focus spring 2016

AFSOC Commando Safety Journal 1

ORM Is Not a Pencil Whip

Stupid Hurts!

Tactical Communications Safety

2015 AFSOC Safety Award Winners

IN THIS ISSUE...

AFSOC Wins Air Force Maj Gen Benjamin Foulois Trophy Third Straight Year

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Spring 2016Volume XXI, Number 1

AFSOC’s Focus (AFSOC RP91-1, ISSN 1086-6086) is published quarterly by the Director of Safety, Headquarters Air Force Special Operations Command, Hurlburt Field, Florida. This magazine promotes the AFSOC commander’s mishap prevention policies.

Postmaster: Send address changes to Focus, HQ AFSOC/SEP, 229 Cody Avenue, Suite 102, Hurlburt Field, Florida 32544-5312, or e-mail: afsoc.sep@hurlburt.

Distribution: The AFSOC Recurring Publications Number is RP 91-1. Distribution in AFSOC is based on a ratio of one copy to seven persons assigned. Other Air Force and DoD units have no fixed ratio and should submit their re-quests to the OPR.

CONTRIBUTIONS: Contributions are welcome, as are comments and constructive criticism. No payments can be made for manuscripts submitted for publication. Readers may submit articles, photographs, and artwork to: Editor, Focus, HQ AFSOC/SEP, 229 Cody Avenue, Hurlburt Field, Flor-ida 32544-5312, DSN 579-5934/Commercial (850) 884-5934/Fax 2883, or e-mail: [email protected]. Include your name, unit address, phone number, fax number, and E-mail on all submissions. The editor reserves the right to make any editorial changes in manuscripts that will im-prove the material without altering the intended meaning. All photographs are USAF unless otherwise identified. Focus is online at: https://eis.afsoc.af.mil/sites/SE/default.aspx

Lt Gen Bradley A. HeitholdCommander

4. Director’s Corner By Col William “Scott” Wolfe, AFSOC/SE

6. Safety Comments7. The Rusty Dagger By Mr. Wayne White

8. View From The Top By Col Sean M. Farrell, 1 SOW/CC

Features10. Deliberate Mentorship and Engaged Leadership Prevents Mishaps By Lt Col Scott Giller, 1 SOW/SE 12. ORM Is Not a Pencil Whip By Lt Col Brett DeAngelis, 1 SOG Det 2/CC

14. RALF, an Innovative Piece of Plane Protective Equipment By SMSgt Kevin Forrest, 8 SOS/SEM

16. Cultivating a Safe Culture By SSgt Jason Kelts, 1 SOAMXS/MXAD

18. Stupid Hurts! By Lt Col Kyle Pelkey, 1 SODS/CC

20. Safety: A Contracting Per-spective By Lt Blake Branton, 1 SOCONS/LGCB

22. Tactical Communications Safety By SSgt Christopher Wessels, 1 SOCS/SCPP

24. A Different Breed of Safety Professional By TSgt Donovan Holdren, 27 SOW/SEW

26. AFSOC Safety Awards

28. AFSOC and HQ Safety Awards

Departments

Lt Gen Bradley A. HeitholdAFSOC Commander

AFSOC photo by:Senior Airman Tyler Woodward

18 2312 28

Col William “Scott” WolfeDirector of Safety

Bernadette K. BlackwellManaging Editor/Graphic Design

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AIR COMMANDOS – QUIET PROFESSIONALS

COLONEL WILLIAM “SCOTT” WOLFE

Director of Safety

AIR COMMANDOS – QUIET PROFESSIONALS

This will be my last “View from the Top” as I transi-tion to civilian life. It has been 25 years of the most interesting and exciting time piloting the amaz-

ing aircraft of Special Operations and working with incredible Air Comman-do’s. In parting from one of the best positions I have ever held, I would like to thank the Command’s leadership for their unending support, the outstand-ing efforts of the AFSOC safety staff, and all Air Commandos who perform the mission day in and day out.

The entire AFSOC staff was instru-mental in echoing the Command’s safety message in all aspects throughout

our entire force. There are some who still think risk management and all it encompasses is only the responsibility of the safety staff. I will tell you from my experience in the director’s seat it takes each and every Air Commando to ensure a proactive safety culture. The Command’s success has been consis-tently demonstrated and recognized as the Command garnered the Maj Gen Foulois Trophy for the third consecutive year as the best flight safety program in the entire USAF. Additionally, AFSOC was also recognized by SOCOM for two years running for maintaining zero Class A aviation mishaps and zero Motorcycle mishaps. Another accom-plishment for the Command was being awarded with the Air Force Chief of

Safety Cyber Safety Award, a first for our great communicators. These are only a few of the outstanding achieve-ments that reflect the efforts of each and every one of you.

I have been very fortunate to visit many of our deployed locations during my tenure as director. It continues to amaze me how AFSOC performs its complex specialized airpower mission unparalleled by any other military in the world. Please continue the vigi-lance under the future leadership after the departure of Lt Gen Heithold and the arrival of my future successor. The AFSOC safety staff is an outstanding group of dedicated professionals and I have no doubts they will continue to diligently perform as a cohesive team in making the command even safer. Thank you for allowing me to be part of the elite “Air Commando” force. Wolfe out!

“Thank you for allowing me to be part of the elite “Air Commando” force. Wolfe out!”


Readers may submit comments and articles to: Editor, Focus, HQ AFSOC/SEP, 229 Cody Ave., Suite 102, Hurlburt Field, Florida 32544-5312.

DSN 579-5934/Commercial (850) 884-5934/Fax 2883, or e-mail: [email protected]. Include your name, phone number and E-mail on all submissions.

Publisher’s Note:Together we continue to work hard to ensure a quality publication which we hope will inspire Air Commandos to practice and embed positive risk management behaviors in all aspects of their lives.In addition, we welcome articles and photos for possible inclusion in the magazine. We ask that the submissions relate to safety in some fashion, whether there was a positive or negative outcome.An electronic version of FOCUS can be found on the Air Force Portal under MAJCOM/AFSOC/Sub Organizations/AFSOC Headquarters/AFSOC/SE and the public site is: http://www2.afsoc.af.mil/library.Your comments and suggestions are very important to us. We always look forward to hearing from you!

