Navy

The Air Force is restructuring the Air Force Medical Service to advance Airmen and Guardian health and readiness. The move also provides better support and advocacy for Department of the Air Force priorities in partnership with the Military Health System.

The Air Force is doing this by introducing command and control authority in the AFMS and establishing two regional Air Force Medical Commands, or AFMED Regions. These intermediate regional commands will be overseen by the Air Force Surgeon General to modernize how the AFMS can better support Air Force and Space Force medical readiness priorities while integrating the Defense Health Agency authorities for health care operations in military treatment facilities supporting DAF installations.

“The Air Force has always been distinct from our sister services, from our structure and number of military treatment facilities to how we train and deploy our medical forces,” said Lt. Gen. Robert Miller, U.S. Air Force Surgeon General. “As the DHA and the Military Health System have evolved over the last six years, it’s become apparent that the AFMS needed to restructure to ensure we could better advocate for our equities and execute the health service support mission at our installations and around the globe.”

AFMS and Air Force planners are coordinating closely to solidify details of the AFMED structure because a change this large requires a united front and deliberate effort from all partners.  The objective is to establish two regional AFMED commands with initial operating capability by October 1.

“The DHA’s mission is complex and military treatment facilities at DAF installations are where the vast majority of our operational medical capabilities are assigned to support Air Force and Space Force readiness priorities,” said Stephen Mounts, U.S. Air Force Associate Deputy Surgeon General. “The aim with AFMED is to provide clear direction to local leaders at the installation on health care and readiness priorities to ensure they spend less time deconflicting policies and can focus on the mission and their people.”

In the years since Congress implemented the National Defense Authorization Act for Fiscal Year 2017 and transferred health care authorities from the services to the DHA, the services have worked closely with DHA to manage priorities. According to Miller, AFMS planners analyzed Air Force concerns voiced by service leaders at the CORONA Commander’s Conference in the fall of 2022, and looked at DHA’s market structure as well as its sister service medical structures. They then worked with Air Force leaders to determine the best course of action moving forward.

“Having navigated the challenges of the MHS transition since 2017, our Air Force leadership asked us to improve our ability to execute the mission, and AFMED is the answer” continued Miller.

The AFMED command structure will improve the unity of effort across the Air Force medical enterprise by aligning service command and control authorities over readiness force structure with DHA authorities for oversight and management of military treatment facilities.

“AFMED – employing similar authorities as our Army and Navy counterparts – will enable senior Air Force medical leaders to better advocate for Air Force and Space Force installation military treatment facilities,” said Col. Patrick Parsons, AFMS MHS Governance Liaison Officer. “This new structure will elevate the balance of medical readiness and health care delivery from 76 individual medical group commanders and wing commanders to two medical Air Force general officers, allowing for streamlined strategic and operational engagement to maximize health service support.”

Despite these structural changes, Air Force medical personnel should not see any impact on their ability to train and prepare for wartime pacing threats or to deliver Ready Reliable Care to Airmen, Guardians, and their families.

“AFMED will help us do things better while still honoring our heritage of working directly for and with Department of the Air Force leadership,” said Chief Master Sgt. Dawn Kolczynski, Chief, Medical Enlisted Force. “The only reason we exist is to support our Air Force and Space Force, and we’re confident AFMED will make us more effective while advancing our ability to operate with our joint medical partners in the MHS.”

For more information, please access the AFMED Frequently Asked Questions [https://www.milsuite.mil/book/docs/DOC-1274386]. (Note: This site is restricted and requires a common access card; users without a common access card will receive a website error message)

JOINT BASE ELMENDORF-RICHARDSON, Alaska — The U.S. Navy announced its profound tribute to the legacy of Alaska Native Solomon ‘Sol’ Atkinson, a steadfast servant of both his nation and native community of Metlakatla, Aug. 7.

The USNS Solomon Atkinson, a future Navajo-class Towing, Salvage, and Rescue (T-ATS) ship, is a testament to a life of service.

