The Beating Heart of The Air Force - Final

The Beating Heart of the Air Force Squadrons!
On 1 July, Secretary James swore me in as your 21st Chief of Staff. This is the
privilege of a lifetime. Standing on the shoulders of the 20 giants who paved the way
ahead of me, I take on this sacred duty of leading our 660,000 active, guard, reserve,
and civilian Airmen absolutely committed to servant leadership. I am honored to be
your Chief.
Over the next several weeks leading up to the Air Force Association convention
in September, I will publish a series of short papers laying out my thinking on key focus
areas. This is the first in the series.
Under the leadership of Secretary James and General Welsh, we completed a
number of strategic planning documents that provide a useful framework and planning
process to shape our future force. I fully support the strategy articulated in the Strategic
Master Plan (SMP) and Air Force Future Operating Concept (AFFOC) and we will
continue to align our strategy with this vision. I also look forward to championing the
priorities that Secretary James has established for us and has so consistently and
tirelessly advocated throughout her tenure.
If we are to achieve the aspirations laid out in the SMP and AFFOC, I believe we
must have a solid foundation organizationally. Our own AFIs state that squadrons are
the basic, building block organizations in the Air Force, providing a specific operational
or support capability. I have always believed this to be true and so I am convinced
thats where we need to start and heres why.
The squadron is the beating heart of the United States Air Force. We succeed or
fail in our missions at the squadron-level because that is where we develop, train and
build Airmen. Our service culture and traditions manifest themselves in the squadron.
Squadrons are the engines of innovation and esprit de corps. Squadrons possess the
greatest potential for operational agility. Squadron commanders, superintendents, and
first sergeants have the most profound and lasting impact on Airmen and families by
creating the environment where the right things are fostered (like warfighting excellence,
esprit de corps, thriving Airmen and families) and they set and enforce standards for
what we believe is unacceptable (toxic work environment, sexual assault, suicide,
domestic violence).
Its time to revitalize the squadron as the warfighting core of our Air Force. Our
vision demands that squadrons be highly capable, expeditionary teams who can
successfully defend our Nations interests in both todays and tomorrows complex
operating environments. We will succeed only when our squadrons are the cohesive,
ready, and agile fighting forces that the Air Force, the Joint Force Commanders, and the
Nation requires.
The past fifteen years have wrought an almost singular focus on countering
violent extremism in the Middle East. That necessity has resulted in considerable
trades across the portfolios of Global Vigilance, Reach, and Power. Even under difficult
budget conditions, we delivered when the Nation called on us to increase investment in
ISR, Space, Cyber, and to revitalize the Nuclear Enterprise. In the ISR portfolio alone,
we grew an RPA industry from scratch that has become the oxygen the joint force
breathes.
However, our success has come at a price. We were compelled to find
operational efficiencies to balance our budgets, with manpower and conventional
airpower accounts suffering most. Squadrons were asked to bear the brunt of
manpower shortages which has had a direct impact on readiness in our warfighting
missions. In my experience, readiness and morale are inextricably linked. Walk the line
at Bagram AB or Al Udeid AB where units are fully manned and readiness is high and
youll find morale is equally high. Visit one of our CONUS main operating bases and
youll often find manning hovering between 60-70% with many key supervisors and
leaders deployed, remaining Airmen working double and triple shifts, and units
managing parts and equipment shortages. On top of this, our squadron commanders,
squadron superintendents, first sergeants, and Airmen feel first-hand the pain
associated with increased mandatory recurring training, challenging do-it-your-self
programs in place of Airmen who previously provided these services, and growing
additional duties.
The resultant effect of these challenges is we degraded many of the core fighting
units in our Air Force where Airmen live and breathe, where we generate combat
capability, and where our culture resides the squadron.
Over the next several weeks leading up to our 69th birthday celebration and the
AFA convention in September, I look forward to a robust discussion across the Air
Force to sharpen this dialogue and fill in the how behind the why. We must get this
right, and we will attack this challenge together with an effort that revitalizes squadrons
by addressing questions such as:
1. How do we adequately prepare our officers and senior NCOs to thrive at the
squadron-level?
2. Are we empowering squadron commanders, superintendents and first
sergeants shirts to create a climate that promotes our core values and the
trust, loyalty, and commitment that comes from being part of a high powered
team?
3. If we are asking our spouses to take on leadership roles to help create this
climate, are we properly investing in their development and adequately
supporting them during their tenure?
4. What is the manning construct required for a 21st century squadron to deliver
warfighting excellence in each of our disciplines?
5. What amount of support should be organic in a squadron vs consolidated at

higher levels of command to best support the mission?
6. What is the optimal mix of active, guard, reserve, and civilian Airmen in each
type of squadron across the global vigilance, reach, power, and agile combat
support portfolios?
7. How do we evaluate actions taken by senior Air Force leadership (including
me), staff functional agencies, wing, and group commanders based on the
effects those actions have on squadrons?
8. Are we building squadrons as our core units to support Joint Task Forces
(JTFs) and does the squadron command experience properly prepare officers
to eventually grow into JTF Commanders?
Bottom line -- if we are going to build and sustain future warfighting excellence
and achieve the aspirational goals outlined in the SMP and AFFOC, it must begin in our
squadrons. Therefore, revitalizing squadrons as the core fighting unit in our Air force
will be the primary focus in my first year as your Chief.
I look forward to working closely with our Secretary, MAJCOM Commanders, and
Air Force leadership team across our total force to get after this in the months ahead.
Fights on!
DAVID L. GOLDFEIN
General, USAF
Chief of Staff

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The Beating Heart of the Air Force Squadrons!

5. What amount of support should be organic in a squadron vs consolidated at

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