Mission support, Services merger Published Jan. 23, 2008 Air Force Personnel Center and 81st Training Wing Public Affairs KEESLER AIR FORCE BASE, MISS -- When it comes to people programs, community support and quality of life, one organization at Keesler is going to handle it all -- the 81st Force Support Squadron. The 1,400 to 1,500 people in the 81st Mission Support Squadron join about 900 from the 81st Services Division to form the new unit. Those figures include all military, appropriated and nonappropriated civilians and contractors within the two organizations. The new organization is the result of an ongoing merger of mission support and services units expected to be completed across the Air Force in about two years. "Right now, the program action document is in coordination at Air Staff," explained Lt. Col. Paul Valenzuela, 81st MSS commander. "We hope to get it in the February to March time frame. "The PAD spells out what the organization is going to look like," the colonel said. "Each test location did it slightly different. We hope to implement the new squadron at Keesler no later than the third quarter of this year, and hopefully during the second quarter." The PAD outlines what the unit planning document looks like for the new organization. "We've been doing a lot of planning to prepare for it so when the PAD comes out, we'll be ready to execute," Colonel Valenzuela said. When the 81st FSS is activated, Colonel Valenzuela becomes its commander. The person who replaces Don Cook as 81st SVD chief becomes the squadron's deputy commander. Mr. Cook is headed to a new job at the Pentagon next month. The new structure is intended to streamline processes, maximize customer service and cut the costs of maintaining separate organizations. "Because we're a leaner force, we need to focus on getting our people and organizations to operate at maximum efficiency," said Col. Mike Gamble, deputy director of strategic plans and programs at the Pentagon. "This reorganization puts our manpower, personnel and services capabilities under one leadership 'hat.'" No force reductions or increases are anticipated from the merger at Keesler, according to Colonel Valenzuela. The 81st FSS includes five flights which combine similar functional areas that already work closely together: Force development -- all education, training, library, professional development and professional military education. Manpower and personnel -- manpower, civilian personnel, military personnel and nonappropriated fund employees. Airmen and family services -- airman and family readiness center, child development center, family child care and youth center. Sustainment services ---food operations, lodging and fitness and wellness. Community services -- business operations, community support, community centers, golf course, outdoor recreation, bowling, arts and crafts and clubs. "At the activity level, this change should be transparent to our customers," Mr. Cook said. "Internally, there'll be some changes in leadership and management, as well as some noticeable changes with our managers and who they may deal with." Last January, bases across six commands were selected to test the new squadron model. The test bases helped establish where specific responsibilities and processes are placed within the organizational structure and how they should be set up. "This merger has not been without its challenges," said Maj. Sarah Schultz, 319th FSS commander at Grand Forks Air Force Base, N.D., one of the test bases. "We've had to reestablish lines of communication, move some people around and overcome cultural differences between the functions. But even with the difficulties, we're already seeing the benefits of combining these assets." "I think this merger is going to be a win-win for Keesler," Colonel Valenzuela predicted. "Our two units have great people, and the commanders I've talked to (at the test bases) indicate that their problems have been people problems, not issues with the new squadron structure. We're listening to the problems the test bases have had so we can avoid them here. I don't anticipate any problems. "You'll see more resources available," the colonel continued. "For instance, when we take care of a deployed member's family, we'll have a whole system combining what the Airman and family readiness center does with what the youth center and CDC do, so when someone comes in and says, "Hey, I'm having these problems,' the network is there to take care of them." "I can see some real benefits," Mr. Cook commented. "We've done a lot of joint activities in the past, like Child Pride Day, Retiree Appreciation Day and a lot of other events." Mr. Cook said some employees in his division have counterparts doing similar tasks in the 81st MSS, and working together benefits their customers. "For example, our mortuary affairs officer in Services and the casualty affairs representative in mission support deal with similar issues," he said. "It's possible that those two people could be working in the same office, and at smaller bases or further down the road, those duties might be handled by the same person. "We've already done some orientation between our organizations," Mr. Cook said. "Colonel Valenzuela and Chief (Master Sgt. Damien) Orslene sit in on our staff meetings now and we sit in on theirs, just to learn what the issues are. I'm sure some people are going to be concerned until they see how it works out, but I share Colonel Valenzuela's assessment. Kees-ler has a cooperative attitude overall, anyway." The merger also benefits the careers of future force support officers and civilians. "This reorganization opens up career opportunities that we haven't had before," said Colonel Gamble. "With our training plan in place, our people will be able to gain valuable experience across different functional areas. We've also created a new position --- the operations officer -- that will be open to officers and civilians."