 So, hey welcome, I mean, you've been here all week, but welcome to the ACC Breakout Friday. We normally, I had a chance to chat with a few of you at the dinner last night. I know we did some breakouts differently. Scott, what happens in the air combat command based on size, right? To find a venue for about a hundred of us. It was easier to bring in some of the numbered Air Force Chiefs and kind of break us out. So, I had a chance to talk with you during the dinner, a few of you. You know, normally we would do this on our own, right? Like Chief Wright had spoke to her earlier and we talked about it at the end of the week. So, I'll look for your feedback, you know, we can chat about that this afternoon on what your thoughts are going forward. But, I mean, I really think this has been good, you know, not to change your feedback, I'm saying, but I really think this is good to find a synergy. But I'll tell you the things that I felt that we lost out of it was the more interaction, the more personal attention that we could get with our Chiefs, right? As the Magcom and in the past we would bring in all seven of the ACC NAFs also. They weren't all available for this or they would be here. And the interaction that they got with you also during the week, I thought was very good. But come on April, shoot man, probably, I don't know, 20%, 25%, 30%, you aren't even going to be an air combat command, right? So, to me, that was something more just, we've done it historically this way. So, you know, you have this feel, ah, I really need to know my Chiefs. And we have in the past always been able to work that too and allow Chiefs to go to the breakouts and made sense to where they're in the fight anyway. So, I've even made some accommodations to speak for that. The other thing I think that we missed a little bit on, that you missed out on, not me. Chiefs didn't give me any more assignments. But we had time for one-on-one breakouts at the matchcom too where it was a personal 10 to 15 minutes sit down with your assignment person. And we had spouses come in. That's another piece that we will work on next year. And you and your spouse significantly could sit down and have discussions with Chiefs. I know they accommodated many of you, but it was difficult to get everybody through because at the same time, we don't want the entire Chiefs group to be down here and have one-on-one chats with you, right? When they're also trying to process every assignment right now and close out the assignments. But I welcome you to Air Combat Command's brief. It'll be a good day. Hopefully, you're not seeing me as in between you and leaving. This was a planned schedule part of the day. I know Chief Bright already gave us closer remarks. He was like, ooh, let's get out of here. And then you got to come in here and listen to us. I'm hoping it's productive. There's some briefs that we'll give throughout the day. I got Chief Dave Wade in here with me from the 9th Air Force. He'll brief you on the JTF and kind of where we're at with the 9th Air Force standing up the JTF. As well as the training that they do there to prepare our airmen to go forward and work in the JTF. I got Chief Dave Plink out of 24th Air Force. And he'll give us a cyber brief later in the afternoon. I believe we're going to the secret level for that. We don't have that. This is an unclassed... Okay, so it'll be unclassed, which, you know, cyber-unclassed isn't as cool as cyber when you get to get into all the other discussions. But Dave, we'll talk about that. And then John Storms from the 12th Air Force in Aft South. I forgot your one title too. You're also Aft Cyber as well as the joint cyber SCO here too. So anyway, John Storms, 12th Air Force, Aft South. He'll give us a brief on an update a little bit on the Mountain Home organizational experiment. I know many of you have heard that across our command and where we're going. What the future of it is. Is it going to grow past Mountain Home? He'll talk more on the Mountain Home and the feedback he's getting there. There's a little bit of a briefing. And I can talk more broadly on maybe the future of that, as well as that's what that force optimization piece is, is talking about the future of air combat command and what we're looking at with some of our numbered air forces and how we plan to change some things rather than present the forces in the way that we need to present forces. I know there'll be some discussion throughout this. These briefs aren't meant to be just quick and slides. I'm going to go through our Magikom command brief. I'll tell it a little bit. But I did want everybody to see, you know, our organization see the structure and understand a little bit more about it. I know many of you have been in it for years, but I'll tell you, I was in the 23rd wing for two years and I didn't realize all the things that were going on in the 25th Air Force. I didn't realize things that the Warfare Center was doing. I mean, and then even at the 9th Air Force, I was pretty smart on the 9th Air Force and all those things that I have in the 9th Air Force. But outside of that, I wasn't as smart on it. So this is what this is intended to do, is maybe have a broader perspective on what's going on within the command and what's in our Air Force. And then to talk through whatever topics you want to talk through, right? It can be the briefs. It can be some of the speakers that have it, or just, hey, to Chief Wright's point. Hey, I hear you guys talking about this, and I'm willing to chat with you on any topics. One thing I want to maybe impress upon you and put stop, I don't know if you really recognize how transparent your leadership is in the Air Force right now. I mean, especially the AFSELF and the Senior Enlisted Leadership and your Chief Ambassador in the Air Force. There is nothing that we're talking about. We've been, you know, there's many of the breakouts you didn't see the MagCharm guys and gals in there because we were in there talking about some other issues with regard to how we're going to do some talent management and achieve how we're doing some promotion opportunities and how we're going to go through these. But those are items, man. If we're in that room talking about it and the doors closed, it's just because we don't want you to hear us cussing each other out. When we come out and you say, Chief, what were you in there talking about? I'll tell you exactly what we're talking about. I have no concerns that you're going to go put on Facebook or you're going to go tell somebody because transparency builds trust. If you know what I'm talking about, then you understand what we're going. You can understand a little bit of the background of the decision. What it helps me with is you can say, Chief, I said they have a stupidest idea I've ever heard. I thought it was pretty smart. But here, let me understand why you think it's stupid and then I can more inform my decision or my thought. Because in my position, you know, that's what I do. I represent all of you. I represent close to 100,000 Airmen Cross Air combat. So anyway, I'll get started with these slides. We'll go through them and then stop me at any time, get any questions. And then we'll just have some discussion afterwards and we'll turn it over to Keith Storbs to give his briefing and just keep going through the day. Did I have the break for your next? Your next. I didn't know what to tell him to do and that's why I had these guys here. So this is interesting, right? So I wear this patch on my arm over here. Someday we might figure out where the patches should be or not be. You know, there was a whole thing about that on Magics Compatches and we're still working through some of that. But people first mission always. And you know, you can go round and round and round about, you know, philosophically to discuss which is right. I think you got it right. You know, you take care of the people. If you focus on the people first and you do everything you can to do that piece right, then what's going to happen? The mission's going to happen because they're going to be motivated. They're going to be well-led and they're going to be, you know, having a common purpose to go and do these things. But me and my boss aren't idiots, right? Me and General Holmes aren't idiots and the fact that our Air Force doesn't always work in that way. And he has commented to me many times, it's cheap. What if we did live in an Air Force that believed in that, right? And it actually, you know, that was what the focus was even first mission always. But it is our motto. You guys know these people. Obviously, most of you know the major commands, right? I forgot one yesterday. We were talking. We were looking around the room and I was like, man, no, everybody's here, and they're like, Frank, there's 10 of us. I was like, oh, that's right. Is there 10 of them? 11. Well, the guard. They're on the outside, but they're not necessarily considered a magical. There's me and General Holmes. This is our update. And so I didn't know if everybody realized we have seven numbered Air Forces with air combat command. Most recently, I had it was the 24th Air Force. We'll talk more about force optimization, but this can change in the future on how many we're going to have and how the alignment's going to be. 35 wings and those are expeditionary or the ones that we just finished filling. So it's interesting. We have an administrative oversight over the absent personnel. But in reality, when we send our personnel forward into the port that you fit in the wing and bother them with, they're cut to the second part, right? And absent is the air component of it. So those are not really our airmen, but those are our wings because administratively, it's just going to show you where all the wings are at. So Warfare Center, you know, responsible for our tests, responsible for our exercise, responsible for developing new things within the command and tactics and techniques. The Bible fit does that on the command and control side. The 99th, obviously, runs the wing out at Nellis. You've got the 57th wing with our Thunderbirds as well as much of our, oh, shoot, I just dropped the ball on the wings. The 53rd wing does our test. You know, it does all of the developmental test. You know, you got, I got that back. They do all the OT. You got the DT and the OT. And the 53rd does the DT. The Eads and Wads. So the first Air Force is an interesting numbered Air Force underneath us. When I came into the job, I had a double check on the board chart. But yes, the first Air Force is a part of Air Combat Command. People think it's different because it's a guard. Lieutenant General Williams, it runs it. It's a guard. You know, Comanche, Rich King is Comanche. And many people think it's a guard now. And it falls underneath the guard, but it doesn't. It's our link into the defense of this nation, right? And those attachments and those swatters across our United States that we have sitting alert. That's what falls into the first Air Force. They also have the AOC down there that stands up as the J-FAC for the Northern Isle. It does anything within Homeland Security. The Eads and Wads are the eastern and western air defense sectors. So that's what that's talking about. The Night Air Force, you know, back in the day that the way we organized our Air Combat Command was really the Mississippi, right? Everything east of the Mississippi and the combat forces was the Night Air Force. Everything west of the Mississippi released the 12th Air Force. So it's kind of a very similar look between the 19th and 12th Air Force with most of our flying use as far as the fighter and in our personnel rescue. That, of course, is going to change to the future. I got eight PJs in here. I think I already cleared one of them off. So, you know, that's a moving forward thing. General Goldfein is looking to push our guardian angel back into AFSOC. It's kind of gotten back and forth over the years, whether they've been in Air Combat Command or AFSOC. The thing you can tell when you go back and forth over the many years is either we never quite got it right or it really doesn't matter where they're at. So let's just find synergies and we think we're going to need some better synergies inside of that. AFSEN, you guys are well aware of AFSEN. We added the wing last year. A lot of people don't understand the padded wing, the 321st AEW at the top. That's in Iraq. And it basically does the same thing with the 438th AEW does in Afghanistan. And that's the trained and supervised assistance over the Iraq year versus the 438th AEW in Afghanistan, of course. Talked about the 12th. The 12th also is dual-hatted. Like I mentioned there, also the AFSEN South component. There'll be some discussion later on the force optimization and what we're looking to do with regard to the NAFSA. 24th has got our two cyber wings in it. One is kind of resembles in my mind like an OSS type of thing and handles like more of the network and all of that piece and then the other side of it is more of the operations and the defense of peace. But Chief Klink would get in that because he's a heck of a lot smarter than all things cyber. It's interesting because that's the other thing I'll tell you about Chiefs. I'll jump around a little bit on all of that as that happens. But we talked last night about Chiefs. I think the greatest thing about being a Chief Ambassador Air Force or being an enlisted member, let's just say an enlisted member is there is absolutely no functional ceiling for you. None whatsoever. The only thing standing in your way to do whatever it is you want to do on an Air Force on this side is really you. Right? On the officer side you can't say the same thing right? So you cannot be right? You cannot be the ACC Commander without wearing one on your chest. You cannot be probably at least at this time Chief Staff or Air Force without a similar type of thing. There's things that you're only going to go up to a certain level based upon your functional change. I had a pause for a minute because you know the Chief Ambassador Air Force right? You can be the Chief Ambassador Air Force. You can be a maintaining human person else. You can be a dirt waiter. You can be a dental tech. You can be the Comanche for all things cyber with cyber wings on your chest now because you're no doubt an expert in this as a dental guy too. You know what I mean? So there's no barriers in our Air Force piece. Just make sure you have the last one is our 25th Air Force. And as you know that's all of our ISR, you know our Intel Surveillance Reconnaissance as well as all the big wing ISR and then we have AFTEC which AFTEC does a lot of other things to include nuclear oversight and some other different programs in there but I can't talk about all of them. And it's got all of our scientists so the young lady that he briefed the other day that one came in as a PhD that's where she works and we have a lot of things going on inside this command unlike other commands they're either regionally focused or mission focused for the most part we're kind of across many missions not much different than any other command staff and how we're organized that one thing that we have done since add in 24th Air Force is be matrix start 236 we didn't change ours the same as the half did and going into a 26 we actually have a matrix organization we still have a 2 a 3 and a 6 but we have within that organization to be able to get the center she's across our intel our cyber in our operation pretty easy mission set right? I mean it really is I mean that's when we think about all of the things that our job is to organize training with those airmen to go do that mission control and exploit the air and then what we just added and this is our focus that you heard from the chief chief of staff the other day is getting back and the electromagnetic spectrum is one of those right? there are EC missions out of B.M. and even within cyber you know it's another piece where when you're talking about controlling the air space and the electromagnetic spectrum it's getting back to some of the basics that we're going to do when we go to these peer-to-peer fights you know those are our priorities is everybody seeing General Holmes letters on these priorities? Nope so very much alliance with the chief priorities and priorities that we went through yesterday number one being developing leaders we'll talk a little bit more private this afternoon on developing leaders but we're trying to develop leaders inside Air Combat Command to increase the lethality readiness right here in those terms but the way to do that is to have senior leaders in our Air Force that are focused on that mission that organized training equip and understand the mission of the unit and understand how to align those forces and get them ready for the next course those things as local flight leader courses those things as developing talent across the talent management pool and in turn we have the right leaders going to the right place all these things going to the development leadership the next part I started on man I should look at my slide I started too first one is increase in squad readiness that's the one we're going to talk about this afternoon but again the 12th Air Force will talk about the 366 the mountain home experiment the the things that we're doing inside of the command to break out the level of