“The Navy couldn’t have picked a better person to name a ship after. It brings tears to my eyes thinking that they are going to honor him this way,” said Verdie Bowen, the director of the Alaska Office of Veterans Affairs. “If you want a representation for Alaska on a ship, it’s Sol.”

Enlisting in the Navy in 1952, Atkinson etched his name in history as the first Alaska Native to join the underwater demolition teams, the precursor to the renowned Sea-Air-Land Teams. As the SEAL Teams emerged in 1962, Atkinson’s commitment led him to become one of the inaugural Navy SEALs and a plank owner, a foundational member, of SEAL Team 1.

Across continents and conflicts, Atkinson’s service was defined by his dedication to safeguarding freedom. He deployed to Korea and served three tours in Vietnam, where he earned the Bronze Star and Purple Heart for his courage and sacrifice.

Bowen said that his expertise extended beyond the battlefield as he trained 48 astronauts, including Neil Armstrong, Buzz Aldrin and Jim Lovell, in underwater weightless simulations. As a SEAL instructor he taught new generations of recruits.

Completing 22 years of active naval service, Atkinson retired in 1973 as a Chief Warrant Officer 4. However, his commitment to his fellow veterans and community remained undiminished.

Bowen said that Atkinson was instrumental in founding the Metlakatla Veterans Association in the early 90s, igniting his role as a steadfast advocate for his fellow servicemen and women. After establishing the first veteran’s organization on Annette Island, he was elected as the mayor of Metlakatla.

In 2009, he attended the inaugural Tribal Veterans Representative Class in Ketchikan, officially taking on the responsibilities of advocating and assisting veterans in his community as well as monitoring federal and state veterans’ benefits offered to those who served. His duties ensured community leaders, tribal governments, veterans, and their families were educated about veterans’ benefits.

“He broke down barriers and bridged qualified individuals to benefits they once thought unattainable and took care of other people before himself,” said Bowen, affirming that he helped other veterans get their VA benefits before he even applied for them. “Every day was Veterans Day in Sol’s eyes.”

Bowen said that Atkinson’s humility, resilience, and compassion were his hallmark traits and led to his recognition as the Alaska Governor’s Veterans Advocacy Award recipient in 2018 – a unanimous selection by members of the Alaska Veterans Advisory Council.

“He was just a gigantic person and I’m not talking about him being six foot something,” said Bowen, who grew up in southeast Alaska and knew Atkinson since he was a kid. “He was a great storyteller and would share tall tales of shipwrecks, gold, and treasure. He was the one that made me interested in diving and I couldn’t even swim.”

In the spring of 2019, his contributions were displayed as part of the Avenue of Heroes Program by the City of Coronado, California, a tribute that underscores his enduring impact.

Atkinson died in July 2019, leaving a legacy that resonates through his family, community, and those who served alongside him. Bowen said that Navy SEALs from Kodiak and San Diego offered a heartfelt send-off in Metlakatla, commemorating his life and service.

Secretary of the Navy Carlos Del Toro’s announcement ensures that future generations of sailors will be inspired by his dedication, compassion, and unwavering service to his country and community.

“For him to go from a local Alaskan hero to having his name on a ship is remarkable,” said Bowen. “It just means that for the generations to come, not only will Alaskans know that the ship is named after him but every sailor that gets on the ship will know about his accomplishments.”

WASHINGTON – The Strategic Systems Programs (SSP) family came together at Joint Base Anacostia-Bolling to celebrate the SSP Command Picnic held for the first time since the onset of COVID-19 in 2020.

In the weeks leading up to the picnic, organizers enthusiastically promoted the event within the command, resulting in over 330 tickets being sold to military, civilian and contractor personnel who were also able to purchase tickets for family members to participate.

“It was a great opportunity for our team to make connections with one another and to meet each other’s families, some for the first time,” said David Macht, an SSP supervisor.

