Copyright 2002 eMediaMillWorks, Inc.
(f/k/a Federal
Document Clearing House, Inc.)
Federal Document Clearing House
Congressional Testimony
March 20, 2002 Wednesday
SECTION: CAPITOL HILL HEARING TESTIMONY
LENGTH: 27571 words
COMMITTEE:
HOUSE GOVERNMENT REFORM
HEADLINE:
LONGSTANDING FINANCIAL MANAGEMENT PROBLEMS
TESTIMONY-BY: JAMES G. ROCHE, SECRETARY OF THE AIR
FORCE
BODY: CORRECTED COPY
STATEMENT OF:
THE HONORABLE JAMES G. ROCHE SECRETARY OF THE AIR FORCE
GENERAL JOHN P.
JUMPER CHIEF OF STAFF UNITED STATES AIR FORCE
SUBJECT: FISCAL YEAR 2003
AIR FORCE BUDGET OVERVIEW
MARCH 2002
Mr. Chairman and members of
the committee, the Air Force remains focused on transformation. It is a
continuous journey, and fundamental to succeeding in the joint services' task to
provide for this nation's security. This Fiscal Year 2003 budget takes
significant strides along this path, and will enable us to remain the world's
most capable air and space force. During the past year, the Air Force has had
numerous opportunities to implement and validate significant changes in the
conduct and strategies of war, exploit the rapid advancement of innovative
technologies, and deliver global reconnaissance and strike for America's
national security. Our successes are America's successes; they are the direct
result of the tireless and unconditional service by men and women of the Total
Air Force and their families. We recognize much work and many opportunities to
improve await us. Despite our unassailable dedication to a demanding operational
pace at home and abroad - including NORTHERN WATCH, SOUTHERN WATCH, NOBLE EAGLE,
and ENDURING FREEDOM - we have not faltered in our steps to continue the tasks
of our unprecedented transformation. We are pressing forward to develop and
refine our operational and organizational processes and strategies to address
the changing national security and economic environments. We are focusing on the
horizontal integration of our manned, unmanned, and space assets in order to
provide real-time actionable, exploitable intelligence to commanders. We are
committed to leveraging technology to combine our air and space capabilities in
order to increase asymmetric advantages for our nation. And, as our
transformation continues, we will support our people, revitalize the military
industrial base, and seek efficiency at every turn. We are the world's
preeminent Air and Space Force, remaining true to our vision by providing Global
Vigilance, Reach, and Power across the spectrum of military and humanitarian
operations for America and our allies.
We are able to perform the
extraordinary feats asked of our Air Force because we are blessed with full
endorsement from the American people, the Congress, and the President of the
United States - all of whom provide unwavering support to our efforts and
missions. We sincerely appreciate this confidence in our commitment and our
capabilities to provide our great nation with superiority in air and space
throughout this century.
If Americans had not fully understood the idea
of "asymmetry" before September 11th, they received a horrific education on that
day. In a lesson reminiscent of one 60 years earlier, air assets were employed
in a malicious fashion on an unsuspecting people. This time, however, the
attacks resonated a particular evil, for civil airlines were used to wreak
destruction and death upon civilians.
The World Trade Center, the
Pentagon and a field in Pennsylvania were the battlefields of asymmetric
warfare. A terrorist group exploited the United States' asymmetrical
vulnerabilities, far in excess of their relative size and the physical results
of the attacks. Within minutes of these attacks, the United States, through
Operations NOBLE EAGLE and ENDURING FREEDOM, was providing education on an
asymmetry of its own making--the object lesson of joint and combined warfare
visited on the perpetrators of the September 11 strikes. The Air Force is fully
prepared to execute the missions required--with our air, space and special
forces assets--to carry this global war on terrorism to its conclusion, ending
as President Bush declared, "at a time and place of our choosing."
Operation NOBLE EAGLE (ONE)
Operation NOBLE EAGLE unofficially
began three minutes after North American Aerospace Defense Command (NORAD)
received word from the Federal Aviation Administration of two hijackings. F-15
Air Defense fighters from Otis Air National Guard base in Massachusetts raced
toward the skies over New York. Thirty minutes later, a similar attack unfolded
in D.C. Within minutes, Guard F-16s from Langley AFB were on an intercept track
while other Guard F-16s headed to the skies over the Capital. Though notified
too late to thwart the attacks, the jets were in place to stop any further
strikes, including the aircraft that crashed in Pennsylvania.
Within
hours of these attacks, the Air Force had established combat air patrols across
America with air refueling support to keep them aloft, and command and control
assets to direct them. By December, these sorties exceeded 8,000. Meanwhile, as
the Air Force air defenses secured the skies, numerous other combat support
enables--strategic and tactical lift, civil engineers, medical teams, combat
communications, command centers, chaplains, and security forces--rolled into
action. The Air National Guard generated over 100
C-130's to
support the movement of FEMA, FBI, human organs and blood, Combat Support Teams
(CSTs), medical equipment, and combat communications. In addition, over 70
personnel arrived from Andrews AFB to help coordinate emergency medicine at the
Pentagon alongside the Surgeon General of the Air Force.
Within 24
hours, the Air Force swiftly deployed 500 medics to McGuire AFB, to respond to
any Federal Emergency Management Agency (FEMA) tasking for equipment and/or
personnel needed at the World Trade Center. State-of-the-art medical emergency
facilities were assembled, which included four Expeditionary Medical Support
packages (EMEDS) (lightweight modular systems). Critical Care Air Transportable
Teams (CCATT), which provide emergency medical attention while in-flight, were
quickly established at both the Pentagon and McGuire AFB. The port mortuary also
was activated, with over 600 Air Force Active duty, Guard and Reserve personnel
deploying to Dover AFB. They assisted in the identification and preparation of
the remains of the Pentagon attack victims, working alongside the Armed Forces
Medical Examiner, FBI, Army and Navy personnel. Critical Stress Management Teams
conducted counseling to personnel assigned to recovery efforts at both
locations. Finally, since the National Disaster Medical System was activated,
the Air Force Medical Service (AFMS) also set up its aeromedical evacuation
assets at both McGuire AFB and Andrews AFB.
Meanwhile, demonstrating
their invaluable integration in the Total Force, Air Force Reserve and Air
National Guard airlift crews were among the first to bring in critical supplies,
equipment and personnel, including emergency response teams from FEMA, fire
trucks, search dogs, and earth moving equipment. At the time of this writing,
more than 10,000 Air Force Reservists and over 20,000 Air National Guard members
have been mobilized, and many more continue to provide daily support as
volunteers. Thousands of Air National Guardsmen, Reservists, civilians,
contractors, and Active duty members are ensuring air and space security over
America.
Operation ENDURING FREEDOM (OEF)
When the President
decided on the appropriate course of action, air and space forces were called
into action. At the outset, Air Force bombers proved instrumental to putting
weapons on targets in Afghanistan. The vast mobility capabilities of the Air
Force quickly moved assets into the theater, while simultaneously making
possible Navy and Air Force fighter attacks.
ENDURING FREEDOM also
revealed an improvement from even the most recent operations. Air and space
precision assets paired with multi-service special forces on the ground proved
an effective, efficient and devastating mix of capabilities. Additionally, we
have pushed developing technologies forward and have found operational successes
in advanced employment of Unmanned Aerial Vehicles (UAVs).
This
operation is about creating effects--deterrence and defeat of terrorism--so it
is more than simply munitions-on-targets. The Air Force is at the forefront of
psychological campaigns, applying robust information warfare campaigns while
also leading the humanitarian relief mission--essential to any long-term
stability in the region. Airdropping millions of rations to a starving people,
Air Force mobility forces directly affected the future of the new Afghan
government.
"Let's Roll!"
As it has throughout its history,
America will champion the cause of freedom and defeat those who would attempt to
deny us this most basic tenet. Guaranteeing our success is ". . . the strength
of our country--the skill of our people and the superiority of our technology."
INTRODUCTION
The world's premier Air Force begins 2002 under new
leadership. The Secretary and Chief of Staff bring unique and complementary
experiences to bear upon the dynamic promise of American air and space power in
the 21" Century. The Air Force is in the business of global reconnaissance and
strike, including the full application of unparalleled mobility forces. Our
efforts are fueled by a vision of Global Vigilance, Reach, and Power to help the
Nation assure our allies and friends, while dissuading, deterring or decisively
defeating any adversary. The specific concept of "core competencies"' well known
among successful organizations has been adapted by Air Force leaders to
characterize the capabilities that are central to our mission: air and space
superiority, information superiority, global attack, precision engagement, rapid
global mobility, and agile combat support.
The Air Force, and the
Nation, entered 2001 aware of the challenges and opportunities of a new
administration. The Department of Defense was to undergo significant evaluation,
with the expectation of dramatic changes to follow. President Bush brought an
eminently qualified team to Defense and National Security, and the Air Force
welcomed the injection of energy and attention the Nation's defense was to
receive. Long a force for innovation, airmen continued their leadership
throughout the months of military reinvention. Capabilities-based planning was
emerging as the Quadrennial Defense Review (QDR) focal point, and the Air Force
strove to maximize the assessment of new technologies, revolutionary concepts of
operation and visionary
'According to two leading scholars, successful
enterprises "consolidate corporate-wide technologies and production skills into
competencies that empower individual organizations to adapt quickly to changing
opportunities." The 3 identifying characteristics of core competencies are: 1)
They transcend a single product or service and provide potential access to a
wide variety of markets; 2) they are perceived by customers to deliver
significant benefit; and 3) they should be hard to imitate. See C.K. Prahalad
and Gary Hamel, "The Core Competence of the Corporation," Harvard Business
Review, May-June 1990.
This new adversary, and those of the future, will
pose a formidable challenge to American interests at home and abroad. They will
attempt to intimidate, deter or defeat our nation through a variety of means, to
exploit our asymmetrical vulnerabilities and avoid confronting U.S. military
power directly. These strategies will include the use or threatened use of
weapons of mass destruction, and the use of terrorism on U.S. soil. They will
also attempt to counter the tremendous asymmetric advantages of U.S. air and
space power.
To meet these challenges, Air Force strategy calls for a
capabilities-based approach to defense planning. This enables the Service to
answer a broad range of challenges posed by potential adversaries, while also
developing the capabilities it needs for the future. This capabilities-based
planning must remain tied to ongoing Air Force transformation that continues to
develop new technologies, concepts of employment and organizational adaptations.
The Road Ahead
The transformation of the military now runs
parallel to the transformation of our Nation. Just as the military is exploring
new capabilities and concepts of operation (CONOPs) to engage threats, America
as a whole is experiencing new appreciation for the cost of freedom. The Air
Force, the Department of Defense and the American people are up to the
challenge.
Though a shock, the events of September 11th did not
fundamentally alter the course for a transformed military; rather, they served
as an affirmation of our current direction. Turning away from decades of
restrictive force-to-threat planning, the Air Force along with the Defense
Department is on course to define desired effects, and then secure capabilities
which allow us to reach that end. Additionally, the QDR and the Defense Planning
Guidance (DPG) address ' organizational changes, which add to the effectiveness
of new military methods.
This describes the heart of Air Force
transformation. Assessing existing and potential adversaries' capabilities
against our own, we are developing Task Forces for a variety of mission
requirements, from strategic response to homeland security. For example, Global
Strike Task Force, which describes how we will operate in an anti-access
scenario, is the next step in our journey to fully achieve our mission while
also opening doors to adaptive and innovative operational plans, and relevant
organizational structure.
In order to draw the greatest effectiveness
from these capabilities, the Air Force will exploit America's technical
dominance to elevate our asymmetric advantage over any adversary. This involves
harnessing the attributes of stealth, precision, standoff, space, and
information technology. The success of our capabilities-based CONOPS depends
upon reducing the find, fix, track, target, engage, and assess (F2T2EA) cycle
and achieving persistent ISR capabilities. Key to this is the horizontal
integration of manned, unmanned, and space assets. By facilitating digital
conversations at the machine-level we will provide the Joint Force Commander
with the decision-quality information required to ensure success--the "sum of
the wisdom" resulting in a cursor over the target. With determined exploration
and exploitation of space capabilities-culture, principles, personnel and
assets--we will widen our asymmetric advantages and set the bar beyond reach of
any adversary. Such transformation will guarantee America's Global Vigilance,
Reach, and Power--establishing powerful national mechanisms to assure, dissuade,
defeat or deter.
These are the building blocks to true transformation--
technologically elevated capabilities, focused CONOPs and embedded structural
changes. The Air Force remains at the forefront of each of these
transformational elements. We ensure the freedom to operate around the globe and
in the sky and space above, under any circumstances, and for whatever mission
the Nation requires. This is asymmetry--exploitation of capabilities no other
force in the world possesses--and it is fundamental to redefining jointly fought
warfare on America's terms. Maintaining this advantage is critical, and a
constant challenge. In the year ahead, we will meet this test by solidifying the
roots of our success: Readiness, Transformation, and the resource that makes
these possible--our People.
THE YEAR IN REVIEW
In 2001, the Air
Force had an enormous impact on the peacekeeping and combat missions around the
world. From the Korean Peninsula to Kabul, across every continent and over all
bodies of water, Air Force civilian, Active, Guard and Reserve forces were
executing global reconnaissance and strike missions. Through combined exercises,
humanitarian interaction around the globe, and decisive combat action, we
assured our friends and dissuaded, deterred or defeated our adversaries.
In the Balkans, contributions to the region included fighter, tanker,
command and control, ISR, and airlift aircraft. Combat search and rescue (CSAR)
forces, special operations units and unmanned aerial vehicles (UAVs) also flew
in support of the operation. In 2001, the Air Force flew approximately 1,000
sorties, enforcing no fly zones over the former Yugoslavia.
In Southwest
Asia (SWA), the Air Force maintained a continuous, steady-force presence of more
than 8,000 airmen in support of Operations NORTHERN WATCH (ONW) and SOUTHERN
WATCH (OSW). Air Force ISR assets provided crucial intelligence and situational
awareness, particularly in the form of indications, warning and intelligence. We
were the vital element in monitoring Iraq's compliance with United Nations'
directives. Coalition forces flew over 22,000 combat sorties in SWA during 2001,
70'/o of which were flown by the Air Force.
In response to the terrorist
activity of September 11th, we began providing support to homeland defense via
Operation NOBLE EAGLE and support to the war against terrorism via Operation
ENDURING FREEDOM. By the end of 2001, we had flown 11,000 combat air patrol,
surveillance, and refueling sorties protecting U.S. cities and other high-value
assets. We also maintained an alert readiness status on the ground in order to
scramble and intercept threat aircraft. Nearly 14,000 airmen have deployed to
Southwest Asia in support of ENDURING FREEDOM. This number represents nearly
every specialty in the Air Force, from engineers to explosive ordnance disposal,
pilots to special operators. Of the over 18,500 total coalition sorties flown,
almost 46 percent have been flown by the Air Force. These sorties included
fighter, tanker, command and control, special operations, UAV ISR, and airlift
aircraft. Initially, the Air Force was the sole provider of airlift for
humanitarian relief to the people of Afghanistan. By the end of December, Air
Force mobility teams had delivered over 2.4 million humanitarian daily rations
and over 4,300 tons of wheat, rice, and cold weather gear. Ultimately, in the
land locked country of Afghanistan, everything brought in to build up and
sustain our forces was brought in by air.
The Caribbean and South
America continued to be the focus of the ongoing war on drugs. Counter-narcotic
missions were flown around the clock by all interagency organizations. The Air
Force contributed aircraft and crews flying missions as fighter- interceptors,
airlift, ISR and CSAR. Of the almost 3,000 sorties flown, the Air Force flew
approximately 25 percent. These efforts directly contributed to seizures that
totaled over 75,000 kilos of narcotics.
Establishing operational
imperatives for 2001 and beyond, the Secretary of Defense named the Air Force as
executive agent for national security space. We now shoulder the responsibility
for planning and programming of space systems for the Department. The Secretary
and Undersecretary of the Air Force will direct efforts to nurture a space
culture and ensure that the advancement of space capabilities receives focused
and heightened emphasis. Throughout the year, we also maintained approximately
100 satellites in earth orbits that directly supported, and continue to support,
not only the Air Force but also the other Services and the civilian population.
