Air Force Community - Air Force Times

Letters

NEW UNIFORM NOT FASCIST

I applaud Air Force leadership for attempting to revive the service’s military image with a proposed “new” service dress uniform. The new uniform harkens back not only to those worn by Gen. Henry “Hap” Arnold, but to those worn by all airmen since Gen. Hoyt Vandenberg was chief of staff. While some of the details (such as the controversial belt and the size of the pockets and lapels) still need to be refined, I look forward to when I can wear a uniform that is not mistaken for that of an airline pilot or bus driver.

I understand and accept that others will have different opinions on the proposed future Air Force service dress uniform. However, I am concerned about comments that associate the new design with those of the fascists of World War II. I have seen this comment made in many different places, including the opinion page of Air Force Times [“No uniform answer, but lots of opinions,” June 18].

I would ask those who believe this to first look at our sister services’ uniforms before they make such statements. For example, the proposed Air Force uniform is almost identical to the Marine Corps’ Class A’s, the service dress equivalent that they have been wearing for years. The Hap Arnold uniform also bears a striking resemblance (if you remove the belt) to the Army green Class A’s and the blues that will be replacing them in 2011.

The new Air Force uniform is less of a throwback to World War II and more of a move to come back in line with our heritage and our brethren in uniform. With or without the belt, it will connect us once again with those who served as airmen from 1947 through the early 1990s, and not those who stand against what we stand for.

Capt. Joshua Johnson

Kirtland Air Force Base, N.M.

Bring cyber to barksdale

I strongly recommend putting the Air Force’s new cyber command at Barksdale Air Force Base, La.

Offutt Air Force Base, Okla., does not have a world-class communications infrastructure, making it unsuitable to house the cyber command, which the Defense Department officially created in November.

Offutt already is home to U.S. Strategic Command, which spearheads offensive and defensive cyberspace efforts across all military services, as well as numerous other missions.

Strategic Command has too many Rumsfeld-generated missions now, and is too political and dysfunctional.

Barksdale is the most logical and best location for this command because so many of the high-tech capabilities it needs already are in place. The 8th Air Force, based at Barksdale, has been assigned to set up the cyber command. Officials there are recruiting computer specialists and planning the organization, so a fledgling version of the new command already operates at Barksdale.

In Bossier City, La., just outside Barksdale’s gates, officials are working to become the new command’s home. Bossier City hopes to build a 58-acre, $100 million technology innovation center near the base, in part to meet the cyber command’s needs.

Strategic Command has its own problems with its innovation center, a $10 million-a-year, 40,000-square-foot rented building/Global Innovation Strategy Center think tank with 36 military and defense contractors on the University of Nebraska at Omaha’s south campus. The GISC could not fill the same niche as the project being proposed in Bossier City.

Because of Strategic Command’s failings, the Air Force and the military have trained war fighters and not a lot of “cyber fighters,” so they’re going to have to use high-cost private sector folks for a while.

Barksdale can move its B-52s to Guam. Then, Barksdale will help define the base as the center for intelligence and cyber operations for the Air Force.

Army Chief Warrant Officer 4 Richard Dickson (ret.)

Papillion, Neb.

On crew chiefs and pilots

I have never written a letter to the editor of any newspaper in my life. Robert F. Dorr has finally caused me to get really upset — at him. When he pushes his liberal agenda or his brass bashing, I just take it with a grain of salt and move on.

Now comes his column on crew chiefs belonging in the same squadron as pilots [“Crew chiefs belong in same squadrons as pilots,” Back Talk, June 18].

I, unlike Dorr, was qualified to be a mechanic and crew chief. Enlisting in February 1951, I was a crew chief on F-84s, F-86s and T-33s. I was also a team chief for heavy maintenance in a field maintenance squadron. I received my commission in March 1958 and spent the next 30 years in maintenance and logistics jobs. I am not rated, i.e., not a pilot or navigator. I am a logistician.

Mr. Dorr, without any expertise in the subject, suggests an organizational structure proven to be detrimental to the long-term logistics health of the Air Force. Had he done even a little research, he would have found that the Air Force did not have the crew chief in the operational squadrons until 2002. The Air Force operated under the “centralized maintenance” concept for many years, until Gen. Wilbur L. “Bill” Creech came on the scene. It took the leadership several years to correct the mistake Gen. Creech forced on the Air Force.

Dorr suggests that “face time for enlisted members, direct communications and unit cohesion” will somehow improve unit performance. I would ask, “face time” with whom, the squadron commander? The squadron commander is so bound up in keeping his pilots combat-qualified on aging equipment, operational requirements, multiple readiness criteria and more, he does not have the time to look after the long-term needs of the logistics community. Neither he nor the pilot he appoints as the “maintenance officer” will be schooled in the “process of logistics” or “supply chain management” or what the long-term training requirements are for his personnel.

