Tyndall to Use Big Data to Make Base Safer

Tyndall to Use Big Data to Make Base Safer

Tech firms SimpleSense and Novetta will take the lead in setting up a new kind of operations center for Tyndall Air Force Base, Fla., as part of its “Base of the Future” effort.

The Air Force awarded $9 million to startup SimpleSense this month for the virtual “Installation Resilience Operations Center,” which will act as a central hub for base security and facility operations at Tyndall. The Florida Panhandle base is a proving ground of sorts for new infrastructure ideas as it rebuilds from Hurricane Michael, which destroyed much of the installation in 2018.

Tyndall sought ideas from four pairs of companies at a “Shark Tank”-style pitch competition on Sept. 14. SimpleSense, which pulls in emergency services data from civilian and military agencies to create a holistic picture of base security, and data-analytics company Novetta came out on top.

“The selection team determined SimpleSense/Novetta’s innovative approach could have the most potential to reshape the way the AF manages [the Internet of Things] across the enterprise,” Air Force spokesman Mark Kinkade said.

Their software will connect to sensors and systems across the base to gather information about building health, personnel safety, energy efficiency, and more.

“The installation of the future requires immediate awareness, response, and even prediction of major incidents, whether a 911 call or equipment failure,” SimpleSense said in a Sept. 21 release. “The objective of IROC is to modernize response operations to enable real-time data collection and analysis of all operational technology systems, from smart buildings to physical security systems. Breaking down the stovepipes that separate data enables a safer, more productive, and resilient installation.”

For example, in case of a shooting on base, sensors could detect gunshots and ping the ops center and first responders. More people would be aware of a dangerous situation earlier, and be able to respond faster.

Big data can help in less dire situations, too. If the IROC software notes that an air conditioning unit is about to fail, or a structure is close to collapse, it can save the Air Force money by addressing issues sooner instead of waiting for things to break.

Working with the Tyndall Program Management Office, which is in charge of rebuilding the base, the companies will gradually mature their technology to be fully functional in three years. If the Air Force Installation and Mission Support Center likes what it sees, it could spread the concept to other bases.

“Every wing commander has a responsibility to think about these ‘base of the future’ concepts, anytime they look at implementing an infrastructure project or renovation, and take what makes sense for their situation to implement,” Tyndall PMO boss Brig. Gen. Patrice A. Melancon recently said.

PACAF: Chinese Propaganda Targeting Andersen AFB is an Attempt to Intimidate

PACAF: Chinese Propaganda Targeting Andersen AFB is an Attempt to Intimidate

Pacific Air Forces is pushing back against a Chinese military propaganda video depicting an H-6K bomber targeting Andersen Air Force Base, Guam, calling it attempted intimidation in the region.

The video, released Sept. 19, shows the bombers flying alongside fighter aircraft, and firing a missile at a Google Maps-style picture of Andersen’s flight line.

“It is yet another example of their use of propaganda in an attempt to coerce and intimidate the region,” PACAF said in a Sept. 23 statement. “Maintaining the safety of our personnel and resources, as well as our allies and partners, is of the utmost importance and we remain committed to ensuring a free and open Indo-Pacific for all nations.”

The video shows targeting crosshairs aiming at an empty portion of the apron on the south side of Andersen’s flight line, where refueling tankers are typically seen at the base. In addition to the image of Andersen, the Chinese video uses footage from the American action movies “The Hurt Locker,” “The Rock,” and “Transformers” to dramatically show explosions.

Andersen was the home of the Air Force’s continuous bomber presence mission, which the service ended in April in a shift to dynamic force employment. Now, smaller bomber task forces are sent to the region for shorter, more unpredictable deployments. A task force of B-1s from the 34th Bomb Squadron at Ellsworth Air Force Base, S.D., is currently deployed to the base.

The video comes as China is expanding its military presence in the Pacific, including building up airstrips on contested islands in the South China Sea to extend the reach of the People’s Liberation Army Air Force. The Pentagon, in its annual report on China’s military power, says the PLAAF is increasing the precision and numbers of air-based cruise missiles, similar to what is portrayed in the propaganda video.

The H-6 bombers have been modernized, with aerial refueling capability and a larger munitions capacity. The PLAAF and the People’s Liberation Army Navy have the third-largest aviation force in the world, and the largest in the Indo-Pacific region, the report states.

