Copyright 2001 eMediaMillWorks, Inc.
(f/k/a Federal
Document Clearing House, Inc.)
Federal Document Clearing House
Congressional Testimony
July 18, 2001, Wednesday
SECTION: CAPITOL HILL HEARING TESTIMONY
LENGTH: 6916 words
COMMITTEE:
HOUSE ARMED SERVICES
SUBCOMMITTEE:
PERSONNEL
HEADLINE: FY 2002 DEFENSE AUTHORIZATION
MILITARY PERSONNEL
TESTIMONY-BY: LT. GEN. JAMES E.
SHERRARD, III, CHIEF OF AIR FORCE RESERVE AND COMMANDER,
AFFILIATION: AIR FORCE RESERVE COMMAND
BODY: July 18, 2001
DEPARTMENT OF THE AIR
FORCE
SUBJECT: National Guard and Reserve Programs
STATEMENT OF:
LT. GEN. JAMES E. SHERRARD, III CHIEF OF AIR FORCE RESERVE AND
COMMANDER, AIR FORCE RESERVE COMMAND
Mr. Chairman, Representative
Snyder, and distinguished members of the Committee, I appreciate the opportunity
to appear before you today. I would like to thank the Committee for your
continuing support, which has helped your Air Force Reserve address vital
recruiting, retention,
modernization, and infrastructure needs.
Your passage of last year's pay and quality of life initiatives was were
especially important as your actions sent an unmistakable message to our citizen
airmen that their efforts are truly appreciated.
I am pleased to tell
you that the Air Force Reserve continues to be a force of choice for the Air
Force and the warfighting Commanders in Chiefs (CINCs), whenever an immediate
and effective response is required to meet the challenges of today's world. We
are ready in peace or war, available for quick response, and able to stay the
course when called upon. Air Force Reserve Command (AFRC) members are essential
to nearly everything we do today, and we intend to do more. Our day-to-day
involvement has increased markedly in recent years. The Air Force Reserve
participated in 11 contingencies in the 37 years between 1953 and 1990, and in
the last ten years, we have played a significant role in more than 50 major
operations. This is part of life in the Air Force Reserve and we are proud to do
it. From the end of Desert Storm until the 1999 Ppresidential Recall for
Operation ALLIED FORCE, and in every instance since, we have met these
obligations with volunteers. The Air Force Reserve ethic of volunteerism is
something we are very proud of, believing it reflects the quality and enthusiasm
of our people.
The Air Force is a team - we train together, work
together, and fight together.
Wherever you find the United States Air
Force, at home or abroad, you will find the active and Reserve side-by-side. You
can't tell us apart and that's the way it should be.
The bottom line is
that when the Air Force goes to war, enforces a peace agreement or undertakes
prolonged humanitarian missions anywhere in the world today, the Air Force
Reserve will be there. People are our most important asset. In an effort to
retain our best and brightest, we need to reward our people through compensation
and promotion and ensure they know their efforts are appreciated. We need to
look after their families while they are deployed and reach out to their
employers with our thanks for their support. We need to ensure that there is
open dialogue among the troops and from the troops to me to make sure that we're
doing our job the best that it can be done. More than ever, we need to continue
to partner with you to ensure we maintain the strongest air force in the world.
In the Air Force Reserve, we put people first, emphasize readiness, and
continue to sustain seek balanced, time-phased
modernization
and infrastructure programs.
The Air Force is a team - we train
together, work together, and fight together.
Wherever you find the
United States Air Force, at home or abroad, you will find the active and Reserve
side-by-side. You can't tell us apart and that's the way it should be.
The bottom line is that when the Air Force goes to war, enforces a peace
agreement or undertakes prolonged humanitarian missions anywhere in the world
today, the Air Force Reserve will be there. During my comments today, I will
discuss the status of many programs. I should note, however, that the programs I
will discuss, and the associated funding levels may change as a result of the
Secretary of Defense's strategy review that will guide future decisions on
military spending. I ask that you consider my comments in that light.
FY
1999 ended with a bang, as Hurricane Floyd plowed into the coast of North
Carolina. As the flooding peaked, AFRC coordinated with Federal disaster
response personnel to bring in five HH-60 helicopters from the 920th Rescue Wing
at Patrick Air Force Base, Florida to initiate rescue operations. Over the next
six days, Reserve rescue crews worked day and night, flying 59 sorties and
pulling 215 flood victims from rooftops, trees, cars, and isolated areas of high
ground.