control the level of authorities decentralizing and pushing that down to the squad command level the whole intent of that is to just do the number one piece right there is to give a squad commander the ability to control resources to control authorities to be able to get after things they need to do which is to increase squad readiness and then you've seen this here too with our increase and focus on flying the flying our program and it's not for any reason to fly laps around our base right is to get after squad readiness in order to get after squad readiness we have to fly the amount of hours that are required to train pilots and to train air crews to then put demands on the system to continue to fund those at the right level and to continue to put demands on the system to continue the logistics trail from FMC to be able to fund those so that we can continue to get after squad readiness is doing the things that we're doing now and flying the same mission sets and flying the program your hours they pay you for 90% of your hours they fund the logistics tail to 80% of your hours and then we never end up getting out of this hole of readiness first last one is bringing a future faster this one's a little bit tougher in my boss's discussions and in our staff's discussions you'll hear a lot of it a lot of it's focused on acquisition right and secretary of the air forces talked about it Dr. Roper was down at AFB talking about it trying to cut the transition or the acquisition timelines right cutting hours and days out of the acquisition timeline to get to the future faster when we're talking about whatever the next system is whatever the next program is a weapon system is getting there faster in a couple of those transition times in my world I looked at this more broadly future faster means everything in my world if there's something if there's a good idea out there if there's a way that we need to change something if we find out there's a stupid policy at ACC or the Air Force that to me is also bringing a future faster it's working as diligently as we can to get out to those things and fix those things to me because our bureaucratic system that we sit in doesn't always allow for rapid change I always try and put a deadline on things you know me if we have something to put hey this is the projected milestone that we have to meet sometimes that helps but as we talk later about the motion and a senior or endorsement I don't know how many you've had across the line but July 31 is the next time that we have to push anybody for stratification we are also bringing the future faster you know moving things moving them in a fast rate getting things out of the way or bogging down this just gets after the functions of the Air Force and I don't know if you realize this but so back in 1947 when we were created things really didn't change between now and then except for we just re-aligned and renamed it but we still have pretty much the same core functions that we were given when we stood up as an Air Force in 1947 and then when ACC we had six of the core functions of the Air Force there was a time where we talked about core function leads and so you simply prior to term simply was we stood up Air Force Warfighter integration capabilities up at the Air Force level the purpose of that is to be able to bring all of that planning piece into it in the beginning to then get after the budgeting after so they can plan in regard to the core function management because we've given up 50 people to go up to the athlete to do that but these are the core functions that were responsible this is just a map to show that I was talking to a first DSA who might be even in the crowd somebody was out at Cannon and I was like oh crap that's right the 363rd has a Spartan out there we got people at Herbal we got people at Herbal so it's just to give you I don't always talk about the size but I do like to rub it in now again with my peers you know we sit around this table I told you about the Air Force Senior List of Leadership Council and we all the same boat right sometimes I wish we voted by the number of maps we had and then maybe we could move to the field but we don't get that I guarantee you we were joking about this last night our equal quality across the commands is step promotion you know so when we do step promotion allocations we base those upon the number of Staff Sergeant Senior Airmen Senior Airmen Electoral Senior Airmen you have in your command so we get a greater allocation of course that doesn't help us any either when we do the OCN Taskings we do that based upon the eligible Staff Sergeant below that are DW coded and we end up with a good amount of those but there are fair share across all the way why you know the ACC ends up with one you go to uh select Pete select O right senior leader enlisted commissioning program you know one program if you have the green one if you're you know every magical command against one and one and really you got a hundred thousand airmen we don't get more anyway we're still pushing for more on things like that we support all those commands those operations that we're going in right now these locations whether deployed or we have debts in those locations flying missions currently supporting the needs of those combatant commanders General Holmes and I have identified and identified that the one combatant command that we frequently visit frequently engage with at least on the absent component and I think both of us identified a little bit of a blind spot is the more interaction with those combatant commands that we provide forces to build those relationships and strengthen those relationships so that we can ensure that our airmen are taken care of and then we're providing their needs we're just down to the south com cheese farms and General Croft were down there with us and then we went up to Sinccom we'll have some other business in Petrie getting up these combatant commands we're organized a little bit differently with regard to the combatant commands so on the regional ones right so you see the impact they're the air force component to those combatant commands that's why you know some air forces are in Europe as well as half Africa half soft you know it's got the habitual relationship with Socom AMC has that relationship with Transcom but our command does not have a habitual relationship we do not take that role on as a match com we're building some of that on the relationship side but that's Chief Clayton his boss are our component that goes to Cybercom he goes to Southcom we have one that goes to Nordcom we have one that goes to Sinccom so we don't do that as a command per se we rely on our number of air forces on the size and the spread of where we're on prepare for the future just a cool slide on the side of the line that's what we're going for right the threads develop leaders to ensure that our airmen are ready to go for this peer to peer competition these are some things that we're working on many of you may see your mission set in one of those boxes as we're going for advanced battle management system this is what we're looking to replace the current means of that is that JSTARZ does a lot of this as well as there's other pieces to it but a lot of people relate this to JSTARZ because we felt we'd be buying new old and those radars won't be able to get to the place we need them to get to to be able to give us the essay and the decision making information so this is really looking more at something that could be a lower orbit something that could be a platform that can survive in this contested environment agile communication same thing right as you go forward into a contested environment you have to have something that you're jam blocked graded through the system so that's what we're talking about there core function team transition that's what I talked to you about with the athlete with those 50 personalities we've shifted up now what we want to do with our staff is ensure they're focusing on things and thinking through problem sets at the Air Force DC AOC maybe we talked about it with DTOT is DT typically happens right and then they give it to OT and then OT does something and OT finds a problem and then has to give back to DT and then DT goes we're trying to do a little bit more synergy between us and AFMC to be able to do some collaborative DTOT stuff to bring that future faster kind of move through that same multi-domain C2ISR you guys are very familiar about the multi-domain as far as what we're just talking about dynamic force employment if you guys heard that term it's discussed within the NDS we're talking about being able to maybe not have a continuous present scenarios but be able to send a force at our time and at our place and drop it in and actually do some missions we're going to do some things in Europe we've actually talked about it when we're looking at readiness levels but that's a potential right that you can take six raptors and you can drop it in somewhere you can take some F-35s out of hill and you can spin up and you can just drop it somewhere there's room for that and all of the combat commands that we support but that's what the dynamic force employment means O-A DCGS do I have any people in here from my DCGS enterprise? Sure I am you guys are very much more familiar with this than I am so I'll stumble my way through but basically we'll open this platform up to be able to be more app-faced and be able to have a way where we can update things and put things into the system to give them a better system to operate on it's been a long thing running and we haven't got there yet but we're still pushing them all forward to get there operational training infrastructure and total force integration total force integration is more on what we do as far as a command do I have anybody in here from one of our active associates? All right are you all aware I know that people in the front road that we have seven fighters wardens inside of the ACC they're active associates which means they are located at a guard or reserve base and an increase in the TFI of relationships is important to us because that's how we're going to go and we're going to take care of any of these we're talking joint but we're also talking TFI so we have a good relationship across the TFI that's it that's your comment it's easy it's an easy job there's not much going on it doesn't look as busy at all I give you just my perspective on command I'm being filmed so I guess I should watch this if you can generalize me about it so as your air combat command command chief at times I feel that that we're underrepresented with many of our functions in some of these OPTs and other planning and way forward I think within our staff I think things are happening at the nudge work level right and getting out there but I'll tell you and I feel very underrepresented sometimes in our I go to so many meetings right I'm the only enlisted guy in those meetings you know I wish I had more director superintendent support now and again but what I want you to know is that you have to be in those meetings right so in your world as a squatter and superintendent you're going to be or whatever your role is going to be as you as you proceed by there's a lot of times where you just want to do the cool things right when they say it strikes on the line I got to be up there with my airmen I got to be doing this I got to do that but if you're not in the meetings that are deciding the future of air of course the future of your squatter the future of your readiness you're missing a big big point what your job is there are so many times I don't do this to pat myself on the back with general homes one time I didn't know where he was going man he's sitting in the meeting I'm sitting next to him and he walks in I forget what the topic of the meeting but it was something that you wouldn't expect unless the guy's sitting in the meeting I mean that he looked and he was talking and he said you know what he said there's times that I walk into meeting and I wonder what's the chief and then he opens his mouth and I realize why because you're going to be the one that can see things maybe didn't grow up in the same community and then that speak truth to power right that you know because you've already had a sidebar with that person about what they're really trying to get across and you can sense from the meeting that it didn't go in the direction they wanted to go in or maybe what you just heard comics say you're looking at the room and you're like you heard what he just said and you're just the one to say boss I just want to clarify with you for just a minute what you said about that is what you meant right oh no no no chief what I meant was this that's the reason that you have to be that's the reason that you have to be represented that's what I do on a daily basis they're not always sometimes I'm the same way right I walk in the meeting sometimes I say damn I'm in this meeting again and then I realize by the end of it why I was in the meeting I needed to be either informed on or I needed to inform the decision makers inside of that meeting on the way for it what do y'all have for me with regard to either that brief or anything going on across the command or anything we can talk about anything you want we got about another 20 minutes or something like that before I turn it over Chief Wade I just wanted to leave this off and lead off some discussion to start today yeah so the the current feature of that 22 was to increase the squatters let's say increase the squatters that are currently existing to get after readings right bring them back up to the GA that was required to be able to do the training requirements that they need so you know we took the combat coated aircraft and we flooded those back out up to the first spider wing to out to Hawaii and up to Elmendorf to be able to get after that and the FTU because of proximity to the ranges and proximity to the LO facilities that are already established at Tindall that we think we'll be able to bring back up we decided to move the FTU on a temporary basis to Elmendorf and then we're doing a safe tap we're doing other studies to determine where the final resting place for that FTU it could be back at Tindall I don't think so based upon the secretary's discussion about wanting to turn that to an M35 basically there are some that think Langley seems like the perfect spot for it but we don't want to get ahead of the process of doing it and we don't want to get ahead of notifications to our congressional leaders on that just feel like it's a worry or anything there have been letters signed by many of congressmen and women that are saying hey this is the best place for you know these F-22s to go as they would like to have inside of their districts Hickum would make it probably a little bit costly I think Alaska would do the same but there really is a location that we don't have much so I want to pre-ordain the same language with these congressmen and Tindall is going to be right I know I have people in here from Tindall but you know it was a horrific you know tragic event to go in here and wipe you know people's lives completely off of the foundation the opportunity that presented to us was though is to go forward and try and build the face of the future and start from the ground up and say what would we do if we could start over with infrastructure with our common infrastructure as we're looking for enterprise IT as a service facilities you know all of those things so I think that's what the opportunity is at Tindall is to make that a great basis and bring it perfect and open some after the talks District Is the RPA waiting to seal a part of that plan to go to Tindall? Yeah so that's part of the discussion right so we've already had that say tap that discussion that was the best choice right there were two feasible choices for that location and Tindall was the number one we feel that in order to to keep faith with that community and the studies that we had done that we need to keep moving in that direction but until we get everything back on what the future of Tindall is going to be and how we're going to build that we can't say yes right but there may be opportunities to do something else because we have a group out there already at Shaw so I would think that yes that would be what we would like to do within here combat command because that is where we're going with it and maybe it was a better opportunity also to put the right foundation and structures and organize it the right way too going to other places we have issues there was talk about what if we just went to Eglin well Eglin would be issues with that in the same way we had if I would even see just about the range space the other location the problem with the other location that we were working through was housing local area housing you know the secretary all the service secretary sent out a great letter to the congressional leadership saying hey you know we want you all to know that you know as we look through base and actions and we look through things it's not just about the mission it's not just about if you have two runways it's about what do you provide the local area how are your schools ranked what's the housing situation those are the decisions the spouse you know work in licensing and procedures those are going to be what's going to go into our