Updates to Strategy Map reflects added mission Published Nov. 18, 2009 By Col. Gary Goldstone 375th Air Mobility Wing commander SCOTT AIR FORCE BASE, Ill. -- Every Airman, whether enlisted, officer or civilian should be able to connect what they do to the overall mission and vision of the wing. While leadership is responsible for designing and implementing the overarching vision of "Providing Precise Combat Capability to the Warfighter ... Always," everyone must be engaged to ensure the wing's resources are focused and aligned within a working framework up and down the Chain of Command. That framework, called a strategy map, is a visual representation of the wing's strategic goals and objectives in relation to its mission. It provides a framework for what Airmen should be doing to successfully accomplish the mission. If something we are doing does not support one of the objectives or goals of the wing, then it might be time to reconsider why it's part of the work we do. We unveiled the wing's strategy map at the beginning of the year and have recently retooled a few areas to reflect our updated mission scope. As you know, our designation changed on 1 October as we transitioned from the 375th Airlift Wing to the 375th Air Mobility Wing. That was due to a new partnership, called an Active Association, formed with the Illinois Air National Guard's 126th Air Refueling Wing. We are now ensuring, as our mission objectives and goals state, that we generate professional aircrews and maintainers who will provide reliable, mission capable aircraft. Along with providing airlift for DV and aeromed missions, the wing now supports the 126th ARW refueling mission, thus making our wing an air mobility operations hub. The 126th ARW owns the KC-135 airframes and will direct all operational mission requirements for our active-duty personnel, who make up the 906th Air Refueling Squadron under the 375th Operations Group. As you see in the chart, we are still focused on two other major areas, which are to provide superior support and services, as well as outstanding combat-ready Airmen for our combatant commanders. Laying the foundation for these three operational pillars is continued knowledge sharing, eliminating waste and sustaining safety. We will also continue to capitalize on Total Force Integration partnerships, which are happening throughout the Air Force as a way to streamline operations, increase efficiencies and still be able to execute the mission despite reduced manning and resources. We are using our strategy maps to help us identify our customers, define our purpose, look at internal processes and determine how best to develop and support our people. Our strategy map is just one of the catalysts that will help us to Enable Combat Power while maintaining a clear focus on providing precise combat capability to the warfighter ... always!