Global Positioning Satellites assisted travelers worldwide. Data provided by Air
Force weather satellites and communications and missile launch-detection
satellites was used by all services. In order to maintain this robust
capability, we launched, deployed, and initialized operations of eight
additional assets in 2001.
The Air Force provided an American presence
in regions of the world where the U.S. is working to build goodwill and improve
relations. It also enabled quick humanitarian relief during natural and man-made
disasters. During the month of January, following a devastating earthquake in
India measuring 7.7 on the Richter Scale, two C-5s and four C-17s transported
115 short tons of humanitarian cargo to Ahmedabad, India. In April, a C-17
airlifted 10 cheetahs from Africa to America as part of a gift to the United
States from the people of Namibia. Additionally, Air Force engineers from Active
and Air Reserve Component RED HORSE units accomplished several school
construction and water well drilling humanitarian projects throughout Central
and South America.
When the floodwaters rose in Houston in June, a C-17
transported federal relief workers and 30,000 pounds of relief supplies to
Texas. Additionally, the Air Force deployed a 92-person Expeditionary Medical
Support System (EMEDS) to the area to relieve local hospital emergency rooms
workload. The EMEDS cared for over 1,000 patients from this disaster, and the
AMS envisions placing EMEDS throughout the country to offer added future
regional quick-response capabilities. Later, in August and September, Air
National Guard and Air Force Reserve
C-130 aircraft equipped
with modular airborne fire-fighting systems flew 185 missions and dropped over
800,000 gallons of fire suppressant on wildfires in Idaho and California.
Additionally, they flew 45 support sorties lifting 414 firefighters and over
300,000 tons of cargo into the area.
Whether at home or abroad, in
combat, humanitarian operations or training, we strive to accomplish the mission
effectively, efficiently and safely. Effective risk management directly
contributes to readiness and warfighting capability. In 2001, a combination of
targeted mishap prevention efforts and chain-of- command commitment resulted in
sustained low mishap rates in all major areas. On the ground, a record low was
achieved for off duty sports and recreation fatalities with four total. In the
on- duty ground fatality category, the Air Force tied the FY 98 all time record
low of three. In the air, Class A Flight Mishap performance yielded the third
lowest mishap rate in USAF history.
The Air Force-wide fielding of
safety tools and metrics such as the web-based Safety Automation System
continues to improve operational and acquisition risk management decisionmaking.
These efforts, coupled with aggressive seasonal safety campaigns, enable leaders
at all levels to take proactive action aimed at specific trend areas. The Air
Force's commitment to safety as a combat multiplier continues to enhance force
preparedness and mission accomplishment.
"The Expeditionary Air and
Space Force (EAF) After 2 Years"
Our considerable mission
accomplishments in 2001 have in large measure been made possible by the
continued maturation of the EAR Throughout the year, we called upon all facets
of our Air Force-- Active, Guard, Reserve, civilian, and contractors--to meet
the demands of the war on terrorism and our steady-state commitments. In
addition to the rotational deployments in support of OSW, ONW, Icelandic
Operations, and counter-drug operations; we were called upon to support wartime
efforts at home with ONE, and overseas with OEF. The large demand on the Air
Force increased the OPSTEMPO drastically and placed a sizeable stress on our
most valuable asset, our people. The Air Force is stretched thin, standing up
several expeditionary bases overseas while at the same time defending the skies
over the U.S. with numerous aircraft on ground and airborne alert. Our people
have risen to the occasion in winning this war. We will maintain the Air and
Space Expeditionary Force (AEF) structure throughout this effort to the maximum
extent possible however, everyone in the Air Force realizes the mission has
changed and the requirement to deploy for longer periods of time may increase.
The Expeditionary Air and Space Force - Sum of the Parts
Often
misunderstood is the difference between the elements that collectively define
the Expeditionary Air and Space Force. Whereas the EAF is a construct and is the
Total Air Force, the AEFs are a subset and represent the core of our deployable
combat power and forward presence capability. The EAF also enables the Air
National Guard and the Air Force Reserve to participate more heavily in Air
Force expeditionary operations. The increased predictability of the AEF rotation
cycle allows us to schedule voluntary participation well in advance. This
voluntary participation currently provides about 25% of the aviation package and
10% of the Expeditionary Combat Support. This support brings both OPSTEMPO
relief as well as highly trained and skilled talent to the operations. This
interaction lays the basis for the development of our transformational
initiative, Future Total Force (FTF) (explored later).
AEF Prime
consists of operational capabilities neither organically assigned to AEFs, nor
incorporated in the rotational cycles. This includes regional command and
control, intelligence, space, special operations, and the umbrella of deterrence
provided by our nuclear forces. AEF Prime enables much of the global reach back
we rely on for logistics and analysis.
AM are not individual
organizations, autonomous fighting forces, or units. Instead, our 10 AEFs
represent buckets of capabilities the Air Force can draw upon to satisfy the
requirements of theater commanders--flexible, responsive, adaptable. A nominal
AEF has about 12,600 people supporting 90 multi-role combat aircraft, 31
intra-theater airlift and air-refueling aircraft, and 13 critical enablers. The
enablers provide command, control, communications, intelligence, surveillance,
and reconnaissance, as well as combat search and rescue. AM are composed of
squadron and sub-squadron elements, which are on-call for a period of three
months in a 15-month cycle. If deployed, forces from AEFs make up Air and Space
Expeditionary Task Forces (AETF). Finally, we have two Air and Space
Expeditionary Wings (AEWs) that provide crisis response capability beyond what
the two in-cycle AEFs can cover. They also contain unique capabilities, such as
stealth aircraft, that are not distributed across the ten AEFs.
Air
Force Reserve Command made major AEF contributions in 2001 having met virtually
100 percent of both aviation and combat support commitments, while also
deploying 14,000 plus personnel in volunteer status in the current 15-month AEF
cycle (1 Dec 00 - 28 Feb 02). The challenge for 2002 will be to meet ongoing AEF
commitments with volunteers from a Reserve force which has had a large portion
of its operations and combat support mobilized for homeland defense and the war
on terrorism.
The Air National Guard alone contributes nearly 25,000 men
and women every 15 months to the AEF rotations. During AEF cycles one and two
thus far, Guard units provided over 20% of the total force aviation packages and
nearly 10% of all expeditionary combat support requirements.
EAF
Mobility provides the ability to deploy and sustain expeditionary forces. It
includes airlift and air-refueling capabilities--the linchpin of power
projection. Many mobility units accomplish the AEF role when specifically
assigned to an AEF eligibility period and the EAF Mobility role all other times.
EAF Foundation consists of support capabilities not organically assigned
to AEFs. This includes acquisition, logistics, health care, education and
training. Due to the expeditionary nature of the Air Force, individuals normally
assigned to an EAF Foundation organization can still be assigned to an AEF and
deploy to contingency operations during their three-month eligibility period.
The EAF is a force structuring mechanism because it frames Air Force
modernization, recapitalization, and transformation efforts.
The AEFs and EAF Mobility provide the rotational basis for steady state
expeditionary operations. Therefore, current and future programs must ensure
adequate capability in the EAF to respond to global contingencies while
providing predictability and stability for our people.
EAF Today
Our current level of commitment exceeds the capability we have available
in our two oncall AEFs and one on call AEW. In career fields such as Security
Forces, Engineers, Communications and Information, and Medical, we have reached
into future AEFs to source enough people to meet the current requirement. Low
Density / High Demand (LD/HD) assets such as Airborne Warning and Control System
aircraft (AWACS) and special operations aircraft have deployed almost their
entire inventory to meet the war effort. We have been aided greatly in this
LD/HD challenge with the deployment of NATO AWACS that have deployed to the U.S.
in support of ONE. For the first time ever, the on-call AEW and portions of the
remaining AEW were employed. Additionally, a large portion of the total tanker
force deployed to support Air Force and Navy strikes, while our mobility forces
rapidly moved thousands of airmen and support equipment overseas allowing us to
quickly engage the enemy on our terms, not theirs.
Fully Capable AEFs
Providing the flexibility needed for full spectrum operations requires
continued efforts to round out capabilities of our AEFs to make them
inter-changeable. Currently, our 10 AEFs are not all the same. For example, only
three of the AEFs have precision, standoff strike capability, and only nine have
an F-16CJ squadron for suppression of enemy air defenses. Until the disparity is
rectified, the EAF construct will have limits--many LD/HD and stealth systems
remaining tasked at maximum levels.
As the EAF continues to mature and
technologies advance, we will expand the capabilities each AEF can provide. With
enhanced intelligence, surveillance, and reconnaissance (ISR) we will enlarge
the battlespace an AEF can control; improve our ability to do real-time
targeting; and dramatically increase the number of targets an AEF can engage.
Finally, we will continue to improve our expeditionary combat support
capabilities--effective, responsive logistics are the key to sustaining
expeditionary forces and operating from austere locations.
Reflection
and Resolution
After a morning of terror on September 11th, there was
reassurance. Aircraft over American cities lent calm rather than fear, for they
were the Active, Guard and Reserve Air Force keeping watch. We reacted within
minutes of the attacks to establish a defensive posture and to prepare our
offensive forces, just as we spent 2001 reacting successfully to humanitarian
and combat operations around the globe. While meeting the requirements of the
new war on terrorism, we will continue our transformation journey. The
capability to deliver massed, discriminate and precise effects anywhere in the
world within minutes, and the persistent ISR to evaluate actions are within
reach for America's air and space forces. This is the contribution of the Air
Force to the Nation--asymmetric capabilities that assure, dissuade, deter or
decisively defeat.
READINESS
Though no organization in America
was ready for the attacks of September 11th, none was more ready for the
immediate aftermath than the Total Air Force team. From humanitarian to combat
operations, the operational demands before the attacks were tremendous. Though
significant milestones were reached in terms of reducing the effects of high
tempo operations, the advent of war placed many of those gains on hold. The war
on terrorism has disrupted the AEF schedules, which will create training,
organization and resource impacts in the near future. Unaffected though, is our
objective of 10 fully capable AEFs--each a flexible, identical cross-section of
capabilities for the Joint Force Commander to employ. America's competitive edge
is due in large part to its emphasis on realistic, comprehensive training, and
we must continue to ensure our forces get that training. Equally important is
ensuring our personnel have the resources needed to accomplish their jobs.
Recapitalization
Our fielded forces have aged to the point that
they will not be able to compete with emerging and future threats. In order to
deal with the global security environment, the Air Force must rebuild its aging
infrastructure and modernize its outdated weapon systems. 1-figher priorities,
however, require that we pursue a structured recapitalization process that will
ensure tomorrow's warfighters have the advanced tools, technology, and equipment
needed to preserve America's air and space dominance.
The budgetary
constraints and spending reductions mandated in the 1990s caused the Air Force
to seriously underhand
modernization and infrastructure
improvements. For example, in 1990 the Air Force purchased 257 aircraft; by
1996, that number had fallen to 30. This dramatic cutback in hardware
acquisitions signaled an unavoidable shift in USAF priorities.
Modernization stalled in order to maintain core operational
capabilities and keep the fleet of older aircraft flying. Unfortunately, this
financially driven reprioritization placed the nation's mid- and long-term air
power readiness at significant risk.
We now face a dangerous situation.
Our aircraft fleet is getting older, less capable, and more expensive to
maintain--all at the same time. Reversing this negative trend requires the Air
Force to structure its recapitalization plans to avoid large-scale procurement
spikes and critical
modernization gaps.
The
recapitalization of our airframes and weapons systems is only a partial
solution. The Air Force needs to upgrade its infrastructure and physical plant,
which include sustainment, restoration,
modernization,
transportation, support equipment, and communications systems. At the same time,
the Air Force must be prepared to conduct real-world operations on a global
scale. While recapitalization is important we can never forget investing in our
people. The Air Force needs to take particular care in preserving this resource
and expanding its capabilities. With the help of Congress, we have made
considerable progress in addressing pay, benefits, and quality of life issues
but more remains to be done.
Understanding the range and nature of Air
Force capabilities is a prerequisite to comprehending the readiness and
transformational requirements. Securing our task forces' potential capabilities
demands insightful and bold initiatives. How comprehensively we elevate the
systems, processes, and people will determine how effectively America will be
able to operate on the global stage in the decades ahead.
Core
Competencies
Air and Space Superiority
Air and space 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. This is the essential first step in achieving
battlespace dominance. As was true with operations in the 21st Century,
dominance of the vertical dimension will remain the most critical capability for
21st Century Joint Force.
Air Superiority
The Air Force is
investing in a range of systems encompassed in the entire F2T2EA kill chain.
Among the air superiority assets that contribute to this targeting and attack
process are the legacy air-to-air platforms. While we await the fielding of new
systems, we strive to maintain
the viability of our current assets. The
F-15 and F-16 programs continue to pursue
modernization of
radars, engines, and enhanced combat capability to ensure near-term fleet
maintenance and air superiority in air-to-air combat environment. Finally, key
weapon advances rest with continued development and production of the Joint
Helmet Mounted Sight as well as the AIM-9X and AIM-120 next- generation
air-to-air missiles. While
modernization of current systems is
required to make them as capable as they can be, our greatest advantage with
current systems is our robust training and the availability of ranges to conduct
that training.
Self-defense against enemy air defense systems is a key
element to ensure air superiority. Several electronic warfare programs support
this important capability. The Joint Services Electronic Combat Systems Tester
meets our operational requirement for a mobile verification system to confirm
installed electronic countermeasures systems on F-15, F-16, and A-10 are
operable. It tests end-to-end electronic combat capabilities, identifies system
problems before takeoff, and provides the highest level of confidence to the
warfighter that the EW suite is operational.
Comet Pod is a new infrared
(IR) countermeasures system designed to provide covert, preemptive protection
for the A-10 against IR surface-to-air missiles (SAMs). Fielding this system
will greatly enhance survivability of the A 10 in its low-altitude close air
support role. Additionally, the Advanced Strategic and Tactical Expendable
program addresses multiple Combat Mission Needs Statements and provides
accelerated ramp-up for production of the MJU46 covert IR flare. This
operational requirement acceleration responds to today's air war threat in
Afghanistan and currently provides protection to special operations aircraft in
the combat zone.
The AF leads the way in Radio Frequency (RF) Towed
Decoys on fighter and bomber platforms. These countermeasures provide protection
against advanced SAM threats and increase the viability and lethality of current
platforms to conduct operations in the modern RF threat arena. These defensive
systems have proven invaluable in combat over the last decade, and will continue
to add to our legacy force capabilities.
Combat Search and Rescue (CSM
The CSAR mission provides friendly forces protection and assurance by
recovering downed aircrew members or other persons in isolated locales and
returning them to friendly control. Primarily charged with supporting combat
personnel, CSAR continues to play an important role in civil search and rescue
activities. The aging nature of the CSAR fleet, however, increasingly
jeopardizes the Air Force's ability to accomplish the CSAR mission. Moreover,
CSAR assets lack appropriate compatibility with our advances in strike, command
and control, intelligence, surveillance and reconnaissance systems, though some
advances in information fusion have been completed.
Other improvements
are forthcoming. Air Force Reserve Command (AFRC) will modify nine HC-130's with
the APN-241 ground map radar, which enhances position awareness and increases
system reliability. Additionally, AFRC is beginning the upgrade of the forward
looking infrared for the HH-60G helicopter fleet.
Space Superiority
Space superiority ranks with air superiority as a top priority. The
ability to exploit and assure U.S. access to space assets while denying the same
to our adversaries is of great importance, and as the ultimate high ground,
space provides America with military advantages that cannot be duplicated.
Space Commission
In 2001, the Secretary of Defense named the Air
Force as Executive Agent for Space in his implementation of Space Commission
recommendations. This made the Air Force responsible for department-wide
planning, programming, and acquisition of space systems.
