Photo By Master Sgt. Matthew Mccoy | When squadron shutdowns became a reality, Airmen took swift actions to minimize losses.... read more read more
WICHITA, Kan. - When squadron shutdowns became a reality, Airmen took swift actions to minimize losses.
At the heart of any job-related change that occurs in the 184th Intelligence Wing, there’s a group of people assigned to the 184th Force Support Squadron who implement those changes as smoothly as possible.
In 2013, the wing was notified of a potentially big change that would affect the lives of approximately 160 unit members. The change included divesting, or shutting down, two large squadrons assigned to the wing, the 184th Munitions Squadron and the 127th Command and Control Squadron.
Munitions personnel have been a part of the wing since its founding in 1941 as the 127th Observation Squadron. The formation of the Munitions Squadron occurred in 2005, when the Secretary of Defense recommended a realignment of Lackland Air Force Base in Texas. As a result of the realignment, the United States Air Force transferred the Standard Air Munitions Package and the Standard Tank, Rack, Adaptor and Pylon Package, locally known as STAMP/STRAPP, to the 184th.
Many of the munitions personnel were aircraft mechanics during the wing’s flying days. When the wing converted from a flying unit to a cyber-centric unit dealing primarily in military intelligence, the Munitions Squadron expanded its capabilities, which enabled them to hire the displaced flight line personnel. The squadron became fully operational in 2009, employing more than 100 Airmen.
As a result of the wing’s loss of KC-135 Stratotankers in 2007, the Command and Control Squadron was acquired as a follow-on mission along with other squadrons, which formed a very diverse wing. The squadron’s formation helped minimize the loss of manpower due to the wing’s conversion.
The Command and Control Squadron provided dependable communications capabilities to national leaders during wartime and peacetime operations, natural disasters and national emergencies. Radio and satellite operators, cyber and network administrators and logistics personnel employed versatile, state of the art equipment, which enabled the squadron to provide services in a full spectrum of situations. The squadron also had its own security forces detachment assigned to protect the unit’s assets. Once fully operational, the squadron employed more than 60 Airmen.
The Command and Control Squadron’s closure marked the first time in the wing’s history that it’s been without a squadron holding the 127th numerical designation.
Both squadrons were recognized for excellence and they both affected the outcomes of national and global events. Unfortunately, the two squadrons became victims of national budget activities.
“The divestitures are really the result of reductions in the nation’s military budget. It has nothing to do with the quality or performance of our Airmen,” said Col. David Weishaar, commander of the 184th Mission Support Group. “Both squadrons continue to receive accolades for their professionalism and the high standards in which they perform their missions. The two squadrons and their respective missions are simply no longer funded.”
Considerable discussions among the highest levels of leadership, including wing, state and the National Guard Bureau, took place in an attempt to reverse the decision of shutting down the squadrons.
Despite the incredible efforts made by top leaders, the squadrons were notified in early 2014 that their missions would be drawing to an end.
Maj. Gen. Lee Tafanelli, adjutant general of the Kansas National Guard, charged the Air National Guard wings and personnel at the Joint Forces Headquarters to ensure the Airmen in the two squadrons were the top priority.
“The 184th FSS immediately went on alert and took aim to ensure there was a contingency plan for each individual affected by the change,” said Maj. Rich Moon, commander, 184th FSS.
The actions included developing a force management plan for 158 positions, of which 115 were full-time.
“We had to figure out how we were going to send out notifications and start placing a large amount of people,” said Master Sgt. Ricky Combs, human resources designee, 184th FSS.
Combs worked primarily with the full-time members, who consisted of Active Guard/Reservists and Air Reserve technicians affected by the shutdowns. Once the official notifications were received, he implemented processes designed to help the displaced Airmen.
“First off, we had to start freezing our hiring protocols and start enforcing limited openings,” said Combs. “There for a while we were only advertising for current, on-board AGRs and technicians.”
With no follow-on missions in place to absorb the impact of the shutdowns, leaders throughout the wing took a serious look at how to minimize the negative outcomes.
A hiring freeze limited the scope of people that were able to apply for full-time positions. Only current full-time Guardsmen were allowed to apply for open positions. Drill-Status Guardsmen and applicants from outside of the wing were automatically disqualified until the freeze was lifted.
Combs and other wing leaders also looked at who would be eligible for a military retirement prior to the shutdowns.
