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- Good day from
Wright-Patterson Air Force Base.

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Thank you for joining us today.

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I'm Wendy Varhegyi, the director
of public affairs for AFMC,

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and with me today is our
commander, General Arnie Bunch,

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who wanted to make himself available

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to answer your questions.

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We've received many of these
questions from you in advance,

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and we appreciate that but please know

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you may still submit questions online

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during this live
broadcast, and we'll answer

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as many of those as we have time to do.

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So with that, I'd like to
turn it over to our commander

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for some opening comments.

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Sir?

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- Thanks, Wendy, I appreciate that.

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So good morning, good
afternoon, good evening

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to all of the Air Force Materiel
Command that's out there.

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I appreciate you taking the
time out of your busy day

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to spend a little bit of the time with us.

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I'll be honest with you.

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This is the first time I've
ever done a Town Hall like this.

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So when we get to the end,
we welcome your feedback,

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and I would look forward to that,

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so hopefully we can make it
even better in the future.

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Let me start with the most important thing

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that I can say today that
you'll get out of this.

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Thank you.

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Thank you for what you do each

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and every day that makes AFMC successful

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and able to accomplish its mission.

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Our mission is critical to
the Air Force's success,

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and you exemplify those things

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every day in the way you
execute your mission.

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I've only been in the seat 2 1/2 months,

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and Caroline and I are absolutely thrilled

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that we get the opportunity to work

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for and with the 80,000 plus men and women

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of Air Force Materiel Command.

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I thought I understood the
mission when I got in the job

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but I've learned a lot over
the last couple of months.

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We finished our immersions
here within the headquarters,

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and got a lot of great information,

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and we have been able
to do one immersion tour

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out with Tinker and that was very good.

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I learned a lot, and the
thing I'm most amazed with

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through the immersions,
and through the trips,

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and through the VTCs and meetings,

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is just how professional our workforce is.

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So we're really excited,

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and I look forward to
answering your questions.

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- Okay, thank you, sir.

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Let's just start out, could you describe

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the AFMC mission from your perspective,

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and define what your initial
priorities and focus areas are?

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- So our mission is really critical

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to everything within the Air Force.

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If we want to project combat power,

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and we wanna sustain our legacy fleet,

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and we wanna stay on the
cutting edge of technology,

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and we wanna maintain a nuclear deterrent,

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and we wanna test all those things out,

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and we wanna be able to
support the installations

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across the United States
Air Force, we gotta do it.

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So our mission is broader
than any of the other MAJCOMS.

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I firmly believe that we
have the most important role

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within this command, and our
command is the most important

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if we're gonna be able to achieve

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the National Defense Strategy objectives,

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and if we're gonna drive
to the Air Force We Need.

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If AFMC is not successful,

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then the Air Force can't be successful.

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So I believe that's really,
my focus is supporting

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those efforts to enable the
National Defense Strategy

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and the Air Force We Need.

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I also believe we have to
operate with a sense of urgency.

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I firmly believe that we
do our wartime mission

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each and every day across our enterprise,

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and we have to act with that
sense of urgency in doing it.

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Overall right now, my priorities,

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I need to listen, and I need to learn.

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I have a lot of experience
in a lot of the areas

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around the command, and I'm
trying to get up to speed

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on those that I'm not as
deeply seeped in knowledge.

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And I am learning a lot, and
people are being patient,

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trying to teach me areas, a lot of areas,

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and I greatly appreciate that,

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but right now I need to
listen, and I need to learn,

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and then I need to see
what additional things

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or changes we may need to make.

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So really it's how do we
support the warfighter?

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How do we react with the
right sense of urgency,

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and having everybody
understand just how important

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what they do, each and every day,

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is to what our Air Force needs.

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- Thank you, sir.

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So we've heard a lot about

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the AFMC We Need initiative
that you kicked off.

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Can you elaborate a little
bit about this review,

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and have you seen any early data trends

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that have come in, and how will you act

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on the recommendations that are provided?

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- So that's a great question.

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So the AFMC We Need is an
initiative that I kicked off,

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and that I'm the driver behind.

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It is, when I talked earlier about

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the National Defense Strategy,
and the Air Force We Need,

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what this is really focused
on is what do we need

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the command to be able to do

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so that we are

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able to support that
National Defense Strategy

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and driving to the Air Force We Need.

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What do we need to, what's
impeding our ability to go fast?

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What is hindering our ability
to execute the mission?

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And what I really wanna hear for the,

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we're doing some external,

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but the majority of this
is an internal look,

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I wanna hear from the most important

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people we've got, our Airmen,

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and what I wanna hear
is what are the things

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that are impeding your ability to get

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the mission done so that, or
what is causing you issues

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so that we can decide how
we can go address those.

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We've done some external talks
with some senior leaders,

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and we've done a lot of the
survey groups and things.

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We're getting a lot of
good turnout on that.

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Some have even sent me
their emails direct,

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so I'm okay with that, too.

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If you wanna send me an email direct,

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I am in the Global,
(Wendy chuckles)

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but we're getting some feedback,
a couple of areas right now

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that are coming up pretty common.

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We're getting a lot of
things on facilities.

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We're getting a lot of things
on information technology.

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We're getting a lot of things
on manpower and hiring,

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and right now, based on some
of the comments coming back,

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it is clear to me that we
have a communication problem

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relative to what our mission
is and how important it is,

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and that's one that we'll have to build

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a strategy to go after.

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Those are just a few of the initial ones

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but I'm not trying to overreact.

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I need to see all the
comments come back in.

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When we get those comments in,
we will look for those areas

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that we have the most bang for the buck.

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Put our efforts into
those first and foremost.

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We are gonna share a lot
of the areas we get back,

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and if there's not a
reason I can't share it,

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I wanna be as transparent with everyone.

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I've had some people say
they're not really sure

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we're gonna do anything
with this information.

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I've had some people
say they don't believe

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that we're gonna share the information.

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They're not really sure
that I'll do anything

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with the information we get back.

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If there's something
there, and there's a gain

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that we can be had,
we're gonna go do things.

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I want you to rest assured with that,

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and I really wanna encourage
you to give the comments.

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I'm not gonna know everything

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that's going on in the labs

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at AFRL.

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I'm not gonna know everything

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that's going on in all
the acquisition programs

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across the AFLCMC enterprise.

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If you've got things
that are hindering you,

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if we don't know about 'em,
I can't take action on 'em.

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So what I really am, I ask for you to do

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is provide us comments so
that we can weigh 'em out.

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- Thank you, sir.

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One of the questions
that did come in related

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to that is would IMSC
ever become its own MAJCOM

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because of its broad mission and ownership

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across all of the installations?

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- So right now that's not
one that is on the table.

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The way that I view the mission

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of Air Force Installation
and Mission Support Center,

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they are a key foundational thing

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that goes across the entire
United States Air Force,

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and we are the MAJCOM that's accountable

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for how they perform that duty,

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both I want 'em to support us
because we have installations,

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but I also want them to
support the other MAJCOMs

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for what they're doing to take care

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of our Airmen and their families.

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The way that I see that mission is similar

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to what we do in the
Sustainment Enterprise.

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We execute sustainment
for the entire Air Force.

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Air Force Installation
and Mission Support Center

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supports that mission
for the entire Air Force.

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We execute the developmental
test mission for the Air Force.

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So there's a lot of similarities there,

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so right now, that's
not one that's coming up

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that I've got focused on but I'm not,

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I'm taking anything off
the table until we see

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what we think the gains
would be if we did something.

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- Okay, thank you sir.

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So shifting gears a little
bit, despite our best efforts,

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the suicide rate in the
Air Force is trending

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in the wrong direction.

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As such, General Goldstein
recently directed

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the Air Force to conduct a down day,

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known as the Resilience Tactical Pause

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to better connect with
our Airmen and civilians.

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How will this impact the AFMC,

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and what can our people do to help?

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- So, our suicide trend is
going in the wrong direction,

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and as I've said, our most
valuable resource is our Airmen.

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And for me, and when
you hear me say Airmen,

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I want everyone to understand,
I mean civilian and military

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because both, that we are a
total, we're a more total force,

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and big A Airman than any
other MAJCOM that's out there,

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given the number of
civilians that we have.

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And our friends are not good
in either one of those areas

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so what I want out of this,
and what it means to us

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is we're going to take the tactical,

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we're gonna take the pause.

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We're gonna have some
time where we get together

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in small groups and we talk.

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And we're gonna talk in those small groups

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about what we can do to better
look out for each other,

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and protect each other, and what we can do

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to more care for each other.

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This is really important to me.

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I, and I've used this line before,

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and some will, I love everybody

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in Air Force Materiel Command.

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There'll be days I may not like everybody

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quite as much as other days,

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but I love everybody in the command.

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But no matter how much I love everybody

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and how much I wanna
take care of everybody,

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I'm not the person that's gonna notice

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a difference in Airman Johnson working

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on the flight line at
Edwards Air Force Base,

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or in Miss Smith who's working

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in a program office at Tinker,

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or Mr. Jones who's working in the Depot.

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The people who are gonna
notice those differences

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and notice any changes, they're you.

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They're the people who are interacting

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with them on a day-to-day basis.

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You all are the ones
best equipped to notice

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any changes and ask questions.

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Please, don't be afraid to ask questions.

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You never know what a difference

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you're gonna be able to make.

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You never know what a
difference you can make

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simply by asking someone,
"Hey, are you okay?"

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And if you find out something's not okay,

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we need to take actions.

251
00:10:26,740 --> 00:10:28,890
So what I hope comes
out of the small groups

252
00:10:28,890 --> 00:10:31,100
as we do this is more of a bonding

253
00:10:31,100 --> 00:10:34,120
and a relationship that we have.

