOM, HAF or SAF/IE installations or logistics activity that has spearheaded notable accomplishments to improve business processes or organizational efficiency of military activities. The 2009 Ronald L. Orr Award winner is Mr Gene S. Pierce, HQ AFMC/A4DC, Wright-Patterson AFB. (Right) Lt General Loren Reno and Mr. Gene Pierce
Honorable Dudley C. Sharp Award recognizes an individual who has substantially improved the operational cost effectiveness of the Air Force. This achievement must affect many logistics units or lead to multi-million dollar cost savings. The 2009 Hon. Dudley C. Sharp Award winner is MSgt Linda M. Hughes, HQ ACC/A4WC, Langley AFB. (Left) Lt General Loren Reno and MSgt Linda Hughes
General Thomas P. Gerrity Unit Award recognizes superior performance by a unit for maintenance and mission support of the Air Force Mission. The 2009 General Thomas P. Gerrity Unit Award winner is 437th Logistics Readiness Squadron, Charleston AFB. (Right) Lt Gen Loren Reno (L) and LOA National President, Col Doug Cato (R) with members of Charlestonâ&#x20AC;&#x2122;s 437th Logistics Readiness Squadron.
2010 Lt Gen Michael E. Zettler Lifetime Achievement Award The purpose of the Gen Zettler Lifetime Achievement Award is to recognize members of the Logistics Officer Association who have demonstrated sustained, superior leadership in service to this organization. The nominees for this award must have at least 20 years of service in a logistics-related career and at least 10 years of membership in the LOA. Each LOA Chapter president and LOA Executive Committee member may submit a nominee for this award. LOA is proud to announce the winners of the 2010 Zettler Lifetime Achievement Award: Lt Gen (ret) Terry Gabreski, Lt Gen (ret) Lew Curtis, Mr. Hector Gavilla
Lt Gen (ret) Michael Zettler, Lt Gen (ret) Terry Gabreski and LOA National President Col Doug Cato.
Lt Gen (ret) Michael Zettler, Lt Gen (ret) Lew Curtis and LOA National President Col Doug Cato.
Lt Gen (ret) Michael Zettler, Mr. Hector Gavilla and LOA National President Col Doug Cato.
Congratulations Chapter Award Winners! Left: Lt Gen Donald J. Wetekam LOA Chapter of the Year Award is given to an outstanding large LOA chapter (41 or more members) The 2010 Lt Gen Donald J. Wetekam Large Chapter of the Year was awarded to The Travis AFB, Golden Gate Chapter. Accepting for Golden Gate Chapter: Lt Col “Ley” Havird
Right: Col James L. Hass LOA Chapter of the Year Award is given to an outstanding small LOA chapter (under 40 members) The 2010 Col James L. Hass Small Chapter of the Year was awarded to The Tyndall AFB Raptor Chapter. Accepting for the Raptor Chapter: Maj Andre Lecours.
Maj Gen Saunders Chapter Distinguished Service Award recognizes LOA National members who made the greatest contributions in support of their local LOA Chapter activities. The 2010 Maj Gen Saunders Chapter Distinguished Service Award winners are: Lt Col “Ley” Havird, Travis AFB, Golden Gate Chapter (left) Mr. Bradley J. Leonard, Colorado Springs, Pikes Peak Chapter. (right)
The General George T. Babbitt National Distinguished Service Award recognizes two LOA National members who made the greatest contributions to furthering LOA National's goals and objectives during the past year. The 2010 General George T. Babbitt National Distinguished Service Award winners are: Maj Greg Lowe (left) Col (ret) Bob Drewitt (right)
Thank You, 2010 LOA Scholarship Donors
Patrons – Scholarship Donations of $500 - $999 (L-R) Lt Col (ret) Russ Hall; Mr. Sam Anderson, Pratt & Whitney; Mr. David Edmondson, CSC; Hon. Terry Yonkers; Lt Col (ret) Dave Miller; Col (ret) Stephen Farish; LOA National President, Col Doug Cato. (Not pictured Col (ret) Pam Carter.)
Benefactors – Scholarship Donations of $1000 or more. (L-R) Lt Col (ret) Diana Francois, WBB; Mr. Larry Scheuble, Booz-Allen-Hamilton; Mr. Hector Gavilla, ATTI; Hon. Terry Yonkers; Mr. Gus Urzua, Boeing; Col (ret) Don Hamilton; Col (ret) Bob Drewitt; LOA National President, Col Doug Cato. Special Note: Thanks to the generosity of our LOA golfers - this year, for the first time, the LOA Golf tournament was able to contribute $2500 to the LOA Scholarship fund. Thank you golfers – YOU ROCK!
Thanks to Our 2010 Sponsors! Platinum Sponsor Lockheed Martin Aeronautics Gold Sponsor Booz Allen Hamilton CSC GE Aviation Silver Sponsors Battelle Deloitte Services, LP SAP Bronze Sponsors Pratt and Whitney Internet CafĂŠ Sponsor Standard Aero Ice Breaker Sponsor Accenture Loggie Reception Sponsor Boeing Company Keycard Sponsor Honeywell Aerospace Badge Holder Sponsor Booz Allen Hamilton Golf: Predator Booz Allen Hamilton Golf: Dragon Lady Sponsor Boeing Conference Guide Sponsor Honeywell Aerospace Break Sponsor Defense Logistics NDIA
For future sponsorship info, contact Marta Hannon at marta@loanational.org
Perspectives
ER: PERSPECTIVES - A PEEK BEHIND
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A Peek Behind the Curtain: The Exceptional Release (ER) and LOA Conferences I N S T E P W I T H M A R TA H A N N O N , L O A E X E C U T I V E D I R E C T O R O F C O N F E R E N C E S , P U B L I C AT I O N S A N D MARKETING ER: OK, Marta. Tell our loyal ER readers, what does a managing editor/publisher do?
a cover design that best fits the theme and then Meilyn and I work together to produce the final product. After a couple of proofings, it’s ready for the printer. Mr. Daniel Boone (no kidding—that is really his name!) at Lithographics in Nashville has been printing the ER since the spring 2003 edition. I pull the mailing labels from the LOA database (this is why it’s important for readers to make sure their info is up-to-date!) and off it goes. It takes about 30 days to lay it out, design, convert, proof and print. Then, it goes to the mail house where we are at the mercy of the US Postal Service (USPS). The USPS takes about two weeks to process and deliver the ER to readers’ mailboxes.
MARTA: Colonel Daley and the ER Worldwide Staff plant the trees and I put the flowers around them – so to speak. Besides keeping everyone on time and cracking the whip on deadlines – I layout and design the magazine based on the article line up Colonel Daley sends me and the additional sections for which I’m responsible. Aside from the articles that Colonel Daley collects and the President’s Log from Colonel Cato, I put together the conference sections in the fall and winter editions of the ER, the Chapter CrossTalks from submissions to Lt Col King, Milestones and any special sections we may have. Additionally, ER: One area that most ER readers are not aware of is the I sell and maintain the advertising in each issue. Once I gather finances of publishing the ER. Can you describe the finances the articles from Colonel Daley, I lay them out, calculate their involved in publishing the ER? finished print size and ensure they each have the proper number MARTA: Each issue of the ER costs about $23,000 to produce of photos with captions and and mail to readers. We bylines. Sometimes we get are working towards the photos, sometimes we don’t. ER becoming self suffiSometimes the photos are not cient. In other words, we useable – either they are not want to get to the point very good, the resolution is where the advertising revlow, or we can’t verify we enue we take in is equal have permission to reprint to or greater than the cost them – in this case we can’t of producing the journal. use them as it may be copyWe take in about $18,000 right infringement. I work in advertising revenue per with Meilyn Weiss at issue – so we are still a litMMagination, LLC. Together tle upside down. We are we work on colors, layouts getting there – but we and designs for the whole sure could use a few more issue. She converts my layads! outs to printer-ready graphics. LOA National board - circa 2003 at a site visit of the 04 conference location in Las Colonel Daley and I work on Vegas. (Photo courtesy Marta Hannon)
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ER: How long have you been involved with the ER and could you discuss the changes in the journal over the years?
MARTA: Planning the annual
national conference is the biggest part of my job. I coordinate most of the logistics for these conferences MARTA: My first ER issue was Spring 2003. and there are a lot of moving pieces It was rough! I had no turnover and no that I must begin working well in leads. I had no contact information for advance. I am at one stage or advertisers and the winter issue, which was another with the planning of consupposed to be in hands already, was three ferences for the next five years. months late. The first issue I did had 34 Approximately five years ahead of a pages, five stories and three ads. I was no LOA Registration Coordinator Julie Castle-Smith and conference, I send requests for prostranger to publication production. I came Marta Hannon–it must be AFTER a conference because posals (RFP) to possible locations they are all smiles! (Photo courtesy Marta Hannon) from the Missouri Division of Tourism where and conduct site visits. I narrow I produced the Missouri Travel Guide. I down the list of viable locations and know printing and publishing – my first ER – although a miraproperties and then work with the local Convention and Visitors cle – came out OK. But it sure has improved over the years. We Bureaus (CVBs) to obtain an initial bid. Depending on the locanow regularly publish 96+ pages, on time and the content has tion and property, the bid may consist of several contracts just evolved to make it into a world-class publication. We have a for the site — multiple hotels, convention centers, caterers, etc. great staff of editors and field editors and, even though I jump I make a recommendation of the site to the National Board and up and down and fight with Colonel Daley about deadlines, we by no later than three years prior to a conference, we have the still work well together. site locked in. Naturally, we prefer a hotel that has its own conER: Can you provide a brief overview of the process of produc- vention space – like the Caribe Royale where we held the 2010 conference because it cuts down considerably on the number of ing the ER? contracts we need to secure the site. Sometimes, we have to use MARTA: The process begins way before I even touch the issue. convention center/hotel combinations like the 2011 conference The ER is considered a Peer Review Journal. Being a Peer in Ft Worth, where we will be using two hotels and a convenReview Journal means it is written by our members or people in tion center. the logistics field and then reviewed by a team of their peers. Colonel Daley works with the LOA board to determine the Once the location is nailed down, I begin developing the layouts themes for the issues a year or more in advance. They begin to for each room, the Industry Partner Hall and the registration line up the articles and particular authors of the articles they area. All of these must be approved by the Fire Marshal. After want, often six to nine months ahead of publication. They con- the Fire Marshal has blessed our floor plan, the show decorator tact organizations or authors requesting articles from them. handles the Industry Partner Hall set up of all the booths, the Sometimes articles are sent in without having been requested and printing of all the signage, and the set up of the registration these are placed in issues where they best fit. Once an article areas. I design all artwork and determine what signage and arrives, Colonel Daley decides whether he will use it. Once he quantities we need. The logo is determined by a chapter subdecides to use the article, he sends it to Mary Parker, ER Assistant mission contest which begins shortly after the theme is deterEditor. Mary reviews it and chooses the field editors best-suited mined. I design all the artwork for the show that you see on the to review it. Our field team consists of several brilliant people registration booths, entry units and signage in the Industry who review the articles and edit them for content, grammar and Partner Hall. I order the conference items (coins, giveaways, accuracy. The field team returns the articles to Mary with their etc), design and print the conference booklet and we begin to edits and comments. Mary conducts a final review on each arti- schedule our volunteers. cle and then sends the article back to Colonel Daley. get the articles, the actual production begins.
Once I
ER: Another part of your job deals with LOA National Conferences. What is your role in planning these events?
At this point, things really start heating up! We have multi-year contracts with several companies for the actual conference support piece. I must mention that it isn’t just me that makes these conferences run seamlessly -- I have the support of a fantastic team! Continued on next page...
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ER: PERSPECTIVES - A PEEK BEHIND
amount of food and beverage Exhibit and sponsorship sales we will consume. We use the open around April and regisregistration site to determine tration usually opens in June. the numbers – but there’s still a The registration is supervised fair amount of wizardry that by Julie Castle-Smith. Julie comes into play to shave the works very hard to ensure the numbers as close as possible. I look and feel of our registrahope conference attendees tion site is both functional, enjoy the food at the conferappealing and user friendly. ences as I aim to please. The registration IT support is Compared to other confercontracted to Netronix. ences, I think we eat pretty Julie works very closely with well! From choosing breakfast their staff to ensure the site items to the location and food stays up and there are no Many years ago the guys started teasing me that they were my flying monkeys. for the Icebreaker and banquet glitches. She is also the perGuess who that makes me! (Photo courtesy Marta Hannon) - I spend many hours so you son who responds to registrant will enjoy your conference. emails or phone calls when they have a registration question. Attendees will see her in the Jodi Stanley is my “right hand gal” on several of the aforemenregistration booth with a team of volunteers she manages tioned areas – while I do the initial planning, number crunching and menus - I can’t be everywhere at once. Jodi makes sure the throughout the conference. food is in place, the breakouts are properly set up, exhibitors are The Audio Visual (AV) team ensures we have all the computers, happy and have all their goods, all the signs are out and so much cameras, lights, microphones and staging needed for both the more. And this year she also took on the LOA Apparel Sales main stage and breakout rooms. Together, we design the stage Booth. She managed a team of volunteers who pushed the sales appearance each year. On site, Jeff Martin, Danzel Albertson and for the merchandise! several volunteers run the back stage activities. These individuals are responsible for getting all speakers on and off the stage, for Many other individuals are the key to successful conferences. keeping the conference on schedule, coordinating and training The command post has been run by Jim Marsh and CMSgt (ret) the CGO who introduce speakers for both the main and break- Ken Wiland for the last four years – they do a grand job hanout sessions. This team also creates a daily flow of guest speak- dling issues that come up and take care of the masses! With the ers and works with protocol to ensure guest speakers are in the command post comes the security piece. We hire an outside DV room, microphones in place, and that their slides are loaded security firm to patrol load in/load out and overnight, as well as on the computer and ready. Additionally, the team must ensure door/badge checking. We also solicit volunteers to assist at the conference participants are moving through the right sessions by socials and dinners to move folks through quickly. Jim and Ken ‘herding’ participants from meals and Industry Partner Hall areas, are there to assist in any area we need them. and they also ensure all recognized personnel are in the audience Protocol leads are Dave Miller and Jim Hannon. They “flight and speakers are aware of special guests who may be present. follow" all the DVs and main stage speakers. We don’t escort all The hotel contract is done very early on – but we do have to the DVs that come to the conference – we don’t have the manguarantee a certain number of rooms, and if we don’t hit our power or funds. Dave and Jim assign/manage escorts, coordinate commitment – we have some stiff penalties to pay. So far we flight arrivals and departures and ensure all eligible DVs/speakhave managed to hit our numbers! But I keep a close eye on ers are taken care of and at the proper place at the proper time. our block of rooms to ensure we don’t fall short. That’s why it’s DV Seating is managed by Lori Hill and Carmen Mezzacappa. so important to book your room using the LOA block of rooms. My first LOA conference in 2002 – Lori was doing seating – and I also coordinate the use of all the rooms for the staff, scholarshe swore she’d never do it ever again. She must really like me! ship, DVs and award winners. We don’t seat everyone- only DVs and Industry Partners who Food and beverage is another area of conference planning that have purchased certain sponsorships. Even though the majority takes a lot of thought. Getting the right balance of food and of the attendees enjoy “Commando Seating” it is still a little like attendees is tricky. We have to give guarantees a week out for the herding cats to get those who are seated in their assigned seat.
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We are so fortunate to have these two talented ladies handling this area – one of our biggest headaches! Bob Drewitt and Kevin Sullivan are my Golf Gurus. Bob has run the golf tournament for the last two years and Gen Sullivan joined us last year. It’s a yearlong planning process … trying out courses, sampling food, etc. Such a rough job – but someone has to do it. For the 2010 conference they even managed to pull a profit and donated it to the LOA Scholarship fund! The agenda is handled primarily by Conference Coordinator. 2010 Conference Coordinator was Lt Col Rob Gomez. He works with the board to determine the theme and the agenda – it is a constant “work-in-progress” with many moving parts and even more headaches. Almost every year since I’ve been doing this job – we have lost our banquet speaker shortly before the conference. It is common to lose main stage speakers right before, too and then the scramble begins to fill the spots. The person that does this job must be “thick skinned and battle ready” – and Rob handled it with ease and grace! While the conference is a huge job- we have a fantastic team – and this is our second year to truly work as a team – I think we are really becoming a better team and a family! There’s a lot going on in the days, weeks, months, years leading up to the conference. We just want to make it look seamless to you so you can enjoy a world class conference and take back lessons learned and new ideas. Maj Gen McMahon said it best; “It may look like all the ducks are floating calmly on the surface – but we know there’s a whole lot of mad paddling going on beneath the surface!” I have my team to thank for that! ER: All of that sounds incredibly challenging but what would you say is the MOST challenging aspect of planning the LOA Conferences?
ferences our size, we are always the lowest. Why do you think that is? Because we work so hard to get those great rates, locations, deals and at final billing that we can pass that savings on to our attendees. Another area that is difficult is volunteers. We need a lot of them. Not just for the conference itself – but all year long – it’s our volunteer team that makes this association great. The National Board has several new positions that it is looking to fill with dedicated persons. If you are interested in assisting just let us know. ER: How long have you done such a monumental job?
MARTA: I volunteered at the 2002 conference, and met so many people. I think there were about 600 attendees and about 50 booths. I’d done conference planning for Missouri Tourism, so I knew some of what it took and I just saw so much potential. The 2003 conference in Oklahoma City was the first conference I managed. We still had a host chapter – Crossroads Chapter – they did a great job. The conference has grown and improved every year since then. ER: How have LOA conferences changed over the years?
MARTA: Oh my goodness how they have changed! In 2003, and many conferences after, we had a chapter that primarily planned the conference. I was the catalyst between them and the board. The board was very involved – in fact it was their primary function – because it was so all consuming. It left little time to actually grow LOA. We have evolved from that to where my team and I plan and run most all of the conference. The conference director handles the bulk of the agenda and the board is freed up to actually think and plan for LOA’s future.
MARTA: I think the one of hardest parts is in the original contract negotiations – making sure we get the best deal for the best locations on the right dates. Also, after the conference when the bills come in, I go through each one with a “fine-tooth comb,” line item vetoing any charges I don’t agree with. When you look at the cost of attending the LOA conference compared to so many other con-
Set up for the conference used to take less than a day – now it takes 2 full days. (Photo courtesy Marta Hannon)
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The 2010 conference saw nearly 1400 attendees, 93 different companies in the Industry Partner Hall. This busted all the sales records for both exhibit and sponsorship sales. On stage we enjoyed no less than three four-star Generals, and a speaker line up that would make any Loggie proud. I may not have served in the AF, but I’m proud to say – I think I am an AF Loggie now! K
MOA & LOA National Presidents From 1982 to Present It’s all about Leadership! By Colonel (ret) Jim Hannon and Colonel (ret) Jim Hass Over the past 28 years the Maintenance Officer Association (MOA) and Logistics Officer Association (LOA) have had 19 Presidents—to include our current President, Colonel Doug Cato. Although, many things have changed in maintenance and logistics over the years (most certainly for the better), positive and gifted leaders have ensured the organization’s primary focus of professional development remained paramount. By reading the history of each President you will also gain an interesting perspective of the organizational improvements and challenges faced by each. We contacted many of the Presidents and asked them to answer three questions: 1. How has MOA/LOA changed since you were President? 2. What recommendations would you suggest to make LOA better? 3. What was one important thing that happened while you were the President? Answers to these questions below provide food for thought as we continue to grow and improve the Logistics Officer Association.
LT C O L L A R RY M AT T H E W S , 1 9 8 2 – 1 9 8 3 Lt Col Larry Matthews was the MOA’s first National President. In early 1982, three officers (one of them was Lt Col Larry Matthews) assigned to the Pentagon discussed launching a new effort to form a Maintenance Officer Club or Maintenance Officer Fraternity. They invited seven officers from various maintenance backgrounds (all Maintenance Officers) to join the initiative. The initial ten officers each named five more professional maintainers and invited them to join, thus creating the organization. This initial core of approximately 60 members made up the MOA Charter Membership. Lt Col Larry
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Matthews accepted the position as “acting” President until elections could be conducted. He started “The MOA Newsletter” and instituted a contest to name the newsletter. One proposed name for the MOA newsletter was “One Red Rose” and another was “The Exceptional Release”. What a simple beginning. Early on, Lt Col Matthews made it clear that MOA was not about Maintenance vs. Operations and that MOA supported the proper balance between the two. Larry attended the LOA’s 25th Anniversary banquet and provided a very interesting summary of “Where it all began”…included as an article later in this edition of the ER.