Consistent with
the National Reconnaissance Office's (NRO) long standing approach, the Air Force
will manage space systems with a "cradle to grave" philosophy, integrating
systems acquisition with operations. To accomplish this, the Space and Missile
Systems Center has been transferred from Air Force Material Command to Air Force
Space Command. The Under Secretary of the Air Force is now dual hatted as the
Director of the NRO, and will have acquisition authority for all Air Force and
NRO space systems, as well as Milestone Decision Authority for all DoD space
programs. This will allow a comprehensive review of all space systems, to
determine the optimal method of satisfying national/military requirements. The
first National Security Space Program Assessment was accomplished this year,
comparing DoD and NRO program budgets against existing plans. This assessment
will be used in drafting the first National Security Space Plan, due in
mid-CY02.
Spacelift Range System (SLRS)
Achieving and
maintaining space and information superiority requires an operational space
launch capability that can deploy satellites to orbit with speed and
flexibility--the high ground of military operations. The Spacelift Range System
modernization program is replacing aging and non-supportable
equipment to improve reliability and efficiency; reducing the cost of operations
and standardize equipment on the Eastern and Western launch ranges.
SLRS
modernization follows a phased approach. To date, the
completion of new downrange satellite communications links, a new fiber optic
network, and new range scheduling systems are providing government and
commercial users more flexibility at the spacelift ranges. In 2001, these
improvements enabled the rapid launch of 3 systems in just 4 days using Cape
Canaveral AFS equipment -- an unprecedented feat for America's spacelift ranges.
The next phase replaces old, base-unique systems with modern, standardized range
safety, flight operations and analysis, communications, tracking, telemetry,
planning and scheduling and meteorological systems. Once completed, the SLRS
modernization program, coupled with the Evolved Expendable
Launch Vehicle (EELV) program, will meet the future launch demands of national
security, civil, and commercial payloads.
In addition, Air Force
spacelift ranges are central to supporting the Department of Defense's
cooperation with the National Aeronautics and Space Administration (NASA) in the
development of technology, operational concepts, and flight demonstration for
the next generation of reusable launch vehicles. This cooperation also offers
the basis for the evolution and future development of reliable, rapid, and
assured access to space for air and space vehicles.
Information
Superiority
Information systems are integral to every mission of the Air
Force. Success in achieving superiority in this domain requires an effects-based
approach, superior battlespace awareness, well integrated planning and
execution, and properly trained and equipped information operations (10)
organizations. Information superiority means that our information systems are
free from attack while we have freedom to attack an adversary's systems.
Information is both a critical capability and vulnerability across the
range of military operations from peace to war. In coordination with Joint
Forces, the Air Force engages daily in conducting 10 functions across this
spectrum of military operations. We provide information superiority to our Air
Force commanders and Joint Forces CINCs as well as to friendly multinational
forces by conducting information operations in the air, space, and information
domains.
Command and Control. Intelligence, Surveillance, and
Reconnaissance C2ISR)
Currently, many military operations are limited in
the area of C2ISR capabilities, which increases the amount of time, it takes to
locate and destroy many targets. While we are aggressively pursuing and fielding
solutions to streamline this process, some of our current C21SR systems, which
our forces rely on, are vulnerable to adversary manipulation. The challenge
still exists to improve our own ability to disrupt the C2ISR systems of our
adversaries. Of further concern to our C2ISR capabilities is limited radio
frequency spectrum availability. Spectrum is the medium that supports the
mobility, dispersion, and high tempo of operations. To meet this critical need
for spectrum we must develop a strategy aimed at sustaining expanding spectrum
access as we face evolving national security responsibilities.
Our
operational and tactical command and control airborne platforms and ground
systems organize and direct efforts to create desired effects, whatever their
form. Our C2 assets include the air and space operations center (AOC) with its
decentralized component control reporting centers (CRC) and Theater Battle
Management Core Systems (TBMCS); the Airborne Warning and Control System
(AWACS); the Joint Surveillance Target Attack Radar System (JSTARS); and the
Multi-Platform Radar Technology Insertion Program (MP-RTIP).
The other
half of C2ISR is central to achieving battlespace superiority--knowledge. ISR
assets gather and processes the data into decision-quality information.
Currently, our limited numbers of airborne ISR systems are in extremely high
demand. The RC-135 Rivet Joint, U-2, Distributed Common Ground System (DCGS),
Predator, and Global Hawk UAVs have proven indispensable during OEF and the
expanding war on terrorism by providing real-time target data, threat warning,
and battle damage assessment.
The CRC is the JFACC's ground tactical
execution node for CZ 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 critical targeting, open system architecture, small
deployment footprint, remote operations, multi-sensor fusion, and AEF
responsiveness.
Air and Space Operations Center (AOC)- The Falconer
As the primary element of the Theater Air Control System, the AOC is
responsible for planning, executing, and assessing the full range of air and
space operations. It is the premier operational system at the disposal of the
Joint Forces Air Component Commander (JFACC). By fusing the data from a vast
array of C2 and sensor systems, the AOC creates a comprehensive awareness of the
battlespace so the JFACC can task and execute the most complex air and space
operations across the entire spectrum of conflict.
Especially
significant among these operations is time-critical targeting. This is the
development of swift reaction to the threat within theater battle management.
Accomplishing this requires combining 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. It is the ultimate goal of the targeting
process--to reduce the F2T2EA cycle from hours to minutes.
The Air Force
has long understood the need to address standardization of command and control
of air and space forces. The last decade witnessed the AOC as equivalent to a
"pick up game," requiring on-the-job training and hundreds of individuals
working long hours to produce an air tasking order. Throughout 2001, we
aggressively addressed this problem and the Falconer AOC is now on path to
becoming an efficient weapon system. Our focus will be refining the AOC into a
standardized weapon system run by operators formally trained in C2 Operations.
We must also improve the weapon system's modularity, scalability and
interoperability to meet requirements ranging from Major Theater War (MTW) to a
Humanitarian Relief Operation (HUMRO) or Non-combatant Evacuation Operation
(NEO).
If there are adequate resources to develop Advanced Technology
AOC, we will "right size" the AOC to meet each mission's requirement. The system
will be interoperable with internal and external U.S. National, Allied,
Coalition and Joint Nodes. Utilizing emerging technologies to maximize
reachback, we will dramatically reduce the footprint of the AOC while enhancing
JFACC decision processes and timelines, and reduce costs. Supporting combat
operations during Operations NOBLE EAGLE and ENDURING FREEDOM validated our
strategic vision for C2 systems. We will continue to develop the AOC, which sets
the standard for new Air Force capabilities-programming efforts, and keep it on
course to revolutionizing the operational level of warfare.
The "engine"
of the AOC is the TBMCS. It is an integrated, automated C2 and decision support
tool that offers the senior air and space 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 supports a full range of
functions including threat assessment, target selection, mission execution,
battle damage assessment, resource management, time critical target
identification and prosecution, and defensive planning. During ONE and OEF,
TBMCS was rapidly deployed supporting both CENTCOM and NORAD operation centers.
TBMCS will evolve into an open-ended architecture capable of interface
with a variety of joint and coalition data buses, displays and links.
The Airborne Warning and Control System (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. This year, one third of
the AWACS fleet completed an improved radar system upgrade, which will reach
full operational capability in 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.
Joint Surveillance Target Attack Radar
System (JSTARS) provides battle management, C2, and ground moving-target
detection. We will replace 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 life-cycle costs and minimize the number of obsolete parts. Another
707-airframe C21SR asset is the RC-135 Rivet Joint--the premier aircraft in its
class. We continue to modernize the Rivet Joint's sensors using an evolutionary,
spiral development program. Recapitalization and
modernization
efforts promise to keep the RC-135 and U-2 viable well into the 21st Century. As
we look to the future, we are examining the growth of the Rivet Joint as part of
the Multi- sensor Command and Control Constellation. Although the U-2 is not
currently in production, we continue to modernize the aircraft with updated
sensors and aircraft modifications to support our ongoing mission needs.
Advanced imagery sensors will allow the U- 2 to collect top-notch data for the
battlefield commander.
Aircraft modifications, such as cockpit,
defensive and power system upgrades will ensure U-2 survivability and viability.
Air Force DCGS continues to provide robust processing and reporting of the U-2,
Global Hawk, and Predator collected data. System modifications/upgrades and
increase in capacity will ensure continued delivery of timely intelligence to
enable time critical target prosecution.
Unmanned Aerial Vehicles (UAVs)
provide unmatched access for information, surveillance and reconnaissance
missions. Their capabilities expand ISR collection coverage while reducing the
need to place our people in harm's way. We are committed to the production and
fielding of Global Hawk as the next generation of high altitude airborne ISR
platform. We have transitioned Global Hawk from an Advanced Concept Technology
Demonstration (ACTD) program to a formal acquisition program. In the spring of
2001, Global Hawk successfully completed a deployment to Australia, where it
supported maritime reconnaissance and achieved a number of UAV aerial firsts,
including the first trans-Pacific crossing.
Due to this success, and a
high level of confidence in the platform, Global Hawk was deployed in support of
OEF. The development of advanced sensors will enable Global Hawk to support the
time critical targeting mission more completely. Finally, demand for the older
Predator UAV remains high. The successful weaponization of Predator holds the
promise of significantly shortening the time critical targeting timeline. Based
on the tremendous successes of Predator A, testing is underway on an improved
version, the larger Predator B.
Air Force weather satellites enable
information superiority every day during joint operations around the globe. The
Defense Meteorological Satellite Program (DMSP) constellation provides global
weather imagery and other environmental data to support mission planning.
Augmented with civil satellites, joint forces are provided timely, accurate
pictures of the weather affecting operations. The Air Force is modernizing
environmental data collection with the new National Polar-orbital Operational
Environmental Satellite System (NPOESS). In conjunction with the Department of
Commerce, development of the NPOESS will provide the nation a consolidated
system for all national weather monitoring needs. NPOESS will cost the DoD
significantly less than building and fielding a DoD-unique follow-on system and
will provide enhanced environmental monitoring capability to support emerging
weapons systems and concepts of operations.
The Multi-Platform Radar
Technology Insertion Program (MP-RTIP) is developing a scalable X -band
electronically-scanned array (ESA) for use on a variety of platforms for
airground surveillance, including a future 767 manned, wide-area surveillance
platform, the Global Hawk, and potentially a NATO manned platform variant. On
the 767 platform this array would provide five to ten times the air to ground
surveillance capability of current JSTARS, reduce target revisit times, improve
moving-target track capability, and enhance radar resolution. Furthermore,
MP-RTIP on a 767 is envisaged as the first development spiral toward achieving a
Multi-sensor Command and Control Aircraft (MC2A) capability as part of an
over-arching and transformational Multi-sensor Command and Control Constellation
(MC2C) to support future employment of the task forces addressed later in the
text.
Communication
Achieving information superiority depends
considerably on the availability of a robust, worldwide communications
capability. Communications are critical to the joint fighting forces deployed
worldwide. We are modernizing Military Satellite Communications (MII,SATCOM)
systems to keep pace with this demand. Inseparable from such
modernization is Tasking Processing Exploitation and
Dissemination (TPED). TPED describes how information is transferred among our
numerous systems and highlights bandwidth as a serious topic. Bandwidth is a
critical parameter -more is better- defining how much and what kind of
information we can disseminate. Over the next ten years, our need for reliable,
redundant, and secure communications is expected to increase 15 to 20 times
beyond the current capacity. The MILSATCOM systems in use today simply cannot
meet that demand and supply CINCs with sufficient protected coverage to
adequately support the warfighter. Further, in an environment of extremely high
worldwide demand and competition, commercial providers cannot be leveraged for
they lack the protected bandwidth, security, and coverage necessary to fully
support military operations.
Despite shortcomings, the MILSATCOM system
is making significant contributions to current, daily operations. The scope and
speed of joint operations, including OEF, simply would not be possible without
MILSATCOM systems, notably the Defense Satellite Communications System (DSCS)
and the Military Strategic and Tactical Relay System (Milstar), In FY01 we
successfully launched one DSCS and one Milstar satellite. Additionally, a
complete
modernization of satellite communications is underway.
Wideband Gapfiller Satellites (WGS) are low-cost, high bandwidth communications
satellites intended to greatly increase the on- orbit bandwidth available to the
warfighter. WGS satellites will help bridge the requirements gap until the
Advanced Wideband System (AWS) is brought on-line. Similarly, the Milstar
constellation is planned for replacement beginning in 2006 by the new Advanced
Extremely High Frequency (AEHF) satellites. The Air Force awarded a System
Development and Demonstration contract in November 2001 to design the AEHF
satellite system.
To leverage the full capability of our new
technologies, we are combining our efforts with the other Services to form the
joint Global Information Grid (GIG)--a globally interconnected, end-to- end set
of information capabilities and associated processes that allow warfighters,
policymakers, and support personnel to access information on demand. Currently
as the AEF deploys to support combat operations, it connects to the global
information grid via the Theater Deployable Communications (TDC) package. This
package is replacing legacy deployable AF communications equipment with
scalable, lightweight, and reliable transmission, networking, and network
management equipment. TDC. allows timely reachback to the US for intelligence,
logistics and people support that otherwise would have to deploy forward. During
OEF operations, we successfully deployed TDC to support combat operations,
demonstrating that TDC is the capability needed to support AEF communication
requirements.
Contributing to the GIG, the AF is building an enterprise
architecture ensuring our diverse projects and initiatives are closely
integrated to deliver maximum capability to the warfighter. In support of the
enterprise architecture, the AF "infrastructure" architecture facilitates system
integration by providing timely and cost effective communications and
information technology capabilities. The AF infrastructure leverages commercial
and government developed technologies and ensures these technologies are
controlled and integrated. To provide our people better access to information
and applications needed for their specific missions, we have fielded additional
capabilities through the Air Force Portal. The Air Force Portal is envisioned as
the single access point for practically all our information needs. Leveraging
commercial successes in web-enabled information technology and communications,
our members now have access to the Air Force Portal almost anywhere in the
world.
Information Warfare (NV)
Multi-faceted information
warfare planning and execution is another challenge of information superiority.
In the effort to create specific effects to accomplish campaign objectives, the
Air Force closely coordinates information operations (IO) plans between and
among supported and supporting commands to prevent redundancy, mission
degradation, or fratricide. The numerous organizations participating in these
coordination efforts include representatives from the COMAFFOR for Computer
Network Operations and the Air Intelligence Agency, to IO squadrons and IW
flights. To enhance the effectiveness of these organizations, we specifically
designed tools for the IW planning and testing efforts. In an effort to
normalize IO as a warfighting asset, we integrated AIA into the Air Combat
Command, the IW lead for the Combat Air Forces. They directly support the Joint
Force Commander through the JFACC/COMAFFOR.
We continue to make every
effort to define requirements and layout a viable long-term strategy/roadmap to
provide IW capability to the warfighter. The AV MAP has become a leading edge
planning tool for the Air Force in this arena. Its expressed purpose is: (1) To
define, document, and advocate Air Force IW requirements, (2) To integrate those
requirements into the Air Force Capabilities Investment Strategy, (3) To
identify solutions meeting validated IW needs, and (4) To provide IW Mission
Area expertise to the warfighter and to the Air Force corporate process.
Subsequently, the MAP helps to focus disjointed efforts, reduces duplication,
promotes integration among architectures and enhances operations.
Information Assurance (IA)
The Air Force maintained a robust IA
capability through a Defense in Depth strategy that integrated people,
operations, and technology for multi-layered, multi-dimensional protection.
People were trained to do the IA mission and protect the network We changed
policies and procedures to ensure IA operations are effective and efficient. We
also implemented Finally, technological advances to provide physical protection
to our information weapon system. Consequently our IA posture has never been
better. Training initiatives included a year long IA Campaign that focused our
attention on such corporate issues as IA roles and responsibilities, network
threats and countermeasures, computer network defense, and EAF web security
which significantly improved our collective IA knowledge and capability. We also
continued our emphasis on individual certification for network operators and
maintainers through the development of a Job Qualification Standard toward
mission-ready, deployable people.