Cyber Airmen Trained for a China-Taiwan Conflict That Unfolds Online

Cyber Airmen Trained for a China-Taiwan Conflict That Unfolds Online

If China invaded Taiwan, how would it play out on the Internet and mobile devices? How could the U.S. Air Force use that public information to the military’s benefit? It’s a 21st-century dilemma the service is beginning to understand.

Over the course of four weeks in late August and early September, Airmen in the 16th Air Force information warfare organization explored how to mine social media and other forms of public information to address an undisclosed scenario involving China and Taiwan.

They used a toolkit built by Virginia-based BlackHorse Solutions that was paid for by the Air Force Warfighting Integration Capability team, a group based at the Pentagon that studies how the service should be structured and what tools it needs to fight in the future.

“It trained those Airmen how to use those tools first, and … gave them two scenarios,” 67th Cyberspace Operations Group Commander Col. Lauren Courchaine told Air Force Magazine on Sept. 17. “They were required to only use those open-source tools and any other open-source research that they wanted to do to create … an analysis of the environment to try and determine where the linchpins are that they could potentially further examine.”

What made the training different from current operations is that it got students to think holistically about what that information might mean for all parts of the the Joint Force. In four hours, students used the open-source data to determine what next steps the U.S. could take not only in cyberspace, but across air, land, sea, and space as well. Their solutions would “‘swarm’ the adversary with numerous decision-making dilemmas, which in turn highlights adversaries’ vulnerabilities and friendly opportunities,” Courchaine said in a Sept. 23 email.

According to BlackHorse’s website, the company offers training to understand and exploit publicly available information (PAI), as well as courses in research methodology, data protection, shielding against cybercriminals while traveling, and trawling the dark web—the encrypted, anonymous part of the Internet that does not appear in regular search engines and is often used for illegal activity.

The Air Force has discussed PAI as an untapped intelligence resource for years, and information warfare for decades. But its training and tactics for actually using sources like social media still lag behind.

“This is the first time that I’ve seen the practical application of data, tools, and thought from Airmen,” Courchaine said. “When you marry those together, we were able to come up with an operational concept that I can now take, I can align that with a team of cyber fires planners, and additional intelligence analysts, and I can now bump that … information picture up against true intelligence to ensure that what I’m looking at is accurate and succinct. Then I can drive operations from that picture.”

Gathering intel from the public domain can show the Air Force where to focus more specialized reconnaissance technology, like the sensors used to covertly gather electronic signals or images collected by aircraft and satellites, former Deputy Chief of Staff for Intelligence, Surveillance, Reconnaissance, and Cyber Effects Operations Lt. Gen. VeraLinn Jamieson said in her 2018 Next-Generation ISR Dominance Flight Plan.

That requires the algorithms and expertise to sift through an endless stream of posts, public documents, and more to figure out what’s important and what’s noise. Moving away from a reliance on traditional ISR assets also gives the military more options in a war where those planes might be shot down, or satellites could be jammed.

If the military knows how to pick out patterns in an enemy’s daily life, see their likes and dislikes, and track who they know in new ways, the Air Force can try to shape or interfere with their behavior. The service could pick up on trends that might affect a partner country overseas, or that indicate the U.S. needs to move some of its people or combat assets.

“Adversaries were tracking us through the Strava app or through [Untappd], and so they were tracking military members and their pattern of life through things that they were doing on the personal side of their lives,” Courchaine said, referring to workout- and beer-logging software. “We must be able to do the same thing, to be able to find the weakest link in an adversary’s [decision-making] loop and be able to exploit that.”

It’s easier said than done: Airmen aren’t used to thinking about how the information they see in the digital realm could translate into real-world, multidomain actions. Courchaine indicated that over time, Airmen can learn to be more proactive with cyber operations, keeping one step ahead of those they are watching, instead of being reactive.

The military can do more to software the Air Force already owns to dig through public data. BlackHorse could teach USAF how to make the most of its current technology as the service evolves its training and lobbies for the right tools, though it’s unclear if 16th Air Force will continue using the toolkit from this particular exercise.

“If we can smartly and decisively look at the status quo, and fully understand where we need to go, we can alter training in a way that does things like include [PAI] into our intelligence apparatus so that we can look at a full picture,” Courchaine said.

USAFA’s New Superintendent Shares Vision for Academy’s Future

USAFA’s New Superintendent Shares Vision for Academy’s Future

Lt. Gen. Richard M. Clark officially took over as U.S. Air Force Academy superintendent and discussed priorities for his tenure during a Sept. 23 change of command ceremony at the USAFA campus in Colorado Springs, Colo.