Another Reserve mission, Coronet Oak, faced a very difficult
transition in 1999. Coronet Oak is an operation that provides C- 130s from Air
Force Reserve Command and the Air National Guard to US Southern Command to
provide airlift support in the Caribbean, and South and Central America. When
America transferred the Canal Zone back to Panama in 1999, this long-established
operation had to look for a new home. At first, only temporarily placed at Muniz
Air National Guard Base in San Juan, Puerto Rico, it was decided to go ahead and
make Muniz the permanent location for the operation. Far from ideal for a number
of reasons, Muniz was still more cost effective than other locations because
basic facilities were available that did not need a huge infusion of money to
make them operable. Still, the year was full of growing pains as new logistics
trails had to be developed, work-arounds had to be initiated for some of the
facility limitations, and so on. The missions continued to flow without a break,
though, and our crews flew countless sorties in support of counter-drug
operations, embassy resupply, and a variety of airlift requirements.
HIGHLIGHTS OF 2000
It was another busy, productive, but
challenging year for Air Force Reserve aircrews. Natural disaster responses, the
relocation of a long-standing forward operating location, an election year surge
in presidential and congressional airlift support, the growing pains of a new
deployment concept, the taking on of new missions, the introduction of a new
weapons capability -- the Air Force Reserve was there. Through it all, our
outstanding people met the challenges, found ways to succeed, and proved beyond
doubt that the Air Force Reserve is an indispensable part of America's Total
Force military.
Unfortunately, the heavy rains of 1999 also brought on a
potential medical crisis caused by a super-heavy mosquito infestation. In these
opening days of the new fiscal year, AFRC stepped to the forefront again with
another of its specialized missions, aerial spray. The 910th Airlift Wing, at
Youngstown, Ohio, is the only unit in the entire Air Force to provide this
critical mission for disease suppression, natural disaster relief, oil spill
dispersion, and invasive species management. In the aftermath of Hurricane
Floyd, the 910th's specially equipped C-130s logged over 100 hours of flying
time spraying 1.7 million acres in Virginia and North Carolina for mosquito
control. Again, a superhuman effort by a small number of Reserve crews
responding to the needs of their fellow countrymen.
FY 2000 also saw the
worst forest fires in US history. Within the Air Force Reserve, only one unit,
the 302nd Airlift Wing at Peterson Air Force Base, Colorado, is trained to
support the US Forest Service's fire fighting efforts with the
C-130 based Modular Airborne Fire Fighting System. This Last
year, the fires were so bad that the 302nd was called early in the season and
stayed until rain showers in September finally brought some relief.
From
the end of July to early September, 302nd crews flying two aircraft completed
154 sorties in California and Washington, dropping over 400,000 gallons of fire
retardant. The crews logged as many as eight sorties per day, going back for
load after load of retardant to attack critical points in front of the raging
fires. Their efforts have continued to pay off long after the fires died out, as
the retardant is also a fertilizer that promotes the rapid regrowth of the
fire-charred terrain, helping to prevent erosion as the land comes back to life.
An ongoing mission the Reserve is involved with which has an impact on
people's lives throughout the world is the transportation of humanitarian relief
goods under the auspices of the Denton Amendment Program. This program allows
DoD transportation assets to move humanitarian cargo for free on a
space-available basis. Through July (the latest figures available ??),In FY 2000
DoD the Air Force Reserve had moved over two 1.9 million pounds of Denton cargo,
in FY 2000, using Army, Navy, Air Force, and other DoD assetsflying 122
missions. Of this, fully one third was accomplished by the Air Force Reserve.
AFRC is the top supporter of the Denton program year after year. It provides
good training opportunities for our airlift crews while enabling them to make a
positive difference throughout the world.
Though the Expeditionary
Aerospace Force (EAF) was a completely new concept for the Air Force, the Air
Force Reserve's tradition of training to be a deployable force allowed a
relatively seamless transition to the EAF and its force projection packages, the
Aerospace Expeditionary Forces (AEFs). However, Reserve deployments in the past
primarily involved aircrew members and maintenance support personnel, so it was
an adjustment for some Expeditionary Combat Support (ECS) personnel such as
security forces, civil engineering and services. The transition was not without
its growing pains, but after the first few rotations, predictability and
timeliness of requirements had vastly improved, transportation was much more
efficient, and working relationships between AFRC and the various active duty
organizations involved in the AEF process had greatly matured.