Safety Starts With Me By Wayne White

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If a flood warning is issued for your area or you are directed by authorities to evacuate the area:

• Take only essential items with you.

• If you have time, turn off the gas, electricity, and water.

• Disconnect appliances to prevent electrical shock when power is restored.

• Follow the designated evacuation routes and expect heavy traffic.

• Do not attempt to drive or walk across creeks or flooded roads.

*Never ignore an evacuation order.

BUY THEM BOOKS, SEND THEM TO SCHOOL, AND THEY EAT THE TEACHER - Since Jan 2015, AFSOC experienced 4 incidents involving the Light Tactical All-Terrain Vehicle. Better known as the Polaris RZR, it was designed for high speed, rough terrain, and four wheel drive. The only issue is the design is inherently prone to roll overs even at low speeds. This asset fits right into the special tactics bag of tools. The problem is if not driven as individuals are trained, mishaps occur and individuals suffer injuries. Some of the causes of the mishaps incurred were attempting to turn 90 degrees at excessive speed. If the operator is wearing all personal protective equipment, to include the 4 point harness, only minor injuries occur. In one such case, an indi-vidual (not STS) was ejected from the vehicle and resulted in a fatality. This could have been prevented if he was wearing the harness. The moral of the story is if properly trained and fol-lowing that training these vehicles are not only instrumental in accomplishing the mission but an adrenaline rush while doing it.

ANOTHER “SPECIAL” OPERATOR – As Air Commando’s, I am sure we have all been trained on handling and firing of all sorts of weapons. Once again, another incident occurred where one of the “elite” while cleaning his per-sonal handgun managed to shoot himself. The mishap was obviously self-critiquing, but could have resulted in even worse consequences, like a fatality. During the last several years, record sales of handguns increased exponentially. This fact only leads one to believe this incident isn’t the first time and will not be the last time. Please know your limitations and how to properly handle all firearms safely.

CV-22…ASSET OR LIABILITY – One of AFSOC’s most complex aircraft both in maintaining and operating, the CV-22 is an amazing aircraft. Capable of beating the ground into submission to achieve flight then converting to aircraft mode reaching airspeeds in excess of 250 knots to reach deep in enemy territory to once again set down in a very constrained landing zone (lz)……utterly amazing when compared to previous helicopters. Some of the drawbacks of this fine flying machine are operat-ing and maintenance costs in the long run. Foreign object damage is one of the most costly hindrances to the aircraft. It is mainly experienced in helicop-ter mode as the rotors stir whatever debris litters the lz in a circular pattern straight into throat of the engine intakes. Although there are devices to mitigate this ingestion, not all is preventing entrance to the $1M + engine. In the short history of the CV-22, AFSOC has experienced its share of destroyed engines. Maintenance operations also experienced its share of mishaps that are costly not only in parts damaged but individuals injured. Some maintainer’s negative transfer of previously known procedures have caused damage to not only aircraft components, but equipment associated with the CV-22. You would be surprised at how many incorrect blade folds have damaged pricey compo-nents both in Air Force and Marine assets. Another trend involving maintenance is the number of inju-ries incurred by maintainers in the performance of their duties. Countless individuals experienced lacerations from tripping, falls, and panels falling inadvertently on their heads. The key way to miti-gate these are to slow down and think about what is going on. In addition, avoid shortcuts, follow tech data, and don’t use the mentality of “this is how we use to do it on the MH-53.” Many might have the perception the mission is first priority, but with you out of the game due to injury the mission will come to a halt. Kudo’s to all the aircrew who fly this diverse aircraft, and more importantly those who maintain such a complex machine.

Ground Flight

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Colonel Sean M. FarrellCommander, 1st Special Operations Wing

Vi e w f r o m t h e To pAlbania in 2005 reminds us of the risk inherent to our business. ”

Risk management is an inher-ent responsibility for all commanders. I rely on the engagement and expertise of my subordinate command-ers and safety professionals

to establish a culture of persistent opera-tional risk management. Across the 1 SOW, commanders and supervisors at all levels must ensure we establish this culture at the lowest echelons within our formation. My Chief of Safety, Lt Col Scott Giller, captures this point well in his corresponding article. The personal experiences he shares and the nature of our global environment, assures us that Air Force Special Operations Com-mand will continue to play a crucial role in combating our nation’s enemies for many years to come.

The nine Airmen aboard WRATH 11 who tragically lost their lives during an exercise in Albania in 2005 reminds us of the risk inherent to our business. That event drives home the need to properly organize, train and equip Air Commandos. The training we conduct forms muscle memory

and habits that should not only focus on technical ability to employ the tools of our trade, but also encompass operational risk management as a means to safeguard our force.

Our training clearly aims to acceler-ate the tactical maturity of our force and incorporate persistent risk management. As we develop new technologies to combat our enemies and counter their evolving tac-tics, we must keep in mind that our opera-tions are executed by Airmen. We owe it to these Airmen to provide them with the best means available for mission success, from technological and equipment enhance-ments to mental aptitude and prepara-tion. Our Airmen watch what leaders do, both good and bad. Ensure the example you set is worth following…we owe it to our teammates to make sure what they see us do matches what we say we do. Set an example for the next generation by instill-ing an understanding that any preventable loss, on or off duty, can significantly impact their personal lives and cripple our ability to provide combat ready forces.

It is one of the 1 SOW’s top priori-ties to establish a culture of persistent operational risk management. Each of us must constantly analyze and evaluate our plans and take appropriate action to miti-gate risk in our daily lives. This includes understanding priorities, developing a plan to identify and mitigate risks and then dis-cussing the plan at the appropriate level in the command chain. Commanders must evaluate these plans in accordance with mission priorities to know when, and when not to, accept risk. As a team, we need to get this right 100% of the time while on or off duty…while deployed or in garrison.