I N S I G H T F R O M B O B D R E W I T T (USAF Col retired and MOA Founding Member): I met Larry when I was a young Major at the AFLMC at Gunter. He had provided the inside track on a womenowned small business that had a really “trick” A-10 avionics specialist skills assessment tool. Since this would be an LEYM (HQ AF) funded effort, I traveled to the Pentagon to meet Larry and discuss/develop a solesource procurement strategy. When I arrived at his desk I was completely awe-struck by what was on his cube walls. He had nearly 100 or more want ads for experienced aircraft maintenance specialists of every AFSC mostly all from the AF Times. I believe he called it his “Walls of Fortune.” The sole purpose of this display was to point out the fact that if the AF had placed ANY value on retaining its highly-skilled, highly-trained, underpaid, under-promoted, and under-appreciated aircraft maintainers - enlisted AND officers - it would not be seeing the mass exodus of wrench-benders to the private sector for more rewarding, higher paying careers. –Bob
LT C O L L U K E G I L L , 1 9 8 3 – 1984 Lt Col Luke Gill was the MOA’s second National President. He was a core munitions officer with broad aircraft maintenance experience—including two tours as an Aircraft Generation Squadron Commander. He had also been a Palace Log team member in the
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late 1970s. At the time of his selection as MOA President, he was the Exceptional Release Editor assigned to the Missiles and Nuclear Branch at HQ USAF/LEYW. He later became the Executive Officer to Lt Gen Leo Marquez, AF/LE. During his tenure Lt Col Gill championed the addition of regional MOA representatives, pushed for more expedient cross-flow of information between chapters and improved recruiting. He hosted the first MOA Conference and pushed membership to 270 officers. Lt Col Gill also coordinated the contest and selection of the MOA logo—almost identical to the logo we use today. Most importantly, he stopped the exclusivity of having to be nominated by a current member to be considered for membership. How has MOA/LOA changed since you were President? Gill: I’ll try to keep this concise. It’s changed from a small, almost clandestine, somewhat exclusionary and partly renegade organization into a world class professional, all-inclusive group. What recommendations would you suggest to make LOA better? Gill: The world events of the past 15 years have required the Air Force to become a member of a joint team, and in parallel, so should LOA reach out to the joint logistics community and actively recruit members from other services. What was one important thing that happened while you were the President? Gill: When I became President in the second year of MOA I was interested in: 1) stopping the exclusivity that required prospective members to be nominated by a member; 2) stopping the whining about the rated guys getting all the Squadron Commander billets and; 3) getting us out of the back room and into the light of a recognized, professional organization. Being Lt Gen Marquez’s exec at the time did exactly that when he and Maj Gen Lew Curtis signed up.
LT C O L E D M O I T O Z A , 1 9 8 5 - 1 9 8 6 Lt Col Ed Moitoza was the MOA’s third National President. He was definitely a “dyed-in-the-wool” career maintenance officer. From the outset, his team focused on dealing with MOA’s rapid growth from less than 300 to over 837 members in 1986, and set the future direction for the association. Lt Col Moitoza was an energetic, savvy president, championing such things as Maintenance Officer professional development, inserting the final links into MOA’s Regional Director network and instituting MAJCOM advisors. He was also instrumental in continuing to grow “MOA in Europe.” Lt Col Moitoza recognized the growth in MOA and laid the ground work for a paid full-time Executive Director and Secretary. He hosted the third MOA
Convention in Arlington, Virginia, and is remembered by many as MOA’s president at the time the Air Force “Maintenance” badge was introduced—forever identifying Maintenance Officers to the “outside world.”
COL REGGIE JONES, 1986 - 1987 Col Reggie Jones was the MOA’s fourth National President. Although, he only served as an interim President from summer 1986 to summer 1987 due to Lt Col Ed Moitoza receiving a shortnotice assignment, he was certainly instrumental in MOA’s history. Membership crested the 1,000 member mark under his leadership and he significantly improved the organization’s financial posture. One of the issues during his tenure as President was that of “Maintainability and Reliability”. An interesting quote from Col Jones provides us with some insight of his vision for MOA’s future; “We [MOA] have grown from an organization concerned principally with the trivial, self-preserving arguments on rated versus non-rated issues, to one with much broader professional concerns.” He called it, “MOA’s professional maturation.” He hired Associations International, Inc. to be the Administrative Management and Secretary for MOA and created a new format and cover for the ER. He stated, “this ‘ER’ represents a new beginning” – and it was.
LT C O L R AY R E E D , 1987 - 1989 Lt Col Ray Reed became the MOA’s fifth National President in 1987, and made his intentions clear right from the start: “To see the organization grow and prosper.” His first order of business was to rewrite the bylaws that outlined member nomination and acceptance. Sounds simple enough, but this was in fact difficult to accomplish since new by-laws had to be voted on by ALL members at the time. Two very special events highlighted Lt Col Reed’s tenure as MOA President. The first was presenting MOA’s first lifetime membership to Lt Gen Leo Marquez upon his retirement from
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active duty in 1987 and the second was initiating local chapters (beginning with the San Antonio Chapter). Noteworthy too was Lt Col Reed’s kick-off of MOA’s 1987 Convention in San Antonio, Texas. The convention was the organization’s largest up to that point with 87 members attending. How has MOA/LOA changed since you were President? Reed: It has transitioned (MOA to LOA) in concert with the AF, which is a great thing.
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What recommendations would you suggest to make LOA better? Reed: Continue to recruit members from the other branches of Service (Army, Navy and USMC). This is the only organization where the Conference agenda is organized and executed by active duty personnel – this means the content is fresh and relative to the troops. What was one important thing that happened while you were the President? Reed: If I may; would like to mention two very important changes that occurred during my tenure; 1) One: modified the by-laws for nominating and accepting new candidates for MOA/LOA and 2) Two: Initiated the chapters in MOA/LOA – we began with San Antonio chapter.
LT C O L B R I A N D . G R A D Y, 1 9 8 9 - 1 9 9 0 Lt Col Brian Grady was the MOA’s sixth National President from early 1989 to the summer of 1990. During his tenure Lt Gen Henry Viccellio, Jr. became the USAF/LE and a strong supporter of MOA. Col George T. Babbitt, Jr. was selected for the rank of Brigadier General. It was an exciting time in the Air Force. Lt Col Grady promoted using the ER to get new ideas out to MOA members. There was no National Convention in 1989 due to “lack of interest” and Lt Col Grady saw the organization through a transitional period of apathy. He changed the format of the ER and received numerous favorable comments. One of his quotes was, “A new decade, a new outlook. MOA moves into the 90’s with full after burner power”. Lt Col Grady was exactly the “right” leader MOA needed during this transitional period. How has MOA/LOA changed since you were President? Grady: It’s been over 20 years since I was President. What was 30
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happening then seems almost a blur. There were a couple of things that stand out. As for the organization it was a transitional period of apathy. We were struggling with our identity. The struggle was should we expand our membership to include all disciplines of logistics. Having said that we got some push back from the other disciplines as they perceived us as only a maintenance organization. The publishing of the Exception Release was a struggle. Articles from the field and from within the building (Pentagon) were tough to get. The publisher was more “wait and see” instead of pro-active. It was a struggle to get the ER out on a timely basis. That certainly is no longer the case and we have a very professional, peer reviewed journal today. Setting that aside there were sub currents of change with the logistics community beginning to surface. The reorganization from centralized maintenance to de-centralized was being talked about within the building. To add to the mix, IL (now AF/A47) was working a number of studies to reorganize the staff into a more centralized operating structure. All this added to the complexity of LOA at the time. The biggest issue I faced was a sense of apathy. Betting the bushes to raise interest and expand membership was tough. That year alone we didn’t hold a national convention. I take that on as my fault. That would be another big change that I can see. What recommendations would you suggest to make LOA better? Grady: The one trait they we are always looking for is “the problem solver”. A varied career with multiple expertise is the key. The aggressive problem solver stands out. Officers should strive to learn other disciplines. Staying in one’s comfort zone is safe, but leaders are looking for those that are willing to accept change and develop a boarder base of experiences. We should do more to promote learning other logistics disciplines and develop our future leaders to better adapt to change. What was one important thing that happened while you were the President? Grady: As we draw back from the conflicts in the Middle East we are sure to see a reduction in funding for new systems and reconstitution of existing platforms. This will spill over into a reduction in overall manpower. The individuals with multiple disciples are going to be the most valuable to retain...simple as that. We tried hard to promote this concept while I was President.
LT C O L D O N W E T E K A M , 1 9 9 0 - 1 9 9 2 Lt Col Don Wetekam was elected as the MOA’s President in August 1990 when he was the F-15 aircraft Logistics Program Manager at HQ/USAF, and interestingly, a fairly new MOA
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member. His broad experience up to that point (munitions, EOD, aircraft maintenance, MAJCOM staff and Squadron Command) made him a perfect choice at the time. As President he set a realistic, actionable agenda that MOA could easily achieve during his tenure and re-established the annual convention. He was also the first President to publish the “Member Directory” that same year, adding another good tool for member continuity in that pre-electronic era and was instrumental in leading LOA as a senior advisor as the Air Force’s top loggie—the Deputy Chief of Staff for Logistics, Installations, and Mission Support. As such a major LOA award is now named in his honor. How has MOA/LOA changed since you were President? Wetekam: The obvious changes are around the size and robustness of the organization. When I was president, we measured membership in the hundreds; now it’s measured in thousands. Likewise, it’s grown to represent the entire logistics community in a way we never imagined back in the MOA days. What recommendations would you suggest to make LOA better? Wetekam: Generally, I’m pleased with the direction the organization has been taking for years. My only suggestion centers on the choice of venue for some of our conference sites. This organization is about building professional military logisticians. Our choice of conference sites ought to reflect that and provide us with opportunities to interact with military organizations and private companies that can further that goal. I have never been a fan of selecting sites that are known solely as entertainment destinations. That’s not what we’re about. 3. What was one important thing that happened while you were the President? Wetekam: When I became President in 1990, the organization was struggling to survive. The new leadership team set three goals: n Pare the membership roles to eliminate non-active, noncurrent members n Get publication of the ER back on a regular quarterly schedule n Reestablish the annual convention by the end of the second year
We didn’t do very well with item 1, but we were successful with items 2 and 3. Of those two, I would say reestablishment of the convention was the most gratifying. While there had been a few sporadic conventions in the early days of the organization, it had lapsed for about three years. In 1992, we restarted the convention in DC and one has been held every year since (with the exception of 2001). Even though the ’92 convention was miniscule compared to what we have today, we put together a very solid program that was appreciated by all who attended. I’m most proud of the fact that we re-established what has now become a LOA tradition. That event put us back on track. I should also acknowledge the vital assistance of past president Ray Reed in helping set up the ’92 convention. I had no clue what I was doing and I shudder to think how it might have turned out without Ray’s help.
C O L M A R K B . R O D D Y, 1 9 9 2 – 1 9 9 4 Col Mark Roddy was elected as the MOA’s eighth National President in the spring of 1992. From the start, membership was a key agenda item. In his first Exceptional Release “Letter From the President”, he brought up the notion of opening MOA to the sister services and emphasized that retired and separated officers were necessary to grow a viable and robust organization. In addition, Col Roddy instituted the Lifetime Membership option, Active and Honorary Membership, and with much consternation, dues were raised to $25 to ensure services such as the ER could be maintained, and the Executive Board was formed. He also fired the administrative staff and hired Mrs. Deb Pauly as the new Executive Director for publications and membership. This change led to a much more professional and structured ER and organization management. Colonel Roddy made significant changes during his tour which shaped MOA/LOA to this day. How has MOA/LOA changed since you were President? Roddy: I think the most impressive change is how much more professional LOA has become. I think this is even more impressive, given the growth that has occurred. We could have gotten off track/off message as we grew. Instead, it seems that each new
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member, each new LOA initiative has imbued ever more professionalism. Obviously the organization is clearly reflecting the professionalism of its members.
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What recommendations would you suggest to make LOA better? Roddy: I believe we need to look at “What do we want to be when we grow up?” Because we are there! For example, should we have a larger core, salaried staff that is vectored and led by an elected Board of Directors, versus our current leadership alignment? I also think we need to take more advantage of the LOA members who have retired or separated from active duty and now work in the commercial sector. It has been my experience over the past 16 years that ALL of the Military Services are lacking today is a better understanding of what is available from a technology standpoint to support logisticians. The annual LOA conference offers a compressed timeframe in which logisticians can get an overview of what’s out there. But what if we had a series of LOA-sponsored webinars/presentations throughout the year to help educate the members? What was one important thing that happened while you were the President? Roddy: It was the “raid” which Art Morrill and I carried out on the organization that was “managing” the LOA membership roles and allegedly providing administrative support to the association. In actuality, we were paying for services we were not getting. So we visited their office one day, fired them on the spot, and walked out with the few records they had, all of which were terribly outdated. That led directly to the hiring of Deb Pauly, and the professionalism and growth she brought to our administrative activities, and to the structure and format of the “Exceptional Release.”
COL MICHAEL ZETTLER, 19941995 Col Mike Zettler was elected as the MOA’s ninth National President in the spring of 1994. He led during the period when MOA was struggling with the changes imposed by the Objective Wing structure and membership was rapidly declining. He was one of the driving forces behind the idea of supply, transportation and logistics plans officers becoming a part of MOA. To turn the declining
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membership around, he turned his focus on the local chapters. His contributions to MOA/LOA were so significant over the years; LOA names their highest award after him – The Logistics Officer Association Lt Gen Michael E. Zettler Lifetime Achievement Award. How has MOA/LOA changed since you were President? Zettler: LOA has significantly changed since I was the President. At that time, MOA was struggling with the changes imposed by the Objective Wing structure and membership was rapidly declining. It took a concerted effort to begin a grass roots effort at the Chapter level to hold the line and build a path to grow again. Additionally, and significantly to the present day LOA, we began to introduce the idea of supply, transportation and logistics plans officers becoming part of the organization. While that idea was met with much skepticism, it came to fruition some five years later. Imagine the organization today trying to be responsible logisticians without either the maintenance or logistics elements represented. What recommendations would you suggest to make LOA better? Zettler: Today, LOA is very robust but still has its challenges. First and foremost to me has always been the chapter. The chapters need a better link with the National organization and the chapters need a continuity element that internally builds strength vis-à-vis taking/losing strength based on the personality of a few people at that location. While there are other elements of LOA that need to be strengthened, robust, active chapters will continue the momentum that makes the National LOA a vibrant organization.
C O L O N E L D AV E Z O R I C H , 1 9 9 5 - 1 9 9 6 Col Dave Zorich was appointed President of MOA in 1995, when Col Zettler was selected for Brig Gen and subsequently PCS’ed from the Pentagon to Sheppard AFB, Texas. During Col Zorich’s tenure, discussions about remaining the MOA or becoming the “Logistics Officer Association” became heated. There were several point and counter-point articles on the debate in the “ERs”. Finally in the Winter 1996 ER, a ballot was printed on the back cover for all members to vote on the name
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and focus of the organization. There were also proposed changes to the MOA bylaws up for vote. The vote was 116 members voting to remain MOA and 55 for LOA and the bylaws were approved almost unanimously. These numbers seem small however it was the largest turnout of voters in MOA’s history. Col Zorich also emphasized the importance in “JOINT” service and encouraged MOA members to recruit new members from other services. A number of “ERs” during Col Zorich’s term also emphasized “JOINT” service. Col Zorich kept MOA on track during a turbulent time.
C OL R ICHARD “D ICK ” S TOCCHETTI , 1997 – 1999 Col Dick Stocchetti was elected as the MOA’s eleventh National President in the summer of 1997. He was MOAs last full-term President. During his tenure his team initiated the scholarship program and hired an outside auditor to make made sure that the organization stayed on a sound financial footing. Col Stocchetti led the organization through the MOA/LOA debate and kept the organization on a professional foundation.
What was one important thing that happened while you were the President? Stocchetti: Two things, first we initiated the scholarship program which I feel is extremely critical for a non-profit organization whose goal is professional growth among its members, and second we hired an outside auditor and made sure that the organization stayed on a sound financial footing.
COL JAMES HASS, 1999-2000 Col James Hass was the last President of the MOA and the first President of the LOA. As a Lt Col, Hass was the National VicePresident of MOA under Col Zettler, he was the first national officer in MOA that was allowed to serve in a national position without being assigned to Washington, D.C. His vast maintenance experience made him a perfect choice. Col Hass enlisted in the Air Force in 1963 and served 12 years as an aircraft avionics technician working on propeller driven aircraft.
Stocchetti: Of course the most important change is now we are a LOA. The organization has grown tremendously and the small conferences which were normally held at an on base venue now compete with any conference/symposia that I remember attending.
He was quoted as saying “I was at Dyess AFB Texas when we got the “new” B-52s and “new” KC-135s. They had that new car smell to them.” During his tenure he oversaw the transition of MOA to LOA and promoted further expansion of membership. His long time support to MOA and LOA resulted in the naming of the LOA Most Improved Small Chapter Award in his honor.
What recommendations would you suggest to make LOA better?
What do you think LOA needs to do in the future?
Stocchetti: I think that our recent and current boards have done a great job of looking at where our logistics community is going to be 5 years in the future and focusing the magazine and the speakers at the annual conference on these issues. But we have to expand our ability to reach out to those folks who can’t make it to the annual conference. Again the boards have done an admirable job of building chapter integrity and fostering growth. It may be time to look at regional weekend conferences in addition to the annual conference to enable more of our junior officers and members, who can’t travel that one time a year, to hear some of the outstanding speakers, and share ideas among regional chapter members.
Hass: Remember why we have a LOA. It is all about mentoring to the young men and women who are serving our great nation today. Let’s keep the organization helping them understand their responsibilities and helping them meet the marks in their careers that will allow them to advance and continue to serve.
How has MOA/LOA changed since you were President?
COL RICK DUGAN, 2000–2002 Col Rick Dugan was elected as LOA’s thirteenth National President in the summer of 2000 and assumed the reins from Jim
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Hass at the national conference in Phoenix AZ, that October. During his tenure the restructuring of AFMC occurred and the Command assigned the various directorates and organizations to become Wings, Groups and Squadrons to be more in line with the rest of the USAF. His first year was focused on planning for the 2001 conference in Atlanta. Unfortunately, 9/11 happened and the conference was canceled. He then turned his focus to assisting the Washington DC chapter host MOA/LOA’s 20th anniversary conference in 2002—a huge success. How has MOA/LOA changed since you were President? Dugan: LOA continues to be a growing organization. I’m very pleased to see the “award” structure put into place that recognizes our chapters, long-term MOA/LOA individual support and the always popular scholarship program. We are approaching our 30th anniversary in 2012 – seems hard to believe I was the President as we celebrated our 20th in 2002 – WOW. What recommendations would you suggest to make LOA better? Dugan: We really need to capture the civilian population at our depots. For example, the Hill chapter has done well, but we could be an even stronger (local) organization if more civilian loggies got involved. I put some of the burden on leadership – our senior leaders are somewhat engaged, but if they were pushing LOA as the premiere organization that it has become then the worker-bees would follow. In addition to the civilian population, we need to reach out to those retired loggies that we have lost touch with and get them back into the organization. There are a lot of retired AF members in the local area and I know some of them just need to know that our local chapter is having a meeting or an event. I was the local, civilian vice-president from 2006 – 2009 and tried to reach out to those I knew had retired in the Hill AFB area. I think all our chapters would be stronger if they included more of the retired population in their areas. Also the linkage between the chapters and the National has been a bit of a roller coaster over the years. I recognize it is tough for an organization of this size with the multiple number of local chapters to get their arms around it, but believe we would be a
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stronger organization if that relationship was nurtured. Believe it is time for the organization to hire a full time salaried staff to support the executive board in the multitude of duties associated with such a large organization. As an active duty O-6 at the time running the Aircraft Maintenance Group at Ogden ALC, and trying to be the LOA President, it was a huge challenge. As an example, I lived on 4 hours of sleep during the 2002 conference in DC trying to make sure all the events were on track and planning for the next day’s agenda. What was one important thing that happened while you were the President? Dugan: 9/11 happened and required that we cancel our 2001 conference scheduled to take place in Atlanta. A ton of work had been accomplished by the Robins chapter as well as the executive board. I talked frequently with Gen Zettler in the days following 9/11and we decided it was in our best interest to cancel the event. Toughest part for the organization is the fact that the conference is the fuel that supports the organization from year to year (funding for the ER specifically as well as administrative support). The big question was how we were going to make it from September 2001 to October 2002 without our annual funding stream. The other significant event was the departure of Deb Pauly from our organization. We had turned the corner in 2000 and early 2001 to bring the organization into the web based and digital world, but Deb and I didn’t agree on the path to follow. Unfortunately, she chose to leave the organization. We had great support from the executive board and others that jumped in and assisted keeping the organization moving forward.
