Copyright 2001 Federal News Service, Inc. Federal News Service
July 11, 2001, Wednesday
SECTION: PREPARED TESTIMONY
LENGTH: 21753 words
HEADLINE:
PREPARED TESTIMONY OF THE HONORABLE JAMES G. ROCHE SECRETARY OF THE AIR FORCE
AND GENERAL MICHAEL E. RYAN CHIEF OF STAFF, UNITED STATES AIR FORCE
BEFORE THE HOUSE ARMED SERVICES COMMITTEE
BODY: Mr. Chairman and members of the
committee, the Air Force has and will continue to focus on aggressive
transformation to the extent our budget allows. This Fiscal Year 2002 budget
shores up some of our most critical people and readiness concerns and allows us
to remain the world's most respected aerospace force.
During the last 100 years, U.S. air and space competence has
revolutionized the conduct of warfare, providing near-instantaneous global
reconnaissance and strike capability across the full spectrum of engagement,
from combat operations to humanitarian aid. This competence has contributed to
our ability to deter wars, as well as our ability to win them. However, in this
century, we find that rogue nations, the proliferation of weapons of mass
destruction, and the rapid spread of information technology, have the potential
to threaten our national interests. This changing security environment presents
us with both unique challenges and opportunities. The Department of Defense is
in the midst of numerous studies and analyses--the results of which will
undoubtedly influence our future aerospace strategy. We must develop a force
structure that, when teamed in joint or combined operations, will be effective
in maintaining the peace and preserving freedom. We must also deepen and enrich
the bonds of trust with the men and women who serve in the Air Force in order to
attract and retain the very best individuals. We must continue to reform our
policies, practices, and processes to make our Service more effective and
efficient. Finally, we must pay special attention to the shrinking industrial
base and evaluate ways to improve our current acquisition processes to ensure
innovative future capabilities for the Nation.
We
respectfully submit this testimony to recount our accomplishments during the
past year and outline our plans for the future. Without the steadfast support of
the President and Congress, our past successes would not have been possible.
With your continuing support, we will build upon those successes.
Air Force Posture Statement
OVERVIEW
As we transition to the new century,
even the new millennium, we will use this posture statement to reflect on what
the Air Force accomplished during 2000, where we want to go in the future, and
how we plan to get there.
We're a service emerging from
a decade of continuous transformation. During this period, we have molded and
transformed aerospace power into a crucial component of joint operations. We
defined ourselves with "integrity first, service before self, and excellence in
all we do" and developed ourselves to be "fast, flexible, and decisive."
It was also a time that took a heavy toll on our people
and our systems. Therefore, we are developing new initiatives in our People,
Readiness, and Modernization programs. If we are to continue to protect
America's interests with aerospace power, we must implement these
initiatives.
People
The state
of the economy has exerted considerable pressure on our ability to retain and
recruit the right people. Frankly, it is difficult to compete with the financial
compensation available in the private sector. Consequently, taking care of our
people is our top priority. Taking care of people starts with their professional
lives, so that they are satisfied with the work they do and know they're
accomplishing something important. It also, of course, means providing them
attractive compensation, benefits, housing, and facilities that show we value
their efforts and care about their families. Readiness
Our dominance of the full spectrum of operations tends to overshadow
what has happened to our readiness. Responding across this full spectrum of
operations necessitates we have a certain number of units ready to deploy in the
first thirty days of conflict. This is the basis of our readiness requirement of
92%. Since 1996, our worldwide combat force readiness rates have decreased 23
percentage points to a rate of 68% in April 2001. Furthermore, our overall Air
Force readiness is lower than any time since June 1987. We are capable of
winning today; however, we are concerned about these trends in readiness
indicators. A major factor in the decline is the increasing age of our aircraft.
For example, our flying hours have remained relatively constant over the past
five years, but their cost has increased by over 45% after inflation. Older
aircraft are simply more difficult to maintain as mechanical failures become
less predictable, repairs become more complicated, and parts become harder to
come by and more expensive. But, even with these contributing factors, we had
the best year in our history for aviation safety, a clear measure of our
people's professionalism.
Modernization
Today, the average age of our aircraft is almost 22 years old. Even if
we execute every modernization program on our books -- which amounts to
procuring about 100 aircraft per year in the near future -- our aircraft average
age continues to rise, reaching nearly 30 years old by 2020. In order to level
off this increasing trend, we would have to procure about 150 aircraft per year.
To actually reduce the average age of our aircraft,we would need to procure
at>out 170 aircraft per year. Similarly, where as industry replaces or
totally renovates their facilities on a 50-year cycle, competing priorities have
resulted in a 150-year facilities recapitalization rate. We are in a position
where we can only address the most urgent repair issues, while our backlog of
real property maintenance continues to grow. We are working to slow down the
aging of our fleet and infrastructure, but the climbing costs of operations and
maintenance, as well as competing modernization effectiveness goals, continue to
prevent that from happening. Consequently, we do not have the procurement
funding to recapitalize our fleet and facilities to the extent that we would
like.
However, even with these challenges, we have
molded and transformed aerospace power into a crucial component of joint
operations. Because of this, we have expanded our vision for the future. Our new
Vision 2020 -- Global Vigilance, Reach and Power captures the philosophy that
transformed us into a "force of choice" for rapid expeditionary operations. Our
strategic plan institutionalizes this vision by linking the capabilities we need
in the future with what we do best -- our core competencies.
CORE COMPETENCIES
Aerospace Superiority- The
ability to control what moves through air and space...ensures freedom of action.
Information Superiority. The ability to control and exploit information to our
nation's advantage...ensures decision dominance.
Global
Attack- The ability to engage adversary targets anywhere, anytime...
anytime...
holds any adversary at
risk.
Precision Engagement- The ability to deliver
desired effects with minimal risk and collateral damage...denies the enemy
sanctuary.
Rapid Global Mobility- The ability to
rapidly position forces anywhere in the world...ensures unprecedented
responsiveness.
Agile Combat Support- The ability to
sustain flexible and efficient combat operations...is the foundation of
success.
Nothing illustrates our culture of
transformation better than the Expeditionary Aerospace Force -- the "EAF." In
October 1999, the heavy demand for aerospace power drove us to restructure our
forces so we could inject some stability and predictability into the lives of
our people. By December 2000, we had completed the first full rotation cycle of
the EAF. In the span of less than two years, we succeeded in restructuring
ourselves into a more sustainable, flexible, and responsive force. We now give
the Commanders in-Chief (CINC) expeditionary aerospace packages that are
tailored and trained-to-task to meet their full mission requirements.
In 2000, we were involved in the full spectrum of
operations -- from famines, fires, and hurricanes to major contingency
operations. Yet, the diversity of these missions didn't stifle us; it stimulated
our creativity. We're already light and lean, so now we're pushing the envelope
with technologies that will revolutionize the way we deliver aerospace power for
the nation. We are developing directed energy weapons capable of effects at the
speed of light; unmanned aerial vehicles that reduce the risk to our people
while giving us greater capability at a lower cost; space technologies that
radically increase the effectiveness of our aerospace operations; and aircraft
like the F-22 that are more survivable and lethal than our current fighters. We
don't wait until we're forced to improve -- innovation and adaptation are our
heritage.
Our creativity also extends to how we conduct
business inside our organization. We are realizing significant cost efficiencies
by benchmarking the best in commercial and government business practices and
adapting them to our unique environment. We are leveraging technology by
integrating our people, operations, and oversight into a globally-connected,
enterprise-wide, and secure information network. We are conducting manpower and
program competitions to take advantage of the best opportunities for outsourcing
and privatization. And we're improving the way we plan, program, acquire, and
protect our air, space, and information systems. Our reinvention teams have
saved more than $30 billion during the last decade. Of course better business
practices aren't a choice; they're necessary to maximize the returns on our
nation's investment.
This posture statement will give
you a good idea about where we've been, where we're going, and what's necessary
to remain the world's best aerospace force. Aerospace power is America's
asymmetric advantage, and we're determined to make sure America keeps it.ERICA'S
AIR FORCE IN 2000
In 2000, we participated in the full
spectrum of military operations -- from deterrence and combat contingency
operations to humanitarian aid and disaster assistance. Across this spectrum, it
was Global Vigilance, Reach, and Power that was essential for assuring U.S.
national security and international stability. We provided global vigilance
using our intelligence, surveillance, and reconnaissance (ISR) assets; force
protection measures; and deterrence missions. Our mobility assets and
prepositioned munitions contributed to our global reach. Finally, we displayed
global power in Iraq and the Balkans with our unmatched capability to create
precise military effects when called upon or threatened. These three facets of
aerospace power are interdependent, collectively providing rapid aerospace
dominance for America. Perhaps most importantly, all these accomplishments were
against the backdrop of a pivotal transformation in the way we structure our
forces to support expeditionary operations.
This
chapter will describe these efforts during the past year.The Expeditionary
Aerospace Force
This year we completed our
organizational transformation to an Expeditionary Aerospace Force -- the EAF --
a groundbreaking approach to organizing aerospace capability. Given the demand
for aerospace forces over the past 10 years, we designed a capability-based
force structure to ensure that on-call, rotational forces can effectively meet
both our steady-state and "pop-up" commitments, while giving our people more
predictability and stability in their deployment schedules. We began
implementing the initiative in October 1999, and successfully completed the
first full rotation of our ten Aerospace Expeditionary Forces -- the AEFs -- in
December 2000.
The EAF includes both deployable and
non-deployable warfighting and support forces. Our deployable AEFs are 10
packages of aerospace power. They provide us with the rotational base required
to conduct multiple, concurrent small-scale contingencies, immediate crises, and
"pop-up" engagements. These AEFs must be fully resourced to provide the full
spectrum of aerospace power capabilities required by the warfighting CINCs. Our
AEF Prime forces include those operational capabilities not organically assigned
to the AEFs. They comprise our nuclear alert, regional command and control, and
space operation forces, without which we could not meet our steady-state and
contingency commitments. The AEFs are deployed and sustained by a robust
mobility force called EAF Mobility. EAF Mobility is the nation's fastest system
to transport the most urgent cargo, from troops and equipment to humanitarian
aid. Underlying the AEFs, AEF Prime, and EAF Mobility is EAF Foundation -- the
acquisition, medical, depot, training, and infrastructure resources needed to
keep the other parts of the EAF operating.The EAF offers predictability for
commanders to reconstitute, train, and organize their assigned forces to better
meet their upcoming contingency requirements. Two AEFs are on-call every 3
months within the full-rotation period of 15 months.
Additionally, two Aerospace Expeditionary Wings (AEW) supplement these
AEFs, alternating on-call duties every 120 days for "pop-up" conflicts. Two AEFs
and one AEW represent about 20% of our combat forces, which equates to the
maximum commitment the Air Force can maintain indefinitely without adversely
impacting training or readiness. If tasked beyond this level, we would conduct
surge operations as required. Upon completion of large-scale operations, the EAF
would then reconstitute before beginning a new rotational cycle. From now on, we
will use the EAF to provide Joint Force Commanders trained-to-task,
capability-based packages to meet their specific requirements.
AEFs offer many operational advantages:
- An
AEF is fast -- our goal is to deploy one AEF, or about 120 aircraft and 10,000
airmen, within 48 hours, and we strive to provide up to 5 AEFs in 15 days.
- An AEF is light and lean -- our global command and
control infrastructure allows high-fidelity operational support in near real-
time from the continental U.S. This enables a "reachback" capability that helps
minimize the deployment of supporting equipment and personnel and simplifies
force protection.
- An AEF is lethal -- it is capable
of striking more than 200 targets per day.
- An AEF is
flexible -- we provide a tailored, trained-to-task, strategically relevant force
that rapidly projects power anywhere in the world.
Lessons learned from the first AEF rotation are improving the force's
expeditionary structure and concepts of operations. For example, our low
density/high demand (LD/HD) platforms, such as the Airborne Warning and Control
System (AWACS) and U-2 reconnaissance aircraft, have been strained by supporting
continuous operations deploying up to five times more frequently than other
forces. As a short-term remedy, we stood-up another AWACS squadron (without
procuring additional aircraft) to better align the squadrons with the AEF
rotation. For the long-term, instead of procuring more LD/HD platforms, we are
developing transformational solutions to perform these missions more
effectively, while providing more persistence over the target area. For example,
we are exploring the transition of the U-2 and other over-tasked ISR missions to
unmanned aerial vehicles (UAVs), common wide-body (multi-radar) aircraft, and/or
space-based assets. These future capabilities should arrest some of the
operations tempo issues facing our most critical LD/H assets.
The success of the EAF depends on the vital contributions of all the
components of the Total Force -- active, Guard, Reserve, civilians, and
contractors. The stability of the 15-month cycle has allowed the Air Force
Reserve and Air National Guard to meet (or even exceed) their programmed 10%
tasking to the EAF. Our reserve components currently provide the EAF about 7% of
its expeditionary combat support, 20% of its combat forces, 33% of its air
refueling assets, and 44% of its intratheater airlift. Aerospace Operations
Aerospace power can bring a rapid halt to human suffering
or attacking forces. Our presence in struggling regions of the world, like East
Timor and Mozambique, brings help where it is needed, builds goodwill, improves
international relations, and provides valuable real-world training.