Addressing procedures, we implemented
a Time Compliance Network Order (TCNO) process. TCNO allows senior leadership to
track and ensure completion of critically important computer security
configuration changes. This resulted in a ten-fold reduction of network
infections attributed to malicious code attacks from 2000 to 2001. Another
important operational initiative is the deployment of Scope Network teams to our
installations to fine- tune base-level networks. Scope Network's mission is to
optimize and tune networks and firewalls and ensure their proper configuration.
They deploy throughout the year to measure, analyze, train, and mentor at the
base level.
Finally, our primary IA technology initiative is a layered
equipment suite to discourage hackers and filter viruses as well as provide
tools to identify vulnerabilities like the Combat Information Transport System
(CITS), and the Network Management System/Base Information
Protection
(NMSBIP). These systems provide a standard tool suite to each Air Force
installation.
The requirements for global-level detection and early
warning of natural disasters, conventional military or chemical, biological,
radiological, nuclear and high-yield explosive (CBRNE) aggression remain as
critical as ever. At the same time, September 11th introduced a new category of
threat that will challenge the ability of America's C4ISR networks to cope with
strategic-level surprise, fait accompli or limited objectives strategies, among
others. Information superiority, the mastery of prediction, assessment and
employment of data, is arguably our Nation's most pressing challenge.
Global Attack
Global Attack is the ability to create desired
effects within hours of tasking, anywhere on the globe, including locations deep
within an adversary's territory. It also includes the ability to retarget
quickly against objectives anywhere, anytime, for as long as required.
Among Air Force programs supporting these capabilities is our bomber
fleet. Our B-1, B-2, and B-52 bombers provide a global rapid response, precision
and standoff strike capability, 24/7 battlespace persistence, and a level of
time-critical targeting (TCT) capability. The new transformation era reinforces
and re- emphasizes our ongoing basic bomber
modernization
plan-increase lethality, survivability, flexibility, supportability, and
responsiveness.
All three platforms now carry the highly accurate
2000-pound Joint Direct Attack Munition (JDAM), and are all being fitted to
carry new standoff precision guided weapons. In addition, future integration
programs will see the inclusion of smaller precision weapons. To improve their
survivability, bombers are receiving a range of upgrades to include defensive
system, situational awareness and electronic countermeasure upgrades. To enable
attack of timecritical targets, the Air Force is upgrading bomber avionics and
communication systems and linking them directly with remote sensor and targeting
systems.
To enhance our ability to kick down the door in remote theaters
and clear the way for follow-on forces, the Air Force is planning for a mix of
new generation manned and unmanned, air superiority and ground attack aircraft.
However, until the F-22, Joint Strike Fighter (JSF), and Unmanned Combat Aerial
Vehicle (UCAV) become an operational part of our inventory, we will continue to
rely heavily on our legacy fighters--the F-15, F-16, F-117 and A-10-- to provide
a potent mix of air-to-air and air-to-surface capability. These platforms are
all programmed to receive upgraded voice and data communication systems linking
them to a joint command and control net. Programmed improvements to avionics and
situational awareness systems will allow for better all-weather/night
operations, combat identification and response to time-critical and moving
targets.
F-15E
modernization incorporates robust
data-link capability and integration of smart weapons to ensure all-weather,
deep strike lethality. The recent addition of Global Positioning System (GPS)-
guided, precision guided munitions (PGMs) on the F-117 give 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 with greater
capabilities emerge. The introduction of the stealthy F-22 and JSF will maintain
America's technological advantage and ensure our ability to defeat next
generation threats while replacing our aging force structure with leap-ahead
capabilities.
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 our
Reserve units and selected Guard units with LITENING II pods. This acquisition
gave Guard and Reserve F-16s a critical precision strike capability while
configuring these units with the system capabilities of the Active F-16 force.
Additionally, the Guard will join the Active force in procuring Advanced
Targeting Pod (ATP) for an initial operating capability in 2003.
Two
critical F-16 programs, the Combat Upgrade Integration Details (CUPID) and the
Common Configuration Implementation Program (CCIP), will bring decisive combat
capability (night vision, helmet-mounted cueing, and data links) to our F-16
fleet. Additionally, the Falcon Structural Augmentation Roadmap (STAR) will
ensure the F-16 fleet is structurally sound to perform its mission through its
designed service life. Collaborative programs between our Active and Reserve
components increase our overall procurement flexibility and close the gap in
combat capability.
Intercontinental Ballistic Missiles ICBM)
The
recent DoD Nuclear Posture Review (NPR) announced a transition from the Cold War
nuclear triad to a new capabilities- based triad in response to the more
complex, evolving security environment. Consistent with NPR direction, the Air
Force is providing for long-term sustainment of ICBM capabilities. Minuteman III
(NMIR ICBMs will be deployed through 2020 and supported by ongoing life
extension programs. We will begin to look at alternatives for a follow-on ICBM
to be fielded as MNIIII reaches the end of its service life. Peacekeeper (PK)
ICBMs will be retired beginning in CY02. As the PK system is deactivated the Air
Force intends to transfer some warheads currently on PK to the M1MIIII, thereby
avoiding a costly life extension program on certain M]VIIII warheads. This
replacement effort will ensure that the newest warhead with all modern safety
features remains a part of the ICBM force, an essential nuclear strike element
in the nation's capabilities-based triad.
Precision Engagement
Our current operations emphasize the powerful advantage of being able to
create precise effects rapidly. The Air Force offers tremendous capabilities to
meet this national requirement from pinpoint humanitarian responses to precise
weaponry. Precision is fundamental to all of our operations and, in particular,
to transformational combat operating concepts. Along with information
superiority and stealth, precision engagement enables our forces to identify an
adversary's key centers of gravity and relay that information to strike assets,
thus reducing risks by avoiding unnecessary engagements (a concept generally
referred to as "parallel warfare"). Enhancing precision engagement will allow us
to accomplish this cycle in near real-time. This would allow us to maximize the
leverage gained from the fluid interaction of joint forces in more effective
prosecution of operations.
We have made significant progress in our
efforts to develop and field a new generation of weapons that can attack and
destroy pin- point, hardened, and relocatable targets at night and in most
weather conditions while greatly reducing the risk. By rapidly adapting new
technology employed under actual combat conditions in Operations ALLIED FORCE
and ENDURING FREEDOM, we now have an array of precision weapons that can be
employed from nearly all of our combat aircraft. Our high priority precision
engagement programs now include the Joint Air-to-Surface Standoff Missile
(JASSM), Joint Standoff Weapon (JSOW), Joint Direct Attack Munition (JDAM), Wind
Corrected Munitions Dispenser (WCMD), and eventually the Small Diameter Bomb
(SDB).
JASSM is a precise, stealthy, cruise missile that will enable us
to destroy heavily defended, hardened, fixed and relocatable targets from
outside of area defenses. JASSM program recently entered low rate initial
production and will be delivered to the field 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 exceeding 40 nautical miles.
JDAM employs
GPS-aided guidance, incorporated in a tail kit, to deliver general-purpose bombs
or penetration warheads with near- precision accuracy. We will use JDAM in all
weather conditions from 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 Operation ALLIED FORCE and JDAM has been used extensively during OEF.
The F-22 will employ the 1000- pound JDAM against anti-access and air defense
systems. Using the 500-pound JDAM currently in development, the B-2 that carries
up to 16 2,000-pound JDAMs in OAF, would be able to carry up to 80 500-pound
JDAMs in future conflicts. This will provide the first step in the Air Force's
transition to miniature munitions. Succeeding steps include the Small Diameter
Munition (SDM). SDM, under development for the F-22, will offer standoff
capabilities against the most difficult surface-to-air threats. The F-22 will
carry up to eight SDMs internally.
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 became operational in late 2000 and has been successfully
employed in OEF from the B-52.
Key to precision engagement is the GPS
navigation signal used by sensors and shooters to assist in targeting the enemy
with pinpoint accuracy. Successful joint operations rely on the GPS signal:
search and rescue, rendezvous, and mapping are only a few examples. Rigorous
upgrades to both satellites and warfighter equipment are currently in work to
protect the ability of American and allied forces to employ the GPS signal on
the battlefield and deny it to our adversaries while preserving civil use.
Precision capabilities allow the United States to engage in operations
with dramatically reduced risk to friendly forces, significantly less costs in
men and materiel, and with greater likelihood of success. The strike side of
precision engagement enables us to employ one weapon per target to destroy it
with minimal collateral damage and greatly increase the number of targets that
can be struck per sortie.
The benefits are exponential. By minimizing
the number of sorties required to strike a target, we shrink the forward
footprint necessary and minimize the number of airmen, soldiers and sailors in
harm's way. Indeed over the last decade, the Nation has faced numerous
engagements wherein precision has proven the method for success. From the
Balkans to Kabul, combatant commanders have required precision capability, not
large-scale conventional operations. However, this demand has dramatically
reduced our large Cold War reserve munitions stockpiles. As current operations
continue to tax existing PGM inventories, the Air Force is working to expand the
capacity of our industrial base to fill preferred munitions requirements. This
strategic effort, along with our continued acquisition of JDAM, JASSM, JSOW and
WCMD, will increase PGM capabilities over the next several years. The changing
nature of warfare with its emphasis on precision engagement, necessitates that
munitions recapitalization and development of transformational small weapons
will remain among our top priorities.
Precision strike, however, is more
than simply very accurate munitions. It is also the ability to generate precise
effects other than destruction. For that reason we also invest in various
non-lethal weapons, offensive information warfare capabilities, and directed
energy weapons that enable the U. S. military to affect targets without having
to destroy them. This enables effects-based operations that match precise
capabilities to desired effects--the ultimate in deterrence.
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
forces stationed outside the United States has declined, the need for an
immediate response to overseas events has risen. Given that access to forward
bases will remain critical and become increasingly risky, the rapid deployment
and agile sustainment of expeditionary air and space forces will be key to our
ability to operate across the spectrum of conflict.
Airlift and tanker
aircraft give the United States the ability to swiftly reach out and influence
events around the world. OEF and ONE have, again, shown the utility of rapid
global mobility. We have also witnessed the potential need to provide critical
tactical lift capability for immediate response at home. However, even with the
success of these ongoing operations, the Air Force desperately needs to continue
airlift and tanker
modernization efforts to ensure the U.S.
maintains its ability to operate globally. As part of our on-going effort to
assess our airlift requirements in light of current and anticipated needs, Air
Mobility Command is undergoing a comprehensive review of our air mobility force
structure.
Global Air Traffic Management (,GATM)
In addition to
aging aircraft problems, the Air Force mobility fleet must also respond to the
added requirements of a new air traffic architecture. GATM focuses on increasing
system capacity and flight efficiency, while continuing to meet flight safety
standards. The most critical technology elements are satellite- based
navigation, increased use of data links rather than voice for pilot/controller
communication, and improved surveillance that will enhance both ground and
cockpit situational awareness. Incorporation of these technologies will ensure
our mobility fleet maintains unrestricted access to global airspace.
An
essential means to ensure the AF's ability to support its 54.5 million-ton miles
per day airlift requirement is through the procurement of additional C-17s. The
AF has identified a need for at least 180 C-17s, and will award a follow-on
multi-year procurement contract to reach that number. A mobility tiger team with
Active, Reserve and Guard representation will continue to study beddown plans
for these additional aircraft.
The average age of our KC-135 tankers is
now over 41 years and operations and support costs are escalating as structural
fatigue, corrosion, systems supportability, and technical obsolescence continue
to take their toll. To keep these aging aircraft operational, we are modernizing
the avionics and navigation systems on all Active, Guard, and Reserve KC-135 s.
Called Pacer CRAG (compass, radar and global positioning system), the project
provides for a major overhaul of the cockpit to improve the reliability and
maintainability of the aircraft's compass and radar systems. The project also
meets the congressionally mandated requirement to install the global positioning
system in all Defense Department aircraft. As an added safety measure for
formation flying, a traffic collision avoidance system (TCAS) will be installed.
WAS gives pilots the ability to actively monitor other aircraft and
provides advance warning of potential mid-air collisions.
The ongoing
war on terrorism is further stretching the tanker fleet, motivating the Air
Force to consider accelerating replacement options. The Boeing 767 Global Tanker
Transport Aircraft (GTTA) is a promising alternative to quickly replace the
KC-135E, our least capable and most costly to maintain tanker aircraft. While
considering this and other lease options, the Air Force is focused on acquiring
the world's newest and most capable tanker; increasing fuel offload, increasing
availability, and increasing reliability-all with far lower support cost
The Air Force is pursuing a two-phased
modernization
plan for the C-5 fleet. Phase I is the Avionics
Modernization
Program (AMP) and Phase II is the Reliability Enhancement and Re-engining
Program (RERP). C-5 AMP replaces unreliable/unsupportable engine/flight
instruments and flight system components, installing GATM equipment to assure
complete access to global airspace and installing navigation/safety equipment to
reduce risk of mid-air and ground collisions (i.e. TCAS). C-5 RERP improves
aircraft reliability, maintainability and availability by replacing the power
plant and other unreliable systems. Several C-5 aircraft will undergo multi-year
testing to evaluate the potential for modernizing this aging, but important
mobility asset. The results of that evaluation will determine the need for
additional C-17 acquisitionsor other alternative.
Modernization
of the C-130 fleet is proceeding with a two-pronged approach to
maintain an intra-theater airlift capability well into the 21st Century.
Procuring 168 new
C-130Js to replace our oldest C-130s and
modifying the remaining fleet will reduce total ownership costs and simplify
maintenance, training, and operational employment. New
C-130Js
will replace eight EC-130Es and 150 of our most worn-out C-130E combat delivery
aircraft. In addition,
C-130Js will replace the Reserve's 10
WC-130H aircraft at Keesler Air Force Base, MS. These aircraft and crews are
specially trained and equipped to penetrate severe storms while collecting and
transmitting extensive meteorological data necessary to track and forecast the
movement of these severe storms to a special ground station.
C-130Js will also replace the Air National Guard's aging
Commando Solo platform, as well as complete other Guard units. The remainder of
the AF's C/AC/EC/HC/LC/MC-130 fleet will undergo an Avionics
Modernization Program (
C-130 AMP). This will
include state-of-the-art avionics and anew "glass" cockpit that will eliminate
the need for a navigator in the combat delivery aircraft. Along with increased
reliability, this
modernization will make the fleet compliant
with the GATM and the DoW s navigational safety requirements.
Rapid
Global Mobility is also dependent upon expeditious airfield support. Moving
aircraft tails in-and-out of a field quickly can determine success or failure of
an operation. The Air Force is procuring the Tunner (60K) and Halvorsen
(formerly next generation small loader or NGSL) loaders to replace older
equipment, providing a new capability to interface directly with all military
and commercial cargo aircraft. The Tunner is optimized for high volume to
support operations at major aerial ports while the Halvorsen is
C-130 deployable to support mobility operations at forward,
austere bases.
Large Aircraft Infrared Countermeasures (LAIRCM)
The Air Force has begun a new self-protection initiative to counter
man-portable air defense systems (1VIANPADS). LAIRCM will use state-of-the-art
technology to provide an active IR defense for the AF's airlift and tanker
aircraft. LAIRCM builds on existing systems designed to defend helicopters and
small, fixed- wing aircraft. It will add a laser, which provides the increased
power needed to protect aircraft with large IR signatures like the C-17 and the
KC135. Operational capability is expected on the first C-17s in late FY04.
Additional airlift and tanker aircraft will be LAIRCM-modified in the future.
CV-22
The CV-22 is the Air Force designation for the special
operations variant of the V-22 Osprey - a vertical takeoff and landing airplane
designed for long range, rapid, clandestine penetration of denied areas in low
visibility, adverse weather, and/or at night. With twice the range and speed of
a conventional helicopter and 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 (SOF) and to augment personnel recovery forces when
needed. Currently, the entire V-22 program is undergoing a major restructuring
that will address technical and safety concerns. Flight tests of the two CV-22
test vehicles, suspended through 2001, will resume in 2002 and continue through
2005.
