OCR Text |
Show HILLTOP TIMES } TIMES August 25, 2011 WOLFENBARGER From page 2 TODD CROMAR/U.S. Air Force Capt. John Loveman, 421st Fighter Squadron, talks to Ben Fowler and some of his family while the group toured the base with him on Aug. 19. When eras collide World War II veteran, age 91, gets up-close look at a modern air base NICHOLAS DRANEY/Standard-Examiner Ben Fowler checks out an F-16 up close with Lt. Col. Paul Schulze, 421st Fighter Squadron commander, at Hill Air Force Base on Aug. 19. Fowler, 91, flew for the Navy in the South Pacific during World War II. BY MITCH SHAW Standard-Eaminer Davis Bureau T he nature of flight has changed in the more than six decades since Ben Fowler flew in history's biggest conflict, but he still could probably teach the pilots of today a thing or two. Recently, Fowler, a 91-year-old Riverdale resident and former World War II pilot, was given a tour at Hill Air Force Base that included an up-close-andpersonal visit with some 388th Fighter Wing pilots, one of the base's F-16s and its munitions in an aircraft hangar along the flightline. Fowler, who founded and still owns the Burger Bar restaurant in Roy, was joined by 16 members of his family for the tour. "I didn't know we were going to have a party here," Fowler said. "But I guess we are." Fowler joined the Navy shortly before World War II started. Fowler's time in the war wasn't short on drama — or history. While flying a Douglas Dauntless during the Guadalcanal campaign, Fowler was shot down by anti-aircraft guns but survived because one of his wingmen saw him go down. He also was the first pilot to be catapulted off an aircraft carrier, the USS Independence. At the end of the war, Fowler piloted his F-6 Hellcat as one of about 1,200 planes that flew over the USS Missouri in a "show of force" while Japanese officials ZABEL From page 1 my immersions, it's very clear that we have strong professionals who are very dedicated to their jobs. Q: This being your first wing commander position, what do you think will be some of your biggest challenges this year? A: The biggest challenge going into this year is our manning situation and our difficulty hiring new personnel. That is of course the outcome of our budget difficulties, and our manning is what is hitting us the hardest. Q: What's been the biggest surprise so far? A: The biggest surprise so far is that the structure of the wing is not the same as the other wings I have seen in "I didn't know we were going to have a party here. But I guess we are." BEN FOWLER, former Navy pilot who served during World War II, and owner of the Roy Burger Bar restaurant during his visit to Hill Air Force Base signed a peace treaty on the deck to end the war. During his tour, Fowler chatted with fellow pilots Capt. John Loveman and Lt. Col. Paul Schulze, commander of the 421st Fighter Squadron at Hill. "Any time we can talk to these World War II guys, we jump at the opportunity," Loveman said. Loveman and Fowler compared pilots from the World War II era and those from today, noting that modern technology has made the job of today's pilots a lot easier. "When (Fowler) flew, it was all about who was the better pilot," he said. "Back then, it was the sport of kings." When asked what it would be like to sit in the cockpit of an F-16, Fowler responded simply, "I can't even imagine." the Air Force. Here, we have separate groups like civil engineering and SC (communications directorate), where before I was used to these and other organizations being part of the mission support group. That has been the biggest surprise and biggest adjustment is learning to think in our structure and organization instead of the ones I am used too from other places in the Air Force. Q: As commander, what do you see as your primary role? A: My primary role is to set the priorities and overall tone of the organization. Also to make sure that the lower level commanders are following those priorities. Q: What are you looking forward to getting involved with the community in? A: I have been just amazed by the support the community gives us. I'm looking forward to getting involved with them with the programs that affect our Airmen and families as well as the recreational opportunities in the local area. Q: Can you discuss some of the ways you have prepared for your role as commander of the 75th Air Base Wing? A. In my 24-year Air Force career, I have been able to take positions of higher and greater responsibility at each step. So in a way, my whole career has been preparation for this job. I also make sure I keep up with changes in the Air Force policies and what our leadership says and what direction the Air Force is heading in. Q: What are some things that you would like your Airmen to know about you? A: I'm very happy with what I have seen with the 75th ABW so far. There are always new challenges and I ex- than 80,000 personnel of AFMC. "Recognize and take pride in the role you play in executing AFMC's mission," the general said. "It's important to understand just how critical your role is to our Air Force and, ultimately, to our nation." During her 20-month assignment as vice commander, the command made significant strides toward achieving Integrated Lifecycle Management and refining the requirements generation process. Much of the progress within these domains, she said, reaches far beyond the scope of AFMC. Wolfenbarger said that chief among the command's accomplishments during her time at AFMC is the conversion of the command structure from wings, groups and squadrons to directorates, divisions and branches. "We went through one of the largest single, simultaneous reorganizations in our command's history," the general said. The command-wide reorganization was driven in part by the Acquisition Improvement Plan, or AIP, a goal calling for clear chains of command that allow for authority and accountability within organizations. The AIP is a significant effort launched by Air Force Secretary Michael Donley and Chief of Staff Gen. Norton Schwartz in May 2009 to help the service recapture acquisition excellence. The command restructure also created new slots for Program Executive Officers, or PEOs — the senior officials responsible for acquisition program execution. In turn, these changes established a more manageable span of control for PEOs and instituted stronger functional management throughout the command. This transition resulted in advancements toward Integrated Lifecycle Management, which the general said is truly the "business that this command is all about." The second AIP goal executed by the command during Wolfenbarger's leadership fell within the requirements generation process, specifically by documenting roles and responsibilities for the AFMC commander — an arena in which AFMC had not previously held a role. "This allowed, within our Air Force, the AFMC four-star's voice to be heard in the lifecycle management community, in a way that didn't exist in the past," the general said. "That really brings us to more feasible, more executable program requirements that serve our Air Force much better than in the past." Added focus and attention on air logistics centers' performance also resulted in initiatives that honed in on part shortages and manpower. "During my time at AFMC, we've witnessed the air logistics centers pull out the stops to meet customer expectations and, in particular, to support our warfighters in the area of responsibility," she said. While these accomplishments serve as great strides for the command, Wolfenbarger noted that her role as the AFMC vice commander also provided her with a broader, more "seasoned understanding" of the Air Force and Defense Department — an element she said is critical to her new job at the Pentagon. "As a major command vice commander, I've had the opportunity to participate in a whole host of forums and undertakings directed by Air Force senior leadership. That has resulted, for me, in a much deeper understanding of Air Force-wide challenges and not just those unique to AFMC," she said. pect we, as an organization, are going to rise to the new challenges. They can expect that I am going to keep the Air Force standards consistent with the rest of the Air Force or higher. Q: How do you view the role of 75th ABW in the day-to-day operations at Hill AFB? A: Since we are the host wing, I think we are responsible for keeping all of Hill healthy, effective and safe. Hill has some very important missions and we are responsible to make sure that we can carry it out and that our people are in a very productive environment. Q: Is there anything you would like to add? A: I'm really proud to be here. Being a wing commander is very exciting. It is an honor and a privilege. I am excited to be in a wing that is just as sharp and as good as the 75th ABW. |