I believe we are on path for continued success in reducing preventable accidents; leaders need to stay engaged and constantly set examples that foster a culture of mishap prevention. Persistence is the key to preven-tion due the dynamic and evolving environ-ment we find ourselves in. It is a perpetual endeavor to build a foundation that instills a culture where Airmen at all levels are encouraged to assess risk and question our actions without fear of reprisal. Com-manders must rebuff complacent environ-ments by active engagement to enforce and comply with safety standards, and encour-age the proactive identification of risk.

Our Airmen must also understand that risk exists away from our duties at work. As we strive to create an environ-ment for our Airmen and families to thrive, we must account for off duty risk. This message starts from the top and ends with each individual. Lt Col Giller cites our summer safety campaign in his article and draws attention to the fact that, despite our best efforts, the Air Force continues to see Airmen sustain significant injuries, and even lose their lives, in activities outside of the workplace. It is imperative we fre-quently, and consistently, deliver the mes-sage and set the example of identifying risk and developing plans to avoid unnecessary risk …in all phases of life. Every Airman must understand his or her critical value as part of our team. Simply stated, we cannot afford the loss of a single Airman to an off or on-duty incident.

The very first objective on our sight picture is Zero wingman loses/casualties through engaged leadership, persistent Operation Risk Mitigation and resiliency programs. I have no doubt we will continue to keep our Airman safe while we execute some of our nation’s most risky and most important missions.


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AFSOC Commando Safety Journal 10 AFSOC Commando Safety Journal 11

By Lt Col Scott Giller, 1st Special Operations Wing, Chief of Safety

As a young officer I never fully realized the true intent of the Air Force safety pro-gram and the impact it could have on the

everyday lives of Airmen. My first real interac-tion with safety occurred when I cross trained into AFSOC in early 2005. I was in between assignments driving across country to Kirtland AFB on March 31st when I saw a news bulletin flash across the bottom of the TV screen, in my hotel room, stating that a US C-130 had crashed in Albania. The following day, a friend of mine called and told me that one of our former col-leagues was killed in the crash. The C-130 headline that ticked across my TV screen was an MC-130H, the plane that I was getting ready to fly. WRATH 11 was an MC-130H based out of RAF Mildenhall, flying in support of a joint exercise. The aircraft went down in the moun-tains of Albania on a Night Vision Goggle (NVG) low-level mission. Nine Airmen lost their lives that night. That accident impacted me in two ways: it was the first time someone I knew died in an aircraft accident (I realized the inherent risk of our business), and from that day forward it affected how I trained and operated.

The MC-130H Combat Talon II is per-haps the most sophisticated and most complex C-130 ever built. Our crews are highly trained yet that crash was the fifth accident to have hit the Talon II community since OEF commenced. It changed the way we conducted business and changed the culture in AFSOC; which at the time had one of the highest accident rates in the USAF. When the safety report was released I made it my personal goal to learn as much as I could about the event. The findings enlight-ened me as to why Air Force safety existed in the first place--mishap prevention. Safety’s number one priority is to provide every Airman the tools necessary to make educated decisions and miti-gate risks--both on and off duty. The question is

how do we continue to perform safely in a high demand and higher risk environment? To me the answer is simple--engaged leadership and men-torship. As AFSOC continues to operate with a younger generation of Airmen, now more than ever, we need engaged leaders that not only lead by example but also establish programs where mentorship is at the forefront of how we conduct business. These actions, coupled with persistent risk management and compliance at every level will help establish a safety culture that allows us to balance risk while still being able to perform at a top level.

Leadership is the key and it’s not just about leadership from the top, it is about lead-ership at every level--from direct supervisors to commanders. Having just returned from a deployment I saw firsthand, in three short months, my younger Airmen grow and mature as Air Commandos. Each night they executed missions over enemy territory while consistently mitigating risk. This could not have happened without engaged leadership, focus and mentor-ship from the senior aviators, NCOs and offi-cers. On a frequent basis, crews were briefing emergency procedures and quizzing each other during long combat missions. In my opinion, healthy professional discussion in the airplane motivates younger crew members to study harder and to be more prepared. Every sortie, even in a combat environment, is a learning opportunity. Today’s leaders and mentors must engage and share lessons and experiences if we want our next generation to progress in a timely manner and better handle adversity, ultimately reducing risk.

Engaged leadership is also at the fore-front to make sure Airmen understand and practice persistent risk management. The Air Force requires that every military and civilian

member completes the Risk Management Fun-damentals course. So as a minimum, all of us learned the importance of reassessing risk, but how many of us truly apply this lesson to our daily lives. While much easier to address on duty, it is just as important while off duty. Every summer, military leaders at all levels address the “critical days” and the importance of stay-ing safe, yet every year we lose Airmen to pre-ventable off-duty accidents. Risk management is defined by AFI 90-802 as “a decision-mak-ing process to systematically evaluate possible courses of action, identify risks and benefits, and determine the best course of action (COA) for any given situation.” Persistent risk manage-ment enables our Airmen a far better chance to succeed and accomplish their mission safely. So how do we get there? How do Airmen ensure they are persistently mitigating risk while con-stantly adapting to new challenges minute by minute and hour by hour? Through deliberate mentorship, adept leadership, leading by exam-ple and continued discussion, our youngest and brightest minds will succeed. For example, as a deployed commander I made it my personal goal to attend all aircrew briefings prior to their mis-sion, so they knew my intent each night. I was also able to directly assess their ORM face-to-face versus reading it off of a piece of paper the night prior. I am not saying that my way was the best way but it was an effec-tive means of making sure that my crews were prepped for success before stepping out the door. Some of these same principles are applicable off duty; engaged leaders know what their Airmen do away from work too.

Finally, regulatory com-pliance must be applied on a daily basis, as it is the lynch-pin that holds us accountable. Regulations are written for

a reason and while our missions are danger-ous we must know the difference between right and wrong in order to mitigate the risk. Lead-ers need to lead, comply, and enforce standards. This what our Airmen expect. Additionally, we must be mindful about teaching unauthor-ized techniques or accepting practices in order to save time. Failure to follow established writ-ten guidance can lead to accidents and unneces-sary loss of life. It has been said countless times that people are the most important resource. As such, we have to continue to train Air Comman-dos for the current fight as well as for the future. We must continue to look after one another on a daily basis, because we cannot afford to lose Airmen, especially for non-compliance. All Airmen are valuable, unique and skilled and our county needs all of them.