Alternatively, we can create military effects against our adversaries, like we
have done in the Balkans and Southwest Asia.
Our
aerospace forces have the flexibility and agility for simultaneous engagement
across the full spectrum of military operations. We are prepared to maintain
regional stability, protect national interests, and help win America's wars
whenever called. The following are a few of the operations in which we
participated this year.
OPERATION STABILISE
When the province of East Timor attempted to break away
from Indonesia, the resulting conflict caused thousands of residents to flee
their homes. The U.N. relied on our airlift to deliver the manpower and supplies
to stabilize the region. Intertheater airlift, provided by C-5s, C-141s, and
C-17s, transported 1,580 Thai peacekeepers to the region. Intratheater C-130H
aircraft from Elmendorf AFB, Alaska, flew over 600 hours transporting more than
1,800 personnel and 1,250 tons of combat support equipment and humanitarian aid
to Dili and Komorro in East Timor.
OPERATION ATLAS
RESPONSE
In March 2000, flooding devastated Mozambique,
driving hundreds of thousands of people from their homes. We responded as part
of Joint Task Force ATLAS RESPONSE, flying more than 600 sorties that delivered
970 tons of crucial supplies. Crews flying C-130s and C-17s transported nearly
2,000 non-governmental relief workers to Maputo, Mozambique's capital city, and
Beira, the country's second largest city. Rescue and special operations crews
played a key role ensuring supplies were distributed properly.
BALKAN OPERATIONS
In 2000, we conducted 16%,
or about 2,000 of the 12,000 combat sorties flown in the Balkans in support of
the Kosovo Forces (KFOR) and Stabilization Forces (SFOR). Yet this statistic
significantly understates our contribution to these Balkan operations. Our
fighter, tanker, command and control (C2), ISR, and airlift aircraft; C2
facilities; combat search and rescue forces; special operations units; UAVs; and
space-based resources were indispensable to the performance of all joint and
coalition operations.
UNITED STATES WILDFIRE RELIEF
Our people played a pivotal role fighting the worst
wildfires to ravage the western United States in 50 years. In 48 airlift
missions, we transported 330 tons of cargo and over 5,900 Army, Marine, and
civilian firefighters to Idaho, Montana, and California. Three Air National
Guard and one Reserve C-130 aircraft, equipped with the
Modular Airborne Fire Fighting System (MAFFS), flew 870 missions and dropped
almost 2.3 million gallons of fire suppressant across 19 states within a
six-month period.
SOUTHWEST ASIAN OPERATIONS
During 2000, we maintained a continuous presence of 8,000
airmen in Southwest Asia in support of Operations NORTHERN WATCH and SOUTHERN
WATCH. Our aerospace superiority assets (including air, space, and information
systems) produced an environment that permitted more than 23,000 coalition
combat sorties without a single combat loss. Of these sorties, 63%, or 14,500,
were flown by the Air Force. We responded to Iraqi no-fly zone violations and
air defense threats with precision- guided munitions (PGMs), destroying a
significant portion of Iraq's anti-aircraft artillery systems, threat radars,
and command centers.
NORTHEAST ASIAN OPERATIONS
As the nation marks the 50th anniversary of the Korean
War, we continue to maintain a significant presence in South Korea and Japan,
and conduct joint and combined exercises with the host nations. COPE THUNDER,
executed in early 2000, provided realistic training for aircrews, operations and
logistics personnel, and selected C2 operators by exercising complex combat
operations across the Pacific Theater. We also participated in exercise ULCHI
FOCUS LENS, the world's largest annual joint and combined computer simulation
war game conducted with the Republic of Korea's national mobilization exercise
"ULCHI."
Deterrence America deters potential aggression
by maintaining the ability and resolve to use overwhelming force against any
adversary. We maintain this posture through our expeditionary, rapid global
mobility, nuclear, and space forces. The bomber, with its unique strengths of
flexible payload, global range, and in-flight retargeting or recall, is the
cornerstone of our conventional and nuclear force projection capability.
Additionally, the land-based intercontinental ballistic missile (ICBM) provides
a quick-reaction and highly reliable force with a mission capable rate above
99%.
Counter-Nuclear, Biological, Chemical
Operations
The potential use of weapons of mass
destruction (WMD) against America and its allies is one of the most complex
threats facing the DoD. Our balanced response to the proliferation of WMD, as
outlined in our recently completed Air Force Counter-Nuclear, Biological, and
Chemical (NBC) Operations Doctrine document, integrates the four pillars of
counterproliferation -- proliferation prevention, counterforce strategies,
active defense efforts, and passive defense measures. Proliferation prevention
restricts the spread of NBC weapons through political and diplomatic efforts,
such as export controls and treaty agreements, but may also include denial
operations when directed by the National Command Authorities. Counterforce
operations include attacking an adversary's NBC weapons and their associated
production, transportation, and storage facilities prior to their use. Active
defense focuses on intercepting conventional and unconventional NBC delivery
systems before they reach friendly forces. Finally, passive defense measures,
including force protection, protect our people from the effects of an NBC attack
and enable sustained aerospace combat operations.
Our
counter-NBC operational readiness initiative sets Air Force-wide standards for
readiness, identifies shortfalls, and develops capabilities to effectively cope
with NBC attacks. This initiative includes our recently developed counter-NBC
roadmap and chemical warfare concept of operations (CW CONOPS). The roadmap is
an innovative investment strategy that cuts across all facets of Air Force plans
and programs to increase counterproliferation visibility. The CW CONOPS,
developed by our Pacific forces, is a plan to help us maintain high-paced
operations during NBC attacks on air bases.
Force
Protection
Force protection comprises the activities
that prevent or mitigate hostile actions against our people and resources when
they are not directly engaged with the enemy. In 2000, our force protection
personnel made 41 vulnerability assessments that were used to improve our
physical security, the safeguarding of our food and water supplies, and our
ability to respond to WMD incidents both at home and abroad. We developed a
surface-to-air missile (SAM) footprint mapping capability, which couples
site-specific topography with the effective range of hand-held SAMs, to direct
security forces to probable threat locations. We have also instilled a force
protection mindset in our people by incorporating force protection into the
curriculum at all levels of professional military education and as part of
Warrior Week during basic training. Protecting our people remains a top priority
at all command levels.
Information Assurance and
Network Defense
Information assurance (IA) and computer
network defense are the strategy and means to deliver crucial information
securely to the warfighter. We are in a daily battle for information
superiority.
Our air tasking orders, flying schedules,
maintenance and logistics records, C2, and other operational functions are
carried over our networks, making them a key target for potential adversaries.
In 2000, we developed a plan to integrate operations, people, technology, and
oversight through an enterprise-wide, network-centric concept. This plan
includes operations and information protection; automated and dynamic detection
and response; consolidated situational awareness and decision support; and IA in
deployed and classified environments. For example, we monitor and evaluate
network anomalies detected by our automated security incident measurement system
(ASIMS). This system recognizes the latest hacking techniques to ensure early
warning of attempted penetrations into our systems.
Intelligence, Surveillance and Reconnaissance
Our air-breathing and space-based ISR assets combine to provide America
global vigilance by exploiting the high ground and actively monitoring the
entire globe for emerging threats and treaty compliance. They provide an
integrated capability to collect, process, and disseminate accurate and timely
information that allows our decision-makers to rapidly analyze and respond to
changing global conditions, and enables us to obtain and maintain decision
dominance. In 2000, our ISR assets monitored Iraqi compliance with U.N.
sanctions as part of Operations NORTHERN and SOUTHERN WATCH and were key to
providing critical real-time decision-making information to NATO leaders in the
Balkans.
Counter-Drug Operations
We are actively supporting the National Drug Control Strategy. Our
AWACS and other ISR assets, with tanker support, detect suspected drug
traffickers in the South American source zone and monitor their activities
through the Caribbean transit zone to their arrival and apprehension in the
United States. Air National Guard forces conduct the majority of our
counter-drug missions, employing an impressive variety of capabilities from
intelligence and airlift to ground-based radar and fighter interception. The
Guard's domestic counter-drug operations focused on state and federal law
enforcement support, interdiction, eradication, and drug demand reduction. The
Reserve was also an important participant, flying patrol missions, and providing
mobile training teams, intelligence, and linguists. In 2000, the Reserve
provided 68 personnel, flew 105 missions, and conducted 15 mobile training team
deployments in support of worldwide counter-drug operations.
Our civilian auxiliary, Civil Air Patrol (CAP), joined the nation's
counter-drug program in 1986, partnering directly with U.S. Customs and the Drug
Enforcement Administration. Since then it has flown thousands of hours a year in
support of counterdrug efforts. During 2000, the CAP efforts prevented
approximately $3 billion worth of narcotics from entering the U.S. -- a great
all-volunteer accomplishment. The active, Guard, Reserve, and CAP are crucial
partners in the nation's "war on drugs."
Security
Assistance
Cooperative foreign relationships are
crucial to building multinational coalitions, securing international access, and
sustaining our commercial defense industry. In 2000, we managed more than 3,800
contracts for sales of aircraft, spare parts, munitions, andtraining valued at
over $103 billion. These contracts included sales of over 240 F-16s to the
United Arab Emirates, Greece, Israel, and several other countries. Through the
foreign military sales and international military education and training
programs, we trained approximately 4,600 international students in warfighting
and professional military education.
Our international
armament cooperation program co-developed and fielded interoperable weapon
systems that effectively leveraged DoD resources by cost-sharing, employing
foreign technical expertise, and securing larger economies of scale (reducing
the cost per unit). Under this program, we have reached more than 360 agreements
with our allies and coalition partners involving research and development,
production, equipment loans, and scientific and technical information
exchanges.
Safety
The safety
of our people is a principal concern in all our operations. A combination of
increased funding for aircraft improvements and the use of operational risk
management yielded positive results in several safety categories. We had the
lowest flight mishap rate in our history -- 1.08 major mishaps per 100,000 hours
of flight time. On the ground, we had our second lowest annual number of
off-duty fatalities, with 50 (24% below our 10 year average of 65), and on-duty
fatalities, with 6.
We continue, to build on this
success with innovative safety tools such as bird avoidance warning systems; an
automated system to expedite mishap collection methods that supports operations
and acquisition decision making; and a quality assurance system that ensures
fleet-wide flight safety deficiencies are rapidly corrected.
Conclusion
In 2000, we honored our tradition
of operational excellence -- firmly establishing our position as the National
Command Authorities' frequent choice for fast, flexible, and precise military
response. We also have done something difficult for many large organizations --
we overcame the inertia of the status quo, improving both how we operate and the
quality of life for our people. We are now an Expeditionary Aerospace Force --
organizationally transformed to sustain America's aerospace advantage. Through
global vigilance, reach, and power, we wield the unprecedented ability to
observe events around the globe, rapidly reach out to influence them, and if
necessary, bring to bear the force needed to secure our national objectives.
In this chapter we recounted some of our activities during
the past year. In the next chapter we will move from the present to the future.
Specifically, the discussion will turn to our understanding of the type of
capabilities we must pursue to successfully contend with the future security
environment.ERICA'S FUTURE AIR FORCE
The history of the
Air Force is marked by an unshakable dedication to the promise and potential of
aerospace power as envisioned by our early pioneers. This enduring commitment
has kept us on the cutting edge through continual organizational, operational,
and technological transformation. We no longer narrowly focus on one overarching
adversary, but rather on full-spectrum employment of the Total Force whenever
our nation calls. In the new strategic environment, we integrate air, space, and
information to dominate the entire vertical realm. Indeed, we have transformed
ourselves from a forward-based, organizationally stovepiped force structure to a
forward-deploying, integrated expeditionary force structure. Moreover, we
accomplished this through a steady, well-planned process of continuous
innovation. Given the increasing complexity of warfare and an ever-changing
adversary, expeditionary aerospace power offers an expanded range of strategic
and operational options across the entire spectrum of engagement. Our commitment
to technologies such as stealth, precision standoff weapons, and information
warfare offers America new strategic options with less risk. This continuous
transformation will preserve the nation's vital role in world leadership and the
ability to defend its interests around the globe.
The
Global Security Environment
Today's security
environment is unique in American history. We do not have a "peer competitor,"
nor are we likely to see one in the near future. At the same time, we face a
number of uncertainties and potential challenges that threaten America's
security and interests. These threats include regional hegemonies, asymmetric
and transnational threats, and crises that may require intervention for
humanitarian purposes.