The SSP Command Picnic was organized by SSP’s Activity and Recreations Committee (SPARC), an all-volunteer team made up of military and civilians who fundraise and plan MWR events throughout the year. SPARC conducted several fundraisers to raise money for the picnic, and their hard-work came to life through the enjoyment of their colleagues and families, including many new employees who were participating in their first SPARC- coordinated command-event. SPARC’s efforts showcased one of the many positives that come with being a part of the SSP family.

“Holding Morale events are important parts of this organization to build a cohesive unit inside and outside the work place,” said LTJG Michael Amatangelo, one of the picnic organizers. “It’s how we embrace the family moto that Vice Admiral Wolfe speaks about.”

As the picnic kicked off, Vice Adm. Wolfe took a moment to talk to the workforce and their families and thank them for their service.

“What you do every day is keeping us from major power conflict,” said Vice Adm. Wolfe. “For the families here, I want you to appreciate that as well. Whether it’s your spouse, your child, your parent, your aunt or uncle – what they are doing is monumental.”

In addition to thanking the workforce for their hard work, this year’s picnic served as a reunion of colleagues and their families. In the years since the last command picnic, families have expanded and babies have grown into rambunctious children. For many, this was an opportunity to finally meet their colleague’s families and learn more about them away from the office.

This year’s command picnic boasted activities for the whole family, including outdoor games, a waterslide, bounce house, and – arguably pièce de résistance of the day – a dunk tank. The kids lost no time getting in on the action offered.

“My kids had a great time, and managed to get in a couple good dunks at the dunk tank!” according to Macht.

“My son loved the bounce house so much that he refused to do anything else at the picnic,” said Dr. Vanessa Gentzen, an SSP employee. “He made lots of friends.

“This may be the best command picnic we have ever had!” said Dr. Steven Van Dyk, Chief Engineer at SSP, as he joined a crowd cheering on dunk-tank participants.

One SPARC volunteer provided a special recognition of the command’s chiefs.

“This year the chiefs really stepped up, and volunteered to cook the food for the picnic,” said Jose Balderrama. “All their hard work made this event a success.”

The effort was clearly appreciated, with people eagerly lining up to indulge in hot dogs, hamburgers, and a tasty lineup of sides and desserts.

As the afternoon drew to a close people were already looking forward to next year’s command picnic and making plans to perfect their dunk tank aim.

“Hopefully, being a part of this event showed our command all the great thing that SPARC does,” said NCC Troy Stocking, a SPARC volunteer. “We’re always looking for more volunteers!”

SPARC is affiliated with the wider umbrella of Navy Morale, Welfare, and Recreation (MWR) Programs. Navy MWR provides funding and resources for events that support military and civilian morale. Military Morale, Welfare, and Recreation (MWR) Programs date back to the 1800s, and continue to be an important building block of military morale. The mission of Navy MWR is to serve the needs, interests, and responsibilities of all people in the military community-sailors and marines, their families, civilian employees, military retirees, and other eligible participants-for as long as they are associated with the Navy, no matter where they are located

SSP is the Navy command that provides cradle-to-grave lifecycle support for the sea-based leg of the nation’s nuclear triad. This includes training, systems, equipment, facilities and personnel responsible for ensuring the safety, security, and effectiveness of the nation’s Submarine Launched Ballistic Missile (SLBM) Trident II (D5LE) strategic weapon system. SLBMs make up the majority – approximately 70 percent – of the U.S.’s deployed strategic nuclear deterrent Triad. The SLBM is the most survivable, provides persistent presence, and allows flexible concept of operations.

Statement from Secretary of the Navy Carlos Del Toro:

Today marks my second anniversary as your Secretary of the Navy, and it continues to be an honor to serve by your side. In that time, our Navy and Marine Corps team has made much progress advancing our three enduring priorities: Strengthening Maritime Dominance, Building a Culture of Warfighting Excellence, and Enhancing Strategic Partnerships. Together, we are improving readiness and modernization in order to ensure we can always fulfill our mission to be combat-ready; our future depends on the work we do today to create a more ready, modern, and capable Navy and Marine Corps team.

