Approximately two months ago, I wrote and posted an open letter on the class website. That letter asked that you take the opportunity to become aware of the events unfolding here at the Academy. I am now writing a similar letter in an attempt to keep the class "in the loop" as to the graduate response to those problems. As you can imagine the reactions have ranged across the board as to what should be done and by whom.
You, as one of the more mature elements of the graduate community, realize that we, the graduates, probably are the one group with the deepest vested interest in the institution, the problems that have occurred, and the actions being taken to combat those problems. As a whole, the graduate community has been, in some instances, very vocal or, more generally, inwardly critical of many of the changes instituted, either on our behalf or independently as responses. And, as we are all painfully aware, often our opinions of those actions, although presumably rational and well thought out, can become shadowed by our emotions.
First of all, let me assure you that the Association of Graduates and our Board of Directors is acutely aware of every issue. And, I am convinced they share deep concern for the future directions the Academy takes. They are openly conscious of their individual and collective fiduciary responsibility to represent the graduate community in all of their dealing with the Academy and the Air force leadership. They do understand the responsibilities tied to their position as board members and are aware of their full accountability to us, the members of the association. From my perspective, it is a great board, manned with excellent skills whose talents are wholly focused on the good of the association and its members.
The Board does, however, recognize that, in the past, two-way communications between the board and the graduate community have fallen woefully short and need to be significantly improved. The board recognizes a further need to focus more emphasis on their look outward and is actively pursuing improvement of all its communicative mechanisms to achieve that end. There is a contractor effort to develop, man and maintain a new more robust website which will facilitate two-way communication with the graduate community.
I do need to stress the point that we, the AOG members, like any individual in any other membership organization, has the personal responsibility to understand how the governance elements of the organization work and the methods available to that body for action. Along with that responsibility we, as members, are free to communicate directly with any one or all of the Board members at any time. I can assure you that every Board member will listen directly to you and discuss any relevant issue you would like to discuss - as long as it is done in a polite thoughtful way.
Many of you are, or may have been, concerned or dissatisfied that the AOG Board has appeared to be non-responsive to most of the fixes instituted at the school and therefore may have concluded that you were not being adequately represented. Consider this: If the AOG leadership had charged into the fray with counter positions to the actions outlined in the "Agenda for Change", that may have satisfied a significant number of graduates. But, the result would only have met the "feel good" requirements and probably been very ineffective overall. Remember, the AOG and graduate membership is not in the line of command, thus contentious actions may well have resulted in the AOG not being invited "back to the table".
Historically in similar situations, the effectiveness of an involved governance body gains a greater strength and influence in retaining access to the decision makers - this is commonly exercised through quiet conversations. Let me further assure you those conversations are ongoing as every important decision-making level by individual members who have acquired and possess excellent records with that type tactics. Only time will tell if their actions will achieve any results. But this method holds a far better potential to achieve a desired solution?
I share your concern with the directions the Academy appears to be going. And probably, like each of you, I have considered many actions I would take - if I were king. But, I am not king so I see a responsibility to try to keep you informed and encourage discussion and reasoned thought. If you do not already know of it, there is a website, created by a grad, namely www.usafatoday.com. Among other features, it incorporates an open forum for graduate discussion. Several grads have registered and taken the opportunity to air opinions on many of the current events unfolding at the school. It might be a resource to choose to investigate as you develop your thoughts.
And, again, as I stated in the previous communication, I am more than happy to hear from each any one of you on any subject. I do not have all of the answers but will do my best to listen and pass on anything that know as these issues unfold.
Respectfully,
Andi Biancur, Class of 1960
2biancurs@adelphia.net
Open Letter to the Class of 1960
As I am sure you all are aware, following the on-going problems here at the Academy,
everyone in the Air Force leadership is advancing solutions. The most definitive
approach signed by the Secretary of the Air Force is the
"Agenda for Change" - which
is driving almost every reform effort. Needless to say that document contained a host
of issues. And, it seems that a measure of success has become the implementation of
every one of those recommendations as rapidly as possible. Some of which may be more
beneficial than others. Regardless, in toto, a significant change in the traditional
culture. And, we all know the dangers in moving toward change prior to the ramifications
being well thought out.
