There are many who believe there is no such thing as coincidence; things happen for a reason and people enter their lives for a purpose.

If retired Marine Corps Lt. Col. Ronald Price and Staff Sgt. Daniel Watkins, 627th Security Forces Squadron unit training manager, did not count themselves among those who believe in fate prior to their serendipitous meeting the morning of Jan. 10, it is likely they do now.

"I was the first person to interact with Lieutenant Colonel Price," said Clarence Cavalier, 627th SFS Education and Training chief. "I originally misjudged Price as a homeless person who had somehow wandered onto base until I asked for some identification and he gave me his retired military ID card. He mentioned that he had previously had a stroke, and he was lost, disoriented and smelled of urine."

After some time, Watkins walked into the office and Cavalier asked him to assist Price in finding his vehicle. Having known the staff sergeant since 2013, Cavalier knew he was the right airman for the task.

"Watkins' character is beyond reproach," Cavalier said. "He is passionate in all he does and goes out of his way to help others regardless of who they are or what they need. He willingly and freely sacrifices much of his time to help those in need.

"Although there were two other individuals in the office, I asked Watkins if he could help assist Lieutenant Colonel Price," Cavalier continued. "Watkins didn't hesitate and began asking Price questions to better ascertain who he was, how he got on base, where he came from, where he needed to go and why he was here."

Having a loved one who had suffered a stroke in the recent past, Watkins was uniquely suited to interact with and understand the needs of 82-year-old Price.

"The reason I understood so well is because my dad had a stroke a year-and-a-half ago," Watkins explained. "Automatically I had a little bit invested because I saw my dad in this man. I noticed every time I asked him a question there was a gap between him understanding what I was saying and actually being able to form a response."

Though none could have predicted it, Watkins and Price formed an instant connection. Watkins helped the older gentleman find his room at base lodging and to his surprise, learned that several people had escorted Price to the facility in the hours since he'd checked in at the Evergreen Inn.

"I couldn't believe that so many people had found him, seen the state he was in, and simply dropped him off without a second thought," Watkins said. "This man was clearly in need of more than a ride to his hotel."

Through patient questioning, Watkins discovered that Price was living in the Philippines and had traveled here for an appointment with Veterans Affairs in Hillsboro, Oregon. A phone call to the organization revealed that Price did not have an appointment or transportation; Watkins scheduled a visit for the following morning and promised that if transportation could not be arranged, he would escort Price to Oregon personally -- a prospect that seemed to please Price.

The pair dined on a meal of Price's choosing that evening: Oreo cookies, beef jerky and Mountain Dew, and Watkins delivered Price safely to his room for the night.

"When I knocked on his door the next morning, Lieutenant Colonel Price was surprised I had not forgotten him," Watkins said. "I told him of course I hadn't."

After the three-hour drive to Oregon, Watkins and Price arrived at the VA and were confronted with several harsh realities.

"The doctor informed me that Lieutenant Colonel Price had been there just five months before and had been perfectly fine," Watkins said. "The doctor decided to do some bloodwork and have an MRI (magnetic resonance imaging) done, so if Lieutenant Colonel Price had had a stroke, they could see how bad it was and go from there in determining courses of treatment.

"Now I'm wondering how long they will need Lieutenant Colonel Price to be in the area and where he is supposed to stay during that time," Watkins continued. "Was I supposed to have him live with me and drive him back and forth? Lieutenant Colonel Price had nothing but the clothes on his back and desperately needed prolonged care."

After elevating his concerns to the VA staff, Watkins was given several resources to explore, but in the end, none of them panned out. After dozens of phone calls and disappointments, he and Price were on the brink of driving back to JBLM for a last-ditch attempt at getting Price admitted to the emergency room at Madigan Army Medical Center.

"At this point, I was desperate," Watkins said. "Being religious, I dropped to my knees and started praying for an answer."

Watkins and Price were headed to the elevator in defeat when one of the nurses who attended Price waved them down with news that Price's doctor had been talking with the staff social worker and wanted to meet with them.

"The doctor put in a note saying Lieutenant Colonel Price had to be admitted for at least 48 hours with the potential for a longer stay and testing," Watkins said. "He assured me that if he needed rehabilitation for speech or his voice, they would find a clinic for Price to stay in until he was well enough to travel back home to the Philippines. I was so relieved -- this was the solution I had been searching for all day. My prayers had been answered."

