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

2 AFSOC Commando Safety Journal AFSOC Commando Safety Journal 3
Spring 2016
Volume 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: bernadette.blackwell.1@us.af.mil.
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. Heithold
Commander
4. Director’s Corner
By Col William “Scott” Wolfe, AFSOC/SE
6. Safety Comments
7. The Rusty Dagger
By Mr. Wayne White
8. View From The Top
By Col Sean M. Farrell, 1 SOW/CC
Features
10. 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. Heithold
AFSOC Commander
AFSOC photo by:
Senior Airman Tyler Woodward
18 2312 28
Col William “Scott” Wolfe
Director of Safety
Bernadette K. Blackwell
Managing Editor/Graphic Design

4 AFSOC Commando Safety Journal AFSOC Commando Safety Journal 5AFSOC Commando Safety Journal 5AFSOC Commando Safety Journal4
AIR COMMANDOS – QUIET PROFESSIONALS
COLONEL WILLIAM “SCOTT” WOLFE
Director of Safety
AIR COMMANDOS – QUIET PROFESSIONALS
T
his 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!”
“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:
bernadette.blackwell@hurlburt.af.mil. 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 MeSafety Starts With Me By Wayne White
6
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

8 AFSOC Commando Safety Journal AFSOC Commando Safety Journal 9AFSOC Commando Safety Journal 98 AFSOC Commando Safety Journal
Colonel Sean M. Farrell
Commander, 1st Special Operations Wing
View from theTopView from theTop
Albaniain2005remindsusoftheriskinherenttoourbusiness.”Albaniain2005remindsusoftheriskinherenttoourbusiness.”
R
isk 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.

FLYINGSAFETYEVENTS
FLYINGSAFETYEVENTS
AFSOC Commando Safety Journal10 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.

12 AFSOC Commando Safety Journal AFSOC Commando Safety Journal 13AFSOC Commando Safety Journal
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
FLYINGSAFETYEVENTS
FLYINGSAFETYEVENTS
O
n 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
replaceusandweweretoreturntobase(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.
12 AFSOC Commando Safety Journal 13

14 AFSOC Commando Safety Journal AFSOC Commando Safety Journal 1514 15
FLIGHTSAFETYEVENTS
FLIGHTSAFETYEVENTS
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 EquipmentRALF, an Innovative Piece of Plane Protective Equipment
By SMSgt Kevin Forrest, 8th Special Operations Squadron

Cultivating a Safe CultureCultivating 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.
GROUNDSAFETYEVENTS
GROUNDSAFETYEVENTS
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.html
Reason, 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

GROUNDSAFETYEVENTS
GROUNDSAFETYEVENTS
By Lt Col Kyle Pelkey, Commander, 1st Special Operations Dental Squadron
I
t’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!

20 AFSOC Commando Safety Journal AFSOC Commando Safety Journal 21AFSOC Commando Safety Journal AFSOC Commando Safety Journal
GROUNDSAFETYEVENTS
GROUNDSAFETYEVENTS
Safety: A CONTRACTING PERSPECTIVESafety: A CONTRACTING PERSPECTIVE
By Lt Blake Branton, 1st Special Operations Contracting Squadron
2120
F
rom 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.
Subsequently,
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
requirements.
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 Field
Commercial Vehicle Inspection Gate.
Contracting performing a site visit for an air pressure shower for debris removal.

GROUNDSAFETYEVENTS
AFSOC Commando Safety Journal AFSOC Commando Safety Journal
GROUNDSAFETYEVENTS
22 23
T
actical 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
Tactical Communications
Safety
By SSgt Christopher Wessels, 1st Special Operations Communications Squadron

24 AFSOC Commando Safety Journal AFSOC Commando Safety Journal 25AFSOC Commando Safety Journal 25
WEAPONSSAFETY
WEAPONSSAFETY
Risk Management is Everyone’s ResponsibilityRisk Management is Everyone’s Responsibility
By Capt Joshua Isom, 1 SOMXS, Munitions Flight Commander
AFSOC Commando Safety Journal24
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)

AFSOC 2015 Safety Award WinnersAFSOC 2015 Safety Award Winners
2726
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. MUSHENO
AFSOAWC
ADDITIONAL DUTY WEAPONS
SSGT JOHNATHAN M. COOK
4TH SPECIAL OPERATIONS SQUADRON
PRIMARY DUTY FLIGHT SAFETY
NCO OF THE YEAR
MSGT JAMES J. HENDRICKS
27TH SPECIAL OPERATIONS WING
DISTINGUISHED AIRCREW
SAFETY AWARD
SPOOKY 42
ADDITIONAL DUTY FLIGHT
SAFETY OFFICER OF THE YEAR
CAPT MATTHEW A. MUSSER
352D SPECIAL OPERATIONS WING
PRIMARY GROUND SAFETY
NCO OF THE YEAR
SSGT MEAGAN BUSTILLO
353D SPECIAL OPERATIONS GROUP
DISTINGUISHED AIRCREW
SAFETY AWARD
TOKEN 13
353D SPECIAL OPERATIONS GROUP
OUTSTANDING
ACHIEVEMENT IN SAFETY
TSGT DANIEL T. PORTER
27TH SPECIAL OPERATIONS WING
ADDITIONAL DUTY FLIGHT
SSGT ALEXANDER P. SKIDGEL
OUTSTANDING
ACHIEVEMENT IN
TRAFFIC SAFETY
ACCIDENT FREE
FLYING HOUR
AWARD
1 SOS 16 SOS
4 SOS 17 SOS
5 SOS 19 SOS
6 SOS 33 SOS
7 SOS 67 SOS
8 SOS 318 SOS
9 SOS 319 SOS
12 SOS 352 SOS
15 SOS 524 SOS
551 SOS

28 AFSOC Commando Safety Journal
2015 Safety Award Winners2015 Safety Award Winners
GROUND
SAFETY OFFICE OF THE YEAR
1ST SPECIAL
OPERATIONS WING
FLIGHT
1ST SPECIAL
OPERATIONS WING
Air Force Chief of Safety
Cyber Safety Award Winner
AFSOC Cyber and C4 Directorate,
Hurlburt Field FL (AFSOC)
WEAPONS
1ST SPECIAL
OPERATIONS WING
Air Force
Maj Gen Benjamin Foulois
Trophy Winner
SAFETY OFFICE
OF THE YEAR
1ST SPECIAL
OPERATIONS WING
AF AVIATION WELL DONE
CAPT ERIC E. WEGNER
SSGT MICHAEL J. ELSIK

FOCUS Spring 2016

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