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The Air Force Fiscal Year 2001 budget, though constrained, is a balanced, integrated,carefully crafted plan that supports our transformation as an Expeditionary Aero-space Force. With your continued support, it will:

Put our people first. We can never lose sight of the fact that it is our great people —active-duty, guard, reserve and civilian — who make the Air Force the world’s pre-mier aerospace force. This budget continues our commitment to improving pay, ben-efits, and quality of life. It also contains increased emphasis on improving recruitingand retention to ensure that we are growing the force of the future.

Emphasize readiness. The Air Force has been in a constant state of high operationstempo since the end of the Cold War. We are smaller than we have ever been, yettasked at a level many times the Cold War pace. The stress is showing. By commit-ting to better organization, more money for spare parts, and increased training, wewill halt the downward readiness trends of the late 1990s.

Continue our carefully balanced, time-phased modernization program. Thereis no single modernization program that is a “silver bullet” for the Air Force. In-stead, we are committed to modernizing existing systems, where it makes sense andprovides the needed capability. Likewise, we must purchase new systems to ensurewe maintain our ability to provide the full spectrum of aerospace capability. Wecontinue to believe that the key to success is an integrated system of systems. Thatwill provide the global reach, global power, and global vigilance that make the AirForce a premier instrument of national defense and national security. Our FY01modernization plan touches every part of the Air Force, including space, mobility,surveillance, power projection and information superiority, just to mention a few.

Without the steadfast support of the President and Congress, the stunning successesof the last several years would not have been possible. We are a combat-proven,mission-focused, decisive fighting force for America. With your support we willremain so.

F. WHITTEN PETERSSECRETARY OF THE AIR FORCE

MICHAEL E. RYAN, GENERAL, USAFCHIEF OF STAFF

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Table of ContentsIntroduction .................................................................................................................................................. 5USAF Supports Operations Across the Spectrum of Conflict in FY99 ..................................................... 18Combat Proven ........................................................................................................................................... 20

The United States Air Force in 1999 ............................................................................................... 20Mission Focused ......................................................................................................................................... 22

Our Role in National Security ......................................................................................................... 22Shaping ............................................................................................................................................ 22

Deterrence ................................................................................................................................ 23Promoting Stability .................................................................................................................. 23Threat-Reduction Efforts ......................................................................................................... 24

Information Superiority and Network Defense ................................................................................ 24Countering Chemical and Biological Weapons ............................................................................... 26Force Protection ............................................................................................................................... 26Counter-Drug Operations ................................................................................................................. 27

Responding ...................................................................................................................................... 28Operation ALLIED FORCE........................................................................................................... 28Contingency Operations .......................................................................................................... 28Humanitarian Operations ......................................................................................................... 28

Preparing .......................................................................................................................................... 29Expeditionary Aerospace Force ............................................................................................... 29Total Force Integration ............................................................................................................. 32Aerospace Integration .............................................................................................................. 32Innovation ................................................................................................................................ 34

Battlelabs .......................................................................................................................................... 34Joint Expeditionary Force Experiment ............................................................................................ 35Wargaming ....................................................................................................................................... 35Headquarters Air Force 2002 ........................................................................................................... 35Defense Reform Initiative/Air Force Management Reform ............................................................ 36Financial Management Reform........................................................................................................ 37

Decisive Fighting Force .............................................................................................................................. 37People .............................................................................................................................................. 38

Recruiting ................................................................................................................................ 38Retention .................................................................................................................................. 41Quality of Life ......................................................................................................................... 44Equal Opportunity ................................................................................................................... 47

Readiness ......................................................................................................................................... 48Upkeep of Equipment .............................................................................................................. 48Spares Funding ........................................................................................................................ 49Spares Inventory ...................................................................................................................... 50Depot Consolidation ................................................................................................................ 51Equipment Modifications ........................................................................................................52Engines : A Special Case ......................................................................................................... 55Training .................................................................................................................................... 55

Modernization .................................................................................................................................. 57Full Spectrum Dominance ....................................................................................................... 58

Aerospace Superiority ...................................................................................................................... 58Global Attack ................................................................................................................................... 60Precision Engagement ...................................................................................................................... 64Information Superiority ................................................................................................................... 66Rapid Global Mobility ..................................................................................................................... 69

Agile Combat Support ............................................................................................................. 71Science and Technology .......................................................................................................... 72Acquisition Reform ................................................................................................................. 74

Infrastructure .................................................................................................................................... 74Mission Related Infrastructure .................................................................................................75Military Construction and Real Property Maintenance ........................................................... 75Ranges and Environment .........................................................................................................76Space Launch Infrastructure ....................................................................................................77

Conclusion .................................................................................................................................................. 78

This publication can viewed on-line at: www.af.mil/lib/afissues/2000/posture

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IntroductionThe United States Air Force enters the21st Century as the most powerful, swiftand flexible military force in the world.Aerospace power was born in Americawith the Wright brothers and was provendecisive in combat by American com-manders who understood the imperativeof dominating the skies: Mitchell,MacArthur, Eisenhower, Nimitz, Arnold,and many more. Aerospace power be-came America’s unique asymmetric ad-vantage.

For more than fifty years, the Air Forcehas been the nation’s primary providerof aerospace power. Today, aerospacepower gives the nation a strategic advan-tage and is its most rapid instrument ofmilitary choice. It is aerospace power thathas made it possible for our nation to leadcritical security commitments, while re-maining ready to engage rapidly any-where on the globe.

Everything we do in joint military opera-tions requires control of air and space.Without aerospace power, our joint forcescould not effectively deploy, fight, or win.With aerospace power, joint forces cansecure our objectives quickly with mini-mum loss of life. We are a combat-

proven, mission-focused, decisive fight-ing force. The following paragraphs out-line how your Air Force, with continuedsupport from Congress, will organize,train, equip, and operate in the comingyears.

Aerospace Power in theGeostrategicEnvironmentWorld events over the past decade havehighlighted the value of aerospace forces.They were the conclusive instruments ofmilitary power in the three major conflictsof the last decade—the Gulf War, Bosnia-Herzegovina and Kosovo. Throughoutthe 1990s, aerospace power delivered re-sults not only in combat but in many dif-ferent types of operations: providing pres-ence around the world to shape thesecurity environment; flying relief sup-plies into areas struck by disaster; deliv-ering aid to nations and peoples in need;patrolling no-fly zones over Iraq andBosnia-Herzegovina; providing aware-ness with space assets; and standingnuclear alert. These are just a few of theexamples of how America has used itsaerospace power.

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Today, our national security policy relieson the steady engagement of air forces inseveral regions. While the other servicesuse their aviation arms primarily to as-sist their principal forces, the Air Forceprovides the essence of our nation’s aero-space power.

The Air Force is preparing for a range ofpotential threats that will vary in charac-ter and intensity as the 21st century un-folds. A hostile state actor, weapons ofmass destruction, cyberterrorism and aheightened need for defense of the Ameri-can homeland: all are possible challengesin the future. Security can be fragile.Tomorrow’s weapons have the potentialto be devious and destructive. Newthreats can emerge quickly, and our abil-ity to counter them must never be takenfor granted.

Given the uncertainty and diversity ofthese threats, aerospace power, with itsunique capabilities, will be more impor-tant than ever in carrying out America’ssecurity goals. First, aerospace power isfar-reaching. Our aircraft can reach anypoint on the globe within hours, with theflexibility to supply relief or to producecombat effects. Second, it is a lethal fight-ing force. We can control enemy maneu-ver in the battlespace and find and de-stroy targets with great precision. Third,aerospace power is vigilant. Airmen linkaircraft, satellites and information sys-tems to create global situational aware-ness. Vigilance takes many forms, fromsecurity forces patrolling the base perim-eter to nuclear forces on alert. These threecharacteristics combine to make aero-space power a highly flexible, powerfulmilitary force — indispensable to ournation.

Our FocusThe United States Air Force defends theUnited States and protects its intereststhrough aerospace power. Our fundamen-tal capability is to dominate the aerospacerealm to ensure freedom from attack, free-dom to maneuver and freedom to attack.This capability stems from our core com-petencies: aerospace superiority, globalattack, precision engagement, informa-tion superiority, rapid global mobility, andagile combat support. Our heading staysconstant: the Air Force vision of globalreach, global power and global vigilanceis the guiding principle behind our stra-tegic plan and budget programs for aero-space power.

Aerospace power cannot be defined justas fighters, bombers or satellites. Aero-space power comes from talented, trainedpeople employing a combination of sys-tems and capabilities. It starts with ourability to operate out of austere bases—and that requires constant attention to thefundamentals of food, shelter, force pro-tection, communications, airfield andmobility operations, and civil engineer-ing. It includes the world’s most capableair mobility assets and infrastructure,empowering the global reach capabilitywithout which forces and equipmentcould not move onto forward bases. Atthe next level, aerospace power requiresIntelligence, Surveillance and Reconnais-sance (ISR) assets in space and in the airthat are interoperable and that can com-municate information back to centerswhere data can be fused and command-ers can use that fused information to com-mand their forces and the battlespace.The constant requirement for data, com-munications, and systems that turn datainto information, in turn, requires capa-bilities that run the gamut from predic-tion of solar weather to satellite com-mand and control to computer networkdefense. What makes the Air Force such

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Active Duty Strength vs. Deployment

a flexible and effective tool is our focuson maintaining a balanced aerospaceforce that provides the full range of ca-pabilities required to put bombs on tar-get or to rapidly deliver humanitarian sup-plies.

In one contingency, our primary contri-bution may be C-17s delivering reliefsupplies. But as important as the C-17 isto this operation, it would be of little usewithout the material handling equipmentthat allows it to be loaded and unloaded.Moreover, relief missions depend on lay-ers of support from information systems,communication satellites, weather, navi-gation, and air refueling that come to-gether to form an Air Force unique capa-bility: an air bridge. Similarly, the B-2dropping the Joint Direct Attack Muni-tion (JDAM) is an outstanding capabil-ity. But the B-2 cannot perform that mis-sion without targeting data, whichdepends on our ISR and communicationsinfrastructure, as well as the Global Po-sitioning System (GPS) which, in turn,requires a supporting infrastructure ofspace launch ranges and launch vehicles.

Our Fiscal Year 2001 budget program isbased on sustaining our decisive fight-ing force through a balanced programthat pays attention to all the systems re-quired to perform our mission, modern-izes our systems, takes advantage of in-novation, and prepares for the challengesof the future. Most importantly, we areproviding better support for our mostvaluable assets — our people.

The Air Force LeadsDefense TransformationThe Air Force’s legacy of organizationaland operational flexibility leave it pre-pared for the challenges of the 21st Cen-tury. As security goals shifted in the

1990s, we vaulted ahead with two majortransformations that greatly increased ourdecisive power projection capabilities.These transformations—one organiza-tional, the other a result of the ongoingrevolution in military affairs, form thefoundation of our strategic plan.

The Air Force has always been an expe-ditionary force: going “over there,” to

Europe, the Pacific, Southeast Asia, or thePersian Gulf region to join with allies anddefeat adversaries. Since the early 1990s,the Air Force has downsized by more thanone-third and cut overseas basing by two-thirds. We retired older Cold War forcestructure and emerged as a lighter, leaner,and more lethal force. Bombers designedto carry nuclear weapons now carry pre-cision-guided conventional munitions. Atanker force designed to support nuclearoperations became the backbone of over-seas force deployment. Never in historyhave aerospace forces demonstrated theirflexibility with greater clarity.

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But during the downsizing, contingencyoperations multiplied and organizationalstrain emerged. Soon the Air Force wasengaged in many times as many opera-tions as during the Cold War — we were40% smaller than our 1987 levels, butmuch busier. Like marathon runners, wehad to find the right pace. First, the AirForce transformed itself into an expedi-tionary aerospace force configured for thefull spectrum of global operations. In re-sponse to seemingly irreconcilablestresses, the Air Force increased its ex-peditionary capabilities so that we couldboth deploy forces faster, and be able tokeep up a constant presence, for yearswhen necessary, to fulfill long-term multi-national commitments. We did this us-ing forces that were structured to fight andwin two major theater wars.

The new Expeditionary Aerospace Force(EAF) concept enables the Air Force tomeet the Nation’s increased demand fordeployed forces. Without this reorgani-zation, we could not sustain that demandwith the force levels we have today. EAFallows us to provide tailored forces to re-gional commanders, while keeping theforce trained and ready to meet majorcommitments. But most importantly, itgives our people more predictable deploy-ment schedules, adding needed stabilityto their family lives and career paths.Equally important, EAF allows us tomake more effective use of the Guard andReserve, reducing the operations tempofor all our forces. The new concept worksby designating ten packages of our forces- known as Aerospace ExpeditionaryForces (AEFs) - and rotating two at a timeto be on call or deploy to regionalhotspots. It also provides for five rotat-ing mobility headquarters units, to meetdemands for airlift. The reorganizationrequired for this transition is largely com-plete. However, we must continue exer-cises and initiatives to improve our expe-

ditionary capability by reducing deploy-ment times, improving communicationsand en route planning, streamliningequipment loads and honing our abilityto operate from austere locations.

The second major transformationemerged in the last decade when the AirForce became a stealth-enhanced, all-weather, day/night, precision force. Inthe 1990s, Americans became accus-tomed to seeing gun camera video of pre-cision-guided bombs hitting buildings,bridges and tanks. Laser-guided bombsdebuted in the early 1970s, but in 1991just 9% of the weapons delivered by air-craft in DESERT STORM were precisionweapons, and only the F-117, with twobombs on board, was able to penetrateheavy air defenses to drop these weap-ons. Just four years later, in 1995, morethan 90% of the bombs dropped duringOperation DELIBERATE FORCE were preci-sion-guided weapons. In 1999, thestealthy B-2, flying from the UnitedStates, with 16 JDAMs on board hit mul-tiple targets at night, in all kinds ofweather in its combat debut over Kosovoand Serbia. In addition, B-52s fired GPS-guided Conventional Air LaunchedCruise Missiles (CALCMs) hundreds ofmiles with great accuracy. Our fighteraircraft also dropped precision laser-guided bombs when weather permitted,and we were prepared to use laser desig-nators from the Predator UnmannedAerial Vehicle (UAV) to enable laser-guided bombs to be dropped through theclouds onto intended targets. In short,during Kosovo, all our attack platformswere able to hit multiple targets per sor-tie with great precision and much-reducedcollateral damage. Past air commanderscould only dream of the level of accu-racy and reduced collateral damage thatwe achieved in Kosovo.

But the precision revolution also hascosts. First, is the cost of integrating our

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new precision weapons onto our existingplatforms — in many cases this requiresextensive modifications. Now that we canbomb at night, we must also be able tofly safely at night, and that means install-ing night vision goggles and related light-ing into all our combat aircraft. Preci-sion weapons also require precise data onthe location of targets — data that todaymust come from operations centers, sat-ellites, UAVs, and supporting aircraft.This in turn drives a requirement for link-ing our aircraft together through high-speed digital networks and for better on-board targeting systems. We must alsocomplete the integration of precisionweapons into our Guard and Reserve air-craft — for EAF and precision to work,every strike aircraft must be capable ofdropping precision ordnance. Finally, wemust also invest in a suite of capabilitiesand training to shorten the time it takesto identify and strike targets from hoursto minutes.

Your Air Force is funding the programsrequired to move these two critical trans-formations to the next level. As we moveforward, we will continue to define thenext steps in this revolution, and we willensure that this transformation has manymore cycles. Making our force stealthywill allow us to protect the force fromevolving counter-air systems. New mu-nitions, like the Small Smart Bomb andLow Cost Autonomous Attack Systems(LOCAAS) on stealthy platforms, willextend all-weather, day/night, and stand-off capabilities and will provide bettercapability against moving targets. Theywill also further minimize collateral dam-age and enable many more targets to bedestroyed with a single sortie. Real time,adaptive targeting will combine withstealth and precision to take this revolu-tion to a new level of combat power.

Both of these major transformations de-pend on increased aerospace integration.

Air and space are seamless. We operateaircraft and spacecraft optimized for dif-ferent environments, but the art of com-manding aerospace power lies in integrat-ing systems to produce the exact effectsthe joint force commander needs. Tomeet this need, we have changed ourcommand organization, established aSpace Warfare Center and an AerospaceBasic Course, and added space trainingto the air combat training given at ourWeapons School. Most importantly, weare putting air and space operators intoall our key commands and trainingcourses. We are also investing in the in-formation infrastructure to further link airand space platforms and testing thoselinks in exercises and experiments. Thisyear, we formed an Aerospace Integra-tion Center at Nellis AFB, NV, whereyounger officers will learn how to em-ploy and command the totality of aero-space forces. Today, our innovations arebearing fruit -- the Air Force is an inte-grated expeditionary aerospace force.

Operation ALLIED FORCE:Total Success...andForging the Way AheadExpeditionary operations and precision,all-weather strike converged in the springof 1999 when NATO airpower compelledYugoslavia to remove military forcesfrom Kosovo. For the Air Force, Opera-tion ALLIED FORCE was equivalent to amajor theater war.

We proved expeditionary aerospacepower was decisive. From the operationalperspective, airmen damaged over 85%of critical infrastructure targets and at-tacked more than 850 Yugoslav armyground mobile targets (such as tanks, ar-tillery pieces and trucks.) From the stra-tegic perspective, aerospace power dem-onstrated NATO’s might and resolve to

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Serbian leaders and in the end, Serbiacomplied with NATO demands.

The success of Operation Allied Forcestemmed from our long-term investmentin aircraft modernization and stealth, aswell as a range of precision, near-preci-sion and stand-off weapons; real-timecommunications; UAVs, space systemsand ISR aircraft. We gleaned many in-sights from this conflict, and they are re-flected in the budget and program nowbefore the Congress.

• Expeditionary operations worked.With seeming ease, our airmen de-ployed to more than 20 expedition-ary bases, bringing with them theforce protection, logistics, sustain-ment, and communications systemsthat supported expeditionary combatoperations.

• Reachback worked. Satellite com-munications enabled warfighters toreach back to the United States forreal-time information and analysis,while avoiding the need to deploysuch systems. By reaching back toCONUS for real-time support, theaterforces were both leaner and bettersupported than if we had deployedCONUS forces and their equipmentto Europe.

• Logistics worked. Depots surged andprovided some 500,000 additionalhours of work. With Air MobilityCommand’s worldwide express pack-age delivery system, 93% of replace-ment parts got to forward expedition-ary bases in Europe in an average ofjust 3.7 days. The engaged force av-eraged a 92% mission capable rate,much better than the peacetime aver-age, because it had adequate parts anda full complement of experiencedmaintenance personnel.

• Technology worked. The many ar-eas where technology gave us greatadvantages are the same areas that of-fer us the chance to modernize andimprove our forces, gaining greatercapability and saving dollars. Themost promising of these are high pri-orities in this year’s budget submis-sion.

While individual weapons systems werehailed in the press for their capabilities,it was the successful integration of a broadrange of weapons systems and support-ing aircraft and space systems that wonthe day over Kosovo. While the worldmarveled at JDAM, the war could nothave been won without the use of provenprecision munitions guided by laser,electro-optical, and inertial guidance sys-tems. Success came from understandinghow our weapons systems complementedeach other and blended together into abalanced fighting force with capabilitiesthat matched requirements. The synergythat resulted from combining air, space,and information operations allowedNATO to attack strategic, operational, andtactical targets, day and night, and oftenin adverse weather conditions, withinhours of being identified. Having saidall that, the greatest advantage we haveis our outstanding people.

Decisive Fighting ForceOur airmen are a national treasure–theyare a combat-proven, decisive, fightingforce. They perform superbly whereverthey are, whoever they are: the crew chiefmaintaining an F-16 for combat opera-tions from Aviano AB, Italy; the C-17loadmaster flying all over the world fromCharleston, South Carolina; the captainand his wingman deploying from Alaskato Korea; the lieutenant flying satellitesat Schriever AFB, Colorado; or officers

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standing alert at a Minuteman missilelaunch control center near Minot, NorthDakota. Airmen are motivated, trainedand ready to serve their country.

But their jobs are not easy. The uniformedAir Force of the year 2000 is the smallestin history: 358,000 active-duty members,plus 107,000 in the Air National Guardand 74,000 in the Air Force Reserve for atotal of 539,000. On any given day,90,000 airmen — almost one-sixth of theTotal Force — are operating forward at12 overseas bases and 16 forward oper-ating locations.

The personal commitment of our men andwomen deserves an equal commitmentfrom the Air Force, the Congress, and theAmerican people. People are the key tothe Expeditionary Aerospace Force, andwe must do all we can to give our fight-ing forces what they need to carry outtheir mission.

PeoplePeople are our top priority. Because mul-tiple deployments, crisis responses andaging equipment are stressing our man-power levels, we know we need to moveadditional manpower into the forces di-rectly supporting the EAF. We moved2,640 positions into the EAF in FY00,and this budget will move 3,180 addi-tional authorizations in FY01. In addi-tion, we recognize that unfilled manpowerauthorizations are of no use, so we haverequested 300 new manpower positionsfor recruiters in FY01. We have also com-missioned a major study of our endstrength requirement and are prepared torequest additional end strength, if needed.

Recruiting and retaining the highest qual-ity men and women are among our great-est challenges in the current economicenvironment. To date, we have been able

to recruit men and women of extremelyhigh caliber — 99% have high-school di-plomas. However, during Fiscal Year1999, the Air Force fell short of its re-cruiting goal for the first time in 20 years.To meet this year’s goal, we are increas-ing our recruiter force and launching newefforts in paid advertising.

Retention has also declined. The AirForce needs to retain highly trainedpeople; but the high operations tempo, thestrong civilian job market, and previousdissatisfaction with pay and retirementbenefits have hurt both enlisted and of-ficer retention.

The bottom-line for retention is that qual-ity of life counts. The pay and compensa-tion package Congress and the administra-tion approved in 1999 and the restorationof 50% retirement benefits sent the rightmessage. In addition, quality of life initia-tives at the base level are essential. We re-alize that while we recruit individuals, weretain families. Especially with so manymilitary members deployed, our programsin spouse employment, personal financialmanagement assistance, childcare andyouth centers, and commissaries and mili-tary exchanges are tangible commitmentsthat make a difference in quality of life ev-ery day. Our Dormitory Master Plan to im-prove facilities is well underway, and wehave also funded improvements to familyhousing through our Housing Master Plan.Additional DoD support for market-basedbasic allowance for housing (BAH) will re-duce out-of-pocket expenses for our fami-lies assigned to high cost areas. TRICARE,which was fully implemented in June 1998,continues to receive our constant attention,with focus on customer satisfaction. Whilesurveys indicate that satisfaction is increas-ing, we are a long way from complete suc-cess. Congress’ continued support for ourbudget will sustain efforts in all of theseareas.

