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U.S. Air Force Posture Statement 2005 

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The Secretary of the Air Force, Chief of Staff, United States Air Force, 
Washington, DC 

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rtu DArTRC! PtnQDrYNTQTm U DUDCHM 

a. REPORT b. ABSTRACT c. THIS PAGE jjjj 

unclassified unclassified unclassified 

23 


Standard Form 298 (Rev. 8-98) 

Prescribed by ANSI Std Z39-18 





THE SECRETARY OF THE AIR FO«CE 
CHIEF OF STAFF, UNITED STATES AIR FORCE 
WttSMINCTnN nc 



USAF Mission 

To Defend the United States and Protect its Interests 
Through Air & Space Power 




I hiring ibv Usi decade the Unstod Scales Air Force- transformed In a mndutar 
expeditionary force of ?cji Air Exp&dii[otwy Fcwee p;Lt:k:Lgj£y pnovidmg agile air and space 
pcn i ^r iliaL Hus proven sjuccesslul across the spectrum of operations- from No-Fty Zlicio 
operarLDOE to the Global Warm rajroflsm, W* will toncirrue transforming Lo meel Lke 

of-3 dynamic ^orLd by rebalancing the Force and realigning our sLfucium intn a 
FiiLiu-c TolaL Force =ha1 meets increased demands FurpcnnKLmL inrelligenc-Vi. rapid mobility, and 
peecisioik strike opahi lilies- These rotfuircmen^s-baEcd capabi licirs. derived From our CoiKeptn 
oJ Operation, aro the necessary capabilities for jnim and ctonh-.nvd foroe operations; and 
repPSKflt d iu unde* iLvailabk Iwiwccn and among service components to deliver Lhe right 
effects to combatant commanders. 

We are re-balancing the Force by prudently ehiinipn^oLLT accession goals and reading 
maripnwor Tii y^rsCressed career iields to bcICer balance our Airmen skill sets to geL us In out 
authorized end strength. Wc will sale advantage of nur foul Force tSpcrlisc by more closely 
nl^ni-ngour A-vliv-e Duty, Air National Guard, and Air Force Reserve-units into- associate ueiilk 
Lo enhance our overall capability. Wo will iratsfbrm <vui c<mimartd und conirol structure by 
establishing new Wirfighcing lleadqnurterav positioned globally, to provide Combatant 
Commanders the mo=-1 e rfccLivc means to commajd and cmilrt>l air and space forces. The 
efficiencies, niaSi^-tad wdl Mp ensure thv air dominance required for U.3. global opcraLicmal 
access, But reorganization is just one effort used to adapt and enhance nur force 

Recapitalization and modernization of our aging weapon systems lu* L uisg investments 
in science ajki teelmobgy are eru^i^t if wc arc lo realize improvements in close air support, 
long-range slrihe, und operationally responsive space. Likewise, changes Ln iha tnuliliOTlflJ 
methods of deterrence will require nv^ tapubililies to transform lhe current Triad of 
intercom menial and sea-launched ballistic missiles, and bomber alncmft inti) a New L“riwl ii 
diveysi portfolio of non-nijclaer and ntuek&r -.virile cupttbildies ,r and active and passive 
defenses- While wc remain engaged in contingency operations and homeland defend 
missions, wc look to the fullire w-hyre ^mplelely networked,. bormminLly integrated; operations 
T^-ill lead to complete domination of the global commons of air, space, and cyberspace 

Our 2O0S Posture Statement reflects our good stewardship to manage, inainluin.. and 
dcvrdGf* an irreplaccahlt defers resource America's Air Tone. It it our vision for the 
future - a liilnre in which the worfiTs fincsL Airmen, together with our aisrer Servii^s, will 
remain effectively decisive in efrrfibfld CO aitain victory. 



kflm E h rjiimnir 

/G^ncralLpSAF 

Chief of Scuff 


HB.’S’.ukr. 