“Today, as I step on this field once again, it is significant because I’m honored and privileged by the opportunity to give something back to the school that has given me so much, and it is my goal to prepare every cadet to make their dreams come true, just as my dream is coming true today,” the 1986 USAFA alum said in his first address as superintendent.

Clark’s assumption of command is historic for the Academy, since he is both its first Black superintendent and its first former commandant of cadets to serve in USAFA’s top role, the Academy confirmed to Air Force Magazine via email on Sept. 23.

Video: USAFA on YouTube

Clark, who succeeds fellow alum and now-retired Lt. Gen. Jay B. Silveria, most recently served as the Air Force’s deputy chief of staff for strategic deterrence and nuclear integration. Silveria led the Academy for just over three years.

“You will no doubt take the United States Air Force Academy to even greater heights,” Silveria told him during the ceremony. “The position here is like no other in the Department of the Air Force, and I greatly look forward to being a prior [superintendent]. And like those before me, that were ready to help me when I called at any moment, please call me anytime, and I will be there for you.”

In his remarks at the event, Air Force Chief of Staff Gen. Charles Q. Brown Jr. called Clark “the right leader to develop the courageous officers we need to compete, deter, and win.”

“I’m confident that Rich Clark will carry forth the excellence in education, empowerment, and enthusiasm that Jay has made the USAFA standard,” Brown said.

Chief of Space Operations Gen. John W. “Jay” Raymond also gave Clark a glowing endorsement, dubbing him “the perfect leader” to help mold future Airmen and space professionals into “the bold officers” the National Defense Strategy and current fight demand, and to continue making the Academy “the institution of choice” for those who aspire to join USAF and Space Force ranks.

“I can’t think of a more custom-built leader for this job to serve as the 21st United States Air Force Academy superintendent,” he said.

Air Force Secretary Barbara M. Barrett cited Clark’s track record as an “experienced warfighter, a credentialed academic, and a proven leader,” and credited him with sparking Air Education and Training Command’s use of cutting-edge learning programs while leading the 12th Flying Training Wing and transforming “the bomber culture” during his time as 8th Air Force commander.

“Rich, you epitomize integrity, service, and excellence throughout your career, and now you will instill those fundamental values into future Air and Space Force officers,” she said. “We are deeply grateful for your leadership, and we thank you.”

Vision for the Future

Clark told the attendees he plans to keep up several “priority efforts” of his predecessor, including:

  • A continued commitment to developing “leaders of character”
  • Continuing the Academy’s fight against the COVID-19 pandemic through “a reliance on scientific and mathematical expertise, extraordinary teamwork, unwavering perseverance, and strict adherence to guidelines”
  • Efforts to further foster a “culture of dignity and respect for all” at the school, which he said is necessary for the success of both the Academy “as an institution” and for its cadets as future leaders “in an increasingly diverse Air Force” 
  • Building out the school’s Institute for Future Conflict, an effort Clark said today’s “strategic environment demands,” since future USAF leaders will need to be able to solve problems they’re not even currently aware of in order to compete and succeed in future conflicts. “These efforts are already underway, but we must find ways to move smartly and quickly in order to accelerate change, or else, we will lose,” he added.

“Every class brags that they had it tougher than any other class, but I believe the bragging rights for toughness will belong exclusively to the classes who persevere and thrive during these challenging times, and the greatest character development will belong to those cadets who toss their hats in the air after graduation despite the devastation of a global pandemic,” Clark told the assembled cadets.

“I’m proud of you, I’m here for you, and I promise that I will leave it on the field for you,” he added. “Let’s do this.”

Roper: Now Is the Time to Develop Requirements for Autonomous Refueling

Roper: Now Is the Time to Develop Requirements for Autonomous Refueling

Air Force acquisition and Air Mobility Command leaders are looking to set the requirements of future tankers, as the improved suite of cameras and sensors for the KC-46 brings the service to the “doorstep” of autonomous aerial refueling.

The Air Force and Boeing’s agreement to move forward with the Remote Vision System 2.0, announced in the spring, includes high-tech sensors that track receiving aircraft, feeding into an operator’s location with high-definition displays. All that’s missing, once that new system is installed and operational, is some additional software to enable automation, said Will Roper, the service’s assistant secretary for acquisition.