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TrainingSeveral new programs are in place to trainour force for 21st Century expeditionaryand integrated aerospace operations.Deploying is now a way of life. The vastmajority of our force never knew the gar-rison-style life of the Cold War Air Force.Accordingly, airmen recruits confront thereal world during the new Warrior Weekencampment at Lackland AFB, Texas,where they learn to operate from a bare-base site. At Maxwell AFB, Alabama,the Aerospace Basic Course extends tonew officers and selected civilians aworking knowledge of how the Air Forcefights. As air, space and informationsystems become more sophisticated, theAir Force views ongoing training andeducation as the key to successful com-mand and employment of aerospacepower. New training systems like Dis-tributed Mission Training place airmenin a synthetic battlespace, connected elec-tronically to other airmen joining thesimulation from bases in other states.

ReadinessToday’s global environment demands thatwe be ready for operations from Kosovoto the South Pole. Our people are readyto meet this demand, but years of ongo-ing operations and difficult fundingchoices pose a threat to near-term readi-ness. Keeping that threat at bay is one ofour major concerns and a major focus ofthis year’s budget.

The average Air Force aircraft is 20 yearsold and even with the introduction of newairframes, the average age will be 30years by 2015. Supply systems arepushed to their limits as Air Force unitsdeploy continually. Overall, average mis-sion capable rates for aircraft have de-clined due to the high operations tempoand shortages in parts, equipment, and

skilled manpower. With the help of theadministration and Congress, we pro-vided obligation authority of $382M inFY99 for more spare parts inventory, and100% funding for spares should reversethe shortage in 2000. We have put thebrakes on declining engine readiness, butare still 25% short in some war readinessspares. Readiness remains an area of vi-tal concern.

ModernizationThe Air Force’s modernization strategyhas three aims: to maximize combat per-formance, build the force of tomorrowand exploit new technologies that en-hance warfighting capability. The AirForce is sized and shaped to be flexibleenough to perform several basic missionswith the same force: sustaining deter-rence, winning two major theater wars inclose succession, rapidly responding tosmall scale contingencies, deploying forsustained peace enforcement operations,and conducting humanitarian operations.That places a premium on modern, flex-ible forces and people who know how todo their jobs in a variety of operations.

Our continued innovation begins withbasic technological research and programintegration. Today’s nascent programsare tomorrow’s joint warfighting capabili-ties. Our successes in Kosovo have dem-onstrated that great military value cancome from integration of air and spacesystems. For this reason, we are doublingour current budgetary expenditures forspace science and technology betweenFY99-05. This will further enhance ourintegrated capabilities and lower the costof space support. For this reason too, wehave established the Aerospace Com-mand, Control, Intelligence, Surveillanceand Reconnaissance Center (ASC2ISRC)charged with integrating our multipledata, intelligence, and analysis systems

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into a comprehensive Aerospace Opera-tions Center, and the Space Battle Labcharged with finding innovative ways tocombine space and air systems.

As we look to our future integrated aero-space force, however, we cannot forgetthat aerospace power is complex and isbuilt on a broad infrastructure that mustalso be modernized in parallel with com-bat systems. To meet Commander InChief (CINC) requirements, for example,our budget includes capabilities rangingfrom satellites to smart cards to the RedHorse civil engineers to new forms ofcombat rations. Tested and proven overtime, this phased, balanced moderniza-tion program will ensure the future ofyour Air Force as the most powerful aero-space force in the world.

As the Air Force modernizes its capabili-ties, we are mindful that they must beinteroperable with the other services andcontribute to a wide range of capabilitiesfor Joint Operations. For example, theAir Force provides strategic airlift for allground forces, long-range aerial refuel-ing for naval and allied aircraft in com-bat operations, and assured access tospace for a range of Department of De-fense missions. The array of systems andcapabilities we supply is broader andmore diverse than that required of othermilitary forces. This is not because ofthe importance of the Air Force as an in-stitution. It is because of the growingimportance of aerospace power in ourNation’s joint military operations.

Finally, we must always analyze emerg-ing requirements. We face a mixture ofthreats, and our budget seeks funding toimprove our capabilities against emerg-ing threats, such as chemical and biologi-cal weapons, terrorism, and efforts todeny or exploit our mastery of space. Wealso have a program of experimentationthat will show us how to improve our ca-

pabilities now and to stay aware of po-tential technology synergies and opera-tional concepts that could be importantin this new century.

Investing in the CoreCompetencies ofAerospace PowerIt takes the full set of competencies—aerospace superiority, global attack, pre-cision engagement, information superi-ority, rapid global mobility, and agilecombat support—to create aerospacepower. These core competencies areoperational capabilities that exploit theadvantages of aerospace operations andenable many other types of joint opera-tions. We cannot let down in any of theseareas or we will put at risk our nation’sability to prevail in conflict. Therefore,we have taken a balanced approach to sus-taining these core competencies in theFY01 budget request.

Aerospace Superiority is the control ofair and space and the foundation of jointforce, full spectrum dominance. Fromour nation’s geographic position in theWestern Hemisphere, we rely on aero-space superiority to protect our homelandand to enable us to deploy and to com-municate to and from overseas theaters.Through aerospace superiority opera-tions, we establish freedom from attack,freedom to maneuver and freedom to at-tack for all joint forces. Not since theKorean War have American soldiers beenattacked by enemy aircraft. The Air Forceis committed to ensuring that it never hap-pens again so we are investing in modi-fied systems, new systems and ISR plat-forms which support the corecompetencies, like upgrades to the F-15and F-16 and the development of the F-22, as well as systems like the SpaceBased Infrared System (SBIRS), Air-

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borne Laser (ABL), and Space BasedLaser (SBL), to name a few.

Global Attack assets allow our nation todeter war and to strike any point on theearth’s surface within hours of the deci-sion to do so. Improvements to the B-2’slow observability and integration of ad-vanced weapons in the B-2, B-1 and B-52, as well as phased upgrades to the F-15, F-16, and F-117 aircraft and thedevelopment of the Joint Strike Fighter,will significantly enhance our global at-tack capabilities. Looking to the future,we are funding an experimental un-manned combat vehicle (UCAV) pro-gram.

Precision Engagement means precisionstrike of targets, in all weather, day ornight. Beyond these combat applications,precision engagement also refers to ourability to get supplies and people to theright place at the right time to furtherpolicy goals. In our budget, new fami-lies of weapons are in the spotlight, in-cluding the Joint Air-to-Surface StandoffMissile (JASSM), Joint Standoff Weapon(JSOW), JDAM and the Wind-CorrectedMunitions Dispenser (WCMD). These

programs have joint application and arethe promise of a new transformation inpower projection and decisive attack op-erations. In the area of precision support,we continue to fund all aspects of ourmobility systems.

Information Superiority is the collec-tion, control and exploitation of the in-formation domain. An uninterrupted flowof data and knowledge of the battlespaceare critical to success in current and fu-ture military operations. The Air Forcemeets many service and joint require-ments with an information superiorityarchitecture that is at the cutting edge oftechnology. This truly unique asset is acollection of ground, airborne and spaceplatforms, sensors and systems that rep-resents a key contribution to joint opera-tions. Our evolutionary modernizationplan focuses on support to the expedition-ary warfighter and includes upgrades tomany of these systems. Key among themare the Joint Surveillance Targeting AndReconnaissance System (JSTARS),AWACS and U-2 aircraft, as well as thePredator and Global Hawk UAVs. We’realso taking a step toward migrating somecapabilities to space with the NationalReconnaissance Office and the DefenseAdvanced Research Projects Agency inour joint investment on the Discoverer IIspace-based radar.

Rapid Global Mobility is the ability toquickly position forces — from our ownforces to those of our sister services orcoalition partners — on or near any spoton the globe. Whether employing on-scene Aerospace Expeditionary Wings ordeploying contingency forces in responseto a crisis, mobility assets make the dif-ference in speed and stamina. Procure-ment of the full complement of C-17s,development of the CV-22, aggressive C-130 and KC-135 modernization and C-5upgrade programs, as well as develop-ment of the Evolved Expendable Launch

FY00 FY01 FY02 FY03 FY04 FY050

$5

$10

$15

$20

$25 Billion

Rapid Global Mobility

Precision EngagementGlobal Attack

Aerospace Superiority

Information Superiority

Science & Technologyother programs

AF Investment Funding in theCore Competencies

15

Vehicle (EELV) will ensure there are nogaps in our global mobility for the early21st Century.

Agile Combat Support is the flexibleand efficient sustainment of combatforces. As an expeditionary force, we areaiming for continued progress in reduc-ing the deployment footprint, and speed-ing the delivery of the right supplies tothe warfighter. To meet those needs, theAir Force is revamping its combat sup-port systems. New logistics decision sup-port tools and the Global Combat Sup-port System are key enablers that willimprove global logistics support.

Air Force Fiscal Year 2001President’s BudgetSubmissionOverall, the Air Force Budget continuesto carefully integrate and balance com-peting priorities. The budget puts peoplefirst, emphasizes readiness, and contin-ues to sustain relevant time-phased mod-ernization and in-frastructure pro-grams. This plancontinues ourtransformationand improvementas an Expedition-ary AerospaceForce.

The Fiscal Year2001 Air ForceBudget sustainsthe people, readi-ness and modern-ization gains in-cluded in lastyear’s Budget. Inaddition, wemade some keyinvestments that

target specific capabilities or issues. Forexample, we’ve added funds for Basic Al-lowance for Housing (BAH), recruiting,and advertising to increase retention andensure we have the people needed to im-prove historic mission readiness trends.Other additions such as Large AircraftInfrared Countermeasures (LAIRCM)and JSTARS address specific operationalrequirements, while additional modest in-creases for Science and Technology helpunderpin our future core capabilities.We’ve also added resources to cover “factof life” cost increases for Peacekeeper andMinuteman missiles, fuel, and consump-tion of spare parts.

However, our budget is filled with manyof the same challenges as last year. Thisbudget continues to provide resources tohold readiness levels at the Fiscal Year2000 mission capable level. We needCongressional support for the FY01 bud-get to reverse losses to our mission ca-pable levels that we endured in FiscalYears 1998-1999. We are hopeful thatthe adds for BAH, recruiting, and adver-

President’s FY 2001 AF Budget Submission

FY

$60 $55

$65 $70 $75$80 $85 Billion

96 97 98 99 00 01 02 03 04 05

FY01 PB

TY$

Real Growth 1.4%FY00-05

$71.0 Billion

39.9%O&M

$28.3B

24.9%MIL PERS$17.7B

13.6%RDT&E$9.7B

1.7%MILCON/Other

$1.2B19.8%

PROCUREMENT$14.1B

16

tising will help improve personnel readi-ness. Finally, the Air Force still faces alow infrastructure re-capitalization rate.Our backlog of infrastructure mainte-nance and repair continues to grow andtotal facility replacement remains on a200 year cycle.

SummaryThat is why we have crafted a carefullybalanced plan that addresses the broadrange of mission-critical needs of the ser-vice.

The security challenges of the 21st Cen-tury are difficult to predict. What we doknow is that America will meet thosechallenges through joint operations builtaround decisive power projection withaerospace forces. The United States AirForce has a unique and broad set of re-sponsibilities to defend the United States,protect its interests, project power, extenda helping hand, and enable joint forces tocarry out a full spectrum of operations.The fundamentals of aerospace power —fast, flexible air, space and informationsystems, skillfully commanded by aero-space warriors — will be the buildingblocks of 21st Century security. WithCongressional support, the Air Force willmaintain strategic deterrence, meet re-gional security challenges through expe-ditionary operations, support global in-formation exchange, and engage withallies to reinforce multinational securitymeasures. The inherent flexibility ofaerospace power and the capabilitiesachieved through the synergism of air-craft, spacecraft and information systemswill be the key components of nationalsecurity against emerging threats. TheUnited States is an aerospace nation, andyour United States Air Force is now pre-

pared and poised to meet the demands ofongoing global security commitmentsand must be in the future.

Security in the 21st Century depends inno small part on continuing to provideaerospace power that gives this nation itsrapid global reach, decisive power andconstant vigilance. Our world-classpeople make it work — they will alwaysbe our first priority. We are an expedi-tionary aerospace force configured for thelong haul. We are continuing cycles ofrevolution as we transform into an infor-mation-rich, precision force and as weintegrate aerospace systems ever closertogether. We are an aerospace force thatwill grow ever more accustomed to oper-ating in and from space. Our budget bal-ances today’s commitments withtomorrow’s opportunities. We are pre-pared for the future and committed toserving the nation. We are a combat-proven, mission-focused, decisive fight-ing force. With your support, we will re-main that way.

17

18

USAF Supports Operations Acrossthe Spectrum of Conflict in FY99

Space Activity3 launches CY99

Space Activity8 launches CY99

Colombia

GuatemalaEl Salvador

Dominican Republic

CONUS

Canada

Alaska

Hawaii

Panama

Bahamas

Ecuador

Peru

Jamaica

Venezuela

Puerto Rico

Chile

Bolivia

Paraguay

St Kitts & NevisDominicaSt Lucia

HaitiMexico

Nicaragua -

CaymanIslands

St Croix

Guyana

Argentina

Iceland

Greenland

Morocco

Spain

Azores

France I

UK

Mali

Denmark

Tun

Cape Verde

Portugal

Norw

Over 230 USAFexercise deploymentsto nearly 25 countries worldwide

Over 36,000 sorties and 22,000 munitions

in support of combatoperations

Honduras -Hurricane Mitch

Nearly 40,000 mobility missions

to over140 countries

N.Carolina - Flood Relief

Liberia - Non-comLiberia - Non-com

JIATF South / EastCOUNTERDRUG OPS

19

taly

isia

GermanyHungary

Greece

MarshallIslands

WakeIsland

ay

Latvia

Slovokia

China

S. Africa

Egypt

Crete

Saudi Arabia

TurkeyCyprus

Jordan

UAE

Kuwait

Kenya

Bahrain Qatar

Oman

Pakistan

India

Diego Garcia

Thailand

Hong Kong

S KoreaJapan

MalaysiaSingapore

Philippines

Guam

Australia

East Timor - OPERATION STABILISE

Johnston Atoll -Hurricane Dora

Taiwan - Earthquake Relief

batant evacuationbatant evacuation

Antarctica - Humanitarian Aid

Bosnia - JOINT FORGE

Albania - SHINING HOPEJOINT GUARDIAN

Macedonia - UN Peacekeeping Forces

Kosovo - SKY ANVIL, NOBLE ANVIL, ALLIED FORCE,

Iraq - SOUTHERN WATCHNORTHERN WATCHDESERT FOX

USAF Operations

AMC support of JCS Exercises

Humanitarian Aid

JCS Exercise locations withUSAF participation

Space Activity58 Operational Satellites

20

CombatProven

The United StatesAir Force in 1999Since the dawn of flight, America’s air-men have answered the nation’s calls.Last year was no different. Despite a hugedrawdown over the past decade and asurge in contingency responses, last yearwas a time when the active duty Air Forcewas tasked more heavily (by percentageof force) than in either Desert Storm orVietnam. The B-2 saw combat for thefirst time and the B-1 for the second. We

fought an air war with the greatest de-gree of precision and integration ever seenin the history of aerospace power, whileat the same time patrolling the air overIraq and keeping the peace in Korea.

The Air Force played a dominant role inNATO’s air war against Serbia. Opera-tion Allied Force was the equivalent of amajor theater war for the Air Force. Wehad over 500 aircraft and 44,000 peoplefrom our active and reserve componentscommitted to this significant combat op-eration. Some of our airmen fought fromhome bases in the U.S. or overseas, butmany deployed into 1 of the 21 expedi-tionary operating locations we createdduring the crisis.

For example, the international airport atTirana, Albania was turned from a remoteairfield into both a major humanitarianrelief center and a combat location forTask Force Hawk in less than 12 days.Five C-130s arrived from Ramstein AB,Germany on March 30th and by April 4th,the first C-17 was offloading outsizedcargo for the Army’s Apache helicopterunit. From the time our expeditionaryairmen landed at the airport to the timecombat helicopters landed in Tirana wasonly 9 days. By mid-April the airfieldwas fully operational, flying approxi-mately 25 airlift sorties per day—carry-ing supplies and equipment for TaskForce Hawk and humanitarian relief forJoint Task Force Shining Hope.Throughout this short time period, AirForce civil engineering units steadilyimproved airfield operations and livingconditions by setting up water, sewer,electricity, roads, and critical runway re-pairs and upgrades. By the end of op-erations, 1,240 sorties would fly intoTirana.

During the 78 days of combat, 14 NATOnations flew 38,000 sorties and dropped27,000 munitions against a wide rangeof Serbian targets in a small battlespace.Our Air Force provided nearly 50% of thecoalition aircraft, dropped 70% of themunitions, and provided a large portionof the support aircraft. These support air-craft flew critical intelligence, surveil-

21

FY99 End Strength:

361,000Active Duty Airmen

106,000Air National Guard

72,000Air Force Reserve

166,000 Civilians

87 Major and 83Minor Installationsaround the world

lance, reconnaissance, and mobility mis-sions which were key ingredients to theoperation’s success. During combat mis-sions, hundreds of aircraft from manycountries flew in close proximity over theBalkans; at some times, as many as fiveaerial refueling tracks were operationalover the Adriatic at one time, competingfor airspace with the tracks for ISR andcommand and control aircraft. The factthat none of our sorties resulted in afriendly mishap is testimony to the greatleadership of our Air Component Com-manders, the plans and operations skillsof our Air Operations Centers, and thetremendous professionalism of UnitedStates and NATO airmen.

As in other conflicts, a key considerationduring Allied Force was the minimizationof both combat losses and collateral dam-age. Because the Air Force continued itslegacy of innovation, most joint and coa-lition strike aircraft were able to employprecision weapons while staying abovemuch of the ground threat. And becauseof the Air Force’s investments in stealthand precision weapons, the B-2 and F-117 were able to strike safely at heavilydefended, strategic centers of gravity farinside Serbia. In all cases, multiple tar-gets could be hit with a single sortie. Ourgoal in this fight was no combat lossesand no avoidable collateral damage — weachieved both. We had no combat lossesand our actual collateral damage rate persortie was .0005.

This incredibly low collateral damage rateresulted from the dedicated effort overseveral years to incorporate precisionmunitions across our fighting force andNATO’s. More than 90% of the combatsorties delivered precision-guided muni-tions: B-2s used JDAM; F-15s, F-16s,and F-117s used laser-guided and stand-off precision munitions; B-52s fired Con-ventional Air Launched Cruise Missiles(CALCMs). Additionally, B-1 and B-52

aircraft dropped 10,000 non-precisionmunitions to close airfields and strikeconcentrations of opposing forces. Thesestrike sorties were highly effective andsuccessful because of our well-trainedpeople and our unquestioned ability tocontrol the air above the fight.

It wasn’t just precision munitions, how-ever, that made the outcome of Opera-tion ALLIED FORCE so successful. The in-tegration of manned and unmanned airand space weapon systems were trulymerged in one aerospace domain whereintelligence, surveillance, and reconnais-sance from air or space platforms werestep-for-step synchronized with our com-bat operations at all levels of warfare—from the strategic level to the tacticallevel. While much of the world watchedthe battle unfold through the lens of ourprecision munitions, it was the integra-tion of weapon systems in the aerospacedomain that was the force multiplier.From communications and weather tonavigation and combat assessment, thisintegration was pivotal to the successfuloutcome and validated our balanced in-vestment strategy over the years.

22

SHAPE

Kosovo was such an overwhelming dis-play of the capabilities of aerospacepower that even our staunchest criticswere heard to grudgingly admit thatairpower could single-handedly win awar. While ALLIED FORCE was our singlegreatest combat achievement in 1999, itwas not our only combat operation. Be-fore the conflict in Kosovo, we built upour forces in the Persian Gulf to respondto increased Iraqi violations of United Na-tions resolutions. After that build-up, weunleashed that potent force during Op-eration DESERT FOX. It wasn’t long afterDESERT FOX that ALLIED FORCE began. Si-multaneously, we’ve continued to re-spond to Iraqi aggression on almost a

daily basis as we enforce the no-fly zonesin Iraq. In Korea, our airmen stand readyto provide critical aerospace power on amoment’s notice if required.

As you can see, 1999 was a very busyyear for our expeditionary airmen asthey’ve answered the nation’s calls. Butwe’re not just resting now, we’re busilyhoning our warfighting operations andrefining investment strategies given ourlessons learned from the many combatoperations.

MissionFocused

Our Role inNational SecurityThe Air Force works with other govern-mental agencies to meet the national se-curity challenges and the objectives laidout in the National Military Strategy. Thisrequires us to shape and respond totoday’s security challenges and stand pre-pared for those of the 21st century.

Today’s global security environment de-mands that the Air Force maintain a mis-sion-ready force necessary to deter ag-gression, conduct ongoing contingencyoperations at a very high pace, meet awide range of peacetime missions, andsupport two nearly simultaneous majortheater wars. In addition, the Air Forcemust be ready to counter potential en-emies who are increasingly likely to at-tack American interests asymmetrically.In 1999, the Air Force was continuallytested, and each time, vigorously sup-ported the national strategy by shapingand responding with its mission-readyforces while preparing for the challeng-ing and complex future ahead.

ShapingThe Air Force continues to help shape theinternational security environment bydeterring would-be aggressors with ourformidable aerospace power, our globalintelligence and surveillance operations,our forward presence, and our ability toreach any place on the globe within hours.Air Force people enhance regional sta-bility through numerous exercises and

23

training programs, which build confi-dence with our allies and coalition part-ners.

DeterrenceWhile the nuclear threat has diminished,the requirement to demonstrate our na-tional resolve to defeat any potential ag-gressor remains at the heart of ournation’s security. Air Force watch offic-ers maintain constant global vigilanceover events on the ground, in the air, andin space. From the high ground of space,and from manned and unmanned airbornereconnaissance platforms, data streamsback to command centers from Greenlandto Guam and from Saudi Arabia to SouthKorea. Air Force airmen also maintainedaround-the-clock alert with Peacekeeperand Minuteman III intercontinental bal-listic missile forces in the U.S., and flewB-1, B-2, and B-52 “global power” mis-sions staged from the U.S. to distant lo-cations, demonstrating to the internationalcommunity our capability, commitmentand resolve to respond anywhere on theglobe within hours of an alert.

Promoting StabilityThe Air Force seeks to promote interna-tional stability by building broad relation-ships with the militaries of other nationsand promoting regional security throughour presence. These ties increase mutualunderstanding and enhance interopera-bility. Air Force engagement programsfacilitate cooperation and access duringcontingencies and enable future coalitionsof willing and capable allies.

Recently, Air Force international engage-ment and stability efforts have focusedon support of Joint Chiefs of Staff (JCS)and international exercises, the Partner-ship for Peace Program, Military ContactPrograms, Operator-to-Operator talks,

International Armaments CooperationPrograms, and Security Assistance ef-forts. Last year, the Air Force was en-gaged in 84 international exercises in 95locations throughout the world. Theseincluded 15 exercises with 34 Partnershipfor Peace countries and nearly 300 fo-cused Military Contact Program events.