Peter B. Tc-cfcs 


Ac drag Swetary ufihv Arr Force 


USAF Vision 

Global Vigilance, Reach , and Power 




Table of Contents 

INTRODUCTION. 6 

AIR AND SPACE POWER TODAY... 8 

Global War on Terrorism. 8 

Operations IRAQI FREEDOM 

and ENDURING FREEDOM ... 8 

Operation NOBLE EAGLE 

and HOMELAND DEFENSE ... 10 

Other Contingency Operations. 10 

Air and Space Expeditionary Force . 11 

New TRIAD. 12 

World-wide Force Protection 

Challenges. 12 

AIR AND SPACE POWER, 

TOMORROW THROUGH THE FYDP 13 

Base Realignment And Closure 2005 13 

Developing Airmen. 13 

Technology-to-Warfighting. 22 

Integrating Operations. 30 

SHAPING TOMORROW’S 

AIR AND SPACE POWER. 33 

Future Total Force. 33 

Science And Technology. 34 

Command, Control, Communications, 
Intelligence, Surveillance, and 

Reconnaissance. 35 

Warfighting Headquarters. 36 

Joint Warfighting Space. 37 

Improving Close Air Support and 

Battlefield Airmen. 37 

Long-Range Strike. 39 

Special Operations Forces. 39 

SUMMARY - ON COURSE 

FOR THE FUTURE. 40 






















6 



Today’s security environment is characterized 
by change and ambiguity. The future will 
include a variety of challenges, including the 
risk of catastrophic attacks on the homeland, 
and the possibility of disruptive technological 
breakthroughs by our adversaries. The number 
and character of potential U.S. adversaries is 
growing and changing, as states and non-state 
actors acquire advanced technology and even 
weapons of mass destruction. We can foresee the 
near-term threats posed by ballistic and cruise 
missiles; chemical, biological, radiological, and 
nuclear weapons; advanced double-digit surface- 
to-air missiles; and sophisticated combat aircraft. 
We should also anticipate computer network 
attacks and attacks on other critical infrastructure, 
including space networks. Not only must we be 
prepared to confront these known threats, but we 
also must be ready for unexpected, disruptive 
breakthroughs in technology that may undercut 
traditional U.S. advantages. Maintaining a strong 
defense able to overcome and defeat these threats 
remains an imperative for our nation. Currently, 
the Air Force can command the global commons 
of air and space, and significantly influence the 
global commons of sea and cyberspace; however, 
we cannot maintain this advantage using 


yesterday’s technology in the systems and air 
and space vehicles of our current force structure. 
Recapitalizing our aging systems is our number 
one challenge. 

We are steadfastly meeting these challenges head 
on. With capabilities-based planning; investments 
in modernization, science and technology; Airmen 
development; and a focus on integration, we will 
transform into a more lethal force. 

We are working with equal intensity to increase 
the integration and effectiveness of the joint and 
interagency team. The Air Force is responsible 
for several missions essential to the successful 
prosecution of any joint expeditionary operation: 
we provide the persistent intelligence and 
communications networks that deliver decision- 
quality information to the joint force commander; 
we provide global mobility in the airlift and 
tanker forces that move people and equipment 
anywhere on the planet; and we provide rapid 
strike by employing an umbrella of kinetic and 
non-kinetic strike capabilities to deliver precise, 
tailored effects. 

For America to hold its military advantage, the 
Air Force must continue to improve its vital 
national capabilities. This means anticipating 
the battlespace effects required in the future; 
we must begin today to create the force we will 
need tomorrow. The Air Force must adapt for the 
future without degrading its ability to conduct 
operations now and in the near term. At the same 
time, we must recognize fiscal constraints and 
remain a responsible custodian of the taxpayers’ 
dollar. We have developed a long-range plan to 
allocate resources, balance risks, and shape the 
force to protect our nation - a comprehensive 
Future Total Force (FTF). 

Within FTF, we are restructuring our organiza¬ 
tions for the decades ahead. The organizational 
concept within FTF leverages the strengths of 
all three components (Active Duty, Air Force 
Reserve, and Air National Guard), as well as 
anticipated advances in technology, to create the 
effects needed in tomorrow’s battlespace. FTF 
encompasses all domains: space, air, ground, and 
information. Most importantly, it capitalizes on 
our most potent, flexible resource: our Airmen. 