decision as well as is it the right place to find that kind of issue you know what you see is that they're moving out on that you know many states Utah just did a reciprocity bill that they passed much like your driver's license so you know when you go from state to state to state right you don't go get a new driver's license because you're a resident here and you're your license so basically that's what he'll do if you have a license in another state you basically are going to be okay if you're an academic a military spouse and there's other ones it's not just them North Dakota just passed something through the house I think it still gets through the Senate I know Florida has some amenities for the same way for active duty military spouses and you know Secretary we were out at a Holland and anybody from Holland they're not as anyone so I didn't mean but we were out at Holland and she was talking up at the Space Museum out here but it was all the leadership there local leadership professional leadership from their district and she said you know I'm also not just comparing the school system here to like you know Tulerosa or the Carlsbad or something right but she wants to compare that school system to the same that you would get in Arlington Virginia or you know I mean like you don't get to just get a wave on it because in an area at the level that we want our children that's one of the biggest things that we get right on assignments one of the bigger places where you get certain assignments into the schools that are available over there name any of our reasons it is the case for us what else what else the same being in the Arcadia I haven't heard a lot about the houses such that the program's been it has been such that we've seen going before that's a good question so the initial land was a hundred right hundred positions both at Beale and at Grand Forks inside the RQ4 mission set to my knowledge those those enlisted pilots are performing well they're doing just as well as anybody would have expected them to nobody had a doubt in their mind that the capabilities of a listed person could do that mission they wouldn't need it there's been no discussion about growing that mission set and there's been no discussion within our combat command to spread that into other areas there has been discussion outside of our combat command I know within some of the functional areas there's been discussion of that I give you my thought on it I think it's a great program I think it's a great initiative to show the capabilities of a listed person but I don't know how you can ever solve a pilot shortage or an air crew shortage by putting the person into the job that you're actually paying less I mean like I can maybe but if I'm not paying them and there's a draw on the outside form then how do I keep them and staff sergeant pay that I can't keep a major pay I can pay the bonuses equally but there's still a base pay that I can't and I know we're working through some of the bonus challenges also as they're coming up we also built it a little bit plenty right so I think there's frustration to be honest with you do I have any enlisted clients or anybody in that community in here anybody else I think there's frustration within the community and I think the frustration is because of how we build it I think every one of them should have went into this eyes wide open to know what they're what they're getting into and pay wives and all these things I think the reality is once they got into the units and they saw their sitting next to the person and they're doing the same thing and getting paid less that was frustrating to them I think they also are frustrated by the fact that we went in a heavy dose of senior NCOs in the beginning because we wanted it to succeed right people that could leave this program off from the beginning and then it could succeed what happens when you build a hundred person enlisted course in your career field and you start by filling all of the top ranks first for about five years well yeah well it's great except for when they go in there and all they're doing is flying the line because their job right now is to learn how to be like be a lieutenant and fly the line they want to know hey when am I going to start being intrigued like a senior NCO or all the tech sergeants that come behind them and then they start looking to say hey where are my promotion opportunities because all the freaking village are building above me so there's some things we have to work through there but we're going to continue on the path that we're on but I don't see expanding so I'm not saying what does the general talk about the professional officers and the DECQ is there any discussion about professional enlisted because they want to keep that same continuity a little bit about that yesterday right so they're if you guys you all hear so the command and control piece to it yes and there's some one end piece to it yes that they can get that M prefix or M is it a prefix or something so I forget the SEI and they could then find themselves in that AOC environment you know and that's where they're going to live their lives at the other ones the other one Charlie's and stuff they kind of blow in on the officer's side it's different they're talking about a new AFC to be able to to go to as a volunteer to support your career then you know track it I personally again our Air Force is very functionally still pipe break I talked to Stafford I don't know Chief Stafford he was up there doing that folks here prior to Albert doing it I thought there was room to grow in that way and make a one Charlie whatever arm any of those kind of one Charlie command control issue career filter you can track those to then be an AOC superintendent be the AOC guy because you're trapped they don't want to do that because then what happens to the one it's a one Charlie three I think it's well then they lose maybe 13 of their chief slots right because now those become functionally agnostic and anybody can fill them there's always a little bit of a pipe it's just like turning a group superintendent from a one in 3D functional group into a 9G so we can have more diversity in that group and you got to go to a group manager and they're giving up it's like I'm taking one of their children to make them and in a sense I understand because of their role and how they're trying to develop the group so I understand that's a That's a plan for the squad because there are more talks about the conversation that has changed from the past to the years and I talked about this past so we're you know I have to think about it people if not at that time then you know you look to the return investment so why don't you take some time to turn those Is there a movement Is there a discussion Yes Are we looking at ensuring that when we plan for the future that we're taking this into account in a better way than what we've done within the F-16 community Yes So that's why we're looking at the lay down of F-35s that's why this is a single piece again tragic event but it gives us an opportunity to reset some areas and we can drop three new squatters of F-35s there we have three at Hill which gives us now six conus to balance out the O-conus that we're projecting where we're at right now with F-16s is what how many conus right and how many overseas so it's an imbalance so we don't have a way to feed from a conus now we have active associates on the margins we've got Holliman you know doing some F-16 I mean so there are some margins that we can feed those fights but it's really about how we rebalance it Hey man I know the summit ended a little bit early but if we could get peace to break out in Korea who knows man there's you know a couple squatters of F-16s there maybe we wouldn't need on the pen anymore that we could go in with a D-F-E style right but I'm not saying it would pull out I'm just saying that you know so the future on how we're doing of course lay down but it's not just F-16s right so if you look at the C you know 15 Cs they're kind of in the same way all theirs are co-tonies assignments the striking was probably our most balanced I mean with the assignments abroad compared to the assignments at home allowing that pipeline for you know cells in place where we're not filling those co-onies assignments or we're going to have longer co-onies stores where we have to keep those individuals also down in the same coons on those so for all the period of time at home I said no but then I'm continuing to talk but nothing though it's a career field piece though too right so we're looking at it from a coonson to a coonson you can have people pick themselves out of 110 years how well you get a a 40 year tour over to Aviano or Spain and then you get in you stay in other four years and then you get orders to Shaw well then I got to be two years on station before you hit me anyway that's 10 years that I didn't have to I mean so the career fields are looking at that to balance whether or not we discussed for a while whether or not you should be able to go and be non-gall from a coonson assignment to those but there's a lot of different pieces that if you have a family and you're you know Aviano and then sponsorship piece and you're what we do with your family and how so there we've talked about it we just haven't what else I'll go right there and then right here so with all our aircraft um however there's a lack of parts um you know we're all experiencing which you know it doesn't matter which MVS we come from um what are we doing with our industry partners like Lucky Martin Boeing um Prada and Whitney to hold them accountable and say we need these parts we can't wait until there's you know we need you know we're planning off of you know aircraft that are already in the deep gap there yeah I think it's twofold one is there's a there's a pressure piece to it right on the so the FMC really is our lead on this right the sustainment piece of it is so there's an aircraft improvement plan they've had these for years right so you're Spoe and all of them these aircraft improvement plans this is you know where we're supposed to be this is where we're at and there's supposed to be a plan right to get from here to there and there really hasn't been a lot of attention on this General Miller our A4 has brought a lot of attention on this and now Comac is actually getting briefed these aircraft improvement plans from FMC and they're also going up to the chief staff and they're being briefed so now so the pressure is let's develop a plan to find out what it is we need to do inside of our sustainment side to get us to our readiness side there are 80 you know we brief a plan to confirm for the plan and we'll see that the other PC you mentioned is our industry partners right it's all in that same realm that's provided pressure we also have to not give them easy outfits right so when we go and we deploy a squadron or a group of F-35s to cadena but then we use gray tails to bring parts in instead of holding lockheed to the fire you know what I mean to ensure that lockheeds get those parts to us in a timely manner we have to watch that talking the same thing as we're getting ready to position F-35s into the absent AOR is that hey this can't be a an internal that hey we're going to try and work around it because that's what we do is the Air Force right and we can't get these parts here in the DHA DHL or whoever it is lockheeds using or they can't see let's us get them there in time let's us if we don't want to do that we want to hold them to their feet in the fire and let them meet their contractual requirements that's how we're going to get a plan to meet their contractual requirements the other part of is that we have to be smart in not burn our supply chains out so one in particular is the F-22 right so when you look at the engine issues that we're having with the F-22 on our current glideslope with our deployed aircraft and the next quarter was going to go in and fill that hole we were going to start running out of incidents in those aircraft so we made a delivered determination and worked with Absentom to say this rotation we're not going to have covered down on that and they're going to find other ways to cover down on that with other you know force providers and then we're going to be able to apply those aircraft at a sustainable rate to still get after our MCA versus trying to fly this and fly that so we have to balance all those requirements both on the system so does that make sense? but it's not something that's an easy solution but the nice thing is right now we have this goal that we're going to use this goal from the SETGAP and SETGAP on to be able to push everybody to meet those goals just curious how close are we to implementing any of those physical fitness changes that are discussed and just something that we can do it's all just been briefed right now I'm not aware of they briefed the AFSELF they came in and briefed the command chief orientation and briefed you guys and I think he's coming back a little bit to figure out the time how long he stays on the stage he's a great man and he has a lot of information but if you give him two hours and you want to give questions you've got to stop talking an hour and have to take questions but we'll figure that part of it out but I haven't heard of anything as far as going in front of Verona I can ping on that to figure it out I'm a fan of many of the changes that you're talking about I like the piece with the test anxiety giving people that 45 day window to be able to do it I like the did he talk about the factor you know the height weight factor a piece it's a VO2 max it's really a VO2 max and it gets you away from saying well I'm a really tall guy you know I shouldn't be penalizing because my waist is this big it'll give you the same factor you know as a shorter person and then once those are already moving out on there was discussion on the maintenance side of house we had a sidebar yesterday maintenance is one that he has up there I haven't heard anybody inside of maintenance saying we're going to a functional test be honest I don't understand I understand security forces I understand EOD I understand fire I understand our special warfare airmen maintenance is to say maintenance it's like saying well we're going to do a functional test MSG holy crap how many if the C's are in MSG same with maintenance right a sheet metal guy an avianus guy a female guy a scheduler what are we we already have lift things you know if you you have to lift a certain kind of weight and things like that I don't see that happening the random one I kind of like that too just saying hey we're going to have a DDR style type of a fitness test but I don't have to do but like five in a week you know that's just enough but it's a turn where people think oh crap man I like it today the spreading out the timeline is I think the biggest win but as we discussed at dinner last night if you spread out the timeline right to get all the efficiencies of not doing all those tests but then everybody goes in to take an early test on their 45 day mark you know what I mean it then takes another test because it didn't pass that one then you know it can balance out I don't think because I think it's going to shift their dates to knock over person you don't want to go into test in September the next year get it in July and now you're like I'm not going to test it in July so damn it Chief question out PR so with the PJ a piece of the triad leaving ACC so the PJ is leaving and leaves half the triad or two-thirds of the triad without that core piece of it how does that affect or what is the discussions on how that's going to affect us and what is the discussion on the future of rescue is the rest we know they've kicked the can for a couple years but that also creates an identity crisis within PR as well yeah I guess it's a different where do you sit you know what was the phrase where do you sit where do you stand or something like that so if you wanted I understand it I was the 23rd wind command chief for a couple years I had a little bit of knowledge of the community through that and at the night there forced within our PR that one leg of the triad anyway the 38th rescue squadron does not always deploy with the 41st rescue squadron you know what I mean but they do a spin up with those units they're going to go to so they go and they perform with them and I think that's going to be a similar type of thing right there there's still going to be a synergy and a relationship is built between the special tactical squatters and be able to have those spin ups that prepare crews to work together you know right now in Byron we have CH-47s over there that our PJs are operating on right they did the same kind of thing they did the spin up I thought it was forgetting the unit that's why I think it's so wide I think it's so wide yards out there you know so they went and did some spin up exercises to be able to do it it's back and forth on the on the HH-60s and the HCs right going over into ASOC I think out of the two I think the HCs would be a good piece of it right because they would find a lot of synergy with the MC community they go through much of the same training at least the flying part of it I think HH-60 I think they're they're concerned about being lost and not being giving I did feel like maybe a step brother or a step