“The KC-46 is going to take us all the way up to the doorstep of semi-autonomous and autonomous tanking,” Roper told reporters Sept. 23. “And the Air Force has committed to put in those algorithms, because when you build a properly designed RVS, you’ve done everything needed to do autonomous tanking. The only thing you’re missing are the algorithms to actually do it. … We don’t have requirements for … tanking autonomously, we don’t know where, when, how. And now’s a great time to start studying that, and to do it in conjunction with what comes next.”

Roper and AMC boss Gen. Jacqueline D. Van Ovost met in recent days on the topic, and committed to “putting some of our best minds on this problem.”  

Unlike other weapons systems, such as the E-8C Joint STARS, which will be replaced by a suite of new capabilities under the Advanced Battle Management System program, fuel can’t “break up” easily. How to reliably provide fuel in contested areas will continue to be a “strategic question” for the Air Force, Roper said.

“How can you defend a tanker against an onslaught of fighters who know that every tanker you kill is like killing a lot of fighters, or bombers, or drones it supports,” Roper said. “ … We’re definitely going to be thinking about autonomy as a way to change the risk calculus, having something smaller without people [so] that we could take more risk, with prices lower as a way we could go after the problem.”

Another way to get after the problem is to have a large tanker operate in a “stand-off” area, away from the threats, with smaller automated “micro tankers that do that last mile—the dangerous mile,” Roper said.

“It doesn’t have to be one or the other, it’s good to have more than one option,” Roper said. “I expect that as we really look at airpower in the truly contested environment, that we’ll be looking at fuel very strategically, and we may have a different solution for outside versus inside. And I think we will value, increasingly, aircraft that have range for the last mile.”

“It’s a solvable problem,” but the Pentagon needs to be flexible enough to pursue multiple options instead of solely focusing on one, he said.

Brown Talks Force Structure, NGAD Records, and the Looming CR

Brown Talks Force Structure, NGAD Records, and the Looming CR

Subtracting the Space Force from the “The Air Force We Need” calculus still demands a service of 300-plus combat squadrons, Chief of Staff Gen. Charles Q. Brown Jr. said Sept. 22. He also suggested the records set by the prototype Next Generation Air Dominance system, revealed last week, have more to do with speed of prototyping than physical performance.

Brown, in an online Defense One discussion, repeated the service’s message that USAF is “not big enough to do everything we’ve been asked to do,” under the National Defense Strategy. The requirement for 386 combat squadrons, which the service laid out in 2018 in response to a Congressional request, pre-dated the creation of the Space Force.

Brown said it’s not so much the number of squadrons that’s important, but the capability they provide.

“Even if you don’t get to the full number of squadrons, it’s the capability that matters to me,” he said.

Getting Congress to go along with USAF’s plan to divest significant legacy capability in exchange for investment in new systems will be a “challenge,” mainly because of how heavily classified those new programs are.

“We have more classified programs than the other services,” Brown observed. “We can tell you what we want to retire, but we have a hard time explaining what we want to invest in in the future.” The engagement plan, he said, is to “give some more classified briefs to Congress,” and provide members with unclassified talking points that “they can use in public forums” and “share with their constituents.” The key will be to convince the Congress and other stakeholders to “look at the broader plan,” think more strategically, and “remember … we’re all in this together.”

Brown doesn’t expect to get everything he’s asking for, but the discussion is important, he said.

“We need to articulate that risk, maybe a little bit better than we have in the past, and give them a more complete picture” of “what we’re going to retire, and what that brings in the future. That’s an area we’ve got to improve upon as an Air Force,” he said.

NGAD: Breaking Records

Air Force acquisition chief Will Roper revealed at AFA’s virtual Air, Space & Cyber conference last week that the service has already flown a Next Generation Air Dominance demonstrator aircraft, and it has broken “lots of records.” Asked to clarify if those records are in the area of program speed or physical performance, Brown said he would not “talk about that aspect.”

However, “I’ll just tell you that we’re able to do things differently and a bit faster than we have in the past,” he said. The NGAD program is “less about what we build, it’s how we build it,” and the goal is to “get it into the hands of the warfighter much faster, and this is a way that we can do that.”

Asked if he thinks the Air Force can afford Roper’s approach to buying new aircraft, which requires flipping the majority of spending from sustainment to design and procurement, Brown said yes, but USAF will have to change its business model to make it work.