Every Airman has an impact, espe-cially when it comes to safety. Practicing good resource management and complying with reg-ulatory guidance is critical to our daily opera-tions. Today’s Airmen understand this; however, unlike me as a young officer when I learned of the crash in Albania, through deliberate men-torship and engaged leadership our Airmen will know and understand mishap prevention early on and continue to be the best, brightest and safest Air Commandos in our history.

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things were never “that big of a deal.” He was an excellent pilot, safe, and disciplined. He was also entertaining; nearly everyone liked being crewed with him. He was a passed over Major that was constantly put in the deployment meat grinder and a great combat leader, but he had an unorthodox view

of many things in the Air Force. His voice was not often heard loudly by squadron leadership.

My crew had been at Balad for three days and we were briefing our third sortie from the new base. There were many items on the ORM sheet we needed to discuss, from mis-sion events to personal items. Our flight profiles and tactics changed significantly with the new operating location and threat, our housing was in flux, schedules were out of whack, and both internal and external operations were far from settled or predictable. It was an environment ripe for properly managing risk. At some point between waking up that evening and taking off, our pilot must have expressed some of his concerns to the deployed leadership. I do not know specifically what they were or how they were received, but I don’t think our pilot walked away from the meeting satisfied with the result.

Out of what I presume to be frustration, our otherwise cool-headed pilot marked his ORM sheet up “high” by checking the box to the far right, signed it, and stepped to the aircraft. Upon receiv-ing the recall notice over the radio, he may have known his ORM assessment was the cause of our

By Lt Col Brett DeAngelis, 1 SOG Det 2/CC

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On the 6th of March 2006, I was flying a combat mission as an AC-130U fire con-trol officer with the 4th SOS. We had taken off from Balad Airbase, Iraq, and

only a few minutes later checked in over Ramadi. Soon after we were established overhead our ground

force, we received a radio call from the operations center that another gunship was being launched to replace us and we were to return to base (RTB) imme-diately after our handover with the other AC-130 was complete. I knew something was wrong and a sense of dread filled me. I thought someone on the crew had a close family member who had died, or some other life-altering event occurred that was serious enough to pull a crew off station at a time when gunship support was in such high demand. I could soon tell that my pilot likely knew the reason for the recall by his tone and demeanor, but he didn’t let on at the time what it was. That mission would provide me a lesson in operational risk management (ORM) that I use every flight to this day.

At the end of February 2006, AC-130Us and MC-130Ps moved north into Iraq from their base in Kuwait. The move was initially met with a bit of griping from the crews due to the increased threat (both perceived and actual), but would ultimately prove to be a sound decision as special operations airpower could be far more effectively applied to the war from a location closer to the action. Moving an entire squadron without even a one-day break in operations was a challenge, and it caused some churn and stress among the crews and leadership. Our pilot, however, was one of the coolest heads in the squadron. He had a surfer-type air about him—

RTB, not the more heartbreaking event I presumed had occurred. We landed without incident, drove back to the ops building and the crew settled into the mission planning area still wondering what was going on. We tried our best to decipher the one-way conversation filtering through the plywood walls of the office next door as our pilot got the third degree from our mission commander.

After the verbal counseling, our pilot emerged to let us know that he had inadvertently marked one of the items on the ORM sheet “Extreme” when he meant to mark “High.” High-risk was approved by the squadron commander,

but extreme risk assessments required elevation. When our commander reviewed

the ORM sheet after we had already taken off, he saw the extreme mark-up and imme-

diately—and rightfully—recalled us. Our pilot somewhat blew off the incident as an innocent pencil-marking mistake, and was a bit insulted that leadership didn’t think he knew to elevate extreme risk if that is what he truly intended to mark.

While our pilot thought the event was blown out of proportion, some on our crew took away more from the incident. It dawned on me that day that some could use ORM almost as an “I’ll show you” attempt to their leadership. Because our pilot marked his ORM sheet poorly, it led me to believe that his ORM assessment that day was more based on perceptions and emotion than reality. He was a good enough pilot to utilize his crew to help miti-gate “real” risk, but he was not being honest with the ORM process. He was trying to prove a point and have his voice heard that day, not mitigate nec-essary risk.

Personally, I learned a lot about ORM that day. First and foremost, that it is not a pencil whip. ORM is a deliberate action that requires serious and critical thought. This is where our pilot failed that day. He took out his frustrations on the ORM sheet and did not provide it the proper consider-ation that our profession demands. While he likely identified many risks, he did not use the system to manage them. The crew was unaware of his ORM

actions and he failed to fully utilize us. The mis-sion commander did not treat the ORM sheet as a pencil whip, and although a bit late to the punch, promptly recalled us. It was far less risky to launch an alert crew and bring home an “extreme” risk crew, despite the fallout that would ripple through the already fragile schedule for days.

Now sitting in a command seat, I still hear the echoes from this mission nearly ten years ago. ORM is not an issue I take lightly, just as my com-mander didn’t ten years ago. I learned a lesson, and I’ve tried to improve communicating to aircrews the importance of ORM; it is not just a check sheet filled out in the pre-mission paper work. It is a pro-cess, a mindset, and an environment that feeds on communication, observations, and ideas. Every event is different and requires a deliberate process, no matter how many times it may seem to repeat. “Pre-canned” ORM should sound bells and whis-tles that the process is not working as it should.

I have now switched aircraft from the AC-130U to the AC-130J, and while my new environ-ment provides me a fresh perspective on ORM, the lesson taught to me years ago in the skies over Al Anbar still rings true. My best hope is every Air Commando out there treats their ORM deliberately, as I have learned to do.

