Copyright 2001 Federal News Service, Inc. Federal News Service
May 9, 2001, Wednesday
SECTION: PREPARED TESTIMONY
LENGTH: 6130 words
HEADLINE:
PREPARED TESTIMONY OF MAJOR GENERAL JAMES E. SHERRARD III CHIEF OF AIR FORCE
RESERVE
BEFORE THE SENATE COMMITTEE ON
APPROPRIATIONS SUBCOMMITTEE ON DEFENSE
SUBJECT -
NATIONAL GUARD AND RESERVE PROGRAMS
BODY: Mr. Chairman, Senator Inouye, and distinguished members of the
Committee, I appreciate the opportunity to appear before you today. I would like
to thank the Committee for your continuing support, which has helped your Air
Force Reserve address vital recruiting, retention, modernization, and
infrastructure needs. Your passage of last. year's pay and quality of life
initiatives were especially important as your actions sent an unmistakable
message to our citizen airmen that their efforts are truly appreciated.
I am pleased to tell you that the Air Force Reserve
continues to be a force of choice for the Air Force and the warfighting
Commanders in Chiefs (CINCs), whenever an immediate and effective response is
required to meet the challenges of today's world. We are ready in peace or war,
available for quick response, and able to stay the course when called upon. Air
Force Reserve Command (AFRC) members are essential to nearly everything we do
today, and we intend to do more. Our day-to-clay involvement has incresased
markedly in recent years. The Air Force Reserve participated in 11 contingencies
in the 37 years between 1953 and 1990, and in the last ten years we have played
a significant role in more than 50 major operations. This is part of life in the
Air Force Reserve and we are proud to do it. From the end of Desert Storm until
the 1999 Presidential Recall for Operation ALLIED FORCE, and in every instance
since, we have met these obligations with volunteers. The Air Force Reserve
ethic of volunteerism is something we are very proud of, believing it reflects
the quality and enthusiasm of our people.
People are
our most important asset. In an effort to retain our best and brightest, we need
to reward our people through compensation and promotion and ensure they know
their efforts are appreciated. We need to look after their families while they
are deployed and reach out to their employers with our thanks for their support.
We need to ensure that there is open dialogue among the troops and from the
troops to me to make sure that we're doing our job the best that it can be done.
More than ever, we need to continue to partner with you to ensure we maintain
the strongest air force in the world. In the Air Force Reserve, we put people
first, emphasize readiness, and continue to seek balanced, time-phased
modernization and infrastructure programs.
The
Air Force is a team - we train together, work together, and fight together.
Wherever you find the United States Air Force, at home or abroad, you will find
the active and Reserve side-by-side. You can't tell us apart and that's the way
it should be. The bottom line is that when the Air Force goes to war, enforces a
peace agreement or undertakes prolonged humanitarian missions anywhere in the
world today, the Air Force Reserve will be there. During my comments today, I
will discuss the status of many programs. I should note, however, that the
programs I will discuss, and the associated funding levels may change as a
result of the Secretary of Defense's strategy review that will guide future
decisions on military spending. I ask that you consider my comments in that
light.
FY 1999 ended with a bang, as Hurricane Floyd
plowed into the coast of North Carolina. As the flooding peaked, AFRC
coordinated with Federal disaster response personnel to bring in five HH-60
helicopters from the 920th Rescue Wing at Patrick Air Force Base, Florida to
initiate rescue operations. Over the next six days, Reserve rescue crews worked
day and night, flying 59 sorties and pulling 215 flood victims from rooftops,
trees, cars, and isolated areas of high ground.