VIP Special Air Mission/Operational Support Airlift CVIPSAM/OSA)
The Air Force continues to modernize the VIPSAM/OSA fleets to provide
senior leaders with improved capabilities to respond to national crises. Aging
CINC support aircraft are being replaced with modern commercial aircraft with
intercontinental range and robust communications (leased Gulfstream Vs,
designated the C-37, and Boeing 737-700 designated the C-40B). This innovative
strategy to leverage the commercial aircraft industry should be completed by
fall 2002. The President's VC-25s will receive major upgrades to the passenger
cabin infrastructure. Additionally, major upgrades to the communications suite
will provide airborne capabilities comparable to that of his White House office.
The four C-32s (Boeing 757s) will also receive advanced "office-in- the-sky"
upgrades to include broadband data and direct broadcast service. As funds become
available, remaining VIPSAM aircraft will be evaluated for similar upgrades.
Agile Combat Support (ACS)
Responsiveness, deployability, and
sustainabilityr-the cornerstones of American expeditionary operations--are the
mandate of agile combat support. The basic objectives established set to achieve
these goals remain intact. The Air Force established set objectives to elevate
the capabilities of the ACS elements by developing lighter, leaner, and more
rapidly deployable forces; creating more responsive planning and execution
capability; executing improved agile combat support command and control; and
assuring an agile, responsive, and survivable sustainment capability.
While progress has been made toward achieving these objectives, much of
the deployment strain in support of OEF has fallen on our expeditionary combat
support forces. Some high-demand support areas have exceeded their on-call
capabilities in current AEF rotation cycles, as a result of our surge mode
activities, which are likely to continue for some time. Consequently, we are
continuing to make gains in right-sizing deployment teams so they are postured
efficiently and effectively for expeditionary needs. We are placing high
emphasis on the development of expeditionary site planning tools that provide
the means to tailor our deployment capability based on assets pre-positioned in
the theater.
Reconstituting our current bare base systems and wartime
stocks, as well as developing and acquiring bare base assets and other types of
support equipment that are "lighter and leaner" and more rapidly deployable are
also integral to achieve force responsiveness. Essential investments in
infrastructure and pre- positioning are mandatory ingredients of improved
reception and beddown capabilities at our fighter and bomber forward operating
locations (FOLs).
The fielding of the Integrated Deployment System at
all of our AF Wings has improved the responsiveness of our Wing deployment
process. Our information technologies must continue to mature with expansion of
such capabilities as the virtual logistics suite hosted on the Air Force Portal.
These essential components provide real-time situational awareness for ACS
command and control that leverages logistics and combat support across
simultaneous operations in multiple theaters that now include the CONUS. The
CSAF's Logistics Review (CLR) and ongoing Logistics Transformation are
reengineering our logistics processes to achieve an agile, effective, well
integrated logistics chain that is responsive to AEF requirements.
Whether forward deployed in AEF operations, or completing homeland
security missions, we must be prepared to operate under any conditions.
Protecting critical bases of operations and defeating CBRNE weapons and their
means of delivery is one of the most complex challenges facing the DoD. Our
balanced response to the proliferation of these weapons, integrates the four
pillars of counterproliferation -- proliferation prevention, counterforce
capabilities, and active and passive defense measures.
Our counter-NBC
operational readiness initiative sets Air Force- wide standards for readiness,
identifies shortfalls and develops capabilities to effectively cope with CBRNE
attacks. This initiative includes a counter-NBC roadmap and an enhanced counter-
chemical warfare CONOPS. The roadmap is an innovative investment strategy that
cuts across Air Force plans and programs to increase counter-NBC visibility,
while offering enhancements for effective air and space operations in NBC
environments.
Regardless of contamination, combat or humanitarian
settings, the medical service plays an important role in agile combat support.
Through training initiatives and innovation in field systems this year, AFMS has
raised the bar on its capabilities. The results of these efforts are the
addition of state-of-the-art equipment and training facilities which guarantee
AFMS' ability to respond effectively when the nation calls.
One example
is EMEDS , which is a lightweight modular medical system that allows the AFMS to
tailor its response to each situation. Another revolutionary disaster response
system is the Lightweight Epidemiological Advanced Detection and Emergency
Response System
(LEADERS), designed to enhance the current medical
surveillance process and provide the earliest possible detection of covert
biological warfare incidents or significant outbreaks of disease. The Air Force
will continue to work with its civilian counterparts to develop and finetune
this technology over the coming year.
Along with developing relevant
facilities and equipment, the AFMS is expanding its training capabilities
through the development of the Coalition Sustainment of Trauma and Readiness
Skills (CSTARS) program. CSTARS creates learning opportunities in which civilian
academic centers serve as training platforms to provide clinical experience to
help sustain necessary readiness skills for AFMS providers. The CSTARS
arrangement allows for synergistic relationships between academic medical
centers and military medical assets, while simultaneously improving wartime
readiness and homeland security capability. Finally, AFMS training also extends
to allied and friendly nations. The Institute of Global Health (IGH), located at
Brooks AFB, Texas, is a worldwide educational program for medical providers to
develop and improve their medical response skills. Programs are tailored to the
host nation's infrastructure and resources and are taught on-site.
This
cross-section of examples of initiatives that will help achieve the four ACS
objectives are producing meaningful results. There is, however, more to be done
to better prepare our ACS capability for supporting the EAF vision. For example,
we need to fill readiness shortfalls in key logistics resources strained by
expanded operations including people, skills, spares, munitions, bare base
assets, vehicles, etc. We need to improve our capability to rapidly develop
deployment and sustainment plans for fast-breaking contingencies. Enhancements
need to be made to our ACS command and control capability to make it more
responsive, better integrated, and sufficiently robust to support AEF needs
worldwide. Finally,
modernization of equipment and the tools
essential to complement skilled personnel require investments in R&D in
Science and Technology initiatives that will help reduce our "footprint" while
improving our ACS capability.
Additional Readiness Concerns
Facilities and Infrastructure
Air Force installations and
facilities that are available when and where needed, and with the right
capabilities, form the foundation supporting current and future operational
requirements and readiness. Our installations and facilities are the platforms
from which we launch and recover Air Force and Joint weapon systems while
simultaneously providing work and living environments for personnel and their
families. For example, bases like Whiteman AFB, Missouri and Ramstein AB,
Germany, are important nodes in the global network that sustains OEF operations
while also sustaining thousands of airmen, dependents, and their communities.
Regular and planned upgrades are an essential part of keeping a healthy
infrastructure upon which to build and sustain air and space capabilities. In
FY02, operations and maintenance (O&M) sustainment funding precluded fully
maintaining Air Force facilities and infrastructure and will increase the
backlog of necessary repairs. In the near term the Air Force facilities
recapitalization rate falls short of DOD's 67-year facilities recapitalization
goal. In FY02, our military construction (MILCON) and O&M restoration and
modernization accounts allowed us to achieve a recapitalization
rate of 163 years. With Congressional assistance we were able to reduce our FY02
rate to 118 years.
In the FY03-07 Adjusted Program Objective Memorandum
we were able to fully fund O&M sustainment across the FYDP and achieve a
restoration and
modernization recapitalization rate trajectory
that will meet the OSD's 67-year goal by 2010. This track must be maintained.
Sustaining and modernizing our facilities and infrastructure will ensure we have
the right facilities at the right time and place to support military readiness.
Vehicle Replacement Program
The Air Force vehicle fleet is in
serious need of recapitalization. Underfunding of the program during the past
decade has created a backlog of more than 41,000 general and special purpose
vehicles that have exceeded their life expectancy. This backlog represents half
of the entire Active, Guard and Reserve vehicle fleets. The backlog continues to
grow each year, despite efforts to lease vehicles and extend vehicle life
expectancies through. enhanced technology. Current funding is below the annual
requirement. On-going operations have created a need for 879 additional leased
and procured vehicles valued at $
42.4 million to support the
mission. Failure to replace aging vehicles has a direct impact on of readiness
and ultimately our combat capability.
Realignments and Closures
Reductions in Air Force manpower and force structure continue to outpace
those in infrastructure. As a result, the Air Force continues to fund unneeded
facilities while struggling to maintain its vital operational readiness. Our
physical plant today is too costly, and we have too much of it. Excess
infrastructure continues to waste precious dollars that could be better used for
force
modernization and quality of life. The Air Force needs to
close unneeded installations and direct the savings into readiness areas: base
operating support, real- property maintenance, family housing, and military
construction at crucial operational bases. The Air Force will comply with the
Secretary of Defense's guidance for conducting the Base Realignment and Closure
(BRAC) process in 2005, as authorized in the 2002 National Defense Authorization
Act.
Environmental Leadership
The Air Force continues to be a
leader in the stewardship of our environment through compliance, pollution
prevention, resource conservation, and environmental restoration. We have
achieved the Defense Planning Guidance goal for 2002 for the environmental
restoration program, to have cleanup remedies in place for 50% of our active
installations high-risk sites. The next goal is to have remedies in place for
100% of the high-risk sites by the end of 2007.
We are on track to
achieve that goal, as well as having remedies in place for all medium risk sites
by the end of 2011 and all low- risk sites by the end of 2014.
The Air
Force has a tremendous range of flexible, rapidly responsive capabilities--the
skill sets that allow us to meet any mission requirement. Constant improvement
will require innovation, creativity and re-assessment, but also the funding
support to recapitalize critical components.
Towards Developing Systems
Experimentation and Wargames
We conduct experiments and wargames
to evaluate near- and far- term air and space capabilities and operational
concepts. Joint Expeditionary Forces Experiment (JEFF is the Air Force's large-
scale experiment, which is fully integrated with Joint Forces Command's
Millennium Challenge series of experiments. It is a live and constructive event
focused on improving time critical targeting; command and control of
intelligence, surveillance, and reconnaissance; and alliance participation in an
open-floor Combined Air and Space Operations Center. The Global Engagement (GE)
wargame is held every other year to explore the potential capabilities of joint
air and space power and future concepts 10 to 15 years into the future. GE V
demonstrated air and space power's unique capability to ensure access to
operational areas where the enemy employs robust anti-access strategies. In
August 2001, we completed a year of postgame analysis from GE-V. This analysis
showed the Air Force is on the right vector toward the future in the area of
force capabilities and is making great strides in addressing time critical
targeting requirements. GE V also provided substantive recommendations for
improvements in space control, information operations, and forward logistic
support.
Planning is underway for the next Global Engagement (GE VI),
scheduled for November 2002. This game will explore mid-term joint / combined
operational concepts, such as rapidly dominating the battlespace and setting
conditions for transitioning to sustained joint operations.
During
odd-numbered years, we conduct the Air Force Future Capabilities wargame that
takes a longer view, striving to shape our strategic vision by testing
alternative concepts, systems, and force structures that may appear 20 to 25
years into the future. These wargames have produced new air and space concepts,
such as long-range standoff warfare, reach-forward C2 capability, space force
application, and the link between C2, ISR and target engagement, which continue
to mature through follow-up analysis and subsequent wargames. We have just
concluded the 2001 Futures Game that focused on defining C2 and ISR for the 2020
air and space campaign; overcoming anti-access strategies; survivability of
space capabilities; future transformational capabilities; computer network
operations; and conducting future joint/coalition operations. Insights from this
game will be developed, analyzed and investigated further throughout 2002.
Advanced Concept Technology Demonstrations (ACTDs)
ACTDs marry
new operational concepts with mature technologies meeting warfighter needs in
two to four years at a reduced cost. The Air Force currently has 21 ongoing
ACTDs. An example is the Hyperspectral Collection and Analysis System ACTD that
will demonstrate various hyperspectral sensors on operational platforms and
integrate them into the existing tasking, processing, exploitation, and
dissemination architecture. Another example is the Thermobaric Weapon ACTD,
which provides an energetic thermobaric penetrator payload to defeat enemy
tunnel facilities and weapons with two to three times the lethality of
conventional high explosive payloads.
Battlelabs
Since their
inception in 1997, Air Force battlelabs have developed over 120 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, with a charter to rapidly identify and
assess innovative operational and logistics concepts, joined the ranks of the
Air and Space Expeditionary Force, Command and Control, Force Protection,
Information Warfare, Space, and Unmanned Aerial Vehicle Battlelabs.
Enhancing Fundamental Practices Agile Acquisition
The Air Force
launched Agile Acquisition to streamline and synchronize the business of
defining, funding, developing, acquiring, testing and sustaining the weapon
systems our Air Force uses to defend America's freedom. The goal is simple:
Field today's technology... TODAY. While we've had many individual successes in
the past, individual successes do not translate into fundamental reform. We must
get to the point where doing things smartly is not news. Agile Acquisition is
the strategy to achieve systemic improvement.
As a strategy, Agile
Acquisition has three major thrusts: First, we will relentlessly attack our own
processes and get rid of those steps that are not value added. Second, we are
going to free our leaders to lead and demand that they take the initiative. We
are going to train them to be innovative and think creatively, provide periodic
refresher training, and then hold them accountable for being agents of change.
Finally, we're going to offer a lot of help through our new Acquisition Center
of Excellence, which opened for business on December 2001.
The
acquisition reform of Lightning Bolts 2002 gives us the tools to make those
changes. They will focus our acquisition efforts and, at the same time,
reinforce our other initiatives to transform and improve the services and
products we provide. The Lightning Bolts will also reinforce and complement the
headquarters reorganization announced in December 2001 by the Secretary and
Chief of Staff. In addition, the AF is an active member of DOD's Rapid
Improvement Team, chartered to streamline the Information Technology system
acquisition process to less than 18 months. Towards that end, we are leading
prototype programs aimed at eliminating serial and redundant oversight
processes, expanding participation by interested parties, and sharing
accountability from program inception. Achieving agile acquisition is not a
luxury; it is a requisite for success. We must provide absolutely the best and
newest capabilities to our fighters in the shortest time possible. Our
acquisition processes, too often seen as a roadblock to real progress, must
become as agile as our warfighters.
Another key aspect of acquisition
reform involves bringing the warfighter into the process early on. This is an
essential element of our capabilities-based concept of operations which is
discussed in a later section.
Long Term Depot Maintenance Plan
Depot maintenance is another critical element of our overall warfighting
capability. The current depot posture has been influenced by the downsizing of
our operational force; the reduction of our organic infrastructure; the
introduction of new technologies; and recent depot legislative changes. In order
to maintain a ready and controlled source of depot maintenance, the Air Force
has prepared a Long Term Depot Maintenance Plan for submission to OSD and
Congress by the summer recess of the Congress.
The overarching objective
of this plan is to ensure that Air Force equipment is safe and ready to operate
across the whole range of contingencies, from training to supporting major
theater wars. Partnering with private industry is a key element of our plan and
provides the best value approach for maintaining our depots. And, benchmarking
our depots is essential for us to understand where best to invest. Leveraging
the best of public and private capabilities ensures the Air Force will take
advantage of what each does best. Partnering is also the method by which we will
be able to most efficiently utilize our current facilities as well as bring in
technologies to support core capability requirements in the future. However,
taxing programs to fund capital improvements is a contentious process. We
continue to explore the concept of depot capital appropriations to smooth out
the investment streams.
The Air Force Long Term Depot Maintenance Plan
will provide military strength by ensuring we possess an organic "core"
capability sized to support all potential military operations. It will be a
living document and postures our three organic depots to continue to support the
warfighter.
Organizational Experimentation - Future Total Force
In the 21st Century, the U.S. Air Force anticipates deriving its
strength from the flexibility and the diversity of its integrated Active duty,
Air National Guard, Air Force Reserve and civilians more than ever before.
Optimum use of Air Force component resources is critical in providing the
complete potential of American air and space power. Future Total Force (FTF)
efforts will include new ways to optimize the components to make the best use of
our resources and people and to build on a foundation of high standards and
strong cooperation among the components.
In the 1990s, the restructuring
of the Air Force placed a greater emphasis on the force structure in the Air
Reserve Component. Today, the Guard and Reserve account for over 65% of the
tactical airlift, 35% of the strategic airlift capability, 60% of air refueling,
38% of fighters, and significant contributions to rescue, bomber, and combat
support missions. Additionally, the Guard and Reserve have an increasing
presence in space, intelligence and information systems. Guard and Reserve units
also provide support in pilot training; radar and regional control centers
manning; at the Edward's Test Center, California; Test and Evaluation missions
in Arizona; instructing in weapon system school houses; conducting flight check
functions at Air Force depots; and helping to develop the Homeland Defense
mission. Today, the Guard and Reserve components are providing day-to-day
mission support. They are no longer simply a "reserve" force--their collective
capabilities make operating as an expeditionary Air Force possible.