child or something like that I think we're going to do no harm in my my doc process and how often going through it only present forces I think we'll still find the synergies we need to conduct the training we need to do things that we need to do that platforms will still be available to those squatters on the special side of house to do all that stuff that they need to be able to do and maybe maybe it frees up a little bit more time to be able to get after you know because there's always been a draw right that's why you know you go out to DM and they've got their own little white fans blowing on them and stuff because they can't always get the aircraft available so another thing we're looking at is whether or not we need to have the squatter at Nellis the way we do now this is going to be an iron bill right we'd like to have the squatter up at Nellis just the weapons squatter up there right those are those aircraft remaining aircraft to DM and be more robust and consolidate the operation behind the scenes just there take one more question and then we'll break these up we talked about the future of the F-22 and the I'd like to know what the A-10 man that question always comes up man we're down range this money we're in Bagram and no Kandahar of course Kandahar and the guys the KC Hogs are there these KC Hogs are there right now man them guys she been ever yet lunch breakfast and the future of the A-10 it's probably the best community that loves their aircraft man it doesn't ever want to ever retire I'm talking 50 years from now they still want to be flying A-10s so what we put forward in the budget and it's not been approval we put it forward in the budget with 200 I think it's 218 we put it forward the wings for those aircraft the re-wing the restructural aircraft that's where the crowd that's where the piece is that those wings are running out of hours where structurally they're not sound so we have to re-wing so that's what we're looking at that'll cost so obviously we're losing A-10s but when we re-wing them we're talking you're good for what another 20 years or something like that so we're going to it's just going to be there'll be some squatters that'll come down based upon those numbers I don't know if that'll be on the active view side or on the reserve side or guard side of house I imagine it's probably going to be in our art component and those will be transitions to other airframes I think there was already one that was planned to come down based upon that and I thought they were transition to C-130s or something like that but there's on the guard reserve side of house so there is some transition A-10s they made a decision about the A-10 before and got swapped for you know what I mean by everybody and their brother they weren't saying A-10 wasn't a great aircraft and doing good things they were saying hey with what I've been given as far as resources and what I'm looking at is a future fight I have to make I have to pick the best worst choice right and I'm say okay we'll stop buying A-10s because I don't have enough manpower of course we didn't take the aircraft and that will build our main capacity back up but it was just a decision that they were faced in time but the A-10 is going to be with us for a while it's actually you know it goes to that light attack experiment too right we'll end up with probably some of those aircraft this year but not the amount that we had talked about with probably a handful to be able to utilize them on the prop side of the house to do kind of that light attack hey why don't we take a break we'll take for the best brief you're going to have all week either that or I'm going to set the bar kind of low and I'll do that for my partner is that in a brief later today we'll go like this throughout the day you know one of the two we'll see how that goes as chief Patton said I'm saying hey thanks Chief Patton for having us out on Majcom day I appreciate that I've got more than a couple friends you know here at this conference on my Facebook right yeah Don Pedro he's over there on it probably right now and I said and I said Facebook and he went he's one of them so I saw everybody having fun you know come Monday or so right so all those pictures popping up and Chief Patton said I got to come out and and wow everybody with the JTF discussion all right so hey those are some good questions that I heard on the ACC when Chief Patton was up here talking and asking questions you know I gotta tell you you know operational questions and that's those are the kind of questions we should be getting should be giving to the ACC Command Chief I like that so I think that's different than what we might have heard ten years ago I might be a question about a when's the OCP coming out right big uniform questions I say are we in the first art academy or are we in chief orientation right so that's good everybody feeling okay day four I know how I feel a day four right so hang with me okay I'll try to interesting alright I'll do my level best we'll get started so right there for JTF headquarters capability I'm going to talk a little bit about that that chief staff of the Air Force guidance I'm going to give you a little bit of history has anybody heard about the JTF headquarters stand up in ACC in the past anybody heard a little bit about that one hand two hands okay good that gives me an idea of how I need to do my brief okay so I'm going to talk about really two things this JTF staff basic course here and then the JTF headquarters capability and then I'm going to wrap it up with maybe some things for us to think about as we move forward because I think everybody plays at least a small role in what I'm talking about here okay wanted to start off with a quick story you can read the slides as I talk so does anybody remember the Ebola crisis a few years back you know West Africa Ebola pops up and we go hey we need a JTF and here's the story as I heard it the Secretary of Defense says hey we need a JTF we need to respond to this Ebola crisis who's on the girth global response force Chief Staff of the Air Force said hey sir hold on a second we think that for this mission we need logistics you need air you need medical you need security and oh by the way the United States Air Force does all those things pretty darn well why doesn't the United States Air Force run that JTF to which the Secretary of Defense responded how are you going to do that he said well we're going to go out there we're going to grab ourselves a two star general we'll build up the staff around them we'll reach out and we'll get all these experts that staff together and you know in three weeks we'll have our team the Secretary of Defense said Gary Valesky and the 101st can leave tomorrow and that's when the Chief Staff of the Air Force was like we need a JTF headquarters capability that's ready right now on the girth that can do missions that the Air Force would be good at so this is a a quote from the Chief Staff of the Air Force 20 September 2016 our nation requires this Air Force to be able to step up and lead these joint campaigns on the 9th Air Force we're going to build that into a core JTF staff and we're going to certify that commander is JTF commander and that commander and that core staff is going to build the lexicon and the daily battle rhythm of a JTF into its daily operation and that's what we've been doing at 9th Air Force for a better part of a couple of years down here at the bottom Air Force future operating concept and strategic master plan JTF headquarters designed to synergize all components embody with the global perspective stand up lead to support a JTF purposefully and systematically gain proficiency and joint warfare of all the composition and training of our organization to deploy the JTF certify the commander and staff as a core JTF headquarters at the operational level of war provides transregional multi-demain multi-function capabilities across the range of military operations so that's pretty important right there service retained we think that Airmen are going to be pretty good at running JTF headquarters have we been in the JTF business before? absolutely we've been doing this a long time but with the core United States Air Force service retained headquarters that's not something that we've done in the past so we think we're going to be pretty good at that service retained GERF aligned that's pretty important too GERF you saw DFE in the ACC brief dynamic force employment you might hear terms like IRF immediate response force contingency response force those are all terms that go along with global response force as we have today multi-domain and multi-functional the chief of staff's direction to us was you're not going to be aligned to a COCOM and you've got to be that last sentence across the range of military operations prepared to do that so at the lower end humanitarian assistance disaster relief security cooperation maybe enforcement of no fly zone maybe integrated air missile defense all the way up to kinetic warfare be ready for anything and that's the path that we're on because that's the guidance we got from chief staff of the Air Force chief staff of the Air Force guidance headquarters 9th Air Force transforms service retained GERF aligned JTF capable you know this this line isn't I don't have a bullet up here for TFI but I think it's really important that I take a second to talk about that we are fully dependent on total force integration to make this work it says we must maintain our current OT&E day job that means when we're not on the GERF every third year so we might be vulnerable to deploy there's two years where we're training but we need to have a day job and that's OT&E we need to be light and lean we can't build this staff up like the 82nd Airborne and do hundreds of people to do this mission light, lean, agile still have a day job we rely on the total force integration to do this Guard and Reserve will form almost half of our core JTF staff it'll be half from the 9th Air Force staff and almost half is going to come from the ARC and that's split pretty evenly between the Guard and the Reserve Guards got 25 Reserve got 25 we got 60 so 50 ARC 69th Air Force staff 110 core that's how we're going to move out the door if we get the call 110 core that two roles where it says supported and supporting is just a couple different ways you could use this capability the supporting piece if something popped off in say Indopaycom and they wanted a JTF they could probably man that JTF right there in that cocom and they'll build up their own JTF with the resources and the personnel that they have and they might say hey we need some com folks we need some planners and 9th Air Force might come in and support their effort we wouldn't lead it but we'd support it the other one is hey we're on the girth sent comms they need JTF and they say bring out your JTF and you're leading the JTF and we'll fill out that JMD later so we could be the supported agency or we could flow in and we could support some other JTFs we have that capability and we want to help increase our role in Air Force joint and United States Air Force exercises 9th Air Force and AFSEN has been separated since 2009 that's not going to change we get calls every week about something about AFSEN and 9th Air Force is not AFSEN anymore we haven't been for a long time that career path is pretty important it says 06's but it's really for anybody it's the right place the right airman the right time and the right job with the right training to do this right and to do this well and to help us gain credibility in the joint community we really can't fill our directorates and our staff with folks that are hey I just need a job because I'm going to retire here pretty soon those 06 bills they get group commander credit these are some airmen that are on their way up they got a fruitful future in our Air Force and they want to come in here and do that business if we didn't have that I don't know that we get the right airman the right place and the right time with the right set of skills so we're working on that development plan for our 06's and our enlisted folks expect personnel machine challenges yeah we all do that and let 9th Air Force chart the path for the Air Force we're not going to be the only JTF headquarters in the Air Force I think when this is all said and done and as we move forward over the next two to five years or so there are going to be some others some NAFs that I hear the most talked about are one of them's 18th Air Force is what I hear anybody else or anything you've heard any other NAFs or JTF? I think each of the reason why they need my GAP everybody know what the AFSIG is? do you have a focus area discussion at some point during the week? so the Air Force Strategic Integration Group this is a newsletter that came out in December 18 so not too long ago a handful of months I don't think you're going to see anything about the chief staff of the Air Force number two focus area where they're not going to mention the work that's going on in 9th Air Force it is going to be part of that discussion and this was in their newsletter timing from crisis to stand up of JTF is about six weeks commanders chosen, headquarters and staff to go forward to design a campaign integrated joint allied interagency teammates and execute military operations the force we need demands at that timeline be eliminated that's why we need to have our JTF capability stood up at all times and ready at all times ready on day one of the crisis to go as a fully qualified team 9th Air Force leading the way on this model future CNAFs will be identified I highlighted the CNAFs in red because some of the NAFs we were talking about are not CNAFs so it's not just CNAFs 9th Air Force expects to have the core JTF certified by December of 18 and we did that we are at IOC now what I want to mention here too is that we're not trying to replace anybody we don't need the army to think that the Air Force is trying to take over our mission set we're the JTF leaders two MEV and the Marine Corps could say the same thing that's our job, that's what we do what we're trying to do is offer just another arrow in the joint quiver we are giving another capability, another option to the Secretary of Defense when a mission comes up and they need a JTF hey the Air Force has something to offer and oh by the way we're going to be pretty good at that not taking anybody's job are there maintenance chiefs in here right? some maintenance chiefs see the head and eyes from the back there how about three papa's any cops in here too okay I put pictures in my slide for you guys if everything I just said didn't make sense that was for you John three papa's in there I think maintenance and cops we're cousins we're pretty close but I got some pictures in here for some chiefs out there Air Force product 2018, this is just an OTE slide right? we do organized training equip there's some mission sets in 9th Air Force that we execute every single day then if you look at today we've added these things we didn't stop that but we've added this and what you see here is some of our staffers kind of going over the battle rhythm and how a commander's battle rhythm what that would look like across multiple time zones and how B2C2WGs board bureaus center sales working groups and all those meetings feed a next meeting that feed the decision cycle for the commander that is not easy to do and I'm glad I don't have to do that that is very hard over here you'll see some A1 folks they're at their machines and they're doing joint reception staging, onward movement integration JRSO and I that's what those folks over there are doing this is some joint A4 got a senior match star in there sitting next to his army brother getting after logistics and then that's a JPRC over there so we got some personnel rescue folks doing some exercises with us right there and that's our that's our tentage, that was our MRX is there any combat com group folks in here no that was only possible because of the 5th combat com group down at Robin that helped us out during our mission readiness exercise that got us to IOC and qualified us in June so we do both those things and it's pretty busy for our staff for sure so moving on to my second bullet I said I was going to talk a little bit about the joint staff basic course that we do right there at Shaw and I'm going to give you my personal opinion no, I'm not saying I'm 100% right I've been wrong before but historically how we filled out JMDs in the Air Force just wasn't up to Air Force standards it just wasn't there was a JTF out there that needed 50 bodies of these grades by 1 January maybe by 2 February 37 bodies showed up with no training and they might or might not have that grade requirement and that's generally speaking our history filling out JMDs in the United States Air Force the AOC we will fill that 100% we'll make sure that that organization is ready to rock and roll but the joint staff we just didn't do that as well as we could have so I'm going to talk a little bit about that training piece I think we need to gain our great back with the joint community we need to fill our JMDs and we really need to provide the right training for those Airmen before they show up to work in that joint staff and that's what this class is designed to do so it's taught by Air University we got some instructors