254
00:10:34,120 --> 00:10:35,560
And give us a little bit of time

255
00:10:35,560 --> 00:10:37,700
to step away from the day-to-day.

256
00:10:37,700 --> 00:10:39,730
We're all very, very busy.

257
00:10:39,730 --> 00:10:42,030
What I'm really hoping this
allows us to do is have

258
00:10:42,030 --> 00:10:44,530
a dialog with each other
about what's really important

259
00:10:44,530 --> 00:10:46,990
and we can better take care of each other.

260
00:10:46,990 --> 00:10:49,810
And my encouragement to you
is look out for each other.

261
00:10:49,810 --> 00:10:52,784
If you notice anything different, ask.

262
00:10:52,784 --> 00:10:55,250
That's the best thing that
we can get out of this.

263
00:10:55,250 --> 00:10:57,703
We need to turn this trend
around the other way.

264
00:10:58,570 --> 00:11:00,190
- Okay, thank you sir.

265
00:11:00,190 --> 00:11:01,980
So we've heard a lot in the news

266
00:11:01,980 --> 00:11:03,770
about issues with privatized housing

267
00:11:03,770 --> 00:11:06,270
and mold in the dormitories recently.

268
00:11:06,270 --> 00:11:09,400
What is the command doing
to get after these issues?

269
00:11:09,400 --> 00:11:11,487
- Yeah, so let me go back to

270
00:11:11,487 --> 00:11:14,110
our Airmen are our most valuable resource,

271
00:11:14,110 --> 00:11:16,210
and we owe them the ability to live,

272
00:11:16,210 --> 00:11:17,950
and their family members to have,

273
00:11:17,950 --> 00:11:21,350
safe living conditions and workspaces.

274
00:11:21,350 --> 00:11:24,831
That's critical for what we do overall.

275
00:11:24,831 --> 00:11:28,700
I had senior leader, squadron
directors, squadron commanders

276
00:11:28,700 --> 00:11:30,620
in here a couple of weeks ago,

277
00:11:30,620 --> 00:11:34,950
and the message to them was
if any of your Airmen come

278
00:11:34,950 --> 00:11:37,610
to you with an issue or a concern,

279
00:11:37,610 --> 00:11:39,370
take time out of your busy day,

280
00:11:39,370 --> 00:11:41,640
listen to them, find out what it is,

281
00:11:41,640 --> 00:11:43,730
and raise it to our attention level

282
00:11:43,730 --> 00:11:47,270
so that we can immediately
get after these things.

283
00:11:47,270 --> 00:11:50,380
The way that I view these issues,

284
00:11:50,380 --> 00:11:52,970
I believe these are the equivalent

285
00:11:52,970 --> 00:11:55,420
of an Urgent Operational Need.

286
00:11:55,420 --> 00:11:56,550
For those that aren't familiar,

287
00:11:56,550 --> 00:11:58,810
an Urgent Operational Need
is something that comes in

288
00:11:58,810 --> 00:12:02,290
from a combatant commander
or from a major command

289
00:12:02,290 --> 00:12:04,710
that they have an issue
that needs to be resolved

290
00:12:04,710 --> 00:12:08,010
for even what they're doing
in combat or other things.

291
00:12:08,010 --> 00:12:10,150
To me, the fact that our families

292
00:12:10,150 --> 00:12:12,930
in many cases are living in
some of these conditions,

293
00:12:12,930 --> 00:12:15,460
and the fact that we need to
address many of these things,

294
00:12:15,460 --> 00:12:17,840
I treat that as an
Urgent Operational Need.

295
00:12:17,840 --> 00:12:19,240
That's the message that I've given

296
00:12:19,240 --> 00:12:22,210
the Air Force Installation
and Mission Support Center,

297
00:12:22,210 --> 00:12:23,950
and the message that I've given out

298
00:12:23,950 --> 00:12:25,640
to our center commanders,

299
00:12:25,640 --> 00:12:28,040
and to the Air Force
Civil Engineering Center.

300
00:12:28,040 --> 00:12:31,900
For this command, this is
an Urgent Operational Need.

301
00:12:31,900 --> 00:12:33,470
We have to get after this.

302
00:12:33,470 --> 00:12:35,600
We need to be transparent
with the families.

303
00:12:35,600 --> 00:12:37,970
We need to talk about what we're doing.

304
00:12:37,970 --> 00:12:40,020
That's the message to everybody involved,

305
00:12:40,020 --> 00:12:41,980
so if you don't believe
you're being heard,

306
00:12:41,980 --> 00:12:44,750
I'd encourage you to go to
your first-line commander

307
00:12:44,750 --> 00:12:47,540
or a director, and let them funnel it up.

308
00:12:47,540 --> 00:12:50,740
If that doesn't work,
take it up another step.

309
00:12:50,740 --> 00:12:51,807
And as I said earlier,

310
00:12:51,807 --> 00:12:54,450
"If that doesn't work, I'm in the Global."

311
00:12:54,450 --> 00:12:55,450
Okay?

312
00:12:55,450 --> 00:12:56,660
- Sir, thank you.

313
00:12:56,660 --> 00:12:58,470
So we've heard a lot about changes coming

314
00:12:58,470 --> 00:13:01,460
to the medical treatment
facilities and the transformation

315
00:13:01,460 --> 00:13:04,900
that's going on across the
whole Defense Health Agency.

316
00:13:04,900 --> 00:13:06,160
Can you talk a little bit about how

317
00:13:06,160 --> 00:13:08,410
that will impact our command,
but more importantly,

318
00:13:08,410 --> 00:13:10,551
how will it impact our
active duty and Airmen,

319
00:13:10,551 --> 00:13:13,270
active duty Airmen and
their family members?

320
00:13:13,270 --> 00:13:15,210
- Yeah, so this is a big change.

321
00:13:15,210 --> 00:13:17,340
This is probably the biggest change

322
00:13:17,340 --> 00:13:20,440
that our military healthcare
system has gone through

323
00:13:20,440 --> 00:13:22,610
in probably the last 70 years.

324
00:13:22,610 --> 00:13:24,520
So it's a significant change

325
00:13:24,520 --> 00:13:27,810
in the way we're gonna do business.

326
00:13:27,810 --> 00:13:31,260
We're gonna, there are
multi phases to this,

327
00:13:31,260 --> 00:13:33,050
so I'll touch on the
ones that are probably

328
00:13:33,050 --> 00:13:34,770
the bigger ones that are the most,

329
00:13:34,770 --> 00:13:36,950
that I would say impactful
but that's not to say

330
00:13:36,950 --> 00:13:39,630
there aren't other things going on.

331
00:13:39,630 --> 00:13:42,990
The Defense Health
Agency is gonna take over

332
00:13:42,990 --> 00:13:46,090
the oversight of our military
treatment facilities.

333
00:13:46,090 --> 00:13:47,250
That's going to be one of the things

334
00:13:47,250 --> 00:13:48,940
that we're overall doing.

335
00:13:48,940 --> 00:13:52,400
We're going to shift what our
military treatment facilities,

336
00:13:52,400 --> 00:13:54,460
for the most part, I say for the most part

337
00:13:54,460 --> 00:13:57,630
because each individual installation

338
00:13:57,630 --> 00:14:00,200
is gonna be looked at differently.

339
00:14:00,200 --> 00:14:01,100
For the most part,

340
00:14:01,100 --> 00:14:03,330
the focus of the military
treatment facilities

341
00:14:03,330 --> 00:14:05,450
is gonna be readiness for our Airmen

342
00:14:05,450 --> 00:14:07,430
so that they can execute their mission

343
00:14:07,430 --> 00:14:11,230
and be ready to deploy
and do what we need to do.

344
00:14:11,230 --> 00:14:13,173
That's gonna be their primary focus.

345
00:14:14,147 --> 00:14:16,380
We're forming two new squadrons

346
00:14:16,380 --> 00:14:18,120
within the military treatment facilities.

347
00:14:18,120 --> 00:14:20,690
One of those is gonna be
predominately on the military side.

348
00:14:20,690 --> 00:14:21,930
The other one's gonna be what we do

349
00:14:21,930 --> 00:14:24,180
to take care of the other aspects.

350
00:14:24,180 --> 00:14:27,060
A lot of our families are going

351
00:14:27,060 --> 00:14:30,630
to be going out into the private sector

352
00:14:30,630 --> 00:14:31,853
for their healthcare.

353
00:14:32,733 --> 00:14:35,570
That's gonna be done
in a phased-in approach

354
00:14:35,570 --> 00:14:38,123
to make sure we take
care of those families.

355
00:14:39,730 --> 00:14:42,160
I believe it's critical that
we do this the right way

356
00:14:42,160 --> 00:14:44,070
so that our Airmen and their families get

357
00:14:44,070 --> 00:14:45,750
the healthcare they need.

358
00:14:45,750 --> 00:14:49,030
I believe this is a retention
issue that we need to address

359
00:14:49,030 --> 00:14:51,530
and take care of our
families the right way.

360
00:14:51,530 --> 00:14:52,620
We recruit Airmen.

361
00:14:52,620 --> 00:14:55,040
We retain families, and we
gotta make sure we provide

362
00:14:55,040 --> 00:14:58,200
the right family care
here as we go forward.

363
00:14:58,200 --> 00:15:01,640
We're taking, for us in AFMC,

364
00:15:01,640 --> 00:15:03,305
we're very involved.

365
00:15:03,305 --> 00:15:05,220
We're making sure we're taking

366
00:15:05,220 --> 00:15:08,590
the Defense Health
Agency people out to many

367
00:15:08,590 --> 00:15:11,180
of our installations so that they can look

368
00:15:11,180 --> 00:15:13,993
at what the network care can provide.