Another
Reserve mission, Coronet Oak, faced a very difficult transition in 1999. Coronet
Oak is an operation that provides C-130s from Air Force Reserve Command and the
Air National Guard to US Southern Command to provide airlift support in the
Caribbean, and South and Central America. When America transferred the Canal
Zone back to Panama in 1999, this long-established operation had to look for a
new home. At first, only temporarily placed at Muniz Air National Guard Base in
San Juan, Puerto Rico, it was decided to go ahead and make Muniz the permanent
location for the operation. Far from ideal for a number of reasons, Muniz was
still more cost effective than other locations because basic facilities were
available that did not need a huge infusion of money to make them operable.
Still, the year was full of growing pains as new logistics trails had to be
developed, work-arounds had to be initiated for some of the facility
limitations, and so on. The missions continued to flow without a break, though,
and our crews flew countless sorties in support of counter-drug operations,
embassy resupply, and a variety of airlift requirements.
HIGHLIGHTS OF 2000
It was another busy,
productive, but challenging year for Air Force Reserve aircrews. Natural
disaster responses, the relocation of a long-standing forward operating
location, an election year surge in presidential and congressional airlift
support, the growing pains of a new deployment concept, the taking on of new
missions, the introduction of a new weapons capability -- the Air Force Reserve
was there. Through it all, our outstanding people met the challenges, found ways
to succeed, and proved beyond doubt that the Air Force Reserve is an
indispensable part of America's Total Force military.
Unfortunately, the heavy rains of 1999 also brought on a potential
medical crisis caused by a super-heavy mosquito infestation. In these opening
days of the new fiscal year, AFRC stepped to the forefront again with another of
its specialized missions, aerial spray. The 910th Airlift Wing, Youngstown, Ohio
is the only unit in the entire Air Force to provide this critical mission for
disease suppression, natural disaster relief, oil spill dispersion, and invasive
species management. In the aftermath of Hurricane Floyd, the 910th's specially
equipped C-130s logged over 100 hours of flying time spraying 1.7 million acres
in Virginia and North Carolina for mosquito control. Again, a superhuman effort
by a small number of Reserve crews responding to the needs of their fellow
countrymen.
FY 2000, also saw the worst forest fires in
US history. Within the Air Force Reserve, only one unit, the 302nd Airlift Wing
at Peterson Air Force Base, Colorado, is trained to support the US Forest
Service's fire fighting efforts with the C-130 based Modular
Airborne Fire Fighting System. Last year, the fires were so bad that the 302nd
was called early in the season and stayed until rain showers in September
finally brought some relief.
From the end of July to
early September, 302nd crews flying two aircraft completed 154 sorties in
California and Washington, dropping over 400,000 gallons of fire retardant. The
crews logged as many as eight sorties per day, going back for lead after load of
retardant to attack critical points in front of the raging fires. Their efforts
have continued to pay off long after the fires died out, as the retardant is
also a fertilizer that promotes the rapid regrowth of the fire-charred terrain,
helping to prevent erosion as the land comes back to life.
An ongoing mission the Reserve is involved with which has an impact on
people's lives throughout the world is the transportation of humanitarian relief
goods under the auspices of the Denton Amendment Program. This program allows
DoD transportation assets to move humanitarian cargo for free on a
space-available basis. In FY 2000 the Air Force Reserve moved over 1.9 million
pounds of Denton cargo, flying 122 missions.
AFRC is
the top supporter of the Denton program year after year. It provides good
training opportunities for our airlift crews while enabling them to make a
positive difference throughout the world.
Though the
Expeditionary Aerospace Force (EAF) was a completely new concept for the Air
Force, the Air Force Reserve's tradition of training to be a deployable force
allowed a relatively seamless transition to the EAF and its force projection
packages, the Aerospace Expeditionary Forces (AEFs). However, Reserve
deployments in the past primarily involved aircrew members and maintenance
support personnel, so it was an adjustment for some Expeditionary Combat Support
(ECS) personnel such as security forces, civil engineering and services. The
transition was not without its growing pains, but after the first few rotations,
predictability and timeliness of requirements had vastly improved,
transportation was much more efficient, and working relationships between AFRC
and the various active duty organizations involved in the AEF process had
greatly matured.