Our Airmen are a vital national resource. A key 
element in their development is continuing to 
adapt the force structure to support expeditionary 
operations. We face the paradox of suffering 
shortfalls in certain high-demand career fields 
while exceeding our overall congressionally 
authorized end strength. Therefore, we have 
enacted several programs to reduce the 
total number of Air Force personnel while 
reinvigorating career fields experiencing 
shortfalls. 

As this century unfolds, technological innova¬ 
tion is accelerating at an unprecedented pace. 
Our challenge is to quickly convert laboratory 
ideas into battlefield effects. This entails 
more than creating new weapon systems; it 
means adopting a developmental culture that is 
inherently agile and responsive, enabling state- 
of-the-art technologies to reach the battlefield in 
real time. Such institutional agility will allow us 
to aggressively divest our legacy systems, field 
the capabilities needed to meet new strategic 
challenges, and integrate operations with those 
of the other Services and our coalition partners. 

Air and space power is an essential component 
of a joint warfighting team and a critical force 
multiplier for our Soldiers, Sailors, and Marines. 
Our paramount responsibility is to provide air 
and space dominance over the battlefield to 
enable the freedom of maneuver necessary for 
the success of joint and coalition operations. 

Whether strengthening the capabilities of Airmen 
on the battlefield; enabling joint service net- 
centric operations; furnishing more airlift and 
aerial refueling capability; or establishing an Air 
Component Coordination Element with ground 
force commanders, the Air Force is committed to 
increasing support to the joint warfighter. The United 
States Air Force makes the whole team better. 


7 










The Global Positioning 
System constellation provides 
information to an unlimited 
number of users anywhere on or 
above the surface of the Earth, 
in any weather 





Balad Air Base, Iraq—the 
C-l 7 is capable of rapid 
strategic delivery of troops 
and cargo to forward bases 



An Air Force crew member 
attends to a wounded 


soldier during a medivac 
mission from Kirkuk, Iraq 


Air and Space Power 
Today 

Even as the Air Force moves forward with the 
Future Total Force, we are engaged around the 
globe. Across many continents and missions in 
air and space, the Air Force is a complete partner 
with our sister Services, inter-agency partners, 
friends, and allies. 

GLOBAL WAR ON 
TERRORISM 

Since the shockwaves of September 11, 2001, 
the Air Force has been integral to conducting 
and enabling joint and coalition operations in 
the Global War on Terrorism (GWOT). Across 
three campaigns. Operation NOBLE EAGLE 
(ONE), Operation ENDURING FREEDOM 
(OEF) and Operation IRAQI FREEDOM (OIF), 
the Air Force capabilities of rapid strike; global 
mobility; and persistent command, control, 
communications, computers, intelligence, sur¬ 
veillance, and reconnaissance (C4ISR) helped 
defend the air sovereignty of North America; 
break Taliban control of Afghanistan; identify, 
target, and destroy al Qaeda terrorist nests in 
Afghanistan; overthrow Saddam Hussein’s 
regime; and conduct reconstruction and counter¬ 
insurgency operations in Iraq. Although the 
threat of terrorist attacks against the United 
States remains, the joint team - strengthened by 
the Air Force - has made substantial progress in 
putting terrorists on the defensive and developing 
the new security partnerships essential for a 
sustained GWOT. 

OPERATIONS 
IRAQI FREEDOM AND 
ENDURING FREEDOM 

The Air Force continues joint operations against 
Taliban remnants and Iraqi insurgents. At the 
close of 2004, we maintained nearly 31,000 
Airmen in the region - including 5,000 Air 
National Guardsmen and 2,500 Air Force 
Reservists - and we were flying 225 sorties a day 
over Iraq and Afghanistan. Having already flown 
more than 250,000 sorties, the Total Force team 
of Active, Guard, and Reserve Airmen continues 


8 


to perform aeromedical evacuation, persistent 
C4ISR from air and space, close air support, 
aerial refueling, and intertheater and intratheater 
airlift, while successfully adapting to the dynamic 
environment of asymmetric warfare. 