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AFSOC Commando Safety Journal

Recently the 8th Special Operations Squad-ron experienced three vehicle loading incidents in close succession. In each incident, all the pro-cedures were followed and each one resulted in damage to the sloping longeron, grounding the aircraft. The squadron immediately put a stop to all vehicle loads in the CV-22, unless it was for deployed or contingency operations. Allow-ing these operations to continue down range was imperative to provide uninterrupted combat effects for our supported ground forces. Cessation of theses procedures at home however, hamstrung the unit’s ability to the complete the Combat Mission Qualification (CMQ) training on new crew mem-bers arriving from the schoolhouse. It also stymied the 8th’s ability to familiarize other ground forces

during regular training exercises. If continued, this morato-rium on training would quickly create a “bathtub” of vehicle onload/offload experience for both customers and crews, lead-ing to a degradation of combat capability. Although it had been highlighted before, the squadron immediately initiated the deficiency reports and other administrative paperwork to get the Joint Program Office working on a solution to the vehicle loading problem. Unfortunately, any solution from the Joint Program Office would not come quickly. Then, in true Air Commando fashion, the CV-22 Ops and Maintenance team just made it happen.

Somehow, the 1 SOW team needed to mini-mize the risk of damaging aircraft during vehicle operations without modifying the airframe. The solution needed to protect the vulnerable longe-ron but take the minimum amount of space. It had to be temporary and easily transportable but above all, it had to have a catchy name. The ad hoc team of quick thinking highly motivated operators and maintainers brainstormed a low-cost solution they would call the Removable Aircraft Longeron Fender…or RALF.

Their solution was brilliant in its simplicity. They designed a removable, collapsible, light-weight guard that would only reduce the side clearance by ½ an inch while offering substantial protection to the vulnerable sloping longeron. The RALF is simply a piece of formed sheet metal with open cell foam on the aircraft side to deflect, absorb, and dis-tribute vehicle impact forces. Most impressively, the RALF does it’s job at a cost of less than $100 per set. The team took the RALF from concept to functioning prototype in a mere 14 days. Within a month, the crack sheet metal shop had fabricated eight RALF sets that are currently in use at home and deployed.


We normally associate PPE with items such as ear plugs, ear defenders, face shields, helmets, gloves, pads, etc. Today’s com-

plex and expensive aircraft need similar protec-tion. Aircraft sun shades, pitot tube covers, wheel chocks, safety pins, and many other devices have been conceived to protect our battle wagons from natural elements and human error. The latest of these devices was born out of necessity and the ingenuity of today’s Air Commandos. The Remov-able Aircraft Longeron Fender (RALF) was con-ceived, designed, built, and fielded by the men and women of the 1 SOW to protect the CV-22 from damage during tactical vehicle operations.

Loading a vehicle on unimproved terrain, with a slippery cargo ramp, at night, is no simple task. Couple those factors with a mere 2 inches of side clearance and an aircraft that can sway as much as 12 inches in heavy winds and you have a recipe for aircraft damage. As the CV-22 Special Mission Aviators routinely conduct this delicate procedure in tactical training and combat operations, there have been multiple incidents of vehicles damag-ing the “sloping longeron” of the aircraft over the past several years. Each time, the damaged aircraft is “down” for maintenance for several days. Each time, procedures are re-evaluated to ensure there is nothing else that could be done to avoid the damage. Each time, the answer has been the same, “we did all we could to avoid damage, but sometimes stuff just happens”. Each time that is, until a motivated group of Air Commandos had enough.

In today’s world of computer aided design and decades long acquisitions processes, a low-tech solution like the RALF is thoroughly refreshing. With any luck, there are people hard at work to redesign the sloping longeron itself and eliminate the problem. In the interim however, RALF and the can-do attitude of the Air Commandos will ensure the mission gets done “Any Time, Any Place”.

In recognition of their motivation and tenac-ity, the entire RALF team of operations personnel and maintainers has been submitted to USSOCOM as AFSOC’s nominees for the Dr. Christian J.

Lambersten Award for Operational Innovation.

RALF, an Innovative Piece of Plane Protective EquipmentBy SMSgt Kevin Forrest, 8th Special Operations Squadron


Cultivating a Safe CultureBy SSgt Jason R Kelts, 1 SOAMXS Unit Safety Representative

A common challenge that many safety professionals face is how to excite or motivate a safe mentality among co-workers. Supervisors may feel as

though their subordinates view the everyday safety brief as a formality and not a valid warning of actual danger. Troops may have skewed beliefs that “mission first” translates into “neglect safety precautions and press on”! These types of behav-iors aren’t instilled naturally, and are usually the fault of the organization.

Perhaps one of the worst organizational mis-haps in aviation was the Columbia Space Shuttle loss on February 1, 2003. During the space shut-tle’s launch, a piece of foam insulation disconnected from the external fuel tank and struck the left wing. It was noted previously that the engineers believed the shuttle was unfit for flight due to missing foam from launches prior. With this information, NASA management limited the investigation, with the rea-soning that the crew could not fix the issue even if the problem could be confirmed. This approach had an adverse organizational impact on the mis-sion, and the damage caused by disconnecting foam brought the shuttle into a disintegrated state when it re-entered the Earth’s atmosphere.

The Columbia STS-107 accident report by the Columbia Accident Investigation Board was critical of NASA’s decision-making and risk assessment processes. The determination was that NASA’s organizational structure and views on safety were flawed, and that no matter who was the key decision-maker, safety was not a front row player in STS-107’s flight. NASA accepted certain deviations from engineering designs and claimed they were “normal” when the problems initially appeared from disconnecting foam.

This might seem like a stretch, and one might say our very own squadron or unit would never deviate enough to cause this size of a mishap. STS-107 stands as a reminder that this was an organiza-tional mishap from the same team that put a man on the moon. NASA is also not a rookie in the aviation industry and would have had years of military and

space system engineering experience. The MIL-STD 882B, Military Standards for System Safety, was published and in effect two decades before the accident. So, is it really a stretch to think, “If this can happen to NASA, it can happen to us”?

Safety Professionals and managers alike can optimize the safety of their organization by not only maintaining a safety program, but embracing a safety culture. Dr. James Reason, retired profes-sor of psychology at the University of Manchester, developed a roadmap to help identify organiza-tional short falls for safety. The “Swiss Cheese” model teaches safety professionals how every level of an organization can have a role in a mishap. See Figure 1. (The Swiss Cheese Model of Human Error Causation). Dr. Reason also explains how to better develop organizations for a safe culture:

• Informed Culture – People that operate and manage the system or organization have to have the latest knowledge of the health of the system. Included in an informed culture are technical, human and environmental elements of the system.