369
00:15:13,993 --> 00:15:16,610
And if it's not adequate,
then we need to make sure

370
00:15:16,610 --> 00:15:18,660
we're taking steps to take
care of those families

371
00:15:18,660 --> 00:15:21,140
by leaving some of those
people that may not remain

372
00:15:21,140 --> 00:15:22,900
in the military treatment facilities there

373
00:15:22,900 --> 00:15:24,720
to take care of those families.

374
00:15:24,720 --> 00:15:25,840
We're looking at those things

375
00:15:25,840 --> 00:15:28,730
that are unique to our mission,
like occupational health,

376
00:15:28,730 --> 00:15:31,740
which is key at our logistics complexes.

377
00:15:31,740 --> 00:15:34,803
And how do we ensure we have
that care taking care of.

378
00:15:36,051 --> 00:15:38,620
Recently, we non-concurred
with one of the things

379
00:15:38,620 --> 00:15:40,750
that had been put up there
because we weren't sure

380
00:15:40,750 --> 00:15:42,470
that our concerns were being addressed.

381
00:15:42,470 --> 00:15:46,300
So what I wanna assure everyone
is we are actively engaged

382
00:15:46,300 --> 00:15:49,180
in how this is involved
so that we're taking care

383
00:15:49,180 --> 00:15:52,460
of our mission, our
Airmen, and their families.

384
00:15:52,460 --> 00:15:54,617
So that's our big focus.

385
00:15:54,617 --> 00:15:58,020
There are a lot of questions
that are out there.

386
00:15:58,020 --> 00:15:59,730
We're talking to our civic leaders,

387
00:15:59,730 --> 00:16:01,830
and we informed them
about that just last week,

388
00:16:01,830 --> 00:16:03,890
to make sure they're aware.

389
00:16:03,890 --> 00:16:05,780
For those families that have questions,

390
00:16:05,780 --> 00:16:08,380
I would encourage you to go
to either your key spouse

391
00:16:08,380 --> 00:16:13,100
or the squadron commanders,
squadron director.

392
00:16:13,100 --> 00:16:15,070
Put those questions out there.

393
00:16:15,070 --> 00:16:16,340
They should be funneling those up

394
00:16:16,340 --> 00:16:18,902
so that we can get 'em answered
to make sure we're doing it.

395
00:16:18,902 --> 00:16:21,350
This is a significant change.

396
00:16:21,350 --> 00:16:24,400
What I'm asking for are
metrics so that we can ensure

397
00:16:24,400 --> 00:16:27,290
that we are providing
the right levels of care

398
00:16:27,290 --> 00:16:28,720
so that we don't drop the ball on this.

399
00:16:28,720 --> 00:16:30,430
We've gotta get this right.

400
00:16:30,430 --> 00:16:33,040
This one to me is very, very important.

401
00:16:33,040 --> 00:16:34,200
- Sir, thank you.

402
00:16:34,200 --> 00:16:35,570
We're just, for the next couple questions

403
00:16:35,570 --> 00:16:36,700
talking about retention

404
00:16:36,700 --> 00:16:38,130
and recruiting talent.
- Okay.

405
00:16:38,130 --> 00:16:40,400
- And some of the things related to that.

406
00:16:40,400 --> 00:16:42,940
So one of the key things
is the ability to work

407
00:16:42,940 --> 00:16:45,500
in modern, state-of-the-art facilities,

408
00:16:45,500 --> 00:16:47,460
but as you know, a lot of our facilities

409
00:16:47,460 --> 00:16:49,460
and bases are not up to par,

410
00:16:49,460 --> 00:16:51,550
and really are out of date.

411
00:16:51,550 --> 00:16:54,094
And in particular, we had a
question that was referring to,

412
00:16:54,094 --> 00:16:56,090
you know, a new base gym at Edwards.

413
00:16:56,090 --> 00:16:58,920
So there's a lot of
different things going on.

414
00:16:58,920 --> 00:17:01,080
What can the command do
to start getting after

415
00:17:01,080 --> 00:17:02,370
some of these issues?

416
00:17:02,370 --> 00:17:05,773
- Yeah, so that's a great question.

417
00:17:05,773 --> 00:17:08,670
And across our Air
Force, this is not unique

418
00:17:08,670 --> 00:17:11,050
to Air Force Materiel Command.

419
00:17:11,050 --> 00:17:13,630
Our facilities, over time,

420
00:17:13,630 --> 00:17:17,510
have not continued to be updated

421
00:17:17,510 --> 00:17:20,448
and modernized the way we need them to.

422
00:17:20,448 --> 00:17:23,980
Our backlog of work orders,
and the amount of money

423
00:17:23,980 --> 00:17:27,420
that we've got in back
work, continues to grow.

424
00:17:27,420 --> 00:17:30,060
We are highlighting those issues up,

425
00:17:30,060 --> 00:17:31,980
both to the Air Force Installation

426
00:17:31,980 --> 00:17:34,870
and Mission Support Center,
and we're also highlighting up

427
00:17:34,870 --> 00:17:37,920
to the senior leaders within the Pentagon

428
00:17:37,920 --> 00:17:39,870
to include our secretary and our chief.

429
00:17:40,830 --> 00:17:43,530
Secretary Wilson, before she left, signed,

430
00:17:43,530 --> 00:17:44,790
and her and the chief signed

431
00:17:44,790 --> 00:17:48,320
an installation strategy to invest,

432
00:17:48,320 --> 00:17:50,600
to buy down some of that risk.

433
00:17:50,600 --> 00:17:54,300
And to buy down some of those back orders,

434
00:17:54,300 --> 00:17:56,370
and to improve the facilities.

435
00:17:56,370 --> 00:17:57,360
That's been signed.

436
00:17:57,360 --> 00:17:58,780
It's a strategy.

437
00:17:58,780 --> 00:18:01,920
We're working on our
budgeting process right now,

438
00:18:01,920 --> 00:18:03,570
to see how much of that we can support

439
00:18:03,570 --> 00:18:05,750
and how quickly we can get there,

440
00:18:05,750 --> 00:18:08,360
but it was a firm, to
have a document signed

441
00:18:08,360 --> 00:18:09,440
by the Secretary of the Air Force

442
00:18:09,440 --> 00:18:12,120
and the chief that identifies

443
00:18:12,120 --> 00:18:14,780
that we're falling behind
is a key step to me

444
00:18:14,780 --> 00:18:17,173
in being able to address those shortfalls.

445
00:18:19,140 --> 00:18:21,870
My first assignment at
Edwards was in 1990.

446
00:18:21,870 --> 00:18:24,810
The facility hadn't
changed any in the gym.

447
00:18:24,810 --> 00:18:27,610
Played basketball and
slipped on the floor at times

448
00:18:27,610 --> 00:18:29,350
so I'm very familiar with that one,

449
00:18:29,350 --> 00:18:32,180
and many of the other gymnasiums

450
00:18:32,180 --> 00:18:35,300
and other facilities we
have across our enterprise.

451
00:18:35,300 --> 00:18:39,140
We're working to compete,
many of those ideas.

452
00:18:39,140 --> 00:18:41,760
I'm not gonna give you a
"we're gonna fund all these."

453
00:18:41,760 --> 00:18:42,700
I can't do that.

454
00:18:42,700 --> 00:18:44,500
That would be fallacy of me

455
00:18:44,500 --> 00:18:46,700
to tell you that as your commander.

456
00:18:46,700 --> 00:18:49,080
What I can say is we are addressing this

457
00:18:49,080 --> 00:18:50,870
and trying to raise it to senior leaders

458
00:18:50,870 --> 00:18:52,463
so that we can get after it.

459
00:18:55,090 --> 00:18:56,803
So, we're trying,

460
00:18:58,200 --> 00:18:59,390
and I'll keep you posted

461
00:18:59,390 --> 00:19:01,940
on how we're doing as we move forward.

462
00:19:01,940 --> 00:19:03,430
One of those I know that ties

463
00:19:03,430 --> 00:19:06,480
into that is our IT infrastructure.

464
00:19:06,480 --> 00:19:08,230
That's one, that as I mentioned earlier

465
00:19:08,230 --> 00:19:11,770
in some of the feedback we're
getting on the AFMC We Need,

466
00:19:11,770 --> 00:19:13,420
that one, we gotta go work.

467
00:19:13,420 --> 00:19:14,730
One of the things we're trying

468
00:19:14,730 --> 00:19:17,090
to do is capture our downtime,

469
00:19:17,090 --> 00:19:19,460
and the loss of productivity

470
00:19:19,460 --> 00:19:22,340
so that we can better
inform senior leaders

471
00:19:22,340 --> 00:19:26,100
as to exactly the impacts
and ramifications.

472
00:19:26,100 --> 00:19:27,750
What happens when we,

473
00:19:27,750 --> 00:19:31,090
based on our business,
we're more business,

474
00:19:31,090 --> 00:19:34,200
we're productivity at
the Sustainment Center,

475
00:19:34,200 --> 00:19:37,150
managing programs at Life
Cycle Management Center,

476
00:19:37,150 --> 00:19:40,231
transferring data for the
lab, and working programs

477
00:19:40,231 --> 00:19:43,300
and all that across our enterprise,

478
00:19:43,300 --> 00:19:45,180
we're probably more IT-dependent than many

479
00:19:45,180 --> 00:19:48,100
of the other MAJCOMs so
we're trying to quantify

480
00:19:48,100 --> 00:19:50,850
and qualify what it is that
we lose when we lose that

481
00:19:50,850 --> 00:19:53,098
so that we're making
more informed decisions

482
00:19:53,098 --> 00:19:54,390
about our investments.

483
00:19:54,390 --> 00:19:56,140
That's the other piece
we're trying to get after.

484
00:19:56,140 --> 00:19:57,530
- Okay, thank you sir.