While certainly prominent in Major Combat 
Operations, rapid strike has continued to 
enhance joint warfighting during reconstruction 
and stability operations. Strikes against Taliban 
forces and Iraqi insurgents show the enduring 
need for strike capabilities and the capability 
of the Air Force to strike time-sensitive targets 
with minimal collateral damage. The Air Force 
is bolstering this capability with the deployment 
of 500-pound Joint Direct Attack Munitions now 
in theater, development of the Small Diameter 
Bomb, and development of directed energy 
weapons capable of delivering precise and 
tailored effects in adverse environments. 

Not only are Airmen directly overhead in Iraq and 
Afghanistan, but Airmen from as far away as Nevada 
are controlling remotely piloted aircraft critical to 
persistent C4ISR and rapid strike missions. For 
instance, Predator aircraft are able to transmit 
their live video pictures to ground-based targeting 
teams that are equipped with the prototype Remote 
Operations Video Enhanced Receiver (ROVER) 
system. Linking rapid strike and persistent C4ISR 
to forces on the ground, ROVER has been used 
repeatedly to detect, target, and destroy improvised 
explosive devices (IEDs), mortars, rockets, and 
other insurgent activities across the region. 
Bolstering these capabilities are Tactical Airborne 
Reconnaissance System (TARS) equipped F-16s 
flown by deployed Air National Guard units. The 
digital cameras on the TARS pod allow the pilot 
to conduct reconnaissance while simultaneously 
providing close air support. Integrating these two 
missions is the essence of responsive reconnaissance 
and integral to Air Force support to ground forces. 

To help defeat IEDs, the Air Force has fielded 
Specialized Explosive Detection Dogs and 
upgraded three flying platforms that specifically 
focus on detecting and defeating IEDs. In the 
future, we will deploy IED Defeat Field Teams to 
further study where Air Force-unique systems can 
make an impact. 


To ensure uninterrupted sustainment of our 
deployed forces and unhindered global mobility, 
several initiatives are being implemented to enhance 
aircraft protection capabilities, including upgrades 
to existing aircraft defensive systems, accelerated 
installation of new systems, and improvements 
in software and flare dispensing patterns. These 
improvements will increase the capability to detect 
and defeat shoulder-fired missiles being used against 
our mobility aircraft. Recently, these mobility 
assets have been used to reduce the need for ground 
convoys on supply routes in Iraq. Hying above the 
IEDs and ambushes that challenge convoys, the use 
of Air Force airlifters like the C-l30 and C-17 has 
reduced the number of trucks in convoys by nearly 
350 trucks per day. 

Operations in Iraq and Afghanistan also highlight 
the importance of space-based C4ISR capabilities 
to U.S. and coalition forces. These capabilities 
have become integral to effective warfighting opera¬ 
tions and include precision position, navigation and 
timing; secure communications; global weather; 
launch and support operations; persistent world¬ 
wide missile warning; and intelligence gathering. 
OIF and OEF relied on the all-weather precise 
position, navigation, and timing capability provided 
by the Air Force’s Global Positioning System 
(GPS) constellation, satellite communications 
(SATCOM), and timely observations of weather 
and enemy activity. Carrying out time-sensitive 
targeting of Iraqi leadership and other critical 
targets during major combat operations, nearly 40 
percent of all munitions used in OIF were GPS- 
guided and unaffected by the driving sand storms 
and inclement weather. Holding the ultimate 
high ground. Air Force space professionals keep a 
constant vigil over a global battlespace - planning, 
acquiring, maintaining and operating the systems 
that sustain America’s decisive advantage in space. 