Despite the initial challenges, AFRC's
transition to AEF support must be considered a success by any measure. The
command more than met its initial requirements in aviation operations, and
support from the ECS side was notable regardless of the problems they faced. The
exceptionally strong participation by AFRC security forces was outstanding, and
greatly relieved the high deployment stress of their active duty brethren.
Overall, more than 14,000 Reservists deployed in support of the AEFs by the end
of cycle 1, a testament to the readiness, patriotism, and proud professionalism
of the Air Force Reserve.
I would be remiss if I didn't
mention the outstanding support from our more than 12,500 Individual
Mobilization Augmentees (IMAs). Found in nearly every eager field, IMAs augment
active duty manning by filling wartime surge and national security requirements.
Due to sustained high OPTEMPO, active component Air Force intelligence relies
heavily upon ARC intelligence personnel to meet peacetime, surge and wartime
requirements. This intelligence force provides approximately 40 percent of the
overall Air Force intelligence capability. IMAs in Air Force Material Command
performed more than 530 projects, ranging from humanitarian services to highly
technical resolutions for major support challenges. As with all our reservists,
IMAs continue to proudly and professionally meet the challenges of integrating
seamless support. RECRUITING AND RETENTION
While some
progress has been made in recruiting and retention, my principal concern today
remains attracting and retaining high quality people in an increasingly
competitive economic environment. The additional recruiting funding we received
last year was sincerely welcomed and we are grateful for your support. In spite
of accessing nearly 9,500 personnel, which is our highest number of accessions
since FY 1995, we missed our recruiting goal by 14 percent in FY 2000. However,
our production recruiters continue to lead the Department of Defense in annual
accessions per production recruiter with an average of over 38 accessions in FY
2000. Equally important to Air Force Reserve Command's ability to meet the
requirements being levied on us is family and employer support. Their sacrifice
and continual support make it possible for our members to carry out their duties
in such a spectacular manner.
Recruiting
Historically, the Air Force Reserve accession mix has been
between 80 - 90 percent prior service, with 75 percent of those drawn from
active duty Air Force. High prior service accession rates have contributed to
making us one of the most experienced reserve forces in the world. Moreover, we
have found that prior service personnel are more likely to be retained until the
20-year point or longer, making the force more stable. In the past, we recruited
heavily from trained personnel leaving active duty during the force drawdown and
we are currently accessing more than 21 percent of the active duty Air Force
recruitable separatee market. However, the end of the active duty drawdown
demands new recruiting strategies and expectations. By FY 2001, active duty
accessibles (those eligible to join the Air Force Reserve) equaled less than
one-third of those who left active duty in the early 1990s. If we cannot
maintain high accession levels in the prior service market, we'll be forced to
increase our non-prior service (NPS) accessions to meet manning needs. As it is,
NPS accessions required to meet our recruiting goal may soon quadruple, from
less than 1,000 in the early to mid-90s to more than 4,000 in the outyears. As
college enrollment and funding opportunities increase, the declining tendency to
enlist in the military, a smaller prior service pool as well as the decrease in
propensity to affiliate after leaving active service, our reserve recruiters
will continue to find innovative ways to reach the NPS market.
Yet, we're making positive in-roads with the NPS market. We believe
there are many outstanding young people across America who want to serve their
country, but they prefer to do it from home and on a part- time basis. These are
the people we are after, especially the ones who are attending college, either
full or part-time. To help us attract these candidates and retain our current
members, we profess the value of the Selected Reserve Montgomery G.I. Bill
(SR-MGIB) that pays up to $9,468 in total benefits. The SR-MGIB is
non-contributory on the part of the reservist, and to be eligible, members must
agree to a 6-year enlistment. As an added bonus, applicants who enlist in
selected career fields that are in short supply can qualify for the SR-MGIB
Kicker that pays up to an additional $350 per month. Our NPS numbers are
steadily climbing and we're pleased with the progress we're making here. On
another front, we're asking all our people to become ambassadors for the Air
Force Reserve. Officially, we call it the "Get One Program," and this initiative
recognizes reservists who are successful in referring potential applicants to
speak with one of our Air Force Reserve recruiters. Studies have repeatedly
shown that most people who join the military already know someone who is a
member and has good things to say about their experiences.