Last year we also conducted a series ofseven Operator-to-Operator talks, con-tinuing a tradition spanning 17 years.These talks allow for open discussion ofkey interest issues such as doctrine, em-ployment of airpower, tactics, coalitionrelationships, exchange of operationalinformation, and training. The programcurrently involves active participationwith several nations and is designed toprovide direct interface with our allies.Under the International Armaments Co-operation Program, the Air Force hasmore than 300 agreements with allies andcoalition partners to share the cost of de-veloping and producing robust,interoperable systems and technologies.These programs involve cooperative re-search, development, production, scien-tist and engineer exchanges, equipmentloans, and scientific and technical infor-mation exchanges.

24

SHAPE

In a very successful effort to promote sta-bility and interoperability among alliesand potential coalition partners, the AirForce Foreign Military Sales (FMS) pro-gram managed more than 3,900 contractsfor aircraft, spare parts, munitions, andtraining in excess of $108 billion. Mean-while, the International Military Educa-tion and Training (IMET) Program con-tinued to emphasize management trainingand professional military education.Under IMET, the Air Force trained 1,298students from 95 countries. These effortshave enhanced stability and promoted im-proved relationships with the U.S.

Threat-Reduction EffortsNot all threats to the national security ofour nation are conventional in nature.

Potential adver-saries will in-creasingly rely onunconventionaltactics to offsetour superiority inc o n v e n t i o n a lforces and tech-nology. The De-partment of De-fense as a wholemust counterthese asymmetricthreats, and theAir Force isheavily engaged

in this joint effort. As identified by theNational Defense Panel, the key emerg-ing threats are those that seek to deny usforward bases, disrupt our supply lines,and inflict casualties both within theUnited States and abroad. The Air Forceis heavily engaged in both offensive anddefensive strategies to defeat the capabili-ties that support these threats: informa-tion warfare, chemical and biologicalwarfare, force protection, and counter-drug operations.

Information Superiority andNetwork DefenseThe Air Force has become increasinglydependent on information networks andinformation systems, and in the futurewill become even more dependent on asecure, timely, and accurate flow of in-formation. Indeed, a key enabler for ex-peditionary operations is the ability toleave a large number of combat supportpersonnel at home base, linking them toengaged commanders through our infor-mation systems. Moving informationrather than people and equipment reducesairlift requirements and limits the expo-sure of our forces to terrorism and chemi-cal and biological attack. Robust infor-mation networks also enable the keyconcepts of modern logistics systems:time-definite resupply; in-transit visibil-ity; and the reliance on support outsidethe engaged theater to minimize people,equipment, and supplies that must bemoved to theater. The war in Kosovotested this vision in combat and provedthe validity of our reachback concept —through which we used communicationsto CONUS-based support elements forthe processing of intelligence and target-ing data and sustained some two dozenforward expeditionary bases.

In 1999, we worked across the board onthe fundamentals of information superi-ority. Our logistics, financial manage-ment, and audit communities continuedtheir efforts to ensure the trustworthinessof the data flowing through our systemsby ensuring the accuracy, timeliness, and“auditability” of our key data systems.Our communications and computerscommunity continued its efforts to pro-tect all base data networks by routing alltraffic through a central base NetworkControl Center (NCC) and protecting thattraffic with appropriate firewalls and in-trusion detection systems. In 1999,

25

firewalls and NCCs were installed in allof our major bases at home and abroad.Similar equipment and procedures will bedeployed to all Air Force installations —Active and Reserve — in the near future.In addition, we deployed a robust suiteof tools to all of our bases to allow com-manders to check for security holes intheir information systems, and networkprotection was made a special interestitem in all Inspector General inspectionsand a high priority audit issue for ourAuditor General. Finally, the Air ForceComputer Emergency Response Teamcontinuously monitors all Air Force sys-tems to identify computer intrusions andforwards advisories to all bases as newforms of intrusion are detected.

We are full partners in the recently estab-lished Joint Task Force for ComputerNetwork Defense through our base net-work control centers, major commandnetwork operations security centers, AirForce Network Operations Center, AirForce Information Warfare Center, andAir Force Computer Emergency Re-sponse Team. We have made substantialprogress in our Operationalizing andProfessionalizing the Network (OPTN)initiative. Our objective is to organize,train, equip, operate, and protect our es-sential information networks just like ourother mission-critical weapons systems.

Building on this foundation of trustwor-thy, protected data, the Air Force is de-signing a standardized Aerospace Opera-tions Center for its theater and deployedcommanders, drawing on our state-of-the-art theater and wing-level operationscenters at Vicenza and Aviano, Italy.Through our Joint Expeditionary ForceExperiments (JEFX 98 and 99), we arealso trying revolutionary ways of usingexisting data to support Air Force, joint,and coalition commanders. In 1999, wefielded several “stars” of JEFX 98, includ-ing “NIMA in a Box,” which provides

expanded access to geospatial and map-ping data, and the Joint Targeting Work-station, which permits the fusion of na-tional and tactical intelligence data —including Predator video feeds — forrapid targeting. Early versions of thesesystems were used with spectacular suc-cess in Kosovo.

The Air Force fully supports the GlobalCommand and Control System (GCCS)through its C4ISR Center and will shortlyfield the Theater Battle ManagementControl System (TBMCS), which is thecore of the Air Force GCCS system. Atthe end of 1999, the Air Force also estab-lished a key headquarters element tomonitor and coordinate the developmentand fielding of the Global Combat Sup-port System (GCSS) within the Air Force.Over the next year, we plan to continueto strengthen our Chief Information Of-ficer structure to ensure that we movetoward interoperability of all Air Forceinformation systems and that networkdefense remains a very high priority.

In the immediate future, improved net-work defense will require the fielding ofthe DoD Public Key Infrastructure (PKI).We have budgeted funds for PKI for sev-eral years, and intend to embrace PKI asit becomes a technical reality. Within the

26

SHAPE

next two years, all personnel will havesmart cards to support digital signaturesin software applications, data encryption,and facility and system access control. Itis our intent to certify all active-duty, ci-vilian, Guard, and Reserve personnel inPKI as smart cards and associated equip-ment and software become available. Wealso intend to deploy PKI throughout ourcommunication architecture to supportuser identity, access control, non-repudia-tion, data confidentiality, and data integ-rity.

Our defense-in-depth approach is payingoff. The growing malicious softwarethreat has had little if any impact on our

network opera-tions. Intense ef-forts by hackersand organizedgroups to disruptnetworks duringOperation ALLIED

FORCE were of littleor no consequence.We are blocking anincreasing numberof daily hacker in-trusion attemptsand the Air ForceOffice of SpecialInvest igat ions,teamed with the

FBI and other federal law enforcementagencies, has identified, caught and pros-ecuted a number of hackers.

While our network defenses are improv-ing, so is the threat; it is real and danger-ous. We will continue to shore up ourdefenses through a well-funded and rig-orous defense-in-depth program that willdeliver the information and mission as-surance vital to our expeditionary opera-tions.

Countering Chemical andBiological WeaponsThe threat or use of chemical and bio-logical warfare (CBW) is likely in futurearmed conflicts and poses a genuine dan-ger to global stability and security. TheAir Force continues to improve its C4ISRcapabilities to identify and locate CBWweapons, storage, and production facili-ties. We are seeking to advance ourcounterforce capabilities to destroy CBWweapons, including those in hardened anddeeply buried facilities and improve ourability to actively defend against and ef-fectively manage the consequences ofCBW if they are used. On the first point,the Air Force has just incorporated apenetrator warhead in the CALCM mis-sile. The Air Force has moved decisivelyto prepare and protect its first respondersand combat aerospace forces around theglobe from the CBW terrorist threat. Wehave developed counter-Nuclear, Biologi-cal and Chemical (NBC) doctrine andconcepts of operation, incorporatingCBW issues into our training programs,to prepare our men and women to effec-tively counter the threat posed by CBW.

Force ProtectionProtecting our people is a major part ofour threat reduction efforts and contin-ues to be a top priority at all commandlevels. The Air Force has institutional-ized force protection by training ourpeople, equipping and reorganizing oursecurity forces, and exploiting technol-ogy.

Throughout their careers, airmen aretaught the fundamentals of force protec-tion. Our goal is to create a force protec-tion mindset within the service. In 1999,the Air Force incorporated force protec-tion academics as a part of Warrior Weekduring basic training and provided anti-

27

terrorism awareness training to person-nel who deployed or moved to overseaslocations.

In support of the EAF, the Air Force or-ganized and equipped the 820th SecurityForces Group (SFG), to provide stand-alone, rapidly deployable forces with awide range of force protection skills tosecure operations at forward locations.These skills include security, intelligence,medical, communications and engineer-ing. The 820th SFG was developed atthe Air Force Security Force Center,Lackland AFB. Upon maturity it will betransferred to Air Combat Command(ACC) and relocated to Moody AFB, GA.This process has begun with an initialsmall cadre assigned with duties to standup the first squadron of 325 with an ad-ditional 215 military positions arrivingduring FY01. In 1999, the 820th de-ployed to Tirana, Albania in support ofALLIED FORCE and flawlessly demon-strated this dynamic capability.

Technology continues to provide forceprotection options to our troops. TheForce Protection Battlelab at LacklandAFB, Texas, conducts research on newprocedures and technologies to enhanceour force protection posture. The lab’ssuccess stories for 1999 include the test-ing of a Remote Visual Assessment Strat-egy permitting rapid assessment of secu-rity situations and alarms at remotelocations such as ICBM launch facilitiesand the perimeters of our forward locatedair bases. The lab also conducted a suc-cessful Proof of Concept Demonstrationof the Sub-Tactical Unmanned AerialVehicle Surveillance System which cansupport deployed forces in hostile loca-tions with an “eye in the sky” to assessbeyond the detection zone of our forwardair bases. Yet another example of the lab’ssuccess in 1999 was the development ofthe Vehicle Entry Explosive Search Strat-egy to improve our ability to safely screen

vehicles for explosives and thus increaseentry point protection and security of ourdeployed AEF forces. Implementationguidance was published in a VehicleBomb Mitigation Guide which presentsready reference material associated with

planning and executing programs andoperations for protecting Air Force per-sonnel and assets against the threat ofvehicle bombs.

The Air Force also conducted extensivevulnerability assessments to improve se-curity at permanent and expeditionarylocations. In 1999, Joint Service, AirForce, and MAJCOM teams conducted53 assessments of Air Force installations.The Service is mitigating identified defi-ciencies and aggressively pursuing per-manent solutions. These assessmentscontinue to improve our force security athome and abroad.

Counter-Drug Operations The Air Force continues its role in as-sisting drug enforcement agencies in de-terring the influx of illegal drugs. AirForce airborne and ground-based radarsalong with sophisticated intelligence andcollection platforms work around theclock to identify suspected drug traffick-

28

RESPOND

ers long before they enter U.S. airspace.Working together as a Total Force, ouractive and reserve airmen track, interceptand identify drug smugglers far from ourborders. Within the U.S., Air Force work-ing dogs stop significant quantities of il-legal drugs at U.S. ports. In addition, theCivil Air Patrol (CAP) supports law en-forcement agencies through aerial recon-naissance, airlift, and communicationssupport.

RespondingThe Air Force is prepared to respond witha wide range of options, should deterrenceand promoting stability fail to meet na-tional security objectives. From majortheater wars to contingency operations topeace-keeping and humanitarian efforts,the Air Force’s ability to rapidly respondanywhere on the globe made it the forceof choice in 1999.

Operation ALLIED FORCE

As discussed previously, the benchmarkfor military responses to national secu-rity comes in the form of combat opera-tions. Operations DESERT FOX, ALLIED

FORCE, and NORTHERN and SOUTHERN

WATCH were four combat responses weparticipated in during the past year. Ourairmen responded with great skill andcourage.

Contingency OperationsDespite our heavy commitment to opera-tions in Kosovo, the Air Force providedsupport to contingency operations aroundthe world throughout all of 1999. InSouthwest Asia, we participated in simul-taneous air campaigns — OperationsNORTHERN and SOUTHERN WATCH. In 1999we flew over 18,400 sorties over Iraq,employing over 1,200 munitions at a costof $64.7M. We contributed 73% of theair assets patrolling the northern no-flyzone, produced 75% of the total sortiesflown, and delivered 95% of the preci-sion weapons dropped in response toIraqi violations and aggressions. In thesouthern no-fly zone, the Air Force pro-vided 35% of the total air assets and flew68% of the sorties. In the Balkans weflew 25% of the missions in support ofthe Dayton Peace Accords and contin-ued our successes utilizing state-of-the-art reconnaissance platforms to monitorcompliance during Operation EAGLE EYE.At the same time, the Air Force contin-ued to support operations on the Koreanpeninsula out of permanent bases at Osanand Kunsan and through expeditionaryforces deployed from Alaska into Taegu.Finally, when violence erupted in EastTimor, the Air Force provided planning,airlift and security forces for OperationSTABILISE.

Humanitarian OperationsWith global power and global reachcomes the ability to extend a helping handfor humanitarian relief operations,whether they are in the far reaches of theglobe or right here in our back yard. The

29

Air Force provided more than 900 per-sonnel and flew more than 700 airlift sor-ties in support of Operation SHINING HOPE,which provided civil engineering, logis-tics, and security for some of the morethan 1.3 million Kosovars displaced in theregion. When massive earthquakes dev-astated Turkey and Taiwan, the Air Forceprovided airlift for much-needed suppliesand provided transportation for crucialsearch and rescue teams. In July 1999,the Air Force demonstrated its quick glo-bal reach and versatility by flying to theSouth Pole to airdrop medical suppliesto a U.S. researcher. In October, we re-turned again, this time to pick up a doc-tor who needed urgent medical attention.At home, the Air Force provided exper-tise in the fields of fire-fighting, environ-mental leadership, explosive ordnancedisposal, emergency medical response,and search and rescue. During HurricaneFloyd, the Air Force flew more than 40search and rescue missions, saving morethan 200 lives. And, as in every otheryear, the Air Guard, acting in state status,responded to scores of civil emergenciesthroughout the United States.

PreparingTo stand prepared to meet national secu-rity demands, the Air Force must main-tain its superiority in the face of evolvingthreats, high operations tempo, and re-duced funding. To help us better meetthese challenges, we implemented theEAF concept, focusing our Total Forceteam to further our aerospace integrationefforts and to explore innovative ways tomeet tomorrow’s security requirements.

Expeditionary AerospaceForceSince the Gulf War, America’s Air Forcehas been asked to engage on a continu-ous basis in contingency operationsacross the spectrum of peace and conflict,frequently in aus-tere locations, yetall the while re-maining ready tofight in two majortheater wars. Tomeet these require-ments, we re-vamped our con-cept of operationsto become an Ex-peditionary Aero-space Force (EAF)— changing howwe organize, train,equip, and sustainour forces to meet the challenges oftoday’s global security environment. TheEAF concept represents an evolutionarytransition from our Cold War operationsand organization.

Prior to 1989, the Air Force was posturedagainst one primary threat, the SovietUnion. Much of our force was forwarddeployed and if called to fight, would doso from home base or would deploy to awell-established, permanently mannedfacility. While our mobility forces de-ployed in support of humanitarian opera-tions, our combat forces generally did notdeploy away from well-established bases.Since the Gulf War, however, deploy-ments of both combat and mobility forcesto austere forward locations has becomea way of life for the Air Force. The con-sequences of this change are far-reach-ing. To name a few:

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• Our men and women are separatedfrom their home bases and familiesfor unpredictable and extended peri-ods every year — with a significantnegative impact on retention;

• Our home-station manning has be-come inadequate — and workloadhas increased — because forces arefrequently deployed even thoughhome-station operations must con-tinue at near-normal pace;

• Our units de-ploying forwardmust carry muchmore infrastruc-ture to expedition-ary bases;

• Force protectionand critical mis-sion security forforward-deployedforces is a majorconsideration;

• The demands onour smaller units,such as ISR andcombat searchand rescue units,have dramaticallyincreased — theyare properly sizedfor two major the-ater wars, butsome are inad-equately sized formultiple, ex-tended contin-gency operations;

• Due to the un-predictable nature

of contingencies, training require-ments have been expanded, and train-ing cannot always be fully accom-plished while deployed supportingcontingencies; and

• Because contingencies are unpredict-able, it is much more difficult to useReserve Component forces, many ofwhom need time to coordinate ab-sences with civilian employers beforethey are free to take up their Air Forcejobs.

The EAF structure is a revolutionary tran-sition intended to respond to all of theseproblems. First, we have created a rota-tional structure by reorganizing our Ac-tive and Reserve Component deployableforces into 10 Aerospace ExpeditionaryForces (AEFs). These AEFs are em-ployed two at a time for 90 days over a15-month rotation cycle. During everycycle, the two engaged AEFs have enoughequipment and forces to address steady-state contingency requirements, such asOperations SOUTHERN and NORTHERN

WATCH, the Balkans, and counter-drug op-erations, as well as significant contin-gency operations short of major theaterwar. In addition, there are five lead mo-bility wings responsible for opening andoperating airfields and assisting in hu-manitarian relief operations; each wingis on call for 90 days every 15 months.Finally, there are also two contingencyresponse wings held in reserve to satisfyunplanned requirements above steady-state commitments. These wings will al-ternate on-call every 90 days and willeventually become part of the 10 AEFsas the EAF concept matures.

Second, we have added manpower to theprimary bases that support each EAFcomponent, so that there will be sufficientmanpower on a base to support both homestation and deployed operations. In FY00we will move 2,640 authorizations frompredominately “tail” to “tooth” to supportthe EAF. We have programmed some3,180 additional positions for FY01, andwill need to continue to address theresourcing needs of some of our career

AEF Rotations

EXPEDITIONARY BASE LEADERSHIP10 COMBAT LEADS

CRISIS RESPONSE2 CR AEWs

5 MOBILITY LEADS

Recover Normal Training-Exercises

Recover Normal Training-

Recover

15-MONTH CYCLE

AEF 1-2 Recover Normal Training-Exercises

AEF 3-4

AEF 5-6

AEF 7-8

AEF 9-10

Spin-UpDeploy Prep

388 FWHill

3 WGElmendorf

355 WGD-M

2 BWBarksdale

27 FWCannon

7 BWDyess

48 FWLakenheath

20 FWShaw

28 BWEllsworth

1 FWLangley

43 AWPope

60 AMWTravis

22 ARWMcConnell

319 ARWGrd Forks

92 ARWFairchild

366 WGMt. Home

4 FWS-J

4 FWS-J

366 WGMt Home

4 FWS-J

31

fields, such as security forces, to fill baseoperating support requirements at contin-gency bases.

Third, we are working on making all ofour deploying units lighter and leaner sothat they can deploy in 72 hours or less.This effort has many dimensions. Forexample, we must use our space systemsto allow us to “reach back” to CONUSfor combat support. We must reduce theamount of equipment and spares thatmove forward, which requires us to per-fect two-level maintenance, time-definiteresupply, in-transit visibility, and a hostof modern logistics improvements. Wemust also perfect our deployable supportequipment, which provides food, tents,beds, power, communications, sanitation,and all of the basic requirements of life.And we must augment the equipment thatis necessary to run operations from aus-tere fields, such as radar approach con-trol equipment, maintenance equipment,fire fighting equipment, and special pur-pose vehicles.

Fourth, we must organize and train ourdeploying forces, especially our expedi-tionary combat support, and tailor themto the requirements of the contingencyoperation they will perform. This taskincludes major innovation to prepare andemploy teams in unit type codes (UTCs)within the joint warfighting planning sys-tems. This effort allows us to present ourtotal force capabilities more effectivelywhile providing the predictability and sta-bility our people need in their lives.

The EAF concept is revolutionary as ithelps balance the aerospace challenges ofthe future, the conflicting demands ofbroad engagement operations, diverseCINC requirements, while providing aclear response to our people’s needs —offering them more reason to stay withthe greatest aerospace power team everfielded.

On October 1, 1999, the Air Force beganthe AEF rotation cycle transition periodand expects to be fully operational byMarch 2000. Building on EAF conceptsin Kosovo, in which we were able to open,equip, man, and operate some 21 expedi-

tionary bases in Europe, we expect earlyAEF rotations to be successful. Our ini-tial deployments have in fact been verysuccessful; however, challenges remainas we fully implement the EAF concept.Global taskings for our low-density/high-demand (LD/HD) platforms — intelli-gence, surveillance and reconnaissance,command and control, and search andrescue assets — continue to strain ourpeople and equipment. Similarly, wehave identified shortfalls in some capa-bilities, such as suppression of enemy airdefenses (SEAD), which will require usto add new aircraft to make all of ourAEFs roughly equivalent. We will con-tinue to hone and improve the EAF con-cept as we implement it, incorporatinglessons learned from ongoing AEF de-ployments.

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Total Force IntegrationThe U.S. Air Force is an integrated TotalForce that relies on critical contributionsfrom active-duty members, Guardsmen,Reservists, civilians, and contractors.Each brings unique and complementarycharacteristics to produce a strong andversatile team. The active componentdrawdown, in concert with a shortage oftrained aircrews on active duty and theincrease in operations tempo, has dra-matically increased our reliance on theAir National Guard and Air Force Re-serve. For example, in EAF, the Air Na-

tional Guard willrotate 25,000 air-men through con-tingency assign-ments in the first15 months, andcombined with theReserve, will sup-ply 10% of the de-ployed forces ineach rotation. TheGuard and Re-serve are also ac-tively moving intoless traditionalroles at home.

The Air National Guard is transitioningto F-16 training missions at Kelly AFB,Texas, and Springfield Air NationalGuard Base, Ohio, and to F-15 trainingat Tyndall AFB, Florida. The Reserve isalso transitioning to the F-16 training mis-sion at Luke AFB, Arizona, and is con-ducting test support at Edwards Test Cen-ter, California; flight check functions atAir Force depots; and instructor duties atprimary pilot-training bases. We continueto increase the number of reserve associ-ate units established alongside active F-16, F-15, Airborne Warning and ControlSystem (AWACS), KC-135, C-5, C-141,C-17, Special Operations C-130 units,and space operations units. Associate

units have no assigned aircraft and useactive-duty aircraft for training and mis-sion accomplishment.

Aerospace IntegrationSince its inception, the Air Force hasmade great strides in gaining air superi-ority and exploiting space. We view theflight domains of air and space as a seam-less operational medium. Their integra-tion is essential to advancing ourwarfighting capabilities in support of thenation’s security obligations. We arecommitted to providing effective andinteroperable aerospace capabilities forthe nation.

The merger of air and space operations isa continuing journey. For the past decade,the barriers between air and space plan-ning and operations have diminished sub-stantially. Through further integration,we seek to produce the most efficientmilitary effects for the joint force com-mander without regard to where plat-forms reside.

The Air Force is not America’s only op-erator in air and space, but we do accountfor over 85% of DoD’s personnel, bud-get, assets and infrastructure for space-related activities. On a daily basis, U.S.military forces depend on the full set ofspace assets acquired and operated by theAir Force. In addition, our nation’s in-vestment in and reliance on space-basedcapabilities to support the national infor-mation and commercial infrastructure isincreasing. As more countries enter thespace domain, potential threats will in-crease, and space control will become amore important capability of the AirForce.