9 














F-15 Eagles and their crews 
stand alert in Alaska as 
part of Operation NOBLE 
EAGLE, the defense of 
North American airspace 



OPERATION NOBLE EAGLE 
AND HOMELAND DEFENSE 

The Air Force’s principal Homeland Defense 
mission is Air Defense and preserving the air 
sovereignty of the United States and its territories. 
Since 9/11, more than 37,000 fighter, aerial 
refueling, and airborne early warning sorties have 
been flown in defense of the United States, while 
more than 1,800 air patrols have responded to 
actual incidents and suspicious flight operations. 
A mission that leverages the Air Force Reserve, 
Air National Guard, and Active Duty components, 
the Citizen Airmen of the Air National Guard 
have primary responsibility for providing alert 
aircraft at 17 of 18 sites. 

The Air Force has also worked extensively 
with joint, interagency, and combined or¬ 
ganizations to improve the effectiveness of 
Homeland Defense activities. Exercises like 
DETERMINED PROMISE-04 and UNIFIED 
DEFENSE-04 illustrated how rapid strike, 
persistent C4ISR, and global mobility can 
be seamlessly integrated with other agencies, 
and prove critical to supporting U.S. Northern 
Command and the Department of Homeland 
Security. 

The Civil Air Patrol provides additional capability 
to Northern Command, federal agencies, and 
state and local governments in the Global War on 
Terrorism. Located throughout all 50 states, the 
District of Columbia, and Puerto Rico, the Civil 
Air Patrol leverages the skills and vigilance of 
64,000 non-paid volunteers in more than 1,700 
units to bolster the Nation’s defense. 

OTHER CONTINGENCY 
OPERATIONS 

In addition to operations at home and Southwest 
Asia, the Air Force supported multiple 
other operations around the globe in 2004. 
Complementing our permanent presence in 
Northeast Asia, we bolstered the deterrence of 
North Korea with the continuous deployment of 
six B-52 bomber aircraft to the American territory 
of Guam. The 8,400 Airmen stationed in South 
Korea alongside Soldiers, Sailors, Marines and 
our South Korean allies are critical to regional 


10 


stability, and have maintained the United Nations 
armistice on the Korean peninsula for over 51 
years. 

In the Balkans, Airmen have flown more than 
27,000 sorties in support of Operations JOINT 
FORGE and JOINT GUARDIAN. These NATO- 
led operations combine joint and allied forces to 
implement the Dayton Peace Accords in Bosnia- 
Herzegovina and enforce the Military Technical 
Agreement in Kosovo. At the end of 2004, 
approximately 475 Airmen were supporting 
NATO’s goal of achieving a secure and stable 
environment. 

Since December 1989 and throughout 2004, 
Airmen have been a critical part of the interagency 
fight against illegal drug and narcotics trafficking. 
Deployed along the southern United States, in 
the Caribbean, and Central and South America, 
eight aerostats and five ground-based radars 
provide around-the-clock monitoring of airspace. 
Operating these C4ISR installations. Airmen 
detected, monitored, and provided intercepts 
on hundreds of targets attempting to infiltrate 
U.S. airspace without proper clearance. Along 
with our joint and interagency partners, these 



operations resulted in hundreds of arrests and 
stopped thousands of pounds of contraband from 
being smuggled into the United States. 

Additionally, the Air Force is heavily involved 
in providing humanitarian relief to people in 
need around the globe. Most recently the Air 
Force deployed aircraft and Airmen to assist in 
relief efforts for the Southeast Asian countries 
struck by tsunamis. In the initial days, C-130s 
and KC-135s, flying 21 missions, delivered 
over 120 tons of food, water, medical supplies, 
vehicles, and personnel to assess relief assistance. 
In another region of the world, the Air Force 
provided airlift and logistical support to the 
deployment of African Union peacekeepers to the 
war torn area of Darfur in Sudan. Also, during 
recent elections in Afghanistan, we airdropped 
water and food to remote areas to help ensure a 
secure and smooth voting process. 