485
00:19:57,530 --> 00:20:00,310
So you talk a lot about the
importance of our people,

486
00:20:00,310 --> 00:20:02,880
and what are we doing
to attract and retain

487
00:20:02,880 --> 00:20:04,889
the talent that we need?

488
00:20:04,889 --> 00:20:07,800
- So a couple things we are doing,

489
00:20:07,800 --> 00:20:10,060
and we've gotta do even better,

490
00:20:10,060 --> 00:20:12,310
and I praise Mr. Snodgrass

491
00:20:12,310 --> 00:20:14,450
and our teams that are out there across

492
00:20:14,450 --> 00:20:17,100
our enterprise looking at
some of these innovative ways.

493
00:20:17,100 --> 00:20:19,170
We're using new authorities
that we've been granted

494
00:20:19,170 --> 00:20:22,880
by Congress and by the Office
of the Secretary of Defense.

495
00:20:22,880 --> 00:20:25,410
We're using direct higher authorities

496
00:20:25,410 --> 00:20:27,600
we didn't have previously
to bring people in

497
00:20:27,600 --> 00:20:29,893
much more directly and much more quickly.

498
00:20:30,930 --> 00:20:35,770
We are using headhunters now
to go after certain job skills

499
00:20:35,770 --> 00:20:38,520
that are unique and special that we need.

500
00:20:38,520 --> 00:20:41,200
We're holding job fairs, and
we're actually giving jobs

501
00:20:41,200 --> 00:20:44,400
at these job fairs, and
immediately bringing people in,

502
00:20:44,400 --> 00:20:46,100
and avoiding some of those things

503
00:20:46,100 --> 00:20:48,720
that we have had to do before.

504
00:20:48,720 --> 00:20:51,053
We've taken back from,

505
00:20:52,300 --> 00:20:55,540
we had taken certain components

506
00:20:55,540 --> 00:20:59,590
of the hiring process, given
those to other organizations.

507
00:20:59,590 --> 00:21:02,140
We've now brought them back in to AFMC,

508
00:21:02,140 --> 00:21:05,470
and we're already seeing
improvements in turn-times,

509
00:21:05,470 --> 00:21:08,363
in processing times, to
bring people on board.

510
00:21:09,223 --> 00:21:10,790
Those are ones we're doing.

511
00:21:10,790 --> 00:21:13,800
We have to continue to work in this area.

512
00:21:13,800 --> 00:21:18,170
We have to, it's not
just about recruiting.

513
00:21:18,170 --> 00:21:20,239
We have to be able

514
00:21:20,239 --> 00:21:23,805
to reward and award and retain.

515
00:21:23,805 --> 00:21:26,430
A lot of that deals with
how do we communicate?

516
00:21:26,430 --> 00:21:27,870
How do we provide rewards?

517
00:21:27,870 --> 00:21:29,020
How do we award?

518
00:21:29,020 --> 00:21:31,010
And we're gonna have to do internal looks

519
00:21:31,010 --> 00:21:34,580
at what works in the
commercial enterprise.

520
00:21:34,580 --> 00:21:37,600
How can we bring those
in to our enterprise,

521
00:21:37,600 --> 00:21:41,470
and if we need to change
laws, or guidelines,

522
00:21:41,470 --> 00:21:44,600
or what we need, those
I need to understand.

523
00:21:44,600 --> 00:21:47,990
And I've already told
our personnel community

524
00:21:47,990 --> 00:21:49,330
that if we need to go champion

525
00:21:49,330 --> 00:21:52,380
something to change rule
sets, I'm happy to take it on

526
00:21:52,380 --> 00:21:54,880
if you can show me the
return on investment.

527
00:21:54,880 --> 00:21:56,370
So we are making strides.

528
00:21:56,370 --> 00:21:58,910
I like the fact that we're
doing acquisition demonstration.

529
00:21:58,910 --> 00:22:01,610
I like the fact we're
doing lab demonstration.

530
00:22:01,610 --> 00:22:03,710
I like a lot of the
initiatives we're doing.

531
00:22:03,710 --> 00:22:04,930
We're seeing progress.

532
00:22:04,930 --> 00:22:07,165
We need to continue to see that progress,

533
00:22:07,165 --> 00:22:09,240
and it's just like the art of the possible

534
00:22:09,240 --> 00:22:10,290
in the Sustainment Center.

535
00:22:10,290 --> 00:22:12,970
When you find you've got a shortfall

536
00:22:12,970 --> 00:22:14,050
or you've got something that's

537
00:22:14,050 --> 00:22:16,360
a stumbling block, you attack that.

538
00:22:16,360 --> 00:22:18,640
You streamline that
part of the process out.

539
00:22:18,640 --> 00:22:20,240
You find the next roadblock.

540
00:22:20,240 --> 00:22:21,740
You go attack that.

541
00:22:21,740 --> 00:22:23,270
We're gonna have to do
some of that over time,

542
00:22:23,270 --> 00:22:26,140
and evolve this, so that
we can do it better.

543
00:22:26,140 --> 00:22:26,990
- Okay, thank you sir.

544
00:22:26,990 --> 00:22:29,380
So continuing with the same theme.

545
00:22:29,380 --> 00:22:31,420
Many organizations,
both inside and outside

546
00:22:31,420 --> 00:22:33,630
of the federal government,
encourage teleworking

547
00:22:33,630 --> 00:22:36,990
as a way to attract and
retain the quality workforce.

548
00:22:36,990 --> 00:22:40,240
What is the AFMC policy
regarding telework?

549
00:22:40,240 --> 00:22:42,720
- So telework is one that we acknowledge

550
00:22:42,720 --> 00:22:45,700
as a tool that is out
there for the commanders

551
00:22:45,700 --> 00:22:48,160
to utilize in the right cases.

552
00:22:48,160 --> 00:22:51,120
It is not one that I have,
as a MAJCOM commander,

553
00:22:51,120 --> 00:22:54,410
set a global policy that
what we have to offer.

554
00:22:54,410 --> 00:22:57,490
What I wanna do is this has
been pushed to the centers,

555
00:22:57,490 --> 00:23:01,230
and pushed down below that
even within the centers.

556
00:23:01,230 --> 00:23:02,940
So what I would encourage you to do,

557
00:23:02,940 --> 00:23:05,720
if you believe telework can,

558
00:23:05,720 --> 00:23:09,340
fits into the job skillset that you have,

559
00:23:09,340 --> 00:23:11,840
approach your leaders,
approach your supervisors,

560
00:23:11,840 --> 00:23:13,200
and work it through those chains

561
00:23:13,200 --> 00:23:16,980
so that they can look at
it from a mission impact,

562
00:23:16,980 --> 00:23:20,510
and a how we get our
business done philosophy.

563
00:23:20,510 --> 00:23:22,450
And if they support it in the field,

564
00:23:22,450 --> 00:23:25,420
then I'm not the one that
would say, "No, don't do it,"

565
00:23:25,420 --> 00:23:27,360
but I don't believe that's the right place

566
00:23:27,360 --> 00:23:28,720
for me to put a policy out

567
00:23:28,720 --> 00:23:30,690
that everybody's gotta do
it exactly the right way.

568
00:23:30,690 --> 00:23:33,760
I think each situation is dependent,

569
00:23:33,760 --> 00:23:35,163
and I trust the commanders in the field

570
00:23:35,163 --> 00:23:37,390
to be able to make those
calls and work that

571
00:23:37,390 --> 00:23:39,500
through the civilian personnel offices.

572
00:23:39,500 --> 00:23:40,610
- Okay, thanks sir.

573
00:23:40,610 --> 00:23:42,360
So we've had several questions related

574
00:23:42,360 --> 00:23:45,020
to the decision to
eliminate civilian PT time

575
00:23:45,020 --> 00:23:47,100
at the Air Force Sustainment Center.

576
00:23:47,100 --> 00:23:50,570
Will there be a new incentive
program that replaces that,

577
00:23:50,570 --> 00:23:52,930
or would you consider delegating that down

578
00:23:52,930 --> 00:23:55,010
to the airbase wing
commanders or supervisors

579
00:23:55,010 --> 00:23:57,800
to manage instead of the blanket policy?

580
00:23:57,800 --> 00:23:59,273
- So I don't see it, let me start in

581
00:23:59,273 --> 00:24:01,670
kind of in a reverse order there.

582
00:24:01,670 --> 00:24:03,730
I don't see this as
something I would delegate

583
00:24:03,730 --> 00:24:05,150
to the airbase wing commanders.

584
00:24:05,150 --> 00:24:07,580
To me, that's outside
their job jar to understand

585
00:24:07,580 --> 00:24:11,230
the mission impacts to
the Sustainment Center,

586
00:24:11,230 --> 00:24:15,570
to the Logistics Complex,
to the Supply Chain wing,

587
00:24:15,570 --> 00:24:17,770
and everything else that goes on there.

588
00:24:17,770 --> 00:24:20,320
So I don't see it going to
the airbase wing commanders.

589
00:24:20,320 --> 00:24:23,363
I don't see that as being one
that I would try to go with.

590
00:24:25,024 --> 00:24:27,630
This is not one that's
across the Air Force.

591
00:24:27,630 --> 00:24:29,980
It's not one that's cross AFMC.

592
00:24:29,980 --> 00:24:33,240
This is one that Lieutenant
General Kirkland,

593
00:24:33,240 --> 00:24:36,220
Sustainment Center
Commander, made based off

594
00:24:36,220 --> 00:24:38,490
of a mission imperative for readiness.

595
00:24:38,490 --> 00:24:41,840
He looked at all the
factors, and he's the one

596
00:24:41,840 --> 00:24:44,280
that looked at the productivity lost.