Over the past two decades, the Air Forcehas developed a number of key capabili-ties that demonstrate the further poten-

33

tial of integrating air and space compe-tencies. For example, to facilitate thetimely development of space forces, theAir Force has placed an emphasis onspace control in the requirements genera-tion process. The Counterspace Over-sight Council (CSOC) has been createdto validate Air Force counterspace re-quirements and ensure space control pri-orities are adequately considered. Fur-thermore, intelligence, surveillance, andreconnaissance (ISR) systems, whichcombine air, space, and ground sensors,are becoming the standard for global ISRcapabilities. In Operation ALLIED FORCE,our U-2s flying over Kosovo and Serbiarelayed their data via satellite in real timeto CONUS, where that data was analyzedand sent back to the theater. Real-Time-Into-Cockpit (RTIC) information capa-bilities have taken intelligence, surveil-lance, and reconnaissance a step further.RTIC conveys perishable battlespace in-formation directly to the cockpit, enablingaircrews to take advantage of new targetopportunities while avoiding new threats.This concept became a reality with theMulti-Source Tactical System (MSTS)and Track II systems that provide satel-lite communications links to strike air-craft already en route to the target area.

Integration of air and space systems alsorequires integration of education andtraining. The Air Force has initiated anumber of new programs to accomplishsuch training. The Aerospace BasicCourse at Air University lays the foun-dation for understanding aerospace con-cepts that will shape the culture oftomorrow’s Air Force. All new officersmust attend this course, in which they willlearn how to defend an expeditionaryforce and how to plan and execute an in-tegrated aerospace tasking order (ATO),which is the gameplan for modern com-bat operations. In addition, we estab-lished the Space Warfare Center and, in

conjunction with the Air Warfare Center,are developing tactics, techniques, andprocedures for better warfighting capa-bilities. Finally, we established the USAFWeapons School Space Division at NellisAFB, Nevada, to provide intensive,graduate-level education for space andmissile operations officers alongside fel-low officers from the fighter, bomber,

command and control, rescue, intelli-gence, and tactical airlift communities.

In an effort to improve the effectivenessof Aerospace Operations Centers (AOCs),we also established the Aerospace Inte-gration Center at Nellis AFB, Nevada.This is a fully equipped, state-of-the-artAOC, where airmen can learn the basicsof battle management and test new theo-ries in conjunction with real and simu-lated operations on the Nellis ranges. Theintegration center is a significant step to-

FY

21

34567

$8 Billion

75%

100%

95%

90%

85%

80%

NavyArmy

Other

94 95 96 97 98 99 00 01 02 03 04 05

The Air Force Acquires and OperatesMOST SPACE ASSETS for U.S. Forces

AF %AF Total

U.S. Space Procurement andOperations Funding

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ward normalizing the AOCs like any otherweapon system, with the goal of ensur-ing proper training, certification, andmanagement for personnel with air,space, and information credentials forassignment to AOCs.

We have identified a number of goals overthe next few years to further integrate ourair and space capabilities. We will:

• Provide career-broadening opportu-nities for our people to develop anaerospace mindset throughout the AirForce;

• Expand education and training for ourenlisted members to ensure they canappreciate their contribution to theaerospace force;

• Normalize AirOperations Cen-ters as weaponsystems;

• Broaden thetraining of ourjoint force aero-space componentc o m m a n d e r s(JFACC) to in-clude specificaerospace educa-tion and field ex-perience;

• Exploit data-fusion capabilities tosupport AOC functions by fusingaerospace ISR data, exploiting dis-tributed networks, building a compre-hensive view of the battlespace, andproviding near real-time inputs forexisting battle management systems;

• Develop dynamic space scenarios forexercises and wargames to train ourpersonnel in the use and limitationsof existing and future aerospace ca-pabilities; and

• Improve the ability of our acquisitioncommunity to evaluate ground, air,information, and space options basedon military performance, cost, and ef-fectiveness.

InnovationInnovation has always been the key toensuring today’s Air Force will meet thechallenges of tomorrow. Innovation hasplayed a crucial role in our aviation heri-tage, and it will enable the Air Force tocontinue to apply and upgrade its capa-bilities to meet the future security needsof the nation. The Air Force is commit-ted to a vigorous program of research-ing, experimenting, testing, exercising,and evaluating new operational conceptsand future systems for aerospace power.

BattlelabsThe Air Force continues to reap the ben-efits of the six battlelabs created in 1997.The six battlelabs–Air ExpeditionaryForce, Space, Information Warfare, ForceProtection, Unmanned Aerial Vehicles,and Command and Control–are small,focused groups of operators developinghigh-payoff concepts as we seek to sup-port DoD’s missions. The battlelabs helpus to develop superior ways to organize,train, equip, plan, command, and employaerospace forces. Some early benefits ofthe labs include development of the En-hance Linked Virtual Informations Sys-tem (ELVIS), Joint Surveillance TargetAttack Radar System (JSTARS)Battlespace Imaging, Network AttackVisualization, Ground Based Radar SiteProtection, Expeditionary OperationsCenters, and Space Surveillance NetworkOptical Augmentation. Each of these in-novations allows us to provide cost-ef-fective capabilities for combatant com-manders and enhanced joint operations.

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Joint Expeditionary ForceExperimentLast year’s Joint Expeditionary ForceExperiment was the second in a series ofAir Force experiments designed to ex-plore new operational concepts and ad-vanced technologies. JEFX 99 expandedthe command and control experimenta-tion developed in JEFX 98, enhancing theintegration of space capabilities into theintegrated command and control systemdistributed architecture and incorporatingcoalition forces into the Air OperationsCenter. In JEFX 00, we will focus onagile combat support while continuingour efforts in expeditionary operations,information operations, common opera-tional picture, and medical readiness.

WargamingThe Air Force conducts two majorwargames to explore new strategies, con-cepts, capabilities, and doctrine. Eachwargame is held biannually on a rotatingbasis. The first, Global Engagement, ex-plores emerging aerospace concepts setapproximately 10-15 years into the future.The second, Aerospace Future Capabili-ties Wargame, evaluates strengths andweaknesses of future forces and opera-tional concepts 20-25 years from now bycomparing them against our Vision andStrategic Plan. The outputs from thesewargames provide insights and suggestadditional analyses that eventually feedinto research, experiments, exercises, andthe operational Air Force.

Headquarters Air Force 2002Headquarters Air Force (HAF) 2002 willbring us into the new millennium in amanner consistent with our Vision. It willcreate a military headquarters that is moreeffective, more efficient, and a better

place to work. HAF 2002 is a responseto the changing dynamics of our expedi-tionary aerospace force, which necessi-tate a headquarters that is equally agilein providing the appropriate plans, poli-cies, and resources our forces need. Earlyinitiatives have included reorganizationof information networks and support of-fices to permit electronic transmission of

tasks and documents throughout the head-quarters and the creation of a single ex-ecutive secretariat to manage work flow.We are also reorganizing our public af-fairs and legislative affairs offices in aneffort to permit better coordination of in-formation flowing to Congress, the me-dia, and the public. HAF 2002 seeks torethink and redesign processes to achievedramatic performance improvements andto leverage the talents and improve thequality of life for all Air Force membersassigned to the headquarters. It will fo-cus on cutting costs, eliminating redun-dancies, reducing work of little value, andcreating the agility to better adapt to aconstrained resource environment.

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Defense Reform Initiative/Air Force ManagementReformThe Office of the Secretary of Defensehas established the Defense Reform Ini-tiative (DRI) to improve the way DoDworks by reallocating resources from sup-port areas to fighting forces. The ulti-mate goal is to balance the demands ofmeeting current requirements with theimperative to invest for the future. Intoday’s era of tight budgets, the Air Forceis committed to reducing overhead func-tions and moving maximum capability toits combat units.

We continue to aggressively scrutinizemanagement headquarters levels to en-sure they are the absolute minimum toexecute the operational mission. In fact,reductions in management headquartershave outpaced those of overall force struc-ture since the drawdown began in 1987.However, recent significant shifts in howand where we deploy our forces in re-sponse to worldwide contingenciescaused dramatic increases in the demandson our staffs. In particular, to make ex-peditionary operations work, our forwardforces must reach back to CONUS-basedstaffs for combat support functions. Wemust therefore, maintain adequate man-agement headquarters staff capable of thetremendous logistical and planning ef-forts necessary to execute our militaryobjectives. We are already at the limit ofstaff reductions we can take and still sup-port assigned missions.

We continue to execute the public/privatemanpower competitions that have be-come a DRI success story. The Air Forcefully executed its 1999 plan for announce-ment of OMB Circular A-76 studies, with9,083 positions added to the study pool.We concluded 15 cost comparison initia-tives, covering 1,205 positions which re-

sulted in 60% of work being contractedand the remainder going to thegovernment’s most efficient organiza-tions. Additionally, we completed 31 ini-tiatives to contract via the direct conver-sion process, covering 646 positions. Theaverage savings was 35%. We conducteda top-to-bottom “commercial activity” re-view of our manpower authorizations,yielding additional competition candi-dates. This continues to be a promisinginitiative and will be completed annually.Our efforts to incorporate better businesspractices and efficiencies are not limitedsolely to commercial activities. By uti-lizing a strategic sourcing approach, wewill continue to find better ways to dobusiness in areas that are not commercialin nature. Establishing an overarchingstrategic sourcing program that comple-ments OMB Circular A-76 competitionswith other efficiency tools such asreengineering extends our opportunitiesfor improvement into inherently govern-mental functions as well.

In support of the DRI and Defense Re-form Initiative Directive (DRID) #49which addresses specific goals for utili-ties privatization, we are tracking the sta-tus of 640 utility systems (water, waste-water, electrical, and natural gas) in theAir Force inventory. We have determined78 utility systems were already privatizedprior to the DRI; 23 systems are ownedby others (for example, owned by hostnations at overseas locations); 98 utilitysystems are exempted due to readinessrequirements; leaving 441 systems as can-didates for privatization. We haveawarded contracts for analysis of 288systems to determine the feasibility forprivatization. We are also applying thesesame goals to military housing. Since FY98, we have added eight projects to ourfamily housing privatization efforts. Thisgives the Air Force a total of ten pilothousing privatization projects for FY98-

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00. The privatization effort is critical toour overall housing revitalization pro-gram as outlined in our Family HousingMaster Plan, approved in August 1999.

Financial ManagementReformThe Air Force, as a prudent steward ofpublic funds, is working diligently tocomply with the Government Perfor-mance and Results Act (GPRA) and theChief Financial Officers (CFO) Act. Wehave already begun incorporating keyGPRA measures into our financial state-ments. Last year the Air Force passedaudit tests on some of the most impor-tant portions of its CFO financial state-ments, including disbursements and bud-getary resources provided. We haveinstituted specific organizational andtraining changes aimed at improving in-ternal controls to help prevent fraud andimprove confidence in our financial per-formance. The Air Force also has an on-going program to fix its financial systems,a key step in moving toward unqualifiedaudit opinions on all its financial state-ments. As we improve our financial sys-tems, the Service will focus first on thoseimprovements that help commandersmake better decisions.

DecisiveFighting ForceThe Air Force meets the nation’s chal-lenges because of our world-class people,readiness, modernization, and infrastruc-ture. However, we must continue to ad-dress challenges that threaten to under-mine our status as a decisive fighting

force. We work hard to ensure we recruitand retain quality people, meet our near-term readiness goals with the properequipment and training, and meet ourlong-term readiness objectives with atime-phased modernization effort. We areextremely grateful to Congress, the Presi-dent, and the nation for the historic gainsin compensation and benefits made inFY00. These recent gains positively im-pact retention and quality of life for allour personnel and puts us on the road torecovery.

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PEOPLEPeopleThe cornerstone of our Air Force is ourairmen who get the job done, whethermaintaining a fighter for combat opera-tions over the Balkans, serving as aloadmaster on a C-17, controlling satel-lites from Colorado, or standing alert at amissile launch control center in Wyo-ming. Our airmen are well-trained, fit,motivated, and ready to serve their coun-try. They are our most valuable resourceand our top priority.

Because our people are the key to accom-plishing our mission, we continually re-view our personnel end strength levels

and size these lev-els to supportevolving missionrequirements andfact-of-life person-nel dynamics. Wedetermine ourmilitary and civil-ian manpowerneeds program-matically througha requirements-based processlinked to the Na-tional MilitaryStrategy. The AirForce continues tocapitalize on tech-

nology, modernization, and Total Forceintegration, as well as aggressively pur-suing opportunities to achieve best valueby commercially competing non-militaryessential support functions. We have re-cently commissioned an independentstudy of Air Force manpower require-ments, focusing on the needs of the EAFat a time when our aging aircraft fleet isalso driving increased maintenance man-power requirements. This study, to beperformed by RAND with outside re-viewers, will seek to define required man-

ning levels and also provide sourcingstrategies for required manpower, includ-ing using the best combination of Guard,Reserve, civilian, and contract manpower.

RecruitingEven in the competitive job market of the1990s, the Air Force has continued to re-cruit men and women of extremely highcaliber. We are committed to building andmaintaining a decisive fighting force andto do this we must continue to access highquality people despite the current recruit-ing challenges. Over 99% of our acces-sions have high school diplomas, and76% rate in the upper half for test scoresachieved on the Armed Forces Qualifi-cation Test. Because we depend heavilyon highly technical skills honed overyears of experience, we seek to recruitthe very best, and then retain them for acareer.

Although we are proud of our recruitingrecord, we must improve. Our recruitingenvironment faces the most intensehurdles we have experienced in our his-tory. Interest in military service amongAmerica’s youth was relatively low, butstable in the late 1990s (13% for men andabout 7% for women) after declines inthe early 1990s. At the same time, thejob market is strong, especially in thehigh-tech industries — the Air Force’sbiggest competitor. Unemployment in1998 was at its lowest level in a genera-tion at 4.5%. Preliminary data shows thatthe unemployment rate for 1999 was4.2%. These factors coupled with theincrease in the percent of college-boundhigh school youths, now over 65%, havefurther reduced the number of potentialrecruits.

We need to be aggressive and creative inmeeting the challenges of today’s recruit-ing environment. During 1999, for the

39

first time in 20 years the Air Force missedits recruiting goal. We actually accessedmore recruits in 1999 than in 1998, butour recruiting goal was raised in 1999because of our retention declines. Com-pared to the 1998 recruiting goal of31,300, our 1999 goal grew to 33,800, andthe 2000 goal is 34,000. To help meetthis growing challenge for new recruitsand proactively frame our future recruit-ing efforts, we conducted a RecruitingSummit (a top-to-bottom recruiting andaccession review). As a result of this re-view, we have developed a multi-facetedstrategic plan including more than 120initiatives we are now considering forimplementation to combat the recruitingshortfall. Reprogrammed funds of $8Min FY00 and $20M in FY01 will target:expanding our recruiting force; steppingup marketing and advertising; broaden-ing awareness of the Air Force; and field-ing more enlistment incentives.

• Expanding our recruiting force.Although they enjoy exceptionallyhigh productivity, Air Force recruit-ers are currently outnumbered by oursister services by a ratio of 13 to 1.A single Air Force recruiter is ex-pected to produce over 2.5 recruitsper month compared to the DoD-wide average of approximately oneper month. Recognizing the impor-tance of our “front line” ambassadors,we have increased recruiter produc-tion to fill 100% of our existing au-thorized billets. As a result, produc-tion recruiter manning has increasedfrom 985 in FY99 to over 1,140 to-day and is projected to increase to1,209 by March 2000. We will con-tinue our “full court press” throughMarch 2001 to increase recruiters byan additional 300 to 1,509 total. Inorder to support this increase, we willalso invest approximately $8M inFY01 in new facilities and supportequipment for these recruiters.

• Energizing new, creative, and inno-vative marketing and advertisingefforts. In the past, we have success-fully attracted enough recruits with-out focussed market strategies. How-ever, in today’s strong economy,

many other attractive options areavailable to the high quality personwe are attempting to recruit. For thefirst time in our history, we have bud-geted for prime time television adver-tising. We are also expanding ourmarketing and advertising to includenew technology venues: in-systemhigh school television advertising;theater; Internet; and interactive CD-ROMs. In addition, we have refinedour advertising efforts in radio, maga-zines, newspapers and targeted base-level and regional influencer tours.For FY00, we have allocated over$65.4M to these efforts and plan toinvest $59.2M in FY01 to continueto project our Air Force image toAmerica’s youth, sending a messagethat highlights a healthy mix of in-trinsic and incentive benefits.

40

PEOPLE

though ROTC enrollments have beendown, in FY01 we will open a newSenior ROTC detachment in Alaska.

• Developing and expanding acces-sion incentives. Competition forhigh-quality candidates is at an all-time high. To continue to attractAmerica’s best and brightest andmaintain our technical edge, we arecommitted to developing and expand-ing accession incentives. As a resultof our Recruiting Summit, the AirForce is investing $5M in a pilot Col-lege Loan Repayment Program inFY01. We have also expanded ourEnlistment Bonus Program to includeover 100 skills and increased themaximum bonus amount to $12,000for selective six-year enlistments forcombat controller and pararescue spe-cialties. These increases have metwith great success — 68% of our bo-nus eligible accessions selected a six-year initial enlistment in FY99. Ex-panded funding for critical skillenlistment bonuses was also includedin our FY00 budget. In addition, asix-month test to award $3,000 en-listment bonuses to members enlist-ing for four years in the mechanicalarea (a mechanical aptitude index of44 and higher) is included in theFY01 budget.

We also plan to expand our Prior Ser-vice Enlistment Program, which ac-cessed 605 prior service members inFY99 compared to 196 in FY98, anddevelop a pilot program to test a newPrior Service Enlistment incentive.We have developed an EnhancedPrior Service Program that expandsthe number of career fields for formerAir Force members who honorablyserved in any specialty, possess thenecessary aptitude and are willing toretrain into any critically manned ca-reer field. In addition, we have also

In a parallel effort, we are establish-ing a centralized Air Force Market-ing Office to direct all Air Force mar-keting and advertising efforts. Itscharter will include consolidating allmarketing and advertising fundingand research, expanding marketingand advertising expertise, and devel-oping an integrated, comprehensivemulti-media program for the TotalForce. We recognize we must lever-age our marketing and advertisingefforts and associated resources tooptimize our ability to specificallyattract our target audience and in-crease our visibility at all levels, fromthe broad national perspective to thelocal community.

• Broadening awareness of the AirForce by increasing our presence inAmerica’s local communities. We areopening new high school JuniorROTC (JROTC) units and adding acollege Senior ROTC detachment.Although JROTC is a citizenship andleadership development program,nearly 45% of all JROTC graduateshistorically affiliate with the military.Therefore, with reprogrammed fundsand support from Congress and DoD,the Air Force is expanding the num-ber of high school JROTC units from609 today to 945 by FY05. And al-

41

expanded the opportunities for formersister service members who meet ourentrance criteria. Paralleling these ef-forts, we are investing $2M in FY01to develop and field a prototype PriorService Enlistment Bonus Programtargeted at former Air Force memberswho can move into hard-to-fill orcritical career fields.

We believe these four targeted efforts, inaddition to the compensation gains pro-vided in the FY00, will have a signifi-cant impact in our ability to make choos-ing an Air Force career a viable andrealistic option, as well as restore ourcompetitive recruiting edge.

RetentionOur need to retain a highly skilled forceremains a top priority. The Air Force’shigh level of concern has increased be-cause of continued declines in enlistedand officer retention as well as an unbal-anced civilian workforce. From FY98 toFY99, first-term enlisted retentiondropped from 54% to 49%, short of ourgoal of 55%. Likewise, career airmenretention fell from 93% to 91%, belowour goal of 95%. Although second-termairmen retention stabilized at 69%, it isbelow our goal of 75%.

Officer retention is also challenging, es-pecially among our pilots. Last year, pi-lot retention fell from 46% to 41%. How-ever, the FY99 long-term pilot bonus takerate, a forward-looking measure of pilotretention, rose to 42%, up 15 points fromFY98’s long-term rate of 27%, permit-ting a measure of guarded optimism.Navigator retention remained steady at62%. On the mission support officer side,retention rates actually improved from43% to 44%, while retention rates fornon-rated operations officers droppedfrom 57% to 56%.

Many factors affect the decision to stayin or leave the Air Force. Our quality of

life and exit surveys over the last threeyears have surfaced reasons our membersare dissatisfied. High operations tempohas consistently been a leading motiva-tor to separate, along with the ready avail-ability of well paid civilian jobs, existingwage gaps, and dissatisfaction with theRedux retirement plan. Additionally, re-duced quality of life and job security con-cerns due to competitive sourcing andprivatization initiatives are also keyinfluencers for personnel who have sepa-rated from the Air Force.

49%1st Term

GOAL

GOAL

GOAL69% 2nd Term

91% Career

55%

75%

95%

89FY 90 91 92 93 94 95 96 97 98 99

30%20%

40%50%60%70%80%90%

100%

62% Navs56% NR Ops44% Support41% Pilots

89FY 90 91 92 93 94 95 96 97 98 99

30%20%

40%50%60%70%80%90%

100%

Enlisted Retention

Officer Retention

42

PEOPLE

The Air Force greatly appreciates Con-gressional support for our FY00 compen-sation initiatives that will help combatdeclining retention rates. Our men andwomen seeking tangible incentives whichmight influence them to remain a part ofthe Air Force Family are experiencing thelargest pay raise in almost 18 years (4.8%— effective January 2000). These initia-tives coupled with the ongoing efforts toclose the pay gap with the civilian sector,display sincere gratitude for the daily sac-

rifices of our service men and women.All of these efforts will make continuedservice more attractive. Although tooearly to assess the full retention impact,we believe the benefits gained throughFY00 legislation will have a positive im-pact on Air Force personnel contemplat-ing a “stay or go” career decision.

Several other key programs were also inFY00 legislation. Enactment of the Ca-reer Enlisted Flyer Incentive Pay (CEFIP)will encourage enlisted aircrew membersto join and remain in the aviation careerfield. Reducing out of pocket expensesfor first-term airmen assigned to their firstduty station through the enactment andimplementation of a Temporary LodgingExpense (TLE), which did not exist be-fore, as well as an adjustment to the Ba-sic Allowance for Housing (BAH), willhelp improve retention.

The authority provided in FY00 to expandthe Aviation Continuation Pay (ACP) Pro-gram is a significant part of the multi-fac-eted approach designed to improve pilotretention in FY00 and beyond. Mid-ca-reer and senior pilots have been separat-ing in unprecedented numbers in recentyears. In FY99 for every two pilots thatwe trained, three walked out the door.However, we are optimistic that pilot re-tention will improve due to changes tothe ACP program. The restructured pro-gram takes full advantage of the author-ity the Service has been given by increas-ing the annual amount of the bonus to$25,000 per year and extending the lengthof the bonus out to 25 years of aviationservice. This compensation package isdesigned to retain pilots through a fullmilitary career. As we witnessed thelong-term pilot bonus take rate increasefrom 27% in FY98 to 42% in FY99, webelieve that this leading indicator of pi-lot retention will continue to reflect animproved retention environment as weimplement the FY00 program.