“You want the cost of ownership to be roughly the same, but change the flow of that money, so maybe more up front,” Brown said. Using the Roper model will “accelerate change,” Brown said, by making the systems the Air Force does field more adaptive and more abreast of rapidly-changing technology. “It’s a different thought process,” he said.

“I want to … make sure we work industry,” he said, acknowledging that companies “have shareholders they have to worry about,” while Brown has to satisfy national security needs. The Air Force must “do this better so [industry has] a business model that’s sustainable.”

The Looming CR

Accelerating change is Brown’s top priority as Chief, but that’s not possible if the service is forced to operate under another continuing resolution.

“It’s going to take us a bit longer to do some of this because you won’t be able to do some of the new starts,” he said. The only silver lining is that USAF is “really good” at planning, and has experience with a number of CRs.

“We will look at … how the facts and assumptions change over time. And we just want to have constant dialog with congressional members and leaders here in the department, on how we best posture ourselves when the CR comes about, and then once we get a budget.”

Brown also said there are “possibilities” to use the B-21 in the air dominance role, as a launcher of attritable systems, but in the context that “I don’t want to … constrain ourselves to the thinking we had in the past. I’m open to new and fresh ideas about how we use the capabilities, this being one of them.”

Here’s How the Air Force Reserve Plans to Accelerate Change

Here’s How the Air Force Reserve Plans to Accelerate Change

The Air Force Reserve will need to undertake both internal and external changes in order to heed Air Force Chief of Staff Gen. Charles Q. Brown Jr.’s Total Force directive to “accelerate change, or lose,” its boss Lt. Gen. Richard W. Scobee said.

“It’s going to include reforming the organization internally, and how we deal with our Airmen, but also externally in how we present forces to the Joint Force,” he told reporters during a media roundtable at the Air Force Association’s virtual Air, Space & Cyber Conference on Sept. 16.

Scobee said internal changes will center around making Reservists feel as though “their contributions to defense are very valued.”

That will require Congressional assistance on pay status reform, updates to Reserve medical and personnel programs, as well as “a lot of finance things,” he said.

And on the external side, Scobee said the Reserve must ensure its organization “is agile enough to meet” CSAF’s demands.

“What it’s going to take is some consolidation of some of the things that we’re doing, so you’ll see some of the overhead of what we’re doing start to come down … The other piece of it is … making sure we’re putting Airmen into those jobs, especially when it comes to JADC2 [joint all-domain command and control],” he said. “We’re on the point of the things of where the Air Force is going, so when we talk about connecting all of our sensors with our platforms, you know sensors to shooters, really we want to be involved in that.”

Editor’s Note: This story was updated on Sept. 23 at 6:29 a.m. to clarify quotes from Scobee.

US Looks to Compete—and Collaborate—in Space

US Looks to Compete—and Collaborate—in Space

America’s civilian and military space agencies are walking a fine line with Russia.

On one hand, NASA wants to preserve the partnership with its Russian counterpart Roscosmos that has spurred cultural and scientific exchange on the International Space Station and other joint missions since the 1970s. On the other hand, the Space Force was created to outpace Russian military activity in orbit, and it often publicly chides Moscow for what the U.S. sees as threatening behavior toward assets like satellites.

The U.S. must manage that dynamic as well as its relationship with China as the three countries vie for orbital dominance, aim to establish a presence on the moon, and grow commerce in the space between celestial bodies. The Space Force is taking on a new role as protector of U.S.-led civilian and commercial efforts in orbit and on the lunar surface, while NASA will continue to handle manned spaceflight and scientific ventures for civil purposes.

The potential effects of chilly U.S.-Russia political relations on space collaboration—like driving Russia and China closer together—have been scrutinized for years. That gets more complicated with the Pentagon’s current strategy of competition with Russia and China as global powers it believes are threatening the world order with weapons and risky maneuvers in space.

“There’s a long history, even in the height of the Cold War, there was great collaboration in the civil sector. There’s always been strong collaboration with Russia and NASA. I think that’s a benefit for our nation and I think it’s something that should continue,” Space Force Chief of Space Operations Gen. John W. “Jay” Raymond said Sept. 22 during an AFA Mitchell Institute for Aerospace Studies event. “Whenever countries disagree, there’s always been agreement on partnership on the civil use of space.”

Video: Mitchell Institute on YouTube

NASA Administrator Jim Bridenstine noted during the event that November marks 20 years of astronauts and cosmonauts working and living together on the ISS.