C O L C A R M E N M E Z Z A C A P PA , 2 0 0 2 - 2 0 0 4 Col Carmen Mezzacappa was elected LOA’s fourteenth National President in 2002. She was the Assistant ER Editor under Kent Mueller for a few months in 2000 and then became the ER Editor during the remainder of Col Rick Dugan’s term as President of LOA. Soon after taking the LOA helm she instituted the ‘pyramid’ approach of getting several assistant editors to help pull the ER together. Soon thereafter she succeeded in getting Kent Mueller to return as ER Editor. Her tenure brought numerous improvements to include reinstituting the lifetime membership option, making it
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possible to donate to the scholarship fund while renewing membership on line, making Columbus Day week the standard time for the National Conferences, developed the LOA-G and codified the awards program with implementation of the Lt Gen Zettler Lifetime Achievement Award, the Maj Gen Mary Saunders and Col Jim Hass Large and Small Chapter Awards. How has MOA/LOA changed since you were President? Mezzacappa: The organization continues to grow. I see more and more percentage of company grade officers and civil service members with each passing conference. The ER has become a much more robust publication as time goes on. The conferences and magazine continue to grow in size, relevance, and professionalism. Another change is that the conferences are no longer “hosted” by a chapter. What recommendations would you suggest to make LOA better? Mezzacappa: Our board attempted to institute off-year elections for two of the board members, but were “urged” not to by both senior advisors. I’m very happy to see that that change was recently instituted for continuity. I don’t have any personal recommendations at this time to make LOA better...I feel that the elected board and active duty members are in the best position to know what would make LOA better. I am happy to see the increase in volunteers in running the conferences. What was one important thing that happened while you were the President? Mezzacappa: It’s hard to mention just one thing, so I’ll mention several in no particular order. A) We instituted on line dues renewal and eliminated the old mailbox and personal check way of doing business. B.) We instituted a hard and fast rule to have the conference dates always fall on Columbus Day week and started planning three conferences at a time (current year, following year, and third year by selecting the property and signing the contract). C.) We considered contracting out conference management as conferences were quickly becoming too much for local chapters to handle. After a cost comparison the board elected to hand this responsibility to Marta Hannon and her team and rely on many chapters to provide volunteers as necessary. D.) We, with Marta’s help, greatly expanded sponsorship opportunities that significantly helped solidify MOA’s financial footing. E.) Started a monthly e-newsletter to the membership. F.) Provided the first real push to include LROs into the membership and worked with Marta and Kent to purposely include ER and conference topics relevant to LROs. This was an evolutionary expansion of both the ER and conferences.
COL ART CAMERON, 2004-2005 Col Art Cameron was elected as the LOA’s fifteenth National President in 2004. He was leading the AF/IL’s “Engine Room” at the time and had the pleasure of serving with two great LOA leaders; Lt Gen Mike Zettler and Brig Gen Art Morrill. Both of whom provided insightful mentorship during his tenure. He saw his biggest charter to be “training our replacements” and applied this to LOA during his tenure. He focused on embracing and growing the Logistics Readiness Officer and Career Civilian LOA membership and ultimately contributed toward transforming LOA into the premier professional development organization that it is today. How has MOA/LOA changed since you were President? Cameron: LOA has made some vast changes since I had the reins. LOA has always been a great organization but, it has now become THE premier organization for logistics professionals. The DOD community looks at LOA as the conference to spread the logistics vision. In other words, it’s not a grass roots, USAF maintenance venue anymore, it’s now recognized across the DOD as the professional organization for logistics cross tell, mentoring, and professional development. What recommendations would you suggest to make LOA better? Cameron: I’d recommend more civilian leadership involvement. While the Air Force civilians certainly endorse LOA, I don’t feel like there is adequate representation of the civilian corps in the LOA rosters. I also think there needs to be a continued and increased outreach to the young logisticians. The Lts/Capts are our future and they need to be deeply involved in LOA to keep the organization alive. What was one important thing that happened while you were the President? Cameron: During my tenure we recognized that the most important part of LOA was not the LOA executive board but, actually the base level chapters. That’s what keeps LOA alive. We focused on providing chapter support, standing up a chapter at every Air Force base (which we did), doing an outreach program to provide senior leader engagement at the chapter level. We even stood up Continued on next page...
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the first Chapter in Iraq! We also sought to increase LRO participation. We placed more LRO related articles in the ER and push hard for LRO attendance at the annual conference.
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C O L P H I L WA R I N G , 2 0 0 5 - 2 0 0 6 Col Phil Waring was elected as the first LRO LOA President in 2005 soon after Col Art Cameron was selected for promotion Brig Gen. Phil was leading the Supply Policy shop in the Pentagon at the time and worked tirelessly to gain greater LRO involvement in LOA. Col Waring entered the Air Force in 1979 and completed many logistics assignments over the next 28 years. While he was the LG at McConnell AFB his interest in LOA soared and he became a member of LOA when the Logistics leadership rightfully recognized the organization what he has become today—the premier Logistics development organization in the world.
C O L R I C K M AT T H E W S , 2 0 0 6 - 2 0 0 7 Col Rick Matthews was elected as LOA’s seventeenth National President in 2006. A long-time MOA member, he was at the forward edge of the battle during the MOA-LOA transition; championing our transition to the current Logistics Officers Association long before becoming President. Once President, he continued to challenge our thinking and actions; from operations, branding, and membership growth. In the boardroom, he advocated that growth demanded operating to stricter business and legal guidelines as well as expanding the “target audience.” He was a proponent to better market to and include sister services; seeing value to the members as we marched towards a more joint force. Col Matthews advocated that National LOA had to be about more support to local chapters than the ER and conference. He saw LOA’s mission as supporting members as they fought today’s fight, advancing profession, and growing the next generation of loggie leaders. Though Rick’s tenure as president was cut short by his retirement, he had the opportunity to serve as president during a crucial crossroads for the organization and worked hard to shape the thinking and lay the groundwork to take LOA to the next level.
How has MOA/LOA changed since you were President? How has MOA/LOA changed since you were President? Waring: The organization has made great strides in promoting the vision of all logisticians and continues to be recognized by our young logisticians as the great organization that it has become. What recommendations would you suggest to make LOA better? Waring: I’d recommend that we make a much greater effort to include the LRO and civilian community at a much more accelerated pace. Perhaps it might be time to re-look at what how we incorporate the LROs and the civilian community into LOA. This year’s LOA Conference Agenda does just that as it seems much more inclusive to other logistics career fields. While recognizing that history is important, a powerful move that might be a game-changer is to change the name of the ER Magazine to the LOA Magazine. What was one important thing that happened while you were the President? Waring: We continued to emphasize the themes started by Col Cameron and the Maintenance leadership to recognize that all logistics disciplines (including government civilians), were necessary for the continued success of the Logistics Officer Association.
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Matthews: I think the biggest change is transparent to our membership; how we operate the national organization. It’s been fun to watch Col Miller, Col Cato and the Executive Board reshape our charter, clarify our vision and mission, and put the people, processes, procedures, and tools in place to better operate this large non-profit. Not sexy work, but vital to the health and future of the organization. The other big change, of course, is that we no longer have local chapters leading our annual conferences. Making this change was a significant sea-state change for LOA and a recognition that we are at another, higher, level as an organization. What recommendations would you suggest to make LOA better? Matthews: I’ve always advocated that we continue to refine our target market. Though an advocate for more inclusion of sisterservice loggies into our ranks, we haven’t really dedicated ourselves to finding ways to make it happen. As President, I remember going to DLA Richmond to speak to their fledgling LOA chapter. There was equal enthusiasm from sister-service loggies (including civilians) than the uniformed Air Force logisticians. Getting bigger doesn’t always mean getting better; but I
2010
do believe that as we become more joint, we need to find ways to include all of our loggies without diluting our mission. What was one important thing that happened while you were the President? Matthews: I would refer back to your first question. I think the biggest thing was recognizing we couldn’t operate as a “Mom & Pop” anymore. Over time, we had evolved into a very large nonprofit that had the attention and support of our most senior government and industry leaders yet we continued to operate with part time tax help, part-time legal help, and leaned heavily on local chapters to for our major event; the annual conference. Though my tenure as president was truncated by my retirement, I believe our realization that it was time to develop the strategy and plans to get us to operate like the large non-profit we were turned out in hindsight to be the most important thing during my tenure.
C O L E VA N M I L L E R , 2 0 0 7 - 2 0 0 9 Col Evan Miller was elected as LOA’s eighteenth National President in 2007. He eagerly took that role after having served as the national Vice President during the tenure of Col Carmen Mezzacappa. As LOA President, he made subtle changes at the national level focused on improving support and affiliation with the local chapters. His commitment and contribution today continues and he plans to continue his service in any capacity as LOA continues to foster the development of the best logisticians in DoD. How has MOA/LOA changed since you were President? Miller: Since it has not been long since my term ended, there have not been a lot of large-scale changes, but I am thrilled to see the off-set elections occurring this year. I think that will help solidify the consistency and direction of the Association and it should strengthen the national board. Beyond, that change, I don’t see significant change … only beneficial evolution of the national board to include civilians and a more robust and balanced focus on LROs.
What recommendations would you suggest to make LOA better? Miller: I like LOA’s direction under Col Cato’s leadership. I hope we continue to make our core membership the focus of our efforts at every level. To accomplish that goal, I think we need to work on connecting the national events to regional events and local events and emphasize two core themes at those events. First, we need to grow the next generation of logisticians that will lead the Air Force forward in a very challenging environment. That alone, is a mission essential function performed by LOA at all levels … but we need to keep improving on that theme. Second, we need to make a tangible contribution to Air Force logistics beyond mentorship and professional development. LOA has incredible intellectual horsepower that could be leveraged to provide insights and option to leaders at many levels. Those insights and ideas could serve to align our collective efforts across the Air Force and across our enterprise … or at least offer other perspectives. We are already starting to move in that direction and I stand ready to help make those recommendations reality. What was one important thing that happened while you were the President? Miller: I felt honored to get the opportunity to lead such a professional and important organization. During my tenure we continued to expand our membership and saw a significant increase on the number of LROs. We emphasized Joint logistics to a new level and also brought in outside perspectives on leadership that began a trend at the national conferences. We invited the CIO of Federal Express to share his vision of communication … a lecture that still has a powerful impact on those that were lucky enough to attend. We also decided to move conference sites away from bases and begin using our network of attending volunteers to support conference operations to relieve the local chapters of the major burden associated with conference execution. As a result, the success of the Columbus conference opened the possibility for other locations to be selected at conference sites to further enhance professional development. Finally, we continued the spectacular evolution of the Exceptional Release by defining more narrow themes for each edition under the leadership of Col Dennis Daley. We began inviting national-level individual award winners to national board meetings to improve our connection to the local chapters. All in all, I got a chance to work with great professionals and we worked hard to make LOA better on the margins. LOA leadership at the national level is not about national changes … it is fundamentally about making the members better logisticians and growing the next crop of logistics professionals to lead us into the future. I think Continued on next page...
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we did that … but there is more to do, and that challenge is what will keep LOA moving forward.
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C O L D O U G C AT O , 2 0 0 9 - P R E S E N T Colonel Doug Cato was elected as LOA’s nineteenth and current National President in 2009. Prior to becoming President he spent five years as the LOA National Conference Chairman and has been a long-term supporter of LOA to include past President of the Luke AFB Sonoran Chapter.
Today, our 72 chapters haven’t been provided the resources in the form of chapter program templates, or even a handbook that helps a new chapter board run a successful chapter. The individual chapters are LOA, and that’s where professional development starts. Second, I think we need to turn the ER into a more scholarly, peer reviewed journal that is synchronized with chapter support. ER articles today don’t challenge the way we do business and they don’t help us solve global logistics issues. Finally, I think we need to tap into the brain trust of the 3,700+ members to solve logistical problems throughout the year and use some of the time at our conference to present solutions to global logistics problems.
How has MOA/LOA changed since you were President?
What was one important thing that happened while you were the President?
Cato: Since I’m still President I’ll provide a summary of our major accomplishments to date. The focus has been on building a long-term strategy to ensure LOA’s viability into the future. In the first 30-days in office, I pulled together the National Board and worked the strategic plan we’ve spent the past two years executing. We updated the Vision, Mission, and Goals of LOA.
Cato: We’ve done many positive things for LOA the past two years. If you made me select one thing, I’d have to say it was pulling the team together to chart a strategic long-range vision for LOA. It’s a strategic plan that addresses the triad of professional development that makes LOA thrive, the chapters, ER and the conference. Look for the ER article in this edition that discusses LOA’s future.
The 2009-2010 National Board increased the dollar amount and number of scholarships awarded. We awarded lifetime memberships to the distinguished graduates of AMMOC, LRO, and ALROC. Focused on the Joint fight, we focused on Joint Logistics at 2009 conference and Joint professional development. We fixed the National Board leadership continuity issue, by changing the bylaws, with member approval, to offset the President/CFO and Vice President/CIO elections. Previously, it took anywhere from 6-9 months for the board to spin-up and figure out what they wanted to do. This makes the board more effective from the first day in office. In 2009, the LOA conferences became no-host chapter and the board contracted out the conference in total to Standing Ovations—Marta Hannon and her team. The 2009 and 2010 conference successes proved it was a good decision. The National Board overhauled the finances of LOA and put financial rigor into the organization. By setting up business units, we can measure organizational financial performance. Finally, when I stepped into office membership was around 2,586. After a significant membership drive at the chapter level, we’ve increased membership 45% in the two years to 3,758. What recommendations would you suggest to make LOA better?
S U M M A R Y : It’s clear to see that the right leadership at the right time has guided MOA/LOA over the past 28 years. In addition, understanding the challenges and decisions that were made during each period provides a unique insight into why and how our organization has become the premier logistics organization in the Department of Defense…and, possibly the world. It’s all about leadership! About the Authors: Col (retired) Jim Hannon is the LOA National Historian and has been an active member of MOA/LOA since 1986—two time Chapter President, Conference Chairman, Scholarship Chairman, Conference Protocol Lead, Lt Gen Babbitt Leadership Award Winner, and Lt Gen Zettler Lifetime Award Winner. Col (retired) Jim Hass is an icon in the logistics community and has been an active member of MOA/LOA since 1984—three time Chapter President, National MOA/LOA President, Conference Chairman and Lt Gen Zettler Lifetime Award Winner. His career spanned 40 years and much of it was in support of MOA/LOA.
Cato: We still need to fix a few things now but we’ve got a solid foundation. First is focusing on robust and synchronized chapters.
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LOA HISTORY: A Tradition of Logistics Excellence By Major Gregory Kuzma
“ H E Y, L I E U T E N A N T,
GIMME
$10
BUCKS!”
Believe it or not, this is how most members of the original organization were persuaded to join what has become the premier professional logistics organization of the 21st century. The Logistics Officer Association (LOA), is “a non-profit, professional organization devoted to promoting quality logistics, professional development of logistics officers and civilians, and an open forum for leadership, management, and technical interchange.” LOA proudly draws on its heritage from the Maintenance Officer Association (MOA) founded in 1982 by ten maintainers who sought an “outlet” for professional maintenance officers. But these days, all you have to do is look at how far LOA has come and what it has achieved to see that it is most definitely an organization worth investing in. Today, the Logistics Officer Association has grown to over 3,700 dues-paying members consisting of Active Duty, Reserve, National Guard, and Civilian, along with 69 corporate members associated with an organization that has global reach spanning all seven continents. According to Lt Col Jondavid Duvall, LOA’s Chief Information Officer, LOA has awarded nearly 70 scholarships to deserving enlisted Airmen who have demonstrated excellence in logistics in the Air Force since 1998. LOA has held annual national conferences, produced a newsletter that has developed into a professional journal, established a LOA website chock-full of valuable resources, established logistics networking and mentoring opportunities and has even helped shape the course of logistics at the most senior Air Force levels. At the very least, you would expect an organization such as this to employ dozens of individuals to manage a nearly $1.5 million annual budget and run it successfully year after year. Amazingly, LOA consists of an all-volunteer Executive Board, a volunteer journal editorial staff, a volunteer webmaster and dozens of volunteers to spearhead the many LOA initiatives, projects and national conferences. In reality, LOA only has one full-time employee, Mrs. Marta Hannon, who is the Executive Director of Marketing, Conference and Publications for LOA National, to complement the task force of dedicated volunteers. “LOA went from a pretty small association 40
with no clear goals and Did you know? According to Colonel Jim guidelines to an association Maher, USAF (Ret), former LOA Historian, Issue No. 11 of the ER published in 1984 to be reckoned with,” said (two years after the organization was Hannon who has held her founded) revealed the MOA official current position since emblem. The circular design (for global 2003. “We now have short commitment) was used until 1993 when it and long term goals, a changed to the eagle and banner we are financial plan and more. familiar with today. The words The big question was “Professionalism, Integrity and Leadership” reflect the qualities of officership. always ‘What does LOA want to be when it grows up?’ We have a pretty good handle on that, and that is a really difficult thing to do with a board made up of volunteers that change every 2 years.” It is no secret that today’s military is facing huge challenges even today. The national economy is sluggish, budgets are being trimmed back, operations and deployment tempo is high, and force development continues to pressure logistics leaders to be more efficient. “We have less people doing more jobs, working longer hours and shouldering more responsibility,” said Hannon. “LOA cannot sustain itself; care and feeding is essential to continue on this successful path.” And just like any professional organization, the long road to the modern day LOA didn’t come without challenge and controversy. In fact, the LOA organization endured a few growing pains as it has matured through the years.
IN
THE
BEGINNING
In the early 1980s the Air Force was in a state of transition and uncertainty after the Vietnam War with a Reduction-In-Force (RIF) while struggling to maintain aging aircraft fleets. (sound familiar?) As with any post-conflict drawdown, this created significant uncertainties and presented many challenges within the Air Force. Not only did this affect personnel end-strength but also weapon system procurement, parts funding, and training; impact felt across-theboard. To compound matters, a number of the Air Force’s most experienced officers were forced to leave the service. Meanwhile in the field, aircraft maintainers were forced to get creative to generate sorties and sustain readiness.
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L AY I N G
THE
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As you can imagine, building a new organization from scratch was no easy task. MOA’s founding members: Colonel Charles Cunningham, Lt Cols Larry Matthews, Jay Bennett, Frank Murphy, Bill James, and Majors John Covi, Dave Csintyan, Robert Druewitt, John Edenfield, and Dave Miller were determined to make MOA succeed. Their vision resounded so well within the Air Force maintenance community that by the end of its first year, MOA had expanded to six regions, encompassed three major commands, and included 50 charter members. “Until MOA came along there were debates from time-to-time, most of which focused on tactics, but not strategy,” said Col Matthews. “It took on almost a religious fervor. We are professionals and now everybody accepts that fact.”
The “Magna Carta” MOA proposal memorandum from Lt Col Matthews that created a worldwide professional logistics organization still going strong after almost 30 years.
Lt Col (Ret) Larry Matthews, took a personal responsibility to mentor not only the junior maintenance officers, but the rated officers who came into lead the maintenance squadrons and groups. “We tried to make sure they left with an appreciation of the maintenance profession,” said Matthews. “Once we started treating them as an asset instead of unwanted interlopers, they became some of our biggest long term allies and supporters; there were a lot of forces that changed the maintenance business, MOA being only a part of it.” As Air Force maintenance officers were concerned about the future of logistics and about their professional development, it is easy to appreciate what motivated 10 maintainers to sit down at the Bolling AFB Officers’ Club one afternoon in 1981 to create a professional organization to groom maintenance officers. On December 16, 1981, Lt Col Matthews, sent a memorandum (affectionately known as the Magna Carta) to nine of his contemporaries, selected not only for their collective talents but also because of their wide representation of the maintenance officer population in the Air Force, to establish the Maintenance Officer Association.
Even some of the Air Force’s most senior leaders have witnessed the growth and influence that LOA has brought since the beginning. “LOA began as a Pentagon-centric, maintenance-centric, locally endorsed, ‘closed/selected’ membership to now a global, issue-focused, broad inclusion, and senior leadership organization,” said Major General Polly A. Peyer, who joined MOA in 1983 as a Captain. “It broadened from a stovepipe, individualized career path to a multi-disciplined integrated logistics strategy.”
Lt Col Ben Davis, LOA member since 1992, noted how LOA had gone from an “ad hoc organization” to one that is organized, connected and professional. “The early LOA conferences were small affairs with modest speakers and few vendors; networking was the main opportunity for professional development,” said Davis, who currently serves as the Assistant Treasurer on the National LOA Executive Board. “Over the years, our chapters steadily grew in number, membership expanded in many ways, and conferences reflected the increased scope and influence of the organization.”
MAKING HEADLINES The Exceptional Release (ER) began as the organization's professional journal in 1989 and is still going strong today. But before that (and LOA’s website), the MOA Newsletter was the first and only publication of the early organization that kept its members tuned into the latest developments, editorials and challenges. “The MOA quarterly newsletter served as a forum to keep members abreast of current happenings in the profession, provide feedback and cross-flow from all levels, spread lessons learned to fellow members, and provide a fraternal network to enhance esprit de corps,” said Col Matthews. Continued on next page...