The Aviation Continuation Pay (ACP)Program was enacted and implementedin 1989 to influence rated retention andstabilize the rated force. In exchangefor additional commitment to service,ACP is offered to a targeted group ofpilots to arrest declining retention dueto the significant “pull” of airline hir-ing and “push” of operations tempo.The Air Force is capitalizing on this in-creased authority by restructuring itsACP Program and expanding the eli-gible population of aviators.

We have implemented other ideas andincentives to eliminate the reasons ourpeople leave the Air Force. We imple-mented the Expeditionary AerospaceForce concept, which will give our peoplemore stability and predictability in their

43

deployment schedules. Whenever pos-sible, we minimized our participation inexercises, and lowered the frequency ofour operational readiness inspections, yetstill ensuring combat readiness. In aneffort to encourage the number of reen-listments needed in certain skills to sus-tain the specialty career force objectives,we have more than tripled the number ofspecialties eligible for Selective Reenlist-ment Bonuses since 1995. Now, approxi-mately two-thirds of all specialties qualifyfor a bonus in one, some, or all of thethree bonus zones. Also, as part of ourmulti-faceted approach to abate our pilotexodus, we increased Aviation CareerIncentive Pay (flight pay) from $650 to$840 at 14 years of service, prioritizedour requirements, reviewed alternativestaff manning, and increased our pilotproduction and service commitment.

Air Force civilians are an integral part ofour aerospace team. In an effort to pro-vide commanders with a state-of-the-art,sustainable civilian workforce capable ofmeeting tomorrow’s challenges, we areworking on the following solutions: man-aging our accessions with properly sizedforce renewal programs; expanded andtargeted training and retraining; and sepa-rations management through the use ofbuyouts (incentives) for force shaping.

To sustain a civilian workforce, we needthe right mix of new, mid-level, and se-nior employees. In the last nine years wehave seen a 62% drop in employees withless than eight years of service and a 10%increase in the number of our employeeswho are eligible for retirement. In fiveyears, over half of our civilian work forcewill be eligible for optional or early re-tirement. This imbalance occurredthrough a combination of loss programsand constrained accessions. Loss pro-grams included early retirements andseparation incentives that trimmed themore senior year groups while minimiz-

ing involuntary actions, such as reduc-tions in force. Constrained accessionslimited the number of new hires while theforce was reduced over the last nine years.These factors are leading to sustainmentproblems and a shortage of mid-levelmanagers and administrators from which

to select future Senior Executives. “Cur-rency of skills,” particularly in our high-tech area, is another issue related to ci-vilian retention. Without an adequateinflux of new employees with current,state-of-the-art skills, our acquisition, sci-entific, and technical workforce is not sus-tainable.

Civilian Workforce

Years in Federal Service

Not Eligible

# Full-Time Permanent Employees

FY2005ObjectiveProfile

FY1989 Baseline

3500

3000

2500

2000

1500

1000

500

00 2 4 6 8 10 12 14 16 18 20 22 24 26 28 30 32 34 36 38 40 42 44

Early Eligible Optional Eligible

FY1989 Baseline

ForceRenewal

Force DevelopmentSkills Accuracy

SeparationManagement

44

PEOPLE

Air Force senior leadership is committedto developing a plan to better manage andfurther improve our Total Force retention.We have scheduled a Retention Summit,similar to the Recruiting Summit, to re-view retention issues covering the fullrange of concerns to include operationstempo management, quality of life (medi-cal care, education, etc.), assignment sys-tem, mentoring, and leadership. Field fo-cus group visits will validate findings andinitiatives resulting from the RetentionSummit. We remain optimistic that thesechanges and improvements will renew ourpeople’s faith in our ability to provide thequality of life they deserve and reaffirmour commitment to recruit and retain adedicated quality Air Force into the 21stCentury.

Quality of LifeOur most valuable resource is our peopleand we are committed to taking care ofthem and their families. Quality of lifeinitiatives acknowledge the increasing

sacrifices ourpeople make insupport of our na-tional objectivesand are pivotal torecruiting and re-taining ourpeople. Quality oflife for our peopleoccupies a promi-nent position inAir Force strategicplanning andranks with mod-ernization andreadiness as Air

Force’s top priorities. The welfare of themen and women serving our nation is acritical factor to our overall readiness.Therefore, the Air Force will continue toplace people and quality of life invest-ments in a balanced funding priority with

readiness and modernization. We willcontinue, with your support, to pursuequality of life priorities such as fair andcompetitive compensation and retirementsystems; balanced PERSTEMPO; safe,affordable, adequate housing; increasedsupport of community and family pro-grams; expanded education programs;and improved access to quality healthcare.

The FY00 compensation initiative rec-ognizes our people as a valuable asset,acknowledges their contributions, andprovides superb quality of life enhance-ments. We are greatly encouraged by theimproved compensation strategy and in-creased benefits–full restoration of themilitary retirement system; a 4.8 % payraise; future pay raises set at EmploymentCost Index plus 0.5 %; pay table reform;Career Enlisted Flight Incentive Pay ap-proval; Basic Allowance for Housing in-crease; Aviation Continuation Pay en-hancements; Temporary LodgingExpenses for first term airmen; and theAir Battle Managers save pay provision—and its potential to affect recruiting andretention.

In addition to these gains presented byFY00 legislation, the Air Force is mak-ing every effort to further enhance ourairmen’s quality of life. To help arrestthe increasing operations tempo levied onour people, we implemented the Expedi-tionary Aerospace Force concept, whichwill give our people more stability andpredictability in their deployment sched-ules. Additionally, the need for sustainedinvestment levels, coupled with cost-based housing allowances and the abilityto competitively source and privatize ail-ing infrastructure will go a long way toprovide access to safe, affordable, andadequate housing. Our infrastructurebears the brunt of funding pressures in abudget-constrained environment and sus-tained deferment of maintenance over

45

many years further complicates the prob-lem. Even within these pressures, wehave applied $91.6M on this budget sub-mission toward our Dormitory MasterPlan to eliminate a deficit of dormitoryrooms and replace the worst facilities. Wehave adopted a 1 + 1 (one airman livingin a room sharing a bath) plan to houseunaccompanied airmen and currently75% of our unaccompanied airmenhoused on base have a private room witha shared bath. We have also funded$223M for our Family Housing MasterPlan, which improves and renovates mili-tary provided housing. In addition, DoDhas introduced a proposal to adjust basicallowance for housing (BAH) to reduceout-of-pocket expenses to 15% by FY01and potentially eliminate out-of-pocketexpenses within five years. Finally, per-sonal fitness contributes to Air Forcereadiness by increasing productivity, pro-viding preventive health benefits, andlong-term medical cost savings. As such,we dedicated $33.4M for fitness facili-ties and an additional $3.5M for in-the-ater fitness, sports, and recreational equip-ment.

In the Air Force, we realize that while werecruit individuals, we retain families. Inaddition, as large parts of our force de-ploy for extended periods, our ability tocare for their families becomes increas-ingly important. Consequently, we con-tinue to demonstrate our commitment toour airmen and their families through pro-grams such as chaplain services, spouseemployment, personal financial manage-ment assistance, childcare and youth cen-ters, surviving spouse casualty support,relocation and transition assistance, com-missaries, and military exchanges. Also,for our junior airmen, we offer a PersonalFinancial Management Program to helpdeal successfully with today’s heavilycredit-based society. In order to expandand enhance our childcare and youth ac-tivities, we have dedicated $4.5M for

child care center construction. We fur-ther dedicated $2.9M to our deployedspouse outreach programs, which in-creases Internetcapability at de-ployed locations toprovide worldwideconnectivity be-tween deployedtroops and theirfamilies. Our fam-ily readiness staffmembers at eachAir Force baseprovide a wealth ofinformation andsupport for fami-lies of deployedairmen.

An important qual-ity of life factorthat significantlyimpacts recruitingand retention is ex-panded educa-tional opportuni-ties. For airmen working towardattaining their initial college degree, theCommunity College of the Air Forceallows them to combine college creditsand military education and expe-

46

PEOPLE

rience to earn an associate degree. Forboth undergraduate and graduate educa-tion, the Air Force Tuition Assistance Pro-gram pays up to 75% of tuition costs foraccredited colleges and universities, andthe Air Force Civilian Tuition Programsupports self-development for civilianemployees. Although educational pur-suits are difficult given our high opera-tions tempo, our current distance learn-ing initiatives offer our deployedpersonnel distributed learning throughCD-ROM and interactive television (pa-

per-based). We aredeveloping an ad-vanced distributedlearning initiativethrough web-basededucation for thefuture. The AirForce supportselimination of the$1,200 paymentrequired to receivethe education ben-efit of the Mont-gomery GI Bill. Inaddition, we sup-port expanding en-

rollment opportunities for those not cur-rently covered by the bill. These AirForce educational programs give ourpeople valuable motivational benefits.

Perhaps the biggest quality of life issuefacing the Air Force today and in the com-ing years is medical care. Access to qual-ity health care is crucial to the quality oflife of our airmen (active duty and retir-ees) and their families and greatly affectsour recruiting and retention efforts and,ultimately, our readiness. TRICARE, theDoD program to ensure health care at areasonable cost, is designed to provide aquality health care benefit, improve ben-eficiary access, preserve choices for ourbeneficiaries, and contain costs, all whileproviding a structure to support the mili-tary medical forces needed to deter and

fight the nation’s wars. TRICARE wasfully implemented as of June 1998 and isa good start to providing quality healthcare. However, there have been problems,such as access to care, claims process-ing, reimbursement levels, and TRICAREmanagement requires constant attention.Several of these issues have been re-solved, and the rest are being worked ag-gressively. Our latest Air Force Inspec-tion Agency audit concluded customersatisfaction with TRICARE is increasing.

The Air Force Medical Service initiatedbold reengineering efforts to increase ac-cess to Military Treatment Facility (MTF)medical care and provide a much stron-ger emphasis on preventive services. Thegoal is to enable all TRICARE Primebeneficiaries to be assigned to an MTFPrimary Care Manager by name, as wellas to be guaranteed access for acute, rou-tine and preventive appointments. At thedirection of the Secretary and the Chiefof Staff, the Air Force Surgeon General(SG) developed a campaign plan to en-sure line commanders understandTRICARE and know how to help subor-dinates with problems. Preliminary re-sults from this program, Operation Com-mand Champion, have been veryencouraging.

Also, numerous demonstration projectsto improve the quality of TRICARE areunder way, especially for retirees andMedicare-eligible beneficiaries. For ex-ample, a Medicare Subvention programcalled TRICARE Senior Prime is cur-rently active at five Air Force locations;the MacDill 65 subvention program caresfor up to 2,000 enrollees in the Tampa,Florida region; and the Federal EmployeeHealth Benefit Program (FEHBP) 65 test,a nationwide program at eight selectedlocations, is slated to begin in spring2000.

47

We are now working TRICARE andhealth care issues through the Joint Chiefsof Staff and the Defense Medical Over-sight Committee (DMOC), which hasbeen formed to ensure optimum Serviceparticipation in the health care agenda andimprove health care for active and retiredmembers. This board consists of USD(P&R), Service undersecretaries, Servicevice chiefs, and ASD (HA) as votingmembers. The Service SGs participatebut are non-voting members. The mainpurpose of this board is to define themedical benefits and establish budget pri-orities.

Equal OpportunityThe strength of the Air Force is in its tal-ented, dedicated, and diverse men andwomen working together as profession-als to accomplish the Air Force mission.Creating and sustaining an environmentthat is free from unlawful discriminationand harassment is therefore a vital partof the Air Force readiness equation. Andthe commitment to fully utilize the tal-ents and capabilities of a diverseworkforce is critical to achieving the AirForce mission. Every Air Force memberand civilian employee deserves the op-portunity to realize his or her full poten-tial and to work and live in an atmospherethat respects and values human dignityand each has concomitant obligation totreat co-workers and subordinates in thesame manner.

Air Force policy on unlawful discrimi-nation and harassment is very clear: zerotolerance for such behavior in any form.Harassment, threats or ridicule of indi-viduals or groups based upon their realor perceived differences have no place inthe Air Force and will not be tolerated.We will provide equal opportunity andtreatment for all members and employ-ees regardless of race, color, religion, na-

tional origin, sex, and in the case of civil-ian employees, disability and age.

The Air Force is also committed to elimi-nating behavior and unintended barriersthat hinder successful performance, andto creating an environment where everyperson has an opportunity to serve. Weare committed to providing our Total

Force with strong leadership, effectivepolicies and programs, training and edu-cation opportunities, enforcement andresolution tools. We will continue tostrive for improvement through an ongo-ing program of evaluation and assess-ment.

Commanders and supervisors have a re-sponsibility to combat the effects of un-lawful discrimination and harassment andto promote a healthy environment andhuman relations climate. Equal Oppor-tunity is a critical performance factor forall military and civilian leaders, supervi-sors and managers.

48

READINESSReadinessThe Air Force must be ready to respondrapidly anywhere in the world on veryshort notice. We are ready to meet thisdemand every day, as we demonstratedthis past year in operations from Kosovoto the South Pole. However, too manyyears of high operations tempo, agingequipment, lack of spare parts and en-gines, and the cumulative effect ofchronic underfunding threaten the AirForce’s near-term readiness levels.

Our aggregate readiness levels are tied toupkeep of equipment, training and ranges,and mission-related infrastructure. Weare making progress in all these areas, butchallenges remain.

Upkeep of EquipmentGreatly increased deployments since1990, aging aircraft, problems in fund-ing spares through most of the 1990s, andlow retention of maintenance techniciansin recent years have combined to cause a9.9% drop in mission capable rates overthe Air Force fleet since 1994. As dis-cussed below, since 1997, the Air Forcehas addressed a number of issues relat-ing to spare parts. As a result, non-mis-sion capable rates relating to spares(NMCS) appear to be stabilizing. Un-fortunately, low retention of maintenancemanpower caused by very heavyworkloads and deployments has causeda 2.1% increase in non-mission capablefor maintenance (NMCM) rates since1994. For example, maintenance man-ning at the journeyman Senior Airmanlevel has decreased from 100% in FY94to 71% in FY99. In addition to the re-tention initiatives that apply throughoutthe Air Force, we are working to increasemaintenance manning through both re-tention and recruiting incentives and ul-timately by increasing the manningthroughout our maintenance career fields.

We have a multi-faceted strategy to im-prove the materiel system that supportsequipment readiness. First, we have fullyfunded “depot level repairables” ac-counts, which are used by operating unitsto “buy” spare parts from DoD and AirForce sources. Second, we increased in-ventory levels of critical spares by in-creasing the obligation authority of cer-tain Working Capital Funds, and we areprogramming budget authority to pay forthese spares as they are delivered. Third,we are working to consolidate Air Forcedepots and to make the parts system moreefficient, to keep down the cost of spareparts. Unfortunately, the consolidationis itself causing near-term spares prob-lems. Fourth, we are modernizing criti-cal subsystems in our older aircraft where

Non-Mission Capable forMaintenance Rates

TREND

3%

6%

9%

12%

15%

91FY

TOTA

L NM

CM R

ATE TREND

92 93 94 95 96 97 98 99

DESIREDTREND

+4.5+4.5

49

it is no longer cost effective to make re-pairs on individual components, or wheremanufacturing sources for componentrepair are no longer available.

Spares FundingAdequate spare parts are essential forensuring our equipment remains combatready. Spare parts shortages, arising fromfunding problems in the 1990s, were amajor contributor to the Air Force’s readi-ness decline over the past several years.Downsizing of the Air Force spare partsinventory went too far. Supply systemswere pushed to the limits as Air Forceunits deployed more often. As a result,the non-mission capable rate attributeddirectly to supply shortfalls increasedfrom 8.6% in FY91 to 14% in FY99.

In FY99-01, Congress, DoD, and AirForce took specific actions to addressshortfalls in spare parts funding. In FY99and FY00, Congress supported the spareparts recovery with an increase of $194Mand $85M, respectively. Additionally, theKosovo Emergency Supplemental added$387M to spares for surge and reconsti-tution efforts. Consistently, DoD and AirForce committed to the obligation author-ity to match these resources, and to the$382M required to resolve the bow waveshortfall that had accumulated over thepast several years. Also in the Air ForceFY00 and FY01 President’s Budget, wefully funded the spare parts validated re-quirement. Currently, we are completingan analysis of Kosovo lessons learned andthorough review of RSP kit levels, andother spare part levels, to ascertain thecriticality of increases in this area.

Anecdotal evidence indicates progress isbeing made in availability of spare parts,although masked to some extent by in-creased requirements due to Kosovo anddisruptions in parts supply due to BRAC-

directed workload transitions. The AirForce supply business area, for example,saw an upward turn in almost all its FY99performance metrics when compared toits FY98 results. Backorders fell from a

peak of 615,000 in December 1998 to374,000 by the end of FY99 (39% reduc-tion). We are now working hard withmajor vendors to cut the elapsed timebetween the date a part is ordered and thedate it is delivered, so we can turn dol-lars into parts in less than the historic 18-24 months.

We have also seen a trend toward stabili-zation in total NMCS rates. The overallAir Force rate increased only 0.1% fromFY98 to the end of FY99, even thoughwe fought a major theater war in Kosovoin the middle of FY99. Monthly NMCSrates also held fairly steady over the past12 months. Unfortunately, there continueto be “technical surprises” that dramati-cally reduce mission capable rates in in-

Non-Mission Capable for Supply Rates

TRENDTREND

3%

6%

9%

12%

15%

FY

TOTA

L NM

CS R

ATE

91 92 93 94 95 96 97 98 99

+5.4+5.4

DESIREDTREND

50

READINESS

dividual weapons systems. For example,late in 1998, all C-5 aircraft were in-spected and some were grounded becauseof a crack found in a major structuralmember in the tail. In September andOctober 1999, C-5 mission capable ratesdropped because of problems with thenewly fielded FMS-800 modification/upgrade to avionics. At the same time,inspections of KC-135 aircraft disclosedproblems with stabilizer trim brakes,which caused inspections, groundings,and ultimately a shortage of KC-135 sta-bilizer trim assemblies.

We anticipate that the improved spareparts funding in the remainder of theFYDP will arrest the decline in NMCSrates.

Spares InventoryIn the early 1990s, the Air Force changedfrom three-level maintenance to two-levelmaintenance in an effort to cut operatingcosts. Under two-level maintenance,operating units no longer make repairs atthe base level. Instead, spares parts aresent back to depots for repair, receiving arepaired part in return for a defective part.Theoretically, the combination of fewerinventory points and better transportation

would reduce the requirement for spareinventories. In fact, efficiency gains weremuch lower than projected, with the re-sult that the Air Force inventory systemhas been short of spare parts for sometime. To rectify this, the Air Force re-ceived approval from DoD in FY99 to addto spare parts inventories through an in-crease in working capital fund obligationauthority of $381.8M. These funds wereput on contract in FY99, with anticipateddeliveries through FY02. At the sametime, $135M was added for the OklahomaCity Air Logistics Center (ALC) becauseof increased sales at that center.

During Kosovo, depots and contractorssurged to provide increased parts supportto the units flying Operation ALLIED

FORCE. When that operation ended, AirForce senior leadership made a decisionto keep the depots in surge until the endof FY99 to ensure that there were enoughparts to take care of maintenance that wasdeferred during the war. The depot surgewas funded with $387.3M FY99 obliga-tion authority, pending the release ofKosovo supplemental funding.

The result of these three efforts is to in-crease depot level repairable item inven-tories by $904M, which should lead toan improvement in stockage effectivenessand a reduction in repair times in AirForce depots as parts are delivered againstthese funds.

Consumable spare parts have also causedmission outages. Consumables are man-aged by the Defense Logistics Agency(DLA) in support of all the Services.While DLA has an average stockage ef-fectiveness level of 85%, that level hasbeen much lower for aviation spareswhich tend to be high cost, low demanditems. This situation has resulted in op-erational aviation units and depots in boththe Air Force and Navy receiving increas-ingly lower rates of support, resulting in

51

a devastating impact particularly on en-gine readiness. DoD has recognized thissituation and directed DLA to take im-mediate corrective action. In response,DLA added $500M for consumable avia-tion spares across the FYDP, including$100M in FY01. Action was also takento accelerate the ordering process,through the working capital fund, in or-der to guarantee more rapid deliveries inFY01.

Depot ConsolidationFiscal years 1998-2001 are a time of tran-sition for Air Force depot maintenance,as two of our five principal depots com-plete the process of BRAC-directed clo-sure and their workloads are transferredto our remaining depots and commercialsources of repair. The C-5, Sacramento,and Propulsion Business Area public-pri-vate workload competitions, which werea part of this process, resulted in estimatedsavings of over $2.6B over the life of thecontracts.

In 1998, we began the move of competedworkloads from our Air Force depots.The C-5 workload has now largely stabi-lized at Warner Robins ALC. The transi-tion of A-10 and KC-135 heavy mainte-nance to Ogden ALC is essentiallycomplete. However, significant chal-lenges remain in moving the F100 engineworkload to Oklahoma City ALC and the“commodities” workload (hydraulics,instruments, and a wide range of aircraftcomponents) to Ogden ALC. At Okla-homa City, shortages of skilled workers,the sheer number of processes that mustbe transferred and proved, difficultiesposed by proprietary technical processes,and the requirements of Kosovo havecombined to slow the transition fromoriginal plans. At Ogden, shortages ofskilled workers coupled with the need tomove, reconstitute, and calibrate complex

and sometimes delicate equipment hascaused major disruptions in the ramp-upof production of commodities parts. In ad-dition, the Kosovo conflict resulted inunusually high spares consumption rates,using up the spares that Sacramento had

stockpiled for the transition period. Theresult has been shortfalls for manyOgden-repaired items.

The Air Force has taken aggressive ac-tion to correct technical data deficiencies,install and calibrate specialized supportequipment, train the workforce, andstreamline the production processes forthe commodity workloads. By Decem-ber 1999, the commodity production atOgden ALC had reached a level almostequal to the previous Sacramento ALCproduction output. Ogden has establisheda “get well” target of summer 2000 toproduce commodities in sufficient quan-tities to significantly reduce customerbackorders and satisfy mission capablerequisitions. In the interim, “bridge con-tracts” with commercial suppliers havebeen put in place to mitigate productionshortfalls.

We believe that the consolidation ofworkloads will ultimately lower costs byincreasing efficiencies in the remaining

52

READINESS

three Air Force depots. With the turmoilof the BRAC years behind us, we are be-ginning to see the promised gains. AllAir Force depots performed remarkablywell in FY99, considering that over 35%of the total workload was in transition andthat the remaining depots were engagedin extensive hiring and training of newpersonnel while meeting the surge de-mands of Kosovo.

Schedule performance improved inFY99, as the time needed for aircraft re-pair dropped for the second consecutiveyear. The elapsed time for aircraft tomove through the entire depot repair pro-cess, measured in flow days, was reducedby an average of more than 30%. Forexample, flow days per aircraft for the F-15, C-5, C-130, and C-141 were reducedranging from 15 to 82 days. F-16 and

B-1 flow days were cut by 22 and 24 days,respectively. Depot Maintenance finan-cial management also improved in FY99.Revenue was higher than expected pri-marily due to increased Kosovo commod-ity repair requirements. Due to prudentmanagement, expenses, which were onlyslightly higher than planned, were morethan offset by increased revenue. As aresult, the FY99 profit objective was ex-ceeded by over $60M, where there had

been losses in the hundreds of millionsof dollars in many prior years.

