Chain of Command: 28 CES

  • Published
  • By Airman 1st Class Jarad A. Denton
  • 28th Bomb Wing Public Affairs
ELLSWORTH AIR FORCE BASE, S.D. --  How does a commander address leadership challenges within a situation-dependent squadron?

Lt. Col. Matthew Joganich, 28 Civil Engineering Squadron commander, said it requires a good balance between leadership and followership.

Colonel Joganich said he subscribes to Abraham Lincoln's style of "leadership by walking around" by showing his people where he wants to be at the end of the day and relying on them to get him there.

"I point the ship," he said. "From there I trust my team to make it go."

Colonel Joganich admits every day is a challenge for him. However, he said he wouldn't trade any of it for a minute.

"It's the best job I've ever had."

It's important to Colonel Joganich to set the example for his squadron. He said people need to see him as a person, as well as a commander; which is why he takes a personal interest in the Airmen within his squadron.

"I'm just as human as anyone else," he said. "I'm not immune to personal problems and I want my people to know that."

By humanizing himself, Colonel Joganich says it makes him more approachable. He refers to a quote by retired Gen. Colin Powell when discussing his views on leadership.

"Leadership is solving problems," General Powell said in his autobiography. "The day soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help or concluded you do not care. Either case is a failure of leadership."

Colonel Joganich showcased his leadership style and squadron capabilities during a tour of 28 CES. He visited the engineering, readiness and emergency management, explosive ordnance disposal, asset management, operations and fire protection flights, and was given a detailed overview by each section.

Engineering

During his stop at the engineering section, Colonel Joganich heard from Airman 1st Class Michael Kennell, 28 CES engineering technician, on the capabilities and functions of the engineers at Ellsworth and in a deployed environment.

Airman Kennell explained the engineering section was a "cradle to grave" unit, present during the initial design of a construction project all the way though its completion or teardown.

"We open a base, close it down and handle anything in between," Airman Kennel said.

The engineering section performs land surveying duties, which generate updated base maps for the location they are assigned to. They also handle construction projects on Ellsworth and in the surrounding area.

Airman Kennell described a government-owned water line project near Interstate 90, which involved the 28 CES engineering section taking preventative measures to replace an aging water line. The old water line could have burst and caused water damage to the local area.

Colonel Joganich said time spent working in the engineering section gives Airmen a strong foundation when developing themselves in their career field.

"The engineers are there from start to finish," he said. "They literally have their hands in every single thing on base."

Engineers also have to maintain combat readiness at all times while deployed, Colonel Joganich said. They have to be prepared to come under fire and defend themselves while performing a job in a hostile environment.

In addition to supporting the engineering and construction of the Air Force, at home and abroad, the 28 CES also encompasses the field of readiness and emergency management.

Readiness and Emergency Management

"We are the main artery for the base during an incident," said Staff Sgt. Jessica Aadalen, 28 CES readiness and emergency management journeyman, who defines an incident as any situation which disrupts normal operations. "If something happens we're the first group called by senior leadership."

If an emergency situation were to arise at Ellsworth the readiness and emergency management section would establish an emergency operations center. The EOC is designed to organize information, develop strategies based on that information and disseminate it to senior leadership. Their operations are the same at Ellsworth as they are in a deployed environment.

"It's our job to ensure people stay alive based on the information we receive from various organizations," Sergeant Aadalen said.

Readiness and emergency management ensures Airmen are properly trained and equipped to handle themselves during life-threatening situations.

"This is a capability, if not practiced, that will go away," she said.

Sergeant Aadalen said it unfortunately takes an incident for people to fully understand the reality and importance of readiness and emergency management.

"We have a huge responsibility," she said. "We get to deal with the things people normally don't hear about."

The training and plans developed and implemented by readiness and emergency management are essential to leadership when determining the proper course of action during an exercise or real-world incident.

In order to properly brief senior leadership so they can make informed decisions, readiness and emergency management relies heavily on input from another 28 CES section - explosive ordnance disposal.