Despitesome the initial growing pains challenges, AFRC's transition to
AEF support must be considered a success by any measure. The command more than
met its initial requirements in aviation operations, and support from the ECS
side was notable regardless of the problems they faced. The exceptionally strong
participation by AFRC security forces was outstanding, and greatly relieved the
high deployment stress of their active duty brethren. Overall, more than 14,000
Reservists deployed in support of the AEFs by the end of cycle 1, a testament to
the readiness, patriotism, and proud professionalism of the Air Force Reserve.
I would be remiss if I didn't mention the outstanding support from our
more than 12,500 Individual Mobilization Augmentees (IMAs). Found in nearly
every career field, IMAs augment active duty manning by filling wartime surge
and national security requirements. Due to sustained high OPTEMPO, active
component Air Force intelligence relies heavily upon ARC intelligence personnel
to meet peacetime, surge and wartime requirements. This intelligence force
provides approximately 40 percent of the overall Air Force intelligence
capability. IMAs in Air Force Material Command performed more than 530 projects,
ranging from humanitarian services to highly technical resolutions for major
support challenges. As with all our reservists, IMAs continue to proudly and
professionally meet the challenges of integrating seamless support.
RECRUITING AND RETENTION
While some progress has been made in
recruiting and retention, my principal concern today remains attracting and
retaining high quality people in an increasingly competitive economic
environment. The additional recruiting funding we received last year was
sincerely welcomed and we are grateful for your support. In spite of having the
highest accessing accession rate of nearly 9,500 personnel, which is our highest
number of accessions since FY 1995, we missed our recruiting goal by 14 percent
in FY 2000. However, our production recruiters continue to lead the Department
of Defense in annual accessions per production recruiter with an average of over
38 accessions in FY 2000. Equally important to Air Force Reserve Command's
ability to meet the requirements being levied on us is family and employer
support. Their sacrifice and continual support make it possible for our members
to carry out their duties in such a spectacular manner.
Recruiting
Historically, the Air Force Reserve accession mix has been between 80 -
90 percent prior service, with 60 75 percent of those drawn from active duty Air
Force. High prior service accession rates have contributed to making us one of
the most experienced reserve forces in the world. Moreover, we have found that
prior service personnel are more likely to be retained until the 20-year point
or longer, making the force more stable. In the past, we recruited heavily from
trained personnel leaving active duty during the force drawdown and we are
currently accessing more than 21 percent of the active duty Air Force
recruitable separatee market. , the highest rate ever ??. However, the end of
the active duty drawdown demands new recruiting strategies and expectations. By
FY 2001, active duty accessibles (those eligible to join the Air Force Reserve)
equaled less than one-third of those who left active duty in the early 1990s. If
we cannot maintain high accession levels in the prior service market, we'll be
forced to increase our non-prior service (NPS) accessions to meet manning needs.
As it is, NPS accessions required to meet our recruiting goal may soon
quadruple, from less than 1,000 in the early to mid-90s to more than 4,000 in
the outyears. As college enrollment and funding opportunities increase, the
declining tendency to enlist in the military, a smaller prior service pool as
well as the decrease in propensity to affiliate after leaving active service,
our reserve recruiters will continue to find innovative ways to reach the NPS
market.
Yet, we're making positive in-roads with the NPS market. We
believe there are many outstanding young people across America who want to serve
their country, but they prefer to do it from home and on a part-time basis.
These are the people we are after, especially the ones who are attending
college, either full or part-time. To help us attract these candidates and
retain our current members, we profess the value of the Selected Reserve
Montgomery G.I. Bill (SR-MGIB) that pays up to $9,468 in total benefits. The
SR-MGIB is non-contributory on the part of the reservist, and to be eligible,
members must agree to a 6-year enlistment. As an added bonus, applicants who
enlist in selected career fields that are in short supply can qualify for the
SR- MGIB Kicker that pays up to an additional $350 per month. Our NPS numbers
are steadily climbing and we're pleased with the progress we're making here. On
another front, we're asking all our people to become ambassadors for the Air
Force Reserve. Officially, we call it the "Get One Program," and this initiative
recognizes reservists who are successful in referring potential applicants to
speak with one of our Air Force Reserve recruiters. Studies have repeatedly
shown that most people who join the military already know someone who is a
member and has good things to say about their experiences.