“We built spreadsheets to find out who was already retirement eligible, who’s going to become retirement eligible and who needed to find a home,” said Combs.
After identifying the members who were eligible to remain in the unit, Combs began looking at the qualifications that were required by the open positions. Each full-time position was tied to an Air Force specialty code that placed certain requirements that the applicants had to meet. Some AFSCs carried strict rules about color vision and depth perception, while other AFSCs required high test scores on the Armed Forces Vocational Aptitude Battery.
“First, we’ve got to make sure they can fulfill the military requirements to be able to carry that AFSC. Then, we have to work the technician piece through HRO,” said Combs.
Combs worked directly with the Human Resources Office at the Kansas National Guard Headquarters in Topeka. Many questions came up during the shutdown process and Combs knew he could rely on his partners in Topeka for accurate answers.
“I feel like I can call up there and talk directly to the personnel and get a credible answer,” said Combs. “It’s a pretty good working relationship.”
Placing the full-time personnel in new positions was only part of the challenge faced by the FSS. Drill-status Guardsmen are part-time military members who make up the majority of the wing. More than 60 drill-status Guardsmen were displaced because of the shutdowns and needed to find new positions.
The responsibility of transferring the Airman into new jobs fell on the shoulders of Master Sgt. Stephen Vogt, Retention Office manager, 184th FSS. The Retention Office manager’s main duties consist of managing incentive programs, which include bonuses, the Montgomery GI Bill, and other college benefits. He also works with unit career advisors throughout the wing who relay information about wing-level programs. However, first and foremost, he takes care of the part-time force and helps them throughout their careers.
Vogt’s duties fit perfectly with the role of helping displaced drill-status Guardsmen find new positions in the wing.
“Once this became a reality and we knew the missions were going away, I tried to act as quickly as possible to get our traditional Guardsmen into new homes,” said Vogt.
The CACS personnel were relatively easy to move since they already carried the certifications to hold positions related to other missions in the wing.
“The Munitions Squadron offered a little bit more dynamics to it,” said Vogt. “They’re losing their AFSC altogether and that requires those members to cross-train.”
Unlike the CACS personnel, the munitions personnel held flight line qualifications that didn’t transfer to other jobs in the wing. Vogt began working with the Airmen to figure out what they needed to meet the qualifications.
Vogt also worked closely with the superintendents assigned to the closing squadrons. He provided spreadsheets showing the positions that were available and asked that the displaced Airmen select their top three choices.
“If it wasn’t their first choice, we got almost everybody into their second choice or a relatable choice,” said Vogt.
Vogt was impressed with the help he received from the chief master sergeants from around the wing. The chiefs formed a group with the goal to find places to put people.
“We had a lot of help from the chiefs,” said Vogt. “I was able to meet with them and Sergeant Combs and we discussed the full-time and traditional members. They opened up their manning documents and found homes for people.”
Although there were some losses due to separations, retirements and Airmen transferring to organizations outside of the wing, unit members did everything in their power to keep those losses to a minimum. It was evident that Fighting Jayhawks from all over the wing understood the effects to fellow Airmen and their families; the compassion and care displayed during turbulent times showed the true character of the men and women of the 184th IW.
Two chiefs in particular stood out in Vogt’s mind. Chief Master Sgt. Bill Angstadt, superintendent of the 127th CACS, and Chief Master Sgt. Terry Clain, superintendent of the 184th MUNS, did everything they possibly could to make sure their Airmen were taken care of. Despite their imminent retirements due to shutdowns, they stayed in constant communication with Vogt, Combs and the other chiefs until all of their Airmen had somewhere to go, whether in the wing or at another unit.
“They were all about their people, all the way through to the very end,” said Vogt.
“This was a monumental task under the most unfortunate circumstances,” said Moon. “It required people like Master Sergeant Vogt and Master Sergeant Combs, with specific skill sets, customer focus and ability communicate at all levels of the ANG to be successful.”
To date, 100 percent of the DSGs and 83 percent of the full-time members from the affected units have a plan to move forward.
“Master Sergeant Vogt and Master Sergeant Combs will be the first to tell you their jobs are not complete until the remaining 17 percent have a plan,” said Moon.
| Date Taken: | 01.09.2015 |
| Date Posted: | 01.11.2015 15:42 |
| Story ID: | 151741 |
| Location: | WICHITA, KS, US |
| Web Views: | 254 |
| Downloads: | 0 |
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