• Reporting Culture – It is necessary for people to have an easy and accessible way to report problems with the system. This can be challenging due to the fear of consequences when making certain reports. Unbiased and punishment-free safety reporting procedures should be developed.

• Just Culture – The system must emphasize accountability. Even if immunity is given for some minor, self-reported errors, there still needs to be a strong culture of responsibility (System Safety Engineering).

• Flexible Culture – Cultures of High Reliabil-ity Organizations (HRO’s) are able to respond to emergencies by changing from a centralized, to decentralized structure. The normal centralized organizations (like squadrons and units) allows the common culture to be maintained and transmitted to individuals, while decentralized structure allows for small groups to make key decisions quickly in response to a developing situation.

• Learning Culture – Finally, the organization should maintain the ability to improve its own methods of safety as the mission changes, and more experience and education is gained.

These five steps can change the mentality of the organization. If NASA management had a flex-ible culture and decentralized structure, maybe the safety decisions made by the engineers would have had a halting effect on the mission, and the crew of

STS-107 could have lived. Our airmen, in and out of the field, are no different. They deserve to know they are being looked out for and that when the mission is “first”, that their safety is the key to get-ting it there. Creating a safe culture means doing more than maintaining a safety program. It means embracing the concepts discussed by Dr. Reason, and empowering safety within all airmen at all levels, in any organization, any time, any place.

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Source: Adapted from “The Human Factors Analysis and classification System–HFACS,” DOT/FAA/AM-00/7, February 2000.Other References

Howell, E. (February 1, 2013). Columbia disaster: what happened, what NASA learned. Retrieved from http://www.space.com/19436-columbia-disaster.htmlReason, J. (1997). Managing the risks of organizational accidents. (1st ed.). Hampshire, England: Ashgate Publishing Limited

Figure 1 The Swiss Cheese Model of Human Error Causation


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By Lt Col Kyle Pelkey, Commander, 1st Special Operations Dental Squadron

It’s another beautiful, sunny, crisp and cool fall afternoon. “It’s time for a joy ride on my trusty steel horse (motorcycle for non-riders). Off I go. Look at all the changing colors in these leaves. Those

are some really nice pumpkin and harvest deco-rations in the front of those fancy houses over there. No traffic today on this sweet country road. There’s lots of nice “twisties” and slow curves to enjoy on this ride. Life is really great someti…wait…am I on the ground now? What just happened? Where’s my motorcycle? Oh…there it is…better extend my legs so that beast doesn’t crush me during this slide”.

Just like that, in mid-thought, I found myself sliding along that scenic road. I was mysteriously off my motorcycle in a microsec-ond. I had no idea what happened at the time. “Oh good! I’m finally stopped now and the bike

didn’t jump on top of me. Nothing bleeding and no pain yet. Can I stand? Yes. All there and I can stand just fine. Bike is pretty scratched up. Bummer. I wonder if that mirror can be fix…Whoa! I’m on the wrong side of the road! In a blind curve”! Only by the grace of God did I somehow gather myself enough to pick up my motorcycle and get off that road before a car came.

I later realized that it was just a little gravel on the side of the road that had me sliding so fast I never knew what hit me. There wasn’t a drop of water on the road. It was just that little bit of gravel. The great news: I always wear a full faced DOT rated helmet, leather jacket and riding pants with CE level 2 rated armor pads for shoulders, spine, hip, and knees. The deep gouges on the side of the helmet that day told me my lower jaw and face would have been

hamburger without it. My jacket and pants were also pretty scratched up in the knees, left hip, spine, and left arm.

But that wasn’t the only time I was grate-ful for my gear. There was another time when I was run-over from behind on a motorcycle by a pickup truck. It was actually my soon to be ex-girlfriend who was driving that pickup truck. It was at a stop light. She swore she just didn’t see the light turn red. No, she wasn’t trying to kill me, it really was an accident. I woke up in the hospital. All I got from that accident was a bruise right where my spine connects to my hips. Without the right gear, I would likely be paralyzed from the waist down right now.

I am always mad when I see the “Joe Cool” riders who don’t wear a helmet and the right gear. I always want to ask them, “Do you really

think it can’t happen to you”? And by the way, I wish all those who wear those worthless half-helmets would quit pretending they are pro-tected. In my sliding accident, with that fake helmet, anyone with one of those brain buckets on would have a mangled jaw and a lovely huge facial scar right now.

While I no longer own a motorcycle, I still consider myself a rider, and I want to remind all riders what I learned in an EMT course: the paramedics call what we ride “donor-cycles” because too many of us become organ donors after we die in accidents. I have no patience for those who whine about how hot those full helmets, jackets and pants are. I’ve worn all the gear, all the time, even in 100-degree super humid, hot days. Would you rather be a little sweaty or be dead or mangled? Choose wisely my friends. Stupid hurts!

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Safety: A CONTRACTING PERSPECTIVEBy Lt Blake Branton, 1st Special Operations Contracting Squadron

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From the Airpark to the flight line, there’s a good chance you see contractors work-ing at various locations on Hurlburt Field daily. Some of the work you’ve seen

probably involves a service or type of construc-tion project. With an abundance of ongoing base projects, how is the Government guaranteeing contractors compliance with safety protocols and conventions when executing contracts on the installation?

Contracting and its customers play a vital role in validating that contractors are complying with the terms and conditions outlined in the contract. Contractors are not only expected to deliver qual-ity supplies are services on time, but are expected to comply with and follow appropriate safety pro-cedures and regulations reflected in base, Federal, and industry practices.

The safety directives which are included in con-tracts must be followed by contractors according to regulations given in the Federal Acquisition Regulation (FAR). The FAR provides “clauses” that serve as terms and conditions in our con-tracts. Additionally, those clauses set forth in the FAR are augmented by and reflect Federal, State, and local laws. A contrac-tor signing a con-tract denotes they acknowledge and will adhere to all elements set forth in the con-tract which ini-tially guarantees compliance with safety rules and regulations.