As of 1 June
2001 we are exceeding our FY 2001 recruiting goal and are hopeful that we will
achieve our goal of 10,064 despite the earlier mentioned barriers. We need to
increase our recruiting efforts and refocus our advertising to compete. In FY
1999, we increased our recruiting budget to $5.4M and our advertising budget to
$8.7M. We have increased our recruiting staff by nearly 10 percent, adding 30
recruiters to help bring our numbers up. Congress has been very responsive in
helping us with additional recruiters and funds to do this. Together, these
initiatives should help us turn the tide.
Retention
While we
continue to meet our overall command retention goal of 82 percent%, the strong
economy has had a significant impact on our ability to retain personnel
-particularly in critical skills. The unpredictable (note: may or may not be
true, but too political to state) economyThe economy will undoubtedly continue
to challenge us in attracting and retaining the skilled professionals we need,
so we must find new ways to strengthen our retention rates, particularly for
full-time pilots and first second term enlisted personnel (note: I think our 6
to 10 year enlisted is a problem). While overall officer retention rates are
healthy, the current pilot retention rates do not reflect the projected
escalating attrition rates that will challenge all Air Force components.
Historically, pilots stayed until retirement, but recent indicators reveal an
increase in the number of Air Reserve Technician pilots who are leaving early.
As with the active component, increased hiring by major airlines, high OPTEMPO
and perceptions of better civilian pay and working conditions are the reasons
for leaving. The USAFR predicts a pilot shortfall of 325419 (note: check, I
believe current shortfall is 200) by for FY 2002 based on a 35 percent Active
Duty pilot capture rate. A Rated Management Task Force has been formed to study
this issue and develop a Total Force approach to solve it. We hope that some of
the pay incentives, as well as other enhancements such as improvements in
scheduling predictability that the EAF provides, an increased use of
telecommuting to better manage ancillary training requirements, protection of
current benefits and increased parity of benefits will help us solve this
problem.
These initiatives should have an equally positive effect on
retention of our first term airmen. Our retention rate in this category remained
equal to our FY 1999 rate this past year, probably due to OPTEMPO concerns. We
believe our plan to relieve some of the turbulence associated with OPTEMPO
should turn the trend upward. In the future, we will continue to focus on
achieving an equitable parity of pay and benefits, as well as some other
important initiatives.
In sum, the matter of recruiting and retention is
the issue of greatest concern to me, and we are taking positive steps to fix
this situation as I lead the Air Force Reserve into in this new millenium.
OPTEMPO AND READINESS
As full participants in the Total Air
Force, our readiness remains good overall, and we are part of nearly every Air
Force mission. One of the keys to our success is the leverage inherent in a
fully trained and accessible force waiting on call. In reality, today's global
situation dictates that we serve as a peacetime augmentation force as well as a
ready, wartime force.
Readiness
The current Reserve Component
force structure is of sufficient size and composition to meet the wartime
requirements identified by the Bottom-Up and Quadrennial Defense Reviews.
Reserve missions and roles have expanded, despite decreasing end strength. We
are trained and resourced to meet our part of the National Military Strategy and
currently are programmed with enough forces to help prosecute two major theater
wars. Air Force Reserve units maintain readiness levels on par with active duty
units. More than 95% percent of Air Force Reserve units are currently combat
ready, closely paralleling our active force. Reserve units have comparable
equipment in quantities proportional to their active duty counterparts and
participate in day-to-day operations, exercises, and training. In addition,
Reserve units train to active duty standards and receive regular inspections
from their gaining major commands. Historically, during operational readiness
inspections, 100 percent% of the inspected Reserve units received satisfactory
or higher ratings, with most of these units rated as outstanding or excellent.
Accessibility & Volunteerism
Volunteerism remains our
mainstay. The Air Force Reserve and Air Force lead the way in providing
responsive Reserve forces to meet service and national needs. In the Persian
Gulf and Haiti, as well as on-going operations in Turkey, Bosnia, Southwest
Asia, the Caribbean and Central and South America, the Air Force Reserve
responds to all requests for additional forces with volunteers only. And, while
the 1999 Presidential Recall activated more than 1500 approximately 1400
Reservists, hundreds more volunteered as well.
