Train, develop, inspire -- it's all part of the plan Published Jan. 14, 2015 By Airman 1st Class Duncan McElroy 81st Training Wing Public Affairs KEESLER AIR FORCE BASE, Miss. -- The great linage of 2nd Air Force goes back to 1942 but it was reactivated and reassigned on July 1, 1993. The mission since then is to conduct basic military and technical training for Air Force enlisted members and support officers at five major Air Education and Training Command bases in the U.S. Every enlisted Airman in our Air Force starts in 2nd Air Force. The numbered air force has a tall order to fill. Second Air Force is not only responsible for basic military training, but also all non-flying technical training. This training mission encompasses more than 2,700 courses delivered to nearly 150,000 students including joint, coalition and international partners. Training effectively at that level takes teamwork. Training efficiently across the board takes professionalism, and training with uncompromising excellence requires a plan. Maj. Gen. Mark A. Brown, 2nd Air Force commander, put together a team of experts to achieve just that, and after hours of brainstorming, crafting and collaborating, the 2nd Air Force Strategic Plan was formed. "When you're as big as we are, you need some kind of roadmap to ensure all the parts are pulling the same way," said Brown. "So in the case of 2nd Air Force, what we need to know is we're doing everything in support of what our Air Force leadership wants." The plan isn't just for commanders and supervisors, said Ms. Vickie Gooch, 2nd Air Force black belt six sigma and leader for the strategic plan team. "It's an outline for every Airman across 2nd Air Force; a roadmap to follow in order to achieve the vision and the mission for every wing, group, squadron and Airman." This strategic plan is the first of its kind in 2nd Air Force, according to Gooch, who said the plan outlines not only 2nd Air Force's mission and vision, but its top four priorities for training moving forward. "The spirit of our Airmen starts here where we teach our newest warriors to embrace our Air Force core values, and inspire them to live the Airman's Creed," said Brown. Vision: Innovative training center of excellence to power the world's greatest Air Force Mission: Train, develop, and inspire Airmen to deliver airpower for America Possibly even more important, according to Gooch, the strategic plan outlines how we get there, together, as a team. Priority 1. Ensure a Climate of Professionalism and Mutual Respect A full understanding and appreciation of Air Force core values and heritage is integral to the professional development of all Airmen if they are to represent the Air Force with strong moral character and dignity. "Heritage allows you to understand the organization you joined and how it evolved, and understand the big shoulders you stand on," explained Brown. "If we do it correctly, our Airmen will be inspired to do the right thing for all the right reasons." Priority 2. Inspire our Warriors through Good Order and Discipline "From the time our recruits step off the bus at Lackland, we have the chance to set the tone," said Brown. "Starting with a climate of respect is the foundation for everything else. There are more than 400 different specialties in the Air Force - but we can't teach any of them unless we establish those foundations first." Priority 3. Enhance Training Effectiveness Today's Airmen have grown up in a digital world and will expect no less of our training. Therefore, the command must infuse technology into all aspects of technical training without eliminating the human touch. In doing so, we move from good to great stewards in a resource constrained environment, Brown explained. The inclusion of blended learning classes will allow us to do more with what we have, while incorporating modern technology to maintain the standards of education, he added. Priority 4. Support Airmen and Their Families (Resiliency) The Air Force's competitive advantage hinges on its ability to develop and retain quality Airmen. Supporting Airmen also means supporting their families and ensuring they feel valued, contributing to the Airman's mission readiness and successful retention. From trainees to their trainers and the people who run our installations, taking care of the living and welfare needs of 2nd Air Force Airmen and their families is integral to support our training mission, according to Brown. "If you're in 2nd Air Force, it doesn't matter where you serve - as an instructor, trainee, or a member of the base, you should be able to find your place within the strategic plan," he said. "We have the priorities, now we have to make them happen." To read the 2nd Air Force Strategic Plan in its entirety, click here.