597
00:24:44,280 --> 00:24:46,090
He's the one that looked at

598
00:24:47,060 --> 00:24:49,380
the hours that we were losing,

599
00:24:49,380 --> 00:24:52,880
and right now, their
rough estimate of that is

600
00:24:52,880 --> 00:24:56,190
about $150 million productivity impact,

601
00:24:56,190 --> 00:24:59,930
and about 500,000 work
hours that we are losing

602
00:24:59,930 --> 00:25:03,310
the ability to generate and do this work

603
00:25:03,310 --> 00:25:04,990
that is impacted by that.

604
00:25:04,990 --> 00:25:09,070
That is what drove Gene to
make that kind of a call.

605
00:25:09,070 --> 00:25:10,920
He didn't take it lightly,

606
00:25:10,920 --> 00:25:13,610
and he is setting up metrics to collect

607
00:25:13,610 --> 00:25:16,951
and look at all those impacts
so that we can weigh it out.

608
00:25:16,951 --> 00:25:19,160
It was a temporary

609
00:25:19,160 --> 00:25:22,760
cessation or stop of that for a year,

610
00:25:22,760 --> 00:25:25,540
and then we'll evaluate,
and we will go forward.

611
00:25:25,540 --> 00:25:27,705
But right now, I'm not
looking to put up that.

612
00:25:27,705 --> 00:25:29,450
I would leave it to General Kirkland,

613
00:25:29,450 --> 00:25:31,890
but I don't think we're
looking at an alternative plan.

614
00:25:31,890 --> 00:25:33,290
We are looking at how to make

615
00:25:33,290 --> 00:25:37,530
the fitness facilities available
that our Airmen can use,

616
00:25:37,530 --> 00:25:39,690
and we believe that is critical,

617
00:25:39,690 --> 00:25:42,728
but from a mission imperative
and readiness perspective,

618
00:25:42,728 --> 00:25:45,620
this is the decision
General Kirkland's made,

619
00:25:45,620 --> 00:25:47,342
and I fully support it.

620
00:25:47,342 --> 00:25:48,200
- Okay, thanks sir.

621
00:25:48,200 --> 00:25:49,710
So shifting gears just a bit.

622
00:25:49,710 --> 00:25:50,543
- Okay.

623
00:25:50,543 --> 00:25:52,450
- You said that our peer
adversaries are developing

624
00:25:52,450 --> 00:25:54,420
new capabilities that
are starting to erode

625
00:25:54,420 --> 00:25:56,510
our technical advantage as a nation.

626
00:25:56,510 --> 00:25:59,030
What are some of the new
things that AFMC is doing

627
00:25:59,030 --> 00:26:01,680
to counter these threats,
to include the availability

628
00:26:01,680 --> 00:26:04,423
of inexpensive, small
Unmanned Aerial Systems.

629
00:26:05,480 --> 00:26:09,420
- So that is a reasonably short question

630
00:26:09,420 --> 00:26:14,420
that I could probably spend
an hour trying to address.

631
00:26:15,080 --> 00:26:18,700
So the things that, a couple
things we're trying to do,

632
00:26:18,700 --> 00:26:20,260
and I'll talk broad first,

633
00:26:20,260 --> 00:26:22,570
and then I'll go after Small UAS

634
00:26:22,570 --> 00:26:24,437
because we are the lead MAJCOM for that.

635
00:26:24,437 --> 00:26:27,300
And I'll, if I forget that, hit me,

636
00:26:27,300 --> 00:26:30,941
and I'll come back to it,
politely hit me, please.

637
00:26:30,941 --> 00:26:31,774
(people chuckle)

638
00:26:31,774 --> 00:26:35,560
But we are, a couple
things we're trying to do,

639
00:26:35,560 --> 00:26:37,270
we're trying to streamline.

640
00:26:37,270 --> 00:26:39,040
We're trying to use the authorities

641
00:26:39,040 --> 00:26:42,240
that Congress has given
us to do experimentation,

642
00:26:42,240 --> 00:26:47,240
prototyping, Section 804 things
to push capabilities out.

643
00:26:47,280 --> 00:26:50,300
We're going through a strategy right now

644
00:26:50,300 --> 00:26:53,230
to look at how to implement
the S&T 2030 Plan,

645
00:26:53,230 --> 00:26:55,390
which is getting at
technological advantages,

646
00:26:55,390 --> 00:26:57,580
and how to move that technology

647
00:26:57,580 --> 00:27:01,070
at the speed of relevance into the field.

648
00:27:01,070 --> 00:27:03,750
I think that plays a key part in this.

649
00:27:03,750 --> 00:27:05,600
We're partnering with AFWERX,

650
00:27:05,600 --> 00:27:08,270
and a bunch of different organizations.

651
00:27:08,270 --> 00:27:10,770
We're doing pitch days to get new ideas in

652
00:27:10,770 --> 00:27:13,840
to see how we can innovate
and how we can move forward

653
00:27:13,840 --> 00:27:15,700
in those areas to try to get capabilities

654
00:27:15,700 --> 00:27:18,737
into the field quickly and move.

655
00:27:18,737 --> 00:27:21,760
I think I said, it, but delegating is key.

656
00:27:21,760 --> 00:27:24,620
If you don't, coming to me
in a lot of cases takes time,

657
00:27:24,620 --> 00:27:26,950
going to Dr. Roper, takes time.

658
00:27:26,950 --> 00:27:28,470
If we can delegate authorities down,

659
00:27:28,470 --> 00:27:30,470
and you can make a
decision at a lower level,

660
00:27:30,470 --> 00:27:31,600
then I'm all good with that.

661
00:27:31,600 --> 00:27:34,200
If you've got the right
wherewithal to do it,

662
00:27:34,200 --> 00:27:35,920
move out, let's get going.

663
00:27:35,920 --> 00:27:39,063
So those are things that
we're doing internally,

664
00:27:39,063 --> 00:27:41,870
and I'd say those are pretty broad,

665
00:27:41,870 --> 00:27:44,980
particularly for Counter-Small UAS.

666
00:27:44,980 --> 00:27:46,940
One of the things that
we just recently had,

667
00:27:46,940 --> 00:27:49,700
we had a pitch day for Counter-Small UAS.

668
00:27:49,700 --> 00:27:51,040
One of the other things,

669
00:27:51,040 --> 00:27:53,130
and that brings in innovative ideas.

670
00:27:53,130 --> 00:27:54,560
I don't have the results of that.

671
00:27:54,560 --> 00:27:55,810
I know that we awarded some

672
00:27:55,810 --> 00:27:58,230
Small Business Innovative
Research contracts,

673
00:27:58,230 --> 00:28:00,330
and we'll let those go out and see

674
00:28:00,330 --> 00:28:02,240
what they deliver so that we can determine

675
00:28:02,240 --> 00:28:06,100
what we can bring in to
give us more capabilities.

676
00:28:06,100 --> 00:28:09,220
Another one we're doing in
this area is we're designing

677
00:28:09,220 --> 00:28:12,740
the system with an Open
Mission System architecture.

678
00:28:12,740 --> 00:28:15,960
What that means is that if
a new technology comes along

679
00:28:15,960 --> 00:28:19,560
that provides a capability
against Counter-Small UAS,

680
00:28:19,560 --> 00:28:22,100
then we can quickly put it into the field

681
00:28:22,100 --> 00:28:24,160
without as much testing as we may have had

682
00:28:24,160 --> 00:28:27,870
to do in the past, and
we can utilize that.

683
00:28:27,870 --> 00:28:29,600
We're looking very broadly.

684
00:28:29,600 --> 00:28:31,760
We're looking at any
industry ideas that are

685
00:28:31,760 --> 00:28:34,420
out there for capabilities we can do.

686
00:28:34,420 --> 00:28:36,740
The other one we're doing that may not be

687
00:28:36,740 --> 00:28:41,268
on everyone's immediate
forefront of their thought

688
00:28:41,268 --> 00:28:45,900
is we're working with the
Federal Aviation Administration.

689
00:28:45,900 --> 00:28:48,930
We're working with multiple
other organizations

690
00:28:48,930 --> 00:28:50,580
that have a say in what capabilities

691
00:28:50,580 --> 00:28:54,130
we can and cannot turn
on, so that as we develop

692
00:28:54,130 --> 00:28:56,000
these things we don't
get a great capability

693
00:28:56,000 --> 00:28:57,760
and bring it right to the forefront,

694
00:28:57,760 --> 00:29:00,270
and then put it on the shelf
because we can't turn it on.

695
00:29:00,270 --> 00:29:02,110
So we're looking innovatively

696
00:29:02,110 --> 00:29:03,810
at how we do those things as well.

697
00:29:03,810 --> 00:29:05,620
So there are a lot of efforts underway

698
00:29:05,620 --> 00:29:10,100
to try to go faster, and
we'll see how those progress.

699
00:29:10,100 --> 00:29:12,300
We'll learn lessons,
and we'll move forward.

700
00:29:13,220 --> 00:29:14,800
- Okay, sir, thank you.

701
00:29:14,800 --> 00:29:18,070
So related to the
innovation comment you made,

702
00:29:18,070 --> 00:29:21,760
a lot of us are unclear what
innovation actually means

703
00:29:21,760 --> 00:29:24,070
relative to the AFMC mission.

704
00:29:24,070 --> 00:29:25,140
What are some of the things,

705
00:29:25,140 --> 00:29:26,650
in addition to what
you've already mentioned,

706
00:29:26,650 --> 00:29:29,620
is the command doing to
kind of leverage innovation

707
00:29:29,620 --> 00:29:31,760
across our entire mission set?

708
00:29:31,760 --> 00:29:32,593
- So it's interesting.

