MISAWA AIR BASE, Japan -- The 35th Fighter Wing (FW) recently hosted an open forum Town Hall at Misawa Air Base (AB) emphasizing transparency, installation updates and continued dialogue with the community. U.S. Air Force Col. Paul Davidson, 35th FW commander, alongside a panel of subject matter experts, addressed pre-submitted and live questions from Airmen, civilians and family members, underscoring the wing’s commitment to clear communication, informed decision-making and maintaining a ready and resilient force.
PANEL MEMBERS
- Capt. Vernon Nazareno, 35th Security Forces Squadron operations officer
- Lt. Col. Michelle Prather, 35th Operational Medical Readiness Squadron (OMRS) dental flight commander
- Mr. Stefan Kelly, 35th Force Support Squadron deputy director
- Maj. Amanda Co, 35th OMRS director of psychological health
QUESTIONS AND ANSWERS
Q: Can an official clarification be published regarding indoor wear of Massif jackets to ensure consistent guidance across the wing?
A: At the beginning of this month, we published our updated Misawa AB Community Standards, which clarify the wear of cold-weather gear. At Misawa, unit-procured cold-weather gear is authorized for indoor wear as an installation-specific exception to DAFI 36-2903. As part of that standard, group commanders retain discretion to determine which cold-weather items are authorized for wear within their units, which may result in differences across workspaces based on mission and environment. The intent is to maintain a consistent installation baseline while ensuring the guidance works in practice for different operational settings. If there is still any confusion, your chain of command can help talk through how this applies in your specific area.
Q: Is there flexibility at the wing level regarding the use of locally authorized Kanji on patches, particularly in light of recent updates to Duty Identifier tabs, to ensure consistency with dress and appearance guidance?
A: Duty identifiers recognize the skills that power our mission while reinforcing that we are one unified force delivering airpower. The CSAF’s decision to reinstate them reflects that balance, and I appreciate you raising this idea with the intent of improving communication with our master labor contract employees and the local community. However, duty identifier patches and tabs authorized for wear are final and cannot be altered, and identifiers must remain standardized with no added embellishments. While we’re unable to implement this at the wing level, the intent behind the suggestion is understood and valued.
Q: Are there any plans to rebuild or replace the base movie theater?
A: Demolition of the Bong Theater has been completed. That is very exciting because it clears the path for the new training facility built by the Japanese government to enable briefings, training and similar large-audience events. Sadly, the new facility is not likely to be completed in the near term. However, construction has started to convert the Mokuteki Ballroom into a space capable of showing second-run movies, and it should be ready by October 2026.
Until then, we recommend enjoying movies at Shimoda Mall, as they have many in English and it gives you time to experience Japanese culture.
Q: Can earlier communication be provided when road condition changes are anticipated so families can better plan for childcare, commutes and work schedules?
A: We know how important advance notice is for families as they plan childcare, commutes and work schedules. Winter weather in northern Japan can be unpredictable, and conditions can change quickly. While we do our best to anticipate impacts, there are times when road safety, visibility or ice deteriorate faster than forecasts can fully capture. In those cases, decisions have to be made in real time to keep our community safe and allow emergency and snow-removal teams to do their jobs.
Behind the scenes, this is very much a team effort. Leaders from across the wing and installation work closely together to assess conditions, share information and determine the best course of action. Our commitment is to keep our community informed as early as possible while making decisions that protect everyone, and we appreciate the flexibility and understanding during the winter months.
The Air Force Connect app remains the installation’s primary communication tool for distributing road condition updates and other urgent notifications. Personnel are encouraged to download the app and enable notifications to receive updates in real time. Current road conditions can also be quickly referenced on the Misawa Air Base Facebook page, where the latest status is maintained in a pinned post for easy access.
Q: Can adjustments be made to the gym layout to improve spacing and comfort during high-traffic periods?
A: We installed new equipment in January and are continuously assessing the impact of this equipment on our gym layout. We are actively reviewing the layout to improve spacing and flow to reduce congestion. Adjusting the leg press area is a priority, and we will continue to consider suggestions for other areas that may be perceived as congested. Your input is appreciated, and we welcome any further suggestions through direct conversations with fitness staff or via an ICE comment to improve the facility layout.
It is worth highlighting that we anticipate awarding a full renovation of the cardio, weight and locker rooms at the Potter Fitness Center that may start as early as June. This will likely drive a 24-month closure of the fitness center. The team is actively considering courses of action to reduce congestion and provide workout space during this much-needed renovation.