Watkins took Price to the VA hospital ER a short drive away. In minutes, Price was checked in and admitted. Price, who had taken to calling Watkins his guardian angel, encouraged the staff sergeant to begin the long journey home. After receiving assurances from the attending medical staff that Price wasn't going anywhere, Watkins was satisfied that his newfound friend was in good hands.

"As I was about to leave I turned to Lieutenant Colonel Price and asked him if there was anything else he might need," Watkins said. "His only request was a handshake. We both teared up a little bit and I thanked him for his service. I didn't understand why it was so hard to say goodbye to this man who was basically a complete stranger."

It didn't take long for tales of Watkins' heroism to make the rounds among his peers and leadership back at JBLM and beyond. Though proud, Cavalier wasn't surprised by Watkins' actions in the least.

"No way would others have done what Watkins did," Cavalier said. "Others would have said Price was someone else's problem and looked for an easy way out. I am not surprised by Watkins' love and compassion for his fellow man and here's why: belonging to the same faith, Watkins and I believe there are several reasons we are here, and one is to help our fellow man."

Watkins' own words proved Cavalier's theory was spot-on.

"I've had many people call me a ‘Good Samaritan' and tell me that I did something others wouldn't do," Watkins said. "For me, it's about doing unto others as I would have them do unto me; it's about helping those less fortunate and I just couldn't turn Lieutenant Colonel Price away. I feel like I've known him all my life."

Watkins remains in contact with Price and is pleased to report that Price is on the mend.

The 62nd Airlift Wing partnered with fellow mobility forces and the U.S. Army's 82nd Airborne Division for a joint forcible entry exercise, Dec. 8-11, at Joint Base Lewis-McChord.

The purpose of the exercise, which featured a record-breaking C-17 Globemaster III formation of 36 aircraft, was threefold: to practice taking operational control in an emergency situation; to support training for future weapons officers; and to reinforce the need for cohesion among airborne allies when operating in a threat environment.

"JFE is a joint effort primarily between the Air Force and Army to seize operational initiative in a crisis," said Maj. Kristen Smith, 7th Airlift Squadron assistant operations officer. "The JFE sortie prioritizes the C-17 and C-130 (Hercules) weapons school students, requiring them to determine the best course of action to employ the necessary aircraft to deliver equipment by both airdrop and air-land while operating in a simulated threat environment. The threat environment enforces the integration required with other airborne assets in order to meet the objective."

Among those assets were C-17s from McChord; Charleston Air Force Base, South Carolina; Joint Base Pearl Harbor-Hickam, Hawaii; Joint Base Elmendorf-Richardson, Alaska; Dover Air Force Base, Delaware; Joint Base McGuire-Dix-Lakehurst, New Jersey; and Travis Air Force Base, California.

With so many aircraft involved, having world-class maintenance support was crucial to the success of the JFE.

"Our role was providing all the aircraft and aerial port support required," said Col. Anthony Babcock, 62nd Maintenance Group commander. "We make sure all the aircraft are mission-ready and have the necessary systems that enable the aircraft to fly in a formation of that size. We also provide the aerial port support in terms of loading any cargo, passengers or paratroopers that would go on those airplanes for airdrop."

With McChord contributing more than a dozen aircraft of its own, the ability of the 62nd MXG to make ready a large number of C-17s on a condensed timeline was tested like never before.

"On a daily basis we are flying missions out of McChord constantly and, generally, we are flying one airplane at a time, which allows us to move resources back and forth from one aircraft to another, taking the people, tools and equipment that were working and moving them all to the next mission," Babcock said. "With a big exercise like the JFE, we were doing 15 or more airplanes at a time requiring our airmen to perform more independently."

Junior airmen were charged with the responsibility of preparing, loading and readying the aircraft for launch while supervisors provided the oversight required to execute tasks safely.

"We've got great airmen," Babcock said. "They've got great training and can execute their mission, so for us it was an opportunity to prove to the airmen themselves, as well as others that our maintenance team can do this mission without a lot of input from leadership."

Smith echoed the colonel's sentiments.