Future success will depend upon our ability to develop an even closer
partnership between the components and a "seamless" integration of all assets.
FTF will explore expanding the integration of our people and systems, seeking
efficiencies and leveraging their individual strengths by combining operations
into new organizational structures - blended units. Together, Active, Civilian,
Guard and Reserve form a more capable, more efficient and more effective
organization than any could provide individually.
Blended units will
integrate Active, Civilian, Guard, and Reserve capabilities in creative new
ways, that may appear as radical departures from the past but which have already
been part of the Air Force business practice for years. Flying and support
functions, for example, will be so integrated with component personnel as to be
invisible to outside observers. This will focus attention on conserving valuable
manpower, resources, and skills while reducing overall costs. Finally, blended
units will maintain the ability to deploy rapidly and will explore new avenues
toward an overall goal of providing a "best mix" of personnel for the assigned
mission.
Developing blended units will not be without challenge.
Out-dated laws and policies would have to change to reflect requirements in
command and control, fiscal and personnel issues. Demands for more efficient use
of resources (personnel and aircraft), greater flexibility and integration of
personnel and administrative systems, higher reliance on the commercial
marketplace skills of individuals, and rapid adjustment to changing cultural,
social, and economic influences on the Air Force institution will serve to
further promote blended organizations.
The Guard and the Reserve are
more than just our partners in providing air and space power, they are an
integral part of today's Air Force and form a special link between the Active
duty Air Force and America's citizens. To a great extent, they are citizens
first. Blended units would take advantage of that connection to the citizenry
and their broad base of knowledge and experience, in both civilian and military
matters. The Air Force goal is to create a truly "seamless" force of airmen--one
organization of airmen who are interchangeable but who also operate in a
different status at particular periods in their air and space careers. The Air
Force is committed to evolving its FTF to meet the highly complex security
demands in its future.
Enhanced Homeland Security Missions
As
operators of two legs of the nuclear triad, the Air Force remains at the heart
of homeland security. Since its establishment in 1947, the Air Force has been
actively and successfully deterring aggressors, intercepting intruders, and
providing ballistic missile warning. The September l1th attacks brought homeland
security to the forefront with the publication of Executive Order 13228,
establishing the office of Homeland Security. The Air Force is being called upon
to counter a new class of foreign and domestic terrorist threats through both
defensive and offensive actions. Air defense capabilities remain on high alert
to intercede and prevent further misuse of our nation's civil aviation assets.
Expeditionary capabilities have been called upon to help destroy terrorist
operatives where they live. In all actions, the air and space expeditionary
force construct provides the flexibility to place forces where and when we need
them.
Ground-Based Midcourse Defense (formerly: National Missile
Defense)
The Rocket Systems Launch Program provided targets and
interceptor vehicles for two National Missile Defense tests in 2001. Using
decommissioned Minuteman H's, simulated incoming missiles were launched from
Vandenberg AFB while a Minuteman II stage two and three combination, with test
interceptor on board, was launched from Kwajelein Island. In the two tests
supported this year, both successfully intercepted the target vehicle, meeting a
huge technical milestone in the quest for homeland missile defense.
Conclusion
Air Force capabilities provide America with a unique
set of strengths--asymmetric advantages. However, today's technological
advantage is no guarantee of future success. Maintaining our current leadership
position requires addressing our aging infrastructure, modernizing outdated
weapon systems and harnessing technology to achieve our vision. To be sure, this
requires funding, but a significant part of the improvements rests with
ingenuity. In fact, how we maximize the collective potential of our Active,
Guard, Reserve, and civilian resources will affect our ability to exploit the
advantages our core competencies create. Realizing this potential through better
business practices, more sophisticated training methods, acquired technologies,
and other innovative means will be even more challenging given our ongoing
efforts in the war on terrorism. Yet the risks of failing to meet the
requirements for readiness are unacceptable. Readiness is one prerequisite for
American military success. Another is transformation.
TRANSFORMATION
New Impetus to Transform - The evolving geopolitical context
The
terrorist attacks of September 11th have forever changed the world we live in.
Now, more than ever, our military must transform to preserve the asymmetric
advantages it currently enjoys--specifically, its air and space capabilities.
These advantages are in danger of eroding in the face of emerging security
threats including the diminishing protection of geographic distance; the
proliferation of weapons of mass destruction; rapidly advancing technologies
(such as sensors, information processing, and precision guidance) available to
adversaries; escalating competitions in space and information operations;
greatly reduced access to forward bases; the prospect of operations in urban
areas; and finally, the prominent threat of global terrorism, especially within
our open borders. The demonstrated superiority of our air and space forces over
Afghanistan, and the asymmetric advantage they continue to provide the nation
must not be taken for granted. Success is not a birthright, we must continue to
transform to stay ahead of our adversaries.
America's future success
requires us to fully exploit our current technological dominance to seek
asymmetric advantage over our adversaries. Such transformation will encompass
the horizontal integration of manned, unmanned, and space assets and require us
to successfully address emerging and time-critical targets. It will require
digital communications at the machine level which result in providing Joint
Force Commanders with decision-quality information. The sum of this wisdom is a
cursor over the target.
Transformation can include multiple technologies
that enable new missions, significantly improved old systems and processes, or
using existing capabilities or organizations in new ways.
Ultimately,
transformation will drive how the military is organized, trained, and equipped.
Transformation can also involve changes in military doctrine or tactics,
techniques, and procedures that determine force deployment, employment, or the
way forces are led or interact with each other to produce effects. It is also
important to remember that transformation extends into every aspect of the Air
Force--be it warfighting or support capabilities. For example, transformation of
our business systems is currently being embraced to take advantage of new
technologies and processes already proven in commercial industry. These ideas
and products will enhance our efficiency and increase the crossflow of
information across Air Force communities.
A recapitalized force is
fundamental to the realization of transformational forces. Though we are
shortening acquisition cycles, new systems still take years to reach the field.
Therefore transformation in the immediate future must begin by using legacy
systems in new ways. We will continue to adapt and innovate in order to push the
envelope of our capabilities.
Transformation - Realizing Potential
Capabilities
In the 2001 QDR, the Secretary of Defense provided specific
direction for military transformation. Future defense planning will shift from
the previously "threat-based" approach to a "capabilities-based approach,"
focusing on "how an adversary might fight, rather than specifically on whom the
adversary might be or where a war might occur." To support the SECDEF's goals,
the Air Force remains in a continued state of evolution and transformation,
aggressively pursuing advanced technologies, innovative methods of employment,
and bold organizational changes. Transformation is nothing new to the Air Force.
It has been an innate characteristic of airmen from the Wright Brothers to
airmen operating in the 21st Century.
Continued AF transformation will
enable the United States to defeat an adversary by giving the Joint Forces
Commander the exact warfighting effects he needs, at the right place, and at the
right time. AF transformations will help DoD achieve its "operational goals;"
give the United States more operational flexibility and capability to address
the future security environment; defeat adversaries' asymmetric strategies;
reduce friendly casualties and collateral damage; and sustain America's current
asymmetric advantages into the future.
Capabilities-Based Concepts of
Operations (CONOPs)
AF warfighters are working hard to lay the
foundation for the next step in our transformation to a capabilities-focused
Expeditionary Air and Space Force. Our goal is to make warfighting effects, and
the capabilities we need to achieve them, the drivers for everything we do. The
centerpiece of this effort is the development of new Task Force Concepts of
Operations (CONOPS) that will guide our planning and programming, requirements
reform, and acquisition. We have identified several Task Force CONOPS that we
are fleshing out--Global Strike Task Force (GSTF) is a prominent example and is
the farthest along in development.
GSTF defines how the AF plans to
operate when faced with an anti- access scenario. It will meet the immediate
needs of our regional CINCs by leveraging our current and near-term capabilities
to overcome anti-access threats like the next generation surface-to- air
missiles and other defensive networks. By incorporating the stealth and
supercruise capabilities of the F-22 with advanced munitions like SDB we will
enable our stealth assets like the B- 2s and F-117 to take apart the enemy
defenses. This capability guarantees that follow-on air, space, land, and sea
forces will enjoy freedom from attack and freedom to attack. Key to the success
of the entire family of Air Force Task Forces will be the horizontal integration
of manned, unmanned, and
space ISR assets. A key component of horizontal
integration is the Multi-sensor Command and Control network that will help
provide the actionable, exploitable intelligence the JFC needs to make effective
decisions What warfighting effects will the AF provide? What capabilities do we
need to deliver these effects? Our family of Task Force CONOPs will provide the
answers to these questions. With this focus, we then understand what key
requirements are needed to support these CONOPs.
Advanced Capabilities
Manned Assets
Stealth provides the ability to fly largely undetected in
hostile airspace and penetrate air defense systems. Stealth will be absolutely
essential to establish air superiority in the decades ahead against rapidly
improving air defense systems and fighters. The F-22, JSF, UCAVs, improved B-2
bombers, and highly stealthy stand-off weapons comprise the critical stealth
capabilities under development now and into the future.
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 is clearly needed to counter the rapid deployment of third
generation fighters to potential U.S. adversaries. In addition, when outfitted
with the SDB, the F-22's ability to penetrate an adversary's anti-access
airspace and destroy his most critical air defense capabilities, will enable 24
hr stealth operations and freedom of movement for all follow-on forces-- fully
leveraging our nation's asymmetric technological advantages.
In 2001,
flight-testing continued to demonstrate the revolutionary capabilities.
Specifically, the F-22 successfully completed an AIM-120 guided missile launch,
and initial radar detection range measurements (met specification requirements
the first time out--an unprecedented accomplishment).
On 14 Aug the
Defense Acquisition Board approved the F-22's entry into low-rate initial
production (LRIP). Entering operational service in 2005, this transformational
leap in technology is the linchpin to preserving the nation's most important
military advantage for the warfighter: the capability to rapidly obtain and
maintain air and space dominance.
Acting in concert with the F-22 will
be the JSF. The JSF program will develop and field an affordable, lethal,
survivable, next- generation, multi-role, strike fighter aircraft for the Air
Force, Navy, Marine Corps, and our allies. With its combination of stealth,
large internal payloads, and multi-spectral avionics, the JSF will provide
persistent battlefield stealth to attack mobile and heavily defended targets.
Furthermore, JSF planned reliability and maintainability will enable an increase
in sortie generation rate and mission reliability, and will reduce the logistics
footprint as compared to legacy aircraft.
On 25 October 2001, the
Secretary of Defense certified to Congress that all JSF Concept Demonstration
Phase (CDP) exit criteria had been accomplished; the technological maturity of
key technologies was sufficient to warrant entry into the System Development and
Demonstration (SDD) phase; and both CDP contractors achieved greater than 20
hours of short take-off, vertical landing (STOVL) aircraft operations. On
October 26, 2001, the JSF program officially entered the SDD phase with the
award of contracts to Lockheed Martin for the airframe and Pratt & Whitney
Military Engines for the propulsion system. During the SDD phase, the program
will focus on developing a family of strike aircraft that significantly reduces
life-cycle
cost, while meeting the Services' operational requirements.
The program will use a block upgrade approach, based upon an open system
architecture, which addresses aircraft and weapons integration and supports the
Services' Initial Operational Capability (IOC) requirements in the 2010-2012
timeframe.
International partners will share the cost of JSF
development. The United Kingdom signed an agreement in January 2001 to
contribute $
2 billion to the SDD program, and negotiations are
underway with other potential international partners. International
participation in JSF will result in substantial benefits to the United States in
such areas as future coalition operations and interoperability; financial
savings; appropriate U.S.-foreign industry technology sharing; and strengthening
political-military ties with our allies.
For ballistic missile defense,
one of the most important manned assets is the Airborne Laser (ABL). ABL is a
transformational boost-phase intercept weapon system that will contribute
significantly to our multi-layered missile defense architecture. Structural
modification of a 747 aircraft, the first of two ABL prototypes, was completed
in CYO I. In CY02, ABL will begin an intensive period of subsystem integration
and flight testing, progressing toward a lethal demonstration against a
ballistic missile. The ABL program transferred to the Missile Defense Agency in
October 2001 and will return to the Air Force for production and deployment. The
ABL will also provide critical data for the development of a Space Based Laser
(SBL).
Unmanned Assets
Unmanned Combat Aerial Vehicles have the
potential to provide revolutionary suppression of enemy air defenses (SEAD) and
strike capabilities to future joint force commanders. Our UCAV X-45 system
demonstration program with DARPA will demonstrate the feasibility of UCAVs to
affordably and effectively accomplish these missions in the high threat
environments of the 21st Century. The first demonstration aircraft test flights
will begin in 2002. UCAVs will eliminate the operator from harm's way for
high-risk missions and, in conjunction with manned platforms, be a crucial
enabler for GSTF and other Air Force Task Forces.
Space Based Assets
Maintaining and developing space superiority is critical to the
transformation of the U.S. military to meet the challenges ahead. At the
forefront of this development is leveraging the resident expertise of our space
warriors, and integrating their cultural strength and wisdom with air forces in
order to achieve maximum operational effects. The ability to exploit and deny
access to space is of great importance in this new era where dominance in
information systems may determine battlefield success or failure. The Air Force
is investigating or pursuing revolutionary new capabilities to ensure adequate
space situational awareness (in addition to traditional space surveillance) as
well as defensive and offensive counterspace capabilities.
We are
transforming our space situational awareness with a much needed improvement to
the nation's missile detection and warning capability. The highly accurate
Defense Support Program (DSP) satellite system on orbit today was developed over
30 years ago to provide strategic missile warning.
Modernization to meet 21" Century warfighter needs is critical.
The new Space Based Infrared system (SBIRS) provides a single architecture for
the nation's infrared detection needs--a "system of systems"--meeting our
security requirements for 24/7 strategic and tactical missile warning, missile
defense, technical intelligence and battlespace characterization. This
transformational space system consists of two primary components: SBIRS ITigh
and SBIRS Low. SBIRS High includes four satellites in Geosynchronous Orbit (GEO)
and two in a Highly Elliptical Orbit (BEO) that will work hand-in-hand with the
20-30 Low Earth Orbit (LEO) satellites being developed through the Ballistic
Missile Defense Organization's (BMDO), (since renamed the Missile Defense Agency
(MDA)), SBIRS Low program. Both programs currently are under review. SBIRS High
has experienced unacceptable cost growth and is being considered for
restructuring. SBIRS Low may be delayed as the state of the program's maturity
is being evaluated.
Air Force Satellite Control Network (AFSCN)
AFSCN is a global system of control centers, remote tracking stations,
and communications links used to establish initial contact with all deploying
military satellites, and to control early checkout operations. In addition, the
AFSCN enables common satellite operations such as telemetry, tracking and
commanding, mission data receipt and relay, and emergency satellite recovery. We
also use the AFSCN to update the navigational database of GPS satellites, which
ensures effective support to the warfighters. In FY02 we initiated an AFSCN
modernization program using commercial-off-the-shelf equipment.
It is critical that we continue this effort since much of our current
infrastructure is so old that spare parts no longer exist. Moreover, since
nearly 50% of the total AFSCN workload supports National requirements, the
system's viability is essential. Preservation of both the AFSCN infrastructure
and the frequency spectrum it uses for military satellite operations is vital to
successful national security space operations.
Launch Systems
Our heritage launch systems continue with a 100% success rate this year.
The Evolved Expendable Launch Vehicle (EELV) will build on past successes while
transforming today's fleet of Delta, Atlas, and Titan space launch vehicles into
low-cost, efficient space transportation systems. The EELV will deliver
navigation, weather, communications, intelligence, early warning, and
experimental satellites to orbit on time and on budget to meet warfighter needs.