Q: What is the wing’s strategy to ensure Fighter Generation Squadron members meet the new physical fitness standards, given their demanding schedules and long work hours?
A: The FGS is actively working to ensure all members must meet standards while acknowledging the unique demands of their mission. This plan was developed in coordination with the 14th FGS commander to ensure it meets the needs of our maintainers. Recognizing that FGS members work in a high-tempo environment with demanding schedules, the squadron is adopting a multifaceted approach that prioritizes both accessibility to fitness resources and personal flexibility.
The core components of the strategy include:
• Investing in on-site fitness resources: To provide maintainers with convenient access to exercise opportunities, the squadron will pursue the purchase of new exercise equipment. This equipment will be strategically placed on the flight line, allowing members to utilize it as their demanding work schedules permit throughout the day.
• Empowering personal accountability: The strategy emphasizes personal accountability, granting members the discretion to schedule their daily physical training at a time that best suits their individual needs — whether before, during or after their shifts. This approach respects the varied and often unpredictable nature of their work while ensuring daily PT is conducted.
• Maintaining work-life balance: Leadership remains committed to the well-being of its members and their families. Rather than extending shifts to accommodate group-led physical training, the squadron will integrate a dedicated 30- to 60-minute PT session into the daily schedule, preserving personal time for Airmen.
This initiative reflects the squadron’s commitment to fostering a culture of fitness and readiness while supporting the dedicated professionals who work tirelessly to ensure mission success. By providing both the tools and the flexibility needed, the FGS is confident that its members will not only meet but exceed the new standards.
Q: Given the increasing congestion at the main gate, has the wing considered reopening Gettysburg Gate during peak morning hours to help alleviate traffic?
A: Traffic congestion at the installation gates during peak hours is a known concern, and several options have been evaluated to help alleviate delays. Reopening Gettysburg Gate during morning hours has been considered and implemented in the past; however, analysis determined it provides little improvement to overall traffic flow. The gate’s location presents additional challenges because the alleyway directly in front of it is controlled by Misawa City, meaning the installation does not have the authority to close that roadway during peak traffic periods. Additionally, Gettysburg Gate is located along a busy school route, and increasing vehicle traffic in that area would present safety concerns for children walking to school. The gate also does not meet current security standards, further limiting its viability as a long-term solution.
The intersection outside the main gate is also uniquely complex, as it is jointly influenced by several local stakeholders. Misawa City owns the road continuing south from the installation, Misawa Air Base owns the road leading onto the base, and Aomori Prefecture owns the east–west roadway commonly referred to as White Pole Road. Because of this shared ownership, any infrastructure or traffic signal modifications require coordination and agreement among all parties.
Despite these challenges, the wing has been actively engaging with local partners to pursue both near- and long-term solutions. Recent discussions with the Aomori Prefectural Land Development Office resulted in a consolidated message from both the city and the installation highlighting the need to address congestion and identify potential improvements.
In the short term, coordination with the Aomori Prefectural Police led to an experimental adjustment to the traffic signal timing at the main gate intersection beginning Jan. 20. Base personnel are monitoring the trial to determine whether the change improves traffic flow, and the adjustment will be made permanent if the data demonstrates a positive impact.
For a longer-term solution, Aomori Prefecture has indicated support for installing dedicated right- and left-turn lanes near the intersection. Implementing this improvement will require the installation to transfer a small portion of land before construction can begin, making it a multi-year effort.
Separately, the wing has prioritized a project to upgrade Falcon Gate and is working with the Government of Japan to secure a funding commitment. Once completed, the upgraded gate is expected to improve traffic flow entering the installation and help mitigate congestion on surrounding off-base roads.
Q: When can the community expect a mini mart or shoppette to open in the empty building on North Base?
A: We recognize the need for additional amenities on North Base and are actively working toward establishing a convenience store in that area to better serve the community. The process is taking longer than initially anticipated because of requirements. Our goal is to continue to enhance the quality of life on North Base and within the Misawa community.
Q: Why transition from driving suspensions to a point-based system for vehicles towed during snow removal, and how does this change address repeat violations?
A: The wing’s motor vehicle traffic regulation consequence is two points for a snow-tow infraction. A draft version of the traffic regulation is in coordination that would increase the penalty to four points, with a second infraction resulting in a 30-day “do not operate” order on the towed vehicle. A driving suspension is typically an accumulation of 12 points.
Q: What steps are being taken to improve accountability and program execution within the Child and Youth Program (CYP), particularly in youth sports, and how is the program ensuring youth sports continue operating in alignment with Air Force standards?