I have just returned from a luncheon meeting of the local chapter of the AOG. The guest
speaker was the Colonel who was the principal drafter of the new Officer Development System
(ODS) at the Academy. I will try to control my emotions, but nevertheless want to attempt
to alert you all that numerous changes are going on here at the school. They are extraordinary
and have far-reaching impacts. It is difficult to argue with the objectives of the ODS program
as it states the self-evident fundamentals of Air Force leadership. The issues, as I see them
are not the goals, but the methods proposed to arrive at those goals. For example; doing away
with demerits and marching tours and going to a UCMJ based system.
I am writing this letter to you in hopes that you will take some time to become familiar with
the "Agenda for Change," some of the imbedded issues, and read about several of the actions
being proposed and implemented. The change from (as the administration states) "the fourth
class system to a four class system" radically changes the entire experience, as we knew it.
A question that might be asked is; Is this all necessary, and is it the proper approach to
solving the identified problems? Almost all of the information available can be found on the
class websites, and the Academy and AOG websites
In a recent meeting with Jim Shaw, President of the AOG, expressed the thought that he was
not getting any feedback from the graduate community. When I responded with the small feedback
I had from the class, he kept asking me the "sample size". My response that it was in the single
digits did not carry much weight. As graduates, we probably have more vested interest in the
Academy than any other single group. And since I feel, that as graduates, we would like to be
part of the solution and not part of the problem, my first thought was to do what I could to
insure that a wider number of grads becomes informed.. As an informed class, we could make our
thoughts known in a way that would and could be heard.
I will not presume to tell you how or what to think, but only ask that you form your own opinions
and discuss these opinions within those arenas where you believe appropriate. And those of you who
wish may well provide feedback to Jim Shaw which, in turn, will enable him and the Board of Directors
of the AOG to speak for the graduate community.
Of course, anything you wish me to pass on, I will. And, I will do my damnest to supply you with
any additional information. Thank you for your time and interest.
Headline: AFA halting demerits, marching as punishment
REFORMS: Punishment to reflect cadet offenses
Officials base revised discipline system on Uniform Code of Military Justice
The Associated Press
WASHINGTON * The days of Air Force Academy cadets marching up and down
the campus square as punishment for minor infractions are nearing an end, as
Pentagon officials have agreed with plans
to phase out the academy's cadet disciplinary system.
The disciplinary system featuring demerits and forced marches has been a hallmark
of the military academies for decades, but Air Force Academy commanders are doing away
with it, relying solely on the punishment available under the Uniform Code of Military
Justice that is used at Air Force and other military bases across the country.
The decision comes as new Air Force Academy leaders try to restore the school's
reputation after revelations a year ago brought to light a serious failing in the
academy's handling of sexual assaults of cadets.
Academy spokesman Johnny Whitaker said the change will leave cadets better prepared
to be part of the Air Force when they graduate.
"As we're trying to fix the culture and fix the problems that we face across the board,
whether it's the sexual assaults or the underage drinking, one of the major goals is
to bring the Academy back - to close the gap between it and the operating Air Force and
do away with things that are academy-unique," Whitaker said.
Brig. Gen. Johnny Weida, commandant of cadets at the academy, briefed Air Force officials
at the Pentagon on the changes during a videoconference this week.
The U.S. Military Academy and U.S. Naval Academy are not changing their cadet
disciplinary system, which is similar to the Air Force Academy's.
Officers hope to completely phase out the old cadet system by the time cadets return
from spring break.
The Air Force has identified 142 sexual assaults that had been reported at the
academy from 1993 through 2002. Top commanders were replaced in April as Air Force leaders
sought to institute major reforms.
The Uniform Code of Military Justice always has applied at the academy for serious
offenses. For example, of the 42 reported sex-assault cases in which a cadet
suspect was identified by the alleged victim, six were court-martialed under the code,
and eight were punished through administrative avenues available under the code.
The cadet disciplinary system gave commanders a way to deal with minor infractions,
such as being late to class or breaking curfew, that don't warrant a formal
military reprimand or charges.
Cadets found breaking the rules could be assigned to march back and forth across
the Terrazzo, the academy's courtyard - for each infraction, or could be assigned demerits.
"It's going to be interesting how they implement this," said Michael Nardotti, a
retired major general and former chief lawyer for the Army.