Finally, a word must be said about thework of the depots during Kosovo. TheAir Force responded to Kosovo by surg-ing its depots. The depots implementedtemporary duty recalls, scheduled addi-tional shifts, weekend hours, and accel-erated contractor and depot repair opera-tions. These extraordinary actionsincreased depot production of commodi-ties, engines, and aircraft by 500,000hours and ensured support to units per-forming peacetime missions while satis-fying operational requirements of theconflict. The Air Force continued thesurge through the end of FY99 to sup-port reconstitution and recovery of ourcombat units and to reduce existingbackorders. We are extremely proud ofthe men and women who worked week-ends and evenings to support thewarfighters in the field.

Equipment ModificationsThe age of Air Force weapons systems isunprecedented. This year the average ageof our aircraft is 20 years. Under currentmodernization plans, the average age willincrease to 30 years by 2015. The costof maintaining this older equipment isgrowing. Fatigue, corrosion, and partsobsolescence are driving up the costs ofmaintaining older planes and reducingoverall equipment readiness. Worse, theindustrial base that supports older aircraftis drying up, as aerospace companiesleave niche markets, particularly in elec-tronics, where commercial systems havelong ago abandoned technology still inuse in the Air Force. If the Air Force is tocontinue making readiness affordable —indeed, possible — we must balance thecost of maintaining weapons systemsagainst the cost of replacing major sub-systems or the weapon system itself.

53

F-15 E

With our large transport aircraft andbombers, it has proven both feasible andcost-effective to replace subsystemsrather than complete aircraft. What wehave attempted to do is to group relatedmodernization efforts into “campaigns”where the work on many systems will beperformed during one maintenance cycle.This reduces overall costs, while limit-ing the number of aircraft out of serviceat any one time. Modernization programsof this type include:

• The Pacer CRAG program which re-places or modifies radar components,provides a GPS-based navigation sys-tem, and adds the Traffic Collisionand Avoidance System (TCAS), aswell as navigation modifications re-quired to meet the Global Air TrafficManagement (GATM) system stan-dards;

• The C-130 Avionics ModernizationProgram (AMP), to go on contract in2000, incorporates navigation safety,GATM, and expanded TCAS systemsinto a completely revamped “glass”cockpit; it also replaces the APN-59radar system with a more capable andcost-effective radar;

• The C-5 AMP, which has already be-gun, provides a modern “glass” cock-pit and replaces the avionics, radios,and flight computers; and

• The C-5 Reliability Enhancement andRe-engining program, scheduled tobegin engineering design in FY00, in-cludes upgrades for engines, hydrau-lic, pressurization, airframe, electri-cal, and landing gear systems.

In the bomber fleet, the B-52 and B-1have modernization efforts planned. Bothare experiencing aging aircraft problems,and require extensive upgrade programs,particularly in the avionics arena. The

following are the major planned modifi-cation efforts for the bomber fleet:

• The B-52 Avionics Midlife Improve-ment (AMI) program will upgrade theaircraft’s offensive avionics system(OAS) while preserving all current B-52 combat capability. Because thecurrent offensive avionics system is

based on 1970’s technology, it is suf-fering from obsolescence and sup-portability problems. The AMI pro-gram will upgrade the OAS byreplacing three line replaceable units(LRUs) and developing new aircraftsoftware;

• B-1 mission capable (MC) rates havesteadily declined since FY96. The“MC Rate Red Team” has been es-tablished to determine the reasons forthe decline and develop a program toimprove B-1 performance;

• In addition, programs are currently inplace to fix problems on the B-1. TheDefensive Systems Upgrade Pro-gram will replace aging componentswith a newly developed, joint Navy/

54

READINESS

Air Force Integrated Defensive Elec-tronic Counter Measures (IDECM)system, scheduled for initial qualifi-cation in the spring of 2000. Thecommunication system on the BlockD models will be upgraded this yearto correct a problem with bleed overin both plain and encrypted text. Fi-nally, a study is being conducted tolook into a problem with unaccept-ably high numbers of retained weap-ons, or “hung stores”.

In the fighter fleet, there are two kinds ofmodernization efforts. The first is ser-vice life extension programs for the A-10 and F-16 fleets. These include avion-ics and structures modifications. Thesecond type of program involves capa-

bility improvements, which not only pro-vide improved lethality, but frequentlyhave the added benefit of reliability andmaintainability improvements throughmore modern avionics components. Con-tinued funding for these and other modi-fication programs is critical to ensure ourweapons systems are ready and able tomeet future contingency tasking. Ex-amples of major modifications for boththe A-10 and F-16 fleets, as well as a cost-of-ownership reduction plan for the F-117, are as follows:

• The F-16 Falcon Flex program re-places the most unreliable and obso-lete radar components while signifi-cantly reducing the ownership costs;

• F-16 electronic countermeasure andnavigation systems are also receivingupgrades;

• Falcon UP and the planned FalconSTAR programs include numerousdepot level structural modificationsrequired to extend the service life ofall F-16 aircraft to 8,000 hours;

• The F-16 CUPID program is bring-ing our older F-16s (Blocks 25-32)new life by adding night vision equip-ment, enhanced avionics, and theability to carry an infrared targetingpod and laser-guided munitions. Ul-timately, CUPID-modified aircraftwill have the capability to carryJDAM and other GPS-guided muni-tions;

• The A-10 Hog Up program will in-spect, repair, replace and overhaulmany structural and mechanical sys-tems; it is the first step to enable theaircraft to remain viable until the year2028. The Hog Up configuration isthe required baseline for the AircraftStructural Integrity Program, whichwill allow the A-10 to reach a servicelife of 16,000 hours; and

• The F-117, the world’s first opera-tional low-observable (LO) combataircraft, is participating in the SingleConfiguration Fleet (SCF) program.The goal is to reduce the total owner-ship costs of the F-117 by standard-izing the fleet to a single optimizedspray/sheet coating and edge configu-ration. This will reduce LO mainte-nance requirements and take advan-tage of state-of-the-art robotictechnology.

55

Engines : A Special CaseThe Air Force has made significantprogress to stop the decline in enginereadiness. Improved engine funding, en-gine life management planning, and bet-ter partnering with vendors have contrib-uted to slow but steady readinessimprovements in most of the Air Forceengine fleet. However, technical sur-prises, forecasting, spare parts problems,and a lack of experienced manpower stillprevent us from meeting our wartimespare requirements for approximately25% of our systems.

The Air Force is taking action to rectifythis situation. Ongoing F-16 enginesafety upgrades and modifications havebeen accelerated by two years to correctsix of the most serious technical problemsand reduce the risk of engine-related ac-cidents. In addition to the F-16 safetyupgrades/modifications, we have beenworking several other initiatives to up-grade and modernize aircraft engines.The TF39 engine, which powers the C-5aircraft, is currently undergoing a high-pressure turbine modification whichgreatly improves reliability. Approxi-mately $31M will be spent to upgrade theT56-7 to the -15 configuration on the C-130 aircraft. Nine additional KC-135sare programmed for reengining startingin FY02 and beyond, funded at approxi-mately $263M. Over $225M in theFYDP is programmed for modernizationof the oldest (F100-100 &-200) F-15 en-gines. Finally, the engine problems in theT-38 aircraft are being addressed withalmost $289M in the FYDP for J85 en-gine modernization and other propulsionupgrades.

Improvements have been made inpartnering with vendors to reduce thespare parts acquisition lead time. Forexample, the GE engine contract reducesacquisition lead time from more than two

years to 90 days on catalog items. In ad-dition, the Air Force has identified theneed for additional engine manning re-quirements and will address these in fu-ture Air Force budgets.

TrainingTraining a quality force is instrumentalto our readiness. From the day airmenand civilians join our team, we invest intheir education and training to preparethem for today’s demanding operationalenvironment and tomorrow’s challenges.Over the past few years, we have intro-duced several new programs to furtherhone our military skills and understand-ing.

For our new airmen, Warrior Week atBasic Military Training provides a real-istic, weeklong exercise at a bare-basesite. This program introduces airmen tothe expeditionary nature of today’s AirForce and serves as a transition from aclassroom environment to the real-world,high-stakes environment typical to ourdeployed forces. Participants experience,first hand, the challenges associated withdeploying to a bare-base location, settingup an operating base, implementing forceprotection measures, and commencing

56

READINESS

operations, all under austere living con-ditions. Similarly, Air Force Academycadets are introduced to the expedition-ary nature of today’s Air Force by par-ticipating in Global Engagement week atthe United States Air Force Academy.Initial skills training for the enlisted corpsis also essential for mission accomplish-ment in an Expeditionary AerospaceForce. Upon completion of basic mili-tary training, all enlisted personnel attendinitial skills training and receive theircopy of the Airman’s Manual, an opera-tional handbook. The Mission ReadyAirmen and Mission Ready Technicianprograms are designed to prepare an ap-prentice to accomplish the basic techni-cal skills necessary to perform in his orher specialty.

The Aerospace Basic Course (ABC) pro-vides new officers and civilians a foun-dation in the profession of arms and aworking knowledge of the unique contri-butions of aerospace power. Through thisentry-level professional military educa-tion program (PME), Air Force lieuten-ants and key civilians gain a deep appre-ciation of Air Force values, history,

doctrine, and the skills required to oper-ate and fight from austere, forward bases,fully exploiting the medium of aerospacefor the joint force.

The Air Force develops its leaders de-liberately, using a proven process thatexposes them to Air Force and jointoperations, PME, and increasingcommand and staff responsibilities.The depth of an airman’s expertise isdeveloped through a series of opera-tional assignments that make him or heran aerospace power authority. Having al-ways placed a premium on education forofficers, enlisted members, and civilians,our PME system prepares leaders for thechallenges they will face in their imme-diate future. As airmen progress throughtheir careers, the Air Force competitivelyselects the very best to command and leadits squadrons, groups, and wings. TheAir Force relies on a comprehensive se-ries of additional leadership and com-mand courses to supplement continuousmentoring that produces leaders who areable to make the right decision, whetherin peace or war.

Operationally, the Air Force continues totrain its aircrews and support personnelby participating in numerous joint andcombined exercises around the world.These training opportunities encompassboth field exercises and simulations. Dis-tributed Mission Training (DMT) holdsgreat promise. Using state-of-the-artsimulation technology, DMT permits air-crews to train in synthetic battlespace,connected electronically to other aircrewsat distant air bases. Importantly, DMTdelivers this enhanced training from thehome station, helping the Air Force limitthe amount of time airmen spend de-ployed and facilitating the training ofAEFs as they prepare for deployment.Multiple aircraft Mission Design Series(MDS) are currently under development

57

Air Force Top Procurement andModification Programs

ModernizationAt the beginning of the last century, a rela-tive few shared a vision and dream offlight. Today at the dawn of a new cen-tury, the men and women of the Air Force

share a common vision of becoming alight, lean, and lethal Expeditionary Aero-space Force. The Air Force Moderniza-tion Program is a critical enabler of thatvision. We will leverage technology toimprove combat effectiveness throughupgrades of legacy systems, selective newstarts, and investment in critical technol-ogy programs for advanced systems. Thisrevolution in military affairs we are un-dertaking requires a revolution in busi-ness affairs. The Air Force will continueto lead the way in acquisition reform,using proven commercial and industry

Weapon SystemPROCUREMENT

C-17F-22CV-22 (Osprey)JSTARSEELVJDAMC-130JCargo LoadersWCMDAMRAAMJSOWUAVs

FY01$ Millions

3,0082,556380323288220208121104988544

1210413

9,0983

706,308

204180

7

Weapon SystemMODIFICATION

C-135 FLEETMM IIIF-15C-5F-16T-38KC-10C-17E-8BB-1

FY01$ Millions

44537920112811911536313129

for DMT. An initial delivery of F-15CMission Training Centers (MTC) hasbeen configured at Langley AFB, VA, andEglin AFB, FL, and will reach full op-erational capability in mid 2000. Con-tracts for new F-16 and AWACS DMTsimulators have been awarded and areexpected to be delivered this year.

Air Force civilians are an integral part ofthe aerospace team. They work side-by-side with airmen in some operationalroles, as well as most support roles. Theyplay an essential part in the developmentand acquisition of the aerospace and in-formation technologies that will maintainthe Air Force’s dominance. The activecomponent drawdown will increase theirpresence in non-military essential func-tions and senior leadership positionsacross the Air Force. To prepare themfor the 21st century, the Air Force is mak-ing a concerted effort to integrate mili-tary and civilian training, to the greatestextent possible, and to streamline humanresource development services to sim-plify and speed delivery of cost-effectivetraining to the Total Force. In addition,the Air Force is engaged in a top-to-bot-tom review of professional development,training, and education for managers andexecutives; general work force profi-ciency, specialized, and career progres-sion training and education to maintainminimum skill and currency; and the de-velopment of wage grade supervisors andemployees in the trade, craft, and techni-cal maintenance fields. We have in-creased opportunities for professionaldevelopment through PME, developmen-tal assignments with increasing commandand staff responsibilities, and throughparticipation in the Defense Leadershipand Management Program (DLAMP).The goal is to produce technically profi-cient civilians who are well versed in AirForce missions, structures, and doctrine.

58

MODERNIZATION

practices. We will develop and delivernew technologies and weapon systemsmore quickly and cheaper than traditionalDoD methods have allowed in the past.

Our challenge in formulating the mod-ernization strategy is how best to balanceour sustainment and modernization ef-forts given the constraints we face andthe needs of the warfighter. Currently60% of Air Force Total Obligation Au-thority is spent on sustainment and 40%on modernization. We have funded bothmodifications and procurement as high-lighted in the tables on page 57.

The Air Force’s long range vision to be-come a light, lean, and lethal Expedition-ary Aerospace Force complements JointVision 2010-the conceptual template forhow America’s Armed Forces will chan-nel the vitality and innovation of our

people and lever-age technologicalopportunities toachieve new levelsof effectiveness injoint warfighting.Thus, our modern-ization focus issynchronized withJoint Vision 2010.Now we mustcarefully executeour modernizationplan to extend ourposition as theworld’s preemi-nent aerospacepower.

Full Spectrum DominanceFull Spectrum Dominance is required toprovide the joint force freedom from at-tack, freedom to maneuver, and freedomto attack at a time and place of our choos-ing regardless of weather. Key to this isthe Air Force’s current high-low mixfighter force structure. This high/lowfighter force structure is based on a highcapability fighter, the F-15 now and theF-22 in the future, to provide air superi-ority and a low cost fighter, the F-16 nowand the JSF in the future, in large num-bers for attack capability. Another key isthe heavy bomber force, adding promptglobal reach independent of theater bas-ing constraints and high-mass precisionengagement capability. America dis-played its current aerospace dominancewith the success of Operation ALLIED

FORCE in Kosovo. Maintaining and im-proving the Air Force’s ability to achievefuture Full Spectrum Dominance is a pri-mary objective of the Air Force Modern-ization Program.

Aerospace SuperiorityThe ability to control the vertical dimen-sion so the joint force is both free from at-tack and free to attack is the key to achiev-ing Full Spectrum Dominance. In the 21stCentury, aerospace superiority will dependon the F-22 Raptor to defeat enemy aircraft;the Space-Based Infrared System (SBIRS)to provide early warning of long range hos-tile missile threats; and the Airborne Laser(ABL) to provide a credible defense againsttheater ballistic missiles.

The F-22 Raptor is the replacement forthe F-15. The F-22 will dominate thevertical battlespace of the 21st Centurywith its revolutionary combination ofstealth, supercruise, maneuverability, andintegrated avionics. The F-22, armed withthe AIM-9X infrared short range air-to-

WEAPONS6%

36%ATTACKPLATFORMS

31%SPACE

26%AIRLIFT

1%TMD

Balanced AFModernization

Effort

400+ HrsFlying Test Bed Avionics System Testing

45,000+ HrsWind Tunnel Testing

10,000+ HrsDetailed Component RCS Testing

12,000+ HrsFlight Control Simulation

60,000 HrsUtilities & Subsystem Laboratory Testing

11,000+ HrsAIL Avionics Suite Testing

25 Different Antennas Installed Performance Testing

14 Live Fire Tests On Aircraft Components

2,000+ HrsAIL Radar Lab Testing

10,000+ HrsSupplier Radar Laboratory Testing

4,000+ HrsFull Scale Aircraft Component RCS Testing

300+ HrsFull Scale Aircraft Pole Model Testing

50 Hrs Aircraft LO Maintainability Testing

20,000+ Coupon Tests of Composite and Metallic Materials

6,000+ Joint Tests of Material Stackups

36

Total Includes 9 EMD Aircraft

AIRCRAFTDELIVERIES 1 0 4 4 7 12 21 28 35 35 36 35 36 35 22 348

99

1

9897CY 0100 02 03 04 05 06 07 08 09 10 11 12 13 TOTAL

534 Hrs Flight Testing

59

air missile, an improved AIM-120AMRAAM missile, and the Joint DirectAttack Munition will be able to destroythreats to our forces in the air and on theground when it enters service in Decem-ber 2005. In 1999, the F-22 logged its500th flight test hour, continuing flightenvelope expansion, successfully demon-strating supercruise and high angle of at-tack post-stall flight with thrust vector-ing. The F-22 avionics program alsomade major strides with the early deliv-ery of the Block 1 software to the manu-facturing line for installation in the firstavionics test aircraft. Testing of futureversions of F-22 software was also initi-ated in the one-of-a-kind F-22 flying testbed with the delivery of Block 2 in Octo-ber. The unique capabilities of the flyingtest bed to check out, modify, and verifysoftware performance prior to F-22 flighttesting will enable the rapid introductionand check out of Block 2 and Block 3avionics in CY00 and the initiation of F-22 Block 3 fight testing.

The F-15C/D will remain the Air Force’slead air superiority fighter until the F-22is operational. It is being upgraded to addincreased reliability and enhanced capa-bilities. These upgrades include the APG-63(V)1 radar providing greatly improvedreliability; the APG-63(V)2 AdvancedElectronically Scanned Array (AESA)radar providing improved performance;the Joint Helmet Mounted Cueing Sys-tem and AIM-9X missile providing a firstshot/first kill capability in the within-vi-sual-range arena; enhanced combat iden-tification for beyond visual range identi-fication of airborne targets. Forty-eightF-15C/Ds deployed in support of Opera-tion ALLIED FORCE and shot down fourMiGs.

The Air Force is a major contributor toDoD’s tiered architecture to counter theever-growing theater ballistic missile andcruise missile threats. This architecture

is based on an integrated capability todetect, classify, intercept, and destroy ornegate the effectiveness of enemy mis-siles prior to launch or while in flight.This capability is vital to protect U.S. andcoalition forces, high-value assets, andpopulation centers within an assignedtheater of operations. Numerous AirForce programs and systems discussedthroughout this document contribute tothis architecture. The SBIRS and the ABLprograms are critical in addressing the

theater ballistic missile threat. The AirForce is aggressively pursuing new tech-nologies within our laboratories tocounter the emerging cruise missilethreat. Many of these technologies havebeen transitioned to current weapon sys-tems. The Radar System ImprovementProgram (RSIP) for the E-3 Sentry Air-borne Warning and Control System is oneexample, and the F-22 with its advancedradar and sensor fusion capabilities willcapitalize on the newest technologies forcruise missile defense.

The SBIRS includes both high and lowcomponents that will provide missilewarning to national and theater com-manders. It will improve our capabilityto detect and track theater missile

60

MODERNIZATION

launches, cue missile defense systems,and contribute to the characterization ofthe theater battlespace and the technicalintelligence missions.

The integrated SBIRS architecture incor-porates a “systems of systems” conceptthat provides information for target acqui-sition, cueing and track data to intercep-tor systems, and a defense battle manager.This cueing effectively extends aninterceptor’s range and effectiveness overautonomous radars alone. The SBIRSconstellation consists of highly ellipticalorbit (HEO), geosynchronous orbit(GEO), and low earth orbit (LEO) space-craft that receive and transmit data to anintegrated ground system.

The SBIRS program has four associatedincrements. Increment 1 consolidates De-fense Support Program (DSP) ground pro-cessing into a master control station lo-cated at Buckley ANG Base in CO.Increment 2 consists of two HEO sensorsand four GEO satellites with first launchin FY04. Increment 3 will be comprisedof 24 LEO satellites with first launch inFY06. Increment 4 will optimize the en-tire system and define requirements forfurther deployment.

The ABL will be a key Air Force con-tributor to the Nation’s multi-layered the-ater missile defense architecture. It isDoD’s only boost phase intercept system-with a planned fleet of seven operationalaircraft. Last year, the Air Force success-fully tested an improved version of itsflight-weighted laser module and alsodemonstrated the baseline version of thebattle management software. Just thispast January, ABL accepted delivery ofits first 747 aircraft, with modificationsset to take place through early 2002. ABLis on track for a lethal demonstrationagainst a theater ballistic missile in FY05.

Global AttackGlobal Attack assets allow our Nation tosuccessfully conduct military operationsacross the spectrum of conflict. GlobalAttack programs include modernizationof the Minuteman III intercontinental bal-listic missiles (ICBMs), B-1, B-2, and B-52 bombers, and F-15E, F-16, and F-117fighters. Coupled with precision-guidedmunitions, these platforms produce a po-tent force for deterrence of both nuclearand conventional conflict.

The Air Force is continuing to fund sev-eral ICBM modernization programs de-signed to extend the operational life ofthe Minuteman ICBM weapon systembeyond 2020. The Guidance ReplacementProgram (GRP) is replacing failing Min-uteman guidance system electronics,while the Propulsion Replacement Pro-gram (PRP) is remanufacturing all threeMinuteman solid fuel stages to correctage-related degradations and maintainweapon system reliability. A GRP full rateproduction contract was awarded in De-cember 1999, with a full rate productiondecision on PRP scheduled for Septem-ber 2000. The PRP first asset delivery toAir Force Space Command is scheduledfor March 2001.

61

The current bomber inventory includes 94B-52s (built 1960-1962), 93 B-1s (built1980-1986), and 21 B-2s (built 1988-1999). The B-1s are assigned to five mainoperating bases, including the two AirNational Guard at McConnell AFB, KSand Robins AFB, GA. This mix of bomb-ers provides the capabilities required tomeet Air Force commitments — each canattack from the U.S. The B-2 can pen-etrate against high-value, heavily de-fended targets; the B-1 is the conventionalinterdiction workhorse and can penetratefor high volume direct attack in a mediumthreat environment; and the B-52equipped with CALCMs provides longrange standoff precision and direct attackin a low threat environment.