"Out of McChord Field, with coordination between the air traffic control tower, ground and maintenance, we were able to depart 17 C-17s in formation in less than 13 minutes," Smith explained. "Team McChord's performance was outstanding. Maintenance was crucial to ensuring all 14 KTCM aircraft departed and operated flawlessly." (Note: KTCM is the airport location identifier for JBLM.)

Though exercises like the JFE often move at break-neck speed and push organizations beyond normal operating ability, the operational experience gained cannot be overstated.

"This exercise details the future of conflict for the U.S. Air Force and its joint and international partners," Smith said. "It provides valuable training that cannot be replicated anywhere else in the world. This training ensures our airmen are prepared for the next conflict."

In addition to the C-17, other aircraft flying in support of the JFE were the E-3 Sentry, the MQ-9 Reaper, the C-130 Hercules, the E-8 Joint Surveillance Target Attack Radar System, the B-52 Stratofortress, the B-1 Lancer, the KC-10 Extender, the HH-60 Pave Hawk, the KC-135 Stratotanker, the F-15C and F-15E Eagle, the A-10 Thunderbolt, the EA-18G Growler, and the F-16 Fighting Falcon.

Headquarters Air Force Junior ROTC has launched a program aimed at potentially putting more pilots in the cockpits of military aircraft to help address the Air Force's ongoing aircrew shortage.

Beginning in summer 2018, select AFJROTC cadets who applied for a new Fight Academy scholarship will attend an accredited aviation program at one of six partnering universities to get a private pilot license.

The competitive application process started in fall 2017. The names of the initial 120 scholarship recipients from the more than 800 who applied will be released in early 2018.

"The number of applicants and the demographics of the applicant pool have turned out to be beyond any we could have hoped for. It is exciting to know we can concurrently answer the number and demographic issues of the aircrew crisis," said Todd Taylor, AFJROTC Region 1 director and Flight Academy program acting director.

AFJROTC's Flight Academy supports the Air Force Aircrew Crisis Task Force. The task force was tasked by the Air Force chief of staff to come up with new and innovative ways to address the service's shortage of experienced aircrews. The ACTF is tackling the problem along seven lines of effort: requirements, accessions, production, absorption, retention, sortie production and industry collaboration.

The AFJROTC Flight Academy scholarship program is an initiative born of a joint military-industry working group within the industry collaboration line of effort that is responsible for "increasing intake." The working group is charged with leveraging Civil Air Patrol, AFJROTC and general civil aviation to bring back the "luster of aviation" to high school students and to increase diversity in aviation fields.

"The Flight Academy initiative accomplishes two important tasks simultaneously: it helps ‘get the word out' regarding the opportunities in the aviation community and it addresses the issue of diversity throughout the aviation community," said Scotty Lewis, AFJROTC deputy director and the Increasing Intake Working Group military lead.

Of AFJROTC's approximately 120,000 cadets, 58 percent are minority and 40 percent are female. Flight Academy scholarship applications mirror the demographic: 55 percent of those applying for the 2018 scholarships are female or minority cadets.

AFJROTC leaders plan on collaborating with civilian aviation organizations, industry and others to provide partial funding for future Flight Academy scholarships. The scholarships pay for transportation, room and board, academics and flight hours required to potentially earn a private pilot license. The in-residence training typically lasts about seven to nine weeks.

The 120 AFJROTC cadets selected for the summer's Flight Academy and the 250 planned for 2019 are but a drop in the large commercial and military pilot shortage bucket. Civilian airline industry experts project a demand for 117,000 new commercial pilots over the next 20 years. The Air Force is currently short of at least 1,500 pilots to fulfill its requirements.

To help fill those voids down the road, AFJROTC leaders' end goal is to offer scholarships to one percent of its cadet corps, or 1,200 cadets, a year.

Leaders up and down the military chain are aware that many of the cadets who do earn their private pilot license through Flight Academy probably won't have a career in military aviation in their sights, opting for the civilian airline industry instead. The cadets will not incur a military commitment after getting their private pilot license through Flight Academy, nor does getting the license guarantee acceptance into one of the Air Force's officer accessioning programs.

