Laughlin begins services, mission support merger

  • Published
  • By Chief Master Sgt. Paula A. Paige
  • Air Force Print News
In ongoing efforts to become a more responsive and efficient organization, the Air Force's services and mission support squadrons have begun merging, and the organization is using Laughlin Air Force Base, Texas, as the first of six test bases as it rolls out the consolidation.

The merger of the manpower, personnel and services functions is expected to be completed in two years and will affect more than 15 Air Force specialty codes and approximately 15,000 Airmen and civilians in the two career fields' operations arenas. In addition, the reduction in both officer and enlisted career fields will coincide with the time frame for the merger; there is an expected 25-percent reduction in the enlisted ranks and a 38-percent reduction in the officer corps.

The integration is in line with Congress' Program Budget Decision No. 720, or PBD 720, which granted the Air Force authority to reduce manpower authorizations to save money.

"Right now, there is some overlap and duplication of the two functions, but that will go away as they start working together," said Col. Mike Gamble, chief of strategic planning for Air Force Manpower and Personnel, offering examples of how the merger would help the Air Force become a leaner force.

One example of how this merger will provide more efficiency is with casualty assistance and mortuary services.

Colonel Gamble said, "We'll be bringing the personnel casualty function together with the services mortuary function. Rather than have people from personnel and services organizations contact a survivor on the same issue, they'll deal with a single, coordinated effort."

The Laughlin AFB merger test began March 5, and the other test bases for the merger are Minot AFB, N.D.; F.E. Warren AFB, Wyo.; Eielson AFB, Alaska; Grand Forks AFB, N.D.; and Edwards AFB, Calif. All are scheduled to begin their consolidations later in March.

"Laughlin is just a good test base to begin with because of its small size and relative isolation," Colonel Gamble said. "Frankly, what looks good on paper doesn't always work in reality. For some of these functions that we're bringing together, there were alternate structures, and we wanted to see what works against another. The test is not focused on whether we're going to merge or not, its focus is on the most effective way to do the merger."

While there likely will be resources and manpower saved because of the integration, Colonel Gamble said that was not the primary goal.

"If we generate savings, that's great, but we're really focused on getting the people and the organizations to peak efficiency to compensate for the impact of the PBD," he said. "This consolidation of organizations and career fields will open a lot of new career opportunities that weren't previously available to our officers, Airmen and civilians. Most important, this reorganization will give our commanders in the field a more robust capability than they've had in the past."

Airmen with questions about the services and Manpower and Personnel consolidation can contact senior leaders via the organization's link on the Air Force portal.

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