Nardotti served on a congressionally created task force to investigate sexual
assaults at the Air Force Academy.
The cadet disciplinary structure offers leaders flexibility to punish cadets without
using the formal administrative reprimands of the Uniform Code of Military Justice,
he said.
The congressional task force found no evidence that there were problems or abuses of the
cadet disciplinary system but did now study the matter carefully, Nardotti said.
Some aspects of how to deal with minor infractions are being worked out, Whitaker said,
but it will be a graduated system in which punishments will reflect the offenses.
Cadets could be given verbal counseling or a letter of admonition in cases in which
the offense doesn't rise to the level of a formal reprimand or a court-martial.
Under the revamped system, only Air Officers Commanding - active duty officers who
supervise the cadet command structure - will be able to impose punishment of cadets.
Under the cadet disciplinary system, cadet commanders could assign tours or demerits.
Thanks for the poke in the u know what to get us thinking and responding.
I have looked at the Agenda and the ODS document and here are some thoughts.
The Agenda seems to address the fundamental culture of the whole academy
and
seems to put into place processes to address that. But they seem mostly to
be moving organizational blocks around rather than truly address attitudes
and beliefs by everyone (cadets and staff) at the academy. Making AOC's
Majors only, insuring doors are open, removing cadets from the demerit
system, a couple of lectures a year, etc., will only set conditions
(perhaps). And alcohol? Is alcohol even allowed in the cadet area? I am
very
curious to see what the impact of jurisdiction of the UCMJ will do vs the
cadet demerit system. I am awaiting a description of haw this will all be
handled.
It seems to me there needs to be a concerted effort to fundamentally
address issues of personal and group integrity and honesty, starting from the
commissioned leadership on down to the 4th class cadet. Having high
expectations for exemplary behavior and conduct may be addressed by the
ODS,
but I had a hard time getting past the verbiage in it. I think the
principles stated and the basic thrust of the ODS are laudable, but I
would
like to see how it in fact will be operationalized on a day to day basis
with accountability and become the fundamental set of principles which
guide
all persons at the academy . Simply having doors open, separate billets,
dormitory security and monitoring systems, etc., are specific actions that
may hinder further improper conduct but they also remind me of prisons and
public schools vs setting a climate of true respect and belief in
integrity
and honor.
Academy discipline and training necessarily must be rigorous with the
highest standards of behavior and performance as it must produce officers
with the moral courage and integrity to accomplish the most difficult of
missions. The introductory paragraphs of the Agenda do a good job of
stating
this. I think of our classmates, especially those who have fallen in
battle,
and do not know of one who has not met the highest standards of integrity
and honor. While some of the things we did as Doolies (uniform drill?) may
in today's world be inappropriate or even stupid, I cannot recall a time
that I was not treated with personal respect, even though I was pushed and
pushed to levels that I did not know I could reach by the ATO's and
others.
Academics, the Honor System, the Discipline system seemed to work. While
we
all know that not everyone followed all the rules all the time, we knew
what
the consequences should we be found wanting. And I think we held (and
still
do) each other accountable for our personal and group integrity and honor.
I recall that we were reminded of MacArthur's notion of "Duty, Honor,
Country". Is that notion still valid, 50 years later? It seems to me that
in
three words this encompasses much of what is in over 20 pages of the ODS.
Certainly much overt direct action needs to be taken for cadets and others
at the Academy to explore the meaning of leadership and for all of them to
internalize those ideas. Cadets need to live those concepts every day so
it
becomes part of who they are rather than simply a set of rules or
conditions. I remember it being stressed to us that we needed to know that
we could trust and rely on each and every one of our classmates whatever
the
situation, that our behaviors should always without question lead to
mission
accomplishment with honor and integrity and the highest regard for
especially those under our command.
Not being part of that environment now makes it difficult for me to
criticize the current actions. Having spent most of my life in school
leadership positions rather than the military, I perhaps do not have
perspective needed to truly be a critic. But I do know that I am dismayed
that cadets can even think they can behave in the ways as indicated in the
public reports, etc.
These remarks are from only one person who has been distant from the
academy
other than the occasional reunions. Take them for what they are worth and
hope to see you at the 45th.