"We understand not all of the cadets graduating from the Flight Academy will elect to take a military track, but that's okay as those young people electing to enter commercial aviation will have a positive impact on the overall national crisis," said Brig. Gen. Michael Koscheski, Air Force Aircrew Crisis Task Force director.

Col. Sean P. Pierce will assume his role as the 446th Airlift Wing's newest commander following a change of command ceremony at Joint Base Lewis-McChord, Jan. 6.

Pierce brings with him a breadth of experience specific to the 446th AW's mission having previously served as the 446th Operations Group commander for two years.

Relieving command is Col. Scott L. McLaughlin, who served honorably as the 446th AW's commander for more than three years and will be assuming a new role as the 4th Air Force chief of staff at March Air Reserve Base, California.

Maj. Gen. Randall A. Ogden, 4th Air Force commander, officiated the ceremony and is one of Pierce's earliest Air Force mentors dating back 15 years.

"When you have a leader like Col. Sean Pierce coming," said Ogden, "you can all be confident that you have a leader that is more concerned about his airmen than any accolades he might receive."

Pierce's speech at the ceremony echoed this ethos as he shared his vision for the 446th AW.

"One of the key things I've learned from mentors like General Ogden is that an effective leader is often a servant leader," said Pierce. "The concept of servant leadership inspires others to lead and strengthens an organization by building up the people around us. As leaders, we don't seek the power that our positions provide us, but rather we seek to empower those around us."

Pierce also brings a vast diversity of experience with him to his new role as wing commander.

"He's been a pilot in so many different weapon systems," Ogden said of Pierce, "from helicopters to tankers, to tactical airlift and hurricane hunters. He also has experience serving in the Pentagon on the air staff, which has given him a broad perspective, and makes him an even better leader with that understanding of strategic level decisions and resource allocation issues that we face."

As the 446th AW transitions, its airmen will also remember McLaughlin fondly as a leader who always demonstrated and emphasized the importance of mutual respect.

"Colonel McLaughlin has a reputation for being an extremely talented leader," said Ogden, "but also one that cares for people and has great respect for others no matter what their background may be. I think he does that because he thinks it's the right thing to do, but it also makes our Air Force stronger."

McLaughlin left the 446th AW with a great deal of gratitude for the hard work his airmen dedicated to the wing during his time as commander.

"When I assumed command in 2014," said McLaughlin, "I shared the thought that the first responsibility of a leader is to define reality, and the last is to say thank you. I'll leave you to judge how well I defined reality for 446th Airlift Wing, however, I will say that I enjoyed tremendous support from our airmen in taking a hard look on how we did our business during my time in command."

In conjunction with the 446th Airlift Wing, the 62nd Operations Group kicked off the 2017-2018 season of Operation DEEP FREEZE (ODF), a mission offering unparalleled Department of Defense support to the National Science Foundation (NSF)-managed U.S. Antarctic Program, with operations that began in late September.

According to the NSF website, Americans have studied the Antarctic and its interactions with the rest of the planet since 1956. The aim of the Antarctic program is to carry forward the nation's goals of meeting obligations under the Antarctic Treaty, fostering cooperative research with other nations, and protecting the Antarctic environment.

"Since September, we have flown 17 (ODF) missions, transported nearly 950,000 pounds of cargo and more than 1,300 passengers, including the U.S. ambassador to New Zealand," said Maj. Lucas Berreckman, 62nd Operations Group executive officer and instructor pilot.

Ensuring the success of the U.S. Antarctic Program is no small feat. The program's success is accomplished through a network of intricately connected parts known as Joint Task Force-Support Forces Antarctica (JTF-SFA).

JTF-SFA is managed by Pacific Air Forces at Joint Base Pearl Harbor-Hickam, Hawaii, but relies on support from active-duty and National Guard and Reserve personnel working together as part of JTF-SFA to execute the ODF mission.

"The Air Force provides strategic inter-theater airlift, tactical intra-theater airlift and airdrop, aeromedical evacuation support, and search and rescue response capabilities," said Lt. Col. Trace Dotson, C-17 Antarctic Mission commander. "Operation DEEP FREEZE, the military's support for the Antarctic Program, is supported by the triad of active-duty, Air National Guard, and Air Reserve component personnel. Our airmen provide a reliable airlift capability to one of the more challenging U.S. military peacetime missions due to the harsh environment in which we operate.  Those airmen get to put their skills to test in the coldest, windiest, most inhospitable continent on the globe which truly tests AMC's (Air Mobility Command's) global mobility capability."