709
00:29:32,593 --> 00:29:34,880
Innovation is really
kind of hard to describe,

710
00:29:34,880 --> 00:29:37,380
and I would say if you asked
the 80,000 men and women

711
00:29:37,380 --> 00:29:38,920
of Air Force Materiel Command,

712
00:29:38,920 --> 00:29:40,840
you'd get 80,000 different answers

713
00:29:40,840 --> 00:29:42,800
as to exactly what it means.

714
00:29:42,800 --> 00:29:46,610
For some people, innovation is
some cutting-edge technology

715
00:29:46,610 --> 00:29:48,440
that no one's ever thought of.

716
00:29:48,440 --> 00:29:51,170
For others, innovation is
simply changing a process

717
00:29:51,170 --> 00:29:54,530
that we didn't use before, and so,

718
00:29:54,530 --> 00:29:56,500
and I'm for all of 'em, okay.

719
00:29:56,500 --> 00:30:01,240
I don't wanna stifle it
and give it too vernacular

720
00:30:01,240 --> 00:30:04,512
of a, I don't wanna handcuff anybody

721
00:30:04,512 --> 00:30:06,643
with their own definition of innovation.

722
00:30:07,490 --> 00:30:10,860
We have great efforts going
on in the Sustainment Center

723
00:30:10,860 --> 00:30:14,230
where there they've got innovation
centers and cells set up

724
00:30:14,230 --> 00:30:17,640
to do how to use additive manufacturing.

725
00:30:17,640 --> 00:30:18,550
They got a lot of those.

726
00:30:18,550 --> 00:30:20,830
We're doing innovative things
with software development

727
00:30:20,830 --> 00:30:22,510
in our Sustainment Center,

728
00:30:22,510 --> 00:30:24,200
in the Life Cycle Management Center,

729
00:30:24,200 --> 00:30:28,187
how we utilize our people,
how we move people around.

730
00:30:28,187 --> 00:30:31,630
We use innovation in the Ground
Based Strategic Deterrent

731
00:30:33,160 --> 00:30:34,850
acquisition because we've got

732
00:30:34,850 --> 00:30:37,340
a model-based systems engineering approach

733
00:30:37,340 --> 00:30:40,273
that's gonna allow us to
do digital engineering.

734
00:30:40,273 --> 00:30:42,490
There are a lot of great innovative ideas

735
00:30:42,490 --> 00:30:44,120
flowing in through the Test Center.

736
00:30:44,120 --> 00:30:48,030
I know that the 412th Test
Wing's doing some amazing things.

737
00:30:48,030 --> 00:30:50,470
So there are a lot of
great innovative things

738
00:30:50,470 --> 00:30:51,303
that are going on.

739
00:30:51,303 --> 00:30:54,490
Pitch days to me are a
great innovative idea.

740
00:30:54,490 --> 00:30:55,890
So we've got a lot of great work

741
00:30:55,890 --> 00:30:57,180
in a lot of different ways.

742
00:30:57,180 --> 00:30:59,330
What we need to do is capitalize on

743
00:30:59,330 --> 00:31:00,870
what's working in one place,

744
00:31:00,870 --> 00:31:03,090
and than promulgate that
out to the other parts

745
00:31:03,090 --> 00:31:06,460
of our enterprise so that we,

746
00:31:06,460 --> 00:31:08,180
I don't need five people solving

747
00:31:08,180 --> 00:31:09,930
the same problem if I can avoid it,

748
00:31:09,930 --> 00:31:12,830
five locations solving the
same problem if I can avoid it.

749
00:31:15,310 --> 00:31:17,510
If the 412th Test Wing

750
00:31:17,510 --> 00:31:19,470
under Dragon Teichert finds an answer,

751
00:31:19,470 --> 00:31:21,380
and they've got a way to go do it,

752
00:31:21,380 --> 00:31:23,270
then I'm hoping that they can share that

753
00:31:23,270 --> 00:31:25,570
with General Schmidt, and General Kubinec,

754
00:31:25,570 --> 00:31:27,900
and all the other locations
so that we don't have

755
00:31:27,900 --> 00:31:30,520
to go attack it multiple places.

756
00:31:30,520 --> 00:31:32,200
- Okay, thank you sir.
- Okay?

757
00:31:32,200 --> 00:31:35,690
- So obviously AFMC has a
large civilian workforce.

758
00:31:35,690 --> 00:31:39,380
What do you see as the role of civilians

759
00:31:39,380 --> 00:31:41,160
in terms of helping the Air Force meet

760
00:31:41,160 --> 00:31:43,240
the requirements of the NDS,

761
00:31:43,240 --> 00:31:46,320
and then in particular
as a follow on to that,

762
00:31:46,320 --> 00:31:47,840
about wage-grade employees.

763
00:31:47,840 --> 00:31:51,480
How do we see their career
development and progression?

764
00:31:51,480 --> 00:31:53,240
So just talk a little bit

765
00:31:53,240 --> 00:31:55,840
about civilian importance in our command.

766
00:31:55,840 --> 00:31:57,600
- Yeah, so I,

767
00:31:59,230 --> 00:32:02,870
one of the things that
I've tried to forbid

768
00:32:02,870 --> 00:32:07,660
within the center staff here
is when anyone talks to me

769
00:32:07,660 --> 00:32:10,527
about civilians and
military, what I tell 'em is,

770
00:32:10,527 --> 00:32:12,710
"I wanna hear about Airmen,"

771
00:32:12,710 --> 00:32:15,260
because I see our
civilian workforce as key,

772
00:32:15,260 --> 00:32:16,640
and they're part of our overall Airmen

773
00:32:16,640 --> 00:32:18,360
that we've gotta take are of.

774
00:32:18,360 --> 00:32:19,410
We've gotta develop.

775
00:32:19,410 --> 00:32:22,800
We've gotta make sure we're
doing the right things for them.

776
00:32:22,800 --> 00:32:26,650
They are key to our ability to go forward.

777
00:32:26,650 --> 00:32:30,290
Our civilian workforce
is extremely diverse,

778
00:32:30,290 --> 00:32:34,400
and we are heavily dependent
on each and every one of them.

779
00:32:34,400 --> 00:32:36,720
It ranges from PhDs in areas

780
00:32:36,720 --> 00:32:38,420
that I couldn't even begin to announce

781
00:32:38,420 --> 00:32:40,550
what they got their PhD in,

782
00:32:40,550 --> 00:32:42,240
to men and women that are doing things

783
00:32:42,240 --> 00:32:44,120
on installations each and every day,

784
00:32:44,120 --> 00:32:46,030
and doing things within
the Sustainment Center

785
00:32:46,030 --> 00:32:48,580
each and every day to
accomplish the mission.

786
00:32:48,580 --> 00:32:51,790
So we are an extremely
diverse organization.

787
00:32:51,790 --> 00:32:56,660
Each and every Airman is
critical to our ability to do it.

788
00:32:56,660 --> 00:32:59,080
We need to create an
environment where each

789
00:32:59,080 --> 00:33:01,540
and every one of them has the opportunity

790
00:33:01,540 --> 00:33:04,240
to succeed in their workplace,

791
00:33:04,240 --> 00:33:07,870
and not be hindered in
their ability to succeed.

792
00:33:07,870 --> 00:33:10,100
And we need to be able to develop them

793
00:33:10,100 --> 00:33:13,130
so that they can grow into

794
00:33:13,130 --> 00:33:16,550
what they wanna be and
get those opportunities.

795
00:33:16,550 --> 00:33:19,915
So our civilian workforce, our Airmen,

796
00:33:19,915 --> 00:33:23,750
critical to what we're gonna
be able to do in this MAJCOM.

797
00:33:23,750 --> 00:33:25,770
And having served in this MAJCOM,

798
00:33:25,770 --> 00:33:28,960
I started in this MAJCOM in 1992.

799
00:33:28,960 --> 00:33:30,920
Many of the people that have mentored me,

800
00:33:30,920 --> 00:33:33,780
guided me, shaped what I am today

801
00:33:33,780 --> 00:33:37,520
as an Air Force officer, are civilians.

802
00:33:37,520 --> 00:33:38,720
They've taught me.

803
00:33:38,720 --> 00:33:42,520
I learn each and every day
from the many men and women

804
00:33:42,520 --> 00:33:44,900
that are out there who
are civilian Airmen.

805
00:33:44,900 --> 00:33:46,970
So very critical to what we're doing.

806
00:33:46,970 --> 00:33:48,260
- Okay, thanks, sir.

807
00:33:48,260 --> 00:33:50,250
So somewhat related to
our earlier question

808
00:33:50,250 --> 00:33:53,910
about resiliency, can you
explain the wingman concept

809
00:33:53,910 --> 00:33:56,140
across the command, and in particular,

810
00:33:56,140 --> 00:33:58,330
what resources does the
command have in place

811
00:33:58,330 --> 00:34:00,190
for our military and civilian Airmen,

812
00:34:00,190 --> 00:34:02,780
and especially their
families in times of need,

813
00:34:02,780 --> 00:34:05,920
which obviously was,
obviously this weekend here

814
00:34:05,920 --> 00:34:09,270
in the Dayton area with the
tragedies of this weekend?

815
00:34:09,270 --> 00:34:10,187
- Yeah, so,

816
00:34:12,913 --> 00:34:16,430
the importance of those
agencies couldn't be

817
00:34:16,430 --> 00:34:19,790
any more critically
witnessed than what happened

818
00:34:19,790 --> 00:34:21,700
at the tragedy at Dayton this week.

819
00:34:21,700 --> 00:34:23,920
And I know each location's
had their tragedies

820
00:34:23,920 --> 00:34:27,180
but this is one that's the newest one

821
00:34:27,180 --> 00:34:31,620
but the fact that Colonel
Sherman and the team here put

822
00:34:31,620 --> 00:34:34,110
the helping agencies, made 'em available

823
00:34:34,110 --> 00:34:36,250
for two straight days for everyone,

824
00:34:36,250 --> 00:34:38,080
and got messages out to all the leaders

825
00:34:38,080 --> 00:34:40,050
that if they had people
that needed assistance,

826
00:34:40,050 --> 00:34:41,700
they would support them.