Boeing Delta IV and Lockheed Martin Atlas V rocket families are currently in
Engineering Manufacturing and Development to provide launch services beginning
next year through the year 2020 and beyond. Our partnership with industry will
meet military, government, and commercial spacelift requirements at 25% to 50%
lower costs than current systems.
Space-Based Radar (SBR.)
From
the ultimate high ground, space-based ISR will provide near continuous
overflight of enemy targets to complement airborne and ground-based sensor
platforms. SBR will revolutionize battlespace awareness by providing deep-look,
wide area surveillance of areas in a manner unaffected by political
sensitivities and most denial efforts--absolute leap-ahead technology.
Persistent ISR will be achieved with day/night, all weather detection and
tracking of moving and fixed targets; improved mapping, charting, and geodesy;
and responsive targeting data from sensors to shooters. Due to its basing mode,
SBR can provide the nation a nonprovocative, long-range capability to enable
early situational awareness in advance of hostilities and throughout the
spectrum of conflict. This will allow us to tighten the timelines for prompt
attack of both anti-access systems and enemy centers of gravity. SBR is being
designed to fit into the portfolio of other ISR assets.
Information
Warfare CM and Information Assurance (IA)
Of primary importance to IW
operations is the horizontal integration of manned, unmanned, and space systems
to achieve the machine-to-machine interface of command and control,
communications, computers, intelligence, surveillance and reconnaissance (C41SR)
systems. This integration provides executable decision-quality information to
the commander in near- real-time. Second is our ability to protect these systems
from adversary manipulation through defensive information warfare. Third, is the
ability to deny adversaries these same capabilities through offensive
information warfare.
Information superiority enables our military to
achieve "decision cycle dominance" and allow us to act and react much more
rapidly and effectively than our adversary - creating transformational military
advantages. While technology will never completely overcome Clausewitz's "fog of
war,"' achieving information superiority as described here could certainly
minimize it for us and maximize it for our adversary.
Information
superiority also yields additional benefits. First, a reduced forward deployment
requirement expedites the time to begin effects-based operations and reduces the
number of personnel and equipment exposed to threats. Second, by avoiding
massive attrition tactics, it would result in far fewer casualties and
collateral damage. Third, under the right circumstances, effective offensive
information warfare capabilities, which include computer network attack,
military deception, public affairs, electronic warfare, and psychological
operations (PSYOP), could prevent the need for destruction by influencing our
adversaries to capitulate before hostilities begin. This latter possibility will
be crucial in many of the environments the military will have to operate in the
future, such as urban areas and various military operations other than war, in
which employing highly destructive kinetic weapons would not be desirable.
In the future, the Air Force will field C4ISR capabilities that enable
dynamic assessment, planning, and the rapid execution of global missions. The
system will be tailorable across the spectrum of operations and be horizontally
and vertically integrated across components, functions, and levels of command.
Joint Force Commanders will be able to exploit knowledge and awareness to use
the right tools at the right time in the right way-and do it all faster and with
higher fidelity than the adversary.
Predictive Battlespace Awareness
(PBA)
PBA involves those actions required to understand our adversaries
to the extent of being able to accurately anticipate his actions before they
make them. This includes understanding how our adversaries organize and employ
their forces. It means knowing their centers of gravity, capabilities, and
weaknesses. PBA is an on-going intelligence effort which begins long before
forces are deployed. Ultimately, PBA allows finite ISR assets to be focused on
confirmation of anticipated actions instead of the more time- consuming
discovery.
Communication Enhancement
We are now transforming the
way information technology is used in the Air Force as we implement the One Air
Force... One Network initiative. This enterprise-wide approach to IT will allow
more responsive and more robust service to the whole Air Force. In addition,
Global Combat Support System-Air Force (GCSS-AF) will integrate combat support
information systems, thus removing the business inefficiencies resulting from
numerous, independent stand- alone systems. With GCSS-AF, the Air Force will
finally have the means to provide an enterprise view of combat support
information. GCSS-AF, through the Air Force Portal, will provide the warfighter,
supporting elements, and other Air Force members the means to seamlessly
integrate agile combat support information necessary to efficiently field and
sustain our Air and Space Expeditionary Forces.
Another piece of
integration is the Joint Tactical Radio System (JTRS). We aggressively
accelerated development of this enabler of machine-level, digital conversations
between our C2ISR and strike platforms so that the "sum of our wisdom" results
in a cursor over the target. JTRS will also provide a flexible and adaptable
information exchange infrastructure, which moves the joint force forward in
getting operators and commanders the timely decision-quality information needed
in today's warfighting environment.
Precision Engagement
The
small diameter bomb, the first "miniature" munition in development, will provide
an evolutionary capability in kills per sortie. The SDB weapon will use a common
carriage system for fighters and most bombers, to carry at least four and
potentially up to 12 SDB weapons per 1760 data bus aircraft station. This will
allow a fighter-size platform to carry 16 or more SDBs and a bomber to carry up
to 288. We will employ the SDB from low-to- high altitude, from standoff or
direct attack ranges, and in adverse weather conditions. Each SDB weapon will
employ GPS-aided guidance and be independently targeted. The Phase I SDB will
have a capability against fixed or stationary targets, while the Phase II SDB
will add a seeker with Automatic Target Recognition to provide a capability
against mobile and relocatable targets.
To increase our capability
against time-critical and moving targets, we are experimenting with existing and
miniaturized versions of precision weapons on UAVs. The range and loiter time of
the "hunter-killer UAV" coupled with the direct feed of real- time targeting
data, will increase our opportunities against moving targets--tightening our
decision cycle and maximizing our warfighting effects. What these systems and
our other advancing capabilities indicate is that we are within range of our
goals of persistent ISR, the finding to targeting to assessing within minutes
cycle, and fidelity in the integration of our systems. We seek near
instantaneous attack capabilities once a target is approved for attack.
Innovation and Adaptation
All of the new systems and
technologies in the world cannot supplant ingenuity. Whether modifying current
systems, developing streamlined efficiencies in organizations, or simply
thinking creatively, innovation and adaptation are at the heart of any
transformation, and embedded in Air Force heritage. The same visionary essence
behind the flight at Kitty Hawk works today to link emerging technologies with
dynamic future concepts of operation. The driving spirit of innovation in past
times of war exists today in the impetus to evolve our air and space
capabilities and elevate the security of the nation. Innovation and adaptation
will be tremendously important again in FY03, and they will resonate in all the
systems we develop, in our fundamental practices, how we organize and even in
our evolving roles and missions in homeland security.
The prerequisite
to achieving the transformation force outlined in the QDR is our commitment to a
strong Science and Technology (S&T) program. S&T is the critical link
between vision and operational capabilities. We continue to invest in a broad
and balanced set of technologies derived from basic and 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 eight short-term
goals and six long-term challenges to focus our S&T investment. The
short-term S&T objectives are focused on warfighter priorities in the
following areas: Target Location, Identification, and Tracking; Command,
Control, Communications, Computers, and Intelligence; Precision Attack; Space
Control; Access to Space; Aircraft Survivability and Countermeasures; Sustaining
Aging Aircraft; and Air and Space Expeditionary Force Support. Long-term S&T
challenges also involve revolutionary capabilities in Finding and Tracking;
Controlled Effects; Sanctuary; Rapid Air and Space Response; and Effective Air
and Space Persistence. Successful pursuit of these challenges and objectives
will meet the transformation goals of the Air Force and maintain our air and
space dominance today and well into the 21st Century.
Our new homeland
security environment will necessitate both traditional and nontraditional
responses, with significant coalition, joint, and interagency involvement.
Whatever the threat, the AOC provides the critically important real-time
predictive battlespace awareness for decision-makers. The Air Force will work
closely with the other agencies to form a tightly knit web of resources that
will be readily available to answer the call. In this way, Homeland Security
efforts will be interwoven and fundamentally aligned with the Air Force's top
priorities.
Additionally, Air Force counterair and ISR capabilities are
significant contributors to the multi-layered missile defense system,
incorporating air and space-based elements that provide effective, affordable,
global protection against a wide range of threats. Future space capabilities
such as the SBIRS will greatly enhance our ability to track and engage ballistic
missiles while space-based radar technologies will identify and track fixed and
mobile ballistic missile launchers. Finally, the ABL will engage ballistic
missiles in their boost phase, while the F-22, working with advanced ISR
systems, will defend against cruise missiles.
Consequence Management
The Air Force has played an important role in consequence management. We
have provided critical resources such as airlift, command and control, and
disaster preparedness response forces to other lead agencies and the Joint
Forces Civil Support Teams. The AFMS is acquiring a variety of modular packages
that can be used to support civilian authorities requesting our assistance at
home or abroad. Within two hours of notification, the Small Portable
Expeditionary Aeromedical Rapid Response (SPEARR) teams deploy ten specialists
with the capability to provide a broad scope of care, including initial disaster
medical assessment, emergency surgery, critical care, and patient transport
preparation. This will increase the state medical response capability for
homeland security. Additionally, Air National Guard men and women both command
and contribute to the nation's current Civil Support Teams-including critical
mobility requirements that support the air transportation of these teams to
sites of potential CBRNE or WMD attacks.
In the QDR, the Secretary of
Defense identified Homeland Security as a top priority for the Department of
Defense. The Air Force has a role in each aspect of preventing, protecting from,
and responding to attacks against our homeland. The Air Force has a robust array
homeland defense capabilities today and will improve and transform as necessary
for the future.
As in the past, we stand ready today to contribute these
unique capabilities and develop new technologies to aid our national command
authorities in combating threats or attacks to our homeland.
Conclusion
The same relative advantages of speed, flexibility, range, lethality and
the like that have defined air power since its inception also define the
collective talents of airmen--military and civilian alike. The partnership among
all of the components of the Air Force is elevating the nation's air and space
capabilities to even greater heights than ever conceived. Yet we are not
satisfied. We will continue to aggressively pursue our critical future
capabilities through every avenue, drawing on all of our resources, and finding
no satisfaction in compromise. While funding is critical to securing new and
revitalized systems, the Air Force is focused on the source of the most
exponentially beneficial results--our innate skill at integration, innovation,
and visionary implementation of ideas and processes. Ultimately, it is from our
airmen, our most essential resource of people that transformation will
accelerate, accelerate and continue.
PEOPLE
"People are a
priority" is not just a slogan in the Air Force, it is an imperative.
Historically, the Air Force has been a retention-based force and continues to be
so today. We rely on recruiting and training technically and mechanically gifted
individuals to develop and operate our advanced air and space systems. Though we
exceeded our FY01 recruiting and accession goals, there are some critical skills
in need of special attention--scientists and engineers in particular. We must
take action now to address these and other developing personnel gaps in the
uniformed and civilian Air Force alike.
Before September 11th, we were
deploying our people at a rate three times higher than we were a decade earlier.
Though we were narrowing the gap between force structure drawdowns and increased
commitments, the marker has been shifted significantly and we anticipate a
growth in requirements. The addition of Operations NOBLE EAGLE and ENDURING
FREEDOM and the creation of new homeland security requirements to an already
strained personnel tempo (PERSTEMPO) warranted an assessment of our total
manpower requirements. We are working with our sister services and OSD on this
issue.
Recent events have accentuated the contributions our Total Force-
-Active duty, Air National Guard, Air Force Reserve, and civilians--brings to
our National Defense team. We must now size this force appropriately to meet new
demands by capitalizing on positive recruiting results, honing retention
programs, and examining closely tasks that might better be performed by
civilians, of members of the Guard or Reserve. To attract and retain the best
people in a high-technology world, we will accelerate our efforts to develop,
educate, train and compensate our people to continue to lead the world as a
technologically superior military force.
Retention is more than a
quality of life issue. It involves letting our people know that what they are
doing matters. It is about instilling our Airmen with pride in a mission well
done. At the end of their careers they will remember being part of a team that
made a difference. To this end, we have initiated a major "re-recruiting"
program.
Recruiting
The Air Force exceeded FY01 enlisted
recruiting goal of 34,600 by almost 800. We still require 99% of our recruits to
have high school diplomas and nearly 75% to score in the top half of test scores
on the Armed Forces Qualification Test. In addition, we brought 1,155 prior
service members back on Active duty, nearly double the number from FY99.
We must enlist airmen whose aptitudes match the technical requirements
we need. In FY01 we implemented targeted recruiting programs for mechanically
skilled recruits. These efforts paid off, allowing us to exceed our recruiting
goal for these skills by 763. We did, however, fall short of our recruiting goal
by 203 in the general skill area. This includes the Security Forces career
fields, which have become vital in light of current operations.
The Air
Force is postured well to increase recruiting goals to meet new requirements.
Previously approved increases in advertising, a more robust recruiting force
with broader access to secondary school students, and competitive compensation
prepares the Air Force to meet future recruiting challenges. We budgeted
$
77 million for recruiting advertising in FY02, which is nearly
five times the amount from FY98. For FY02, we programmed an additional
$
9 million for the enhanced initial enlistment bonus program,
and the prior service reenlistment program, up from $
123.8
million in FY01. These bonus programs help to recruit hard-to-fill critical
skills and to encourage recruiting during historically difficult recruiting
months.
Officer recruiting faces many of the same challenges as enlisted
recruiting. However, we continue to draw America's best and brightest, even
given the lure of a competitive job market. In the ROTC program, we implemented
several initiatives to attract more candidates, offering contracts to freshmen
cadets rather than waiting until their sophomore year, and a one-year
commissioning program to attract both undergraduate and graduate students.
Overall in FY01, we achieved 105% of our line officer accession target, up from
97% in FY00. Recent legislation, which increased the maximum age for
appointments as cadets into Senior ROTC scholarship programs, further increases
our recruiting opportunities. We are also examining changes to the program to
reduce attrition during the ROTC cadet years.
Of particular concern,
however, is the area of military and civilian scientists and engineers. We fell
short of our accession goal for these groups by nearly 250, and have begun an
all-out effort to plus up recruitment and target retention of these critical
specialties. For example, in FY03 we begin a college sponsorship program to
attract scientists and engineers from universities where there is no ROTC
program. Thanks to prompt Congressional action, we have the authority to
implement bonuses, adjust funding to create retention allowances, and work
toward implementing special salary rates for the most difficult to retain
fields. At the December 2001 Scientist and Engineer Summit, the Secretary and
the Chief of Staff embraced these and other initiatives to remedy the accession
challenge. The Air Force recognizes the great need for these bonuses and has
programmed funds accordingly. However, funding levels were cut during the
appropriations process.
We have also found recruiting health care
professionals especially difficult. Many medical, dental, nurse and biomedical
specialties are experiences critical shortages. For example, only 80% of our
clinical pharmacy positions are currently filled. We are now reviewing accession
initiatives for pharmacists.
In FY 01, the Air Force Reserve exceeded
its recruiting goal for the first time in five years--accessing 105 percent of
their target. However, there are significant challenges ahead in recruiting
citizen-airmen. Historically, 30 percent of Reserve accessions come from
eligible members (i.e. no break in service) separating from Active duty. In
FY02, recruiting will have to make up that part of the goal, more than 3,000
people, from other applicant sources until Stop Loss is lifted. Once lifted, we
expect there will be challenges in filling many vacated positions. One of the
biggest challenges for Reserve recruiters this year is Basic Military Training
(BMT) quotas. While recruiting services increased emphasis on enlisting
non-prior service applicants, BMT allocations have not kept pace. This problem
is forecasted to worsen this year as a result of Stop Loss. Reservists are
working diligently to increase BMT allocations and explore solutions to address
BMT shortfalls.
The Air National Guard has placed recruiting and
retention emphasis on Air Force Specialties where shortages exist by offering
enlistment and reenlistment bonuses, Student Loan Repayment Program, and the
Montgomery GI Bill Kicker Program. As a result, many of the Air National Guard
critical maintenance AFSCs have seen real strength growth from 2 - 6% over the
last two Fiscal Years. These incentives have contributed greatly toward enticing
and retaining the right talent for the right job. Though recruiting and
retention rates have increased, the Air National Guard realizes that potential
problems exist that may affect future sustained capability.