Having travelled to the continent twice, once as a student pilot and again as an instructor, Berreckman said he recalls his impression of Antarctica as dreamlike.

"It was surreal," the major explained. "Not knowing what the continent would actually be like beforehand, I found it surprisingly mountainous, truly beautiful, and colder than you would imagine, despite our arriving during the Antarctic summer."

Though striking to behold, Antarctica's austere environment creates unique challenges for those who seek to land and operate there.

In addition to fast-changing weather, which makes approach difficult for pilots, cold and inhospitable surroundings present challenges unlike those loadmasters and maintainers operating outside the aircraft have typically encountered before, Berreckman said.

NSF notes that research is performed in Antarctica only when it cannot be performed at more convenient locations elsewhere on the globe and that research has three distinct goals: to understand the region and its ecosystems; to understand its effects on, and responses to global processes such as climate; and to use the region as a platform to study the upper atmosphere and space.

Likewise, there are distinct goals and benefits for McChord airmen operating in the remote and extreme Antarctic environment. In addition to the advancement of technical skillsets, the ODF mission has resulted in strengthened bonds between the United States and partner nations such as New Zealand.

"The value comes from getting to execute a subset of the C-17 (Globemaster III) mission that I hadn't done before," Berreckman said. "Learning more about the aircraft's capabilities, further developing pilots, loadmasters and maintainers who go on the missions, and also cultivating relationships with our international communities firsthand makes ODF priceless.

"At the beginning of this season, we arranged a (C-17) static display for local residents in New Zealand," Berreckman continued. "More than 3,000 civilians and five ambassadors came through that day, allowing us to communicate our mission and the capabilities of our platform, which is an invaluable opportunity."

There's a reason not every aircraft in the United States Air Force arsenal plays a role in ODF. The C-17 is uniquely suited to the task, and so are the airmen who crew it.

"The C-17 is the perfect size aircraft to provide intra-theater airlift between Christchurch, New Zealand, and Antarctica," Dotson said. "The C-17 can carry up to 100,000 pounds of cargo and people safely to Antarctica while still having enough fuel to return to New Zealand if the weather degrades suddenly. A larger aircraft may not be able to land on the ice runway at McMurdo Station, and smaller aircraft can't afford the large cargo payload that the USAP [U.S. Antarctic Program] requires."

With 13 missions still to accomplish, the current ODF season will conclude in February. The 2018-2019 season will resume in late September or early October 2018.

"It's been a successful season so far and we're looking forward to returning to Christchurch in February to complete our remaining missions," Dotson said.

Despite all these contributions, the 62nd AW remains heavily tasked supporting overseas contingency operations, presidential support missions, and various other high priority airlift and airdrop operations around the world. For more information, visit the McChord website at mcchord.af.mil.

The 4th Airlift Squadron earned the Healthy Squadron Award during the trophy's inaugural presentation at Joint Base Lewis-McChord, Dec. 13. Col. Rebecca Sonkiss presented the trophy to Master Sgt. Benjamin Harrison, 4th AS first sergeant, on behalf of his unit, in recognition of wellness accomplishments throughout 2017.

The Healthy Squadron Award supports the Commander's Wellness Program (CWP) pilot, which is an environmental and policy approach to influencing the health of airmen. The objective of CWP is to provide an evidence-based approach to influencing behavior change, which, in turn, has a positive effect on productivity, presentism and absenteeism. This also has potential impacts to readiness, which makes it a priority.

"The commander authorizes us to take 90 minutes (for physical training), three days a week and with flying schedules and ops tempo, we do (independent) PT," said Harrison. "Everyone just makes sure they get done what they need to get done."

This philosophy is one that the CWP pilot hopes to further encourage. Dr. Danielle Knutson, 62nd Medical Squadron health promotion coordinator, took the CWP objective and, using the evidence-based County Health Rankings Framework as a model, ranked each squadron's CWP health findings.