As of April 2001 we are meeting our FY 2001 recruiting goal and are
hopeful that we will achieve our goal of 10,064 despite the earlier mentioned
barriers. We need to increase our recruiting efforts and refocus our advertising
to compete. In FY 1999, we increased our recruiting budget to $5.4M and our
advertising budget to $8.7M. We have increased our recruiting staff by nearly 10
percent, adding 30 recruiters to help bring our numbers up. Congress has been
very responsive in helping us with additional recruiters and funds to do this.
Together, these initiatives should help us turn the tide.
Retention
While we continue to meet our
overall command retention goal of 82 percent, the strong economy has had a
significant impact on our ability to retain personnel-particularly in critical
skills. The economy will undoubtedly continue to challenge us in attracting and
retaining the skilled professionals we need, so we must find new ways to
strengthen our retention rates particularly for full-time pilots and second term
enlisted personnel. While overall officer retention rates are healthy, the
current pilot retention rates do not reflect the projected escalating attrition
rates that will challenge all Air Force components. Historically, pilots stayed
until retirement, but recent indicators reveal an increase in the number of Air
Reserve Technician pilots who are leaving early. As with the active component,
increased hiring by major airlines, high OPTEMPO and perceptions of better
civilian pay and working conditions are the reasons for leaving. The USAFR
predicts a pilot shortfall of 325 for FY 2002 based on a 35 percent Active Duty
pilot capture rate. A Rated Management Task Force has been formed to study this
issue and develop a Total Force approach to solve it. We hope that some of the
pay incentives, as well as other enhancements such as improvements in scheduling
predictability that the EAF provides, an increased use of telecommuting to
better manage ancillary training requirements, protection of current benefits
and increased parity of benefits will help us solve this problem.
These initiatives should have an equally positive effect
on retention of our first term airmen. Our retention rate in this category
remained equal to our FY 1999 rate this past year, probably due to OPTEMPO
concerns. We believe our plan to relieve some of the turbulence associated with
OPTEMPO should turn the trend upward. In the future, we will continue to focus
on achieving an equitable parity of pay and benefits, as well as some other
important initiatives.
In sum, the matter of recruiting
and retention is the issue of greatest concern to me, and we are taking positive
steps to fix this situation as I lead the Air Force Reserve in this new
millenium.
OPTEMPO AND READINESS
As full participants in the Total Air Force, our readiness remains good
overall, and we are part cf nearly every Air Force mission.
One of the keys to our success is the leverage inherent in a fully
trained and accessible force waiting on call. In reality, today's global
situation dictates that we serve as a peacetime augmentation force as well as a
ready, wartime force.
Readiness
The current Reserve Component force structure is of sufficient size and
composition to meet the wartime requirements identified by the Bottom-Up and
Quadrennial Defense Reviews. Reserve missions and roles have expanded, despite
decreasing end strength. We are trained and resourced to meet our part of the
National Military Strategy and currently are programmed with enough forces to
help prosecute two major theater wars. Air Force Reserve units maintain
readiness levels on par with active duty units. More than 95 percent of Air
Force Reserve units are currently combat ready, closely paralleling our active
force. Reserve units have comparable equipment in quantities proportional to
their active duty counterparts and participate in day- to-day operations,
exercises, and training. In addition, Reserve units train to active duty
standards and receive regular inspections from their gaining major commands.
Historically, during operational readiness inspections, 100 percent of the
inspected Reserve units received satisfactory or higher ratings, with most of
these units rated as outstanding or excellent.
