How to ‘Get ’er done’

  • Published
  • By Col. James Crowhurst
  • 22nd Air Refueling Wing commander
Team McConnell ... Airpower! One month from today inspectors from Headquarters Air Mobility Command will arrive to conduct our Unit Compliance Inspection. We have an opportunity to show them what a great team we have here, and I believe several of our programs will receive outstanding ratings. That's achievable because of your professionalism, attention to detail and unmatched job knowledge.

Several low-hanging fruit, or quick-fix, discrepancies in your workplaces and functional areas have been resolved, and I applaud your efforts in taking care of business. Some of our teammates are operating at the other end of the spectrum -- working to resolve systemic compliance issues. These individuals are tackling major long-standing, and sometimes intimidating, discrepancies. Hard-chargers such as Master Sgt. John Reaves, Maj. Melissa Pammer, Tech. Sgt. David Nell, and Tech. Sgt. Rebecca Baucum, deserve specific praise as we build momentum toward the UCI. I am inspired by their efforts, and more importantly, I hope their stories motivate you.

Sergeant Reaves has made it his mission to prepare the 22nd Operations Group for the UCI. As the 22nd OG superintendent of knowledge operators, an automated data processing equipment custodian and records manager, he does not shy away from the challenges presented by long-term discrepancies. Through his diligence and determination, Sergeant Reaves was able to close the book on a two-year delinquency in ADPE account inventories and, in the process, boosted accountability by 25 percent. Accountability is what this is all about, and it starts with job knowledge. We are accountable to uphold Air Force instructions and regulations in our day-to-day work, just as we are accountable to the American tax payers for our actions at all times.

In addition to job knowledge, UCIs are also about attention to detail and Major Pammer of the 22nd Medical Group has embraced this concept as she's led their UCI prep. A pharmacist by trade, she dove headfirst into reviewing nearly 60 wing checklists for potential 22nd MDG implications and rapidly corrected all known discrepancies. She also empowered her 15-member team to ensure all medical personnel completed and documented required training. Major Pammer championed attention to detail in the medical group, and in her words, "blew out the match before there was a fire."

Sergeant Nell, the 22nd Mission Support Group knowledge operations manager, superintendent, is no stranger to UCI's at McConnell. This will be his third. What's different for him this time? He said, he's realized the need to harness the power of SharePoint for the entire 22nd MSG. Using SharePoint provides visibility and collaboration across the group as members validate their myriad of functional programs that will be inspected. His efforts also uncovered some weak programs and improved standardization. Most importantly, his work will have a lasting impact long after the inspectors depart.

As 22nd Aircraft Maintenance Squadron unit education, training manager, Sergeant Baucum has made an enormous impact since arriving on station in August. She's displayed insight and initiative in developing a training aid titled "How to get 'er done" for all ancillary training and an accompanying overdue training breakout product. Her training tools have resulted in a 50 percent reduction in overdue training. Streamlined processes ensure 22nd AMXS Airmen are getting the right training at the right time. That's right in-line with our goal for this UCI; we want to ensure our processes are viable in the long term.

As we balance UCI preparation and mission focus during the final month of inspection preparation, remember, compliance is part of who we are. We always do it by the book, and we always get the mission done.

The processes we are working so hard to develop and implement are there to ensure we are accomplishing the mission safely and efficiently. The UCI and other upcoming inspections will test our programs against the governing AFIs and regulations. I accept that the higher headquarters inspectors will uncover some discrepancies. We cannot, however, accept a lack of professionalism, job knowledge or attention to detail from each other; it's not who we are.

As your commander, I thank you for continuing to rise to the occasion as we approach inspection time. There is still time to be a hard-charger in your office or functional area.