A hostile power, for example,
may attempt to dominate a region by intimidating our allies or pursuing
interests contrary to our own. Such a power may use anti-access strategies that
attempt to deny our ability to deploy stabilizing military force. Today, we see
many potential adversaries developing theater ballistic missiles and other
anti-access capabilities to achieve this goal. Renegade actors may use
asymmetric means such as terrorism, information warfare, or weapons of mass
destruction to radically enhance their disruptive capabilities at a relatively
low cost. We experienced such a tragedy in 1996 when 19 deployed airmen were
killed during the Khobar Towers bombing in Saudi Arabia. Other transnational or
small-scale contingencies, including ethnic conflicts, international criminal
activity, or insurgencies, may threaten our interests or the safety of our
citizens (e.g., illicit drag activity in Latin America). Non-state actors and
criminal organizations will continue to threaten American interests through
sophisticated technical means or by physical attack. Crises that can spill over
state borders that require humanitarian assistance, such as environmental
disasters, will persist. We recently responded to the floods in Africa and the
earthquakes in India.
Space is an area where threats
might emerge in the coming decade. Some of our potential adversaries have the
ability to improve both their offensive and defensive military capabilities with
commercially available space and information technologies. At the same time,
they may try to neutralize our space assets, especially as space becomes more
vital to our military, civil, and commercial interests.
Ultimately, any national-level response is predicated on the ability to
rapidly adapt military capabilities and operational concepts to precisely
achieve the desired objectives. We demonstrated this ability during Operations
DESERT STORM and ALLIED FORCE, and we will be even more formidable in the
future. Should deterrence fail, aerospace power is a force of choice for rapid
response with minimum risk to U.S. personnel and non-combatants.
Our Vision
Our vision, America's Air Force:
Global Vigilance, Reach, and Power -- Vision 2020, published in June 2000,
provides a template for the ongoing transformation of the Air Force and
aerospace power into the 21st century. Our vision underscores that people -- our
Total Force -- are the foundation of the Air Force. We describe an aerospace
domain best exploited by an integrated air, space, and information force. We
present our forces in capability-based packages, called Aerospace Expeditionary
Forces (AEF), each built upon the pillars of aerospace expertise, our core
competencies -- Aerospace Superiority, Information Superiority, Global Attack,
Precision Engagement, Rapid Global Mobility, and Agile Combat Support. In the
end, our vision focuses us on our mission: To defend the United States and
protect its interests through aerospace power.
Our
Strategic Plan
We believe that aerospace power will be,
indeed must be, increasingly called upon as the nation's military instrument of
choice in an uncertain world. No other option is as fast, flexible, or necessary
to the execution of joint operations. The Air Force Strategic Plan is the broad
framework to institutionalize our vision. It anticipates the future security
environment and provides guidance on major force modernization and investment
strategies by identifying fourteen critical future capabilities based upon the
Air Force core competencies and support areas. It is our roadmap to the
future.
The Total Force
Our
Total Force builds on a foundation of high standards and strong cooperation
among our active, Reserve, Guard, civilian and contractor personnel. Simply
stated, we could not perform our mission without the combined contributions of
all components. On any given day, members of the Guard and Reserve work
side-by-side with their active duty counterparts. Today, our Guard and Reserve
assets account for 38% of our fighter force, 60% of our air refueling
capability, 71% of our intratheater airlift, and significant portions of our
rescue and support resources. The Reserve is the sole provider of unique
capabilities such as aerial spray, space shuttle helicopter rescue support, and
hurricane hunting, while the Guard provides 100% of our homeland air defense
capability. Additionally, the Guard and Reserve have an increasing presence in
the bomber force and in space, intelligence, and information systems. Guard and
Reserve units provide essential support for training new pilots, manning radar
and regional control centers, performing flight check functions at our depots,
and conducting space operations. Equally important, our civilian members and
contractors provide specialized administrative, technical, and managerial
expertise that complement the functions performed by uniformed members. Without
these combined skills, we could not operate as an expeditionary force. In the
future, we will foster an even closer and more interdependent partnership
between all of our components through new organizational structures and more
interactive and flexible career patterns.
Aerospace
Integration
Our domain stretches from the earth's
surface to the far reaches of our satellites' orbits in a seamless operational
medium. However, even with the best aircraft and spacecraft optimized for their
respective environments, the aerospace effects we create hinge on our people and
their ability to rapidly and continuously integrate our air, space, and
information systems. Accordingly, we have modified our command organizations to
take full advantage of the resulting synergy.
In
September 2000, for example, we designated the Aerospace Operations Center (AOC)
as a "weapon system" of the future. This hub of advanced networks will gather
and fuse the full range of information in real- time -- from the strategic to
the tactical level -- giving Joint Force Component Commanders actionable
knowledge to rapidly employ their forces in the battlespace.Effectively
employing integrated aerospace power requires commanders who exploit the entire
aerospace continuum, both on a regional and global scale. This new paradigm of
employment must be instilled in the minds of airmen at all levels of Air Force
professional military education. To help achieve this end, we created an
Aerospace Basic Course for newly commissioned officers to ensure they understand
the different elements of aerospace power. Similarly, our Developing Aerospace
Leaders initiative is determining the best way to cultivate the skills needed to
lead in a dynamic, changing environment. We are infusing air, space, and
information operators into all key command and training courses to expand their
breadth of experience and core knowledge. Finally, our Space Warfare Center
established a space aggressor squadron to increase the awareness of threats from
space-capable adversaries and improve our ability to defend against them.
Evolving the Full-Spectrum EAF
Providing the flexibility needed for full-spectrum operations requires
continued efforts to round out the capabilities of our AEFs to make them
virtually interchangeable. Currently, our 10 AEFs are not equal in capability.
For example, only three of the ten AEFs are equipped with long-range, precision
standoff strike capabilities, and only nine have an F-16CJ squadron for
suppression of enemy air defenses.
As the EAF continues
to mature and technologies advance, we will expand the capabilities each AEF can
provide. We will enlarge the battlespace an AEF can control; enhance our ability
to do real-time, adaptive targeting; and dramatically increase the number of
targets an AEF can engage in a day. Finally, we will improve our expeditionary
combat support capabilities -- effective, responsive logistics are the key to
sustaining expeditionary forces and operating from austere locations.
Operations in the Future Global Security Environment
The changing security environment requires us to change
the way we plan and operate. Aerospace power's ability to perform effects-based
operations (i.e., focusing on achieving desired effects versus creating target
lists) means we can support the joint force commander in ways unimaginable only
a few years ago. Our ongoing transformation enables our long-range, standoff,
all-weather precision, and stealth capabilities to rapidly counter any
adversary's attempt to deny us access to a theater.
This global strike capability, combined with responsive logistics, will
then help to achieve the rapid halt of human suffering or threatening forces.
Lastly, the massing of joint firepower at the time and location of our choosing
will create the conditions that permit the safe deployment and employment of our
joint forces. Once deployed, our force protection measures will provide defense
against asymmetric threats. Through long-range stealth, precision standoff
weaponry, and information operations, we are able to project substantial effects
without subjecting our forces to substantial risk. Aerospace power's inherent
versatility and precision form a large part of this tremendous capability,
giving our leaders unprecedented strategic initiative and flexibility now and in
future operations. Aerospace power is the nation's asymmetric advantage.
Homeland Security The Air Force has always contributed to
homeland defense by deterring aggressors, intercepting intruders, and providing
ballistic missile warning. However, defending our homeland has assumed new and
daunting dimensions with the increased threat of terrorism, the spread of
information warfare techniques, and the proliferation of weapons of mass
destruction. Our traditional defenses are often incomplete against these
unconventional threats.
We are significant supporters
of a multi-layered missile defense system incorporating space-based elements
that provide effective, affordable, global protection against a wide range of
threats. Future space capabilities like the Space Based Infrared System (SBIRS)
will greatly enhance our ability to track and engage ballistic missiles, while
space-based radar technologies (if transitioned into deployed systems) will
track fixed and mobile ballistic missile launchers. The Airborne Laser (ABL)
will engage boost-phase ballistic missiles, while the F-22, working with
advanced ISR systems, will defend against cruise missiles. The Air Force expects
to be a principal player in any future missile defense system.
The Total Force brings a variety of capabilities to the defense of our
homeland. The Air National Guard is positioned to ensure the air defense of the
nation while providing critical resources like airlift, command and control, and
disaster preparedness response forces to other lead agencies and the Joint
Forces Civil Support Teams. Our Air Force Medical Service is acquiring a variety
of modular packages that can be used to support civilian authorities requesting
our assistance at home or abroad. The Small Portable Expeditionary Aeromedical
Rapid Response or "SPEARR" teams deploy ten highly trained specialists within
two hours of notification with the capability to provide a broad scope of care,
including initial disaster medical assessment, emergency surgery, critical care,
and patient transport preparation. In February 2001, we participated in a
three-day bioterrorism exercise, Alamo Alert, in San Antonio, Texas. This
tabletop exercise explored city, county, state, and federal responses to the
release of a biological agent.We will use the lessons learned from this exercise
to merge the disaster response plans of different agencies so they will work
together more effectively. Developing a robust homeland defense strategy is
critical to the nation. The Air Force stands ready today, as in the past, to
contribute our special capabilities, as well as develop new technologies that
can aid civil authorities in combating any threat or attack to our homeland.
Urban Operations
By 2015, half
the world's 7.2 billion people will live in urban centers. The growing migration
to cities means an increased likelihood that military targets will be in close
proximity to non-combatants. We must, therefore, place special emphasis on
producing precise, predictable effects with minimal collateral damage to
surrounding structures. Advances in target identification and precision weapons
delivery have propelled us from committing multiple aircraft for each target
during World War H (e.g., 1,000 B-17 sorties dropped 9,000 bombs to destroy one
target in 1943) to utilizing a single aircraft to neutralize multiple targets
during Operation ALLIED FORCE (e.g., one B-2 with 16 bombs hit 16 different
targets in 1999). We are pioneering a new class of non-kinetic weapons that will
create the desired effects without death and physical destruction. Large-scale
conflicts will always include some degree of devastation, but non-kinetic
weaponry and precision effects provide expanded options for our nation's leaders
across the entire spectrum of conflict. Precision effects also offer the
potential to significantly reduce the duration of a conflict by concentrating
our force on high-value military targets. This minimizes collateral damage,
unintended consequences, and the accompanying pressures such problems bring to
coalition cohesion.
Science and Technology
Commitment
Our commitment to a strong science and
technology (S&T) program is fundamental to maintaining aerospace dominance
in the 21st century. We continue to invest in a broad and balanced set of
technologies derived from basic research, applied research, and advanced
technology development on a continuum of maturity levels from short- to long-
term. This time-scaled approach keeps emerging capabilities in the pipeline and
fosters revolutionary developments.
The Air Force
S&T community is working closely with operators and strategic planners to
explicitly link research activities with our core competencies, critical future
capabilities, and future concepts of operation. This effort has produced S&T
goals in the areas of time sensitive targeting; improved command, control, and
information systems; survivability (defensive efforts); lethality and
neutralization (offensive efforts); and improved power generation, propulsion,
and vehicles. In accordance with the FY01 National Defense Authorization Act, we
are also conducting a major review of our S&T program to identify both
short-term objectives and long-range challenges.
No
matter how strong our commitment to S&T, however, our efforts will be
jeopardized if we don't protect our developing technologies. We are taking
aggressive measures to safeguard existing and emerging technologies from
compromise that would degrade combat effectiveness, shorten the expected combat
life of a system, or stall program development.
Conclusion
We have adapted to the new
strategic environment by incorporating new technologies, operational concepts,
and organizational structures -- the definition of transformation. For the good
of the nation, we cannot afford to stop with the transformation we have already
achieved. Given the increasing complexity of warfare and the access potential
adversaries have to new technologies, we now need to move ahead even more
quickly. If we emphasize those force elements that have the flexibility to
respond to the new strategic challenge, we can realize order of magnitude
increases in capability. For example, America can support the full spectrum of
operations at lower cost in dollars and manpower by emphasizing stealth,
precision standoff weapons, and information technologies that mark a qualitative
shift in military operations. Those same forces have relevance across the entire
spectrum of conflict. If we exploit the aerospace capabilities that have emerged
since our current war plans were established, we may not be faced with having to
shrink from our responsibilities as a global power. Capitalizing on America's
asymmetric advantage -- aerospace power -- we can expand America's strategic
options at less risk. However, there's a bill for this tremendous capability. We
must fully fund our aerospace power force -- the force that gives America a
capability that is truly unique among nations.
ROADMAP
TO THE FUTURE
In order to remain the world's preeminent
aerospace force, we must continue our transformation and work through the
financial hurdles before us. A strong economy has made retaining and recruiting
an all- volunteer force extremely difficult, but we have taken significant steps
to reduce the downward trends. The increasing cost of readiness (including
operations and maintenance) is consuming the funds required to modernize our
systems and our infrastructure. We have developed a responsible, time-phased
plan to modernize our force without sacrificing readiness or capability goals.
However, even if the plan is approved after Secretary Rumsfeld's review, we do
not have the modernization funds to fully execute it. Finally, through constant
innovation and adaptation, we are linking emerging technologies with our future
concepts of operation in order to evolve our aerospace capabilities while
providing the nation the most effective return on its investments. Taking care
of our people, improving readiness, and procuring upgraded and new, integrated
systems are crucial to ensuring we can deliver rapid aerospace dominance well
into the 21st century.