The Air Force Reserve
remains on the leading edge of volunteer participation for peacetime operations,
as demonstrated by the implementation of the Expeditionary Aerospace Force
(EAF). By using volunteers, we minimize potentially adverse impact on readiness
and training, recruiting, and retention. Long range Aerospace Expeditionary
Force (AEF) scheduling allows our personnel to plan well ahead and to volunteer
for deployments that best fit their schedules, permitting better management of
PERSTEMPO. Reserve resources integrate with those of the Air National Guard and
the active Air Force to provide maximum capability for our AEFs.
Of
concern is the impact of OPTEMPO on our Reserve families. Between EAF, other
operations, exercises, and required inspections, participation rates continue to
rise steadily each year. The Reserve set a record pace for OPTEMPO in 1999 as a
result of Operation ALLIED FORCE. Then, an average of nearly 3,000 Reservists
deployed overseas each month and worked more than 712,000 Military Personnel
Appropriation (MPA) mandays, the highest number since Desert Storm. In FY 2000,
our average number of personnel deployed overseas averaged nearly 1,700 per
month. and we continue at this same pace in FY 2001 We began FY 2001 at a lower
number but grew to over 2,000 deployed in March. This total does not include the
number of Reserve Personnel Appropriation mandays and other training days that
also were worked. There can be no doubt that the days of the "weekend warrior"
are long gone.
This level of participation provides unique challenges
for the Air Force Reserve. Aircrew members are participating an average of 125
days per year, with some weapons systems averaging even higher. Unit personnel
average about 90 days and Individual Mobilization Augmentees (IMAs) average 69
days per year. This is in addition to their civilian jobs and comes at a time
when the economy is supporting near full employment.
Approaching limits
Our force is leaning forward to meet each new tasking as it occurs, but
this is not without cost. While we have received few complaints from our
Reservists' employers, our people tell us that their bosses have started to
question their participation. Our solution is to provide as much notice as
possible of impending deployments as well as to educate our employers about the
importance of their Reservists' contributions. We strengthen our partnership
with civilian employers in several ways. We foster two-way communication between
Reservists and their employers, sponsor Employers' Days and support Employer
Support of the Guard and Reserve (ESGR) Bosslifts, all of which give civilian
employers the opportunity to see what their Reservist does when he or she is
away from work. We also have vigorously pursued feedback from employers and they
have expressed an interest in monetary relief. We strongly support efforts to
recognize the sacrifices of employers of members of the Ready Reserve and
National Guard. As long as we have the backing of our Reservists' employers, we
anticipate being able to continue to meet future requirements with volunteers.
But we must continue to be able to manage the rotation of our forces and the
length of their deployments.
The Air Force Reserve is also aggressively
pursuing ways to better leverage the time of Air Force Reservists. We are
building a telecommuting program, restructuring our inspections program and
reviewing ancillary training requirements. Finally, we continue to pursue the
quality of life issues that are key to our people. As noted earlier, our focus
is on entitlements, improved lodging facilities, family services, reducing
personnel turbulence and parity of benefits, regardless of length of orders.
Reserve Health Care Reform
While pay is only one reason people
join the Reserve, there is more involved in their decision to stay than just
money. A number of intangibles are part of the total decision process, most of
which are characterized as quality of life issues. Advances in Reserve quality
of life are in no small part the result of congressional interest. A number of
recent initiatives have lightened the burden a Reservist carries. In 1999,
medical care for members who are injured while on inactive duty was clarified
and extended in the FY 2000 bill, dental plans were expanded and the Secretary
of Defense was given the authority to waive Tricare deductibles for dependents
of members called to active duty for less than one year. The positive effect
these measures have had on the USAFR is enormous. It provides peace of mind to
our members to know that they and their families will have access to health care
when they need it most.
This past year demonstrated that the health care
provided for our Reservists has cleared some major hurdles, but still has a few
to go. I know that health issues have been the subject of several hearings this
year. We appreciate the Congress' continued interest in the welfare of our
members.
MODERNIZATION For the past 30 years
the C-141 has been the backbone of mobility operations for the United States
military in peacetime and in conflict. In the very near future the C-141 will be
retired from the Active Duty Air Force. However, the Air Force Reserve continues
the proud heritage of this mobility workhorse. AFRC crews will continue to fly
the C-141 through FY06. It is crucial that we remain focused on flying this
mission safely and proficiently until follow on missions are found.
With
the release of the Mobility Requirements Study 05 (MRS-05), it is still
uncertain as to follow-on missions for our C-141 personnel. Replacement missions
must be more than the insertion of another airframe. They must be a viable
mission that includes modernized equipment. I will continue to push for
modernization initiatives to keep AFRC the "go to" organization
when conflicts arise.