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LOGISTICS EXCELLENCE OF
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That first newsletter reiterated MOA’s purpose and focus as “an association of maintenance officers committed to enhancing the USAF mission by improving the maintenance world.” The initial newsletter was little more than a meager publication with a modest look that consisted of only a few pages. Suggested names for the publication were “The Maintainer”, “The Sortie Producer,” “Doing MOA with Less” and “I couldn’t love you MOA.” However, the name “MOA Newsletter” was chosen for its no-nonsense title, that name stuck for the first six years. As there was no internet or email to help spread the message, the first MOA Newsletter was typed-up and mailed out in May of 1982 with articles focusing on maintenance productivity, mentoring, combat-oriented maintenance, retention, and the merging of munitions and aircraft maintenance officers. The MOA Newsletter also enabled the membership to voice their concerns the maintenance career field was dealing with as the Air Force restructured wings and reduced manpower. Colonel Tracy Smiedendorf, who joined MOA in 1986, noted how nonrated officers were eventually becoming commanders. “The Air Force changed its direction and had put logisticians in charge of their organizations and professional development,” said Smiedendorf, who is currently the AFSOC/A4M at Hurlburt. “We have transitioned from a small group of officers that put out a newsletter which was more of a ‘woe is me -- the maintenance officer’ to a world-class organization that publishes a professional journal that rivals anything in the commercial sector.” Through the years, LOA transitioned from a trade organization centered around a quarterly journal to a professional association centered around many vibrant chapters. “As chapters now satisfy the bulk of LOA’s stated mission of developing logistics officers; the annual conference, Exceptional Release, and national LOA organization provide support for this vital interface,” said Lt Col Ben Davis. According to Lt Col Davis, an important step in this process was the creation of the LOA website (www.loanational.org) in 1999 and the transition from a paper membership, correspondence, and voting system to an electronic one a few years later. “Today, it seems inconceivable that LOA wouldn’t have a cyber-presence, but resistance to this effort was significant and emotional among those who believed LOA’s epicenter was a paper magazine and an annual conference.”
members, and the public to learn about the organization, remain connected, share ideas and conduct LOA business. And, through it all, the ER continues to evolve, expanding to a full-color journal that captures the growth of the organization and provides timely commentaries, hard-hitting features, and valuable insights on logistics often spanning over 100 pages.
L O A N AT I O N A L C O N F E R E N C E S National conferences have provided LOA members with a yearly forum to meet and exchange a wide variety of logistics knowledge, networking, tell “war stories", learn about logistics officer professional development as well as demonstrate innovative technologies. One example of this was during LOA’s 2008 National Conference where attendees had an opportunity to visit the Port Columbus International Airport’s Intermodal Freight Transport Center, located in Columbus, OH. “To be able to witness firsthand the complexity and intricacy of such an operation, where location, transportation, and precision is always in-sync, was humbling,” said 1st Lt Michael Rajchel, an LRO from Joint Base Lewis-McChord, WA. “After seeing such a process, you realize how much the average person takes logistics for granted.” Other LOA members feel the national conferences have transitioned from a problem-discussion to a problem-solving opportunity. “There are a lot of smart people that attend the LOA conferences and having them all together to discuss the challenges we face in the logistics community may be the opportunity for a concept to emerge that has not been considered,” said
The LOA website is just one of many tools to allow members, chapter leaders, prospective
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Maj John Lofton III, 51st Munitions Squadron Commander at Osan AB. “LOA should be a requirement for upgrade training where every officer should be expected to attend at least one LOA conference to understand what they have to gain from this outstanding organization.” “If people make a dedicated effort to attend the breakout sessions at the national conferences, they will really get the nuts and bolts about what people are doing in their business,” said Lieutenant General (Ret) Michael E. Zettler, currently a Senior Advisor to the AF/A4-7. “The ER is also great way to learn about how complex parts of our Air Force are when combat enabling force…it’s an educational
MOA members pose for a group photo at Ramstein Air Base for a conference in 1985. (Photo Courtesy Maj Gen Polly Peyer).
it comes to being a forum.”
Even corporate partners, such as Realization Inc., who has been associated with LOA since 2006, feels the partnership between the military branches and industry partners is stronger today than ever before. “As we move toward ‘Total Forces Integration’ there will be a need to blend expertise between industry and the combined service effort,” said Mr. Lyn Jacobson. “LOA provides the incubator to germinate new ideas and the springboard to meet tomorrow’s leadership challenges.” The recent 2010 LOA National Conference in Orlando, FL drew nearly 1,400 military, civilian and joint logisticians from across the Air Force as well as senior executives from top defense manufacturing companies. High-ranking leaders from across the Department of Defense, to include Air Force Chief of Staff General Norton Schwartz, USSOUTHCOM Commander General Douglas Fraser and Commander, Air Force Materiel Command, General Donald Hoffman attended the four-day event providing insight on their perspective on logistics through briefings, exhibitions, break-out sessions and culminated in a presentation of LOA scholarships and recognition of the LOA’s top performers at an awards banquet.
T R A N S F O R M AT I O N : M O A
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After 15 years, MOA had become a viable part of Air Force culture. But as the Air Force reduced barriers between the logistics disciplines in the late 1990s, some LOA members felt a need to adjust the organization’s vision with the way Air Force logistics was headed. In 1998, then MOA National President, Colonel
Rich Stocchetti, decided it was time to press the membership once again with re-defining the association’s vision. Although a motion to rename MOA to LOA failed at the 1996 National Conference, some MOA chapters began calling themselves “Logistics Officer Associations” as they believed the name best represented their membership. So he posed the question: Should MOA continue to “specialize” in maintenance, or “generalize” in logistics and become LOA? The debate raged for quite some time revealing strong points for both sides, however the motion passed when the majority of MOA’s 750 members mailed in their votes, and declared that MOA should become LOA. “Getting through that difficult time was tough but it was absolutely the right thing to do,” said Lieutenant General (Ret) Michael E. Zettler, who was the LOA Senior Advisor at the time. “It strengthened the organization and improved our crossflow between the logistics disciplines.” Then LOA National President, Colonel Jim Hass, announced the name change in the Spring 1999 edition of the Exceptional Release. This change welcomed officers from Supply, Transportation, Logistics Plans, and Contracting to be fullfledged members of the association. Lieutenant General (Ret) Terry L. Gabreski, who has been a part of LOA since it was founded, reflected on the name change; “The Air Force and this organization have reaped major benefits from this change: from mentoring of our officers to recognizing how interrelated maintainers and LROs are in the success of the Air Force mission.” Even today, some LOA members acknowledge that a change was needed in 1998 but what about 2011 and beyond? “In the Air Continued on next page...
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Force, it is widely accepted that ‘logisticians’ fall in the aircraft maintenance, munitions, and logistics readiness officer career fields,” said Maj Emily Farkas, Commander of the 62nd Maintenance Squadron at Joint Base Lewis-McChord. “But what about medical logistics or our sister service logistics officers? Should LOA continue to stay within the 21A/M/R career fields or should we expand on what a ‘logistician’ really is?” Colonel Douglas Cato, current LOA National President, shared his thoughts on the controversial transition; “It was a tough transition to make and we lost many members, but at the same time gained a new membership base. In my opinion, MOA would have probably collapsed over time or stayed a very small maintainer organization if this revolutionary change hadn’t taken place. LOA continues to evolve and at some point in the future it will become the DoD logistics professional development organization.”
THE NEXT CHAPTER LOA has the unique advantage in that it can provide professional development at both the local level through chapters and at the national level. But with a high operations and deployment tempo supporting numerous overseas contingency operations, how does one manage to keep a LOA chapter active? “Chapters are where the most important LOA activity takes place; mentoring, motivating, and molding young logistics officers,” said Lt Col Ben Davis. “Unfortunately, without motivated chapter officers and a senior logistics sponsor, nearly any chapter could be facing dormancy in just 3-6 months.”
“It’s a great opportunity for a senior logistician at a base to get CGOs interested by encouraging LOA membership and sponsoring monthly meetings or chapter events,” said Gen Zettler. “Although it can sometimes be difficult to get people involved, it is time well invested to establish an environment for multilogistical cross-feeding among the logistics disciplines.” One LOA chapter president has taken this advice to heart. “I have recognized the importance of taking advantage of inviting key leadership and senior logisticians to speak with our chapter regarding past, current and future issues and developments in both the maintenance and logistics readiness officer career fields,” said 1st Lt Kristina Webb, LOA Spirit Chapter President and IDO at Whiteman AFB, MO. “LOA thrives on the support of those who have ‘been there and done it’ and the benefits of such an organization need to be supported by our senior leaders. LOA can serve to develop our young officers into the leaders we need to be for tomorrow.” “It is not uncommon in today's organizations to have managers of all ages and levels of experience,” said Mr. Keith Holderfield, Logistics Manager with the 902 LRS at Joint Base San Antonio. “Developing new management talent is critical to the organization and essential to career advancement which can launch great careers and create loyal followership.” According to former LOA National President, Colonel (Ret) Phil Waring, “The membership is what makes LOA the organization it is today and what it can become as we continue to grow and deal with the new realities of the Air Force.” The LOA board and volunteers have worked tirelessly to make this an extraordinary association after 28 years. But LOA still needs more help to assist the organization as it continues on this path. As Mahatma Gandhi said, “You must be the change you want to see in the world.” To become a part of LOA’s future, visit: http://www.loanational.org/ About the author: Major Gregory M. Kuzma is the Operations Officer for the 919th Logistics Readiness Squadron, (Traditional Reserve) at Duke Field, FL. He is a member of the LOA-Emerald Coast Chapter and the Air Force Sergeants Association, both as a Lifetime
Did you know? Then MOA President Lt Col Larry Matthews asked for a review of the proposed new Maintenance Officer Association bylaws stating “The general underlying philosophy of these bylaws was to be specific enough to provide MOA structure and direction but general enough to provide flexibility for MOA’s future. For example, we did not attempt to define a professional maintenance officer. Will some future Policy Council want to include space shuttle Maintenance Officers?” At the time, Lt Col Matthews probably never envisioned a global organization with over 3,700 members or something called LOA dedicated to the broader professional category of logistician.”
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Member. He has also served as an Installation Deployment
Officer,
Flight
Commander,
AETC
Instructor and as a deployed Squadron Commander in support of OIF.
K
LOA: Will It Continue To Be Relevant On Its Fiftieth Anniversary? the image, visibility, and promotability of the maintenance officer corps.” In 2002, Lt Col (ret) Matthews noted during his speech at the LOA 20th Anniversary Conference in Washington DC, that in addition to the logistics community’s Rivet initiatives, he believed “MOA was a contributing factor in increased maintenance officer promotion rates and some of my maintenance contemporaries becoming general officers.” He also stated that, “…for the first time some of the more junior officers started to view the career field as a profession rather than a job. And, many of the more senior maintenance officers started paying much more than just lip service to the concept of mentorship.” While MOA accomplished its mission, the saga of change continued.
Col Cato reviews the 2009 Banquet script. (2009 LOA photo)
By Colonel Doug Cato The Logistics Officer Association (LOA) grew from humble beginnings, 28-years ago, to a phenomenal organization today, providing professional development to 3,758 logistics professionals, in 72 chapters around the globe. Two important strategic questions loom; n Will LOA continue to be relevant in 2032; its fiftieth anniversary, or even 2015? n Has LOA reached a plateau, and if so, should it continue to evolve? In this article, I’ll address why the organization was originally formed, how it transformed from MOA to LOA, the state of LOA today, and the challenges that we face as an organization. Then I’ll look to tie
together those challenges with an execution plan. The end goal of the paper is a plan to ensure LOA continues to exploit its full potential by increasing value to its membership and the global logistics community.
MAINTENANCE OFFICER A S S O C I AT I O N ( M O A ) LOA began as the Maintenance Officer Association in 1982. According to the founder of MOA, then Lt Col Larry Matthews, he contacted nine of his maintenance officer contemporaries from around the AF, and asked them to be a part of standing up MOA. The purpose of MOA was to be “…an association of maintenance officers (MOs) committed to enhancing the USAF mission by improving the maintenance world. Consistent with the overall objective, MOA is committed to upgrading 46
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MOA
TO
LOA
In the early 90s, different Air Force initiatives attempted to improve Warfighter logistics. The lines began to blur in the maintenance community with the transition from Maintenance Groups to Logistics Groups. These new groups would now include the sum elements of the Logistics Plans, Maintenance, Supply and Transportation communities. After considerable debate and many discussions in both the Exceptional Release (ER) and at the annual conferences, MOA became LOA on 1 May 1999. Despite this reorganization, each of these career specialties remained separate and distinct, so why did MOA become LOA?
The broader focus was now on integrated Air Force logistics and not specifically on aircraft maintenance. The Air Force began pressing Logistics Plans, Maintenance, Supply and Transportation officers to become cross-qualified in more than one specialty. It was clear the Air Force was beginning to create logisticians and not just maintainers. By creating Logistics Groups and pushing cross-qualification, it was natural for MOA to consider expanding to include those other logistics officers and civilians in mentoring and career development. The MOA President at the time, with his staff and advisors, articulated three possible courses of action in the Winter 1999 edition of the Exceptional Release (ER). First was to do nothing and remain MOA, which had a swell of support from the diehard maintainers. Second was to build a larger organization that could address both maintenance and other logistics issues similar to the Air Force Association. The third possible course of action was to transition from MOA to LOA and “encourage logistics officers across the Air Force (Active, Guard, and Reserve) and other services to join in addressing logistics issues that concern us.” As one past LOA President stated, “…we live in a world of change. If we don’t change today, we will be left behind tomorrow.” As LOA transitioned, it was a tough time for the organization. LOA gained new members and lost some of the old maintainers that did not want to transition…someone had “moved their cheese.” That same past LOA President admits he fought changing MOA and said
LOA VP Pat Kumashiro and Info Officer Cathy Snyder work on conference scripts at the 2008 conference in Columbus. (2008 LOA Photo)
“I did not want to give up all we had achieved with MOA over the years.” Logisticians, both civilian and military, joined the organization and the tipping point had come, MOA became LOA. LOA has been on a road to increase membership, expand the annual conference offerings and attendance, and provide a world-class logistics journal to its members. These three things have made LOA what it is today.
C U R R E N T S TAT E
OF
LOA
The organization has continued to evolve since the MOA-to-LOA transition eleven and a half years ago. Today, the organization has grown to 3,758 members. It now includes active duty, civilian, reserve and guard component members from the Air Force, Army, Navy, and Marines, as well as international militaries. Before 2008, LOA’s mission was “to enhance the military logistics profession” and to “provide an open forum to promote quality logistics support and logistics offi-
cer professional development.” In November 2008, the National Board met and drafted new vision and mission statements.
VISION: Professionals Logistics Environment
Shaping
the
MISSION: Develop logistics professionals and foster innovation to enhance logistics in the National Security environment The board also set the following goals to achieve LOA’s updated mission: 1. Develop Premier Logistics Professionals 2. Enhance Logistics in the National Security Environment 3. Foster Logistics Collaboration
Innovation
and
4. Operate as a World Class Professional Logistics Organization LOA’s operating environment is constantly changing. The United States has been in a 20-year war in Iraq and Afghanistan, which Continued on next page...
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is placing tremendous deployment pressure on the military and a heavy logistics burden on the Services. Joint logistics needs are greater than ever and they require highly qualified, broadly experienced logisticians, not Logistics Plans, Maintenance, Supply or Transportation specialists. Men and women who understand joint logistics will become a valuable commodity in our country’s future, yet to my knowledge, only one Air Force logistician has ever served as the Joint Staff or any combatant command’s J4. In addition to the impact of 20 years of war, Congress, DoD and the Air Force made basing decisions that changed our chapter landscape. Also, budget pressures forced limitations on temporary duty which reduced member’s ability to attend the annual conference. These are just three of the environmental changes LOA must adapt to in the future if we are to remain relevant in 2032, our fiftieth anniversary.
THE LOA PROFESSIONAL DEVELOPMENT TRIAD
LOA’s prime enduring goal is professional development for the good of our nation, our military Services and our members. LOA is a win-win-win organization. Professional development is at the core of the organization’s existence and should be protected as one of its intrinsic values. The mission has been to educate members on the full spectrum of logistics. Education begins at the chapter level and continues through the use of the ER journal, and finally with the education and professional development received by the members at annual conferences. Many of today’s members do not fully understand this triad of professional development sources by which LOA helps them improve their job performance. Professional development starts at the local chapter level through individual programs such as guest speakers to broaden the membership and field trips to help understand the logistics systems of other organizations. Today, our 72 worldwide chapters remain relatively unsynchro-
The LOA board meets several times annually to brainstorm and strategize the next evolution of LOA. (Photo courtesy of Marta Hannon)
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nized. Because of the high operational tempo, members are pushed hard in their day-to-day jobs and do not always find time to plan and organize chapter meetings. Chapters are not networked to share ideas or lessons learned. Frequently, it takes active Colonel, General Officer or SES involvement to legitimize chapters and encourage logistics officers and civilians to attend. Chapter support is one area I feel must be improved. We need to energize and synchronize the chapters and enhance chapter support, which I’ll discuss in the way ahead. Another part of logistics professional development is LOA’s annual conference. The conference has grown from a 1-day event with a few members in a room at an Officers’ Club, to a 4-day conference, attended by 1,400-1,500 members from across the world. The conference expenditure went from $100 in snacks at the O’Club, to a $1.2 million dollar event. In past years, local chapters sponsored conferences, but that changed with the 2009 conference. During a strategic off-site held November 2008, the National Board recognized the burden on the local chapter had become too great, draining manpower and Air Force resources from the daily mission in order to plan and execute a world-class conference. Today’s conferences are pulled together by the four volunteer National Board elected officers, the appointed National Board volunteer positions and one contractor LOA hires to execute the registration, setup, food, functions, tear down, and much more. It should be
noted all the volunteers have regular full-time jobs and many of those are in demanding Command positions. Sponsorship by our industry partners keeps the conference alive. Without industry partner support, the conference would still be possible, but only by placing the significant financial burden on the Services or the membership. These world-class professional development opportunities are critical for our logisticians and must be preserved as LOA moves toward the fiftieth anniversary in 2032. Overall, today’s National conference is LOA’s center of gravity and a key element in our members’ professional development. As mentioned previously, the National Board chooses a logistics theme each year, and solicits nationally recognized speakers on key topics, presented on both the main stage and in the breakout sessions. But the conferences have traditionally delivered professional development to the membership in “transmit only” mode. The speakers get on the stage and talk; however, little interaction or logistics problem solving occurs. Additionally, during informal communication with company grade officers attending the conference, many state that much of the information is not relevant to their current job. LOA struggles with balancing the needs of each attending member, but realizes the levels of professional development for Total Force, field grade officers and civilian equivalents, are different than company grade officers and junior civilians. The board attempts to fortify the agenda by offering breakouts and some main stage sessions targeted directly at each group, while providing a more global logistics perspective on the main stage. However, I believe the conference can and should be reoriented to not just provide a great professional development opportunity, but to be a
Col Cato leading the audience in singing “That’s Logistics!” at the 2010 LOA National Conference. (2010 LOA Photo)
problem solving forum for addressing our toughest logistics issues as well. In so doing, we can provide a valuable service to DoD’s logistics leadership and help ensure their continued support for the temporary duty (TDY) dollars which help make the conferences possible. After discussions with conference attendees, it is clear there is great value delivered through the ER articles. The ER, the third piece of LOA’s professional development triad, has continually improved through the organization’s history. The current Editor has taken the journal to a new level of professionalism; however, the articles rarely challenge the status quo. A general officer recently commented the ER does not take on controversial issues or challenge the established ways of doing business. The ER has become more of a field study report instead of becoming a scholarly/peer reviewed journal. A peer review provides self-regulation by qualified individuals in order to maintain the standards and ensure article credibility. I believe we must use the ER to challenge the status quo in order to resolve the tough global logistics issues. I ask you to take on this challenge and embrace this
change in philosophy. The ER staff will actively seek your scholarly articles that challenge the status quo and work to solve global logistics problems. What does all this mean? It means the legs of the LOA professional development triad are in need of some modifications. I have outlined opportunities for improvement in the local chapters, conferences and the ER. It is this triad that allows us the opportunity to turn this organization into one that helps solve global logistics issues, instead of one that just feeds the membership in “transmit only” mode. We need to figure out how to leverage the talent of 3,700+ logisticians to enhance daily operations and solve the global logistics challenges we face. The National Board recognized these needs early on, but had some critical foundational repairs that needed to be done before we could transform the organization into a dynamic brain trust for solving global logistics problems.