that come down from here come up to Shaw and they teach a 2-3 week course so right up here this top bumper sticker tailored joint training for Airmen assigned to joint staffs we started out with just CGATF OIR so if you're going to go to Arif John you're going to be part of that staff and this started when you were still there Chief Batten probably around early 16 maybe where you had your first course you were going to go there you were going to come to Shaw and you were going to go through a couple weeks of training before you headed out we have recently opened that up you're going to be on the staff that works operational freedom sentinel or Resolute Support in Afghanistan you're going to come to Shaw and you're going to go through this staff training before you go okay everybody's familiar with line remarks it'll tell you whether or not you need to take the training it's really not AFSC specific now if you are going to be in these agencies right here you might have to go to some other courses you might have to go to a joint exercise or this JSJ7 training you might have to do that what I'm really focused on is this piece right here and that's the course at Shaw and it's broad joint education I'll talk a little bit more about that on the next slide it is essential that we strengthen develop development of airmen who are not only steeped in business fair power but also knowledgeable in how we optimize every component as part of a joint task force so the first week those are the subject matter discussions that you're going to go through in that first week and you'll see how it kind of builds on this little LEGO block here creating joint staff headquarters capable airmen forming organizing concepts joint functions management processes and application exercises that's the second week right there com rails are never easy anybody been deployed on a staff before down range been assigned to the staff I see a couple head nods difficult they go through some of that they go through all the steps of the joint operational planning process and they get current intel intelligence updates for the AOR that they're going to and we will reach out and we'll get some leadership from that staff and they will VTC in with the class and they'll get a chance to communicate with them before they head down range here's another huge benefit from that hey the people that are in the class or the people that are probably going to be working with when they go down range and they're already starting to network and team up a little bit before they head down there to do those jobs historically you show up you might get a left seat right seat for a couple days you might not and oh by the way you're attached to a huge army typically an army organization and you're bolted on and you're small you're one or two you know what happens you might get pushed to the fringes and some of those staffs so that networking I think is pretty important that they do with Shaw as well week two they do some more intelligence operations course of action process and then they table top staff estimate op-ords they write a frago and we take op-ords from the operation that they're in if it's Freedom Sentinel Resolute Support or OIR we'll take that op-word and they'll write a frago they'll give them a scenario and then the class breaks up into pieces and they write a frago alright any questions about the course we'll move on on some snake charts on how we built the JTF headquarters over the last couple years yeah go ahead not with the JTF staff basic course but we do use them when we exercise okay good question yeah there's an opportunity there we recognize yeah Arsene right there on our patch Afsene on our patch too and we do use them absolutely good question it's very deliberate to ensure that this one is known because this is not an Arsene class for us to be Army to go in it was a 9th Air Force so it was deliberate to keep it separate but utilize Army when we could okay this is this is kind of past to present alright so I'm starting I'm starting here in October of 16 on this snake chart and on this left hand side it says capability you can see on this snake chart our path up until just a month or two ago January 19 this kind of stops we got our initial operational capability in December of last year yeah I got a slide for that alright so hold on one second I'll get to that good question Corona South Decision Briefing 9th Air Force JTF headquarters evolving 9th Air Force and expeditionary JTF capable headquarters right around here we started our joint staff basic course around the start of the year in 17 we got authorization for some additional billets so our staff did grow our staff at the end state will be about 91 folks or so and right now we're in the 50s so we have the billets we just don't have the people that stuff that you live through all the time you might have an authorization but you don't have a body and they're doing that job that's kind of where we're at right now but on the TFI piece again we use MPA days a lot on our staff to fill that gap and keep that capability and we're in lean con trying to make this work on a shoestring budget and TFI is helping us out quite a bit so JTF certification plan approved how to say TAF July 17 I kind of want to talk about these just for a second about once a quarter we were doing a staff X to get some reps on forming a JTF and doing some planning what you'll see here is UCOM, PAYCOM US Forces Korea and AFRICOM we did real world scenarios every time we did a staff X I can even come up here and our MRX2 was a that was a SENTCOM scenario and we were working against malign Russian influence in in Afghanistan that was our task build a JTF counter malign Russian influence in Afghanistan that's a tough job right there so these are real world we didn't do unicorn land invaded fairy land and this is what our JTF headquarters was going to do we tried to use real scenarios and even our products and our output we offered those to the leadership of those COCOMs so they could take a look at that maybe there's something in there they could use free chicken got some planters together we thought through some problems here's our products some of you are probably wondering what this dip is right there anybody got an idea the time might help a little bit what happens in the summer swap out every single director 1 to 8 left us right there they all left so all these exercises we kind of built up our capability here and then everybody swapped out in July we had our MRX in January and man we needed to get it up right here so did a south com sent com we trained with the jack anybody know what the jack is anybody an AMC used to be an AMC joint expeditionary capabilities command joint enabling capabilities command excuse me they're JTF they're joint this is what they do and they've helped us out quite a bit to help spin up 9th Air Force and that was our MRX in December 9th Air Force declare IOC as a JTF headquarters following a certification events that demonstrates 9th Air Force staff arcaline personnel capability capacity to plan, prepare, execute and assess JTF operations in unified action to operational level military activities that's where we're at today I got an FOC slide coming here in a second yeah go ahead so I don't know what a CRW does as much as I know what a JTF might do but my limited knowledge on a CRW is they can do air field authority they got a mark, they got maintenance they've got port and they've got security right we're a level above that yep you're right good question no bad questions yeah if we wanted to kind of think through using the paycom scenario you know their staff might form a JTF and the two star general the CG that's in charge of it might come from the paycom staff and then you'd see the JEC roll in with their team and they'd start off this JTF and they'd form with that that cocom staff the CRW might show up right around that time you know the CRW might show up right around that time and support that as well and the 9th Air Force might flow in and take over if they needed us to at a later time but the CRW like he said would support the JTF what I wanted to show here is when we we had our MRX that yeah we had a lot of Air Force units there but you look at the numbers they're kind of small from each organization but good Air Force representation we had the army there with us there's our sent there's some R sent synergy right there one we had them with us Bragg, 82nd Airborne JEC as I talked about a minute ago we had some sailors there with us the 2nd Marine Expeditionary Force had some folks there with us the J7 was there and then we have we had some coalition with us too so the Brits have a standing Joint Task Force there and their Air Force and we had a handful of them with us and we have a Wing Commander on our staff full time 9th Air Force so you can see all the 3 letter agencies that came out and supported us and these are like ACPs and senior mentors that came out to and they were really valuable to the operation let us know what we needed to work on a big long list of folks that were senior mentors for my boss as we went through that exercise so very joint and other governmental agencies and so on so to get at your question our March to FOC what does it mean we're FOC this is how we're defining it FOC is a JTF cable headquarters we have 90% of the people that we need and we have all of the required mission critical equipment and I'll talk through that a little bit here on this snake chart exactly what that is that'll give us the capability and the capacity to plan for fair execute and assess JTF operations so again same kind of chart capability now we're starting January 19 and we're going to move all the way out to January of 21 FOC will probably be around December that actually excuse me at 21 is a mistake that's 20 no that is January 21 is December of 21 we'll have we plan to have BFOC excuse me so we have the C2 summit out at WebTAC in this spring we're going to be doing a blue flag exercise with AFSouth Pacific Century following that this again you know not as drastic a dip but we're going to swap out some directors again we're going to have to constantly spin up that's life in the Air Force right ACC force optimization we might be doing some changes and we might have to refocus on how we organize a little bit there so that's part of that dip so this FCP stands for flexible comp package we got some comp folks in here okay you probably know more about this I learned the term enclave you know I got the system I can have three different enclaves I can have nippers zipper jwix bices those kind of things for coalition forces right so flexible comp package is just the way we communicate and the way we do C2 we got to have that capability in fact we need two of them one that we can exercise with and one in war reserve if we really needed to get out of town you know we pick that kid up and we just go so that's common equipment that's tense that's you know screens phones computers chairs signage paper printers all those things when I say flexible comp package I'm talking about that whole tense setup that you saw in one of those pictures so how long is the tenure well you saw my previous slide last summer we lost our directors and then we're doing it again the next year right yeah so I think the plan is for these folks to go down range for a year right so they're going to go down they're going to work on a staff they're going to real world execute all the training that they've that they've received in ninth therefore they're going to take that to a staff and they're going to water the joint community's eyes with their skills and their abilities and then we're going to bring some of those folks back to Shaw to continue that um C2 summit comes up again at uh at Nellison is that timing right January February Viking is an exercise that we'll do with uh some coalition partners mainly Iceland and that'll be our really our certification event for FOC that's where we'll really command and control forces we're going to be out there with the joint and coalition community exercising a real world scenario and again controlling forces that's us getting reps summer PCS cycle again pad and P plan complete we've got all of our flexible compacted stuff here our TFI manpower again it's really important that we have habitual relationships with our total force partners and they can flow into our staff and that we've trained together and then come December our plan is to be JTF headquarters capable in December of 2020 not related to what nope yeah yep we set one of those up during our MRX and we were able to go up to TSCI yeah we just recently got some folks we set that up we really didn't have um I didn't grasp how difficult it is to set up a DTF somewhere on shop proper but um to have TSCI and the requirements and cameras and access and do we have a direct line to the BDOC on the base we had actually we had airmen sleeping in that overnight but we do have some we have some experts now and com, intel and security that are on our staff right now and they're going to help us snug through all those things we also had the joint communication support element JCSC is part of the JEC they're really good at what they do and they gave us a lot of information too so fifth combat com group JCSC and some of our staff we're kind of moving along on that making some good progress yeah okay thanks to you for pointing out those two other guys cause I'm going to have to I'll be looking for you guys on a break you know okay we're almost there uh future considerations you know um really the top three main bullets there our ninth Air Force Major General this is myself telling ACC hey we're doing this on a shoestring budget and eventually we're going to have to get resourced the way we need to be to keep this moving along if I'm talking about a bunch of com equipment that means people right I mean people have to maintain that so we need additional bullets for the fifth combat com group um TFI is not going to move forward we're not going to be able to exercise with them identify those people build those relationships until we've got money to put towards those positions and bring them on active duty so uh training and resources ARC mandate as I mentioned exercise funds plumbing and FY 21 keeping our software procurement and refurbishment of buildings on path on a good glide path and then we had a say taff of Shaw actually they might still be there now but they showed up this week what we need as we move forward towards December 20 FY 21 I underline these two right here because I think when I said earlier about the small part that everybody in this room kind of plays in this JTF are really these two bullets here you know the Air Force culture and experience limitations and sister service perceptions and building credibility we expect to be the fat kid at the punch bowl you know waiting to dance you know I'm tapping my foot and I'm at the punch bowl and I'm just waiting to get out there on the dance floor that's going to be 9th Air Force JTF when we start off but when we get asked to dance we got to be like Kevin Bacon out there right we got to cut loose and we got to be good at our business we might be the JTF dog walkers you know for a year or two but our hope is as we get out in the joint community and we're exercising with our partners you know maybe some naysayers will eventually be sitting in a room in a back of a room and they go who's on the girth 9th Air Force they go I don't know if this is the right mission for 9th Air Force and there's a guy in the back of the room that knows about us and worked with us and said hey you know what I was at Northern Viking with those guys and girls they're pretty good and then maybe we'll get out there on the dance floor and we'll shake loose right so uh everybody can help with the perceptions and the culture you know someone mentioned our sense close to us right and there's some capability there are we fully taking advantage of every opportunity for jointness if you read the AFSIG newsletter and you talk about strengthening joint teams and leaders and you read about 9th Air Force and what they're doing you go that's great 9th Air Force is doing some joint stuff that's good that's how the Air Force is doing joint stuff or do you read that and go can I do something can we do something maybe there's an army organization down the road you know maybe you got some Marines on your patch maybe you could send some airmen to Lance Corporals course you know something like that I was down range in 332nd Air Expeditionary Wing for a year and um we had bases we had army and we had Marines too out at Al-Jabr and when I went I was like hey how are we integrating and learning from each other is there anything that we're doing to become more joint today we're gonna wait for the JTF at headquarters 9th Air Force are we gonna make our airmen joint today I think there are a lot of opportunities out there and if we just look for them take advantage of them there are things that a lot of you probably could do to speed up the jointness of your airmen again perceptions and building credibility that's what we're trying to do we're getting out there we've been to most co-coms my boss and I and uh we're off from free chicken we're like hey we're free chicken you got some exercises coming up in your co-com we want to come out we want