Retention
Over 128,000 Active duty airmen, 46% of the enlisted force, are eligible
for reenlistment in FY02/03. Although positive about a career in the Air Force,
our people are being lured away by the availability of higher-paying civilian
jobs. To sustain our readiness posture for rapid deployment, we must retain our
highly trained, experienced, and skilled people. By keeping our experience, we
reduce recruiting and training requirements and continue to build and maintain
our technical expertise.
Retention will continue to be a priority and a
challenge in the future. We are aware Stop Loss and the increased tempo of ONE
and OEF may have a negative affect on retention and we are planning for offsets
already. We must provide a robust compensation package that rewards service,
provides for a suitable standard of living, ensures a high quality of life, and
retains our high caliber professionals. We must continue to reduce out-of-pocket
expenses incurred through frequent moves, deployments, and other temporary duty.
Our airmen must view a military career as a viable and competitive option if we
are to maintain an all- volunteer force. To that end, we have initiated an
aggressive campaign to "re-recruit" our force, through individualized mentoring
and career counseling. This effort began with scientists and engineers, as well
as Battle Managers, and will include other critical skills in the coming months.
Pilots were to be the initial focus, but the demands of ONE and OEF required
that we delay the re-recruiting of this group. Congress has rallied to the Air
Force's needs in all of these, and we will rely on continued help, particularly
in the year ahead.
Officer retention trends continue to raise concerns.
We monitor these trends through 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. Although the FY01 CCR for pilots increased from 45%
in FY00 to 49%, it's significantly lower than the high of 87% in FY95. We have
fully manned our cockpits, but our rated pilot staff manning has fallen to 51%.
Airline hires in FY02 will be down from over 3,000 last year to approximately
1,500 this year; however, we anticipate the hiring will surge again shortly
thereafter. Therefore, we can expect the USAF pilot shortage to continue for at
least the next eight years until we fully realize the effects of the ten-year
Active duty service commitment for undergraduate flying training. We are
optimistic that our "re-recruiting" effort will further enhance pilot retention
and help alleviate the shortage sooner.
The mission support officer FY01
CCR has held steady at 44%. However, retention rates for several high-tech
specialties have decreased= scientists (36%), developmental engineers (42%),
acquisition managers (40%), and air battle managers (47010). Conversely,
navigator rates improved in FY01, rising three percentage points to 72%.
Navigators are a critical rated resource being used to fill many pilot vacancies
at headquarters level. In the next few years, we expect a rapid decline in this
large retirement-eligible population. We also need to retain every experienced
air battle manager (ABM) we can to preserve our warfighting capability. This
highdemand, low-density career field retention is negatively impacted by
increased operations tempo.
The Air Force Reserve exceeded Command
retention goals for their enlisted airmen during FY01. Again, it was the team
effort of the members, first sergeants, supervisors and commanders that led the
Reserve to this exceptional achievement. Bonuses also continue to be an
effective tool in retaining our members. The flexible Aviation Continuation Pay
(ACP) program is an important part of our multi-faceted plan to retain pilots.
In FY01 we offered ACP payments through 25 years of aviation service, resulting
in a substantial increase in committed personnel. Because of this success, we
plan a similar design for the FY02 ACP program, and extension of this program to
navigators and ABMs.
Seventy-eight percent of our enlisted skills are
now receiving re- enlistment bonuses, up two percentage points from FY00. The
authorization to pay officer and enlisted critical skills retention bonuses
should help retain individuals in high demand by the civilian sector. We are
initially targeting this new authority to Science, Engineering, and
Communications and Information. Also, the authority to increase special duty
assignment pay provides the flexibility to target our most pressing enlisted
skills. The FY02 National Defense Authorization Act (NDAA) authorizes
installment payment authority for the 15- year career status bonus, and an
educational savings plan to encourage re-enlistment in critical specialties.
Additionally, the Air Force Reserve is studying special duty pay initiatives for
senior enlisted positions, such as command chief master sergeants and unit first
sergeants for future implementation.
The Air National Guard's number one
priority is to increase their traditional pilot force, which has maintained a
steady state of 90%. During the past year, the Guard continued to see an
increase in ACP take rates to 93%. ACP has accomplished its goal by retaining
qualified full time instructor pilots to train and sustain our combat force. The
Guard and Reserve continue to pursue substantial enhancements to the Aviation
Career Incentive Pay (ACID) and Career Enlisted Flyer Incentive Pay (CEFIP) to
increase retention in the aviation community, as well as attract/retain
individuals to aviation. These initiatives, which affect over 13,343 officers
and enlisted crew members in the Guard and Reserve, are aimed at those
traditional aviators who do not qualify for the ACP for AGRs and the Special
Salary Rate for Technicians.
Training
Training the world's best
Air Force is challenging in today's rigorous, expeditionary environment.
Increased accessions stress our training facilities and personnel. During surge
periods, we operate at maximum capacity by triple-bunking students in two-
person dorm rooms. We are currently seeking funds to improve the training
infrastructure.
Lower than required enlisted retention rates are
increasing our training burden. Also, fewer experienced trainers are available
to train 3-level personnel. Despite these challenges, our technical training
schools have been able to meet their mission. We increased our use of technology
and streamlined the training processes to produce fully qualified apprentices
ready to support the warfighter.
Even with the EAF, our tempo can make
educational pursuits difficult. Our learning resource centers and Advanced
Distributed Learning initiatives address this situation by offering deployed
personnel education and testing opportunities through CD-ROM and interactive
television. 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.
Defining the Air Force's institutional training and
educational requirements for leadership development allows the services to weigh
resource decisions better and to emphasize to our people the institution's
investment in their careers. The Air Force is pursuing leadership development
and career mentoring strategies, to prepare the Total Force for the 21s'
Century. These competency- based strategies are focused on understanding the
leadership needs of our transforming force and creating a development process
that will better prepare Airmen to serve and lead. The Air Force is examining
more deliberate career broadening, emphasizing two categories of
competencies--occupational (what we do) and universal (who we are). We are also
examining potential changes to the professional growth of officers including the
rationalization of advanced degrees and professional military education. Force
readiness, sustainability, and mission performance all depend on selecting,
training, and retaining the best individuals with the necessary skills, as well
as motivating every member of the service and taking care of Air Force families.
Civilian Workforce Shaping
Today, less than 10% of our civilians
are in their first five years of service. In the next five years, more than 40%
will be eligible for optional or early retirement. Historical trends indicate
that approximately 33% of white- Collar employees and 40% of blue-collar
employees will retire the year they become eligible. In addition, downsizing
over the past decade skewed the mix of civilian workforce skills, compounding
the loss of corporate memory and lack of breadth and depth of experience.
While we are meeting mission needs today, without the proper civilian
force shaping tools, we risk not being ready to meet tomorrow's challenges. To
help shape the civilian workforce, it is imperative that we fund civilian force
development initiatives to include skill proficiency and leadership training,
and tuition assistance programs. The FY02 NDAA did authorize the payment of
expenses to obtain professional credentials.
In addition, management
tools are essential in shaping the force by opening the door to new talent so we
can gather the right skill mix. These initiatives include pay comparability and
compensation, a streamlined and flexible hiring process, recruiting incentives
for technical skills and student employment programs. Also, the FY02 NDAA
provided the authority for a pilot program allowing for payment of retraining
expenses and extended the use of Voluntary Separation Incentive Pay (VSIP) and
Voluntary Early Retirement Authority (VERA) for workforce restructuring. To
incentivize key senior personnel to accept critical positions, we continue to
support implementation of a last move home benefit.
Quality of Life
Quality of life ranks as one of the Air Force's top priorities, so our
quality of life initiatives attempt to balance the intense demands we place on
our mission-focused Total Force. With continued congressional support, the Air
Force will pursue adequate manpower, improved workplace environments; fair and
competitive compensation and benefits; balanced deployments and exercise
schedules; safe, affordable, and adequate housing; enhanced community and family
programs; improved educational opportunities; and quality health care, as these
have a direct impact on our ability to recruit and retain our people and sustain
a ready force.
The FY02 NDAA provided for the largest raises for
mid-level and Senior NCOs (7%10%) to improve pay based on their education and
experience levels. Junior enlisted members received a 6%-6.7% pay raise and
captains and majors received a 6%-6.5% raise while all other personnel received
a 5% raise. Basic Allowance for Housing rates effective 1 Jan 02 will be based
on 11.3% out-of-pocket for the National Median Housing Cost for each grade and
dependency status. Additionally, the FY02 NDAA authorizes several additional
travel and transportation allowances that will reduce out-of- pocket expenses
for our military personnel.
Higher priorities have led to a deferral of
much-needed infrastructure sustainment, restoration, and
modernization of the workplace. Together with spare parts and
equipment shortfalls, budget limitations impede successful execution of mission
requirements, cause lost productivity, and negatively impact quality of life. It
will take increased funding levels focused on infrastructure restoration and
modernization to allow us to optimize the condition of the
workplace environment and, furthermore, help eliminate the risk to our near- and
long-term readiness.
Providing safe and adequate housing enhances
readiness and retention. The Air Force Dormitory Master Plan and Family Housing
Master Plan identify and prioritize our requirements, while DoD is championing
the reduction of out-of-pocket housing expenses by FY05. We project significant
improvements in our military family housing by reducing our inadequate units
from 59,000 at the beginning of FY02 to 46,000 at the beginning of FY03, and
with the help of privatization efforts underway, eliminating inadequate units by
2010. During FY01-04 we plan to privatize over 21,000 housing units at 26
installations. Similar improvements are being made in our unaccompanied housing,
where more than 1,600 dormitory rooms will be constructed as a result of the
FY02 program.
The Air Force continued to set the standard in providing
quality childcare and youth programs. In addition to 100% accreditation of Air
Force child care centers, the Air Force achieved 100% accreditation of all of
its before- and after-school programs for youth 6-12. In FY01, the Air Force
expanded the extended duty childcare program for members required to work
extended duty hours and in FY02 will test using this program for members working
at missile sites and those who need care for their mildly ill children. Many
youth initiatives implemented in FY01 are part of the affiliation of the Air
Force's youth program with the Boys & Girls Clubs of America.
The
Air National Guard also identifies childcare as a readiness issue. With
increasing demands from Commanders and family members, the ANG formed a
Childcare Integrated Process Team (IPT) to study innovative childcare options.
The IPT yielded a website developed for internal use by ANG field units to
pursue childcare alternatives in relationship to the unit's location,
demographics, and legal issues. Additionally, the Guard has proposed a
cost-sharing pilot program based on the Air Force childcare cost model.
Tremendously important to child and family quality of life are the
commissaries and exchanges. The Air Force continues to support these benefits as
vital non-pay compensation upon which Active duty, retirees, and Reserve
component personnel depend. Commissaries and exchanges provide significant
savings on high quality goods and services, and a sense of community for airmen
and their families wherever they serve. As a result, commissaries and exchanges
are cited as a strong influence on retention and a highly valued component of
quality of life.
Additionally, lodging facility improvements and
temporary lodging facilities have become a higher quality of life priority.
Constructing facilities in sufficient quantity and maintaining existing
facilities not only supports our members and families in TDY and permanent
change of station status, but also yields significant savings in travel costs
and ensures force protection. All new construction and renovations meet the
recently adopted VQ standard-"one size fits all ranks"--mirroring the industry
standard of 280 square feet per room with private baths for all grades.
Physical fitness is unquestionably a force multiplier, and investment in
fitness facilities, equipment, and programs directly impacts readiness. An
independent assessment of our fitness centers documented a requirement of
$
645M for construction and renovation at Active duty and
Reserve bases. The Air Force committed $
183M in FY00-05 Quality
of Life funding and has steadily increased annual MILCON funding, including
$
52M this year.
Meanwhile, today's Air National Guard
member families are in immediate need of dedicated full time family readiness
and support services - specifically information referral support and improved
communications and education capabilities. The Air National Guard has developed
a program solution in FY01 to fund a full-time contracted family readiness
program at each Wing and Combat Readiness Training Center. While funding for
FY02 has been added in the FY02 Supplemental Appropriations, there is no
sustained funding in the FYDP. Properly funded and resourced, the ANG family
readiness program will significantly enhance mission capabilities by reducing
pressures on personnel and their families and improving their Quality of Life.
Healthcare
The recent implementation of DoD health care
initiatives, such as TRICARE for Life, provided the missing link to the Air
Force Medical Service's population-based health care strategy. Now, the AFMS has
the foundation to provide whole care to its beneficiaries. The TRICARE Senior
Pharmacy Benefit, started 1 April 2001, brought an expanded benefit to the Air
Force's retired population. TRICARE for Life, the program that makes TRICARE
second payer to Medicare, and TRICARE Plus, the program that allows seniors to
enroll in a primary care program at selected MTFs, both began concurrently on 1
October 2001. These new programs will undoubtedly enhance the quality of life
for the Air Force's older retiree population. TRICARE Plus will also strengthen
the AFMS's medical readiness posture by expanding the patient case mix for our
providers.
The AFMS continues to make great strides in its population
health initiatives and customer satisfaction. Central to the AFMS's population
health plan is its Primary Care Optimization program, which improves clinical
business processes through maximizing medical support staff skills and duties
and through robust information management that supports effective
decision-making. The Primary Care Manager by Name program provides much-needed
continuity of care and, ultimately, better patient management by providers.
Other population health initiatives include the Air Force Suicide Prevention
program, which has served as a model for DoD and the nation in their efforts to
address this significant public health issue. As a result of AFMS' initiatives,
health care customer satisfaction continues to rise in the Air Force. According
to the latest Customer Satisfaction Survey Results, 90 percent of the Air
Force's enrolled beneficiaries indicate they would enroll or re-enroll in
TRICARE Prime if given the option. The overall satisfaction with clinics and
medical care exceeds national civilian HMO averages.
Conclusion
The Air Force implemented structural and cultural changes via EAF
concept to enhance responsive force packaging, as well as to provide more
stability/predictability in deployment and home station scheduling. We must
continue to address force-wide balanced tempo issues with manning,
infrastructure and equipment, training, recruiting and retention, and mission
requirement assessments. IEgh OPSTEMPO has taken its toll: our people are still
deployed three times more often than prior to Desert Storm- based on a force 60%
its former size. Air National Guard and Air Force Reserve participation has
steadily increased since Desert Storm, which has created unique challenges for
Guardsmen and Reservists balancing civilian careers with increased military
requirements. Trends show demand for air power will only increase; EAF holds
promise by giving airmen predictability and stability. We must also take care of
our families with adequate housing programs, medical facilities, and base
support services. Our efforts continue to pay off, yet they must be actively
renewed and revitalized--flexible enough to adapt to new circumstances and
demands in a changing world.
CLOSING THOUGHTS
The events of
September 11th reaffirmed the importance of the Air Force's current focus on
People, Readiness, and Transformation. Our future success hinges on our ability
to recruit and retain highly qualified airmen, to provide these dedicated
warriors with the resources required to accomplish their mission, and to
continue to explore new and innovative approaches to the art of warfare.
While the world's security environment changed dramatically, one thing
that remains constant is America's need for Glohal Vigilance, Reach, and Power.
That is your Air Force Vision, and what we strive to deliver every day. Fully
exploiting our advantages in air and space capabilities is not an option--the
risk of failing to do so is too great. We must remain the dominant air force in
the business of global reconnaissance and strike (attack and mobility). Through
recapitalization efforts, we hope to maintain the fundamental basis from which
to perpetuate our transformation journey. This is a daunting task, and it cannot
be achieved without substantial costs. Integration of systems, mastering
real-time targeting, and the exploitation of new CONOPs, are more than mere
objectives, they determine our ability to project power in tomorrow's
battlespace.
With America's continued support, the United States Air
Force is poised for unprecedented success. The future holds sober challenges for
America's military forces. Some may find easy remedy, while others will require
tremendous sacrifice. In whatever scenarios lie ahead, the United States will be
able to look to the Air Force for asymmetric capabilities that ensure our
dominance of air and space. These capabilities, when employed in joint
warfighting operations, will prove to be the resident military strengths that
will enable America to assure, dissuade, deter or decisively defeat the
adversaries of freedom.
LOAD-DATE: March 29,
2002