One of the most challenging
modernization issues concerns our unit-equipped KC-135s. Five
of our seven air refueling squadrons are equipped with the KC-135R, while the
remaining two squadrons are equipped with KC-135Es. The KC-135E, commonly
referred to as the E-model, has engines that were recovered from retiring
airliners. This conversion which was accomplished in the early- to mid-1980s was
intended as an interim solution to provide some improvement in capability while
awaiting the far more costly conversion to the R-model with its new high bypass
turbofan engines and other system modifications. We continue to look for support
to convert modernize our remaining KC-135 E fleet.
As AFRC moves into
the future and we analyze our interoperability with the Active Component (AC), a
key issue is our ability to work within the AC structure while providing like
capability. AFRC has 127 C-130s including the E, H, J and the N/P models. Air
Mobility Command, as the lead command for
C-130 modernization,
has published a "Road Map" detailing the fleet
modernization
schedule. Near term
modernization specifics for the AFRC
C-130 fleet are additional removable cockpit armor sets for
deploying aircraft, traffic alert and collision avoidance systems, and autopilot
replacements. These modifications target aircrew safety and survivability.
Future plans look to include forward-looking infrared for the HC-130 fleet.
In order to fly productive and effective missions as part of the Total
Force, the theater CINC requires aircraft equipped with a core combat
capability. We call this core capability the Combat Quadrangle. The quadrangle's
sides represent our four focus areas: 24 Hour Operation Capability, Combat
Identification Capability, Precision Attack Capability, and High Threat
Survivability. All of these core capabilities are required to maintain combat
compatibility with the active forces before the theater CINC will allow ARC AFRC
participation in theater. With shrinking budgets and reduced active duty force
structure, the Air Reserve Components face a challenging goal. Reserve aircraft
are poised to make significant progress in the near future. For example, Air
Combat Command (ACC) is upgrading the F-16 Block 25/30/32 in all four core areas
with Night Vision Imaging System (NVIS), Situational Awareness Data Link (SADL),
smart weapons, and the ALE-50
The A-10s are also poised to make progress
in satisfying the core capabilities of the combat quadrangle. ACC is upgrading
the A-10 with much-needed new Attitude Indicators for safety of flight concerns.
The most promising development is the revamped precision engagement program that
will incorporate SADL, targeting pods, and smart weapons capability by 2006.
The 403rd Wing at Keesler Air Force BaseFB, Mississippi, oversees both
the WC (Weather Reconnaissance) and "Slick" J-model conversions for the Air
Force Reserve Command. Once conversion is complete, the 53rd Weather
Reconnaissance Squadron will consist of 10 WC-130J models and the 815th Tactical
Airlift Squadron is scheduled to have 8
C-130Js. Presently,
there are four WC-130J models at Keesler undergoing Qualification Test and
Evaluation (QT&E). All 10 of the WC-130J aircraft were to be at Keesler in
the first quarter of FY 2001. D, but discrepancies discovered during the
QT&E are delaying AFRC's acceptance of the aircraft from the manufacturer.
AFRC is working with the manufacturer to resolve the QT&E recognized
deficiencies.
The acquisition of the LITENING II targeting pod this past
spring marked the greatest jump in combat capability for AFRC F-16s in years. At
the conclusion of the Persian Gulf War, it became apparent that the ability to
employ Precision Guided Munitions, specifically Laser Guided Bombs (LGB), would
be a requirement for involvement in future conflicts. Without this capability,
AFRC F- 16s took a backseat to other fighters that could employ LGBs. A joint
effort with the Air National Guard resulted in the fielding of a targeting pod
equivalent or better in all aspects to what active duty fighters were using.
Delivery of this targeting pod, LITENING II, began this past spring, just in
time to support an AFRC F-16 deployment to Operation Northern Watch in support
of AEF. -8/9(7/8 or 5/6? Would be in the Spring timeframe). LITENING II affords
the capability to employ LGBs effectively in both day and night operations, any
time at any place. This capability allows AFRC F-16s to fulfill any AEF tasking
requiring a self- designating targeting pod platform, providing needed relief
for heavily tasked active duty units. This acquisition has put AFRC F- 16s at
the leading edge of combat capability, second to none, and ready to deploy and
operate in any theater of operation.
