News

We are each a part of the AEF master plan

  • Published
  • By Maj. Tammy S. Hinskton
  • 100th Services Squadron commander
As a recent arrival to RAF Mildenhall, and as the new Services Squadron commander, I'm happy to be back at base level after a three-year staff job. 

My previous assignment was at the Air and Space Expeditionary Force Center at Langley Air Force Base, Va. 

Although it was different from base level, I learned a lot about how the Air force goes to war. Before I arrived at the AEFC, I was deployed in support of Operation Iraqi Freedom as a part of the "sit and stay" rotation (right before Blue and Silver). 

During that time I got my orders to Langley. Everyone who knew about my next assignment told me, "Go over there and fix the AEF. It's apparently broken, or we wouldn't be stuck out here now!" 

At that point I had to agree with them - six months living in a tent at a base built on a sewer was getting really unpleasant. I got to the AEFC about two months after returning from deployment. 

For the next two months I was immersed in the AEF planning and scheduling process, and all I can say is, There was so much I didn't know. 

I had deployed twice in two-and-a-half years, I knew how it worked ... right? Well, I was wrong. 

The problem is you just don't know what you don't know. 

As I got proficient at my job, I started going to conferences, courses and seminars, and started telling the AEF story. 

And quite frankly, I believe the AEF works. It's not perfect, but it is continually improving. We started AFSO21 at the AEFC more than two years ago. 

With the Air Force drawing down every year, we must find the best way to manage our greatest weapons system - people. We need to send them where they can be best used, literally getting "the biggest bang for our buck." 

The process doesn't start at the AEFC, it starts with the combatant commander requesting a capability, and our professionals turning that capability into applicable unit type codes for the AEFC to fill with fully trained and combat-ready forces. The requirements are filled with Air National Guard, Air Force Reserve Command (mobilized and volunteer) and active duty forces. 

We are each a part of the master plan on getting folks to the area of responsibility - no matter what that area of responsibility is. 

In June, 2004, we conducted a rapid improvement event following the LEAN process (AFSO21) which focused on teaming in the deployed environment for expeditionary combat support. 

Apparently, when polled, commanders had many definitions of "teaming." Our job was to give it a definition and create a process.

Who was our customer? The wing commander on the ground. 

What did he want? A cohesive, combat-ready force to fulfill the mission. 

How could we do that? Provide teaming at squadron level as the first priority, at wing level as second, then send folks that work and train together as a team. 

Of course there are always limiting factors, but teaming is the AEF expeditionary combat support scheduler's priority. 

The process was implemented for AEF 9/10 Cycle 5 with a 62 percent increase in squadron teaming. 

Those of you who have spent time deployed will agree that deploying with those you know cuts out the 'getting to know you' stages and the squadron can work as a cohesive unit from day one, not day 21. 

Basically, the Air Force system of deploying Airmen works, although from your perspective you may not see this. 

Have confidence that the folks deploying you on a daily basis have not only the Air Force's, but your best interests at heart!