T H E WAY A H E A D I discussed the triad the National Board believes LOA needs to achieve in order to Continued on next page...
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reach its full potential and be viable in the future. To enhance the triad, chapter efforts must be robust and synchronized. Chapter Presidents, we have heard your call for the right tools for both managing chapters and developing your chapter members; we must provide those tools to you. Our focus must be on developing these chapter resources and building solid lines of communication with, and between, the 72 worldwide chapters. As such, our goals for Chapter Support over the next year are threefold. n Enhance tools for chapter management n Enhance tools for logistics officer and civilian professional development n Enhance electronic resources to leverage information, maximize communication, and tap into our collective experience In order to realize these goals, we believe we must pursue an aggressive set of initiatives that will require a larger Chapter Support team. One option is to hire a fulltime LOA employee focused on Chapter support; however this may be difficult to maintain long-term with our limited resources. Another option is to expand our all-volunteer team to share the workload. If we go with the latter option, there will be ample opportunities for active, retired, and civilian logisticians to help. Second, the ER must become a scholarly, peer review journal, synchronized chapter support activities and themes. Future ER authors should seek to write about more than field activities. The Board intends to challenge the editorial staff to drive the
Col Cato and Maj Jeff Martin work the banquet scripts for the 2009 LOA National Conference. (2009 LOA Photo)
ER in this direction. I ask you, as future authors, to help stir up the creativity, emotions and the brain power of the organization to tackle and solve global logistics problems. We should challenge ourselves to contribute more to the logistics community. The ER can be a vehicle through which LOA can help solve these issues and steer the direction of logistics. Third, the LOA conference must transform from a one-way feed to the membership into an interactive problem solving approach. We have yet to tap into the membership brain trust to solve logistics issues through “Crowd Sourcing,” a methodology of using the membership talent at large. LOA can facilitate gathering and publishing a list of logistics problems that need to be researched and solved. Through “Crowd Sourcing,” LOA can find the right members to form a team, that team can then work remotely to gather data and tackle the problem. Although the solution may be reached at any point in the year, LOA could publish the work on the LOA website or in the ER and could set aside a couple of main
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stage speaking opportunities at the next conference to brief the solutions. It is also feasible for teams to work on a logistics issue pre-conference and then use special breakout sessions for the face-to-face finalization and ultimate briefing on the conference main stage. Essentially, LOA would be launching its own think tank by ”Crowd Sourcing” members’ logistics expertise. The National Board solved three of the four foundational issues identified upon taking office two years ago. As the two new voting board members come on line, we need to tackle the availability of the National Board to handle organizational business and transformational change while working their full-time jobs. As previously mentioned, the capacity of the four elected LOA National officers is primarily availability driven. I believe the National Board should remain focused on the organizational strategy and leave daily execution to a paid LOA executive team. The paid team would be comprised of two full-time (Chief Operating Officer and Chapter Support / Membership /
Administration) and one part-time (IT Integrator) members. The estimated annual cost for this team would be $250,000. The paid executive team would be charged with the daily execution of the National Board strategy. What would we get with a paid executive team? They would: 1) be the communication link between all the LOA National Board and appointed volunteer positions, 2) synchronize chapter support, 3) execute LOAâ&#x20AC;&#x2122;s financial strategy, develop the budget and oversee financial performance, 4) handle legal issues via our pro bono lawyer, 5) interface with the LOA contractor, 6) integrate conference needs, 7) execute strategic communications, 8) ensure national goals are integrated into the ER, and 9) ensure a coherent LOA professional development message is being conveyed to the membership.
R E L E VA N T
OR
NOT
Will LOA continue to be relevant on its fiftieth anniversary in 2032? Yes! But to do so we must stay in tune with, and become a force in, the changing military logistics environment and maintain LOAâ&#x20AC;&#x2122;s professional development focus. We have taken up the mission of logistics professional development to build the next generation of global logistics leaders. The world is changing around us and these changes are constantly affecting military engagements worldwide. I believe we must prepare for the new types of operations by solving global logistics challenges. It is clear LOA has been in a comfort zone, or plateau, for over a decade and as an organization we have been satisfied with incremental progress. If we do not step outside our comfort zone and challenge ourselves, we have the potential to become irrelevant at worst, and miss an opportunity at best. By making change in the organization, we can make an impact on not only the professional development of logisticians, but we can solve global logistics problemsâ&#x20AC;Śproblems that make a difference in our national security environment. I challenge every LOA member, to include our corporate members, to help us step outside our comfort zone and make LOA viable well past its fiftieth anniversary. About the Author: Col Doug Cato is the Commander of the 76th Aircraft Maintenance Group at Tinker AFB, Oklahoma. He is responsible for over 3,500 maintainers performing programmed depot maintenance and modifications on C/KC-135, B-1, B-52, E3, E-6, and paint/depaint on C-130 and KC-10 aircraft. In addition, Col Cato is the volunteer President of the National Logistics Officer Association with over 3,700 members dedicated to the professional development of logisticians.
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The ER… You’ve Come A Long Way Baby By Captain Frederick Trueman We have all heard the term “recorded history,” for 28-years the Exceptional Release (ER) has been recording LOA’s history. Now published quarterly, the ER has grown from the simple copied pages of the Maintenance Officers Association (MOA) newsletter to the professional journal distributed to members today. Originating at the desk of Lt Col Larry Matthews, the first editor of the MOA newsletter, the newsletter was penned by logisticians around the Air Force with the support of numerous editors and advisors. The publication began in 1982 and evolved into the professional journal we know today. With 118 issues and counting, the ER has gone through three significant changes in its 28-year history.
THE NEWSLETTER ERA (1982
TO
1990)
In the very first edition, Lt Col Larry Matthews set the tone for future editions when in the first editorial commentary called “The MOA mouth” he predicted “most of the items in the newsletter would be submittals from the members.” During this timeframe, the newsletter focused on growing professional maintenance officers. Lt Col Matthews answers the question “what is MOA?” on the first page of the newsletter writing “MOA is an association of maintenance officers committed to enhancing the USAF mission by improving the maintenance world. Consistent with that overall objective, MOA is committed to upgrading the image, visibility, and promotability of the professional maintenance officer corps.” The first editions were relatively simple and to the point, filled with insightful information about the growth of the organization. The primary reason for the newsletter was to distribute information and increase membership (remember this is well before the internet). In Issue no. 5 the MOA newsletter was renamed the “Exceptional Release” (ER). The early production and distribution was handled by Marion Matthews at about half the going rate for clerical services. The early years set a high standard for cost control that continues to this day. As the MOA membership grew quotes scattered throughout the first editions reminded members of an organization trying to define itself to “Keep the Faith.” Lieutenant General (ret) Michael E. Zettler phrases it well stating “the ER as a product started at version 1.0 and continues to improve into the excellent product we have today.” With the expansion of the MOA, the newsletter output grew too large for one individual and Marion turned the newsletter and administrative actions over to Armond B. Weiss, in a business manager association. As the excitement and momentum of the organization began to wavier MOA president, Colonel Mark Roddy, recognized the need for revitalization. Membership needed to be reenergized and the ER became a platform for change. Colonel Roddy found that change in Mrs. Deb Pauley.
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BECOMING
A
JOURNAL (1990
TO
1999)
It was 1990 when the ER began its transformation to version 2.0, a professional journal. Mrs. Pauley was brought on board during issue no. 39. She would prove to be vital to the growth of the ER. Deb guided the ER from the copy pages of the early years to a true professional journal. The board allowed Deb to sell advertising space in the ER in order to gain additional revenue that would pave the way for the ER transformation. Deb brought format changes, introduced pictures in issue no. 53, and the first advertisement appeared in issue no. 55. General Zettler said, “Deb Pauley put lots of discipline into the publishing of the ER.” Colonel (ret) Jim Hass phrased it as “a jump from simple publishing.” During this time the ER acquired a new more professional look. As advertising increased the ER expanded both in size and quality. The ER also expanded its color spectrum and commentary. The “Vantage Point” from the MOA President, provided organizational direction while the “Editor’s Debrief” provided ER direction from the Editor. Sticking to its original design, the ER continued to be penned by logisticians in the field throughout the world and edited by the staff.
T H E E X PA N S I O N Y E A R S ( 1 9 9 9
TO
2005)
In the summer of 1999, Colonel (ret) Kent Mueller joined the staff as an assistant editor. Colonel Mueller eventually took over as the editor and introduced version 3.0. Colonel Mueller, a Journalism major, made significant change in the ER production. General Zettler argues “the biggest changes came in 2002-2005 with expanded content and multi-color publishing…(creating) a solid professional journal.” During the spring of 2003, Ms. Marta Hannon was brought onto the staff as the executive publisher and managing/designing editor. Ms. Hannon had a quick impact in saving thousands of dollars in outsourcing to a new printer and increasing the advertisement revenue to almost five times from its previous mark. Colonel Mueller and the editorial staff dreamed up the idea of outsourcing editorial duties. This change would allow for increased oversight and greater accuracy. Experts were brought in from across the spectrum of our profession to fill editor duties within their specialty. Outsourcing editorial responsibilities were twofold. First, it removed a huge burden from the editor to become the expert in all areas. Additionally, as a peer-reviewed journal it added credibility to every article.
WHERE WE
ARE
T O D AY
In recent years, the ER has supported the overall effort to increase the breadth of the LOA membership. Our civilian service professionals, the Air Force Reserve and Air National Guard all have increased their participation in the ER. Our industry partners continue as a pillar of support by providing our ER readers with the industry perspective. LOA Presidents have come and gone, publishing companies changed, and editors and staff have turned over. Through it all, the ER has served as the voice of the LOA. Written by those who serve within the logistics profession, the ER is peerreview journalism that survives on the dedication of those who serve in the trenches of our profession. Lt Col Larry Matthews’ vision remains constant today.
THE BIG BOTTOM-LINE
Col (ret) Mary Parker hard at work on the ER. (Photo Mary Parker)
The ER has been the voice of LOA since 1982. From the early days of the newsletter, the journal has evolved into a world-class publication. The ER is unanimously considered a vital part of LOA as well as vital reading by every individual interviewed for this article. As Colonel Roddy aptly describes it that, “basic issues remain the same, some circumstances have changed…modern logistics have become much more rapid.” Whether you are looking for new ways to improve your processes or need some insight into how to handle just about any logistics situation…look to the ER. The historical archives maintained on the LOA National website include almost all the back issues of the ER. Those archived issues represent the vaunted lineage of LOA and the many fine professionals who have worked tirelessly over the years to make LOA the thriving organization it is today. About the Author: Capt Frederick Trueman is the Officer in Charge at 41st Helicopter Maintenance Unit, 723rd AMXS, Moody AFB, GA.
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Enabling the Warfighter of the Future: T H E J O I N T L O G I S T I C S W H I T E PA P E R
ER: ENABLING
THE
WARFIGHTER
OF THE
FUTURE
Lieutenant General Kathleen Gainey is the Joint Staff Director of Logistics (J-4) You may recall from last year’s Fall 2009 edition of the Exceptional Release that I shared some of what we do on the Joint Staff, and I described my major objectives and themes. I would like to expand on one of those enduring themes by describing what I see as the future of joint logistics. Before I begin, let me first thank you for your service, your dedication, and your commitment to the defense of this great nation. Logisticians like you, from across the Services, military, civilian, and contracted professionals alike, carry the heavy burden of providing for our joint force commanders. From the assembly lines to the front lines and everywhere in-between, your commitment of time, energy, and skilled logistics know-how ensures that our combat forces are ready to do the nation’s bidding. Rarely does a day go by that I’m not reminded—and frequently by the Chairman—how tough our job is and how pleased our civilian and military leadership is of your work enabling our Warfighters. You can be proud, and I am very proud of you; you are the foundation of our joint logistics future.
THE JOINT LOGISTICS W H I T E PA P E R Now, with logisticians of a caliber such as yourselves, it is certain that any forward thinking vision of logistics will no doubt succeed, but as I mentioned last year in Las Vegas, in order to arrive at a successful future, we need to know where we are going—before we chart our course.
logistics community have rolled up sleeves, pushed the envelope, and taken a hard look at where joint logistics needs to be. The Joint Logistics Compass that I described last year, gave us a LTG Kathleen Gainey bearing for a 5-8 year time horizon, but this new guidance we have developed and called the Joint Logistics White Paper expands upon the Compass and provides the framework and guidelines for determining capabilities needed to support the joint force commander 8-20 years in the future.
T H E F U T U R E O P E R AT I N G E N V I R O N M E N T Among the most important outcome of the White Paper is the expansion of our logistics community’s understanding of the environment in which future forces will operate. The operational community recently developed a document, known as the Capstone Concept for Joint Operations, which describes the future joint operational environment. Characterized by increasing uncertainty, rapid change, complexity, and persistent conflict, the future operating environment will dictate the future joint logistics environment.
T H E M I L I TA RY P R O B L E M S TAT E M E N T Understanding the need to synchronize the joint logistics environment with the future operating environment, our logistics community set out to define the military problem that logisticians can expect to face. The Joint Logistics White Paper consequently poses the following problem statement:
Well, I am pleased to tell you that since last I joined you, my staff and I—and logistics leaders from nearly every organization with equity in the Department of Defense
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and the Department of Defense integrate / synchronize and optimize joint, interagency, multinational, non-governmental, and contracted logistics to simultaneously establish and maintain multiple Joint Force Commanders’ operational adaptability and freedom of action in the design, execution, and assessment of concurrent combat, security, engagement, and relief and reconstruction missions in an environment characterized by increasing complexity, uncertainty, rapid change, and persistent conflict?
tions without undue logistical concerns is paramount. To that end, the document describes what the JLEnt must accomplish. It should therefore:
You can see that our problem statement not only addresses the challenges that our thoughtful operators expect to see with regard to logistical support but, more importantly, it gets at my earlier point by defining our vector—before we chart our course.
n Deliver, position, and sustain joint forces from any point of origin to any point of employment
THE JOINT LOGISTICS ENTERPRISE With the problem defined, this led our team to the next logical step and leads me now to the next subject of the Joint Logistics White Paper: The Joint Logistics Enterprise (JLEnt). In consideration of the future operating environment, and the challenge that faces the future logistics community, we asked ourselves how we should organize for the future. As a means of integrating our Department of Defense capabilities with those from the interagency, multinational, non-governmental, and those of industry, the Joint Logistics White Paper additionally proposes an enterprise solution. This concept aggregates the capabilities of key global logistics providers and helps facilitate a whole-of-government approach to resolving the military problem statement. The role of the JLEnt therefore is to optimize logistics processes and capabilities, allocating logistics resources according to national security needs to achieve common goals with our partners. The Joint Logistics White Paper introduces this inclusive enterprise that we see as one bound by collaborative agreements, contracts, doctrine, policy, legislation, or treaties with the common purpose of supporting the joint force commander.
n Integrate or synchronize JLEnt processes and capabilities in order to optimize support to the joint force commander n Provide unity of effort across end-to-end logistics processes in support of the joint force commander
n Network the JLEnt in a real time global information system with accurate data, total requirement and resource visibility, common operational views, and shared perspective with intuitive decision support tools I want to remind you that the Joint Logistics White Paper is not the “here and now”; it is intended to serve as the strategic roadmap for joint logistics, drive our mandate to deliver capability-based logistics, and provide a framework to enable effective execution of joint logistics plans and operations.
S U S TA I N E D J O I N T L O G I S T I C S R E A D I N E S S AND IMPROVED TRUST AND CONFIDENCE As our military’s future logistics leaders, you will refine and improve the ideas within this paper as it eventually moves to an approved concept and over time becomes reality. Ultimately though, your understanding of this Joint Logistics White Paper will give you some insights into the future. It is my sincere desire that through this document, military logisticians achieve the sustained joint logistics readiness that our joint force commanders and their Warfighters deserve—with the trust and confidence that the JLEnt brings to bear. Note: The Joint Logistics White Paper, upon approval of the Chairman of the
IMPLEMENTING THE JOINT LOGISTICS ENTERPRISE Having defined the “who” (the JLEnt) and the “what” (solving the military problem statement), astute logisticians surely want to know how we expect to tackle this daunting task. The central idea of the Joint Logistics White Paper investigates the “how” as well. Clearly, the joint force commander’s freedom of action, to plan, execute, and assess opera-
Joint Chiefs of Staff, will be a Joint Concept and will subsequently become known as the Joint Concept for Logistics. Read the Joint Logistics White Paper on Intellipedia at: https://www.intelink.gov/ LTG Kathleen Gainey, Director of Logistics (J-4), The Joint Staff... test driving a new M-ATV at the port in Bahrain! (Photo courtesy Col Kyle Kremer, USAF, JCS J4)
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“Shohna ba Shohna – Ooga-pa-Ooga – Shoulder to Shoulder!” Maintenance/Logistics as an Air Advisor to the Afghan Air Force
KAIA Afghan Air Force flightline
T H E I M P O R TA N C E
By Capt William F. Ott Having deployed in the past and paying attention to my surroundings like any good 21A/M/R would, I knew there were deployment opportunities for USAF logisticians to be Air Advisors/Mentors for host nation air forces. One of the success stories in that environment was the build-up, training and transition of C-130 operations with the Iraqi Air Force. Knowing my turn in the 365-Extended TDY barrel was coming, I decided I wanted an opportunity to be one of these Air Advisors. After a quick look at the current taskings, I was disappointed. There was nothing available to Afghanistan within my vulnerability window (PCS timeline). However,, a quick email to the assignment team stating my desires to go to Afghanistan instead of Iraq resulted in a phone call about 3 days later with an opportunity to fill a short notice. This assignment “will be a non-vol for someone in 2 days if you don’t take it now.” The assignment was then known as a Combined Air Power Transition Force (CAPTF)billet. Now it is known as a NATO Air Training Command Afghanistan (NATC-A) Air Advisor billet in Kabul. Somehow, our assignment team never seems to let us down. This article will talk about why experienced professional logisticians are needed for these types of assignments, the NATC-A philosophy of “For”- “With” and “By”-“Independent Ops”, bridged by a discussion of the unique challenges training and translation brings to operating in Afghanistan. I first went to Air Advisor training at Joint Base McGuire-DixLakehurst, then C-27 familiarization training at the manufacturer’s facility in Italy (yes, a little payback upfront I suppose), and then off to Afghanistan. 56
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There is a reason the taskings for these Air Advisor billets are for 7lvl maintainers and a minimum grade of Captain … it’s the experience required. All of those who get these assignments are very familiar with AFI 21-101 and there’s enough senior enlisted rank and experienced 21A/M/Rs to have a solid foundation for how “modern air forces” operate. There is also what I like to call a “high level of experienced-based common sense” when an organization is primed with experienced logisticians. When arriving at Kabul International Airport (KAIA), the first thing you notice is … this is not a normal USAF installation, nor does it have the flavor of one (shops/functions of the usual USAF robustness) you might find at places like Bagram or Kandahar. Organic maintenance capability is limited to basic skills in accordance with applicable technical data (when available). The role of the air advisor, in this case, is to develop, bringin, and stand-up “cradle-to-grave” sustainment processes. The Afghan Air Force (AAF) is comprised of all non-USAF inventoried aircraft. The rotary-wing aircraft are Russian Mi-17 and Mi35 that the Afghans are very familiar with. Their long history with Russian-style aircraft dates all the way back to 1920. For fixedwing, the Afghans currently use the An-26 and An-32, but both are being phased out and replaced with Afghanistan’s first western-style aircraft, the C-27. This particular model of the C-27 is the “grandfather” of the more recognizable C-27J the USAF is currently procuring. The Afghan C-27 is not a glass cockpit but rather a true “stick and needle” aircraft with medium-airlift capability for use on short, semi-prepared runways. It fits well into the operational environment of Afghanistan.