Accessibility & Volunteerism
Volunteerism
remains our mainstay. The Air Force Reserve and Air Force lead the way in
providing responsive Reserve forces to meet service and national needs. In the
Persian Gulf and Haiti, as well as on-going operations in Turkey, Bosnia,
Southwest Asia, the Caribbean and Central and South America, the Air Force
Reserve responds to all requests for additional fore with volunteers only. And,
while the 1999 Presidential Recall activated approximately 1400 Reservists,
hundreds more volunteered as well.
The Air Force
Reserve remains on the leading edge of volunteer participation for peacetime
operations, as demonstrated by the implementation of the Expeditionary Aerospace
Force (EAF). By using volunteers, we minimize potentially adverse impact on
readiness and training, recruiting, and retention. Long range Aerospace
Expeditionary Force (AEF) scheduling allows our personnel to plan well ahead and
to volunteer for deployments that best fit their schedules, permitting better
management of PERSTEMPO. Reserve resources integrate with those of the Air
National Guard and the active Air Force to provide maximum capability for our
AEFs.
Of concern is the impact of OPTEMPO on our
Reserve families. Between EAF, other operations, exercises, and required
inspections, participation rates continue to rise steadily each year. The
Reserve set a record pace for OPTEMPO in 1999 as a result of Operation ALLIED
FORCE. Then, an average of nearly 3,000 Reservists deployed overseas each month
and worked more than 712,000 Military Personnel Appropriation (MPA) mandays, the
highest number since Desert Storm. In FY 2000, our average number of personnel
deployed overseas averaged nearly 1,700 per month. We began FY 2001 at a lower
number but grew to over 2,000 deployed in March. This total does not include the
number of Reserve Personnel Appropriation mandays and other training days that
also were worked. There can be no doubt that the days of the "weekend warrior"
are long gone.
This level of participation provides
unique challenges for the Air Force Reserve. Aircrew members are participating
an average of 125 days per year, with some weapons systems averaging even
higher. Unit personnel average about 90 days and Individual Mobilization
Augmentees (IM) average 69 days per year. This is in addition to their civilian
jobs and comes at a time when the economy is supporting near full employment.
Approaching limits
Our force is leaning forward to meet
each new tasking as it occurs, but this is not without cost. While we have
received few complaints from our Reservists' employers, our people tell us that
their bosses have started to.question their participation. Our solution is to
provide as much notice as possible of impending deployments as well as to
educate our employers about the importance of their Reservists' contributions.
We strengthen our partnership with civilian employers in several ways. We foster
two-way communication between Reservists and their employers, sponsor Employers'
Days and support Employer Support of the Guard and Reserve (ESGR) Bosslifts, all
of which give civilian employers the opportunity to see what their Reservist
does when he or she is away from work. We also have vigorously pursued feedback
from employers and they have expressed an interest in monetary relief. We
strongly support efforts to recognize the sacrifices of employers of members of
the Ready Reserve and National Guard. As long as we have the backing of our
Reservists' employers, we anticipate being able to continue to meet future
requirements with volunteers. But we must continue to be able to manage the
rotation of our forces and the length of their deployments.
The Air Force Reserve is also aggressively pursuing ways to better
leverage the time of Air Force Reservists. We are building a telecommuting
program, restructuring our inspections program and reviewing ancillary training
requirements. Finally, we continue to pursue the quality of life issues that are
key to our people. As noted earlier, our focus is on entitlements, improved
lodging facilities, family services, reducing personnel turbulence and parity of
benefits, regardless of length of orders.
Reserve
Health Care Reform
While pay is only one reason people
join the Reserve, there is more involved in their decision to stay than just
money. A number of intangibles are part of the total decision process, most of
which are characterized as quality of life issues. Advances in Reserve quality
of life are in no small part the result of congressional interest. A number of
recent initiatives have lightened the burden a Reservist carries. In 1999,
medical care for members who are injured while on inactive duty was clarified
and extended in the FY 2000 bill, dental plans were expanded and the Secretary
of Defense was given the authority to waive Tricare deductibles for dependents
of members called to active duty for less than one year. The positive effect
these measures have had on the USAFR is enormous. It provides peace of mind to
our members to know that they and their families will have access to health care
when they need it most.