The crew chiefs assigned to a squadron represent such a small number, obtaining the right advanced schooling both in professional as well as functional development is out of the question. The squadron can’t afford to lose a good airman for that length of time. Our Air Force commitment around the world would be more of a problem for the crew chiefs than it is today if all the assets the squadron had were the crew chiefs on the flight line.

Now, let’s go up one or more levels. Maintenance squadrons that own the airplanes and crew chiefs are in a logistics chain that stretches from the depots and the manufacturing community down to the flight line. Their entire focus is on furnishing correctly configured aircraft in the right numbers at the right time. Contrary to what many people believe, this is a complex and complicated chain.

This chain is in constant communication about the health of the system and components. It acts and reacts to issues many times before they become acute. There must be personnel who are experts at the vagaries of this sometimes convoluted chain. Without the professional logistician at every level — not only in the Air Force, but also in the Joint Staff and Defense Department — the readiness of the entire force suffers.

When we eliminated the maintenance squadrons, deputy commanders of maintenance and the like several years ago, the Air Force stopped producing logisticians. We did not have logisticians who were skilled across the board in supply, maintenance, transportation, procurement, and inventory control and distribution. We had one-dimensional personnel with very limited potential. Readiness and combat capability suffered.

The Air Force recognized the problem and corrected it. The starting point for logisticians is in the maintenance, supply, transportation and procurement squadrons at base/wing level. Without these entities, there is no route to real logisticians.

The senior logistician of tomorrow starts in the maintenance squadrons of today.

Mr. Dorr, write about what you know and leave the organization of the Air Force to the professionals.

Maj. Gen. Monroe T. Smith (ret.)

Weeki Wachee, Fla.

In 1961, I was stationed with the 76th Fighter Interceptor Squadron at Westover Air Force Base, Mass. All of us were one big happy family; the maintenance and pilots worked together to complete the mission. Once a month, we would get together at commander’s call and go over the squadron’s accomplishments. The same happened when I was stationed with the 57th Fighter Interceptor Squadron at Keflavik, Iceland. Once again, we all worked together to accomplish the mission. In both of these squadrons, the pilots knew the maintenance folks who kept their aircraft flying.

When I went to Paine Field, Wash., the pilots were separate and the maintenance crews were in a consolidated maintenance squadron. The difference in attitude was evident in the morale and sense of family. The Air Force would be smart to keep the family together. There is something about those bonds that are created when all the troops are in one organization.

Former Staff Sgt. Ralph E. Gebes

Batavia, Ill.

Outside the tanker box

I have read with interest in the last few months about the Air Force’s search for a new tanker aircraft, as well as the need for more C-17s as the C-17 production line is shut down.

Wouldn’t it be more cost-effective to develop a modular tanker system that would fit into a C-17 cargo bay (and possibly other cargo aircraft), and a replacement rear door with the flying boom (as well as retractable drogue) incorporated that could be installed in place of the rear cargo hatch?

Then, instead of needing to completely develop a new aircraft, extensive logistics, maintenance and training to fly it, we could simply build more C-17s and incorporate the minor changes needed to power the “tanker module” as well as the equipment to change the rear hatch so as to maintain the capability to retrofit the C-17 for cargo duty if necessary.

Master Sgt. Ken Smith (ret.)

Tyler, Texas

Shorts fixes not enough

Senior Master Sgt. Dana Athnos, chief of the uniform board, has taken note that many airmen are not pleased with the length of the physical training shorts, but will not change it [“What you’ll wear for PT,” June 25]. She is releasing new shorts with a new inner liner and streamline fit so they will not blouse out. Those changes were made so people will buy the proper fitting uniform. Sorry to say this, but people will still buy bigger shorts just for the length.

Airman 1st Class Donald G. Goins Jr.

Maxwell Air Force Base, Ala.

An image that inspires

I just had to write.

I feel so sad to see the sacrifice Tech. Sgt. Israel Del Toro made [“Fighting to stay in,” June 11]. I’m not saying his injuries are any worse than the other troops’, but his picture on the front page reminds me of the silhouette of the figure in the MIA/POW flag emblem.

Someone in Washington, D.C., should stick this picture on the office door of each of our elected officials to remind them every day of the sacrifices our troops have made and are making. Each of these officials should think about what one of their pork barrel projects could do for the families of the wounded. I’d like to know what sacrifices the majority of our elected officials who weren’t in the military have made for our country.

I’m not judging the war, but these troops are following orders and God bless ’em all.

Master Sgt. Gilbert Cichy (ret.)

Elmhurst, Ill.