2010
Although many of us have been around other services or other nation’s aircraft before, there are very few USAF personnel who are technically savvy on any of the AAF aircraft. As part of predeployment training, the Air Advisors are sent to aircraft specific training, but most of it is an overview/familiarization delivery with a few hands-on, OJT-style tasks. The bottom line is, NATC-A relies on seasoned logistic professionals for a quick learning curve to fit within the Afghan Air Force system … not replace it, or be critical of it. To that effect, you must first learn and understand the unique NATC-A mission and then rely upon the logistical professionals already in-place to get you up to speed. You must also seek out the other professional logisticians to speed up the learning curve and start building your human network. The NATC-A/438 AEW Mission is to: set the conditions for a professional, fully independent and operationally capable Afghan Air Force that meets the security requirements of Afghanistan today … and tomorrow. In order to measure how you go from delivering aircraft to the AAF, starting ops and maintenance training programs, and to independent operations; NATC-A has
broken the process up into four pieces. “For”, “With”, “By”, and “Independent Ops” are the measuring sticks NATC-A uses in the progression of bringing in air power capability. The endstate is that capability is successfully transitioned to the Afghan Air Force. Using the Afghan C-27 program as an example, the USAF has introduced an entirely new weapon system to the AAF. The AAF pilots have to be taught how to fly, and the maintainers have to be taught how to troubleshoot and repair the C27. This is a monumental task considering the vast majority of the AAF does not speak English, and only the pilots are required to be aviation literate in English. Most Air Advisors ability to speak Dari or Pashto is from a 1-2 week crash course during Air Advisor training. Additionally, it is important to point out that the role of NATC-A is to provide sustainable programs and maintenance practices that support the Afghan’s ability to have a fully independent (from outside help), professional (teaching/exemplifying good maintenance and ops disciplines along with plain good airmanship), and operationally capable air power. Afghanistan is not a robust logistics metropolis … more like the exact opposite. I can think of no other location where logistics could be more impeded than here, and no place where solid logistical skills/networking/collaboration is needed more. The programs and processes required to support an aircraft like the Afghan C-27 with an adequate supply of spare parts, support equipment, technical data, mechanics and Petroleum Oil & Lubricant (POL) items
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Afghan C-27 Air Advisor/Trainers TSgt Chad McCollum, right, and MSgt Pete Tascione, left, with AAF Eagle trainee maintainers and ITs (civilian clothed)
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SHOULDER!” TO
S H O H N A – O O G A - PA - O O G A – S H O U L D E R BA
ER: “SHOHNA
has to be meticulously thought out and developed. Once the identification, purchasing and shipping of this capability into a location has occurred, the Afghans are then looking at the Air Advisors to do something with it … you have to be ready!
“FOR” – “WITH” The mission starts with “For”; every process must be identified, broken into tasks, and each task must be supportable. This is where NATC-A is doing the maintenance, the supply, the flying, etc. for the Afghans. Although the USAF finds the stage of “For” very natural (after all we have been trained very well on how to make the mission happen), it is the first interpersonal paradigm that Air Advisors must recognize to change. Doing “For” them is only to prove/demonstrate the capability … it must coincide with training … training the pilots, training the maintainers, training the supply troops. The Air Advisor’s goal is to get out of the “For” stage as quickly and effectively as possible, then transition to the “With” phase. Patience and a “respectful level” of persistence are needed to make that transition … if you have neither; you will find yourself just “doing” with the Afghans watching on the sidelines. The “With” phase is very rewarding. For now you have paired up with an Afghan counterpart, and with the use of an interpreter (IT), you are teaching the craft of the trade. The “With” phase brings up a very relevant point about life in Afghanistan; the most important thing you can do here is to build relationships … the second paradigm rule for Air Advisors is to know that the relationship you have with your Afghan counterparts is more important to the Afghans than anything you are showing them, teaching them, or helping them with. To be successful in the NATC-A mission, you have to bridge the human gap … to build the relationships, to build trust and commitment, to show you are paying attention to their culture, to improve your language skills, inquiring about the health and overall wellbeing of them and their families. If you can’t bridge the gap, you will not be a successful Air Advisor in the “With” phase, no matter how successful you were in the “For” stage. The “With” phase is deeply rooted in training, and training is dependent on translation. Bridging the gap between “For – With” and “By – Independent Ops” are the unique challenges when training members from a foreign service who do not speak your language, nor you theirs. This is where the rubber meets the road.
TRAINING
AND
T R A N S L AT I O N
As stated previously, NATC-A is flush with representatives from all the primary aircraft AFSCs who have a high level of experienced-based common sense and then use those skill sets on non-
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USAF aircraft. That means that in this environment, the AAF traditionally doesn’t use OJT training records, doesn’t have access to an automated system like Training Business Area (TBA) or another recognized database, and most of the Afghans don’t even use computers. The AAF senior mechanics work from recollection/memorization and the younger mechanics just observe for years at a time, rarely being allowed to touch the aircraft. So how do you identify and keep track of those maintainers who have been trained, need to be trained or are “allowed” under normal USAF rules to perform aircraft maintenance? If these are non-USAF inventoried and non-standard aircraft, what makes Air Advisors qualified trainers? This is where you apply the experienced logistical foundation mentioned earlier. By collaborating with your logistics counterparts (21A/M/Rs), you can achieve the desired result of trained AAF maintainers/logisticians without trying to turn the Afghan Air Force into the USAF. One of the challenges to remember for the Afghan C-27 is that NATC-A uses Contractor Logistic Support (CLS) for the maintenance and supply requirements. Continuing with the C-27 mission, it started with the Air Advisors using the foundation of their initial aircraft familiarization training, and then working with the CLS activity to learn the tasks they’re responsible to teach. Previous to that, NATC-A, in coordination with the AAF MXG leadership, identified an initial cadre of 22 AAF “Maintenance Eagles” to start learning maintenance on the Afghan C-27. The CLS activity had the helm on initial classroom academics, going over aircraft systems at a general level, and then moving to the flightline for OJT. NATC-A Air Advisors indentified the first 48 tasks to train on, built by-name OJT records for each student (in Dari with the help of ITs). These tasks are to launch and recover the Afghan C-27, in addition to normal wear and tear tasks such as replacing light bulbs and tires, servicing systems, etc. NATC-A aircraft maintainers in the Air Advisor/Trainer role have the responsibility to continue OJT and to develop an OJT plan consisting of over 600 tasks. This means that as the list grows, so does the task-learning the Air Advisors must first accomplish by using the Original Equipment Manufacturer’s (OEM) technical data and CLS support as needed. The formal maintenance training program is currently being developed by dedicated NATC-A training planners in the AAF school house known by its Dari term “Pohantoon-e-Hawayee” (or “PeH” in English shorthand) translated to the “Big Air School.” The fall/winter timeframe of 2010 will see the first formal training input and output of the C-27 program. The concept is to train to a level where PeH along with the Air
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Advisor/Trainers feel confident enough that the AAF maintainer can successfully perform the task in a safe, reliable manner. Oversight by both the Air Advisors and CLS activity still continues, relying on the foundation. As you can imagine, translation is a huge challenge when it comes to aircraft maintenance and operations … especially considering how few Afghans speak/read English and how few Americans speak/read Dari. The reality is most older Afghans in the aviation fields understand/speak Russian much better than they do English. The younger generation of Afghans, however, are interested in learning English, but need NATC-A resources to put them in those classes (on-going since the start of the NATC-A mission). The use of ITs is crucial to the NATC-A mission. Furthermore, ITs who understand aircraft terminology are a group that must be grown, not found. NATC-A is putting the finishing touches on an A-to-Z listing of aircraft technical terms translated into Dari. When we find some English terms which have no Dari term equivalent, NATC-A along with the AAF maintenance leaders are jointly deciding to use the English term in the publications and the spoken word. This listing will be provided and continually updated for all the translation efforts where everything from aircraft tech data to support equipment user manuals will be published in Dari. Although English is the universal language of operations, it is not the universal language of maintenance. “Tedious and time consuming” is a great way to describe such a massive translation effort. However, the dividends it pays in training, and more importantly the relationship building mentioned previously, is worth every ounce of effort. Once the training and translation plan has provided the desired results, the transition from “With” to “By” can begin to materialize.
“BY” – “INDEPENDENT OPS” Naturally, “By” is the next phase … something that is much harder to achieve. Training has to be successfully accomplished and graduates of the training must be able to integrate into the mission. As AAF maintenance capability grows, the role of the Air Advisor changes into more of a supervisor … only engaging when needed. As AAF maintainers are signed-off on certain tasks; the AAF would then “own” those tasks. In other words, as those task requirements arose, the Air Advisor would make sure an available AAF maintainer did that task and signed it off in the forms. This is the foundation of a transition process … get enough maintainers signed-off on enough tasks then they can own bigger processes that support the mission. This stage is also
Afghan C-27being marshaled-in by AAF Eagle maintainer
where the professionalism and USAF Advisor/AAF mentoring and networking takes place. Once processes are in-place and being used, they are refined and expanded upon using the same interpersonal skills in any professional organization. Once the depth and breadth of necessary skill-sets are integrated into the mission, then “Independent Ops” is within sight. The end-state of NATC-A’s mission is “Independent Ops”, which is not too hard to define. It means the AAF can effectively generate airlift capability to meet their nation’s security requirements. It also allows the Afghan Government to project itself to places outside of Kabul. This is a great demonstration of what air power brings to a government. The concept is that when you achieve enough AAF integration, you can then have an actionable transfer to the AAF. The hard work of building, teaching and transferring sustainable programs is paid back through a successful transition. Then the role of the Air Advisor comes to an end. It’s like imagining the biggest turnover brief you can. All of the Air Advisors think about that eventuality and better yet, we ask ourselves how our actions/decisions today, right now, are supporting the ability to meet that end-state. As the previous NATC-A Commander, Brigadier General Michael R. Boera, would often state, “Maintenance leads the way.” I interpreted it as “Logistics leads the way.” It’s the synergistic effects of sustainable logistic capabilities that equate to the AAF generating sorties. The logistical officer has a huge role in that, and must rely on the rest of the logistical core to create that effect. So how do you build a core of logistical professionals?
A LOA CHAPTER
IN
A F G H A N I S TA N
There’s a lot of work to be done between now and the time
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up an Air Force … “Shohna ba Shohna -- Ooga-pa-Ooga -Shoulder to Shoulder!”
To that end, it is only natural to insert the bond LOA Chapters bring. Even if the Afghan Chapter didn’t exist, there would still be mentoring and networking going on across the USAF and AAF logistical spectrum. But what the chapter does, is bring credibility in helping the AAF understand why logistics is a profession and the need to build upon that profession is critical to the success of the AAF (as well as the success of the USAF and the NATC-A mission). In this role, 21A/M/Rs must work together with their AAF counterparts to find solutions not to replicate the USAF, but apply professional logistics concepts that work within the AAF. The ability for the AAF to be an independent Air Force relies upon their professional logistical community to work together … to grow from each other’s ability and to apply the bond that allows Air Force’s to thrive. So here we are, USAF logisticians, with our AAF counterparts … growing
About the Author: Captain William F. Ott has completed his
For more information about the command visit www.NTM-A.com and join us on NTM-A Facebook at www.facebook.com/TroopsInAfghanistan
Acquisition Logistics Experience Exchange Tour (ALEET) assignment as the C-5 Modernization Flight Chief, assigned to the Galaxy Division of the Aerospace Sustainment Directorate, Warner Robins Air Logistics Center, Robins AFB. Currently he is deployed to Afghanistan as a member of the 440th Air Expeditionary Advisor Squadron, NATC-A.
He is the current Afghan LOA Chapter
President and the Afghan C-27 QAE/Training Team Lead and will PCS upon return from the deployment in 2011. Special thanks to Maj Marc A. Vassallo, 440 AEAS Fixed Wing Air Advisor and the Vice-President of the Afghan LOA Chapter for contributing to this article.
K
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BA
S H O H N A – O O G A - PA - O O G A – S H O U L D E R
“Independent Ops” is developed in the AAF. However, there is no time to lose in marching down that path, just as there is no time to lose in building a core of logistical professionals for the AAF. A great cliché that applies here is “If you build it … they will come.” There is no better way to show the AAF how to develop mature logistical professionals then through building it.
Airmen from the Afghan Air Force 201st Corps and the 438th Air Expeditionary Wing delivered humanitarian aid for 600 students at the Chinari village outside of Kabul, Afghanistan via an AAF Mi-17v5
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A L RO C O U T S TA N D I N G PA P E R
A L RO C O U T S TA N D I N G PA P E R
ALROC O
US to the Rescue! Military Support for Humanitarian Assistance/Disaster Relief Operations Submitted By Major Laura Ramos “National level disaster management mechanisms are constantly evolving to meet the challenges of megatrends such as population growth; increased urbanization; energy security; migration; health pandemics and infectious diseases; and climate change. But, as Governments are faced with more frequent severe sudden onset disasters of a greater magnitude than previously experienced, the reality is that national and regional responses will increasingly see the use of military responders as affected states are obliged to use all of the assets available to them in their response.” ––Sebastian Rhodes Stampa, United Nations Regional Civil Military Coordination Officer The scope of military operations has rapidly expanded from engaging fielded forces one-on-one in the battlefield to combating terrorist organizations and conducting peacetime operations. Even within the context of peacetime operations, the use of the military encompasses a whole range of operations. Primary among these missions is the use of the military to support Humanitarian Assistance/Disaster Relief (HA/DR) operations. Recent HA/DR events the US military has been involved in include Samoan tsunami relief, the typhoon Ketsana disaster in the Philippines, and the devastating earthquake in Haiti. The probability of these types of scenarios occurring in the Korean peninsula is very plausible; and unlike the countries cited above, the Republic of Korea (ROK, commonly referred to as South Korea) has the resources needed to confront and prevent such a situation from deteriorating into chaos in their country. They also have US forces already on the ground to assist the South Korean government, if
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asked. However, recent events have shown that such an undertaking is very logistics intensive and normally includes the support of US government agencies, other nations, as well as InterGovernmental (IGOs) and Non-Governmental Organizations (NGOs). Because of the magnitude of this type of task, proper planning and coordination is essential to ensure success. Helping people affected by a major natural disaster is becoming a normal scenario in HA/DR operations; however, even though it is within the confines of the HA/DR setting, the development of a displaced persons/refugee predicament is often overlooked. Just as the ROK is susceptible to natural disasters, it is also vulnerable to
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an Internally Displaced Persons (IDP) crisis involving North Korea. With the North Korean population numbering around four million people, preparing and planning for a possible IDP scenario requires proper planning and coordination. Similar to a natural disaster scenario, the ROK has the resources and people in-place to take on the challenge of a refugee crisis. As a result, there are those that argue that the need for the US military to develop a plan to assist the ROK in a natural disaster or refugee scenario is unnecessary. It is highly probably that at some point the US military, with its massive logistics capability, will be asked by the ROK to assist with HA/DR operations. Therefore, the US must be prepared to provide support. The US military currently has no plans in-place to address the HA/DR scenario in the Korean Theater of Operations (KTO); and as previously stated, it is possible that we may never be asked to assist. However, because such operations normally involve airlift and ground transportation of a large number of personnel and supplies, a plan must be built to address how our military would coordinate its response to a probable disaster relief tasking. In addition to deliberate planning in the event of a major disaster, we must also participate in exercises focused on HA/DR scenarios. Furthermore, because HA/DR situations often involve working with multiple multinational government, nongovernmental, and military organizations, the US military should constantly be engaged with these groups to ensure, that in times of crisis, all are ready to seamlessly work towards a successful outcome.
W H AT
CONSTITUTES A DISASTER?
The first consideration to be aware of is that a disaster is not the same as an emergency. According to the Merriam-Webster online dictionary, an emergency is an urgent need for assistance or relief. A disaster is a sudden calamitous event bringing great damage, loss, or destruction; broadly: a sudden or great misfortune or failure. In relation to the topic of this article, it is important to note that a standard definition of disaster is yet to be universally accepted and used. The United Nations defines disaster as: “A serious disruption of the functioning of society, causing widespread human, material or environmental losses which exceed the ability of the affected people to cope using its own resources. Disasters are often classified according to their cause viz. natural or man-made.” As far as individual country working definitions, the Federal Emergency Management Agency (FEMA) defines disaster as
ALROC
“[a]n occurrence that has resulted in property damage, deaths, and/or injuries to a community." While the Australians look at disasters as: “A serious disruption to community life which threatens or causes death or injury in that community and/or damage to property which is beyond the day-to-day capacity of the prescribed statutory authorities and which requires special mobilization and organization of resources other than those normally available to those authorities.” By defining what constitutes a disaster, planners are much more able to determine what type of humanitarian assistance activities can be conducted to relieve or reduce human pain and suffering, disease, hunger or adversity created by conditions that might present a serious threat to life or that can result in great damage to or loss of property. Members of the Pacific Area Senior Officer Logistics Seminar (PASOLS) notes in Part 3 of their “PASOLS Mutual Logistics Support Handbook” that: “Humanitarian Assistance (HA) may be considered a general term applying to assistance provided by Government organisations or NGOs at any time, whether directly related to a disaster or not. Disaster Relief (DR) is the emergency assistance provided to help ease the effects of natural disasters such as earthquakes or floods or manmade events such as pollution or conflict. DR may be considered to be a subset of HA. HA/DR is the sum of all of the actions taken by nations, NonGovernmental Organisations (NGOs) and international organizations.”
WHY
THE
TIONS?
US
M I L I TA RY I N
HA/DR
OPERA-
The statutory authority for US Government (USG) agencies to provide Foreign Humanitarian Assistance (FHA) is contained in the Foreign Assistance Act of 1961, as amended, in Title 22, US Code. The organization responsible for coordinating a US led response to an overseas HA/DR operation is the United States Agency for International Development (USAID) Office of US Foreign Disaster Assistance (OFDA). It is important to note that the US will offer assistance only when the US Ambassador or Chief of Mission in an affected country has declared a disaster based on the following criteria: n The magnitude of the disaster exceeds the affected country’s capacity to respond n The affected country has requested or will accept USG assistance n It is in the interest of the USG to provide assistance Continued on next page...
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The US military possesses a number of characteristics that make it highly suited to assist with HA/DR operations. As proven during the response to the Haitian earthquake and the 2004 Southeast Asia tsunami, our military is practiced and proven in crisis planning and execution; additionally, it owns the expeditionary operational capabilities needed in austere environments. Second, the US military is well suited globally to support and conduct initial response operations; and at the same time, can send self-sustaining expeditionary units to any disaster area. Third, by possessing a mix of aircraft, ships, and surface vehicles, the US military has great operational reach; and as a result, is
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OFDAâ&#x20AC;&#x2122;s assistance is intended to supplement and support, not replace the response, preparedness, and mitigation efforts of the government of the affected country. While USAID has the expertise to assist HA/DR efforts, it may not always possess the logistics capability needed to carry out the operation. Therefore, at times, it will turn to the US military for support. Department of Defense (DoD) Directive 5100.46, Foreign Disaster Relief, establishes policy and provides for component participation in foreign disaster relief operations only after a determination is made by the Department of State that foreign disaster relief shall be provided. The steps are outlined in the chart titled: US Process for Requesting DoD Support
not restricted by the lack of ports, airfields, or roads/bridges that may be damaged. Fourth, it has the core competencies that lend themselves to HA/DR operations: airborne/afloat and ground reconnaissance, search, and rescue; heavy-lift helicopter/aviation assets; camp construction/maintenance; communication support; unique transportation capabilities; engineer/heavy construction; food deliver/distribution; medical; water production and utilities. Furthermore, because conditions on the ground can change quickly, often with little or no warning, military involvement is often a welcome addition to HA/DR operations. A show of strength in unstable situations is not necessarily bad.
WHY
W R I T E A P L A N A N D W H AT S H O U L D I T
ADDRESS?
With government directives and multiple organizations in existence to help provide a response to a disaster, difficulties are still encountered in the planning, organizing, and executing many humanitarian assistance operations. The reasons for this can be attributed to three factors. First, most communities are not prepared to respond to a disaster. Second, most communities do not have plans or measures developed to test their capability and capacity to respond to a disaster. Third, there is no credible agency anywhere in the world that is prepared to run a disaster management operation.
Soldiers from the 1st Battalion, 101st Field Artillery Regiment of the Massachusetts Army National Guard assist a family with tents and food supplies during the delivery of humanitarian aid in the Dasht Barchi village of Kabul, Afghanistan. (U.S. Army photo by Capt. Anthony Deiss)
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To deal with this gap in preparedness, the HA/DR concept plan (CONPLAN) for Korea should be developed that addresses command and control, a clearly defined mission to avoid mission creep, measures of effectiveness, security, coordinating communication, and leveraging logistics support between the military and multiple agencies. In addition, this same plan should also include information on policies, as well
Haitians stand in line as they wait to board a C-17 Globemaster III at Toussaint L'Ouverture International Airport in Port-au-Prince, Haiti. (USAF photo SSgt Desiree Palacios)
as information about local and international laws and agreements affecting logistics planning, coordination and support.
mizing risk, and ensuring other core DoD missions are not affected.
From the get go, this CONPLAN must specifically address leadership and establish clear lines of authority. Coordination among the various organizations must be specifically addressed and ensure the communication process is clear and understood through all levels and sectors of the response. The objective of the HA/DR operation must be expressively clear, as well. For instance, the plan should address whether or not the mission of the military in this type of operation is about delivering aid to the affected population or if it is about stabilization in a postconflict or conflict environment. Finally, firmly addressing logistics is critical.
These are all basic principles normally written into any critical CONPLAN. However because HA/DR operations include coordinating work between military and civilian local and international organizations who often times are supporting a foreign population, additional material and information based on publications written by agencies such as USAID and lessons learned from HA/DR experts should also be included.