Su b s e q u e n t ly, some of the clauses related to safety point to a key organization:

the Occupational Safety and Health Administra-tion (OSHA). Work safety is synonymous with OSHA, which is referenced in numerous FAR excerpts and plays a major role in workplace safety by ensuring contractors are following pro-cedures conducive to a safe work environment. As an example, Construction contracts include the clause FAR 52.236-13—Accident Preven-tion. In this clause, the contracting officer should inform OSHA, or other cognizant Federal, State, or local officials, of instances where the contrac-tor has been notified to take immediate action to correct serious or imminent dangers. Further, the contracting officer can and should elevate any serious safety concerns to OSHA for additional direction and guidance. Essentially, OSHA serves as a safety net to protect the Government from any safety liabilities. Another example includes FAR 23.3—Hazardous Material Identi-fication and Material Safety Data, predominantly found in service and construction contracts. In some cases, hazardous materials like paints, sol-vents, chemicals, etc. are utilized in contracts, which warrant additional safety procedures man-dated by OSHA, FAR, Federal, State, and local laws. Material Safety Data Sheets (MSDS) are required prior to bringing any hazardous materi-als on the installation. Contracting collaborates

with Civil Engi-neering (CE), who reviews and approves MSDS in accordance with Federal regulations and requ i rement s . Additionally, CE provides hazard-ous materials training on the proper use, stor-age, and disposal of hazardous materials prior to the start of con-tractor perfor-mance.

Oversight is an effective method utilized by con-tracting and its counterparts to validate the con-tractor’s com-pliance with the safety stan-dards in the con-tract. This direct approach comes in the form of site visits/sur-veillances that are conducted weekly/monthly/quarterly to doc-ument perfor-mance, as well as, monitor safety regulations and highlight any issues prior to any major safety mishaps. Contracting and the customer have an agenda for each site visit/sur-veillance that addresses performance and safety objectives to ensure full compliance with the contract. The contractor will be notified of areas not in compliance with workplace safety and will be ordered to resolve issues to prevent future safety shortfalls. If safety problems persist, the contracting officer has the authority to suspend work, terminate, and/or notify OSHA, as noted in the previous paragraph. However, Government oversight is only as effective as the contractor’s willingness to resolve issues and maintain a safe work environment.

Mark Ballard, a program manager for CCI Energy Construction Services, LLC currently performing construction work on Hurlburt Field, explained the stringent policies and training pro-vided to all employees and subcontractors to ensure a safe work environment throughout the entire project. Mark expressed that CCI’s corpo-rate safety policy is based on OSHA standards and supplemented with more rigid procedures directed by the Army Corps of Engineers Safety

and Health Requirements Manual, EM-385. The policies cover everything from proper wear of PPE to safety orientations and training that are validated with stickers on the employee’s hard hat. In addition, program managers and super-intendents for CCI, Inc. are directed to take a 40-hour OSHA safety course prior to fulfilling their duties. Mark also discussed random on-site inspections performed by regional safety manag-ers confirming the work area is compliant with all safety rules and regulations. The contrac-tor’s emphasis towards fostering a safe work area enables the contracting and the customer to focus more on receiving a quality end result.

The importance of safety cannot be stressed enough when executing contracts on the instal-lation. It’s a vital element for all contractual requirements that warrants proactivity. Con-tracting, customers, and contractors collaborate daily to ensure precautionary measures are taken to provide a safe work environment. From con-tracting’s point of view, a low emphasis on safety can result in suspensions, delay, terminations, or poor performance which can be the difference in mission success or mission failure.

Contracting inspecting progress at the Hurlburt FieldCommercial Vehicle Inspection Gate.

Contracting performing a site visit for an air pressure shower for debris removal.


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Tactical communica-tions has played a vital role in combat since WWI. Communica-tions equipment used in the past was not as technically advanced as today. Along

with advancements in technology, the importance of occupational safety has increased dramatically. Field phones and telegraphs were fairly simple to use and did not present significant risk to operate and maintain. Through years of innovation, the world has leaped into a high-tech realm of antennas and satellite dishes. With these advancements came the need for more robust safety practices.

Today, the 1st Special Operations Communications Squadron's Tactical

Communications Flight maintains and operates a wide array of advanced tac-tical communication systems that are ready to deploy around the globe at a moment’s notice. Providing communi-cations to Special Operating Forces is inherently dangerous due to the nature of their mission, but coupled with equip-ment hazards, tactical communicators must continually apply Operational Risk Management.

When called to set up tactical com-munications, our first thought is always “how do we keep our people and equip-ment safe?” The primary concern for our technicians and anyone who may come within close proximity of our satel-lite dishes is the radio frequency radia-tion produced. Although technology has made these systems safer over the

years, RF transmissions are still pow-erful enough to burn skin if touched directly or cause headaches and blurred vision when standing within a 5 to 10 foot radius. Wearing protective gloves, cordoning off the hazardous zone, and limiting exposure are the primary safety precautions taken during setup and oper-ation of the equipment. All of our equip-ment requires a good line of sight view of either an orbiting satellite or another antenna, which means we utilize 50 to 100 foot antenna masts and any other elevated flat surface we can find, such as rooftops and ISU-90’s. Because of this, properly securing the antennas is critical to help prevent damage or injury in the event of high winds.

When the flight deploys to austere environments, we employ organic power production and environmental control

equipment. Utilizing tactical generators introduces additional safety concerns, primarily electrical shock. Field genera-tors require a proper grounding grid in order to operate safely and we rely on imbedded Power Production and HVAC Civil Engineering personnel to provide this capability. As everyone knows, with-out power you are simply “camping in the dark.”

Working in the 1 SOCS Tactical Communications Flight is a one of a kind experience. Safety is always a key consid-eration for our Airmen. ORM is always a priority and we make sure it stays in the fore front of our mission accomplish-ment. We work hard and smart, and always look out for our Wingman. Our training, attention to details, and situa-tional awareness are our keys to mission success.