A: The Child and Youth Program (CYP) encompasses a wide range of services, with the Youth Sports Program currently identified as a top priority. Leadership is committed to strengthening the program through improved structure, accountability and communication. A new Youth Sports director has been appointed and is focused on rebuilding the program while ensuring it operates in accordance with established Air Force guidance.
Youth sports programs operate under established Air Force standards designed to ensure safety, consistency and long-term sustainability. CYP leadership continues refining internal processes to ensure all certifications, documentation and oversight requirements are completed in full accordance with policy. Current efforts focus on strengthening administrative processes, reinforcing training requirements and ensuring all program elements are executed correctly and consistently. These standards help protect children, volunteers and the overall integrity of the program.
Rebuilding trust within the community remains a key priority, and leadership recognizes that trust is restored through consistent action and transparent communication. To support this effort, CYP will host a Youth Sports informational meeting Feb. 21 from 10–11 a.m. to discuss the upcoming outdoor soccer season, as well as a Youth Sports Registration Drive — One Stop Shop Feb. 28 from 9 a.m. to 5 p.m., where volunteers can complete required paperwork, fingerprinting and training in one location.
CYP leadership welcomes continued feedback from the community and encourages members to engage directly with program staff to share ideas or discuss opportunities to further strengthen youth programs across the installation.
Q: How is the CYP supporting and recognizing volunteer coaches within existing policy guidelines?
A: Volunteer coaches remain essential to the success of youth sports programs. While federal and Air Force policy do not authorize monetary compensation for volunteers, leadership is exploring permissible recognition initiatives to acknowledge their time and commitment.
One option under consideration includes coordination with unit leadership to recognize eligible volunteer coaches with appropriate incentives, such as consideration for a day off, when mission requirements allow and in accordance with established authorities. Any recognition efforts will remain fully compliant with policy.
CYP leadership emphasized that strong youth programs rely on partnership between the organization and the community. Continued volunteer engagement, clear communication and shared commitment will ensure the program remains positive and sustainable for Misawa families.
Q: What actions are being taken to improve transparency and access to dental care for dependents, particularly regarding wait times and waitlist processes?
A: The dental clinic is continuously evaluating ways to better serve all beneficiaries, including active-duty members and dependents.
The clinic has navigated construction and transition challenges while balancing operational readiness requirements. Despite these constraints, leadership has strategically refocused efforts to improve access for dependents while maintaining mission readiness.
Since July, approximately 1,300 dependents have been tracked, with roughly 600 currently on the wait list. A designated team member actively manages and tracks the wait list process. On average, dependents account for approximately 20% of the clinic’s monthly workload.
The wait list serves as a communication and tracking tool to ensure dependents are properly recorded and notified when appointments become available. The clinic also provides information on both on-base and off-base care options to expand access and ensure families understand available resources. Leadership remains committed to improving communication and access where capacity allows.
Q: How effective is the off-base dental care option for dependents, and has the recent increase in awareness of this option contributed to the size of the dependent wait list?
A: The off-base referral option has been available as a means to expand access to dental care for dependents, though awareness and utilization of the option have increased more recently. The dependent wait list developed over time as appointment demand exceeded available on-base capacity, particularly during periods when the clinic operated with limited chairs due to renovations and facility transitions. During those reduced-capacity periods, dependents continued to be scheduled as availability allowed, but demand outpaced supply.
As communication about off-base care options has improved, more dependents have been able to take advantage of this pathway. Those utilizing the referral option have generally been able to schedule appointments within approximately one week of initial contact, and English-speaking providers are available. This option has proven to be a viable alternative when on-base capacity is limited.
While the clinic’s primary responsibility remains ensuring active-duty readiness, leadership recognizes the importance of dependent care and continues to leverage off-base partnerships to expand appointment availability. Looking ahead, leadership is reviewing appointment trends and projected dependent populations to better anticipate workload and align capacity with community needs.
Q: What actions should dependents take to ensure they are properly registered and considered for care?
A: Dependents seeking on-base care must ensure they are properly enrolled in TRICARE and that all personal information is accurate and up to date in DEERS, as enrollment and demographic data directly affect eligibility and system visibility.
Once registration requirements are completed, the wait list process functions as intended and provides notification of placement in the queue. Dependents may also monitor their enrollment status and review waitlist updates through the MHS GENESIS Patient Portal.
Individuals who have been assigned to the installation for an extended period and have not received care are encouraged to contact the clinic directly so their status can be reviewed and, if necessary, reprioritized.