In the HA/DR environment, there will be all types of competing demands. For instance, with the immediate population there will be the need to coordinate food distribution, medical assistance, shelter, and search and rescue operations. There will also be an immediate need to fix destroyed roads, ports, airfields, facilities, and lines of communication. In addition, there will be political and popular pressure in prioritizing assistance. Then, there is the dreaded â&#x20AC;&#x153;teddy bear syndromeâ&#x20AC;?; in which, meaningful organizations send and expect the military to deliver nonessential items such as stuffed animals or even transport their personnel to affected locations. Therefore, it is vital to leverage and concisely plan the logistics details of HA/DR operations so that those executing it are moving only what is needed, mini-
For instance, there should be a section on cultural awareness and information about the local populationâ&#x20AC;&#x2122;s capability to respond to a disaster and its internal capacities to cope with the situation. It should note the names of organizations that may be involved in HA/DR operations and the level of response that they may be able to provide and/or whether or not they want military assistance at all. In addition, this CONPLAN should address how to prepare and conduct initial and current assessments on the impact of a potential disaster on a society and the most vulnerable population (i.e., women, children and elderly). It should also include information on what the most urgent food and nonfood requirements are (i.e., shelter, medical facilities, sanitation, etc.) and potential methods of providing these in the most efficient manner. Just as important and often overlooked is the need to include plans for transitioning from the response to the recovery stage. In all, the key to successful HA/DR planning is Continued on next page...
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being able to synchronize and navigate through what experts call the “fog of relief” of working with the various agencies and laws governing HA/DR operations. At the moment, there is not one agency that can effectively respond to all humanitarian and disaster challenges. Many recognize that the military is excellent at immediately responding to a crisis, while governments and NGOs are the experts in terms of humanitarian operations. The key to successful HA/DR operations is to plan maximum effect between these entities by achieving synergy between all of these groups. Bureaucratic coordination consumes time and nonetheless makes
ABOVE
Members of the 353rd Special Operations Group and Indonesian air force members unload relief supplies at Padang, Indonesia. Members of the group immediately started moving emergency response teams, equipment and relief supplies to the Padang area to support humanitarian relief operations after a 7.6 magnitude earthquake struck the area. (USAF courtesy photo)
serious HA/DR planning critical.
AND BEYOND A
CONPLAN
The military is only one of many actors in HA/DR operations; and all require coordination, de-confliction and synchronization. Essential dialogue and interaction between civilian and military actors in humanitarian emergencies is therefore necessary to protect and promote humanitarian principles, avoid competition, minimize inconsistency, and when appropriate--pursue common goals. The key elements in all of this are information sharing, task division, and planning by implementing basic strategies ranging from coexistence to cooperation. One way to meet this shared responsibility is by liaison and common training. A perfect example is by inviting organizations and experts to conferences and symposiums focused on HA/DR operations where information sharing can take place on topics such as: understanding hazards, vulnerabilities, and risks; planning for response and recovery; lessons learned; and navigating through the “fog of relief”. In 2010, United States Forces Korea (USFK) held its second HA/DR conference and in the Fall of 2010, PASOLS members will be meeting and holding discussions
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on the same topic, as well. Participating and conducting HA/DR courses, like the one led by USAID in Seoul during April 2010, is another avenue for pursuing dialogue and building upon this shared responsibility. Aside from dialogue and a written plan, HA/DR exercises should also be coordinated and implemented. Because the concept of conducting a HA/DR exercise will be new in the KTO, the process for developing one should be developed under the “crawl-walk-run” military training concept. In other words, the command should start with a low-key, but dynamic table top exercise (TTX) with the USFK staff, representatives from the different Service Components, as well as IGOs, NGOs, and other agencies normally involved in HA/DR operations. Once personnel have become adjusted to the TTX concept, the next step is to transition to a command post exercise and eventually to a full-up field training exercise with multiple international military and civilian organizations. There are at least two benefits to conducting exercises. One, it will make it easy to determine whether or not the CONPLAN is sufficient or needs more work. Two, it will help to adequately prepare the forces on the ground.
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Finally, besides establishing appropriate public relations with other HA/DR organizations, military personnel also need to focus on establishing positive relations with the media and the affected population. Like them or not, the media has the ability to shape the scope and even affect the outcome of an operation, as clearly demonstrated with coverage of the US involvement in the Vietnam war and the Hurricane Katrina disaster. The perception of the public towards a humanitarian response and its overall success directly correlates to how a reporter on the ground perceives how well aid and assistance is being coordinated. Therefore, those leading and carrying out humanitarian tasks must be cognizant of projecting the following: competency, confidence, leadership, and trust. This is to ensure that a neutral tone in media reporting, as well as to manage expectations of those affected by a disaster and the people who are watching the events unfold in other parts of the world.
of Joint Task Force Katrina, HA/DR operations are not on the scale of combat operations. For this reason, rather than focusing on tactics, HA/DR planning must concentrate on how to successfully move food, water, supplies and people; all heavily reliant on successful logistics operations. By enabling robust HA/DR planning, fostering relationships, and sharpening logistics skills, the USFK staff will be more than ready for any disaster in the KTO. About the Author: Maj Laura Ramos is the Chief, Multinational Logistics Branch for USFK, USAG Yongsan, Korea. A graduate of the Advanced Logistics Readiness Officers Course, Maj Ramos is responsible for directing the commandâ&#x20AC;&#x2122;s US-ROK Mutual Logistics Support Agreement program and the coordination of Acquisition Cross-Servicing Agreements with other nations. In addition, she disseminates guidance and serves as USFK liaison to coalition part-
CONCLUSION
ners in regards to logistics issues in the KTO. Maj Ramos was
Overall, HA/DR planning is a fluid ever-changing concept. recently selected to attend IDE in-residence at the Naval Post Because there are multiple HA/DR scenarios that could be con- Graduate School in Monterey, CA and will pursue a Masters in fronted, USFK will probably never develop the perfect plan. Security Studies (Defense Decision-Making) and advance to a folNonetheless, the command must move away from one mainly low-on assignment as a Political-Military Affairs Strategist officer. focused on response to one that is focused on preparedness. It is K also important that as the command transitions from USFK to Korea Command and tour normalization is implemented throughout the KTO, the staff should also begin making preparations for the possible scenario of seeing local units and troops tasked to assist with future HA/DR scenarios outside the KTO. While such efforts will be coordinated by personnel in the Intelligence, Operations, Strategic Plans and Operations joint staff, no group will play greater effort in a HA/DR planning than Logistics. According to Lieutenant General Maj Ramos poses for a photo with attendees from Japan- Maj Robert Dye (US (ret) Russel L. Forces Japan, J5), COL Kizuki Ushijima (Japan Self-Defense Force, J5), and Ms. Honore, commander Darlene Robinson (III MEF USMC) (photo by Rudy Golez)
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Bagram Air Field STOL TEAM – Front row l-r: Lt Hafner, Capt Barry, Capt Castro. Back Row: Lt Col Sveinsson, Capt Rosales, TSgt McHugo, TSgt Jorgensen, SSgt Blodgett
Critical Enabler: Contracted Fixed Wing Airlift in Afghanistan By Lieutenant Colonel Scott A. Sveinsson, Captain Emily Barry, Captain Patricia Castro, and Lieutenant Shari-Jean Hafner Thousands of miles away from home and lacking the most basic amenities, mail is one of the few things deployed Soldiers, Sailors, Marines, Coast Guardsmen and Airmen look forward to. At home, few anticipate the arrival of a US Postal Service delivery the way troops do while deployed. At home, mail usually means bills, redundant coupons and advertisements. In a deployed environment, mail means a bottle of a favorite brand of shampoo, a box of homemade cookies, or a box crammed full of candy—mail is the lifeline back to home. Getting a package to those in a deployed environment isn’t as simple as flying or driving the parcel directly to the troops. Mail is sent to a distribution facility in the US (Newark or JFK) then sent to Bahrain and onwards to Bagram Air Base or Kandahar Airfield for further distribution. From there, Afghanistan’s terrain presents some unique challenges to getting the mail to American forces scat68
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tered across the country. Few areas of operation consist of such a varied landscape—this country is home to some of the world’s tallest mountains, treacherous box canyons, and large expanse of desert. In addition to the obstacle of navigating such difficult terrain, finding supply chain routes where little-to-no infrastructure exists—the network of highways, bridges, and railroads that so many Westerners take for granted is practically nonexistent in this country—presents challenges for logisticians. Convoys are time-consuming and dangerous. As a result, airlift is the preferred mode of transportation throughout the AOR. Military airlift is prioritized to handle the movement of medical supplies, ammunition, food, equipment, and troops. Mail is relegated practically to the bottom of the priority list and therefore, the bulk of it (daily volumes range from 50,000 lbs to 150,000 lbs each at Bagram and Kandahar) moves via commercial carriers like DHL. The harsh terrain and restricted accessibility to certain regions, airfields and runways place limits on the transportation process. There are a few major hubs capable of handling the large influx of cargo, not to mention the size of C-17s, C-130s, Boeing 747s and other 2010
comparable aircraft. In addition to the scarceness of these hubs, they are not often within convoy distance to the outlying Forward Operating Bases (FOBs) or Combat Outposts. A few FOBs are home to airfields that are too short or too austere to support large aircraft. (The term “airfield” is a gross exaggeration of the facilities at many of these locations—airfields are often unsecured, 2000-foot strips of grass, dirt, or gravel). At these locations, logisticians rely on Short Take-Off and Landing (STOL) aircraft. Presidential Airways is one company that operates a small fleet of STOLs under a USTRANSCOM contract to move mail. Presidential Airways 14-plane fleet is an assortment of passenger and cargo aircraft consisting of five DHC-8s, two SA-227s, two CASA 235s, and five CASA 212s. Operating under visual flight rules only, these small propeller-driven planes have a max cargo payload of 2,000-3,500 lbs, depending on the ambient temperature. As unimpressive as those statistics may seem, Presidential’s STOLs are responsible for clearing 20-30% of Bagram’s mail backlog, everyday. The key to Presidential Airways’ success in this theater rests upon their flexibility. These aircraft can land virtually anywhere in the AOR and missions are often fragged and re-fragged within a few hours of takeoff. STOL airlift priorities are very different from those of military airlift. In addition to ammunition and blood, critical aircraft parts or MICAP (mission capable) are first priority within this theater for STOL aircraft. Mail is the sec-
ond priority, followed by cargo, and then passengers. Mail-only missions, conducted by the CASA 212s, are scheduled no more than 1-2 days in advance to ensure the most accurate routings to clear backlogs. All other aircraft are scheduled 5-10 days in advance based on historical mail backlogs. These missions carry an average of 7 passengers from Bagram to the mail locations, and 15 back to Bagram on the retrograde leg. Consequently (and the fact the aircraft have very comfortable seats), STOLs are a sought after means of travel throughout Afghanistan. The Fixed Wing Air Cell is responsible for scheduling and coordinating all of the STOL flying missions. Surprisingly, there isn’t a single contractor, pilot or scheduler in the group of seven individuals who manage the operation and contract. The cell has four Logistics Readiness Officers (21R), two Air Transporters (2T2), and a Logistics Plans NCO (2G0). Duties range from building the flight schedules to coordinating parking with down-line airfields, and even real-time flight monitoring to ensure accurate command and control. Everyone plays a role in booking passengers for flights, occasionally troubleshooting real-world challenges such as emergency leave or DV movements. Mail is always a priority, so everyone is actively finding a way to move the most mail during a flying day. During the execution, Fixed Wing Air Cell constantly interacts with the Expeditionary Aerial Port Squadron personnel to load and manifest all cargo, mail, and passengers. Constant communication enables the Fixed Wing Air Cell to make last minute changes to the schedule in order to clear mail-backlogs as they appear, or to increase aircraft efficiencies by maximizing cargo and passenger loads. The coordinated efforts of the aviation contractors, the 455th Expeditionary Aerial Port Squadron personnel and the Army and Navy mail movement personnel--responsible for the overall mail movement--guarantees the success of this operation. The system allows 50,000-100,000 lbs to be moved on a daily basis, utilizing military and civilian contracted ground and airlift modes to include multiple rotary platforms.
455th EAPS members load a STOL with bags
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ER: CRITICAL ENABLER: CONTRACTED FIXED WING AIRLIFT
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CASA 212 makes LCLA drop in Afghanistan
While the system requires an in-depth understanding of the transportation system and resourcefulness to find the most efficient means of shipping, the end result is quite satisfyingâ&#x20AC;Ś American forces get to hold a piece of home in their hands. Another vital mission is the Low Cost, Low Altitude (LCLA) mission aerial deliveries. These drops support several Task Forces throughout the AOR. Utilizing over 50 drop zones, LCLA airdrops approximately 300 bundles per month delivering critical food, water, and ammunition resupply to US and Coalition forces at austere locations that are unable to support regular ground, rotary or military air drops. The unchallenged accuracy by any other airdrop platform is what makes these drops so critical throughout the AOR. The LCLA program is especially effective in the RC-East region of Afghanistan due to its steep terrain. It offers the agile combat support to our frontline troops.
About the Authors: Lt Col Scott A. Sveinsson is currently deployed to Bagram Air Field in Afghanistan as Chief, Fixed Wing Air Cell. He is an Air Force Logistics Readiness Officer and has served in a variety of logistics assignments to include combat deployments in support of Operation IRAQI FREEDOM (OIF) and Operation ENDURING FREEDOM (OEF). He is stationed at Scott AFB. Capt Emily Barry served as scheduling officer for the Fixed Wing Air Cell during OEF X. She is an Air Force Logistics Readiness Officer and is currently stationed at Davis-Monthan AFB. Capt Patricia Castro is currently deployed to Bagram Air Field and serves as scheduling officer for the Fixed Wing Air Cell. She is an Air Force Logistics Readiness Officer and is stationed at Ramstein AB. She has deployed in the past in support of both OIF and OEF.
Mail and other classes of supply will continue to drive requirements for contract airlift. The integrated team effort ensures the Warfighterâ&#x20AC;&#x2122;s needs are met alongside the satisfaction of delivering one of the most fundamental morale items in this theater.
Lt. Shari-Jean Hafner served as scheduling officer for the Fixed Wing Air Cell during OEF X.
Readiness Officer and is currently stationed at Whiteman AFB.
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She is an Air Force Logistics
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An Elmendorf C-17 Globemaster takes to the sky on a beautiful Alaska winter morning. (USAF photo by SSgt Brian Ferguson)
Focus on a LOA CGO Leader: 1st Lt Steve Massara
Why did you decide to become a career Air Force officer?
Vital Statistics Name:
1st Lt Steve Massara
Hometown:
Elkhorn, Nebraska
LOA Chapter Affiliation: Professional Development Chair: Northern Lights Chapter – Elmendorf AFB College:
University of Nebraska at Omaha, American Military University
Degree:
Exercise Physiology BS, International Relations MA (in work)
Professional Military Education: ASBC Assignments:
Elmendorf (JBER), AK
Significant Awards: CGO of the Quarter 3WG, CGO of the Quarter - Team Elmendorf Current Duty:
517 AMU OIC
Family:
Parents: Bob and Kitty Massara Sister: Nicole Massara
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I have always had a strong desire to serve our great nation and the Air Force offered the best opportunity to uphold our country’s institutions and values at both home and abroad. Combining service with travel around the world greatly appealed to my sense of duty and adventure. Have you ever deployed? I have been TDY to Cope Tiger in Udon Thani, Thailand What is the biggest challenge as a junior officer in our Air Force today? The greatest challenge is constantly learning and improving my professional skills while balancing it with a broad based understanding of our nation’s foreign policy and strategic military objectives. The challenge is to comprehend the big picture of how our mission impacts these objectives and effectively communicate that to the Aircraft Maintenance Unit (AMU) personnel. Please identify any leaders who you feel are role model leaders that have made a positive impact on you. In my immediate life, Capt Justin Gilbreth has been a source of professional wisdom and a mentorship. Additionally, he has emphasized the importance of taking care of your people and guiding their professional development.
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Having just finished Harry Truman’s biography, he also serves as a role model leader to emulate. The importance of a pragmatic, yet positive outlook should never be underestimated, as he demonstrated while facing decisions including usage of the atomic bomb, the recognition of Israel, and daunting electoral adversity. What are your long term professional goals and objectives? Long term professional goals include continuing my service in the Air Force both as a maintenance officer and hopefully as a regional affairs specialist. By combining my technical and managerial skills acquired in maintenance and logistics with a passion for international affairs, I would be honored to serve my nation in this capacity. How are you involved with LOA? Currently, I am the professional development chair where I recently coordinated a visit to FedEx’s Anchorage hub to review how their logistics operation conducts business. What is your current duty title and responsibilities? My current duty title is officer-in-charge of the 517th AMU. I am responsible for the safe and effective maintenance of eight C-17s and
maintenance contract oversight of two C-12 aircraft. Working with 196 active duty and Guard personnel every day, I relish each opportunity to learn from so many dedicated logistics experts. What would you like to tell your peers about an assignment in Alaska? The harsh arctic environment is a challenge, but the unique MAF/CAF mission in Alaska is a fantastic motivator. With F22s, C-17s, E-3s, and C-12s, as well as Guard C-130s, the flightline is always in motion. Not to mention, the view from base is one of the most beautiful you could imagine, with the Chugach Mountains as a majestic backdrop for American airpower. Off duty, how do you spend your free time in Alaska? I am an avid runner, cyclist and swimmer, but I spent much of the last year training to climb Mt. McKinley at 20,320 feet. After an arduous 18-day ascent, my team and I reached the summit on 22 June with a stellar view from the top of North America. In addition to physical training and graduate school, I volunteer with Big Brothers Big Sisters Alaska with my “Little” brother, Travon, and I enjoying the great outdoors snowboarding and hiking every chance we get. K
Top photo: A 1,200 lbs moose devours pumpkins left outside base housing, one of the many challenges here at JBER. (JBER Courtesy photo) Right: Lt Steve Massara on the summit of Mt. McKinley, Alaska (20,320ft) in June. (Personal Photo by Brien Sheedy) Left: Lt Steve Massara discussing with MSgt George Terrell the usage of new C-17 fall protection equipment. (USAF photo by SSgt Joshua Hay)
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Loggies Deployed
Captains Brian Cla rk and Je at an und ff Damron isclosed lo review B-1 cation in tesy Des B forms S outhwest ert Eagle Asia. (Ph LOA Cha oto courpter)
ne year served a o tly n ce re , O LR n Saharee l T. Dye, an ith Brig Ge w s Maj Michae tic is g lo hips such t mentoring ing partners ild u B deploymen y. rm lA ger picture an Nationa g of the big in d n of the Afgh ta j rs e d aharee, Ma mote an un Brig Gen S t, h as these pro g ri l e to a h ft Maj Mic s. (From le oto courtesy h for our allie (P z) zi anslator, A Dye, and tr T. Dye)
Catsulis in and 1Lt Spiro d Bo Shelton, an rk la courtesy C n to ia Asia. (Pho Captains Br in Southwest n tio ca lo d se an undisclo LOA Chapter) Desert Eagle
Lt Col Joseph I. Ro driguez, Comman der of the 755th Air Ex peditionary Squadro n out of Kandahar Air Field, is on pa tro l with members of the 2 Stryker Cava lry Regiment and a Military Working Dog team in Spin Bolda k, Afghanistan. As the Commander of a Joint Expedition ary Tasked (JET) unit, Lt Col Rodriguez pro vides ADCON su pport for over 60 0 Airmen in over 80 different AFSC's co vering a battlespac e of over 135,0 00 miles. Although thi s is not an LRO-sp ecific assignment it is another comman d opportunity for Lo gisticians in the joint warfighting environment. (Photo Courtesy of Lt Co l Joseph I. Rodrigu ez)
B 6th APS, Dover AF 1Lt Troy Barnes, 43 2 -21 SA board a CA prepares bundles on d, foo p dro itude air for Low-Cost/Low-Alt ion to re-supply nit mu am fuel, and ns Special Operatio Combined-Joint . Forces in Afghanistan
C Barry (From Left to Right) LS yo, and nda Eku Ola pt Bennett, Ca with e pos Fry y fre Capt Jef Afghan Commandos from the ando mm Co 6th y Arm National mmando Kandak. The 6th Co le for the Kandak are responsib ndayo is Kabul Region. Capt Eku all Afghan responsible for fielding Capt Fry National Army Forces. ponsible res and LSC Bennett are Special A for fielding all AN ces to For Operation Command and os and mm included ANA Co rcou oto (Ph . ANA Special Forces ) Fry tesy Capt Jeffrey
ound on jet. ow children ar sh to e tim . e kes th tour of KC-135 A1C Melson ta om and take a bo e at er op to thrilled Children were
Maj Mark Rardin ob serves RC-135 ma intenance being pe closed location in So rformed from an un uthwest Asia. (Pho disto courtesy Desert Eagle LOA Chapter )
Loggies Deployed Captain James Hodges compl etes a KC135 walk arou nd prior to a mission from an undisclose d location in Southwest Asia. (Photo courtesy Des ert Eagle LO Chapter) A
r AFB; LSC Barry Bennett, (From L to R) Capt Jeffrey Fry, Dove r, Hanscom AFB and Capt Naval Station Everett; 1LT Lukas Fishe on the range at Camp Ola Ekundayo, Tinker AFB spend time Bennett are members LSC Morehead. Capt Fry, 1LT Fisher, and , Afghanistan. They head of TF Morehead deployed to Camp More do Brigade, ANA man Com ANA are responsible for mentoring the ation Command Oper ial Spec Commando Garrison, and ANA is to train ANA ion miss 's head School of Excellence. Camp More ANA Special all field to and ers soldi Special Operation Command tesy Capt Jeffrey Fry) Operation Command units. (Photo cour
Chapter CrossTalk AFGHAN LOA CHAPTER - KABUL, AFGHANISTAN Submitted by Capt Bill Ott The Afghan Chapter is up again, and being in the deployed environment all chapter “events” are mission driven from across the full spectrum of logistics. One of the primary goals of the NATO Air Training Command - Afghanistan (NATC-A) organization here in Kabul is standing up the Afghan C-27 mission; training Afghan maintainers, operators and supply troops on how to operate and maintain the first western style aircraft Afghanistan has ever had. NATC-A recently hosted the first ever Afghan C-27 Sustainment Summit where leadership from the Warner Robins Air Logistics Center, members of the Afghan C-27 Program Office, the Prime Contractor Alenia North America, our Italian OEM and aircraft refurbishment teammates Alenia Aeronautica, L-3 Vertex and leadership from the Afghan Air Force met for 3 days in Kabul. Topics discussed ranged from improving supply chain performance, support equipment stand-up, spares availability vs. obsolescence, building a plan to stand up the first ever LOX generator in Afghanistan, and tech data requirements that include figuring out how to best translate technical English terms in to Dari. Chapter members from Kandahar were in attendance discussing bed-down strategies and maintenance concepts as major maintenance capabilities continue to grow at Kabul. From the Afghan Chapter, we wish everyone a safe and enjoyable holiday season…as the NATC-A saying goes (in Dari first then Pashto) “Shohna ba Shohna — Ooga-pa-Ooga — Shoulder to Shoulder!”