Explosive Ordnance Disposal

Colonel Joganich said it takes a special kind of Airman to work in EOD. Not only are they responsible for the safe disposal of conventional, chemical, biological, incendiary and nuclear ordnance; EOD also provides support for presidential, vice-presidential and certain dignitaries. They also offer their services to local community within a 300 mile radius of Ellsworth.

"EOD is on the front lines both at home and abroad," said Colonel Joganich. "They are an invaluable part of any joint-service operation."
The EOD flight accomplishes all their assigned tasks while dealing with a heavy deployment cycle and maintaining a strong bond among flight members.

"We're a close knit unit," said Master Sergeant Anthony Blackmon, 28 CES EOD flight chief. "We have to constantly evolve in order to defeat any enemy at any time."

The evolution of EOD comes in part through advances in robotic technology, which have allowed for safer operations in hostile areas.

"We would love for everything to be remote operated," Sergeant Blackmon said. "The smaller the robot is the more efficiently our flight can move while deployed."

An EOD Airman faces many dangers during the course of their career. They have come to rely on both advancements in technology and an extensive training program to keep them safe during missions.

"People in this world can be very cruel," Sergeant Blackmon said. "Training is what keeps us safe and keeps everyone alive."

Asset Management

Another section of the 28 CES, which is not as publicized as EOD, but no less essential to the overall mission of the 28th Bomb Wing is the asset management section.

Asset management's sphere of influence includes the dormitories, housing, environmental issues, reconstruction, natural resources and base planning for both Ellsworth and part of the local area surrounding the base.

"Asset management's importance to overall base operations is often understated," Colonel Joganich said. "In addition to its role on and off base, asset management is also responsible for paying all Ellsworth's utility bills."

Another section, which works closely with asset management, but is no less important, is the operations flight.

Operations

The operations flight is responsible for maintaining the facilities on base and ensuring various organizations have the basic requirements to fulfill their mission.

"The biggest thing people don't normally see is the amount of reoccurring work required to care for the facilities on base," said Senior Master Sergeant Bradley Jackson, 28 CES operations flight supervisor.

Sergeant Jackson takes pride in his flight offering quality work and exceptional customer service.

"We might easily be the first impression someone has of the squadron," he said. "If we take customer service seriously then it sets a positive and professional tone for the entire relationship with the customer."

Excellent customer service from the operations flight begins with establishing a good rapport and following it through toward a successful relationship.

"It's our job to take a customer's general idea and educate them on the specifics or alternatives," Colonel Joganich said.

While the operations flight provides service and maintenance for various facilities, organizations like fire protection take on the responsibility of protecting people, assets and train firefighters for deployments.

Fire protection

"We are basically a mini-fire academy," said Fire Chief Dave Olsen. "It's our job to train firefighters to handle emergencies both at home and during a deployment."

Fire protection is the first organization to respond to an emergency incident. They also serve as initial incident commanders, coordinating the information provided by the various on-scene units up the chain of command.

We also ensure all the buildings on base are free of any code violations, Chief Olsen said. It's not just about putting out fires; it's about preventing potentially life-threatening situations.

"I've come to rely on Chief Olsen and his experts to provide me with the information I need to make an informed recommendation to the wing commander," Colonel Joganich said. "We've taken a hard line that building codes will not be sacrificed for a nicety."

Fire protection takes preventative measures to ensure the buildings and the aircraft are able to be protected at a moment's notice. They train for a variety of real-world scenarios, maintain a high level of physical fitness and operate 24 hours a day, seven days a week.

Chief Olsen said the fire department also supports the surrounding area and civilian population.

Colonel Joganich said he trusts the experience and education of fire protection when dealing with decisions regarding code violations.

Many Missions, One Squadron

Colonel Joganich says he is the first to admit he's not an expert in the various fields within the 28 CES. However, his leadership strategy involves surrounding himself with a dedicated team of experts able to provide him with the right information, at the right time, in order to make the right decision.

"All of the section heads of 28 CES are amazing senior non-commissioned officers and leaders," he said. "I can rest easy that they take such a diverse and dynamic career field and adapt it into a working vessel which carries us toward mission success."
Editor's note: this is part three of a series.