Visiting you at naval bases, shipyards, depots, training ranges, tarmacs, and runways world-wide, I have witnessed firsthand the progress you have made towards improving the training, readiness, and modernization of our fleet and force. Along with your senior leaders throughout the Department, I strive to ensure you have the resources you need today and well into the future. Thanks to your collective efforts, we have worked effectively with Congress via the President’s Budget Requests for Fiscal Years (FY) 2022-24 to increase the Department of the Navy’s top line budget by more than $47 billion, a 23% increase from FY 2021. There is still much work to be done, and this increased investment in our fleet and force by the American people is a sacred trust that reflects the centrality of the Navy and Marine Corps to our national security strategy in this era of competition.

Read the full memo online:

https://media.defense.gov/2023/Aug/09/2003278525/-1/-1/1/MEMORANDUM%20FOR%20DISTRIBUTION%20DEPARTMENT%20OF%20THE%20NAVY%20TWO%20YEAR%20REVIEW.PDF

ST. AUGUSTINE, Fla. — Defense Contract Management Agency recognized its Aircraft Integrated Maintenance Operations Command’s 20th anniversary today.

AIMO plans to add to their two-decade legacy of providing safe and effective aircraft operations to ensure the delivery of more than 490 aircraft by fiscal year’s end.

“Twenty years is an incredible milestone for AIMO, and I am immensely proud of the AIMO team, whose vision, passion, technical acumen and professionalism have been the foundation of its success,” said Navy Capt. Gabriel Hohner, DCMA AIMO’s commander.

Over the last two decades, facilities under AIMO governance yielded 38,800 flight operations, resulting in the delivery of 6,900 aircraft to the warfighter. Contractors, DCMA aircrews, and temporary duty crews from receiving military units conducted these flights to ensure the high-value warfighting systems were ready and delivered.

AIMO became its own command in 2020 with six current contract management offices around the country: Eglin Air Force Base, Florida; Greenville, South Carolina; Oklahoma City; San Antonio, Texas; multiple sites in north Texas; and St. Augustine, Florida.

AIMO’s history began humbly. It was established Aug. 10, 2003, to replace the formerly known Southeast Aircraft Operations, or SEAO. At the time, the agency director determined the need for a product-aligned organization with a dedicated mission of aircraft overhaul, maintenance, modification and repair work, also known as OMMR.

“To better understand the impact of our mission, it’s important to reflect on our history that led us to where we are today,” said Paula Merritt, AIMO’s contracts director.

A Complex History

SEAO focused on the southeast U.S. because of the high volume of non-original equipment manufacturers at the time that conducted OMMR work in a low-cost but highly competitive labor market. The original offices were in St. Augustine, Florida, Greenville, South Carolina, and Birmingham and Ozark, Alabama.

This original OMMR workload was typically shorter duration contracts at small geographically disbursed facilities and focused on aging aircraft complexities, varying work scopes per induction, and heavy over-and-above efforts resulting in a pattern of increased risk for the government and highlighted the need for specialized experience in providing consistent oversight.

As the command started seeing significant successes, the agency’s director determined a broader based aircraft product organization was required and stood-up AIMO. Once established, AIMO added three more contract management offices to their scope: Kelly-San Antonio, Texas; Melbourne, Florida; and Bethpage, New York.

In December 2007, AIMO North Texas was established, and in May 2010, AIMO Bethpage was transferred to DCMA Long Island. In October 2011, AIMO Oklahoma City was established. AIMO Birmingham and, most recently this year, AIMO Melbourne were disestablished and consolidated with AIMO St. Augustine.

“Like a pilot adapts to changing flight conditions, AIMO has adapted, and will continue to do so, as the OMMR environment evolves,” said Tim McCorkle, AIMO’s deputy commander.