This past year demonstrated
that the health care provided for our Reservists has cleared some major hurdles,
but still has a few to go. I know that health issues have been the subject of
several hearings this year. We appreciate the Congress' continued interest in
the welfare of our members.
MODERNIZATION
For the past 30 years the C-141 has been the backbone of
mobility operations for the United States military in peacetime and in conflict.
In the very near future the C-141 will be reined from the Active Duty Air Force.
However, the Air Force Reserve continues the proud heritage of this mobility
workhorse. AFRC crews will continue to fly the C-141 through FY06. It is crucial
that we remain focused on flying this mission safely and proficiently until
follow on missions are found.
With the release of the
Mobility Requirements Study 05 (MRS-05), it is still uncertain as to follow-on
missions for our C-141 personnel. Replacement missions must be more than the
insertion of another airtime. They must be a viable mission that includes
modernized equipment. I will continue to push for modernization
initiatives to keep AFRC the "go to" organization when conflicts arise.
One of the most challenging modernization issues
concerns our unit- equipped KC-135s. Five of our seven air refueling squadrons
are equipped with the KC-135R, while the remaining two squadrons are equipped
with KC-135Es. The KC-135E, commonly referred to as the E- model, has engines
that were recovered from retiring airliners. This conversion which was
accomplished in the early- to mid-1980s was intended as an interim solution to
provide some improvement in capability while awaiting the conversion to the
R-model with its new high bypass turbofan engines and other system
modifications. We continue to look for support to modernize our remaining KC135E
fleet. As AFRC moves into the future and we analyze our interoperability with
the Active Component (AC), a key issue is our ability to work within the AC
structure while providing like capability. AFRC has 127 C-130s including the E,
H, J and the N/P models. Air Mobility Command, as the lead command for C-130 modernization, has published a "Road Map" detailing the
fleet modernization schedule. Near term modernization specifics
for the AFRC C-130 fleet are additional removable cockpit
armor sets for deploying aircraft, traffic alert and collision avoidance
systems, and autopilot replacements. These modifications target aircrew safety
and survivability. Future plans look to include forward-looking infrared for the
HC-130 fleet.
In order to fly productive and effective
missions as part of the Total Force, the theater CINC requires aircraft equipped
with a core combat capability. We call this core capability the Combat
Quadrangle. The quadrangle's sides represent our four focus areas: 24 Hour
Operation Capability, Combat Identification Capability, Precision Attack
Capability, and High Threat Survivability. All of these core capabilities are
required to maintain combat compatibility with the active forces before the
theater CINC will allow AFRC participation in theater. With shrinking budgets
and reduced active duty force structure, the Air Reserve Components face a
challenging goal. Reserve aircraft are poised to make significant progress in
the near future. For example, Air Combat Command (ACC) is upgrading the F-16
Block 25/30/32 in all four core areas with Night Vision Imaging System (NVIS),
Situational Awareness Data Link (SADL), smart weapons, and the ALE-50.
The A-10s are also poised to make progress in satisfying
the core capabilities of the combat quadrangle. ACC is upgrading the A-10 with
much-needed new Attitude Indicators for safety of flight concerns. The most
promising development is the revamped precision engagement program that will
incorporate SADL, targeting pods and smart weapons capability by 2006.
