The four principle goals of Outsourcing & Privatization are to
A. Sustain readiness.
B. Improve performance and quality.
C. Generate funds for force modernization.
D. Focus personnel resources on core AF missions.
None of these principle goals are being achieved by contracting out the 127th WG Fuels section here at Selfridge.
1. How will contracting out this section help to sustain readiness?
Our primary goals are to provide direct support to the 127& 927 WG flying mission and to traditional ANG, AFR and USNR personnel training requirements.
2. How will contracting out help to improve performance and quality?
Our section has not had an accident, caused any mission failures or been involved in any major controversy. Our full time personnel are some of finest employee's the AF or the ANG has to offer. Attendance, Achievement awards, Letters of Appreciation and dependence of other units throughout the ANG and AF on our expertise and ability to provide well trained individuals to support core missions is evidence in itself. The AF leaders have expressed their concern for a growing lack of quality in the fuels field due to the decreasing numbers of experienced AF fuels personnel.
3. How will Contracting out this section help to generate funds for force modernization?
Contracting this section out may save a few dollars of the ANG's funds for force modernization, however at what costs to readiness? Our focus of late has been to bring the group together under one roof to achieve our goals together and not as two separate groups one Full-time and one Part Time. The feeling of a Traditional Guardsman being actively involved as part owner of a facility and not being viewed by the full-time force as mere baggage greatly enhances retention of an individual and personal pride of self and unit. I feel that bringing in an outside organization with the primary goal of making a profit is detrimental to this process.
4. How will contracting out this section help to focus personnel resources on Core AF missions?
Our mission is to project and sustain Air Power anywhere in the world. The fuel it takes to do this must be clean, dry and available for it is the blood that sustains this Air Power. Many times the civilian force at our base has deployed to assist in performing this task, as workers, as lab technicians, as inspectors, as advisors and even as contract supervisors. The interaction of full-time and traditional workforce has been invaluable. If this section is lost to the private sector I believe it will impede our ability to accomplish the ANG's and AF core missions.
My own personal belief is that this was an ill conceived plan and the only reason to implement it is, to meet congressionally mandated reductions.
As we were informed on the 22nd of OCT. 97 "This has nothing to do with saving money." Great lengths have been taken to insure that our section will not win in our bid to keep this function in-house. We have offered ways to reduce costs while maintaining service but to no avail. Our proposals have fallen on deaf ears. We will not be allowed to change our (concept of operations) to meet some personnel reductions. Management on the other will change the COP to accommodate outsourcing. For the goal here is not to save funds or improve readiness or quality or focus personnel resources. It is only to rid the Guard of it's Title 5 civilian workforce no matter what the cost.
The alternative that I propose to this is return to the previous policy of slowly divesting the Guard of it's Title 5 workforce by attrition. Replace civilians with Military technicians on an as needed basis. Reduce the number of personnel required by using innovative management procedures to have personnel present for duty when required. I have over 20 years experience in this field, I know the goals of cost and personnel reductions can be achieved without the drastic changes that are presently taking place. Changes that will hinder the ANG and the AF to accomplish the principle goals aforementioned.
Thank You
Kevin Ashbeck
Affected Employee and Taxpayer