DCMA saw the success and continued need of their mission established AIMO as an operational unit in October 2020.

“AIMO employees know their ‘why,’ which is the execution of safe and effective aircraft operations at contractor facilities to deliver quality aircraft and critical support to the services on target and on budget, while also focusing on aircraft programs’ risk-reduction and improvement of industry-wide performance,” said Philip Porter, AIMO’s aircraft operations group director. “Our team of both civilian and military members bring their passion and technical acumen to AIMO and deliver acquisition lifecycle efforts within 15 states and a cognizance of 38 resident and 24 non-resident sites.”

The AIMO team takes pride in providing direct mission support of more than 89 programs and efforts.

“Our command values its relationships inside and outside of DCMA as sacred, with colleagues and customers as a critical part of the organization’s consistent ability to deliver value,” said Merritt. “Each individual here feels like they have contributed to that mission due to the constant challenges to address and issues to resolve on aircraft programs.”

According to Hohner, the command and agency leadership laud AIMO’s effective approach to proactive flight operations and believe it is worth replicating.

“As vision 2026 continues to take shape, it will be exciting to see how the organization continues to evolve while maintaining its focus on our customers and the critical aviation maintenance and production missions it supports,” he said.

JOINT BASE PEARL HARBOR-HICKAM, Hawaii – Joint Base Pearl Harbor Hickam (JBPHH) has learned that a verbal notification received on Aug. 7, of two un-validated preliminary results of Total Petroleum Hydrocarbon in the Oil (TPH-O) range taken from single residences in the Doris Miller and Radford Terrace housing communities were the result of laboratory error.

The Navy learned of these possible exceedances from the off-island EPA-certified laboratory. Following a re-extraction of the samples, the laboratory confirmed that both of the samples were non-detect for TPH.

One of the preliminary results was above the actionable level of 266 parts per billion (pbb) and the other was slightly below that level. Those preliminary results had not yet undergone validation as part of the lab quality control process. These actionable levels were established by the Hawaii Department of Health (DOH) as part of the Drinking Water Long -Term Monitoring (LTM) program.

The Navy, in coordination with the DOH, took multiple steps to investigate and address this potential issue. Navy personnel immediately collected additional water samples from the impacted homes and adjacent neighbors, testing them with an on-site lab analyzer used to screen tests for the presence of TPH. The results of these tests were also negative, indicating there was no JP-5 fuel present in the samples.

Once the Navy learned of the potential exceedances, immediate actions were taken to notify families of both residences. Then Navy provided residents with bottled water and took steps to address any other concerns they have while awaiting follow-up test results.

In addition, samples were taken last night from two adjacent neighbor homes and the Peltier Child Development Center. The samples also detected no TPH. All residents have been informed of the negative results.

Navy technicians are returning to these homes Aug. 8 to collect base-line water samples, flush the home, and collect another set of samples 24 hours later in accordance with the DOH approved LTM plan. These samples will be shipped to the EPA-certified lab on the mainland for full analysis.

The Navy has no indications that there is a larger concern with its drinking water distribution system. Thirteen other samples were collected the same day from the same neighborhood, and none revealed elevated results. Since the inception of the LTM program 18 months ago, more than 6,500 samples have shown that water from the Navy’s drinking water distribution system continues to meet EPA and DOH safe drinking water standards. Additionally, all drinking water supplied to the Navy’s system continues to come from Waiawa shaft, which is located six miles west of JBPHH.

On Aug. 9, the Navy will host a Drinking Water Long-Term Monitoring Booth at the Halsey Terrance Navy Exchange Mini Mart from 9 a.m. to 1 p.m. The booth will feature more information about LTM, and the latest validated sample results from the JBPHH Safe Waters website (www.jbphh-safewaters.org).

Housing residents with concerns about their drinking water should contact the JBPHH Emergency Operations Center at 808-449-1979. Residents with medical concerns may call the Red Hill Clinic at 1-800-874-2273, select Option #1.