Maj Gen(S) Boera, NATC-A/438 AEW/CC (center) stands with the NATC-A Afghan C-27 team along with Warner Robins Air Logistics Center team members, Alenia North America, L-3 Vertex and the Afghan Air Force.
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DEFENSE LOGISTICS AGENCY AVIATION/JAMES RIVER CHAPTER Submitted by Capt Kellie Courtland
E R : C H A P T E R C R O S S TA L K
Greetings from DLA Aviation, Richmond, VA. Recent chapter highlights include a visit to our center by the 76th Maintenance Wing Commander, Maj Gen (s) Bruce Litchfield. General Litchfield spoke at a LOA breakfast on the importance of leadership in the logistics discipline. He also discussed the fact that logistics is not always an easy process and that we have to influence more than we control and that is the hard part of this business. It is the relationships that are formed and the ability to leverage those relationships to continually meet our goals. The event, in conjunction with DLA Aviation Air Force Service Day conference, was also attended by Maj Gen (s) Kenneth Merchant, the AMC Director of Logistics; Mr. Gil Montoya, the Director of the 448th Supply Chain Management Wing; Ms. Sue Dryden, the Deputy Director of 309th Maintenance Wing and LOA National’s Vice President, Col Richard Schwing. The breakfast and conference were formally hosted by RDML Vincent Griffith, the DLA Aviation Commander. Both events highlight our continued joint mission of ensuring that all USAF aircraft are mission ready. James River Chapter members traveled to Naval Air Station Oceana in conjunction with the annual airshow for an event held especially for military members. The group of more than twenty joint military and civilian logisticians toured the Aviation Supply Department which provided a detailed overview of material support to the twenty F/A-18 squadrons and FRC Mid Atlantic. The tour, arranged by CDR Trent Kalp, also included a behind the scenes look at the Blue Angels supply chain and their jets up close. It was a great way to see DLA Aviation’s role in their flying mission because so much of DLA’s hard work allows the Blue Angels to fly over 60 airshows a year!
James River Chapter members talk logistics with a member of the Blue Angels team”
Left to right, Mrs. Fran Lisciandri (AF Civilian), Capt Brad Mooney (Chapter Vice President) and Mrs. Marita Hawkins-Beckles (AF Civilian)
Finally, the James River Chapter sponsored an AF Birthday Celebration to highlight the USAF’s 63rd Birthday, hosting 60+ LOA and DLA Aviation members. Col Meserve, our Chapter Senior Mentor, spoke about the USAF’s important role throughout history and in recent operations, highlighting Total Force contributions and the huge sacrifices our Airmen, USAF Civilians, and their family members have made.
INLAND NORTHWEST CHAPTER – FAIRCHILD AFB, WA Submitted by Maj John Gustafson The Inland Northwest Chapter has been busy reinvigorating life into a chapter which has been dormant for a year. This summer the chapter held new elections and established a new executive council to facilitate chapter activities. In August the Chapter hosted a
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LOA luncheon with AMC Deputy Director of Logistics, Mr. Lawrence Kingsley, where members were able to gather insights on his wealth of experience in command and maintenance positions. The chapter also had the opportunity to have in-depth Q&A session with him on the future of the Expeditionary Combat Support System at Fairchild AFB and impacts of going live in 2011. Next, on 15 October the chapter held a CGO mentoring session focused on career broadening programs available to logistics officers. Chapter Secretary, Capt Kevin Dewever, spoke on the Rising Phoenix Program and former Inland Northwest Chapter member, Capt Carl Close returned and gave a brief on his experience participating in the Logistics Career Broadening Program. The 92 ARW Executive Officer, Maj Nate Mansfield, mentored the LOA CGOs on the importance of being selected for a special programs and positive impact it has on promotion boards. Additionally, he explained timing factors for CGOs to consider in mapping out their career paths. Overall this meeting gave CGOs a plethora of valuable knowledge on career choices to consider over the next two to eight years. The Chapter is continuing to build on its momentum by scheduling logistics tours at various base level AD and TFI units and civilian companies. Furthermore, they are developing plans to support community service and social events.
WASATCH WARRIORS CHAPTER – HILL AFB, UT Submitted by Capt Erik Schmid The Wasatch Warriors had another great quarter holding informal afternoon gatherings aimed at promoting networking and crosstalk. For our Sept meeting, the chapter was extremely pleased to host Col Shaun Morris, OO-ALC Vice Commander. As the new ALC Vice Commander, Col Morris offered a unique perspective with his background in engineering, acquisition, and program management. He spoke to the membership about the recent changes to unit designations within the ALC and the many current challenges faced by the Center. He specifically addressed the innovative energy saving and reutilization efforts underway on base, which led to the membership scheduling a tour of the facilities.
WOLF PACK LOA CHAPTER – KUNSAN AB, SOUTH KOREA Submitted by Lt Col Mike Allison The Kunsan Wolf Pack Chapter is working to reenergize our chapter with the arrival of the new 2010-11 class. The arrival of a new group of officers to the “Land of the Morning Calm” brings with it a slew of new ideas and exciting opportunities. We have hit the ground running with AF leader visits, an educational luncheon with the leader of the Wolf Pack, Col John Dolan (aka “Wolf 50”), as our first guest speaker, and Continued on next page... EXCEPTIONAL RELEASE
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a tour of the Munitions Activities Gained by Negotiations (USAF-ROK) Memorandum of Understanding (MAGNUM) site. Shortly after the new class hit the ground, the Wolf Pack Chapter gained valuable perspectives from two key Air Force leaders. In July, Lt Gen Philip Breedlove, Deputy Chief of Staff for Operations, Plans, and Requirements (A3/5) at HQ USAF, visited and spoke at length to both operators and loggies about what the future holds for our dynamic career fields and the Air Force, at large. Loggies took the lead in showing Lt Gen Breedlove how the Wolf Pack conducts its important mission and took away valuable lessons during an extended question/answer session. In August, we kicked off our inaugural luncheon with an interesting discussion with Wolf 50, focusing on his expectations for logisticians at Kunsan AB. Col Dolan expressed his vision in regards to the Korean peninsula and made it clear that he feels loggies play a vital role in the Wolf Pack’s ability to “Defend the Base, Accept Follow-on Forces, and Take the Fight North.”
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Finally, in September we toured our MAGNUM facility, which is a separate 107-acre munitions storage area located off the main base where additional US munitions are stored in Republic of Korea Air Force (ROKAF) facilities. The MAGNUM contains 25 earth covered igloos, ten above ground magazines, two inert magazines, and two operating locations for maintenance and inspection. International agreements between the Republic of Korea Air Force (ROKAF) and the US Air Force allows storage of “US owned munitions” in ROKAF facilities. These munitions consist of base stock assets, War Reserve Materials (WRM), and former War Reserve Stocks for Allies (WRSA) munitions.
RAZORBACK CHAPTER – LITTLE ROCK AFB, AR Submitted by Capt Naomi J. Donovan The Razorback Chapter supported the 2010 “Thunder Over the Rock” Little Rock AFB Air Show. The members of the Razorback chapter volunteered to work a soda and water stand for over 225,000 guests. This event was like no other. There were 11 Little Rock C-130s that airdropped equipment and nearly 400 Army paratroopers from the 82nd Airborne Division for two consecutive days demonstrating impeccable logistical power. “You don’t see many capabilities exercises” said Retired Lt Col Ed Petlak. Another successful event for the Little Rock Chapter; supporting the families and friends of logisticians in the Arkansas area is just an added benefit during the opportunity to show case the Air Force’s unmatched logistic strength. This biannual 19th Aircraft Maintenance Squadron Operations Officer, Maj Makalena, pauses for a photo while Capt Mahayossasun and Maj event is a Cone, Razorback Chapter members, serve Air Show guests soda way for the and water.” Razorback members to say “thank you” to the community with a world-class air show as well as interact with the members within the logistics field that make the mission happen.
GATEWAY CHAPTER – SCOTT AFB, IL Submitted by Lt Col Kevin Gaudette
Representing the AFGLSC: Capt Marlon Ayers, 1Lt Lindsey Nichols, MSgt Eric Smith, Lt Col (s) Adam Shirriff.
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The Gateway Chapter recently hosted General Duncan McNabb, Commander of the United States Transportation Command. General McNabb described many of the global challenges faced by USTRANSCOM between the months of Dec 2009 and July 2010.
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In particular, he relayed personal and heart-felt stories related to inter-service and inter-agency efforts for each of the following significant events: Dec: Drawdown in Iraq Jan: Operation Unified Response Haiti – maximizing the air bridge and opening the surface bridge. Specifically, supporting a post-earthquake high of 160 aircraft/day while establishing airspace control and optimizing humanitarian assistance and air evacuations. Feb: Suspended Operations in Manas Mar: Increase MATV Deliveries from 500 to 1,000 Apr: Iceland Volcano Eruption May: Deep Horizon Gulf Oil Spill July: Pakistan Flood Relief
General McNabb briefs members of the Gateway LOA Chapter.
In October, the Gateway Chapter hosted a Golf Tournament raising over $900 for the local chapter and the National LOA scholarship fund. Over 40 military and civilian golfers participated representing the AFGLSC, USTRANSCOM, AMC, NDTA, ASC Associates and SGBC Global. Between the sunny skies and autumn weather, it was a perfect day to get out of the office and raise money for a good cause.
CROSSROADS CHAPTER – TINKER AFB, OK Submitted by Capt Jennifer Phillips The Tinker Crossroads Chapter started off the new fiscal year by co-hosting the Oklahoma City Air Logistics Center (OC-ALC) Commander’s State of the ALC address with the Air Force Association’s (AFA) Gerrity Chapter. The general’s presentation highlighted where the OC-ALC currently is with production, environmental and other critical objectives, and where it would like to be. Additionally, the Commander showcased many accomplishments of Tinker personnel and applauded all for a job well done.
Major General David Gillett (center) poses with Dr. Jerry McMahan (right), AFA Gerrity Chapter President and Captain Jennifer Phillips (left), LOA Crossroads Chapter President after the OCALC State of the ALC presentation.
This event was an exceptional way to kick off FY11 for the Crossroads Chapter. Not only did it showcase the importance of forging strong relationships with our organizational partners, but it set the climate for Crossroad’s robust agenda for the year. Through this event, we were able to lay a foundation for future partnership opportunities with the AFA. At a minimum, our chapter’s boards will strive to meet once a quarter to share planning and process lessonslearned, discuss topics that affect both organizations and learn from each other’s past and present experiences.
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GOLDEN GATE CHAPTER – TRAVIS AFB, CA Submitted by Lt Col Ley Havird The Golden Gate Chapter held elected a new Financial Officer, 2d Lt Kristen Hap, from the 60th Logistics Readiness Squadron, and a new Information Officer, 1st Lt Lindsey Ilg, who is also from the 60th Logistics Readiness Squadron. The membership is pleased to welcome their fresh ideas in helping take our chapter to the next level of organizational relevance.
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In October, we sent 15 members to the National Conference in Orlando and had a blast. While the conference was a great opportunity to catch up with old acquaintances, we also leveraged the opportunity to investigate some technical solutions from the participating demonstration booth vendors to make our operations at Travis more efficient. We closed out the month of October with a visit to the Marine Administration (MARAD) Ready Reserve Fleet in Alameda, California. The visit began with a tour of the Craneship T-ACS KEYSTONE STATE. The SS KEYSTONE STATE is one of six steam plant propulsion driven crane utility ships in the Ready Reserve Fleet. The primary purpose of these ships is to serve as a ship-to-shore container offload platform for sealift asset download operations in areas where the seaport is unusable or non-existent. These ships are manned by US citizen merchant marines who team with Naval Cargo Battalions to conduct sealift container download operations during contingency operations. These ships were used extensively during the first Gulf War, have participated in TURBO CADS retrograde muntions movements, and were most recently used during the Haitian Earthquake relief effort when two East Coast stationed craneships deployed to Haiti to help download sealift relief supplies until the seaports were restored to operational capability. We concluded our tour with a working lunch between MARAD representatives and the nine Golden Gate Chapter members in attendance.
LOA WRIGHT BROTHERS CHAPTER – WRIGHT-PATTERSON AFB, OH Submitted by Kristina Milentis The LOA Wright Brothers Chapter has been quite active late summer and early fall! The month of August started with Col Anne Schulte, 445 MXG/CC, providing a tremendous sight picture of the 445th C-5s in action, its wartime mission and the group’s planned C-17 conversion. Also in August, we hosted our Sixth Annual Golf Outing, a coveted scholarship program fundraiser! Approximately 90 people played in the tournament, which culminated in an awards banquet where four annual LOA Wright Brothers Chapter scholarship winners were announced: SrA Joshua Wiseman (1st Place for $1,000), MSgt Steven Farwell (2nd Place for $500), Jonathan Porter (3rd Place for $250), and Nicea Nugeness (4th Place for $150). In addition, Sergeant Wiseman was named a LOA National $2,500 scholarship winner! In September, our chapter members were featured guests of the Minor League Dayton Dragons baseball team. As we have in the last 6 years, our chapter volunteered at the Air Force Marathon, providing much needed liquids and encouragement at the 21-mile mark hydration station. And to close out the fall, the Wright Brothers Chapter ranked #1 in the LOA National Conference attendance at 117!
RAINIER CHAPTER – JOINT BASE LEWISMCCHORD, WA Submitted by Maj Emily Farkas The Rainier Chapter toured the Port of Tacoma which is one of the top ten container ports in North America, and handles more than $28 billion of trade a year. The Port handles containerized cargoes, automobiles, grain,
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Rainier Chapter visits Port of Tacoma Roll-On/Roll-Off ship with Bulgarian officers. From left to right: Maj Robert Farkas, Capt Frank Bonnin, Capt Chad Wharton, Maj Emily Farkas, Lt Jonathan Schmidt, Lt Nathan Lucero, Lt Ian Mazerski, and Capt James Pruchnic.
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military cargo, and farm and construction equipment, such as, John Deere tractors and Caterpillar pavers. The chapter members also had the unique opportunity to board a roll-on/roll-off ship transporting automobiles crewed by officers from Bulgaria. In September, Maj Toby Walker from AFPC/DPASL provided a Spread the Word briefing to the 21A/Rs and individual career counseling sessions. In October, nine Rainier Chapter members traveled to Orlando,FL for the LOA National Convention. Finally, as of 1 Oct 10, McChord AFB has joined with Fort Lewis as Joint Base Lewis-McChord (JBLM). The Rainier Chapter views this transition as an opportunity to gain a better understanding of joint logistics. We look forward to developing a relationship with the 593rd Sustainment Brigade…our joint logistics sisters and brothers! K
Rainier Chapter travels to 2010 LOA Conference, Orlando
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Milestones MAJ GREGORY M. KUZMA
WRITES:
COL DANIEL SEMSEL
I recently returned from a 8-month TDY at Joint Base LewisMcChord, WA backfilling 2 Active Duty Squadron Commanders while they were deployed to the AOR. First, I served as the 62 APS/CD for 5 months, then the 62 LRS/CC for 3 months. It was a great opportunity (as a Traditional Reservist) to help Active Duty LRO''s support the mission. I’m looking forward to my next MPA adventure...
After 5 years supporting the nuclear mission as the 5 LRS Commander at Minot and as the 509 MSG Deputy Commander at Whiteman, I PCSed to Fort Belvoir, VA to work at HQ DLA J-31. Guess I'll just have to accept that traffic jams are more than 5 cars stuck behind the guy in the beat-up pickup truck that wants to turn left off a 2-lane highway onto a dirt road. Semper POL!
MAJ ANTHONY MIMS
LT COL JOHN MIGYANKO
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We’ve PCSed to Joint Base Lewis-McChord. I’m now dual-hatted as the commander of the 627th Logistics Readiness Squadron, and the Deputy Director of Logistics for the JB Garrison. If you come out for the Rodeo in 2011, look me up.
JESSE JOHN HERRERA
ER: MILESTONES
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I've finished a year in Al Udeid and am now in the 46th Maintenance Group at Eglin AFB.
COL JAMES HOWE
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I've PCSed to HQ AMC as the new Chief, Maintenance Division. Things are hopping in the mobility enterprise! If you travel through Scott - stop and visit.
COL (RET) JOE DIANA
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I have made the transition from Active Duty to the private sector and am grateful for all the help I received. I would be more than willing to "pay it forward" for any others in the process of making the transition. Drop me a note if you need help or have questions. joe.diana@calibresys.com.
LT COL STEVEN MARTINEZ
Graduated from ICAF and now serving as the Director of Staff / Senior Air Force Advisor at the Allied Joint Force Command in Naples, Italy
LT COL RICHARD FLETCHER
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I have just finished my 1-year remote as the F-15 Aircraft Maintenance Advisor to the Royal Saudi Air Force in the Kingdom of Saudi Arabia on 12 Aug. I am now assigned to the 1 Maintenance Group as the Quality Assurance OIC. I am proud to be part of the 1 FW team. We just finished our LCAP and passed with flying colors (high Satisfactory--evaluation score 92.18%/adjusted 87.18%...I am proud of our men & women of the 1 FW!
LT COL LEE BRIDGES
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COL MATT KMON
WINTER
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The Kmon Inn is open for business at Whiteman AFB, MO. If you include Montgomery as a separate country we are on #3 in 2 years!
COL CAROL JOHNSON
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I’ve left the most phenomenal group of rock stars as the 60 MXG/CC at Travis AFB for a great opportunity at USTRANSCOM at Scott AFB IL as a DDOC Chief.
COL (RET) PATTY RIDGWAY
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I retired this past summer after 30 years of Active Duty Service. To all of you who I have had the honor to serve with, please accept my sincere "Thank You" for your help, support and friendship. If you’re ever in the Williamsburg, VA area, please give a shout! God bless and take care!
COL (RET.) CHRIS KARLS
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I retired last year after a tremendous capstone assignment as Chief of Staff, AFCENT-Forward, but I haven't left the fight just yet. I'll be wearing a different uniform while supporting our warfighters as Senior Director of Logistics with DynCorp International, LOGCAP IV. I wish to extend to all my very best and may God bless and keep you safe, always. K
Just arrived at AF/A4LE after 2 wonderful years as 31 LRS/CC at Aviano, with a 179 as 451 ELRS/CC at Kandahar AF, AFG (Jan to Jul ''10) thrown in for fun!
84
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Changed command of 305th AMXS; now headed to USNORTHCOM Joint Logistics Operations Center.
2010
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