People
Force structure drawdowns and a high demand for U.S. military presence
around the globe have had a significant impact on our Total Force -- active,
Reserve, Guard, civilians, and contractors. Last year, at any given time, an
average of 13,000 Total Force members were deployed around the world. Another
76,000 people were stationed overseas on permanent assignment. Retaining our
military people is the first step in maintaining our combat capability and
readiness, and will help alleviate many of our current recruiting and training
problems. We need help to ensure our civilian work force is properly sized and
shaped. We also continue to address the quality of life and quality of service
concerns of all our people by creating better living and working environments
for them. Finally, we are developing leaders who understand the full spectrum of
expeditionary and integrated operations and the importance of giving every
member an equal opportunity to serve and succeed. All of these actions are
crucial to sustaining the foundation of our force -- Air Force people.
RETENTION
We are unique among the
Services in that we are a retention-based force. We depend on retaining highly
trained and skilled people to sustain our readiness posture for rapid global
deployment. By meeting retention goals, we can reduce our current recruiting and
training requirements, and build and maintain our technical expertise.
However, we expect the economic climate will continue to
make retaining our skilled enlisted and officer personnel difficult over the
next several years. About 7 out of every 10 enlisted airmen will make a
reenlistment decision between now and 2004. Exit surveys show the availability
of civilian jobs as the primary reason our people decide to separate from the
Air Force. To retain these people, we must continue to improve compensation; not
only in terms of pay, but also by reimbursing the out-of-pocket expenses
incurred during frequent moves, deployments, and other temporary duty. The
viability of the all-volunteer force depends on military service remaining a
competitive career option. We will continue to retain our people through quality
of life initiatives.
In 2000, we held two retention
summits chartered to identify the reasons people decide to leave the Air Force
and to develop solutions to retain them. From the summit, we produced and are
implementing 19 initiatives to improve retention, including establishing career
assistance advisors at our bases to maximize the benefits of performance
feedback sessions and provide selective reenlistment program counseling.
With respect to officer retention, we closely monitor the
officer cumulative continuation rate (CCR), or the percentage of officers
entering their 4th year of service (six years for pilots and navigators) who
will complete their 11th year of service given existing retention patterns. In
FY00, the pilot CCR dropped to 45% from the high of 87% in FY95. Non-rated
operations and mission support officer retention rates have also dropped over
the past two years. In fact, retention rates have decreased for several hightech
specialties -- developmental engineers, scientists, communication officers, and
acquisition managers are in high demand. Conversely, navigator and air battle
manager rates improved in FY00, rising to 69% and 51% from last year's rates of
62% and 45%, respectively.
We aggressively use bonuses
to retain our members. For example, a flexible aviation continuation pay (ACP)
program is integral to our multi-faceted plan to retain pilots. Under a
provision of the FY00 National Defense Authorization Act (NDAA), we began
offering ACP payments through 25 years of aviation service at up to $25,000 per
year, and expanded eligibility to pilots below the rank of brigadier general.
This resulted in a substantial increase in additional years of service
commitment. The FY01 ACP program includes two enhancements for first-time
eligible pilots: the up-front lump sum payment cap was raised from $100,000 to
$150,000 and up-front payment options were expanded. These changes were made to
enhance the attractiveness of longer-term agreements.
Seventy-six percent of our enlisted skills are now targeted with
reenlistment bonuses, and we are considering bonuses for some non- rated line
officer categories. The need to widen our bonus footprint, coupled with current
below-goal retention rates, is strong evidence that the basic pay structure is
too low, The addition of the officer and enlisted critical skills retention
bonus of up to $200,000 during a career, which was authorized in the FY01 NDAA,
should help retain those people with skill sets in high demand by the civilian
sector. We have also targeted our enlisted members with those crucial skills by
increasing special duty assignment pay to $600 per month.
Our Guard and Reserve have also taken steps to address retention
problems by authorizing special pay and enlistment bonuses for critical enlisted
specialties, ACP for active Guard and Reserve pilots, and special salary rates
for full-time Reserve component military technicians. Implementation of the EAF
concept will also help alleviate some of their retention challenges by providing
advanced deployment notice to civilian employers.
RECRUITING
We missed our enlisted recruiting
goal only twice since the inception of the all-volunteer force in 1973:FY79 and
FY99. In FY00, we waged an all-out "war" to recruit America's best -- and won.
We exceeded our enlisted recruiting goal of 34,000 by almost 400 without
lowering our standards. We still require 99% of our recruits to have high school
diplomas, and nearly 73% of our recruits score in the top half of all scores on
the Armed Forces Qualification Test. In addition, we brought 848 prior-service
members back on active duty, compared to 601 in FY99 and 196 in FY98.
Successful recruiting means enlisting airmen whose
aptitudes match the technical requirements we need. Although we met our overall
recruiting goals in FY00, we fell about 1,500 short of our goal of 12,428
recruits with mechanical aptitudes. In response, we are developing a targeted
program to highlight the many opportunities we offer to mechanics, as well as a
"prep school" to increase the number of airmen qualified to attend courses in
areas such as jet engine repair and avionics maintenance. These efforts are
paying off -- through the first four months of FY01 we have met or exceeded our
monthly goal for mechanically skilled recruits.
As with
our retention efforts, we are using bonuses to improve recruiting. An increase
in the enlistment bonus to $20,000 for our hard-to-fill critical skills
positions proved successful t 68% of our bonus-eligible recruits selected a
6-year initial enlistment in FY00. We also introduced a $5,000 "kicker" to
encourage new recruits to enlist during our most difficult recruiting months:
February, March, April, and May. Additionally, we held a comprehensive review of
our recruiting and accessions processes. One of the most important initiatives
that came out of this review was to increase our recruiter force. Therefore, we
augmented our permanent recruiters with temporary duty personnel for periods of
120 days. This action resulted in an extra 1,100 recruits during the spring and
summer of 2000. We increased the number of recruiter authorizations from 1,209
to 1,450 in FY00, and we project 1,650 recruiter authorizations by the end of
2001. The active duty drawdown has also created an additional recruiting
challenge for our Guard and Reserve components. As a result, the Air Force
Reserve is increasing its recruiting force in FY01 by 50 recruiters (to 564),
and the Air National Guard is adding 65 recruiters (to 413) over the next three
years.
Officer recruiting is not immune to the economic
factors affecting enlisted recruiting. As of March 2001, the Reserve Officer
Training Corps (ROTC) anticipates shortfalls of 400 officers in FY02 and 280 in
FY03 (against a yearly goal of 2,000). We are considering several initiatives to
attract more candidates, including offering cadets contracts after their
freshman year rather than waiting until the end of their sophomore year, as well
as recommending legislation to permit an officer accession bonus and to increase
enlisted commissioning opportunities. In FY00, we achieved 97% of our line
officer accession target, even though FY00 production was 5% above FY99 and 21%
greater than FY98.
Recruiting health-care professionals
has also been challenging. Many medical, dental, nurse, and biomedical
specialties are critically short. For example, only 80% of our clinical pharmacy
positions are filled. In 2001, for the first time, we will be offering a $10,000
accession bonus to pharmacists who enter active duty.
Finally, we launched a multi-faceted marketing campaign, including
television and movie theater advertising. Our ads depict the teamwork,
dedication, and technological sophistication that characterize the Air Force.
The Air Force Reserve and Air National Guard also launched a national campaign
that includes television, radio, and outdoor advertisements.
CIVILIAN WORKFORCE SHAPING
In 1989,
approximately 17% of our civilians were in their first five years of service.
Today, that figure is less than 10%. In the next five years, more than 40% of
our civilian career workforce will be eligible for optional or early retirement.
Compounding this problem, the downsizing of the past decade has skewed the mix
of civilian workforce skills. While we are meeting mission needs today, without
the proper civilian force shaping tools, we risk not being ready to meet
tomorrow's challenges.
We have developed several
initiatives to address our civilian workforce concerns. These initiatives
include finding new ways to attract and recruit civilian employees; developing
streamlined, flexible, and expedited hiring processes; supporting pay
flexibility to better align salaries with those of private industry; and
increasing the availability of student loan repayment programs.
We also realize that we must renew the mid-level civilian workforce to
meet the demands of an increasingly technical force. We will accomplish this
through job proficiency training, leadership development, academic courses, and
retraining. Further, we believe that funding civilian tuition assistance
programs, as we do for our military people, and having the flexibility to pay
for job licenses and certifications, will help our shaping efforts.
However, we must also use separation management tools to
create vacancies so the civilian work force is continuously refreshed with new
talent and contains the right skills mix. These tools include pay comparability,
and extending special voluntary separation incentive pay (VSIP) and voluntary
early retirement authority (VERA) for workforce restructuring. We also need an
incentive to provide employees the option to offset all or part of the early
retirement penalty to their annuity through a lump-sum payment to the civil
service retirement and disability fund.
QUALITY OF
LIFE
For the first time in five years, we are adding
manpower and workplace environment to our core quality of life priorities.
Updated wartime planning factors and real-world operations validated our
increased manpower requirements. Meeting our existing mission requirements with
our current end strength is wearing out our people. We need to increase our end
strength by 12,000 personnel above our FY00 level, primarily in the combat,
combat support, low density/high demand, and high-tempo areas.
A good quality of life is central to attracting and retaining our
people. The FY01 NDAA provided a 3.7% pay raise, one-half percent above private
sector wage growth, and a targeted pay raise for our mid-level enlisted members
ranging from $32 to $58 per month. While these are positive developments,
military pay, particularly for mid- grade NCOs and officers, remains below
comparable private sector salaries. In FY01, our members' out-of-pocket housing
expenses will be reduced from 18.9% to 15%, but at significant cost to our
budget. A goal of zero out-of-pocket housing costs by FY05, as directed by the
former Secretary of Defense, will be difficult to fund within current
projections. To help reduce out-of-pocket moving expenses, me NDAA equalized
dislocation allowances for our lower ranking enlisted force, and authorized
advanced payment of temporary lodging expenses and a pet quarantine
reimbursement up to $275.
Providing our people with
safe, affordable accommodations improves their quality of life and, in turn,
increases retention. Our dormitory master plan will build or replace dormitory
rooms throughout the Air Force. We continue to pursue a private room policy for
our airmen. Currently, 86% of our unaccompanied airmen housed on base have a
private room with a shared bath. We also plan to replace, improve, or privatize
over 10,000 family housing units. In addition, ensuring our members have
adequate officer and enlisted visiting quarters and temporary lodging facilities
remains a high priority. Constructing and maintaining sufficient numbers of
on-base facilities yields significant savings in moving and travel costs while
aiding force protection.
Another important component of
quality of life is health care. The year 2000 was a milestone year for our
health-care program, with many changes taking effect in 2001. TRICARE was
expanded to include 1.4 million Medicare-eligible beneficiaries, retirees, and
their family members beginning in October 2001. By enrolling in Part B Medicare,
they can now visit any civilian health-care provider and have TRICARE pay most,
if not all, of what Medicare does not cover. Other legislation extends TRICARE
Prime Remote to immediate active duty family members stationed in remote areas
(i.e., areas not within 50 miles of a military treatment facility); eliminates
TRICARE co- payments for active duty family members; establishes chiropractic
care for active duty members; reduces the TRICARE catastrophic cap to $3,000 per
year; and improves claims processing.
Enhancing
community and family programs is crucial to retention since 62% of our force is
married. This year we created the Community Action Information Board (CAIB)to
bring together senior leaders to review and resolve individual, family, and
installation community issues impacting our readiness and quality of life. We
recognize the economic benefits our members and their families receive from
youth programs, family support centers, fitness centers, libraries and other
recreational programs which support and enhance the sense of community. We also
continue to support the commissary benefit as an important non-pay
entitlement.
Even with the EAF, our tempo can make
educational pursuits difficult. Our learning resource centers and distance
learning initiatives address this situation by offering deployed personnel
education and testing opportunities through CD-ROM and interactive television.
We support lengthening the Montgomery GI Bill contribution period from one to
two years in order to ease the financial burdens of new airmen. Additionally, we
have joined with the other Services, the Department of Labor, and civilian
licensing and certification agencies to promote the recognition of military
training as creditable towards civilian licensing requirements.
TRAINING
Training the world's best Air Force
is challenging in today's rigorous, expeditionary environment. Recruits face a
demanding basic training course, and newly commissioned officers and selected
civilians attend the Aerospace Basic Course to establish a fundamental knowledge
of aerospace power and the profession of arms. However, lower enlisted retention
rates are increasing our training burden. Fewer experienced trainers are
available to train entry-level personnel. Additionally, the increased number of
accessions (due to lower retention) stress our training facilities and
personnel. During accession surge periods, our technical training centers
operate at over 100% capacity by triple-bunking students in two-person dorm
rooms. Despite these challenges, our technical training schools are meeting
their mission. By increasing our use of technology and streamlining training
processes, we are producing fully qualified apprentices. Recognizing training as
a continuous process, we are using emerging technologies to establish a training
management system capable of documenting and delivering the fight training
throughout a member's career.