Tactical Communications Safety

By SSgt Christopher Wessels, 1st Special Operations Communications Squadron

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Risk Management is Everyone’s ResponsibilityBy Capt Joshua Isom, 1 SOMXS, Munitions Flight Commander

AFSOC Commando Safety Journal 24

Recently, a member of our unit hurt himself while working around the 25mm ammunition processor. We

are fortunate that it wasn’t worse. He escaped serious injury with just a pulled muscle. While attempting to prevent a snag in the ammunition processor, his hand was caught between two Link Tube Carriers (LTCs). Even though his hand was caught, the LTCs continued to move through the ammunition processor, pulling his hand back an inch or so before the emergency stop was activated. How did the injury happen? What caused this member to attempt to pre-vent the snag by placing his hands in an area with a high risk of injury? It could be attrib-uted to a couple of reasons: Miscalculation of the mishap threat or low Risk Management (RM) skills.

Common Sense should be the alarm bell in your brain that signals a dangerous situ-ation exists. In our case, alarm bells should have been ringing the moment the snag was identified and the thought of placing a hand into a continuously moving ammunition pro-cessor occurred. After identifying a poten-tial risk, the members involved should have started applying some RM steps.

AFI 90-802, Risk Management, identi-fies two processes based on your planning horizon. There is a 5-Step RM Process, and a Real-Time Risk Management Process (or ABCD Model). Use the 5-Step RM Process when you have a long planning horizon, i.e. you are planning an event or mission that needs a RM assessment. In our scenario, during the execution of a maintenance oper-ation, the informal Real-Time Risk Manage-ment Process would have been sufficient. In the Real-Time RM Process, there are four steps: Assess the Situation, Balance Con-trols, Communicate, and Decide & Debrief the RM decision.

You might say we accomplished part of Step 1, Assess the Situation. The crew member identified a potential snag in the ammunition processor. The crew member should have stopped the processor to allow time to further assess the situation. Instead, the crew member attempted to correct the situation while the machine was in motion. With more time, a deliberate plan as outlined in Steps 2-4 could have been implemented. In Step 2, Balance Controls, we would have identified all risk controls we had available, and selected the one that lowered the risk

to an acceptable level. Had Step 2 been accomplished, our member likely would not have sustained his injury. Utilizing the manual feed of the LTCs versus the continuous powered feed, we would have slowed it to the point that there was an extremely low risk of injury. Step 3, Communicate, should be occurring throughout the Real-Time RM Process. Crew members should be communi-cating with the Crew Chief, or leadership, etc. Communicat-ing with the right individuals should assist in the develop-ment of Risk Controls, and the feedback through commu-nication (“That is not a good idea!”) will ensure you are on the right path to addressing the risk. Finally, in Step 4, Decide & Debrief, is where we decide to implement the Risk Control and press forward, or abandon the effort and avoid the risk altogether.

In most cases, it is tough to see how maintenance injuries could occur through deliber-ate use of Risk Management. Maintenance injuries typi-cally occur because we fail to use Risk Management skills. We as leaders need to drive this deliberate Risk Manage-ment processes down to our young Airmen. Our Airmen are our responsibility; let’s give them the tools they need to be successful.

Senior Airman Alexander Bien, a 1st Special Operations Equipment Maintenance Squadron conventional mainte-nance crew chief, loads the 25mm processor at Hurlburt Field, Fla., June 23, 2015. The 25mm processor loads the ammuni-tion into linked tube carriers for transport to the flightline. (U.S. Air Force photo/Senior Airman Jeff Parkinson)

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AFSOC 2015 Safety Award Winners

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PRIMARY DUTY WEAPONS SAFETY NCO OF THE YEAR

TSGT DWAYNE M. IRVIN

1ST SPECIAL OPERATIONS WING

PRIMARY DUTY FLIGHT SAFETY OFFICER OF THE YEAR

MAJ MARK T. MUSHENOAFSOAWC

ADDITIONAL DUTY WEAPONS SAFETY NCO OF THE YEAR

SSGT JOHNATHAN M. COOK 4TH SPECIAL OPERATIONS SQUADRON

PRIMARY DUTY FLIGHT SAFETY NCO OF THE YEAR

MSGT JAMES J. HENDRICKS27TH SPECIAL OPERATIONS WING

DISTINGUISHED AIRCREW SAFETY AWARD

SPOOKY 421ST SPECIAL OPERATIONS WING

ADDITIONAL DUTY FLIGHT SAFETY OFFICER OF THE YEAR

CAPT MATTHEW A. MUSSER352D SPECIAL OPERATIONS WING

PRIMARY GROUND SAFETY NCO OF THE YEAR

SSGT MEAGAN BUSTILLO 353D SPECIAL OPERATIONS GROUP

DISTINGUISHED AIRCREW SAFETY AWARD

TOKEN 13353D SPECIAL OPERATIONS GROUP

OUTSTANDINGACHIEVEMENT IN SAFETY

TSGT DANIEL T. PORTER27TH SPECIAL OPERATIONS WING


ADDITIONAL DUTY FLIGHT SAFETY NCO OF THE YEAR

SSGT ALEXANDER P. SKIDGEL19TH SPECIAL OPERATIONS SQUADRON

OUTSTANDINGACHIEVEMENT IN TRAFFIC SAFETY


ACCIDENT FREE FLYING HOUR

AWARD 1 SOS 16 SOS

4 SOS 17 SOS5 SOS 19 SOS6 SOS 33 SOS7 SOS 67 SOS8 SOS 318 SOS9 SOS 319 SOS12 SOS 352 SOS15 SOS 524 SOS

551 SOS

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2015 Safety Award WinnersGROUND

SAFETY OFFICE OF THE YEAR

1ST SPECIALOPERATIONS WING

FLIGHTSAFETY OFFICE OF THE YEAR


Air Force Chief of Safety Cyber Safety Award Winner

AFSOC Cyber and C4 Directorate, Hurlburt Field FL (AFSOC)

WEAPONS SAFETY OFFICE OF THE YEAR


Air Force

Maj Gen Benjamin Foulois

Trophy Winner

SAFETY OFFICEOF THE YEAR


AF AVIATION WELL DONE

CAPT ERIC E. WEGNERSSGT MICHAEL J. ELSIK

12TH SPECIAL OPERATIONS SQUADRON

focus spring 2016

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