hen Civil AirPatrol was born,our nation was about to enter a war. The efforts of our volun-teers provided additional security for thecoastlines of the United States and uti-lized private resources for the publicgood. The public viewed us as assets tothe war effort and to our nation. Weserved the public and earned their trust.Fast forward to 2010 and our nationstill wages hostilities overseas, and our volunteers still play a vital role in the homeland defense mission. What is different today is our citizens expect more — more of our govern-ment, more of our U.S. Air Force and more of Civil Air Patrol. We are no longer a fledgling force but rather a corpsof 50,000 strong professional volunteers armed with the lat-est technology, communications capabilities, and high-valueassets. The size of our aircraft fleet alone far exceeds that of many countries’ air forces. Every year, taxpayers contributeabout $20 million in operating costs to our organization. Taxpayers are both our stockholders and our stakeholders. We have a duty to serve as good stewards of our resources. We also operate as custodians of another very preciousresource — other people’s young sons and daughters. One of our primary missions is character development, in which weprovide a leadership laboratory for our young people to prac-tice their skills. It is only a natural conclusion that if we are todevelop character and ethical behavior in our youth, we must be able to demonstrate it ourselves. If we are to develop criti-cal thinking skills in others, we must utilize them ourselves. We must serve as examples of the core values we teach.Character development involves training, evaluation andencouragement, not bullying or belittling. As you would expect, many expectations go along withthose assets. The first is that we employ them to accomplishthe mission they were intended to serve, and that we do so ina manner acceptable to maintain their trust. We must be goodstewards of what we are given, or suffer the consequencesresulting from broken trust. Every day we see our govern-ment respond to a public demand of both personal and organi-zation accountability. All organizations, including ours, aresubject to more scrutiny and CAP must adapt as well to main-tain the public trust. Lacking that trust, we cannot succeed. We must recognize that accepting duties in CAP may pro- vide public scrutiny of our actions. As CAP members, we havemany obligations and responsibilities, some of which involvelegal and ethical ramifications. Just as we have an obligationto follow the policies and regulations of our organization, weare also bound to follow procedures when those policies are violated. We do not act as a result of personal malice or per-sonal relationships, but because our regulations requireaction. It is part our core value of integrity. It is part of thepublic trust mandate. What are we doing? Our professional development courseshave integrated these concepts to prepare us effectively for leadership positions. Specifically, our Squadron LeadershipSchool incorporates a lesson on officership, accountabilty andthe public trust, Our new online Officer Basic Course stressesimplementation of our core values, which are the bedrock of our commitment to the public and our members alike. Our cadet programs staff has delivered at least one TrainingLeaders of Cadets course every quarter to familiarize our members with those obligations and responsibilities.In the end, you are bound by the oath that you shouldhave taken several times by now. I remind each of you that “having been promoted to the grade of ... in the Civil Air Patrol, I do solemnly swear (or affirm) that I will support and comply with the Constitution, Bylaws and regulations of the Civil Air Patrol; that I take this obligation freely, without any mental reservation or purpose of evasion; and that I will well and faithfully discharge all duties and responsibilities as well as obey the orders of the officers appointed over meaccording to regulations, so help me God.”If we know our core values and take the time to apply them as we pursue our missions, we will make good deci-sions. If we follow our policies, and their intent, we willhonor the trust placed in us by the Air Force and Congress.I am proud to serve with you.
Fostering public trust, conﬁdence
Col. Chris Moersch
If we know our core values and takethe time to apply them as we pursue our missions, we will make good decisions.
Col. Christian F. Moersch
Lt.Col. Robert P. Hartigan
Deputy Chief of Staff/Support
Maj. Douglas E. Jessmer
Director of Public Affairs and Marketing
1st Lt. WilliamWeiler
2nd Lt. David Bellis
Capt. Eileen Tonkinson
WINGSPAN, Florida Wing’s quarterlynewsletter,
is published at Clearwater, Fla.,by the Public Affairs and Marketing Directorate,Headquarters Florida Wing, Civil Air Patrol.
CAP is the uniformed civilian auxiliaryof the U.S. Air Force. Its three Congresionally charteredmissions are to develop cadets, to educate the publicof the importance of aerospace supremacy, andto perform life-saving emergency missions.
All content is edited for clarity, brevity, styleand operational security issues, in accordance with CAPregulations and Florida Wing directives and policies.
March 20, June 20, Sept. 20 and Dec. 20.