reps we want to build our capability we want to be credible in the joint community we'll spend the money and we're gonna come up there and we'll help you out and you know what they want us they do we thought maybe there'd be some hey we're good we're good they're like no every senior leader we talk to we'll take it we like free chicken what do you think I'm doing pretty good any questions for me yes ma'am the JTF's not it sounds like a presentation of forces kind of question chief batten can I phone a friend on this one you got any intel on that one can I run a transition plan for e-meds or how we're looking to better align I can get with general prefix over SG but he's right that the JTF again that would be kind of like I say with the CRW that would be a capability there is but it's it's a lot more focused on what's going on with the DAAK and how we're gonna maintain that readiness yeah that's a good question and sounds like he'll take a look at that you know our answer in a JTF might be the comfort might be the hope you know anybody else alright hey thanks for your time again you might have airmen that have been to Shaw and went through that course you know so it might touch some of your airmen maybe you haven't gone but they might go to that course and not ask them hey what do you think what did you learn maybe you could bring some of that back to some other airmen in the organization and talk a little bit about what you saw the joint staff basic course again there might be opportunities on your base and I just ask you to put some thought into that and can we build joint airmen on your base and I'll close with this last comment here we spend a lot of time trying to build joint knowledge and joint experience and when I stand up in front oh by the way every joint staff basic course my boss and I we're getting the frago breeze from the team so we're invested in this course it's not something that happens over here on the peripherals we're going to a number of events as that course is going on because my boss used to be the deputy CFAC and he's got a lot of experience in the joint world in that position so he brings a lot to the course but I tell the students when I'm talking to them that hey think about this you know there might be an airmen out there that knows all the ranks and all the services and if you look at their joint experiences and the time they've been on some staffs you know it might total up to 6-7 years and we look at that person and we go man that's really someone steeped in joint and an expert in joint and maybe they are or you might have an airman that actually has none of that time but we've grown that airman to be a professional airman and they don't care about who gets the credit they don't look at someone across the table and Air Force to do this you know and get the credit for this they're just a good teammate and they just are mission focused and they have these characteristics of leadership I know my business I'm an expert in my business I don't care who gets the credit I'm going to come together as a team and we're going to execute the mission and we're going to win I'd say that airman is very joint they're prepared to succeed in the joint community I'm worried about who gets the credit and I'm going to fight and I'm not a very good teammate and there's only one way to do it and I'm going to strike a target with only Air Force assets I would tell you that that airman is probably less joint than that brand new airman that just comes in and says I want to be part of the team and I want to execute the mission and I'm going to stay mission focused and I'm going to be open to new ideas and new things and I'm going to learn in this job if you're that airman because joint is not time it's not experience it's attitude joint is attitude and I don't need you to spend time with a soldier to be joint I need you to be a damn good airman if you're a good airman, guess what I think that's going to translate to joint pretty smoothly again that's another cheap-weight opinion over to you bud and I share such a cheap-weight opinion there is my opinion so the purpose of this was to let you know that there are things that we're doing within ACC within our Air Force to develop people to be prepared to go and work in a joint environment whether that's a standing ongoing operations at a sojourn for a dyad for something out there in the world going on right now or if it's future to where we're going to have our own capability within the Air Force to be able to do that we're going to work on a joint we're going to have a discussion with regard to developing joint leaders and you hear quite often I hear like what are we going to do what are we going to put into our PME what training am I going to get to be a joint leader and I go to like what Dave just said I mean what do I need you to know about being a joint leader I don't need you because many of the joint environments you go into joint is spelled A-R-M-Y why is it spelled A-R-M-Y well because for many years we never filled our J-M-D positions right and if we're going to go with the 10th mount division somewhere right we only fill 37 of our 50 positions guess what they're going to do they're going to fill the other 13 positions with their soldiers because they need them filled so that's why these have been predominantly large army organizations when you go into them but I do not need you to come out of a deployment or come out of one of these things saying hua every other word man we didn't send you to a joint environment to speak army they needed you to come in there and speak Air Force right and be a great player in the position you play right you can't go on a team right my favorite team right the New England Patriots you can't build a New England Patriots right with just a bunch of crappy players right you just can't do it you can't pull in a bunch of crappy people that don't really know how to do their own job right you have to pull people into your team that know how to perform in their position and then you have an organization that can bring those great position players into working as a team that's what a team is about but we have this mindset in our in our world in our Air Force you know that we we need more joint training we need somebody to teach me how to be joint we need no we need to continue doing things we do we need to get better at some of the ways we're doing it and we're doing pretty darn good about presenting our courses to the joint environment what I think we have service entity to be honest sorry I got my notes on my my key you know that's what happens when you go into a briefing and you're listening and you're like damn it I should have brought my notebook in here because there's things to write down I hope you guys have been writing down where our problem is I think in joint integration where we lack in joint integration but it's okay is not the joint organization the joint interaction per se on us being the position players and us being to integrate with a team where sometimes we get frustrated is the joint systems right so you go in and you start operating now in an army system or a marine system of operations right you're on a different battle rhythm that's what takes a little bit to spin up but when you're talking about developing joint leaders I'm telling you it's all about you being good at what you do not being good at being say who you know what I mean or another term where I'll tell you so service envy right this is still part of joints so deliberate development let me start with that for deliberate development to be joint leaders right people say we don't we don't even talk about that with our high-year seniors right oh we can't compete for these joint jobs because we're going to get these serge maters that have all this time or we can't do this what are we talking about we're sitting at stratcom we're sitting at transcom we're sitting at african we're getting ready to sit at ucom we're sitting at disa we're sitting at ditra we're sitting at nro our chief mouse sardons compete very well for combatant commanders in joint jobs because they are great leaders that we've developed some will say well it wasn't deliberate it wasn't deliberate to develop somebody like a jay france to be the transcom guy he came from a fmc it wasn't deliberate but it's deliberate about a lot of these positions there was no deliberate development to where there was a track that somebody said frank patin's going to be the acc command chief shoot i almost retired three times along this path just based upon running out of room and what was next it's like oh crap i guess i'm retired but there was a deliberate piece to the fact that they kept giving me an opportunity to grow myself and become a better leader and to get a broader sense of things to prepare me for the ability to take on this position that's the same as deliberate development deliberate development my mind doesn't mean that i'm preparing dave wade to be the next sent com person i'm preparing dave wade to be able to handle things he needs to handle in his world right now and prepared to go to the next level and operate in that environment but we do this quite a bit in our service we sit here and say man you know the army has such a better fitness program than us or the army you know why can't we go like the marines the marines have two tracks why can't i go and be a master gunnery sergeant and stay functionally aligned or go be a sergeant major and be command aligned just like the army does it why can't we do this in our air force man they've got such a great program good lord what do we have in ours oh that's right we have a way that you can go be a squad and superintendent which is a functioning line job you go be a group superintendent which is for the most part a functioning line job and then you can go be a career field manager which is a functioning line job or you can go over here kind of do the same and go be a command chief oh and what happened oh wait a minute you were a wing command chief and then the career field manager spot opened up and you're the most qualified person here let me step back across this line that i can't do in another service and go back into my functional community and perform there with the knowledge i had here or step from this over to here i'll tell you we have to stop thinking about our services that it's not as great as what it is in this joint community we are very well prepared to lead in those environments you all know it you've been in those environments i spent a year in afghanistan and i'll tell you what they love they loved us they love the fact that they could bring in any of our airmen any of our nco's any of our senior nco's onto their team and within about a week they integrated in that team and were performing at a higher level than their soldiers we had staff sergeants in afghanistan teaching army logistics to the afghan army better than the army logistician could teach his own course right and they work in different things with their categories of supplies so that was the point of bringing this right is that lets you know that we're doing things within our air force we're getting after the joint concepts and we've developed this joint task force to be able to go forward and in the future be a presentable force for for those senior leaders in our country to present forces and get after the things that we need to get after any questions or comments on my soapbox there i tell you man i love this air force we have it right i mean i've had a chance to work with the other services i'm saying they don't have it right but we have it pretty damn right you talk to those that have had a little more time in the joint environment they'll tell you the same things there's definitely things we can learn from one another i think we need to continue to learn it and we'll do that now we go ahead and take it to the break let's just do like let's do like 10 minutes this time a little bit more more optimization now we present the forces one of the ones that is going forward actually my boss in much of the 24-25th leadership was together this week in San Antonio while i was here with you all i don't know which is a better balance of my time but i enjoyed this week with you all and i'll get a back freeze from them on what went on but we were doing more of a tabletop exercise and kind of running through some of the drills and now we're going to pull the 24th and 25th Air Force together roughly the time frame is what we're looking at doing the number one rule on all these changes our number one goal is to do no harm right as far as to the missions and the things that we do there were many different goals that we explored about keeping them separate maybe taking some from one and putting it in the other taking some from one and putting it in another now but the bottom line decision was made we're going to put these two together there is several concerns with regard to those organizations as you can imagine there's a lot of authority that are based inside of those both on the cyber side and on the intel side on the cryptological side and ensuring that one person that's wearing those 15 different hats now and the developmental tracks for both the intel cyber and there's a flying piece in that also because we have large wing ISR how far right you guys are talking about the 24 and 25th Air Force together the timeline is this summer so there's a lot of things that we are working on this week to look out for you know as far as our command structure will be what the staff will be in the organization inside of it there's also discussions on whether or not inside of those we have a task force like with regard to cyber with regard to intel with regard to the electromagnetic spectrum and in that also to provide an opportunity for growth on those mainly on the officer side as far as what they're looking on the track but also on the illicit side on how we grow those next cyber intel and electromagnetic spectrum leaders and operating those domains some of the changes that you'll see is some of it will maybe cross lines across the wings there's some of the intel side that's better suited in some of the cyber wings that are already operating together at many of our NSA locations there's other pieces to it like the 5th combat com that you can see maybe coming out of that organization and slipping over to the 9th Air Force and I'll talk about the force optimization piece of it so that's kind of what we're looking at and that is moving forward and it's going to be a fast pace and do no harm is what the goal is because we stopped to provide the same capabilities to those COCOMs and agencies that we've provided to right now so we'll continue to move out that direction with regard to the other now so 1st Air Force will pretty much remain unchanged this is the discussion right now Warfare Center will pretty much remain unchanged there was a talk about whether or not we should do the 5th or 5th over the 9th Air Force as a command and control kind of a nap that wasn't what we decided to do with the internal reorganization within those wings Warfare Center has been discussed but the 3rd wing has some initiatives and so does the 5th or 5th so they'll work that with the 9th and 12th so you heard the term CNAP I don't know if you realize that CNAP but Component Nap that's what I was meaning when I was saying how we project forces or interact with combat commands 3rd Air Force is the CNAP and you know our CNAP to AFS South is the 12th Air Force 9th Air Force used to be a CNAP when it was 9th Air Force slash AFSINT because AFSINT was the component piece of the nap we split that back in 2009 and yes the whole time I was in the 9th Air Force they were like hey how often do you get down range I know AFSINT isn't us anymore hasn't been for many years so in this 9th Air Force 12th Air Force construction John I'll tell you they spend probably 20% of their time and the majority of their staff is staffed for the AFS South component piece it doesn't mean that they're not doing a good job of doing the organized training quick for the wings that are assigned under the 12th Air Force we feel though that there would be better synergy in organizing training for those forces to have them in the one nap so shifting all of those wings to the 9th Air Force and then AFS South would be 12th Air Force AFS South and their focus would strictly be on their component piece much the same that AFS South and then those wings would align inside of 9th Air Force so they would basically have all the combat Air Forces in them as kind of a force provider as well as our personnel personnel rescue personnel recovery personnel recovery personnel recovery and then there's another wing that we're looking at standing up in there again these are all bills that have to be paid we have to find the manpower for that but in agile combat some more type of wing a little bit different than the CRW question that came up this is more where we could take our red horses we could take our 820th BDG we could take our 5th Combat Calm there's even discussion with you know can we go to AFMC and maybe steal their bare base you know what I mean and I'd say steal you know it would be more lying to have that to where we have an expeditionary style of a wing that can provide those same type of functions to go maybe even align with our JTF as the support