EQUAL OPPORTUNITY
We strive to build and maintain an environment that is
free from unlawful discrimination and harassment and reflects the rich diversity
of our nation. Equal opportunity, diversity, and fair and equitable treatment of
our people have evolved from law to a strategic readiness imperative. Ensuring
that every airman is given equal access and equal opportunity to achieve his or
her full potential is vital to our readiness equation. Creating and sustaining
an environment where individuals are respected and valued is key to mission
performance and force sustainment. These issues require constant attention and
support. Accordingly, we are committed to attracting, recruiting, hiring,
accessing, developing, managing, rewarding, and retaining a diverse and
high-quality Air Force that reflects all segments of American society.
Readiness
Total Air Force
readiness has declined 23 percentage points since 1996. We attribute this decay
to the problems associated with supporting the oldest aircraft fleet in Air
Force history; the inability to retain an experienced workforce; and constrained
resources and spare parts. With recent financial assistance from the
Administration, Office of the Secretary of Defense (OSD), and Congress, we are
turning our spare parts problems around. However, as our fighter, ISR, combat
search and rescue, mobility, and tanker aircraft continue to age, they need more
frequent and substantial repairs, driving up readiness costs. This, in turn,
reduces the number of aircraft available for missions and creates higher demands
on the remaining fleet. Reversing this trend will take additional funding and a
concerted recapitalization effort. In addition, the maintenance tasks and
materiel growth inherent in supporting our aging aircraft fleet have increased
our depot workload. Limited depot infrastructure investment over the past
decade, coupled with constrained funding, adds to our already significant
challenges in meeting readiness requirements. We are also experiencing
infrastructure shortfalls in our facilities (i.e., bases), vehicles and support
equipment, and communications infrastructure. However, our environmental program
remains on track. Overall, we are committed to improving readiness, but it must
be in concert with our people, infrastructure, and modernization programs. SPARE
PARTS
Sufficient inventories of weapon system spare
parts are crucial to mission readiness. Lack of spares puts a severe strain on
the entire combat support system, creating increased workload for our logistics
personnel and reducing the number of mission-capable aircraft available to our
operational forces. When our logistics system suffers parts shortages,
maintenance personnel must either cannibalize parts from other equipment or
aircraft to serve immediate needs, or accept degraded readiness while they wait
out long-delivery times for back- ordered parts.
Recent
improvements in spare parts funding are turning this situation around. Through
internal funding realignment, the Administration, OSD and congressional
plus-ups, we were able to spend an additional $2 billion for spare parts over
the past two years.
This helped replenish inventories
drained during Operation ALLIED FORCE.During the summer 2000 program review, the
DoD fully supported our efforts to fill shortfalls in the spare-parts pipeline
which were impacting operational requirements. Additional Administration and OSD
support for FY02 includes full funding of the flying hour program and our
airlift readiness spares packages, and increased funding to reduce the spares
repair backlog.
One of our greatest readiness
challenges is managing the consequences of an unprecedented older aircraft
fleet. Today, the average aircraft is approximately 22 years old. Even with
currently programmed procurements, this figure will continue to rise,
reaching nearly 30 within the next 15 years. Buying spare parts for aging
aircraft is similar to buying them for aging vehicles. The older the vehicle,
the more expensive the part due to obsolescence and a reduced vendor base.
Maintaining an aging fleet with more expensive spare parts is one of the costs
reflected in the increasing cost per flying hour. Over the past five years, our
flying hours required for training and readiness have remained relatively
constant, but the cost of executing our flying hour program has risen over
45%.
FACILITY INFRASTRUCTURE
Our available resources do not cover the maintenance requirements of
our facilities. Presently, we are able to sustain only day-to-day recurring
maintenance and periodic system repairs on our real property, creating a backlog
of required maintenance. The replacement or renovation of existing real property
is now on a cycle exceeding 150 years, compared with the industry standard of 50
years. Military construction has also been reduced drastically since the
mid-1980s (from the high of about $1.8 billion in FY86 to the current $596
million in FY01).
Reductions in Air Force manpower and
force structure have also left us with too much infrastructure. As a result, we
are required to spend scarce resources on unneeded facilities while struggling
to maintain acceptable operational readiness levels. We must be allowed to close
unnecessary installations and then reinvest the savings in Real Property
Maintenance (RPM), base-operating support, family housing, and military
construction.
VEHICLES & SUPPORT EQUIPMENT Over the
past eight years, the vehicle replacement program has been significantly
underfunded. This situation has created approximately $552 million in deferred
vehicle requirements for more than 27,000 special-purpose, construction,
tactical, and material handling vehicles. While our major commands are pursuing
temporary solutions, like general-purpose vehicle leasing, refurbishment
programs, and reducing excess vehicle requirements wherever possible, failure to
replace aging vehicles will directly impact our combat capability.
Our support equipment program is only 58% funded. This
follows an historical trend of inadequate funding. We have about $134 million in
deferred funding for maintenance stands, aircraft de-icing trucks,
munitions-handling equipment, military working dogs, and Harvest Eagle and
Harvest Falcon equipment used to erect bare bases. Missions in the Balkans and
Southwest Asia have exacerbated equipment shortfalls. Addressing this funding
gap will improve our readiness.
COMMUNICATIONS
INFRASTRUCTURE
Information technology (IT) advancements
over the past decade have revolutionized aerospace power. From desktop computing
to near- instantaneous worldwide access to information, our communications
technologies enable information dominance and create "actionable knowledge" for
our commanders. The ability of forward-deployed commanders to rapidly and
reliably reach back to a large number of combat support capabilities at home
base, streamlines expeditionary operations by reducing airlift requirements and
the size of our deployed footprint. A vital piece of our "infostructure" is our
global information grid, an interconnected, network-centric information
environment that provides information on-demand to our policymakers,
warfighters, and supporting personnel. This infostructure gives us the means to
meet our future information requirements.
ENVIRONMENTAL
CLEANUP
Our environmental program stands on four main
pillars: environmental compliance, pollution prevention, environmental
restoration, and resource conservation. The goal at our active installations is
to have cleanup remedies in place for all our high-risk sites by 2007 and for
all sites by 2014.
The environmental program for our
closed and closing bases focuses on expedient cleanups that stress public
health, responsible environmental stewardship, and the transfer of property for
redevelopment. We continue to streamline processes, reduce costs, and promote
community participation in decision-making. We are on target to complete all of
our environmental cleanups by 2005, except for McClellan AFB, CA, which is
targeted for 2015. Still, we require continuing investment to ensure properties
are ready for permanent transfer to civil authorities.
Modernization Our modernization plan includes retiring the C-141 and
procuring the C-17, buying our future air superiority fighters, considering
tanker replacements, upgrading conventional bombers and precision-guided
munitions (PGMs), and developing new C2 and ISR systems. An important step in
achieving these priorities involves sustaining and modernizing relevant, capable
space forces, with emphasis on the development of the Space Based Infrared
System (SBIRS), the Global Positioning System (GPS), the Evolved Expendable
Launch Vehicle (EELV), and secure communication satellites. We must also upgrade
our space launch ranges and satellite control network. The next several pages
describe our modernization programs aligned under each of our core
competencies.
AEROSPACE SUPERIORITY
Aerospace superiority is the ability to control the entire vertical
dimension, from the surface of the Earth to the highest orbiting satellite, so
the joint force has freedom from attack and freedom to attack. Aerospace
superiority is the crucial first step in achieving rapid aerospace dominance. In
the 21st century, aerospace superiority depends on strike and defensive
platforms, such as F-22 and the Airborne Laser (ABL), and ISR platforms, such as
Global Hawk and SBIRS, seamlessly integrated through real-time information
sharing and appropriate space control measures.
The
F-22, with its revolutionary combination of stealth, supercruise (i.e.,
supersoniccruise without afterburner), maneuverability, and integrated avionics,
will dominate the skies. The F-22's advanced capabilities will allow it to
penetrate an adversary's airspace even if anti-access assets are in place,
destroying the most critical air defense capabilities, thus permitting follow-on
forces freedom of movement.
Additionally, the F-22 will
serve as the enabling platform for the Joint Strike Fighter (JSF) and other
systems engaging enemy ground targets. In 2000, during continued envelope
expansion flight testing, the F-22 successfully launched an Advanced Medium
Range Air-to-Air Missile (AMRAAM) and an AIM-9 infrared-guided missile from its
internal side weapons bay, and began testing Block 3.0 avionics software.
The F-22 has successfully met all congressionally mandated
criteria necessary to enter low-rate initial production (LRIP) following Defense
Acquisition Board approval. Entering operational service in 2005, this leap in
technology is crucial to preserving the nation's most important military
advantage for future warfighters: the capability to rapidly obtain and maintain
aerospace dominance.
The Airborne Laser (ABL) is a
transformational boost-phase intercept weapon system that will contribute
significantly to the missile defense architecture. In January 2000, we began
modifying a Boeing 747 to become the first of two ABL prototypes. This prototype
successfully completed critical design review in April 2000. With the
modifications completed in the third quarter of FY01, ABL is progressing toward
a demonstration against a theater ballistic missile. This revolutionary
capability will bring equally revolutionary changes in warfighting.
The Space Based Laser (SBL) has the potential to provide
continuous boost-phase intercept for ballistic missile defense. To pursue this
capability, the SBL integrated flight experiment (IFX) project will determine
the feasibility and utility of this approach, focusing on risk reduction, the
sustainment of critical technologies, and system architecture studies. The
program is currently making excellent progress in high-energy laser beam
control; acquisition, tracking and pointing technologies; and overall systems
integration.
The Space Based Infrared System (SBIRS)
significantly improves on the missile warning capability of the 1993 Talon
Shield upgrade to the Defense Support Program (DSP) missile detection and
warning network of satellites. DSP has provided strategic missile warning for
North America for nearly 30 years. Beginning in 1993, the DSP project upgraded
processing techniques to provide a theater missile warning capability that
includes timely and accurate detection and tracking of tactical ballistic
missiles and other theater threats. SBIRS significantly improves on the missile
warning capability of Talon Shield by consolidating the nation's infrared
detection systems into a single architecture, meeting our security requirements
for missile warning, missile defense, technical intelligence, and battlespace
characterization.
SBIRS High, SBIRS Low, and DSP, and
will operate through a consolidated ground segment. DSP currently employs
satellites to provide early detection and warning of missile launches and
nuclear explosions to the National Command Authorities. The last three DSP
satellites will be placed into orbit between FY01 and FY03, and subsequently
operated from the new SBIRS mission control station. The SBIRS High component,
currently in engineering and manufacturing development (EMD), is on track for
the first delivery of a highly elliptical orbit (HEO) sensor in FY02 and the
first launch of a satellite into geosynchronous orbit (GEO) in FY05. The SBIRS
Low component, now in the program definition/risk reduction phase, consists of
low earth orbiting (LEO) satellites with the first launch planned for 2006. We
are working hand-in-hand with the Ballistic Missile Defense Office to make the
SBIRS program a success. In total, we will operate 2 SBIRS HEO, 4 GEO, and
between 20 and 30 LEO satellites.
Miniature
Satellites
On July 19, 2000, the Air Force Research
Laboratory launched MightySat II, a test satellite weighing only 266 pounds. The
MightySat series of experiments are designed to quickly and inexpensively
explore, demonstrate, and transition space technologies from the drawing board
to operational use. MightySat II demonstrates advanced technologies for
hyperspectral remote sensing and on-board processing that could eventually help
military commanders detect and identify hidden targets. The MightySat series are
building blocks for more advanced satellite concepts, such as TechSat-21. This
concept will employ three micro-satellites flying in formation to act as an
integrated "virtual" satellite, enabling revolutionary remote sensing
capabilities such as ground moving target identification.
Assured Access to Space
Achieving and
maintaining superiority throughout the entire aerospace continuum requires an
operational space launch and maneuver capability that can deploy to orbit with
the same speed and flexibility as our other aerospace forces. The Evolved
Expendable Launch Vehicle (EELV) will soon replace the current Titan, Atlas, and
Delta launch vehicles to ensure America's spacelift capability until 2020. It
consists of two independent launch systems: the Boeing Delta IV and Lockheed
Martin Atlas V. The first EELV launch is scheduled for 2002. Our EELV
partnership strategy with industry will meet military, government, and
commercial spacelift requirements at 25% to 50% lower cost than current systems.
In the future, we envision reusable launch vehicles that will provide launch on
demand, high sortie rates, reduced operations costs, and increased operational
flexibility in support of space mission areas.
Space
Control
We are committed to exploring innovative ways
of modernizing space- based technologies. Utilizing residual resources from the
midcourse space experiment (MSX) satellite, Air Force Space Command (AFSPC)
transitioned this advanced concept technology demonstration into a space-based
space surveillance sensor. The Space Based Visible (SBV) sensor provides
critical positional data on orbiting objects to ensure battlespace awareness.