“There’s a lot of history here. The Space Force has a very different mission than NASA, but as far as a tool of diplomacy, I think we’re doing good by our nation,” Bridenstine said.

He did not comment on whether NASA plans to continue that tradition of diplomacy by working with Russia on the Artemis program, which plans to send the first woman and next man to the surface of the moon in 2024 and set up sustainable life there by 2030.

While Russia and the U.S. have a historic tradition to uphold, America and China lack the same sense of kinship.

Raymond declined to offer specifics on how the Space Force should work with China to make space a more peaceful domain in the future, noting that the U.S. asks all countries to operate safely and professionally. 

Bridenstine noted that NASA is legally blocked from working bilaterally with China, though that could change if Beijing extends its own olive branch or if Congress passes a less restrictive law. 

Just as the U.S. military is trying to firm up ties with countries in Africa and South America, where Russia and China are waging significant influence campaigns, it is gathering a modern alliance of nations that want to join America on the moon.

Twenty-six countries are interested in partnering with the U.S. on Artemis, Bridenstine said. He argues that NASA could use involvement with Artemis as an incentive to act responsibly in space: “We want you with us, but we also need you to agree to basic norms of behavior,” he said.

“We decided, when we saw the level of interest and enthusiasm, that we could use this as a tool to compel behaviors in space that would be appropriate for a spacefaring nation. A lot of those behaviors are already enshrined in the Outer Space Treaty, for example, and they’re agreed to with conventions like the Liability Convention and the Registration Convention,” Bridenstine said. “Not all international players are as good at adhering to those agreements as we would like them to be.”

NASA and the Space Force can work together to create new norms in space, which could shape behavior around how to maneuver near assets that belong to someone else, to ownership of resources mined on the moon, Raymond added.

The two will move forward under an updated memorandum of understanding, signed this month, that outlines 11 areas of collaboration like furthering deep space tracking technology to deepening the shared talent pool.

Bridenstine indicated the U.S. can do more to ensure existing space agreements are doing enough to keep all parties safe alongside the military mission to do so. Growth in the military and commercial sectors could regularly put the 1967 Outer Space Treaty’s Liability Convention to the test, for example. That language dictates that a country that launches a spacecraft “shall be absolutely liable to pay compensation for damage caused by its space objects on the surface of the Earth or to aircraft, and liable for damage due to its faults in space,” according to the United Nations Office for Outer Space Affairs.

“We’re seeing satellites break apart and we’re seeing things get jammed. The question is, can we test the Liability Convention in a more robust way?” Bridenstine said. “The Outer Space Treaty is not just for fun and games, it’s intended to actually modify behavior in space. If we’re not testing the Liability Convention, then it’s really not worth the paper that it’s written on. So I think we need to be maybe more forward-leaning on ensuring that the Outer Space Treaty is adhered to.”

Bass: Addressing Childcare Shortage Will Take a ‘Whole of Air Force Approach’

Bass: Addressing Childcare Shortage Will Take a ‘Whole of Air Force Approach’

Air Force child development centers can accommodate less than one-fifth of eligible children, and top service leaders are looking at ways to address the issue, particularly as the impacts of the COVID-19 pandemic are still being understood.

“We have about an 18 percent capacity on base to take care of children that are within the age of going to childcare or school,” Chief Master Sergeant of the Air Force JoAnne S. Bass said during a question-and-answer session as part of the AFA’s virtual Air, Space & Cyber Conference. “So, that’s a challenge right?”

To get after the issue, Air Force installations and their communities need to work together to “build a network” of options to try to make up that gap.

“If we don’t have that capacity on base, which, that is a separate line item that we have got to address and get after, then we’ve got to build the networks in the communities [so] that we have childcare options for families,” Bass said. “It is extremely hard for our single parents and dual working parents … to be able to get after that.”

On an interim basis, the push for more teleworking because of the COVID-19 pandemic has shown that Airmen can effectively work from home more often, and this could potentially free up some space in the child development centers, Bass said. For the longer term, “It is being looked at at the most senior levels in the Air Force,” she said.

Bass wants local leadership, especially first line supervisors, to work with Airmen and understand their individual situations to try to find ways to address problems.

“We’ve got to get to know our Airmen and know their challenges and help figure out a way to allow them to be able to be purposeful in our military and be able to take care of their families,” she said. “And it is different for everybody, depending on what squadron they’re in and where they sit.”