"Since counties are available in all sizes and shapes and the research review shows they can rank their health promotion data, it makes sense to rank squadrons' health promotion data since they, too, come in all sizes and shapes," Knutson summarized.

She compared the Team McChord findings with overall Air Force averages. This ranking included scores for body mass indexes, tobacco use, physical training and deployment rates.

"The major goal of rankings is to raise awareness about the many factors that influence health, and to provide squadron commanders with solid data to better target intervention and resources to areas where they like to improve, said Knutson. "Also, adding a nice annual traveling trophy is fun, too, and hopefully encourages healthy competition and collaboration."

That spirit of healthy competition seems well on its way as Harrison added, "We're going to stay the course; (and, as Richard Morgan Fliehr, better known as Ric Flair of 1980s and 1990s wrestling notoriety, would say,) ‘to be the man, you have to beat the man.'"

For the next unit to earn the annual roving CWP trophy, they will have to excel in additional areas not ranked this year, but will contribute to 2018 CWP rankings. Those areas include sleep, nutrition and physical activity measures using annual physical health assessment data analysis.

For more information on wellness programs for yourself and your unit, contact Knutson at danielle.o.knutson.civ@mail.mil or 253.982.6947.

After completing days of continuous flights, one 4th Airlift Squadron air crew took on a seemingly impossible mission. Tasked to transport a U.S. Navy sailor in critical condition, airmen from the 4th AS raced against time to get the patient suffering from injuries sustained in an IED explosion, from Baghdad to Ramstein Air Base, Germany. 

The severity of the 34-year-old sailor's wounds reduced his survival rate to two percent, requiring urgent transport from Syria to Texas. Timing was of the essence and responsive, continuous air mobility was needed to successfully transport the sailor. Fortunately, the airmen were prepared to assist in providing critical transport.

Arriving to Baghdad from Syria, where the accident took place, the patient required more than seven hours of surgery before departure to Ramstein AB.

The sailor's injuries included a torn trachea, cervical spine injury, tibia/fibula fracture and an open eye injury. Doctors also had to perform an emergency thoracotomy to manually massage the sailor's heart before aeromedical teams arrived.

"The severity of injuries sustained by the patient were massive," said Maj. Joshua Hamilton, Critical Care Air Transport Team physician. "Many of us were shocked he survived the initial injury."

The McChord aircrew remained on alert while the patient was operated on. They were given 45-minutes notice to prepare for the patient's delivery to the C-17 and prepare for departure.

"The mission was getting the sailor the care he needed," said Capt. Tim McCammon, 4th AS pilot and aircraft commander. "Communication was key to the success of the flight."

The patient required constant care during the flight from numerous medical teams, which included a critical care air transport team, an extra corporeal membrane oxygenation team, and an aeromedical evacuation team.

"We were all trying to get the patient to Ramstein safely. It was our immediate goal," said McCammon. "We remained in constant communication with the medical crew director throughout the flight and kept an open line of communication."

Because of the patient's sensitive condition, the air crew had to take considerable measures to accommodate him during the flight, said McCammon. The max cabin altitude couldn't exceed a max of 5,000 feet for the well-being of the patient. This meant that the aircraft had to fly considerably lower than it would normally, which imposed new possible threats and consumed more fuel during the flight.

"We had to get the job done correctly to save his life knowing even if we did he still might not make it," said McCammon. "So that weighed on us, but we couldn't let that external stress effect the way we did our job."

Stress was high for everyone during the flight but particularly the sailor's partner who accompanied him, said Tech. Sgt. Brian Layton, 4th AS instructor loadmaster.

"I had to keep his partner up to speed with everything and keep him comfortable, said Layton. "I kept him engaged throughout the flight to keep his mind off his partner."

During the seven-hour flight the aircrew worked tirelessly to ensure the patients next flight would be ready for him and could also accommodate his care needs, but this came with some extra effort, according to McCammon. The aircrew used inflight satellite communications to order prescriptions for the patient and to ensure the aircraft would be serviced at Ramstein AB prior to its next flight.

"My responsibilities as aircraft commander were to ensure the safe transportation of the team and patient in and out of the combat zone," said McCammon. "In addition to operating the aircraft, I worked with the medical crew director to ensure the crew heading back to the states had what they needed to be able to accomplish their mission."   