The B-2 can meet any global power pro-jection mission, anytime, anywhere. TheAir Force continues to make improve-ments to the maintainability of the B-2’slow-observable coatings and integrate ad-vanced weapon systems beyond the JointDirect Attack Munition (JDAM) usedsuccessfully by the B-2 over Kosovo, toinclude the Joint Standoff Weapon(JSOW), Joint Air-to-Surface StandoffMissile (JASSM), and EGBU-28. The B-1 and B-52 continue to provide firepowerto the joint force. Upgrades to the B-1include the capability to carry JDAM andimproved defensive systems; a smallnumber of B-1s are already JDAM ca-pable. The B-52H is now operationallycapable of employing JDAM; communi-cations and navigation system upgradeswill keep it viable through 2040. An AirForce Reserve (AFR) unit operates andtrains in the B-52H, providing significantvalue to wartime mission readiness. TheReserve is evaluating upgrades to im-prove the B-52H bomb bay camera thatwill allow crew members to effectivelyperform safety inspection for unspent mu-nitions after bombing operations. Boththe B-1 and B-52 are being upgraded tocarry JSOW and JASSM.

The bomber force made significant con-tributions to Operation ALLIED FORCE. Itdelivered over 6 million pounds of ord-nance and struck over 50% of all AlliedForce targets. The B-2 destroyed 11% ofthe total targets while flying only 1% ofthe total sorties. The B-1 flew 100% ofsorties assigned and proved the perfor-

mance of the ALE-50 towed decoy tonegate the effects of enemy fired surface-to-air missiles. The B-52 maintained a98% mission capable rate and led the at-tack with CALCMs. The use of data linkswill greatly enhance flexible targeting ca-pabilities, and coupled with the sustaineduse of precision-guided munitions, willincrease the lethality of these EAF forces.

The F-15 Eagle and F-16 Falcon, the AirForce’s legacy fighters which entered theservice in 1975 and 1980 respectively,provide a potent mix of air-to-air and air-to-surface capability. Operation ALLIED

FORCE reinforced the Air Force’s need toensure a viable fighter force structureuntil legacy systems are replaced. Whilethe F-15E provides significant air-to-aircapability, it is optimized for the air-to-ground mission. Future planning calls fora replacement for the F-15E to be pro-cured in the 2015 timeframe. In the interim,the Air Force continues F-15E mod-

62

MODERNIZATION

ernization activities. Improvements areplanned for electronic defenses, comput-ers, and the addition of a fighter data link.Twenty-four F-15Es deployed in supportof Operation ALLIED FORCE, andexpended more than 2.7 million poundsof bombs and missiles in target destruc-tion.

One hundred F-16 Block 40/50 aircraftparticipated in Operation ALLIED FORCE

and delivered over 4,000 bombs on tar-get. The principal lessons learned werethe need for Night Vision Goggle (NVG)-compatible aircraft lighting, improvedprecision targeting pod capability, and anair-to-air interrogator. Kosovo also re-confirmed the need for the present major

modernization programs for the Block 40and 50 aircraft covered under the Com-mon Configuration Implementation Pro-gram (CCIP). CCIP includes a new air-craft computer, color displays, JointHelmet Mounted Cueing System(JHMCS), AIM-9X, Link-16, and NVG-compatible aircraft lighting. The newaircraft computer increases capacity andthroughput and solves diminishing manu-facturing source problems while enablingthe use of future weapons systems. Colordisplays will present aircraft and combatinformation to the pilot more effectively

for easier interpretation as compared tothe present monochrome displays. TheJHMCS provides the off-boresight mis-sile targeting capability to employ theAIM-9X, the future high off-boresightair-to-air missile. Link-16 will providethe pilot improved combat situationalawareness and NVG-compatible aircraftlighting will provide a permanent modi-fication to the aircraft to allow the unen-cumbered use of NVGs. Additionally, theBlock 50s will receive an air-to-air inter-rogator capability and the ability to carryboth a targeting pod and the HARM tar-geting system pod to better conduct thesuppression and destruction of enemy airdefense (SEAD/DEAD) missions. Oneof the major modification programs forthe F-16 Block 25-32 aircraft, principallyflown by Air National Guard (ANG) andReserve, is known as Combat UpgradePlan Integration Details (CUPID). CU-PID consists of four separate upgradeprograms: Global Positioning Systemintegration, countermeasure systemsmechanization, Situation Awareness DataLink (SADL), and NVG-compatible air-craft lighting. Global Positioning Sys-tem integration will provide the abilityto accurately deliver smart munitions.The improved Counter-Measure Systemmechanization will enhance the self-pro-tection capability. Situation AwarenessData Link (SADL) will provide the pilotimproved combat situational awareness.NVG-compatible aircraft lighting willenhance the aircraft’s night combat role.

The Joint Strike Fighter (JSF) is the “lowend” of our high/low affordable fightermix philosophy — ensuring sufficientquantities of very capable attack aircraftto give the U.S. dominant force across thespectrum of conflicts. The JSF programwill develop and field a highly-commonfamily of next-generation strike fighteraircraft for the Air Force, Navy, MarineCorps, and our allies. Current program

63

emphasis is on facilitating the evolutionof fully validated and affordable jointoperational requirements, demonstratingcost-leveraging technologies and con-cepts, and completing the Concept Dem-onstration Phase. First flights of the con-tractor demonstration aircraft arescheduled for the spring of 2000. TheEngineering and Manufacturing Devel-opment phase will begin in FY01.

The F-117 Nighthawk plays a key role inglobal attack as it penetrates dense threatenvironments and delivers precisionweapons against high-value, highly de-fended, and time-critical targets. The AirForce continues to modernize thisweapon system to improve capability,survivability, and sustainability in the 21stCentury. The top modernization programis Single Configuration Fleet (SCF),which provides the fleet with a single ra-dar absorbent material configuration, re-ducing maintenance man-hours by 50 %.The need to employ precision, all-weather, GPS/INS weapons was rein-forced during Operation ALLIED FORCE;this capability is included in Block Cycles1 and 2 upgrades.The smart weapons pro-gram will incorporate all-weather JDAM,WCMD, and the EGBU-27. OperationALLIED FORCE highlighted the need forsmart weapons on the F-117 as over 50%of the F-117 sorties were cancelled forweather, impacting the ability to deliverordnance.

Modern warfare has led to an increase inairborne combat under the cover of dark-ness. To “Own the Night,” the Air Forceis pursuing a multi-faceted strategy. First,we are upgrading our F-16 aircraft withthe Night Vision Imaging System (NVIS).This upgrade ensures the aircraft inter-nal and external lighting is compatiblewith night vision devices. Second, weare procuring and fielding F-4949 andAN/PVS-7 Night Vision Goggles for ourair and ground personnel. Third, we are

developing the next-generation of NVGscalled Panoramic Night Vision Goggles(PNVGs). For the Block 25-32 F-16 air-craft, the LITENING II Pod procurementis the number one priority program un-

dertaken by the Reserve and Guard fromFY99 to FY04. In addition to LITENINGII Pods, the Reserve is planning to pro-cure more advanced Multi-Function Dis-plays for its F-16 fleet starting in FY01.These efforts will effectively enable theReserve to meet modern combat stan-dards and better serve as a member of theTotal Force. All of these modernizationactivities will significantly improve per-sonnel safety, operational tactics, andmission effectiveness.

The Air Force is also actively upgradinglaser eye protection for aircrew andground personnel from a wide range oflasers. The Air Force initiated a three-phase Engineering and ManufacturingDevelopment program in FY99 to counterthis emerging threat. The threat includesmilitary lasers, commercial lasers, andforeign lasers specifically developed todamage the eyes or cause temporary vi-sion loss. The ultimate goal in develop-ing laser eye protection is to provide fullretinal coverage at any angle, while al-lowing visibility of the aircraft cockpitdisplays and good light transmission for

64

MODERNIZATION

use in night operations. The FY01President’s Budget includes $13.8M toprocure over 26,000 devices.

Precision EngagementAs shown in Operation ALLIED FORCE, the-ater commanders must have the ability tostrike targets precisely in adverse weatherconditions while minimizing risk andcollateral damage. The Air Force’s new

generation of guided weapons uses theGlobal Positioning System (GPS),coupled with an inertial navigation sys-tem (INS), to put bombs on targets pre-cisely, night or day, in all weather condi-

tions. Because our legacy precision-guided munitions (GBUs/LGBs) can gen-erally be employed successfully only inclear weather, the Air Force is upgradinglimited quantities with GPS/INS guid-ance units giving them an immediate all-weather capability. The Conventional AirLaunched Cruise Missile (CALCM),Joint Air-to-Surface Standoff Missile(JASSM), Joint Standoff Weapon(JSOW), Joint Direct Attack Munition(JDAM), and the Wind-Corrected Muni-tions Dispenser (WCMD) are among theAir Force’s high-priority precision en-gagement programs.

CALCM is a long-range, large payloadcruise missile employed by the B-52against high priority and heavily defendedtargets. CALCM continues to be theCINC’s first strike weapon of choice dur-ing contingency operations, as demon-strated by its superb performance duringOperations DESERT FOX and ALLIED FORCE.Current replenishment programs willconvert an additional 322 ALCMs toCALCMs by July 2001. Future plans callfor the initiation of an extended rangeCALCM (CALCM-ER) program to fillmid-term long-range cruise missile needs.

JASSM is a highly accurate, stealthy,standoff missile employed by both fight-ers and bombers to destroy heavily de-fended, hard, fixed, and relocatable tar-gets with virtual impunity. As a result ofacquisition reform, the JASSM price isone quarter of the cost, and its develop-ment schedule is half the time, of similarmissile programs. JASSM is currentlyundergoing flight tests during Engineer-ing and Manufacturing Development andis scheduled to begin production deliver-ies in 2003 with 768 JASSMs purchasedby the end of the FYDP.

JSOW is an accurate, adverse-weather,glide munition, which was successfullyemployed in Kosovo and Iraq in 1999.

Weapons Integration Timeline

CurrentBOMBERS

B-1JDAMSFWCBU-87-89

B-2JDAMSFWCBU-87-89

B-52 JDAMCBU-87-89

FY00

JSOW

JSOWSFWWCMD

FY01 FY02WCMD

JASSM

FY03

JASSMJSOW

JASSM

FY04 Future

FIGHTERS

F-15 SFWCBU-87-89

F-16 SFWCBU-87-89

F-22

SFW JASSM

JDAMJSOWWCMD

WCMD

JDAMJSOW

JDAM

JDAM

Current FY00 FY01 FY02 FY03 FY04 Future

F-117 WCMD

65

The Air Force will use it to deliver clus-ter munitions that seek and destroy ar-mored and soft targets at ranges up to 40nautical miles. We are buying two vari-ants: the JSOW/A delivers 145 Com-bined Effects Bomblets and the JSOW/Bdelivers 6 BLU-108 anti-armorsubmunitions. We will procure 3,000 ofthe A variant and 3,114 of the Bs. Wetook our first JSOW deliveries in Novem-ber 1999.

JDAM provides the Air Force the capa-bility to deliver 1,000- and 2,000-pound,general-purpose and penetrator warheadsin adverse weather with precision accu-racy. We will use JDAM to destroy high-priority, fixed, and relocatable targetsfrom multiple platforms. The first op-erational use of JDAM was from a B-2during the first night of Operation AlliedForce. The B-2/JDAM combination was96% effective and targets attacked usingJDAMs were damaged or destroyed 87%of the time. The current plan is to buymore than 40,000 JDAM kits from FY01-FY05, with a total program buy of ap-proximately 62,000 kits.

The Miniaturized Munitions Capability(MMC) program is in the Concept Ex-ploration phase with supporting work on-going in the laboratories. Two laboratorytechnology demonstrations being evalu-ated in the MMC program are the SmallSmart Bomb (SSB) and Low Cost Au-tonomous Attack System (LOCAAS).SSB is a 250-pound to 500-pound classpenetrator with GPS/INS and a terminalseeker. LOCAAS is a 95-pound mini-cruise missile with a LADAR seeker, a3-mode warhead, and a miniature turbo-jet engine enabling a 100-km range and30 minutes of search for mobile targets.The objective is to field adverse-weatherprecision munitions that are significantlysmaller in size and provide increasedcombat effectiveness against fixed,relocatable, and mobile targets. This

would enable carrying more weapons persortie and increase sortie effectiveness,key to such aircraft as the B-2, F-22, F-117, and JSF where carriage is limited tothe internal bay for stealth reasons. In-terim results from the on-going Analysis

of Alternatives (AoA) points to the MK-82 (500-pound) JDAM as a near-term lowrisk solution against fixed targets. Withinternal weapons rack modifications, B-2s and B-1s would be able to carry ap-proximately 80 Mk-82 JDAMs per sor-tie, significantly increasing target kills persortie.

Wind Corrected Munitions Dispenser(WCMD) is an INS-guided tail kit thatenables us to accurately deliver dispenserweapons from medium to high altitudes.WCMD tail kit-equipped weapons are ex-pected to be available in late 2000. Wewill buy 40,000 tail kits for integrationwith Sensor Fuzed Weapon (SFW), Com-bined Effects Munition, and the Gatormine dispenser.

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MODERNIZATION

The Sensor Fuzed Weapon, when matedwith a WCMD, will provide a first timecapability to accurately engage armoredtargets from medium to high altitudes.We plan to buy 5,000 SFWs, all of whichwill be mated with the WCMD.

This combination of next generationweapons provides a balanced force struc-ture enabling our warfighting CINCs anunprecedented ability to attack targetswith highly accurate weapons at any timeof the day or night in adverse weatherand survive the hostile environment wellinto the 21st Century.

Information SuperiorityThe capability to collect, process, anddisseminate an uninterrupted informa-tion flow while exploiting or denying theadversary’s ability to do the same, willbe critical to success in future militaryoperations. Integrating Command andControl, Intelligence, Surveillance, andReconnaissance (C2ISR) assets enablesthe Air Force to leverage combat capa-bilities to the maximum extent. Our evo-lutionary modernization plan to supportthe EAF includes upgrades to many sys-tems within the information superioritycore competency.

A robust C2ISR infrastructure is key toproviding an uninterrupted and timelyflow of information. The Air Force hasembarked on a study to analyze end-to-end bandwidth requirements, with thegoal to ensure sufficient funding is pro-grammed to meet warfighter require-ments.

The Aerospace Command and Control,Intelligence, Surveillance and Reconnais-sance Center (AC2ISRC) is the Air Forceorganization tasked to standardize andintegrate Air Force C2 and ISR systemsacross joint and coalition systems andcreate a C2ISR investment plan that meetsfuture challenges. AC2ISRC is workingto rapidly identify, through joint experi-mentation, advanced capabilities to tran-sition to the theater commanders that willenable them to get inside an adversary’soperating cycle and use informationagainst the enemy. AC2ISRC’s key thrustis creating a “reach back” air operationscenter that provides modernized com-mand and control through the GlobalCombat Support System (GCSS-AF) andthe Theater Battle Management CoreSystem (TBMCS) program.

JSTARS and AWACS provide theatercommanders real-time, wide-area surveil-lance of enemy ground and air move-ments. The delivery of three aircraft inFY00 will increase the JSTARS fleet toeight aircraft. In addition, we are devel-oping enhanced JSTARS capabilitiesthrough the Radar Technology InsertionProgram (RTIP), which will significantlyimprove situational awareness and real-time processing of fixed and mobile tar-gets. Air surveillance will also be im-proved when the AWACS fleet achievesinitial operational capability with theRadar System Improvement Program(RSIP) in June 2000. RSIP provides in-creased detection range for low radarcross section targets.

67

The Air Force’s Unmanned Aerial Vehicle(UAV) programs, Predator and GlobalHawk, are maturing rapidly to supportintelligence, surveillance, and reconnais-sance operations. During Operation AL-LIED FORCE in Kosovo, we took real-timevideo imagery from Predator and fusedit with digital terrain data on the groundin Italy to produce highly precise targetcoordinates for our precision- guidedmunitions. These coordinates were thenrelayed to attack aircraft, typically inminutes. The potential for JSTARS-Predator integration was demonstrated bymanually correlating data from both plat-forms—laying the ground work for fu-ture automated correlation and exploita-tion of the data. We also took Predatorbeyond its normal ISR mission and intothe realm of attack operations by equip-ping it with a laser target designator. Al-though the laser designator has not beenused in combat, it has been tested, andhas the capability to allow laser-guidedbombs to be dropped through weather.Air Combat Command is in the processof developing a long-range plan to incor-porate a laser designator into the sensorpackage on all Predators.

The Air Force will continue to exploit thetechnological promise of UAVs and exploretheir potential uses over the full range ofcombat missions. At present, the Air Forcehas committed $80M across the FYDP tosupport the Defense Advanced ResearchProjects Agency (DARPA) Phase II Un-manned Combat Air Vehicle (UCAV) Ad-vanced Technology Demonstration (ATD),which is designed to answer multiple ques-tions regarding the potential application ofUCAVs throughout the spectrum of con-flict, with emphasis on C2ISR feasibility.

Global Hawk is approaching the end ofits Advanced Concept Technology Dem-onstration (ACTD). It is in the user dem-onstration phase and has achieved over27 hours endurance on a single flight,

reached over 66,000 ft. altitude and to-taled nearly 500 hours of flight time. Ithas participated in several joint exercises,including an over-water flight to and fromAlaska and transmitting imagery to ANG,Air Force, Navy and Marine Corps units.Following a Milestone II acquisition de-cision in late 2000, the Air Force will

begin a one-year design update period andproduce two post-ACTD air vehicles.The Global Hawk program will providea cost-effective and useful system to theuser at the earliest possible date throughspiral development of platform, sensors,and other capabilities.

Global Hawk’s first Outside ContinentalUnited States (OCONUS) deploymentwill occur March 2001 when it deploysto Australia under a 50/50 cost-shareagreement with the Australian govern-ment. This will be Global Hawk’s firstopportunity to demonstrate itsinteroperability with a coalition groundexploitation system. Other nations havealso expressed interest in Global Hawkand its capabilities.

C2ISR Modernization

AWACSRSIP

SYSTEM

6 2 3 2 2

Baseline6C+

Baseline7

3 Payloadson Orbit

GBSIOC

IOC

IOC

ACTDComplete

FinalDelivery

FirstDelivery

JSTARSDeliveries

Current FY00 FY01 FY02 FY03 FY04 FY05 Future

Rivet JointUpgrades

DiscovererIIGBS/WidebandAdvancedEHF

Predator

Global Hawk

GPS IIF

Baseline8

FirstLaunch

FirstGapfillerLaunch

TwoGapfillerLaunches

AdvancedWidebandSystem

First LaunchFY06

DemoLaunch

RTIPIOC

68

MODERNIZATION

When Global Hawk begins operationswith Block 5 aircraft in FY03, it will beused to augment the U-2 fleet, enhanc-ing the Air Force’s overall ISR capabili-ties. In the long-term, the Air Force ex-pects to improve Global Hawk payloadcapabilities to the point where it couldfulfill many missions now executed byU-2 and JSTARS.

The U-2 and RC-135 Rivet Joint continueto be the primary DoD aircraft for ISRdata collection to support the joint forcescommander. The Air Force is currentlyupgrading the U-2’s defensive systemcapabilities and synthetic aperture radarto provide near-real-time targeting capa-bility for precision-guided munitions.The first reengined Rivet Joint is under-going flight testing and will provide im-proved battlefield coverage as a result ofhigher altitude and longer loiter times.

Discoverer II is seeding the transforma-tion to global space-based surveillance.The Air Force’s Discoverer II partnershipwith the National Reconnaissance Office(NRO) and DARPA will develop anddemonstrate space-based radar capabili-ties against time-critical moving groundtargets in FY 2005. Discoverer II is atwo-satellite R&D program that will dem-onstrate affordable satellite manufactur-ing by leveraging commercial processes,

provide key enabling technologies foradvanced radar payloads, and show theoperational benefit of the deep-look, con-tinuous, broad-area coverage space pro-vides against an adversary’s ground mov-ing targets. Satellite design trade studiesare ongoing by three competing contrac-tor teams: Lockheed-Martin; TRW andSpectrum Astro; and Northrop-Grummanand Raytheon. Each team has success-fully completed initial hardware tests forcompeting radar payload designs.

As the developer and operator of the Glo-bal Positioning System (GPS), the AirForce provides the world continuous po-sition, velocity, and timing data in allweather, to an unlimited number of us-ers, free of charge. For the Jointwarfighter, GPS navigation informationis being integrated into nearly all facetsof the modern battlefield. The Air Forceis modernizing GPS systems and field-ing GPS navigation warfare upgrades thatwill ensure continued U.S. and alliedmilitary access to GPS while preventingadversarial use and preserving civil useoutside of an area of operations.

Modernization also includes transitioningthe ground control segment from a legacysystem to a distributed architecture thatwill facilitate full utilization of the in-creased capabilities being incorporatedinto the next generation of space vehicles.In order to address the evolving and ex-panding threats to GPS, the FY01 bud-get provides funding for the addition ofa new military code and a high power spotbeam on future satellites. The FY01 bud-get request expands the program from lastyear, providing additional power to mili-tary users in a region of conflict and pro-viding military and civil signals on ear-lier satellites. This modernizationprogram provides the warfighter with sig-nificant increases in protection of mili-tary GPS signals from intentional and un-intentional interference, beginning with

69

initial deployment of satellites and receiv-ers equipped to process new military sig-nals in the last half of this decade andgrowing to provide a worldwide robustsystem about 10 years later. Once field-ing of the new equipment is complete, wewill have a secure worldwide navigationand timing source for all our weapon sys-tems, augmented by higher power signalsin one or more theaters of operation si-multaneously as required by senior uni-fied commanders.

MILSATCOM systems, notably the De-fense Satellite Communications System(DSCS) and Milstar, continually supportcontingency and current operations.These systems place powerful commu-nication tools in the hands of battlefieldcommanders and warfighters around theworld, enabling information reachback toCONUS, continuity with the NationalCommand Authority, and intra-theatercommunications. Global Broadcast Ser-vice will replace DSCS. Advanced Ex-tremely High Frequency (EHF) will re-place Milstar in FY06.

Rapid Global MobilityModernization of the Air Force’s mobil-ity assets is integral to the daily execu-tion of our National Security Strategy(NSS) and is integral to supporting theEAF concept. Acquisition of the C-17Globemaster III through 2005 remains theflagship of airlift modernization. The C-17 will replace the C-141 Starlifter force.The Air Force has fielded 57 C-17s andkey mobility studies could result in addi-tional buys beyond the currently plannedforce of 135. The Mobility RequirementsStudy FY05 (MRS-05), an update to the1995 Mobility Requirements Study/Bot-tom-Up Review Update, will determinethe ultimate mix of end-to-end mobilityassets. MRS-05 results are scheduled tobe released in spring 2000. Using MRS-

05 data, Air Mobility Command’s Over-size and Outsize Analysis of Alternativeswill determine the most cost-effectivestrategic airlift fleet mix to achieve ourNational Military Strategy from variouspostures of engagement. The TankerRequirements Study for FY05, baselined

from MRS-05, will determine the num-ber of tankers needed to carry out theNSS.