827
00:34:41,700 --> 00:34:43,140
That's what this is really all about.

828
00:34:43,140 --> 00:34:46,685
That's true of being wingmen
and looking out for each other,

829
00:34:46,685 --> 00:34:49,350
and making sure that we let everybody know

830
00:34:49,350 --> 00:34:52,840
the Employee Assistance
Programs were available.

831
00:34:52,840 --> 00:34:55,460
For those civilians that are out there,

832
00:34:55,460 --> 00:34:56,913
that's available 24/7.

833
00:34:56,913 --> 00:34:59,853
They can call anytime,
and they talk to a person.

834
00:35:00,700 --> 00:35:01,900
They're not getting a voicemail.

835
00:35:01,900 --> 00:35:04,290
So those are assets that
we have always available.

836
00:35:04,290 --> 00:35:08,040
To me, the wingman concept
goes back to, and it's,

837
00:35:08,040 --> 00:35:11,230
I can't, as a bomber guy
and learning all this,

838
00:35:11,230 --> 00:35:13,260
it wasn't exactly the
way we did bomber ops,

839
00:35:13,260 --> 00:35:15,460
although we did fly in formations,

840
00:35:15,460 --> 00:35:18,290
but it's kind of comes out of the concept

841
00:35:18,290 --> 00:35:21,400
of employing air power in formations

842
00:35:21,400 --> 00:35:23,110
and looking out for each other.

843
00:35:23,110 --> 00:35:25,320
And the wingman being
the one that's watching

844
00:35:25,320 --> 00:35:26,780
what the leads doing, and making sure

845
00:35:26,780 --> 00:35:28,420
they're protecting them,
and letting 'em know

846
00:35:28,420 --> 00:35:31,230
what's going on, and
never leaving 'em behind,

847
00:35:31,230 --> 00:35:32,063
and taking care of 'em.

848
00:35:32,063 --> 00:35:34,860
That's the whole genesis
of the wingman concept.

849
00:35:34,860 --> 00:35:36,700
In our environment, what it really means,

850
00:35:36,700 --> 00:35:37,990
it goes back to what I talked about,

851
00:35:37,990 --> 00:35:40,810
the importance of why I
believe the tactical pause,

852
00:35:40,810 --> 00:35:42,490
if you wanna call it that,

853
00:35:42,490 --> 00:35:45,330
which is what we've called
it, is so important.

854
00:35:45,330 --> 00:35:48,300
It's us looking out for each other.

855
00:35:48,300 --> 00:35:51,920
It's us noticing something
within our workplace,

856
00:35:51,920 --> 00:35:53,373
and being wiling to go,

857
00:35:55,377 --> 00:35:57,727
"You aren't wearing any makeup today,

858
00:35:57,727 --> 00:35:59,477
"and you always do.

859
00:35:59,477 --> 00:36:00,870
"Is everything okay?"

860
00:36:00,870 --> 00:36:03,227
Or, "Your uniform doesn't look right.

861
00:36:03,227 --> 00:36:05,407
"Your uniform always looks impeccable.

862
00:36:05,407 --> 00:36:08,550
"Is there anything going on
that I need to be aware of?"

863
00:36:08,550 --> 00:36:10,630
Or just asking, "How are you doing?"

864
00:36:10,630 --> 00:36:14,700
You never, don't ever under-appreciate

865
00:36:14,700 --> 00:36:16,950
how important that is to our people.

866
00:36:16,950 --> 00:36:18,870
The reality of it is the men and women

867
00:36:18,870 --> 00:36:22,860
that work within this command
spend more time working

868
00:36:22,860 --> 00:36:26,033
in the command than they probably
spend with their families.

869
00:36:27,380 --> 00:36:29,160
And we need to be looking
out for each other

870
00:36:29,160 --> 00:36:31,340
because each and every
one of you is critical

871
00:36:31,340 --> 00:36:33,660
to our ability to execute the mission.

872
00:36:33,660 --> 00:36:35,910
So that's really what the
wingman concept means to me.

873
00:36:35,910 --> 00:36:36,750
- Thanks, sir.

874
00:36:36,750 --> 00:36:39,730
So I'm gonna circle back,
just on the PT question.

875
00:36:39,730 --> 00:36:41,440
We've seen many comments
that have come in,

876
00:36:41,440 --> 00:36:44,700
talking about this being
kind of a hit to morale.

877
00:36:44,700 --> 00:36:47,530
What advice do you give
to those folks out there?

878
00:36:47,530 --> 00:36:49,780
Because obviously this
was a business decision,

879
00:36:49,780 --> 00:36:51,569
and it's a hard decision to make.

880
00:36:51,569 --> 00:36:52,402
- It is.

881
00:36:52,402 --> 00:36:54,300
- So what do you say to those folks who,

882
00:36:54,300 --> 00:36:57,180
you know, may want to
look for work elsewhere

883
00:36:57,180 --> 00:36:59,460
because this was a nice perk that was part

884
00:36:59,460 --> 00:37:02,040
of their civilian employment?

885
00:37:02,040 --> 00:37:06,280
- So, I hope that we don't
have people that do that

886
00:37:06,280 --> 00:37:08,410
but I do understand that things play out

887
00:37:08,410 --> 00:37:10,870
in your calculus as to
where you wanna work,

888
00:37:10,870 --> 00:37:13,970
and that's a decision that
everyone gets to make.

889
00:37:13,970 --> 00:37:17,356
What I would encourage you to
do is talk to your leadership,

890
00:37:17,356 --> 00:37:20,518
and talk to your,

891
00:37:20,518 --> 00:37:22,400
the folks that represent you.

892
00:37:22,400 --> 00:37:23,840
Talk to your leadership.

893
00:37:23,840 --> 00:37:28,334
Communicate your concerns
so that they're heard.

894
00:37:28,334 --> 00:37:30,750
I had a telecom this morning discussing

895
00:37:30,750 --> 00:37:32,830
this very topic with someone.

896
00:37:32,830 --> 00:37:35,619
So what I would encourage you to do,

897
00:37:35,619 --> 00:37:39,590
if it is that, a morale hit,
if you are feeling that way,

898
00:37:39,590 --> 00:37:41,420
and there are things there,
I would encourage you

899
00:37:41,420 --> 00:37:44,771
to make those feelings known
to your immediate supervisors

900
00:37:44,771 --> 00:37:47,440
and your leadership chain
so that they can consider

901
00:37:47,440 --> 00:37:48,810
those as we go forward.

902
00:37:48,810 --> 00:37:50,730
That'd be the best
advice I could give you.

903
00:37:50,730 --> 00:37:51,640
- Thanks, sir.

904
00:37:51,640 --> 00:37:53,870
So we'll circle back on
another question here, too,

905
00:37:53,870 --> 00:37:55,180
on the wingman concept.

906
00:37:55,180 --> 00:37:56,610
How does this apply to contractors,

907
00:37:56,610 --> 00:37:58,800
and what support can we give to them?

908
00:37:58,800 --> 00:38:03,620
- Yeah, that is a, that's one
that's a little bit different

909
00:38:03,620 --> 00:38:06,053
in how we've done a lot of the activities.

910
00:38:07,040 --> 00:38:09,960
Our contractor workforce,
we are heavily dependent

911
00:38:09,960 --> 00:38:12,280
on contractors supporting our mission.

912
00:38:12,280 --> 00:38:14,730
What I encourage is look
for those opportunities

913
00:38:14,730 --> 00:38:17,470
to include as best we can
our contractor workforce.

914
00:38:17,470 --> 00:38:20,480
I still believe we need to talk
to our contractor workforce

915
00:38:20,480 --> 00:38:22,120
and ask them how they're doing.

916
00:38:22,120 --> 00:38:26,413
If we see something there that
appears out of the normal,

917
00:38:26,413 --> 00:38:29,650
there may be limitations
in what we can do.

918
00:38:29,650 --> 00:38:32,180
If you are in a workplace
environment where you see

919
00:38:32,180 --> 00:38:34,670
something like that, or
you're worried about it,

920
00:38:34,670 --> 00:38:35,900
I would encourage you to bring it up

921
00:38:35,900 --> 00:38:40,900
to your first-level supervisor
or your materiel leader,

922
00:38:41,110 --> 00:38:43,760
squadron commander, or squadron director,

923
00:38:43,760 --> 00:38:46,280
those type of folks,
so that they're aware,

924
00:38:46,280 --> 00:38:47,950
and they can engage.

925
00:38:47,950 --> 00:38:49,910
We do need to look out for those folks

926
00:38:49,910 --> 00:38:52,250
because they are, we are heavily dependent

927
00:38:52,250 --> 00:38:54,080
on the great work they do for us, as well.

928
00:38:54,080 --> 00:38:56,630
- Okay, thanks sir, so
shifting just a bit,

929
00:38:56,630 --> 00:39:00,060
this is a fairly long question
that had come in previously,

930
00:39:00,060 --> 00:39:04,120
to talk about the
relationship that AFMC has

931
00:39:04,120 --> 00:39:07,540
with the Air Force
Government Employees Union.

932
00:39:07,540 --> 00:39:10,440
Obviously there's been
quite a bit of activity

933
00:39:10,440 --> 00:39:12,910
over the past year with
the executive orders

934
00:39:12,910 --> 00:39:15,510
that were issued back in 2018.

935
00:39:15,510 --> 00:39:17,410
Where are we with that,

936
00:39:17,410 --> 00:39:21,500
and how does the command
view that union relationship?