Despite having transmitted more than 10 time zones in the last 48 hours prior to the flight and fighting exhaustion, the aircrew performed at their finest, said McCammon.

"We are always thinking about the patient, and at the same time we had to keep in mind threat maneuvering," said McCammon. The drive to get the mission done is always there but when you have a tangible goal that you can see, it motivates you to get the mission done to the best of your ability.

After facing plausible threats, adverse weather and challenges getting necessary diplomatic clearances, the aircrew and passengers touched down at Ramstein AB. At their parking spot they had another crew waiting for them to take the aircraft and patient to Baltimore, Maryland.

"There was a general sense of relief that we had gotten him their safely," said McCammon. "But the tone of the crew was solemn knowing things were still not looking better for the patient."

Close to 24 hours from the time the patient was transported from Syria, he safely arrived at Kelly Field, San Antonio, Texas, in better shape than when he left, said McCammon.

"This mission shows the level of training and proficiency of our aircrew. These airmen are superbly good at their jobs," said McCammon. "This also highlights AMC's (Air Mobility Command's) rapid global mobility capabilities."

The sailor is reported to be making a successful recovery according to medical experts at Walter Reed Army Medical Center, Texas.

"It's awesome when you can have this kind of impact and potentially save someone's life. It resonates why what we do is so important," said McCammon. "Sometimes you need a reminder like this."

The desire to serve is strong for many Reserve citizen airmen, and one heroic police officer returned to service after being recognized for his valor during an intense standoff with an armed robber.

Before he signed up to become a member of the 446th Security Forces Squadron in April, Staff Sgt. Daniel Aguirre, 446th SFS fire team leader, was serving as an officer in the Seattle Police Department where he still serves today.

During the course of his duty as a police officer earlier this year in January, Aguirre and his partner became involved in the pursuit of an armed robber that would ultimately result in their award of the highest distinction the SPD has to offer: the Medal of Honor.

Early in the afternoon, police received a report of an armed robbery in the 3300 block of Rainier Avenue South, where the suspect had reportedly brandished a handgun and taken another man's cellphone. The suspect, later identified as notorious robber "Top Notch," pistol-whipped the victim and also fired a shot.

The suspect fled the scene in a stolen Volkswagen Jetta before police could arrive. Aguirre and his partner, Officer Christina Bradley, located the car a short time later in the Central District, having already been present to address nearby community concerns.

While leading police on a brief chase through a residential neighborhood, the suspect collided with an unoccupied parked car. He then exited his own vehicle where he fired one shot at Aguirre and Bradley who quickly proceeded to pursue the suspect on foot.

Aguirre and Bradley called in for support and quickly set up a perimeter and contained the area where the suspect had been hiding. With nowhere to go, the suspect was eventually overwhelmed and apprehended by police.

For their heroic actions during the pursuit and their instrumental roles in apprehending a violent criminal, Aguirre and Bradley were both awarded with the Medal of Honor by the Seattle Police Department, a rarely awarded distinction.

"I think the award really represents the entire unit," said Aguirre, "a lot of people played important roles in this incident and my role in it was small, but I am honored on behalf of everybody who was involved."

In joining the 446th SFS a few months after the incident, Aguirre brings with him a breadth of experience that he can share with his new unit.

"Having known him prior to his joining it was no surprise at all to see the way in which he conducted himself. He really adds to the strength of our unit through his selfless sacrifice," said Maj. Ryan Bradley, 446th SFS commander and former SPD Officer.

Aguirre, who was in the United States Marine Corps for five years prior to becoming a police officer, chose to become a Reserve citizen airman as way of getting back into the military life and serving his country.

"It's the comradery that draws me," said Aguirre, "the opportunity to participate in something bigger than myself."

For Aguirre the accolades and esteem have never been part of the appeal to service.

"Our people are silent professionals," remarked Bradley, "and I want people like him in my unit. It takes a special kind of person to run towards a threat when rounds are flying around, and I know that while he's in this unit he's going to be an asset, he's going to be a leader."

An Airman assigned to the 62nd Airlift Wing was found deceased in his on-base dormitory at approximately 12:30 p.m. Tuesday, Dec. 12.