The. 403rd Wing at Keesler Air Force Base, Mississippi,
oversees both the Weather Reconnaissance and "Slick" J-model conversions for the
Air Force Reserve Command. Once conversion is complete, the 53rd Weather
Reconnaissance Squadron Will consist of 10 WC-130J models and the 815th Tactical
Airlift Squadron is scheduled to have 8 C-130Js. Presently,
there are four WC-130J models at Keesler undergoing Qualification Test and
Evaluation (QT&E). All 10 of the WC-130J aircraft were to be at Keesler in
the first quarter of FY 2001, but discrepancies discovered during the QT&E
are delaying AFRC's acceptance of the aircraft from the manufacturer. AFRC is
working with the manufacturer to resolve the QT&E recognized
deficiencies.
The acquisition of the LITENING II
targeting pod marked the greatest jump in combat capability for AFRC F-16s in
years. At the conclusion of the Persian Gulf War, it became apparent that the
ability to employ Precision Guided Munitions, specifically Laser Guided Bombs
(LGB), would be a requirement for involvement in future conflicts. Without this
capability, AFRC F-16s took a backseat to other fighters that could employ LGBs.
A joint effort with the Air National Guard resulted in the fielding of a
targeting pod equivalent or better in all aspects to what active duty fighters
were using. Delivery of this targeting pod, LITENING II, began last spring, just
in time to support an AFRC F16 deployment to Operation Northern Watch in support
of AEF. LITENING II affords the capability to employ LGBs effectively in both
day and night operations, any time at any place. This capability allows AFRC
F-16s to fulfill any AEF tasking requiring a selfdesignating targeting pod
platform, providing needed relief for heavily tasked active duty units. This
acquisition has put AFRC F-16s at the leading edge of combat capability, second
to none, and ready to deploy and operate in any theater of operation.
In the early 1980s as an initiative to improve readiness
in the Reserve Components, Congress provided funding through an appropriation
called the National Guard and Reserve Equipment Appropriation (NGREA). Public
laws and legislative language provided that this equipment appropriation would
be intended to enhance readiness and combat capability, and to resolve the
modernization issues of the reserve forces. The Air Force Reserve Command
quickly put it into use as the primary source for modernizing its fleet of
aircraft. It procured new weapon systems, miscellaneous and special operations
equipment. With NGREA, the AFRC was able to fix many shortcomings in many
operational aspects. However, several years ago, the Department of Defense
initiated a shift in the equipping philosophy by encouraging the Services to be
more responsive in funding the equipment needs of its Reserve components. This
requires the Air Force to be more cognizant in the budget process by providing
the necessary equipment and modernization funding for the Reserve and
Guard. As the implementation of this initiative took place and NGREA levels
declined as planned (from as high as $362M in 1992 to as low as $5M in FY01).
With potential elimination of NGREA, modernization
and relevant Air Force Reserve mission capabilities and combat readiness remain
top priorities in a very tightly constrained fiscal environment.
NEW MISSIONS
New missions picked up by AFRC
this year support Air Force Material Command (AFMC) with their Test Support and
Depot Flight Test requirements. As Reserve Associate programs, AFRC provides
personnel to man these two programs while the aircraft and equipment will be
owned by AFMC. The Test Support program at Edwards Air Force Base involves
flight testing of new aircraft modifications and equipment. The Depot Flight
Test program involves the flight testing of aircraft that are in the maintenance
depots for periodic maintenance and overhauls. These are excellent missions for
the Air Force Reserve as they take advantage of the high experience levels
generally found with Reserve personnel. To date, AFRC has approximately 75
percent of these new positions filled, and operations procedures and agreements
are still evolving, but we are looking forward to a long and successful Reserve
presence with these important test missions. Congressional support of these
mission transfers in the FY 2000 Defense Acts was instrumental in starting these
efforts successfully.
In another first, the Air Force
Reserve became active in the operational test process last year as well. The
403rd Wing at Keesler AFB is working hand-in-hand with the Air Force Operational
Test and Evaluation Command and Air Mobility Command (AMC) as operational
testing required to bring the new C-130J into the inventory
continues. The C-130J has many improvements over the older
variants of the C-130. Updated engines provide greater power
and fuel efficiency and the modernized avionics are a great step forward for
this workhorse of our airlift fleet. Changes in the cabin area have also reduced
the time and effort involved in loading and unloading cargo. The 403rd Wing's.