937
00:39:21,500 --> 00:39:23,000
- So I believe our relationship

938
00:39:23,000 --> 00:39:25,483
and our partnership
agreement is important.

939
00:39:27,049 --> 00:39:31,010
I started, my first interactions
with the union weren't

940
00:39:31,010 --> 00:39:34,370
when I was Captain Bunch, flying the B-2,

941
00:39:34,370 --> 00:39:38,570
but more when I was
Lieutenant Colonel Bunch,

942
00:39:38,570 --> 00:39:41,660
as a squadron commander in the
419th Flight Test Squadron,

943
00:39:41,660 --> 00:39:43,760
is when I started dealing with unions,

944
00:39:43,760 --> 00:39:46,250
and having that dialog, and making sure.

945
00:39:46,250 --> 00:39:48,610
I think that partnership is important.

946
00:39:48,610 --> 00:39:51,200
I think that dialogue must continue.

947
00:39:51,200 --> 00:39:53,750
I believe we have a
great relationship with,

948
00:39:53,750 --> 00:39:57,760
and a great partnership agreement
with our union partners,

949
00:39:57,760 --> 00:40:00,490
and I hope that that just continues.

950
00:40:00,490 --> 00:40:02,790
There are things that
are going on at a level

951
00:40:02,790 --> 00:40:05,083
that are beyond us that I can't control,

952
00:40:06,835 --> 00:40:11,060
and what I want us to do
is to continue to dialogue.

953
00:40:11,060 --> 00:40:14,030
I think there, I have seen things

954
00:40:14,030 --> 00:40:17,330
that have happened in the workplace

955
00:40:17,330 --> 00:40:19,080
that have caused the union to get engaged,

956
00:40:19,080 --> 00:40:20,840
and many of those have been exactly right.

957
00:40:20,840 --> 00:40:22,043
They needed to engage,
and there were things

958
00:40:22,043 --> 00:40:26,210
that we were doing as leadership
that we needed to change,

959
00:40:26,210 --> 00:40:27,580
and we needed to take steps.

960
00:40:27,580 --> 00:40:29,980
And the earlier we bring those up,

961
00:40:29,980 --> 00:40:31,920
and at the lower levels we bring 'em up,

962
00:40:31,920 --> 00:40:34,040
the quicker we can get 'em resolved.

963
00:40:34,040 --> 00:40:36,150
To me, I want that dialogue to take place.

964
00:40:36,150 --> 00:40:38,340
I think there's a great partnership there,

965
00:40:38,340 --> 00:40:41,160
and I just hope we continue
that great working relationship.

966
00:40:41,160 --> 00:40:42,360
- Okay, thanks sir.

967
00:40:42,360 --> 00:40:44,500
So we're winding down on questions here,

968
00:40:44,500 --> 00:40:46,890
so a last chance for anyone if you'd like

969
00:40:46,890 --> 00:40:48,800
to submit some questions to us

970
00:40:48,800 --> 00:40:50,410
but if you could talk just a minute

971
00:40:50,410 --> 00:40:52,350
of where you see the command going.

972
00:40:52,350 --> 00:40:54,050
What's your vision for the future?

973
00:40:54,890 --> 00:40:55,723
- So,

974
00:40:57,690 --> 00:40:59,880
I believe, and I've already stated it,

975
00:40:59,880 --> 00:41:01,610
I've told the Secretary of the Air Force,

976
00:41:01,610 --> 00:41:02,920
the Chief of Staff of the Air Force,

977
00:41:02,920 --> 00:41:05,870
and the MAJCOM commanders
that are out there,

978
00:41:05,870 --> 00:41:08,740
that if you wanna get the
National Defense Strategy done,

979
00:41:08,740 --> 00:41:11,736
and you wanna drive to
the Air Force We Need,

980
00:41:11,736 --> 00:41:13,880
AFMC has gotta be successful.

981
00:41:13,880 --> 00:41:16,410
We are the most important
MAJCOM in doing that.

982
00:41:17,539 --> 00:41:18,372
(chuckles)

983
00:41:18,372 --> 00:41:20,870
Hopefully, everybody is following
along on the logic here.

984
00:41:20,870 --> 00:41:23,923
We are the most important
ones, and we've gotta succeed.

985
00:41:25,360 --> 00:41:28,580
What I'm gonna do now,
I am more on the road

986
00:41:28,580 --> 00:41:30,673
for my immersions over the coming months.

987
00:41:31,536 --> 00:41:33,380
I've already, like I said, I've done one

988
00:41:33,380 --> 00:41:36,230
of the base visits where I learned a lot,

989
00:41:36,230 --> 00:41:38,290
and I'm going out, and I'm looking forward

990
00:41:38,290 --> 00:41:40,600
to learn a lot more.

991
00:41:40,600 --> 00:41:44,560
I'm gonna squint with my ears
as General Goldstein says.

992
00:41:44,560 --> 00:41:49,410
I wanna listen, I wanna
observe, I wanna learn

993
00:41:49,410 --> 00:41:52,070
before I set a grand strategy up,

994
00:41:52,070 --> 00:41:54,336
we're gonna do a, b, c, and d.

995
00:41:54,336 --> 00:41:57,650
If I came in and immediately
started doing all those things,

996
00:41:57,650 --> 00:41:59,770
then I would say some
of you should question

997
00:41:59,770 --> 00:42:01,300
why I didn't wait, and listen,

998
00:42:01,300 --> 00:42:04,010
and learn a little bit
more before I did that.

999
00:42:04,010 --> 00:42:08,140
So I am learning, and I am listening,

1000
00:42:08,140 --> 00:42:10,380
and then I will pick out those areas

1001
00:42:10,380 --> 00:42:12,740
that we need to go out,
and we will communicate

1002
00:42:12,740 --> 00:42:14,540
those out that we're gonna go after.

1003
00:42:15,490 --> 00:42:17,360
There are some things
that are already underway

1004
00:42:17,360 --> 00:42:19,610
because they were underway
before I even got here.

1005
00:42:19,610 --> 00:42:22,530
So how we're gonna implement S&T 2030,

1006
00:42:22,530 --> 00:42:25,150
that strategy is underway,
and we're looking at

1007
00:42:25,150 --> 00:42:26,283
how we go do that.

1008
00:42:27,130 --> 00:42:29,200
We're looking at the test enterprise,

1009
00:42:29,200 --> 00:42:32,100
and can we be more
efficient with OT and DT,

1010
00:42:32,100 --> 00:42:35,130
that was already underway
before we ever got started.

1011
00:42:35,130 --> 00:42:37,610
So we're gonna keep driving those ways.

1012
00:42:37,610 --> 00:42:38,880
I'm looking forward to seeing

1013
00:42:38,880 --> 00:42:41,610
the unfiltered comments
I bet back from the AFMC.

1014
00:42:41,610 --> 00:42:45,350
We need surveys, and
hearing what you out there

1015
00:42:45,350 --> 00:42:48,160
in the field are telling
us are the key things

1016
00:42:48,160 --> 00:42:50,630
that you wanna learn about,
that I ought to be aware of

1017
00:42:50,630 --> 00:42:53,760
so that I can learn and maybe
take some steps to improve,

1018
00:42:53,760 --> 00:42:56,692
how we do our business,
or improve your way

1019
00:42:56,692 --> 00:42:59,490
of doing the activities in your area,

1020
00:42:59,490 --> 00:43:01,950
or the life that we're living
out there in the field.

1021
00:43:01,950 --> 00:43:04,060
So that's kind of how
I see us going forward.

1022
00:43:04,060 --> 00:43:06,400
- Okay, well sir, that's
all the questions we have.

1023
00:43:06,400 --> 00:43:09,023
Are there any parting
thoughts for the command?

1024
00:43:11,090 --> 00:43:12,690
- Thank you.

1025
00:43:12,690 --> 00:43:15,217
Thank you for what you're
doing each and every day.

1026
00:43:15,217 --> 00:43:17,830
It is an honor and a privilege

1027
00:43:17,830 --> 00:43:20,310
to work for and with you.

1028
00:43:20,310 --> 00:43:22,940
Caroline and I are thrilled to be

1029
00:43:22,940 --> 00:43:25,860
the leadership team that's here now.

1030
00:43:25,860 --> 00:43:26,840
I serve you.

1031
00:43:26,840 --> 00:43:28,133
We work for you.

1032
00:43:29,060 --> 00:43:31,670
As I said earlier, I'm in the Global.

1033
00:43:31,670 --> 00:43:34,010
If you don't feel like
something's being listened to,

1034
00:43:34,010 --> 00:43:37,461
find me in the Global and
hit me with an email, okay?

1035
00:43:37,461 --> 00:43:38,943
It doesn't bother me at all.

1036
00:43:39,890 --> 00:43:42,370
I get a few emails but
I'm happy to read yours

1037
00:43:42,370 --> 00:43:45,500
when they come in so thanks
for being a part of this.

1038
00:43:45,500 --> 00:43:48,370
Give us your feedback, and thanks for what

1039
00:43:48,370 --> 00:43:50,206
you do each and every day
to make us successful,

1040
00:43:50,206 --> 00:43:51,580
and everybody have a great day.

1041
00:43:51,580 --> 00:43:52,413
Thanks.

1042
00:43:52,413 --> 00:43:53,670
- Sir, thank you for your time.

1043
00:43:53,670 --> 00:43:54,800
We appreciate it.

1044
00:43:54,800 --> 00:43:57,550
Thank you to all of you
for participating today.

1045
00:43:57,550 --> 00:43:59,280
If we didn't answer your questions online,

1046
00:43:59,280 --> 00:44:01,147
you can expect a direct followup from us,

1047
00:44:01,147 --> 00:44:02,840
and we appreciate you tuning in.

1048
00:44:02,840 --> 00:44:03,673
Thank you.