piece for that another one that stands out in my mind is even the 53rd Air Traffic Control Squadron out at Robbins it falls underneath the 460 burst it really seems a little bit off because they used to be a 5th Combat Calm and they're not the same as the JSTAR mission but they go for the open up tower operation of air traffic control operations in four locations and that's some of the things that we're doing on that piece as far as the NAF there's some other issues that we're taking at a lower level with the wings is what G-Storm is going to talk to you a little bit about where we were and where we're at with Mountain Home there was multiple MAGCOM Commanders that wanted to try similar things within their MAGCOMs it was briefed to the Chief and the Secretary during the Corona they gave us the OK to do one and after some meetings that we had with the Secretary not just to do one but to actually use a control measure and actually figure out how can we see if this works or not so right now the 12 inside the 12 we're doing is the 366 our comparison is the 4th Bidering they're pretty close as far as what they are one wing one boss type of thing same aircraft there is an F2 piece on the Seymour Joseph piece but we have the Singapore of the Mountain Home so there's a little bit of the same so in the years to follow we can kind of look and see how this goes we've got two years to do this experiment we're not quite a year into it and we'll go through and we'll measure that the premise of how we want to do these wing organizations and even what we're doing with the NASA is really to push authorities and decentralize like I said in the beginning to give squadron commanders to control what they're doing within their resources it also gets at the limit of a manpower piece people say well what about the group commanders what about the group chiefs how do we develop the group chiefs that's what we'll get in a few years it's really removing the groups to go with some deputy commanders there is if you look at year groups on the officers there is some year groups in the future years we're going to have some troughs with regard to 06s based upon where we're at with year groups and Ed shakes from maintenance guys in here earlier maintenance group commanders typically do two maintenance group tours why because we don't have enough of them to have them do one and then go do staff time we're one of the only services too that has 206 command levels so we have a person do a group command and do a wing command instead of in our other service they'll do their command at that 06 level and then they'll go work in their joint staff or something build the credibility build those linkages and then go back one star level and then go back so it gives other possibilities on the command chief side he's been asked to me and I've worked with both my peers the AFSELF as well as across our command I don't see that we're going to lose anything on the developmental opportunities for chiefs if we didn't have a group chief in an organization in the initial phases why do I say that well right now as a command chief at a wing I deal with my group superintendents right well now if I'm a command chief and I don't have group superintendents who am I dealing with on a daily basis I'm developing I'm working with those squadron chiefs and bringing in further along there's also some pieces in the organization here which gives a squadron chief a little bit more breath and a little bit more experience across just their own mission set and then there's key positions within their A staff key mass sergeant and development currently my rough numbers on the last candidate list for command chiefs about 60% of those that were on the candidate list had served in some capacity at a group level the ones that hadn't that are on the list served what per sergeant, staff assignments things like that so that's why all of us that are sitting it's about 70% of us that had some sort of a group experience but to tell you what looking at somebody's record and seeing what the chief is it's kind of like a I don't know what this number is a word I'm looking for but so look at my reference right don't base, please don't I'm going to be like chief pat and I'm going to he did it so I can do it right I got hired to be a group chief as a senior mass sergeant because I was at Versailles just like you all if I'm not being chief I'm going to be the overage and the ops group as a maintenance guy is his chief right now I'm going to be this guy to be my next ops group chief at the time they did whatever the waiver was required I didn't have a timing grade thing or anything like that I just sat in that seat for four months as a senior mass sergeant it was an ops group chief and then 14 months later what was I I was the command chief for the 23rd week 14 months after someone on chief not 14 months after taking an ops group job so they'll say I think I was an ops group chief he's a group chief so he was definitely prepared to be the 23rd big man I was not prepared to be the 23rd because I was a group chief for a year and a half and that was a tough job it was a steep learning curve but I had been prepared like I said earlier for opportunities in the way I grew up where I could lead at the level I needed to lead but then I did two years of that at that wing I did another year I did another year to win I did two years as an ops and I kind of baked in other areas there's people out there that don't have group experience is my point or they're a first sergeant for three years and they worked in some position they did so if we just blanket say this stuff I'm not concerned about the development of chiefs in these organizations and how we'll have a pallet of qualified individuals to serve the command chief roles a couple other areas that we're doing similar things in mountain home and then I'll get off the stage and let chief storms talk through this one is the 20th fighter wing down at Shaw has also done some stuff inside of their maintenance group I think there's a little bit of it in the mission support group or more of the maintenance group where they've decentralized some of the things like phase scheduling to get after although we can't do an organizational change we can get after the thing and spreading out these resources and putting it back into the commander's hands to be able to get after group positions even down range we've looked at so sometimes we get pinched by the force management levels FML how many boots on the ground you can have in Afghanistan so as we're going through some drills in the future they're looking at Bahram cutting down the amount of groups they have so if you're not familiar with the normal with the current force structure of Bahram and Kandahar Kandahar at one point was a wing it stood down to it to be an AEG it still is currently an AEG so Bahram is going to go to one group with Bahram also as an AEG not have a mission support and not have a MXG not have an OG they'll still have a medical group based upon the role brief there with that MXG MSG and OG will now be an AEG so the wing commander will have an AEG and Bahram will have an AEG at Kandahar and that's another way that we're kind of decentralize a little bit pushing things forward down to the commander's with the intent that in future fights right we need leaders that can be autonomous at times right you've already given them direction and intent now we're disaggregated or not able to communicate based upon you know the lack of maybe agile flexible comms and they can make decisions and go forward to do the things we need them to do and not be relying upon I better ask my commander before I go and do this so that's kind of a little bit of the premise of before we get into this brief what I'll do is I'll turn it over to Chief Storm so he can kind of walk you through that and I'll come back after so that we can talk any questions that you all may have about what I just told you going on with the NAFs but we'll keep moving and then we'll try and break it no later than 1140 so that we can get out there to get our first choices alright Hey so John Storms on the command she's been 12 there for herself obviously in our role as the NAF at 12th at the 366th while it's under us and I'm going to throw this out there right now this is a pre-worked experiment there are four folks sitting in their products room that are living this every day and I'm going to lean heavily on their opinions and their experiences so if you have questions, by all means throw them out and if I have a funny look on my face I'm going to look at one of them and hopefully they can answer for us alright things we're going to talk about why are we trying this experiment I can see up there the eye charts and increased readiness issues with the medical community we support all of the folks that are being seen in the clinics on a daily basis excitement squatters Frank just touched on that with that extra layer the group between the wing commander and the squadron commanders and just the ability to continue developing joint leaders this is not new you see this thing back from a general creature attack merging ops and maintenance curtain from wrong but in our lifetime we've done this before, this is nothing new we're going to make this together but I think you'll see there are some differences from now of course former wing structure you see everybody's aligned under a group it's functionally aligned and then a lot of the staff burns are put at the group level and then the squatter level as well I think you'll see with this new organization most of those staff requirements are removed from the squatters they can function on the mission itself this is the wing structure as it sits right now up at Mountain Home obviously you've got the wing commander and command chiefs up top you've got a deputy commander for ops and a deputy commander for maintenance both those sixes you have the certain generals and those six chief staff and those six you have your A staff very much like ACC have on their staff then you have all the squatters reporting directly to the wing commander vice running through the wing deputy commander for support you can see some of the personnel changes the numbers reactivated a couple of units there plus nothing some reduced in others the whole wing I think it's in four to five thousand ten forty one getting one of the chiefs big rocks we vitalize the squatters we see some of the functions that used to be held at various levels what they've done with them they've given them to different levels of command 190 of them went to garbage which is probably a good thing making us a little bit more efficient let me ask the folks that are actually up there in the wind do you feel that or feel that we're more efficient getting rid of some of these things or just looking at our point can you state your career field when we talk about where you're at can you state your career field what do you do there so that we can have a reference I think it's different to based on the unit that that you're in we're all going to build this a little bit differently right now and it's still forming so we're even losing some ampias reordering in some other sections so it's still very much of an infancy where it's some things that went down to the squaring commander and some things now we have to set it up to DECOM O or DECOM S versus simply checking so this looks like we just put 350 things into a squaring commander's lap right kind of what it looks like there was 910 there were authorities at the group but what that is these are things they were already doing that then they had to ask the group for permission to do right so then what we've said is no you get to say yes or no it is it can be as simple as maybe it's that MSM that had to be signed a 06 level that now could be signed other things that now you can do it and then the things that you don't need to be doing we're going to take that out of your hand and give it to our A-staff so you don't focus on this and we didn't want to over-perfit this commander either right give him every bit of everything that all of the groups did so that's kind of what it was so it wasn't an addition of stuff it was basically you used to create a package to step up to a group commander or a wing commander to say hey can we do this now they say squaring commander go forth and come are there any maintenance sheets that are part of this so I'm in the maintenance field right now and there are we're still learning we're still trying to ask questions trying to get some kind of development of what this process supposed to look like when it is free we're still a lot of red still seeing a lot of red this is how it used to be how are we going forward and we don't have that tap in of saying what else is doing this because obviously we're trying to do from there before along with that statement is that we're going from we're dividing even further down from an EMS and a CMS to an MXS in the months so there's a lot of things that we're doing that's on the plate of let's ask a question so we can get some valid answers right to these lessons learn, send a question that ACC know what we're doing so there's a lot of moving pieces right now and we're trying to develop them so we can say okay, A&A and what's the next step so I'm learning more about this brief as as a team to go down the structure so I can take some things back and ask the chief what we said in the process so there's going to be a lot more questions than answers right now that's how it is you guys should help with more on the admin side more than the actual operational side where it's affecting maintenance operations so I'm just strictly like to imagine a lot of things besides what the idea is there's a lot of things I'd like to say in the major section give back the first one to the managers who have their internal forms that they're going through discussing things with young majors and sending kernels trying to give them that autonomy back to say hey this is what I want to do and get those cramps right you still got on the side of these things I'm going to say here's what we need to get done these are the things that we're looking to I try and emphasize and take it back down the rags our department commanders they love me they say hey this is what we're thinking as opposed to the group and then their wedge and their wedge and something staggerful a little bit and then the commander doesn't know anything about it it's a direct one and he's uh he's on the other side of the economy so let's see what you come up with this what's the demand of that from the fighter squad commander it's the same as what they are right now so it's based upon the inventory we have there is a goal I don't know if goal is the right word there's been discussion about why don't we just have all of our squad commanders as lieutenant colonels some of it is inventory you know some of it is that the lieutenant colonels are in the staff and the majors are squad commander maybe we should do that differently and have the majors on our staff so lieutenant colonels out there so there's been discussion but nothing's changed from what it is currently we still have majors that are doing squad commanding in the fighter squad that's going to be lieutenant colonel so as you can see here here's what the basic fighter squad structure looks like you got uh deputy for ops and deputy for maintenance one squad superintendent I think they're maintenance guys right now can we get the fighter squaders and the superintendents or maintenance containers as we're going to the medical side of this I think the graph on the left I think that's pretty telling I think we've all experienced this if you haven't your family members have or maybe you know some retired folks that are trying to get care on on installation a little bit difficult and then as we have airmen that are if you're not if you're not a flyer and you're not in flight medicine the direct care with our airmen is sketch it best right and we lose airmen all the time in the system there's something wrong with them they're not a pull-up round man doesn't know about it for months years however long they just kind of bounce around the system and they never get fixed so this is one of the ways in which they're going to try to get after that and I think you'll see that they're having some fairly good success with that non-flyer care as random so now what they've got is they've got a split between beneficiary and then they've got active duty so basically every active duty member there kind of gets flight medicine like care right they're being tracked and managed and there's some a lot of communication between the providers and the chain of command and they're able to kind of proactive work all those airmen are in a down staff to get them back up again so here you go 45 airmen and three forces squatter were down 32 were returned 540 and then 7 case managed so some of the quotes there 70 EMS airmen 51 of them were returned this is a good thing I think from what I understand again curtain for Ron the folks who are there the beneficiary community is now being seen mostly downtown in the community and they like that right is that the sense you get there's nobody to depends on the nick while it's bright I think in this case does anybody have any questions or comments on that so Keith under this