During the past year, we activated the first-ever space
control unit -- the 76th Space Control Squadron at Peterson AFB, Colorado. The
76th SPCS is an offensive and defensive counterspace technology unit responsible
for exploring emerging space control capabilities, including concepts of
counter-communications and countersurveillance/reconnaissance, and the
development of a satellite attack, threat detection, and reporting
architecture.
Combat Search and Rescue
Combat search and rescue (CSAR) forces, identified by DoD as low
density/high demand (LD/HD) assets, recover downed combat aircrews and other
isolated people from hostile territory and return them to friendly control. The
age of our CSAR platforms, and their lack of compatibility with our advances in
strike, C2, ISR, communications and other systems, jeopardize our ability to
fulfill our operational commitments beginning in 2010. For example, the A-10
aircraft does not have the latest airborne receivers required to perform the
on-scene command role during combat rescue missions. In 2010, our HH60s (search
and rescue helicopters) will reach the end of their service life and require
either a service life extension program (SLEP) or replacement. Our near-term
enhancements include equipping HH-60Gs with over-the- horizon data receivers and
improved defensive systems. We are also improving our CSAR force structure by
converting 10 WC-130Hs (weather observation aircraft) into HC-130s
(rescue/tanker transports) and transferring eight HH--60s and five HC-130s from
the Reserve to the active force. We have established the new combat rescue
officer (CRO) career specialty to improve the leadership of the CSAR mission
area. The first CRO commanded pararescue squadron will stand up in May 2001.
INFORMATION SUPERIORITY
Information superiority, like aerospace superiority, means our
information systems are free from attack while we have freedom to attack an
adversary's information systems. Information superiority enables us to provide
tailored, accurate targeting information from a sensor to a shooter within
minutes. It assures U.S. and allied forces have a clear picture of the
battlespace and can operate freely in the information domain while denying the
enemy the same. Information superiority includes the ability to gain, exploit,
attack, and defend information. Integral elements include capabilities in
information-in- warfare (e.g., ISR, weather, communications) and information
warfare (e.g., electronic warfare, psychological operations, computer network
attack and defense).
Command and Control
Our operational and tactical command and control (C2)
airborne platforms and ground systems organize and direct ISR efforts and
tactical forces to successfully apply combat power. Our C2 assets include the
aerospace operations center (AOC) with its decentralized component control
reporting centers (CRC), the Airborne Warning and Control System (AWACS), and
the Joint Surveillance Target Attack Radar System (JSTARS).
As the primary element of the Theater Air Control System (TACS), the
AOC is responsible for planning, executing, and assessing the full range of
aerospace operations. By fusing the data from a vast array of C2 and sensor
systems, the AOC creates a comprehensive awareness of the battlespace so the
Joint Force Air Component Commander (YFACC) can task and execute the most
complex aerospace operations across the entire spectrum of conflict.
Especially significant among these operations are time
sensitive targeting, which provides rapid reaction to the threat, and theater
battle management, which blends C2, rapid intelligence collection, analysis, and
dissemination with positive control of airspace and the tasking of combat forces
to coordinate the entire air battle with joint and coalition partners and
component commanders. We have recently designated the AOC as a "weapon system"
and are working on efforts to standardize its capabilities. Our continued
efforts in equipment baselining, personnel training, and documentation are the
precursors to a full AOC system modernization effort. The emergence of the AOC
as a fully developed, standardized weapon system will revolutionize the
operational level of warfare.
The CRC is the YFACC's
ground tactical execution node for C2 and battle management. It provides
wide-area surveillance, theater air defense, identification, data link
management, and air battle execution. The current system was developed in the
1970s and must be replaced. The CRC replacement, the Battle Control System, will
exceed year 2010 requirements for time sensitive targeting, open system
architecture,small deployment footprint, remote operations, multi- sensor
fusion, and AEF responsiveness.
The Theater Battle
Management Core Systems (TBMCS) is an integrated, automated C2 and decision
support tool that offers the senior aerospace commander and subordinate staffs a
single point of access to real- or near-real-time information necessary for the
execution of higher headquarters taskings. TBMCS will support a full range of
functions including threat assessment, target selection, mission execution,
battle damage assessment, resource management, time sensitive target
identification and prosecution, and defensive planning.
Communication
Information superiority, and by
extension, all our core competencies depend on the availability of a robust,
worldwide communications capability. Unfortunately, our military satellite
communication (MILSATCOM) systems can not fully keep up with the growth of
theater requirements. Over the next ten years, our need for secure
communications is expected to increase 15-fold over current capacity, while
wideband requirements are projected to soar to 20 times the current capacity. In
an environment of extremely high worldwide demand and competition, commercial
providers simply cannot supply us with the protected bandwidth, security, or
coverage necessary to fully support military operations.
MILSATCOM systems, notably the Defense Satellite Communications System
(DSCS) and the Military Strategic and Tactical Relay System (MILSTAR), support
contingency and ongoing operations. The first DSCS SLEP satellite, launched in
January 2000, provides users a 200% increase in military wideband communications
capacity compared to legacy DSCS III satellites. It also increases the overall
reliability of the military wideband constellation. Early in 2001, the MILSTAR
constellation received a third operational satellite, to provide jam-resistant
communications for tactical operations. Furthermore, a complete modernization of
protected communications (advanced extremely high frequency) and wideband
communications (advanced wideband) is underway. These are positive steps toward
ensuring space superiority and information superiority today and in the
future.
While the long-haul communications provided by
satellites is crucial to operations, transporting information to in-garrison and
deployed units is equally vital. Theater deployable communications provide
lightweight multiband satellite terminals that allow our deployed forces to
reach back on the Global Command and Control System-Air Force (GCCS-AF) via the
Combat Information Transport System -- our high-capacity fiber-optic backbone.
This capability allows combat forces to quickly deploy with a smaller support
structure. We are also implementing innovative emerging technologies to maximize
bandwidth availability. This is especially critical given the commercial
expansion into the frequency spectrum used by the military.
Information Warfare
We have fielded eight
information warfare flights (IWF) to date, providing combatant commanders with
full-spectrum information warfare (IW) planning for offensive, defensive,
kinetic, and non-kinetic applications. We plan to field at least one additional
IWF to support U.S. Special Operations Command. Each IWF integrates offensive
counterinformation, defensive counterinformation, and information-in- warfare
functions to gain, exploit, attack, and defend both information and information
systems. We recognize the potency of psychological operations and, therefore,
include it in our strategic planning as part of our IW capabilities.
Intelligence, Surveillance, and Reconnaissance
Currently, our limited numbers of airborne ISR systems are
in extremely high demand. The RC-135 Rivet Joint, U-2, and Predator UAV were
indispensable during Operation ALLIED FORCE, providing real-time PGM target
data, threat warning, and battle damage assessment. UAV systems, such as Global
Hawk and Predator, promise to expand our ISR collection capability while
reducing the need to place our people in harm's way.
Global Hawk successfully completed a military utility assessment and is
poised to move forward as a formal Air Force acquisition program with the
delivery of production vehicles in FY03. The Predator continued to demonstrate
impressive expandability with the integration of a laser illuminator for PGMs
and the recent successful launch of a Hellfire-C missile against a ground
target. Additionally, we are nearing completion of a major upgrade to the U-2's
sensors, cockpit, defensive, and power systems.
Space-Based Radar Capability
We are evolving
information superiority assets into space. New sources and methods of
space-based ISR are being explored to provide nearly continuous overflight of
enemy targets to complement airborne and ground-based sensor platforms. We are
partnering with other Services, agencies, and the National Reconnaissance Office
(NRO) to develop a roadmap for future space-based radar (SBR) capabilities.
SBR is a pioneering approach to providing near-continuous,
worldwide surveillance that would complement JSTARS and other ground moving
target indication and imagery systems. SBR capability would skip a generation of
sensor technology to provide precision weapons data and a nearly continuous
deep, denied-area look at ground moving targets. Furthermore, as a space-based
asset, SBR would not be limited by overflight restrictions, basing issues,
lengthy personnel deployments, crew fatigue, or terrain masking. From a
collection perspective, SBR would move us to the ultimate high ground.
Joint Surveillance Target Attack Radar System
The JSTARS provides battle management, C2, and ground
moving-target detection. We are replacing the on-board computers with
commercial- off-the-shelf equipment by 2005 under the JSTARS Computer
Replacement Program (CRP). The CRP is the foundation of all JSTARS
communications and sensor upgrades, and should reduce lifecycle costs and
minimize the number of obsolete parts. However, due to fiscal constraints, we
are enhancing only 2/3 of the fleet with the capacity to simultaneously transmit
voice and data through beyond-line-of-sight satellite communications by 2005.
Finally, the multi-platform Radar Technology Insertion Program (RTIP) will
replace the current JSTARS radar with an advanced electronically scanned array
radar that has five to ten times the air-to-ground surveillance capability,
reduces target revisit times, improves moving-target track capability, and
enhances radar resolution.
Airborne Warning and Control
System
The AWACS remains the premier air battle
management and wide-area surveillance platform in the world. Still, aging
aircraft issues, obsolete technologies, and the proliferation of advanced
adversary systems necessitate several upgrade programs. An improved radar system
will become operational this year, with fully upgraded capability slated for
FY05. The next computer and display upgrade will replace the 1970 vintage
processors with an open architecture system. Finally, a satellite communications
access program will provide improved connectivity with regional and national C2
centers.
Global Access, Navigation, and Safety
In 1996, we began the most comprehensive avionics
modernization effort in our history -- the Global Access, Navigation, and Safety
(GANS) program. It comprises an unparalleled avionics procurement and
installation effort to update the navigation and safety equipment in our
aircraft and in many ground systems. GANS includes the Joint Precision Approach
and Landing System; the Air Traffic Control and Landing System; modernization of
our Global Air Traffic Management (GATM) capabilities; and updated avionics to
include navigation, safety, and installation of Global Positioning System (GPS)
capability. In May 2000, GPS selective availability was turned off, thereby
providing the same accuracy to civil and military users. This increased accuracy
will significantly enhance the capabilities of systems using GPS. In 2000, we
built a strategic GANS implementation plan to synchronize our efforts with those
of the Federal Aviation Administration (FAA) and International Civil Aviation
Organization (ICAO). In the future, GANS will define the operational
requirements for upgrading all our ground and air traffic management systems to
preserve unimpeded worldwide operations within domestic and international
airspace systems.
We project that more than 99% of. our
aircraft will complete the congressionally mandated GPS upgrade by the 2005
deadline.
Additionally, through our GPS
Modernization/Navigation Warfare (NavWar) Program, we began development of
navigation warfare upgrades that will be fielded in GPS ground and space
segments beginning in FY03. These and future upgrades will allow us to better
protect the ability of American and allied forces to employ GPS on the
battlefield while denying it to our adversaries and minimizing potential impacts
to civilian users.
PRECISION ENGAGEMENT
Operation ALLIED FORCE demonstrated the need to strike targets in
adverse weather conditions with precision. Our new generation of guided weapons
couples GPS with an inertial navigation system to put bombs precisely on
targets, day or night, in nearly all weather conditions. Weapons with this
capability, such as the Joint Air-to- Surface Standoff Missile (JASSM), Joint
Standoff Weapon (JSOW), Joint Direct Attack Munition (JDAM), and Wind Corrected
Munitions Dispenser (WCMD) are among our high-priority precision engagement
programs.
JASSM is a precise, stealthy, standoff
missile that will enable us to destroy heavily defended, hardened, fixed, and
relocatable targets. As a result of acquisition reform initiatives, JASSM will
be delivered below the objective unit price of $400K, after a development period
that will be 35% shorter than comparable missile programs. JASSM is currently
undergoing flight tests with production deliveries scheduled to begin in
2003.
JSOW is an accurate, adverse-weather, unpowered,
glide munition. We are currently procuring two variants, the AGM-154A and
AGM-154B, which are capable of destroying soft and armored targets at ranges of
up to 40 nautical miles.
JDAM employs GPS guidance,
incorporated in a tail kit, to deliver general-purpose or penetration warheads
in adverse weather with near precision. We will use JDAM on multiple platforms
to destroy high- priority, fixed, and relocatable targets. The first operational
use of a 2,000-pound JDAM was from a B-2 during the first night of Operation
ALLIED FORCE.We are currently developing a MK-82 (500-pound) JDAM -- a small
bomb that will multiply kills per sortie by increasing the number of PGMs that
can be carried. For example, the same B-2 that carried up to 16 2,000-pound
JDAMs in Operation ALLIED FORCE will now be able to carry up to 80 500-pound
JDAMs. This 500-pound JDAM capability, planned for initial deployment in FY04,
is the first step in the Air Force's transition to miniature munitions.
WCMD has an inertial-guided tail kit that enables us to
accurately deliver the Combined Effects Munition, Sensor Fuzed Weapon, and the
Gator Mine Dispenser from medium to high altitude in adverse weather.
WCMD-equipped weapons became operational in late 2000.