The locally developed wait list system was established to manage dependent care, as there is no standardized Air Force-wide system for this purpose. If concerns persist, dependents are encouraged to contact clinic leadership directly or submit an ICE comment with detailed contact information to allow for follow-up. The team remains committed to improving transparency and service delivery.
Q: Concerns have been raised about the cost of enrolling in United Concordia dental insurance overseas. Have alternatives, such as extended clinic hours, been considered to reduce the financial burden on families?
A: Concerns regarding the cumulative cost of United Concordia enrollment during an overseas assignment are understandable, particularly for families evaluating long-term expenses.
Military dental clinics overseas are resourced and measured primarily on active-duty readiness requirements. Staffing levels, performance standards and available appointment capacity are structured to ensure all active-duty members meet dental readiness standards. Unlike many stateside installations, overseas locations have limited ability to refer active-duty members off base, further reinforcing that priority.
Congress established the TRICARE Dental Program, administered by United Concordia, to provide dependent dental coverage in locations where military treatment facilities are not resourced to deliver comprehensive care to all family members. While enrollment includes a monthly premium, the program was designed to supplement access when on-base capacity is constrained.
Clinic leadership continues to review operational efficiencies, including scheduling practices within authorized manpower and facility limitations. Any adjustments must ensure active-duty readiness requirements remain fully supported while seeking opportunities to improve access where feasible.
Q: What strategies can help manage seasonal depression?
A: Maintaining consistent sleep, regular exercise, time outdoors and meaningful face-to-face connection are key strategies for managing seasonal depression. Bright light therapy for 20–30 minutes each morning and Vitamin D supplementation may also help during periods of limited sunlight. Prioritizing these foundational health habits supports resilience, performance and overall well-being throughout the winter season.
Q: What support is available for Navy families seeking access to child psychology services?
A: The concern regarding access to child psychology services for Navy families is currently being reviewed by leadership. Coordination is underway to clarify eligibility requirements, referral pathways and available care options, both on and off base.
Mental Health representatives and Navy leadership committed to engaging directly on the matter to ensure affected families receive clear guidance and are connected with appropriate resources. Additional information will be provided as coordination efforts continue.
Q: How does patient enrollment impact medical staffing and resources at Misawa Air Base?
A: Medical resourcing through the Defense Health Agency is directly tied to the number of beneficiaries enrolled in the system. Funding allocations — including equipment, medical supplies and medications — are based on enrollment data.
Currently, Misawa is approximately 16% under-enrolled across the installation. If all eligible beneficiaries were properly enrolled, the Medical Group would be resourced at a correspondingly higher level, equating to roughly 16% more funding.
Service members and dependents are encouraged to ensure enrollment is complete and that dependent information is current in DEERS, as accurate records directly impact resource calculations. Patients may also review their enrollment status and monitor waitlist updates through the MHS GENESIS Patient Portal. Ensuring records are up to date strengthens the installation’s ability to justify and receive appropriate medical resources.
Q: What is the status of the youth baseball and softball field, and are there plans to make it usable again?
A: Installation leadership has directed a review of the field to determine what repairs are required and to develop associated cost estimates, as funding requirements have previously been the primary obstacle to reopening it. The intent is to identify a feasible path forward that would allow the field to become operational.
Leadership expressed support for leveraging volunteer assistance, where appropriate and authorized, to help make the field usable. Coordination will continue to determine what improvements are necessary and how best to move forward within safety and compliance standards.
Youth sports program planning is focused on addressing gaps where there are limited alternative opportunities for children. Baseball and softball have been identified as areas where expanded offerings could benefit the community as soon as we can.
Q: How can personnel check current road conditions on and around the installation?
A: Official road condition updates are published through the Air Force Connect app, which provides push notifications when conditions change. Updates are also posted on the installation’s official Facebook page, where the current road condition is maintained in a pinned post at the top of the page.
Road condition decisions are made early each morning through an established assessment process. Security Forces personnel conduct on-the-ground checks and report conditions, and leadership evaluates current weather, forecasted impacts and potential effects on operations and schools before determining the appropriate road status.
CLOSING REMARKS
This summary highlights the principal questions, clarifications and action items discussed during the open forum town hall. Leaders reaffirmed their commitment to maintaining transparent communication, following up on outstanding concerns and continuing constructive dialogue with the community in future forums.
I just want to say thank you for being here. I love this community. This is about solving problems together — we’re in this together — and continuing to make Misawa better. Thank you all for what you’re doing.Col. Davidson