The C-130 Avionics Modernization Pro-gram (AMP) and procurement of the C-130J will consolidate 20 C-130 aircraftconfigurations into two supportable con-figurations. AMP will install a state-of-the-art avionics suite to increase reliabil-ity, maintainability and sustainability ofthe C-130 fleet well into future, and elimi-nate the navigator and simplify trainingand operational employment. The pro-gram will make the aircraft Global AirTraffic Management (GATM) compliantand meet identified navigation and safetymandates.

The Air Force plans to procure the C-130Jto replace its oldest 1960’s vintage C-130Es. The C-130J will provide in-creased range, performance, and cargocapacity over the current C-130E/Hs. TheAir Force Reserve and Air NationalGuard C-130 fleet will undergo an exten-

70

MODERNIZATION

sive AMP that will be followed by a struc-tural, engines, and environmental im-provement program. The tactical airliftmission will continue its modernizationtransformation with the addition of C-130Js. Four C-130Js are being deliveredto Reserve units this year while severalmore are on contract for future delivery.

The Air Force has begun a Large AircraftInfrared Countermeasures (LAIRCM)initiative to counter increasingly prolificMan-Portable Air Defense Systems(MANPADS). LAIRCM will use state-

of-the-art technology to provide activedefenses for airlift- and tanker-sized air-craft against widely deployed shoulder-launched surface-to-air missiles.LAIRCM will build on existing systemsdesigned for helicopters and small fixed-wing aircraft. It will add new missilewarning and tracking systems to locateand direct the laser at an incoming mis-sile. The laser will jam the missile, driv-ing it away from its target. Operationalcapability is expected on the first C-17sin FY03, with C-130s receiving LAIRCMbeginning in FY04. Additional airlift andtanker aircraft will be outfitted with thissystem later in the FYDP.

Equipping a limited number of aircraftwith LAIRCM gives the Air Force an ini-tial capability to support a small-scalecontingency or other missions that requirethis additional IR missile protection. Amajor advantage of LAIRCM over tradi-tional IR countermeasures is the abilityto counter an incoming IR missile with-out deploying self-protection flares ascurrently used. This greatly reduces thecomplicated logistics and political sensi-tivities associated with the use of flares.

Whether employing on-scene AerospaceExpeditionary Wings or deploying con-tingency forces in response to a crisis,mobility assets make the difference inspeed and stamina. Procurement of the60,000-pound capacity (60K) Tunner air-craft loader and Next Generation SmallLoader (NGSL) will replace aging equip-ment and significantly increase through-put and our ability to rapidly offloadcargo from both military and commer-cial aircraft. We are moving forward withthe application of space assets to enhancemobility operations via “In-Transit Vis-ibility,” a satellite linked worldwide iden-tification and tracking system.

KC-135 Pacer CRAG (Compass, Radar,and Global Positioning System) upgradesare replacing 1950’s technology compassand radar systems. Pacer CRAG elimi-nates the navigator on most missions,improves operational capability and re-duces maintenance-related costs. TheKC-135 is also being upgraded withTCAS (Traffic Alert and Collision Avoid-ance System) and TAWS (Terrain Avoid-ance Warning System), systems vital intoday’s crowded skies. Pacer CRAGserves as the foundation for the GlobalAir Traffic Management (GATM) modi-fication, ensuring unrestricted access toglobal airspace and will meet FAA andICAO requirements.

Mobility Upgrades Timeline

R&D Delivery

Currentpg

GATMGANS C-141

C-17

Avionics C-130E/HC-5 AMP

LAIRCMon C-17

LAIRCMon C-130

C-17 C-5 AMPC-130 AMPLAIRCM

Engine C-5 HPTC-17

C-17 1210 14 15 15119 5 2 3

C-130

C-130AMP

C-5RERP

C-5RERP

C-130J

FY00 FY01 FY02C-17

FY03

KC-10KC-135

C-5FY04 Future

Aircraft

MaterialHandlingEquipment

TunnerLoader

NGSL

38 38 51 48 20

IOC

/

71

C-5 Galaxy modernization continues tobe a top mobility airlift priority to im-prove our global rapid response and de-livery of outsize and oversize cargo. Im-proving C-5 reliability, maintainability,and availability while reducing operatingcosts are the cornerstone objectives toimproving fleet capability. The Air Forcehas in place a multiphase modernizationplan for the C-5. It includes an ongoinghigh-pressure turbine upgrade to the en-gines, an avionics modernization programto comply with new GATM requirementsof the 21st Century, and a reliability en-hancement and re-engining program.

Our procurement of the full complementof required C-17s and CV-22s; aggres-sive C-5, C-130, and KC-135 moderniza-tion programs; procurement of newground handling equipment; and globalaccess, navigation, safety, and avionicsupgrades to the entire mobility fleet willensure Global Reach well into the 21stCentury.

Likewise, the Evolved Expendable LaunchVehicle (EELV) will provide the Nationrapid access to space. EELV will institu-tionalize payload processing with a fleet-wide standard payload interface specifica-tion and standard launch pads. Key benefitsinclude 24-month payload to booster buildintegration timelines (reduction of 50%over today’s systems) and common matingprocedures. EELV standard launch padsand pad operations will reduce on-pad cycletime to 1-9 days versus 60-180 days forcurrent launch systems.

Boeing will develop a Delta IV family oflaunchers around a common core boosterwhich will be powered by a new Boeing/Rocketdyne liquid hydrogen/liquid oxy-gen RS-68 engine. This 650,000-poundthrust engine is the first new liquid pro-pulsion engine developed in the U.S.since Rocketdyne developed the spaceshuttle main engine in the early 1970s.

Lockheed Martin’s family of launchersis also developed around a common core,which will be powered by theEnergomash RD-180 liquid oxygen/kero-sene engine. This 860,000-pound thrustengine is derived from the RD-170 en-gine currently used in the Russian space

programs. The RD-180 is the world’shighest specific thrust liquid oxygen/kerosene engine. It is reliable, demon-strated, and currently ready for its firstlaunch of a commercial payload in aLockheed Atlas III. To ensure a foreignsupplier cannot deny the U.S. access tospace, it is DoD policy that former So-viet Union propulsion systems must beconverted to U.S. production prior to usefor national security missions. The useof the Energomash RD-180 engine lever-ages Russian investment in developingover 50 new engines in the past 40 years,transfers unique Russian technology toU.S. manufactures, and provides a pathfor cooperative ventures between Russiaand the United States.

Agile Combat SupportThrough Agile Combat Support (ACS),the logistics and combat support commu-nities create, deploy, sustain, and protectpersonnel, assets, and capabilities across

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MODERNIZATION

the spectrum of operations. A strong androbust ACS is key to the success of theEAF concept and supports the Air Forcecore competency of Rapid Global Mo-bility. Effective beddown support andsustainment allow deploying forces todownsize the amount of equipment tostart up and sustain base operations. Thisreduced deployment footprint lowers theneed for prepositioned assets and airliftrequirements.

To meet these needs, the Air Force is re-vamping its combat support systems inmany areas. Time-definite delivery pro-vides users with reliable, predictable de-livery of mission-critical parts and re-duces inventory investments. Reachbackprovides ready access to rear or U.S.based organizations for support, reduc-ing the deployment footprint, and savingassociated costs. Logistics Command

and Control (C2) and other logistics de-cision support tools leverage informationtechnology, improve base support plan-ning, and enhance tailoring deploymentpackages for specific locations and sce-narios. Global Combat Support System-Air Force (GCSS-AF) is a key enabler ofACS and provides a framework for inte-grating our critical combat support infor-mation systems and processes acrossfunctional areas. It will provide thewarfighter and supporting elements withtimely, accurate, and trusted ACS infor-mation to execute the full spectrum ofmilitary operations. Leading edge tech-nologies, such as Survey Tool for Em-ployment Planning, will continue to en-hance ACS in the future.

Science and TechnologyThe Air Force is committed to a strongscience and technology (S&T) programthat will enable a fully integrated aero-space force to meet the challenges of the21st Century. The Air Force S&T invest-ment strategy has been focused througha series of six integrated technologythrusts–Space Superiority, InformationDominance, Agile Combat Support, Air-craft Sustainment, Training forWarfighting, and Precision Strike–thatdirectly correlate to and will fully enablethe Air Force’s six core competencies.These six integrated technology thrustsare multidisciplinary and are distributedacross the majority of the ten technologyareas in which the Air Force invests. Theportion of the Air Force S&T budget re-lating to space will be doubled by FY05relative to FY99, in recognition of thegrowing importance of space to all fac-ets of Air Force operations. Topline fund-ing for Air Force S&T has improved overlast year’s President’s Budget request.The additional funding has, for the mostpart, gone into two areas: Basic Research(Budget Activity 1) and Propulsion. In-

AF Science and Technologyis Strong Across Key Areas

BUDGET ACTIVITY (BA)

AIR FORCE S&T FY01 TOTAL BUDGET$1.291 Billion

TECHNOLOGY AREAS

38%$495M

16%$206M

46%$590M

16%BASIC RESEARCH

$206M

6%AIR VEHICLES

$75M5%

DIRECTED ENERGY

$70M7%Human

Effectiveness

$95M

1%Dual Use

$10M

7%INFORMATION

$95M

9%MATERIALS

&MFG$109M

5%MUNITIONS

$68M

16%PROPULSION

$204M

9%DII / SBL

$117M

(BA)6.3

(BA)6.1

(BA)6.2

11%SENSORS

$136M

8%SPACE VEHICLES

$104M

73

deed, one result of the changes has beento make Propulsion (i.e., air- and space-related propulsion technologies) thesingle largest investment area in Air ForceS&T (approximately 16% of the total.)Moreover, special emphasis is beingplaced on technologies that will makeboth current and future weapon systems“lighter, leaner, and more lethal,” therebydirectly supporting the ExpeditionaryAerospace Force concept. Also, detailedplanning efforts have been completed thatidentify high payoff investments in di-rected energy technologies for the fullspectrum of operations.

In recognition of the importance of anagile, highly competent workforce to ourfuture success, the Air Force ResearchLaboratory (AFRL) has instituted majorpersonnel initiatives under the LaboratoryDemonstration Program. Additionally,AFRL is now building new collaborativearrangements with universities and indus-tries under the auspices of the S&TWorkforce for the 21st Century (STW-21) Study. This government-operated,collaborator-assisted approach will con-sist of a team of career civil servants,military scientists, and engineers, and col-laborators from the top academic and in-dustrial research groups and FederallyFunded Research and Development Cen-ters (FFRDCs). The objective is to en-gage a small number of non-governmentcollaborators with high national repute toaugment the AFRL’s on-site governmenttechnical workforce.

Several new civilian personnel initiativesare also being explored under STW-21that should enhance AFRL’s ability to at-tract the best and brightest cadre of civil-ian scientists and engineers. A contingentappointment authority would provide theability to immediately hire civilian sci-entists and engineers for up to 5 years(with a 1-year extension). A second ini-tiative allows appointment of up to 50

eminent civilian scientists and engineersfor up to 4 years (with an option to ex-tend 2 years) at salaries up to Level 1 ofthe Executive Schedule. Another initia-tive we pursued is high-grade relief to al-low AFRL to manage grade/salary levels

without artificial constraints. FY00 leg-islation has already provided AFRL withthis exemption, and we thank Congressfor this relief.

Through a carefully balanced investmentportfolio of basic research, applied re-search, and advanced technology devel-opment, the AF S&T program will bothprotect the future and transition focusedtechnologies to current and plannedweapon systems to improve their perfor-mance, supportability, and affordability.

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INFRASTRUCTURE

The end result is the assurance ourwarfighters will have the tools they needto remain technologically superior in thenew millennium.

Acquisition ReformThe criticality of the revolution in busi-ness affairs demands our commitment tocontinuous acquisition reform. We havetaken major steps toward commercial off-the-shelf solutions, migration from mili-tary specifications to commercial stan-dards, and increased commitment to co-

operative development programs. We areinstitutionalizing acquisition reform ini-tiatives such as Cost As an IndependentVariable (CAIV), and Reduction of TotalOwnership Cost (R-TOC) to improveaffordability. Our R-TOC program es-tablishes a comprehensive, long-term,cradle to grave process for Air Force costreductions.

We will continue to look for new areas inwhich we can improve our ability to de-liver systems and capabilities faster and

smarter. Promising areas include the in-tegration of the requirements and acqui-sition processes, cycle-time reduction ini-tiatives, contractor incentive programs,evolutionary acquisition guidance, com-mercial services, streamlining of themodification management process, andfurther improvements in electronic busi-ness/electronic commerce with such ini-tiatives as the Automated Business Ser-vices System and Electronic PostingSystem.

The Air Force FY01 Modernization Pro-gram is a balanced approach to securingthe required capabilities for Joint Vision2010 and the Expeditionary AerospaceForce. We are upgrading existing equip-ment that is still viable and procuringrevolutionary new weapon systems wherethey are needed.

InfrastructureCombat support provides the foundationthat enables global engagement and is alinchpin that ties together Air Force corecompetencies. It includes those actionstaken to create, deploy, employ, generate,sustain, maintain, protect, and redeployaerospace personnel, assets, and capabili-ties through all peacetime and wartimemilitary operations. The fundamentalmission for infrastructure incorporates theunique contributions and capabilities ofaerospace power: speed, flexibility, ver-satility, and global reach. It is a collec-tion of physical elements, such as squad-ron operations buildings, and processes,such as the military personnel flight op-erations. Infrastructure supports opera-tions across the spectrum of conflict inboth garrison and expeditionary environ-ments. Some infrastructure areas of con-cern are mission and base property re-lated. Some areas of advancement are inflight ranges, environment, and space in-frastructure.

Reduction of Total Ownership Costs

00FY 01 02 03 04 05 06 07 08 09

$100 $200 $300 $400 $500 $600 $700 $800 Million

Planned Investment

Projected Savings

75

Mission RelatedInfrastructureGetting our forces there safely and readyto fight has become more crucial than everin the rapid response environment we nowlive in. Our en route petroleum infrastruc-ture equipment and reserves stand readyto support airlift operations worldwide.However, antiquated fuel systems are amajor impediment to air mobility andtheir timely support to the warfighter. Asthe airlift fleet modernizes, these old fuelsystems will be the number one reasonwhy we cannot meet the theater CINC’sdelivery schedule of combat troops andequipment. Especially hard-hit is the Pa-cific theater which suffers from a 50-year-old system that constantly fights corro-sion in the humidity of the tropics. Wehave Defense Logistics Agency (DLA)Military Construction (MILCON)projects valued at $275M from FY01through FY05 to both upgrade and in-crease that support. Other en route infra-structure has experienced a severe fund-ing shortfall over the past decade. An airmobility survey team identified over $1Bof en route infrastructure deficiencies.Inadequate infrastructure has a drasticnegative effect on cargo throughput sup-porting geographical CINCs. Worldwideair mobility en route system infrastruc-ture has downsized and is deteriorating.In 1992 we supported 40 locations — to-day we support just 12. The Air Forceneeds continued strong congressionalfunding support for mission related in-frastructure, most notably in the Europeanand Pacific theaters. Host-nation fund-ing helps; however, that support can belimited and/or unpredictable. In addition,because today’s changing strategic envi-ronment will involve the Air Force in nu-merous contingencies in unpredictable lo-cations, access agreements to strategiclocations are becoming more critical. TheAir Force is working very hard to ensure

continued access to these “gateways”which allow air power to be applied any-where in the world, anytime, while wehave reduced the U.S. footprint abroad.Significantly increased infrastructure in-vestment and access agreements will bekey as the Air Force continues to main-tain global power projection across thespectrum of conflict.

Military Construction andReal PropertyMaintenanceIn the competition for funds, militaryconstruction (MILCON), and real prop-erty maintenance (RPM) often lose outto more pressing requirements. In addi-tion, funding available for MILCON andRPM could be better spent if the Air Forcebase infrastructure were properly sizedfor the force structure it supports.

In the past decade, reductions in Air Forcemanpower and force structure have out-paced those in infrastructure. As a result,the Service is spending scarce resourceson unneeded facilities, spreading its air-men too thin, and struggling to maintainreadiness and its modernization program.The need to fund higher priority programs

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INFRASTRUCTURE

has caused the Air Force to invest less inbase operating support, real propertymaintenance, family housing, andMILCON than it otherwise would have.For FY01 our MILCON request is ap-proximately one-third of our validatedneed. To enhance readiness the Air Forcemust be allowed to reduce its base struc-ture. Consequently, the Air Force fullysupports Defense Secretary Cohen’s pro-posal for two additional BRAC rounds.

The FY01 Air Force MILCON budget re-quest is $596 million, which funds the AirForce’s highest priority MILCONprojects. Congressional support for thisbudget request is appreciated, especiallyfor overseas infrastructure. Host nationsupport alone is insufficient to preservethe infrastructure and quality of life ini-tiatives in Europe, the Pacific, and else-where. The emergency funding the Con-gress provided in FY99 for overseasMILCON projects was much needed. If

the Congress decides to provide the AirForce additional MILCON funding, con-sideration should be given to overseasMILCON projects to address readinessand quality of life requirements for ourairmen on the front lines.

RPM is funded at a minimum sustainmentlevel intended to accomplish only the day-to-day maintenance required to sustainreal property facilities and infrastructure.It does not provide the resources neces-sary to reduce the backlog of repair andmaintenance. As a result, our backlog ofrepair and minor construction is over $4Band will continue to grow.

Ranges and EnvironmentMaintaining continued access to Air Forceland, ranges, and airspace is vital to sus-taining mission readiness. The Air Forcerecognizes the need to balance its test, train-ing, and readiness requirements with re-sponsible environmental stewardship. Overtwo-thirds of Federal lands are accessiblefor various public uses. The Service ac-tively participates in collaborative processesand regulatory partnering initiatives that en-hance our military operations, address pub-lic interests in compatible uses (such ashunting, grazing, etc.), and safeguard thenatural and cultural resources on our testand training ranges. This year we startedconstruction of a new training range inIdaho which will significantly enhance lo-cal training for our Air Expeditionary Wingat Mountain Home AFB. The success ofthis range initiative was the result of exten-sive cooperation between the Air Force andState and Federal agencies, dialogue withNative Americans, active public involve-ment, and strong Congressional support.We were able to find common groundwhich allowed us to not only enhance ouroperations but also end 10 years of conflictand enter a new era of cooperation.

Additionally, this year Congress renewedthe withdrawal of public lands which com-prise the Barry M. Goldwater Range in AZand the Nellis Air Force Range in NV.These two ranges have been used to trainAmerica’s airmen since World War

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II and represent over 60% of all Air Forcelands. The Service worked closely with theDepartment of the Interior, State agencies,interested citizens in both states, and theCongressional delegations for over fiveyears. The extension of the withdrawal ofthe Nellis Range for 20 years and theGoldwater Range for 25 years will assurethe Service the stability it needs to addressits test and training needs for the future andto implement successful resource manage-ment and public interaction programs nec-essary for long term sustainment of thesetwo vital ranges.

We continue to look at our training airspaceand ranges to provide the Service the op-erational flexibility, efficiency, and realismwe need to continuously enhance our readi-ness and still minimize, to the extent pos-sible, the impacts associated with our test-ing and training. Currently, we have aproposal to consolidate some of our bombertraining infrastructure and rearrange someexisting airspace closer to our bomber unitsin Texas and Louisiana. This proposal willallow our bomber crews to convert the timethey currently spend flying to remote rangesinto effective and efficient integrated train-ing. We are committed to working with allstakeholders to improve training capabil-ity for our bomber crews while addressingcitizen concerns to the maximum extentpossible. The Service is committed to pru-dent integrated range and airspace manage-ment to sustain operations, sustain the en-vironment, and sustain community support.

Similar to its commitment to protectrangelands, the Service promotes pollu-tion prevention programs to help reduceor eliminate existing and future environ-mental compliance burden. Where pastpractices have disturbed the environment,the Air Force is now more focused on pol-lution prevention, and also continues toimplement clean-up programs and makeprogress towards clean-up completion.

Space LaunchInfrastructureAssured access to space is vital to U.S.national security and important to oureconomic well be-ing. Mission suc-cess will be en-hanced throughthe Air Force’sEvolved Expend-able Launch Ve-hicle (EELV) andspacelift rangemodernization pro-grams.

The introduction ofEELV system willprovide modern-ized launch andprocessing facili-ties which will im-prove on-pad pro-cessing time frommonths to days.The Air Force haspartnered with in-dustry to develop anational launch ca-pability that satis-fies governmentrequirements,re-duces the cost of space launch by 25%,and improves operability. This equatesto a $5 to $10B savings through 2020.EELV will reduce on-pad processingtime, due in part to the standard configu-ration of each booster. Launch operationstimes are reduced through the use of anew standard payload interface, standardlaunch pads, common components acrosseach family of launch vehicles, and off-pad payload processing (to include en-capsulating the payload off-pad.) The re-duction in processing time will free uprange resources, launch property and ser-vices currently occupied by tasks unique

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INFRASTRUCTURE

to each booster configuration, therebyrealizing efficiencies to effectively in-crease spacelift range capacity.

The Air Force’s innovative contract forEELV launch services will develop thelaunch vehicles and associated launchinfrastructure to support commerciallaunches beginning in FY01 and nationaldefense launches beginning in FY02.This acquisition approach should enableU.S. commercial launch service provid-ers to become more competitive, not onlyfrom a cost position, but also from ve-hicle availability and flexibility stand-points.

The Eastern and Western SpaceliftRanges, headquartered at Patrick AFB,FL and Vandenberg AFB, CA, respec-tively, provide tracking, telemetry, com-munications, flight analysis, and othercapabilities necessary to conduct DoD,civil, and commercial spacelift operationsand DoD ballistic missile test launches.Much of the range infrastructure is out-dated, inefficient, unreliable, and costlyto operate and maintain. To better sup-port the evolving spacelift mission, theAF has undertaken a phased moderniza-tion program, emphasizing standardiza-tion and automation of the ranges, to pro-duce a Spacelift Range System (SLRS).Key objectives include reducingreconfiguration times from days to hoursand reducing operations and maintenancecosts by 20%.

Over the past year, the Air Force has spon-sored numerous meetings with industry,NASA, FAA, and other interested federal,state and local agencies to ensure that weunderstand the needs of the civilian spaceindustry. We will continue to work inpartnership with industry and civilianagencies as we modernize our ranges forthe future.

ConclusionAmerica is an aerospace nation. Its aero-space forces are the military instrumentsof choice for rapid, tailored, and effec-tive response for a wide range of contin-gencies. Air Force strengths — qualitypeople, Total Force participation, expe-ditionary capabilities, and advanced tech-nology systems — allow us to offer mili-tary options that meet national objectives,save American lives, and conserve re-sources in crisis or conflict. We are acombat-proven, mission-focused, deci-sive fighting force for America.

In this millennium, we are faced with newchallenges and critical choices. Limitedresources and the increased likelihood ofencountering non-traditional threats willrequire us to reassess our program andmake minor adjustments as required.However, steady and unchanged are ourcommitments to combat readiness, ourpeople, and providing this nation thoseaerospace tools required to meetAmerica’s interests around the world. Weare organized to win, preparing for thefuture, and committed to the securityneeds of the nation.

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