In summary, munitions recapitalization is one of our top priorities. A
decade of high operations tempo has depleted our large Cold War reserve munition
stockpiles. Acquisition of JDAM, JASSM, JSOW, and WCMD will increase PGM
capabilities over the next few years; however, shortages of legacy munitions and
consumable munitions items (e.g., bomb bodies, rockets, chaff, flares, training
ammunition, and practice bombs) will continue to hamper training and
operations.
GLOBAL ATTACK
Global Attack is the ability to engage targets anywhere, anytime.
Global attack programs include the development of the Joint Strike Fighter
(JSF), improvements to our legacy fighters, and the modernization of the B-l,
B-2, and B-52 bombers with PGM capabilities. Additionally, modernization of
strategic platforms such as the Minuteman HI, the Air-Launched Cruise Missile,
and the Advanced Cruise Missile ensures the viability of two legs of the nuclear
triad.
Joint Strike Fighter
The Joint Strike Fighter (JSF) program will develop and field an
affordable, lethal, survivable, and highly common family of stealthy,
next-generation, multi-role, strikefighter aircraft for the Air Force, Navy,
Marine Corps, and our allies. It will provide a twenty-four hour,
adverse-weather, precision-engagement capability not provided by our legacy
systems. The JSF would help us limit our aging fleet problems. With a set of
fully validated and affordable joint operational requirements in place, the
competing contractors are completing the concept demonstration phase. The EMD
phase is expected to begin in the fall of 2001. Partner countries will share the
cost of JSF development, including the United Kingdom, which signed an agreement
in January to contribute $2 billion to the program. Several parallel
negotiations are underway with other potential international partners.
Legacy Fighter Modernization
Our
legacy fighters, including the F-15, F-16, and A-10, provide a potent mix of
air-to-air and air-to-surface capability. The recent addition of GPS-guided PGMs
on the F117 gave it an adverse-weather capability. However, these aging
platforms are growing more expensive to maintain and operate, and their combat
effectiveness is expected to eventually decline as projected surface-to-air and
air-to-air threats appear. The introduction of the stealthy F-22 and JSF will
maintain America's technological advantage, ensuring the ability to defeat
emerging threats while replacing aging force structure with modem combat
systems.
One of our Guard and Reserve's top
modernization priorities is incorporating precision targeting pods into their
F-16 aircraft. From 1998 through 2000, we outfitted all of our Reserve units and
selected Guard units with LITENING II pods. This acquisition gave the Guard and
Reserve's F-16s a critical precision strike capability while moving them closer
to the configuration of the active F-16 force. Beginning in FY01, the Guard will
join with the active force in procuring the Advanced Targeting Pod (ATP).
Collaborative programs between our active and reserve components increase our
overall procurement flexibility and close the gap in combat
capability.
Bomber Modernization
Our bomber modernization efforts will continue to increase the
lethality and survivability of our bomber force by enhancing precision strike
and electronic combat capabilities. We are applying the lessons learned from
Operation ALLIED FORCE by enhancing the flexible targeting and electronic
connectivity of the B-2 using electronic data-link and UHF satellite
communications. We are committed to integrating the MK82 500-pound JDAM into the
B-2, enabling it to strike up to 80 targets per sortie. Further, we are fielding
the MK-84 2,000-pound JDAM on the B-1 and developing the capacity for both the
B-1 and the B-52 to deliver JSOW, JASSM, and WCMD. Communications, avionics,
situational awareness, electronic countermeasures, and defensive system upgrades
would also improve bomber effectiveness.
Intercontinental Ballistic Missiles
Ongoing
modernization of the Minuteman HI (MM HI) intercontinental ballistic missile
(ICBM) force and a clear policy decision regarding the future of the Peacekeeper
(PK) ICBM are crucial to the viability of ICBMs through 2020. For example, we
could dismantle our PK ICBMs and then retrofit up to 350 MM HIs with warheads
currently on PKs to avoid a costly life-extension program on the Minuteman
system. This replacement effort would ensure that our newest warhead, with the
most modem safety features, remains part of the ICBM force. However, continued
delays in START II Treaty ratification, and the resultant delay in a PK
deactivation decision, make it difficult to implement this program and are
causing increased maintenance challenges that could eventually cause degradation
of our ICBM force.
RAPID GLOBAL MOBILITY
Rapid Global Mobility ensures the nation has the global
reach to respond quickly and decisively anywhere in the world. As the number of
forward-deployed forces has declined, the need for immediate response to
overseas events has risen. Airlift and tanker aircraft give the United States
the ability to rapidly reach out and influence events around the world. Yet,
some of these platforms are reaching the end of their service life. To prepare
for the future, the Mobility Requirements Study (MRS-05) and Tanker Requirements
Study (TRS-05) were commissioned to determine long-term military airlift and
aerial refueling requirements. MRS-05 ascertained the mobility requirements to
support the nation's military needs with moderate risk. Additionally, the
TRS--05, baselined from MRS-05, will inform our decision-makers on the number of
tankers needed to carry out future military operations.
The KC-135 fleet now averages about 40 years old, and operations and
support costs are escalating as structural fatigue, corrosion, systems
supportability, and technical obsolescence take their toll. The KC-135 Economic
Service Life (ESL) Study was completed in December 2000. This study provided
specific KC-135 milestones, as well as information on projected sustainment
costs and operational availability. In FY01, using the KC-135 ESL study and
TRS--05 as baselines, an aerial refueling analysis of alternatives will examine
options and timing for replacing the aging KC-135.The procurement of the
full complement of C-17s and the continued modernization of the C-5, C-130, KC-10, and KC-135 fleets will enhance the viability of our
mobility forces. Extensive efforts to modernize the C-5's avionics and
propulsion systems should keep this aging platform operational for the
future.
Modernization of the C-130
fleet (for intratheater airlift) is proceeding with a two-pronged approach. We
are procuring new C-130Js to replace 150 of our most worn-out
1960s-era C-130E combat delivery aircraft. The C-130J provides
increased range, performance, and cargo capacity compared with the current
C-130E/Hs. The remainder of our C- 130 fleet will undergo an
avionics modernization program (AMP) modification. AMP includes state-of the-art
avionics that will eliminate the need for a navigator and will increase
reliability, maintainability, and sustainability. The C-130
AMP modification will make the aircraft compliant with GATM standards and
navigational safety requirements.
The Air Force has
begun a large aircraft infrared countermeasures (LAIRCM) initiative to counter
increasingly prolific man-portable air defense systems (MANPADS). LAIRCM will
use state-of-the-art technology to provide active defenses for airlift- and
tanker-sized aircraft against widely deployed shoulder-launched surface-to-air
missiles.
LAIRCM will build on existing systems
designed for helicopters and small, fixed-wing aircraft. It will add new missile
warning and tracking systems to locate and direct a laser at an incoming
missile. Operational capability is expected on the first C-17s in FY04.
Additional airlift and tanker aircraft will be outfitted with this system in the
near future.
Rapid Global Mobility is dependent upon
the Tunner 60K mobility aircraft loader. It is essential for expediting onload
and offload and maximizing throughput at any location.The next generation small
loader (NGSL), a replacement for existing 25K loaders and wide-body elevator
loaders, will provide the versatility to load wide-body commercial aircraft and
support mobility operations at forward bases.
Integrated Flight Management Modernization
Air
Mobility Command's (AMC) Mobility 2000 (M2K) program is a comprehensive systems
integration and C2 architecture modernization initiative to increase the
efficiency and responsiveness of airlift and air refueling operations. M2K will
revolutionize AMC's C2 data flow and connectivity, data processing, database
management, and information display capabilities. By leveraging GATM system
installation and digital datalink technologies, AMC will realize near- real-time
global, end-to-end data connectivity between the Tanker Airlift Control Center
and all AMC mission aircraft. The implementation of M2K programs began in 2000
and will continue into 2006.
Spacelift Range
Modernization
The Spacelift Range System (SLRS)
modernization program is replacing aging and non-supportable equipment; using
automation to improve reliability and efficiency; reducing the cost of
operations; and standardizing equipment on the Eastern and Western launch
ranges. To date, the completion of new downrange satellite communication links,
a new fiber-optic network, and new range scheduling systems are providing
government and commercial users more flexibility at the spacelift ranges. The
congressionally directed National Launch Capabilities Study concluded that once
completed, the SLRS modernization program, coupled with the EELV program, would
meet the future launch demands of national security, civil, and commercial
payloads.The White House-led Interagency Working Group on the future utilization
of U.S. space launch bases and ranges developed a strategic direction for the
spacelift ranges. The Air Force was instrumental in shaping that strategic
direction as well as the findings and conclusions contained in the Group's
report. Through this effort, we have been expanding and formalizing partnerships
with states, spaceports, and the Departments of Transportation and Commerce to
better consider the spacelift requirements for civil and commercial launches
while ensuring our capability to meet national security requirements now and in
the future. At the same time, we are examining options for the use of nonfederal
funding to improve the space launch ranges.
CV-22
The CV-22 is our designation for the special operations
variant of the V-22 Osprey t a vertical/short-takeoff and landing airplane
designed for long-range, rapid penetration of denied areas in adverse weather
and low visibility. With twice the range and speed of a conventional helicopter
and its state-of-the-art avionics system, the CV-22 will be able to complete
most of its missions under the cover of darkness without being detected. We will
use the CV-22 to infiltrate, exfiltrate, and resupply special operations forces
and to augment personnel recovery forces when needed. The CV-22 is currently in
the EMD phase with two test vehicles designated for flight tests through
2003.
AGILE COMBAT SUPPORT
The
goal of Agile Combat Support (ACS) is to improve the responsiveness,
deployability, and sustainability of combat aerospace forces. Our four basic
objectives are to become more rapidly deployable; develop a more responsive
planning and execution capability; improve agile combat support C2; and develop
an agile, responsive,and survivable sustainment capability. We are making gains
in the process of right-sizing deployment teams so they are postured better for
expeditionary needs. We have developed expeditionary site planning tools that
help tailor our deployment capability based on assets prepositioned in the
forward theater. We are gradually introducing bare base assets and other types
of support equipment into our inventory. We've invested in infrastructure and
prepositioning to improve the reception and beddown capabilities of our bomber
forward- operating locations. We have fielded an integrated deployment system at
all of our wings that improves the responsiveness of our deployment process. Our
information technologies, such as the virtual logistics suite hosted on the Air
Force Portal, will help provide real-time situational awareness for ACS command
and control.
Through efforts like our logistics review
and logistics transformation initiatives, we are reengineering our processes to
achieve an agile, effective, well-integrated logistics chain that is responsive
to EAF requirements. These are all examples of initiatives that will help
achieve our four ACS objectives; however, our ACS capability must be improved
even more to fully support our EAF vision. For example, we need to fix readiness
shortfalls in key logistics resources including people, skills, spares,
munitions, bare base assets, and vehicles. We need to improve our capability to
rapidly develop deployment and sustainment plans for fast-breaking
contingencies. Finally, we are making enhancements to our ACS command and
control capability to make it more responsive, better integrated, and
sufficiently robust to support EAF needs. These agile combat support initiatives
are crucial to sustaining current and future combat operations.
Aircrew Training Requirements
We are actively
updating the way we train. The Joint Primary Aircraft Training
System (JPATS), including the T-6A aircraft, will replace the Air Force
T-37 and the Navy '1'-34 primary trainers and their associated ground-based
training systems beginning in June 2001 at Moody AFB, GA. We will continue to
upgrade the T-38 advanced trainer aircraft with new avionics representative of
current fighter systems while modernizing the propulsion system to improve
engine reliability, safety, efficiency, and performance. Finally, we are making
significant strides in developing simulated environments that produce training
effects comparable to authentic environments. Our groundbreaking distributed
mission training (DMT) system seamlessly links aircrew training devices at
diverse locations, allowing aircrews to train as they fight.
Ranges
Ranges provide the critical airspace we
need to test and train on our weapon systems. As modem aircraft continue to fly
faster and deliver munitions from a greater distance, our ranges and associated
test and training systems must evolve to meet our changing needs.
We will balance our need to test and train with our
responsibilities to the public and the environment. We are completing
modifications to our range and airspace structure that will significantly
enhance local training for our forces at Mountain Home AFB, ID, Dyess AFB, TX,
and Barksdale AFB, LA. We are also working to further advance the integration of
space and information operations into our ranges. This includes capitalizing on
a common infrastructure across the test and training spectrum. Innovation and
Adaptation
We have a proud heritage of innovation and
adaptation. We are carefully linking emerging technologies with our future
concepts of operation to evolve our aerospace core capabilities while providing
the nation the most effective return on its investments.