Airman Cody Watt, an aerospace propulsion apprentice assigned to the 62nd Aircraft Maintenance Squadron, enlisted in the Air Force, Oct. 18, 2016 and arrived on station here, March 13, 2017.

“This loss comes as a shock and is felt deeply,” said Col. Rebecca Sonkiss, 62nd Airlift Wing commander. “We are all grieving alongside Airman Watt’s family and extend our sincere condolences to them during this time of great personal loss."

The cause of death is currently under investigation, but no foul play is suspected at this time. Additional information will be released as it becomes available.

The 446th Airlift "Rainier" Wing Family and Airman Readiness is gearing up for the holiday season and is in the highly capable hands of a new director.

As the new Family and Airman Readiness director, Jill Marconi brings an extra special toolbox of skills to enhance the quality of life for military and families here.

With the holiday season ramping up, Jill gives us insight into her background and goals as the Family and Airman Readiness director.

1. Can you describe how your background in Family Readiness gives you the tools to help military members and their families?
I have worked for the government now for over 30 years and have a great toolbox that I have acquired over the years. Some from personal experience of being a military wife and some just from meeting other people and learning new things from them. There's always something that we can do, even if I don't have it in my toolbox, I can certainly go and try to find an answer and then add that source to my toolbox.

2. What was something you experienced early on in Family Readiness that inspires you to serve as the director?
There's a saying of paying it forward ... to me that means as a servant to others. My job is to serve in the capacity of helping others. So in my past, someone helped me out when I needed it and now it is my turn to pay back by paying it forward. My job is to help empower people, give them the tools to go out and be the person they want to be.

3. Can you tell us a particular story that stands out in your mind about how your passion for Family Readiness has helped others?
Sure, what comes to mind is about a young man that believed me when I told him I would help him anytime he needed it. At the time I was working on an active-duty Army base, and I didn't realize how troubled this young man was until he showed up at my doorstep at midnight one night. He told me he was trying to commit suicide, and had failed. He needed help and the only person he thought he could rely on was me. So what I said to him must've really stuck in that young man. He grew up to be a wonderful person and now is a father himself. That just means sincerity, honesty and compassion can mean so much to others.

4. Arriving in the area around the holidays is great timing. Can you describe how it is to work with the local community to help support military families during the holidays?
This was great timing for me; holidays are wonderful. However, some of us may need that extra blessing from family, friends or support agency. Working with the community is easy; I just jumped right in. There's a great legacy here with Team McChord, always ready to jump into action when called. Everybody was very receptive in our community to have me here. Coming from the same type of job, it was easy for me to transition into a new community and one that I am very grateful to have around all of us.

5. Transitioning from Grissom Air Reserve Base to a joint community, can you discuss some advantages of resources available to military members and their families?
Being on a standalone base is great ...  things happen easily because everybody knows everybody and can always assist when needed. However, the advantage of being on an active-duty base for our military members is fabulous. Working with the resources of Team McChord and JBLM resources creates a tremendous resource of helping agencies. There are more resources that our people will be able to take advantage of so it's great to be part of a wonderful team here.

6. What are you looking forward to most about returning to your home state?
The best thing about returning to my home state is that I get to be with my family again. I left when I was very young and it has been numerous years that I have not returned home for long periods of time. So now it's wonderful to be able to spend holidays and birthdays and just any day with my family here.

7. What advice would you have for a military member or their family who might be struggling here with financial issues?
Over the years I've seen numerous people struggle with finances and there's always some form of help out there. Even if it's from budgeting to writing checks to understanding how to stay within a budget or getting some form of aid and assistance. It takes a very strong person to come in and ask for help. For a person to come in here and tell me that they are financially struggling means that they are working very hard in order to pull themselves out of the situation. I'm honored to serve those who are trying and figure out how to help each other. Life is hard sometimes and they just need that extra hand.

8. Can you give us a rundown of your goals as the new Family Readiness director?
My goal is to have events when all the helping agencies that we have are together and being able to share with the family members what we have available for them. Families are curious about what their loved ones do with their time here, and letting them know that we are here for the families as well can bring a better understanding when it comes to deployment separation.  I would really like to see us have a Christmas party for the children each year and perhaps a Wing family day, so that we can come together at least twice a year.