model what is the med group squatter and SD actually reports you are they reporting to V-Commander or are they reporting to VHA who's acid are they at this point I think for the next couple months they're still the wing commanders we have a transition back home when it was a transition the end goal right is we're wanting to do this across our air force and we've got some information I think it was a letter or something that was signed by SECAF operational medical so we're one of the services that all of our medical capabilities have been in this one fashion and not tied to mission whereas other ones have a piece that's tied to mission and can get after readiness and the original plan was all of this is going to go to VHA and then we're starting with how are we going to maintain the readiness of our force give them control over all this medical piece and this is how we're going to do it Mount home jumped out on this well before the VHA went down the road and said hey we're going to have two lines of effort here one's going to be beneficiary based that should be what the VHA has been put into and one should be operational readiness focused and that's where the air force will still maintain control over that current structure is that SEC is part of the wing staff just like in the future right mentors are still going to report to a wing with regard to being on the wing and being an air force member their day to day guidance and things like that on how to operate within a medical center that's going to be from VHA but how to be an airman in the air force and how to be a member of that wing is still going to be the direction from that wing that's not what we're getting down on the field chief really that is not what we're getting briefed in the medical field at all we're getting briefed that basically we're attending unit at that we might also say to report to the VHA civilian who's got that region come I'll chat with my SG to make sure I'm not speaking on the term but everything I've been talking through is it so we're being briefed differently so basically they're saying that there's going to be two lines basically you're going to have your level commander which is going to be the readiness of focus and then you're going to have your VHA director all within the same facility and the VHA director is going to be going to be an efficient reactor but that's what I'm tracking is the fact that there's going to be a piece of VHA as oversight over but there's going to be a piece of the air force as a rule I'll talk with our SG to ensure that we're getting the right messages out to the field so you all are hearing the same things and not hearing different things at least inside a rule of command you should be hearing the same thing so I'll follow up with another one from the deputy swapping how they do the CRBs how they work in that and then do their fellow authorities and a lot of construction that's going straight to the deputy as well and when you say robust CSS what does that mean and how big is how much did they close up the CSS well the robust we've got a plan across heart my boss gets briefed monthly on revitalizing the squatters with the robust CSS before humanity so when you're talking about robust CSS you're talking about the wing level robust CSS what does that mean I think robust means that it's actually filled the positions that you have on your CSS as far as the fellow authorities I don't know all those answers I do know that it goes there's a middle man the DCO and the DCS can be that fellow authority piece and not everything's being answered by the wing because if he was your fellow then there's another level that the map now has to play so so right now right now if the A1 wanted to work something within the mountain home or within Seymour Johnson or within Hall of Man or within whatever right now who are they going to contact they're going to contact your emphasis commander and then your emphasis commander is going to start working a tasker on behalf of ACC to answer some kind of a thing right whereas now you've got an A1 so guess what the FSS commander doesn't have to worry about FSS commander is not that's an admin type of thing right the FSS commander is going to worry about the customer service that they provide for the base and the services that they're been tasked to be great and it's the same with all those communities A4 we were to reach in your maintenance group we were to touch your maintenance group we know we have an A4 now so they're going to work those types of things as far as a broad oversight maintaining statistics maintaining the different reporting tools that's an A staff that's responsible I have a question about this I'm listening to what the question he had sorry I'm Chief Carcamo from the FSS at Seymour and I look at robust TSS of course my antenna goes up and at Seymour you know I was directed to fill all the TSS as much as you can pull them out high and fill you fill you fill the issue I have is when I have other fellow chiefs calling me saying hey I want my body and I know you are a large maintenance unit for instance and you're 3,400 deep I can't send you what I have which I can't throw a dead cat in MPS without giving me a three level so if I send you a three level out of tech school to a 300 person squadron really that's not useful to you at all but you're going to call me because they haven't been around long enough and I need time to grow them any talk in the A1 community growing that pipeline or doing something differently because I don't have staff contacts I'm hurting in that area I can't send you a season staffer tech who can help you versus a three level someone at tech school and I'm being told send me anybody no I can't send you anybody but I guarantee I don't give returns after 30 days don't call me because I don't have the body to take you so I'd rather be a little more strategic and see you well the first thing we had to do Chief Malek and Colonel Ross have been knocking this down so yes there's things that have gone on in your UNTW to get after the training pipeline and ensure that those personnel are being trained on things they need some of those skill sets in the CSS stop being trained people in your pipeline because we went away from CSS but yes I know that they are focused on it the only thing that we found when we first went into the CSS optimization and looking at that was that we had experienced personnel that were being misutilized that were being in other areas that we could have put them somewhere in these group staffs we didn't need those now we can put those personnel down into those water CSS some of those are civilian bills that we needed to work on the funding and work on the timing to get those things filled with our civilian hired things so all of it is all in one and I agree with you that the unit that's 1D doesn't need a 3 level in there it's a challenge when they get a 3 level in there but then again you end up becoming like a 20th fighter wing and just keep feeding coons on because every 3 level that you train as soon as they're trained guess what I'm taking them out of the CSS so you get to start all over again and start training again it's going to be one of these type of terms until we get our manning right across that entire career field as we stood up to CSS but some of it, especially in the fighter squad some of that was immediately done about two and a half to three years ago when we hired civilians to come in and do that for scheduling and doing the UDN duties and doing some of the other program management duties but then fighter squaders will start to see a little bit more of those positions across in the other piece I don't know if that helps but we're looking at it and I know your career field is looking at it too as far as being sure that we have we're not growing our Air Force like we had to grow our Air Force 4,000 maintainers but we are looking at those and they manage that pipeline and ensure that we can meet them Not related to anything I don't think the government but in regards to the structure the APR so we can just jump on that grenade boss Air Force Senior Leadership Council about two and a half years ago two years ago two years ago at least made the determination that we need to remove deputy evaluator from the since set time frame we have discussed it multiple times and we have not gotten anything in action to get it off we thought it was going to happen in the fall of last year when we just changed the other things with the APR didn't happen I brought it up in January after self we got tabled because we ran out of time and I let everybody in the room know that hey there is a deadline here like I said about deadlines to get in action what's the deadline in my mind? 31 July 31 July is the next time we do EPRs on senior NCOs that will require senior leader endorsement so you go to 31 July you had better backed it up to about probably 31 May to be able to have the form ready to be able to where are we at it's March so we had a discussion yesterday and everybody raised their hand again and said we need to move out of this I talked to Chief Nielsen who's working in SAP MR I said you need to pull the background paper because the chief director said you know what I mean and I'm ready to be the action officer on this I've got a few months left that I can focus my effort on trying to get this thing across the line and so we're going to move out on this we should be so not concerned about that question that you just asked me but we are why should we be so not concerned about that question it's the March that is read to the board every promotion board you know what it says any rating level other than senior leader endorsement should not be considered positively or negatively in this consideration paraphrase it says right there unless it says senior leader endorsement if it says intermediate if it says deputy evaluator positively or negatively it should not be considered as any measure of merit for that person's regular and yet us we can't get out of our own damn way so they go in there and they read that board charge all the chiefs sit there and shake their head accordingly and then they see deputy evaluator and they start oh man that's awesome look at that deputy evaluator no it's not you want to know why it's not because it's arbitrary so those were the two commas that I presented to you and other right you're either senior leader endorse or you're other and then other is just like I promote right you're going to get considered for promotion opportunities the other co-op there's rigor in senior leader endorsement there's percentages there's a level of scrutiny on it we're actually opening that up now to where the senior leader can use an EFDP style where he can bring their group commanders in and they can rack and stack and score their records and determine who's going to be senior leader in that wing which gives transparency because now there's a process just like we do with our forced distribution that can happen rigor deputy evaluator no rigor so co-op 2 is keep deputy evaluator but then let's talk about percentages how many people in a wing can get deputy evaluator what's the rigor behind it you have to have a forced endorsement because there's people that are going to get signed because we don't have that deputy evaluator so the consensus was and that's a lot of freaking working guidance to do something that we're being charged to not consider so that's where I'm sorry I get bugs and crap out of me this stuff because so my concern was always you all right was your promotion opportunities it pisses me off that somebody would do that because you're a master sergeant you're the 20th fighter wing civil engineer squad you're an HVAC master sergeant hello you're working out in the 819th Red Horse Squadron at Malmstrom but guess what you're a master sergeant HVAC in their squad right they determined your EPR is going to close at the squad level based upon performance you only get so many that you can push up you're doing great work for us but you know if you're going to get signed by the class squad commander guess what intermediate you your performance is just as good as her performance you're not the top performer we are pushing out for senior leader in doors you're going to close at the squad level deputy evaluator because his boss is a colon who works for the night there of course so now all of a sudden if a board arbitrarily thinks that deputy evaluator means something it just hurts you in a promotion you are equal going into the promotion so right now the deputy evaluator will still be the deacons to answer your question will still be the deacons right and those squadron commanders will send the records just like it says in the in the squadron commander makes the determination I think this should be endorsed by somebody other than me they send it up to the deputy commanders and they make a decision whether they want to sign that EPR or it goes to the senior so that process is deputy commanders but I'm hopeful slightly that we'll get this across the line for you all this year and get rid of the ambiguity that is in the record sorry that's fun thank you so we have 6 minutes till lunch so you see what you have when I watch Frank start drinking you heard me talk about it though alright hey so back to the mountain home experiment of what they're doing obviously they're constantly evaluating the pros and cons of this construct they're obviously communicating with ACC and Comac on a monthly basis that's what they're doing Comac on a monthly basis we're going with A1 Frank briefly touched on it earlier some of the challenges they're having though is having the authorities to make changes in a timely fashion that the staff sees they need to make without doing any ACR or OCR to get something pushed through to make some organizational structure changes so I think they finally solved that riddle a couple months ago but that was something they were showing them with IntelliWoW wing weapons into the A3 weapons attached excuse me yeah creating an acquisition squatter I think I've got a slide on that if we do have time obviously the AEW construct they briefed turning no touch on it earlier a month's becoming its own squatter EMS and CMS combining into a maintenance squatter they're looking at adding deputy commanders to the fighter squatters not the opposite maintenance there's your acquisition squatter this is what they're looking to do and I think it's just got approved okay they got it this is your organization right? yeah there you go fine I was supposed to create a a major field with you that EMS like all our agencies right that requirements package of the F2A involved as well so they had that one one second yeah it has a little bit of a resemblance to what we have in our aiming our acquisition management integration center at ACC many of the large contracts across our command we have functional people within there to help with those contract lets and the work of the process so we're probably going to run out of time to get on the two people and what's the next one after they work this is just an A staff and how their A staff is set up I don't know if you had anything to pull us out obviously to go through all the manpower I think Frank touched on it earlier the big thing is having that staff function between the squatters the group the ACC staff they can function their focus on admission so when we come back from lunch I had that part for revitalizing squatters we can follow on some discussion on this here but what I'll tell you is there's no hard and fast what we intend to get at it we don't expect all of our fighter squadrons in maintenance to integrate the same way so one squatter across ACC is there a value in it is there some growing pains in it of course there are some growing pains in it I remember back in 2007 when we were going to put maintenance back in the ops and I had a very added opinion about it at that time I was the maintenance guy that was going to be left in this material maintenance group as a back shop guy I was like what the hell is this and this isn't going to work you need a maintenance guy that focuses on maintenance he can't have an ops guy that's your job why don't we have maintenance in here because who am I developing part of my development is this 06 the next job is going to be a wing commander and having maintenance inside of it by no other way that maintenance squatter and superintendent is the same as I got as an ops group superintendent so there's a lot of benefits to that there's a lot of benefits to a lot of ways that we've aligned the squatter the MUNS isn't just ammo going to be ammo it's also taking armament it's taking this piece of it and becoming a MUNS squatter and just trying to find synergy that was trying to get after the reason we did this pieces of it was to get after squatter in size we had squatters that were 800, 1100 people big if we break them off from the 250 to 300 it's more manageable you can look at any kind of organization it's more manageable you know your people they know their mission and everything like that so that was why we broke some of those squatters it wasn't because we got to put maintenance with ops or A MUNS needs their own squatter it was to get after the size of the organization to be more efficient and get after it we'll take a break now for lunch they said