EXPERIMENTATION AND WARGAMES
We conduct
experiments and wargames to evaluate near- and far-term aerospace capabilities
and operational concepts. Joint Expeditionary Force Experiment (JEFX) 2000,
conducted at various locations throughout the U.S. in September, focused on ways
to integrate support functions into expeditionary operations and technologies to
conduct time sensitive targeting. The wargame Global Engagement (GE) is held
every other year to explore the potential capabilities of joint aerospace power
and alternative force structures 10 to 15 years into the future. In June 2000,
GE-V explored operational concepts and alternative force structures designed to
deny and degrade an adversary's strategic decision-making ability and accelerate
the transition from halt to win. GE-V also demonstrated aerospace power's unique
capability to ensure access to operational areas where the enemy employs robust
anti-access strategies. We are currently conducting a year-long analysis of GE-V
in areas such as time sensitive targeting, space control, information
operations, and forward logistics support. During odd-numbered years, we conduct
an aerospace future capabilities wargame that takes a longer view, striving to
shape our decisions and strategic direction by testing alternative concepts,
systems, and force structures that may appear 20 to 25 years into the future.
These wargames have produced new aerospace concepts, such as standoff warfare
and reachforward C2 capability, which continue to mature through follow-up
analysis and subsequent wargames.
ADVANCED CONCEPT
TECHNOLOGY DEMONSTRATIONS Advanced concept technology demonstrations (ACTDs)
marry new operational concepts with mature technologies in order to meet
warfighter needs in two to four years at a reduced cost. The high altitude UAV
ACTD, Global Hawk, which has successfully transitioned to a formal acquisition
program, is targeted for accelerated production and is expected to provide a
follow-on capability for the U-2. The Miniature Air Launched Decoy (MALD),
another ACTD system scheduled to enter production in FY01, will augment our
electronic warfare capability to protect valuable strike packages.
BATTLELABS
Since their inception
in 1997, the battlelabs have developed over 100 initiatives, including the
application of commercial scheduling software for the Air Force Satellite
Control Network, telecommunications firewalls for base phone systems, and the
use of speech recognition to reduce mission planning time. The recently
commissioned Air Mobility Battlelab joined the ranks of the Air Expeditionary
Force Battlelab, Command and Control Battlelab, Force Protection Battlelab,
Information Warfare Battlelab, Space Battlelab, and Unmanned Aerial Vehicle
Battlelab, with a charter to rapidly identify and assess innovative operational
and logistics concepts.
JOINT TEST AND EVALUATION
The Air Force plans to remain at the forefront of the
joint test and evaluation (JT&E) process. JT&E programs are a means to
bring two or more of the Services together to evaluate systems interoperability
under realistic conditions. We are the lead service on five JT&Es in the
areas of close air support; joint command, control, ISR sensor management
techniques; cruise missile defense capability; GPS vulnerabilities; and
electronic warfare in joint operations.Conclusion
Our
future hinges on continued advances in people, readiness, and modernization
programs. Retention and recruitment of people will stay challenging in the
near-term, but we will remain focused on the quality of life of our members.
Similarly, we are concerned about readiness, but until we solve our aging
aircraft troubles, improving our readiness will remain difficult. We believe we
have developed a sound recapitalization plan to address our aging aircraft
problem, but if the plan is approved, we would require additional funding to
execute it. Modernization brings increased readiness, along with new
technologies and enhanced capabilities. We will continue to innovate and adapt
our revolutionary advances in space technology, directed energy, and unmanned
aerial vehicles, to name only a few. Our efforts span the gamut of the world's
most diverse, flexible, and powerfully integrated aerospace force. We must
balance and fund our people, readiness, and modernization programs to ensure
aerospace power for America well into the future.
REFORMING BUSINESS PRACTICES The budget constraints of the past decade
have forced us to take a hard look at our business practices. We have undertaken
aggressive efforts to realize cost efficiencies by benchmarking the best
business and management practices, whether in government or industry, and then
adapting them to our unique environment. During the past year, we made
significant progress in improving how we do business in everything from
competitive sourcing of personnel positions to the flow of information within
the Air Force Headquarters.
Leveraging Information
Technology
We made some tremendous progress in 2000 in
the way we plan for, acquire, and protect our information technology (IT). We
started by creating the position of Principal Deputy Assistant Secretary of the
Air Force for Business and Information Management to centralize IT
decision-making and implement an Air Force-wide process to assess our IT
investments in preparation for future budgeting efforts.
Driving our IT efforts is our "One Air Force, One Network" strategy, a
multi-layered approach to integrating operations, people, technology, and
oversight through an enterprise-wide, network-centric concept. Included in this
strategy is the establishment of the Air Force Portal, the consolidation of our
servers, and improvements in information assurance (IA). The Air Force Portal
will provide all our members with a platform-independent, single logon
capability to meet practically all their information needs. Currently,
network-based access allows our members to logon anywhere in the world,
supporting over 75 applications. The migration of most of our critical databases
is planned for the near future.
In 2000, we saw the
initial consolidation of our servers improve the utilization of our computer
resources. We have created teams of experts at central sites and reduced our
exposure to outside threats. Our goal is to have one base from each major
command completed by August 2001 and all bases by September 2002. Our strategy
advances IA through standardized practices and procedures; integrated network
operations and information protection; automated and dynamic detection and
response; consolidated situational awareness and decision support; and
enhancements for deployed and classified environments. We are committed to IA as
our top information warfare priority for long-term investment.
Finally, our Global Combat Support System-Air Force (GCSS-AF) is key to
integrating our critical combat support information systems and processes across
functional areas. GCSS-AF incorporates the Air Force Portal, allowing customer
specific access while permitting the customization of information within our
business information systems. Together, GCSS-AF and the Air Force Portal will
provide the warfighter, supporting elements, and other Air Force members with
timely and accurate data and the capability to transform this data into
meaningful information. Seamlessly incorporating combat support into war
planning allows military planners to improve their course of action development,
analysis, and collaborative planning; and it measurably streamlines our business
processes. Competitive Sourcing Our public/private manpower competitions are a
defense reform initiative success story. In 2000, we began new competition
studies impacting 2,895 positions, as required by Office of Management and
Budget Circular A-76. The A-76 circular calls for the review of government
functions meeting specified criteria, and competition with private sector firms
to determine the most efficient and cost- effective method to perform the work.
In 2000, we concluded 30 competitions that covered 5,534 positions. These
competitions resulted in 46% of the work being contracted, and the remainder
being performed by the most efficient government organization. Both results
yielded significant cost savings.
As of April 2001, we
have completed 48% of the A-76 competitions targeted by the 1997 QDR and the
Defense Reform Initiative. Our annual top-to-bottom review of our manpower
authorizations identified an additional 3,491 positions as eligible for
competition.
Privatization
UTILITIES
Defense Reform Initiative Directive
(DRID) $$49 directed the privatization of all utility systems by September 30,
2003, except those needed for unique mission or security reasons, or when
privatization is uneconomical. This included two interim milestones: determining
the feasibility of privatizing each system by September 30, 2000, and releasing
all requests for proposals by September 30, 2001. Currently, we have completed
the first milestone by determining whether or not to pursue privatization for
each system (i.e., water, wastewater, electrical, and natural gas). This
evaluation resulted in 434 systems becoming candidates for privatization. We
continue to assess our options, and are now preparing the requests for proposal
that are required to meet the second milestone.
HOUSING
The 1996 National Defense
Authorization Act provided legislation to privatize military family housing.
Privatization efforts are underway to meet the goal of eliminating inadequate
military family housing units by the year 2010. We have awarded 4 of 9 pilot
projects to privatize 6,280 housing units. During FY01-04, we plan to privatize
over 21,000 housing units at 22 additional installations. Our privatization
efforts are part of our overall housing revitalization program outlined in our
Family Housing Master Plan.
Acquisition Reform
Today's environment demands continuous acquisition reform.
We have consistently led the way with new acquisition initiatives, or "Lightning
Bolts," and reinvention teams, which succeeded in saving more than $30 billion
during the last decade. Today, we are institutionalizing acquisition reform
through new initiatives, such as the use of cost as an independent variable and
reduction of total ownership cost, which improve acquisition affordability. In
addition, we've recently developed an acquisition cycle-time reduction
initiative known as the warfighter rapid acquisition process. This initiative
has the potential to speed up the development and deployment of innovative
solutions to warfighter requirements by two to five years. Our motto of "faster
and smarter" continues to guide us as we build upon the successful efforts of
the past. Partnership with Industry.
We have
consistently counted on industry to deliver superior products at reasonable
prices. Now, we are institutionalizing partnering between industry and the
warfighter. Initiatives such as teaming on proposals (TOPS) and total system
program responsibility (TSPR) allow us to establish these partnerships early in
the acquisition process. Integrated product teams extend this relationship
throughout the acquisition life cycle. The process of alternative dispute
resolution is now a part of all major acquisition projects, reducing the threat
of expensive claims. We are reaching out to industry to maintain robust,
rewarding, and healthy relationships. In our partnerships with industry, we are
also developing a blueprint for defense reform that will guide future reform
initiatives throughout the government. This blueprint was unveiled in February
2001. We will continue to look for new areas in which we can improve our
partnership.
Planning, Programming, and Budgeting
System Reform
We are reengineering the Air Force
Resource Allocation Process (AFRAP) to better link strategic planning,
requirements generation, programming and budgeting, while providing a consistent
focus on capabilities throughout the process. This new process will have a more
rigorous and consistent analytical underpinning than earlier methods. We are
planning to give our major commands an explicit slice of total obligation
authority with the flexibility to program funds to best meet their own
priorities. We believe this approach will improve the accountability and
visibility of our resource requirements during the DoD and congressional review
and funding processes.
Financial Reform
We continue to make progress toward achieving auditable financial
statements as required by the Chief Financial Officer (CFO) Act. An Air Force
integrated process team is resolving issues related to the reduction of
erroneous or unsupported obligations. This, in turn, will enable us to achieve
an auditable statement of budgetary resources. We are making efforts to validate
at least four of our crucial inputs that provide the foundation for unqualified
audit opinions on Air Force financial statements. All these efforts will provide
better financial information for Air Force commanders and managers.
Logistics Transformation
The
Defense Planning Guidance, DoD Logistics Strategic Plan, and Defense Reform
Initiative Directive #54 (Logistics Transformation) all identified a requirement
for the services to modernize their logistics programs. Accordingly, we
initiated a logistics transformation effort designed to improve overall combat
capability. Through improved supply chain management practices, this effort
gives the warfighter a complete picture of the enterprise's supply, maintenance,
and sustainment support activities affecting readiness. Reengineered logistical
support concepts will directly support warfighter readiness with a tailored
sustainment strategy for a downsized, but expeditionary force structure, that is
within the budgets currently projected across the FYDP.
Depot Maintenance Strategy
Over the past year,
we conducted a comprehensive review of our depot maintenance strategy to ensure
our capability is properly sized for both wartime and peacetime utilization. Our
current depot posture and future planning has been influenced by the downsizing
of our operational force; the reduction of our organic infrastructure; a more
active and robust private sector; the introduction of new technologies; and
recent depot legislation changes. This review reaffirmed that depot maintenance
is a critical element of our overall warfighting capability. Our recent
experience in support of Operation ALLIED FORCE once again proved the wisdom of
having a ready and controlled source of depot maintenance. As a result, our
depot strategy will ensure we possess an organic "core" capability sized to
support potential military operations. In addition, we recognize the need to
efficiently utilize our organic facilities during peacetime. To that end, our
depots are allowed to pursue repair workload beyond their "core" requirements
that is awarded through public/private competitions when doing so would increase
their "core" production efficiencies or offer a "best value" source of
repair.
Conclusion
In a time
when the Air Force was asked to do more with less, we succeeded in reinventing
our business approaches to capitalize both on the inherent strengths of our
enterprise and the best practices found in the private sector. We are at the
forefront of apportioning positions between military and civil service functions
and those that can be accomplished by contract personnel. We are becoming
interconnected with a single, Air Force-wide network that puts crucial
information at everyone's fingertips. We are reforming the acquisition process
and partnering with industry, not only delivering products faster but assuring
superior quality as well. In the last decade, our better business practices have
saved billions of dollars, allowing us to revolutionize the application of
aerospace power.
CLOSING THOUGHTS
From the beginning of powered flight almost 100 years ago to the
space-related operations we conduct today, we have demonstrated that we are an
innovative and adaptive force. We were born of change and it remains a part of
our nature. We will continue exploring new technologies and operational concepts
to identify those that offer potential for evolutionary or revolutionary
increases in capability. Our success as an aerospace force is founded on
recruiting the finest men and women available and then retaining them. We must
size, shape and operate the force to best meet the needs of our nation. Through
the structure of our ten Aerospace Expeditionary Forces, we provide the
Commanders-in-Chief (CINC) with trained-to-task forces, while adding
predictability and stability to the lives of our airmen. We owe our people the
education, equipment, and training to perform the missions we ask them to do.
Finally, to keep our aerospace advantage, we must modernize and replace our worn
out, aging, and increasingly difficult to maintain systems and
infrastructure.
In a world that is globally-connected,
national security and international stability are vital foundations of America's
prosperity. Ensuring security and stability requires global vigilance, reach,
and power -- global vigilance to anticipate and deter threats, strategic reach
to curb crises, and overwhelming power to prevail in conflicts and win America's
wars. We are postured to provide balanced aerospace capabilities across the full
spectrum of military operations, but in order to maintain America's aerospace
advantage we must recapitalize our force.