53rd Weather Reconnaissance Squadron is also working with AMC's 33rd Flight Test
Squadron to complete operational testing on the Weather Reconnaissance version
of the C-130J to replace their aging aircraft.
The 944th Fighter Wing, Luke Air Force Base, Arizona, is scheduled to
transfer from Air Combat Command to Air Education and Training Command (AETC)
with student training planned for July 2001. This conversion is the result of an
identified F-16 Formal Training Unit (FTU) shortfall that was addressed at the
1996 Aircrew Management Summit. The unit will provide Total Force support for
the active duty, Air Force Reserve and Air National Guard that is needed to
accomplish F-16 formal training requirements and satisfy the determined FTU
shortage.
AETC undertook a study to assess the
feasibility of Air Reserve Component
Formal Training
Unit associate units and approved a program at Corona Top in June 1999. This
concept made more active duty fighter pilots available for operational
assignments while retaining an experienced Reserve Instructor Pilot cadre to
train students in the F-16. Activated in January 2000, the 301st Fighter
Squadron operates under the integrated associate concept which requires a
manpower and administrative commitment from the USAFR while flying hour,
aircraft and facilities are provided by the active duty.The 94th Airlift Wing
(AW) at Dobbins ARB, Georgia, transferred from Air Mobility Command to Air
Education Training Command in October 1999. The unit converted from a Combat
Support coded mission to a Training coded mission. It was determined that the
Air Force needed additional C-130 FTU capability and AFRC
could provide that support. With a significant portion of the tactical airlift
mission in the Air Reserve Components, the additional schoolhouse-basing
requirement was necessary. The unit conducts comprehensive C-130 training for both the H-2 and H-3 models and is already
producing students. With an FY 2003 production goal of 72 pilots, the 94th AW
will also train navigators and flight engineers, all to augment the Total
Force.
In FY 2000, Air Force Reservists joined the
414th Combat Training Squadron, the "Aggressors", as associate members. The
program established a Reserve associate organization collocated with the elite
57th Wing at Nellis Air Force Base, Nevada. The Aggressors provide expert
simulation of potential threat systems and tactics during the advanced composite
force training conducted on the Nellis ranges over Southern Nevada. The most
notable of these exercises is the world- renown Red Flag. The objective of
adding reserve personnel is to retain corporate knowledge pertaining to
adversary threat and operational expertise in the Aggressors. Additionally, it
allows the Aggressors to select from an expanded resource pool to enhance the
training received by the Combat Air Force.
Two USAFR
full time enlisted positions were established with the Thunderbird Demonstration
Team at Nellis in FY 2001. These individuals perform aircraft maintenance duties
of Crew Chief and Aircraft Specialist. This mission is considered associate in
nature as the reserve personnel are assigned to the Thunderbirds and integrated
within the unit.
Today's Air Force Reserve Space
Program is an operationally integrated space force that will continue to grow in
a robust, highly technical environment. The Air Force Reserve 310th Space Group
is the first Air Force Reserve organization totally dedicated to leveraging Air
Force Reserve talent to space operations. They will continue to meet the
challenge of providing leadership and a vision of future Air Force Reserve space
operations involvement.
FINAL THOUGHTS
In summary, Air Force Reserve Command is committed to meeting our
people, readiness and modernization challenges, so we remain a fully
integrated partner with the Air Force. Reservists with the support of their
families and civilian employers enable AFRC to be fully combat capable and meet
its worldwide commitments.
Mr. Chairman, I thank you
and your committee once again for your assistance in making us part of the
worlds best Air Force, the USAF. I appreciate the opportunity to meet with the
committee today to share my views with you and I look forward to answering any
questions you might have for me.