In December 1981 the early 1980s as
an effort to address the readiness issues initiative to improve readiness for in
the Reserve Components, Congress provided funding through an appropriation
called the National Guard and Reserve Equipment Appropriation (NGREA). Public
laws and legislative language provided that this equipment appropriation would
be intended to enhance readiness and combat capability, and to resolve the
modernization issues of the reserve forces. The Air Force
Reserve Command quickly put it into use as the primary source for modernizing
its fleet of aircraft. It procured new weapon systems, miscellaneous and special
operations equipment. With NGREA, the AF Reserve AFRC. The AFRC was able to fix
many shortcomings in many operational aspects. However. However, several years
ago, the Department of Defense initiated a shift in the equipping philosophy by
encouraging the Services to be more responsive in funding the equipment needs of
its Reserve components. This requires the Air Force to be more cognizant in the
budget process by providing the necessary equipment and
modernization funding for the Reserve and Guard. As the
implementation of this initiative took place and NGREA levels declined as
planned (from as high as $362M in 1992 to as low as $5M in FY01).
With
potential elimination of NGREA,
modernization and relevant Air
Force Reserve mission capabilities and combat readiness remain top priorities in
a very tightly constrained fiscal environment.
NEW MISSIONS
New
missions picked up by AFRC this year support Air Force Material Command (AFMC)
with their Test Support and Depot Flight Test requirements. As Reserve Associate
programs, AFRC will provides personnel to man these two programs while the
aircraft and equipment will be owned by AFMC. The Test Support program at
Edwards Air Force BaseFB involves flight testing of new aircraft modifications
and equipment. The Depot Flight Test program involves the flight testing of
aircraft that are in the maintenance depots for periodic maintenance and
overhauls at Robins Air Force Base, Georgia. These are excellent missions for
the Air Force Reserve as they take advantage of the high experience levels
generally found with Reserve personnel. To date, AFRC has approximately 75
percent% of these new positions filled, and operations procedures and agreements
are still evolving, but we are looking forward to a long and successful Reserve
presence with these important test missions. Congressional support of these
mission transfers in the FY 2000 Defense Acts was instrumental in starting these
efforts successfully.
In another first, the Air Force Reserve became
active in the operational test process last year as well. The 403rd Wing at
Keesler AFB is working hand- in -hand with the Air Force Operational Test and
Evaluation Command and Air Mobility Command (AMC) as operational testing
required to bring the new
C-130J into the inventory continues.
The
C-130J has many improvements over the older variants of the
C-130. Updated engines provide greater power and fuel
efficiency and the modernized avionics are a great step forward for this
workhorse of our airlift fleet. Changes in the cabin area have also reduced the
time and effort involved in loading and unloading cargo. The 403rd Wing's 53rd
Weather Reconnaissance Squadron is also working with AMC's 33rd Flight Test
Squadron to complete operational testing on the Weather Reconnaissance version
of the
C-130J to replace their aging aircraft.
The
944th Fighter Wing, Luke Air Force Base, Arizona, is scheduled to transfer from
Air Combat Command to Air Education and Training Command (AETC) with student
training planned for July 2001. This conversion is the result of an identified
F-16 Formal Training Unit (FTU) shortfall that was addressed at the 1996 Aircrew
Management Summit. The unit will provide Total Force support for the active
duty, Air Force Reserve and Air National Guard that is needed to accomplish F-16
formal training requirements and satisfy the determined FTU shortage.
AETC undertook a study to assess the feasibility of Air Reserve
Component Formal Training Unit associate units and approved a program at Corona
Top in June 1999. This concept made more active duty fighter pilots available
for operational assignments while retaining an experienced Reserve Instructor
Pilot cadre to train students in the F-16. Activated in January 2000, the 301st
Fighter Squadron operates under the integrated associate concept which requires
a manpower and administrative commitment from the USAFR while flying hour,
aircraft and facilities are provided by the active duty.
The 94th
Airlift Wing (AW) at Dobbins ARB, Georgia transferred from Air Mobility Command
to Air Education Training Command in October 1999. The unit converted from a
Combat Support coded mission to a Training coded mission. It was determined that
the Air Force needed additional
C-130 FTU capability and AFRC
could provide that support. With a significant portion of the tactical airlift
mission in the Air Reserve Components, the additional schoolhouse-basing
requirement was necessary. The unit will conducts comprehensive
C-130 training for both the H-2 and H-3 models and is already
producing students. With an FY 2003 production goal of 72 pilots, the 94th AW
will also train navigators and flight engineers, all to augment the Total Force.
In FY 2000, Air Force Reservists joined the 414th Combat Training
Squadron, the "Aggressors," as associate members. The program established a
Reserve associate organization collocated with the elite 57th Wing at Nellis Air
Force Base, Nevada. The Aggressors provide expert simulation of potential threat
systems and tactics during the advanced composite force training conducted on
the Nellis ranges over Southern Nevada. The most notable of these exercises is
the world-renown Red Flag. The objective of adding reserve personnel is to
retain corporate knowledge pertaining to adversary threat and operational
expertise in the Aggressors. Additionally, it allows the Aggressors to select
from an expanded resource pool to enhance the training received by the Combat
Air Force.
Two USAFR full time enlisted positions were established with
the Thunderbird Demonstration Team at Nellis in FY 2001. These individuals
perform aircraft maintenance duties of Crew Chief and Aircraft Specialist. This
mission is considered associate in nature as the reserve personnel are assigned
to the Thunderbirds and integrated within the unit.
Today's Air Force
Reserve Space Program is an operationally integrated space force that will
continue to grow in a robust, highly technical environment. The Air Force
Reserve 310th Space Group is the first Air Force Reserve organization totally
dedicated to leveraging Air Force Reserve talent to space operations. They will
continue to meet the challenge of providing leadership and a vision of future
Air Force Reserve space operations involvement.
FINAL THOUGHTS
Today's Air Force Reserve Space Program is an operationally integrated
space force that will continue to grow in a robust, highly technical
environment. The Air Force Reserve 310th Space Group is the first Air Force
Reserve organization totally dedicated to leveraging Air Force Reserve talent to
space operations. They will continue to meet the challenge of providing
leadership and a vision of future Air Force Reserve space operations
involvement.
I would be remiss if I didn't mention the outstanding
support from our more than 12,000 12,500 Individual Mobilization Augmentees
(IMAs). Found in nearly every career field, IMAs augment active duty manning by
filling wartime surge and national security requirements. Due to sustained high
OPTEMPO, active component Air Force intelligence relies heavily upon ARC
intelligence personnel to meet peacetime, surge and wartime requirements. This
intelligence force provides approximately 40 percent of the overall Air Force
intelligence capability. IMAs in Air Force Material Command performed more than
530 projects, ranging from humanitarian services to highly technical resolutions
for major support challenges. As with all our reservists, IMAs continue to
proudly and professionally meet the challenges of integrating seamless support.
I cannot say enough about the outstanding young men and women assigned
to Air Force Reserve Command. It is these hardworking, professional and
patriotic individuals who are the heart and soul of the command. Our
accomplishments during this past year are the accomplishments of everyday
Americans who are proud to serve.
Equally important to Air Force Reserve
Command's ability to meet the requirements being levied on us is family and
employer support. Their sacrifice and continual support make it possible for our
members to carry out their duties in such a spectacular manner.
Mr.
Chairman, in summary, thanks to the cooperative efforts of the Administration
and Congress this past year -- we are on the right track. The Air Force is a
recognized benchmark for the integration of its active, Reserve and Guard
forces. Strengths gained from a strong partnership between the active and
reserve components include the experience and civilian skills of its citizen
airmen, deep community roots and local focus, quick mission accessibility and a
diverse force structure. Furthermore, the Air Reserve Components give the Air
Force the means to retain highly skilled individuals as they leave active duty,
a valuable option in this economy.
People are our most important asset.
In an effort to retain our best and brightest, we need to reward our people
through compensation and promotion and ensure they know their efforts are
appreciated. We need to look after their families while they are deployed and
reach out to their employers with our thanks for their support. We need to
ensure that there is open dialogue among the troops and from the troops to me to
make sure that we're doing our job the best that it can be done. More than ever,
we need to continue to partner with you to ensure we maintain the strongest air
force in the world.
In summary, Air Force Reserve Command is committed
to meeting our people, readiness and
modernization challenges,
so we remain a fully integrated partner with the Air Force. Reservists with the
support of their families and civilian employers enable AFRC to be fully combat
capable and meet its worldwide commitments.
Mr. Chairman, I appreciate
thank you and your committee once again for your assistance in making us part of
the worlds best Air Force, the USAF. I appreciate the opportunity to meet with
the committee today to share my views with you and I look forward to answering
any questions that you might have for me.
LOAD-DATE: July 23, 2001