Supporting all of these world-wide operations is 
a robust training program that allows our Airmen 
to train like they fight. Competition for scarce 
air, land, and water resources threatens to further 
encroach onto our installations, ranges, and 
airspace - vital national assets for developing 
and testing new weapons, training forces, and 
conducting joint exercises. The Air Force 
supports legislative, regulatory, and management 
initiatives that protect Air Force operational 
capability while sustaining, restoring, and 
modernizing our natural infrastructure. 

AIR AND SPACE 
EXPEDITIONARY FORCE 

The Air and Space Expeditionary Force (AEF) 
is how the Air Force organizes, trains, equips, 
and sustains forces to meet defense strategy 
requirements outlined in the National Military 
Strategy and Strategic Planning Guidance. 
Including the Active Duty, Air Force Reserve, 
and Air National Guard, the Air Force is divided 
into ten AEFs and an enabler force to support 
and sustain global expeditionary operations. 
Each AEF provides a portfolio of effects-based 
capabilities for the Combatant Commander. 
These capabilities are immediately available 
in two AEFs continually postured for rapid 
deployment. The remaining eight AEFs are in 


11 












As part of 
Integrated 
Base Defense, 
a Desert Hawk 
unmanned aerial 
vehicle launches 
to provide 
accurate, real¬ 
time visual 
assessments of 
detected threats 
while Airmen 



various stages of redeployment, rest, training, or 
deployment preparation but could rapidly deploy 
to a combat area if needed. When necessary, the 
full capability of the Total Force can be realized 
by surging the remaining AEFs. 

During 2004, world-wide requirements of OIF, 
OEF, and GWOT placed high demands on our 
Expeditionary Combat Support (ECS) forces, 
long-range bombers, security forces, and other 
units. Due to this increased tempo, selected Air 
Force forces are still deployed at nearly twice the 
numbers that AEF policy defines as “sustainable.” 
To adapt to this new set of circumstances, we 
changed our AEF deployment length from 
90 days to 120 days, and the AEF cycle from 
fifteen months to twenty months. The greater 
deployment length allows greater continuity for 
expeditionary commanders in the field. 

NEW TRIAD 

The National Military Strategy impacts our 
strategic forces as well. The Department of 
Defense’s new defense strategy of employing 
a capabilities- vs. threat-based approach to 
planning led to the ongoing transformation of 
the existing triad of U.S. strategic nuclear forces 
(intercontinental and sea-launched ballistic 
missiles and bomber aircraft) into a New Triad 
composed of a diverse portfolio of systems. 
The elements of the New Triad will contain 
non-nuclear and nuclear “strike capabilities;” 
active and passive defenses; and research and 
development and industrial infrastructure for 
developing, building, and maintaining offensive 
forces and defensive systems. 

WORLD-WIDE FORCE 
PROTECTION CHALLENGES 

The United States faces an array of asymmetric 
threats from terrorists and rogue states 
necessitating a new Force Protection concept of 
Integrated Base Defense. The new concept draws 
from recent lessons learned and defines a Force 
Protection role for every Airman as a defender of 
bases and critical assets. We are also developing a 
wide range of offensive and defensive capabilities 
to include new ground sensors, unmanned 


aerospace sensors, a common operating picture, 
and a command and control suite that links 
these sensors to remotely-operated weapons and 
robotic systems. Non-lethal weapon systems 
have the potential for bringing a revolutionary 
set of capabilities to commanders. 

Countering and defending against chemical, 
biological, radiological, nuclear, and high-yield 
explosive (CBRNE) weapons is another element 
of Force Protection and Integrated Base Defense. 
To prevent adversary acquisition or development 
of these weapons, neutralize their capabilities, and 
restore essential operations and services after an 
attack, we are implementing a Counter-CBRNE 
Master Plan. This will improve our ability to 
meet operational needs, while maximizing joint 
cooperation and leveraging existing institutions 
and capabilities. 

Air and Space 
Tomorrow Through 
the FYDP 

(FUTURE YEARS DEFENSE PLAN) 

BASE REALIGNMENT AND 
CLOSURE 2005 

Base Realignment and Closure (BRAC) 2005 is 
the primary means by which the Air Force will 
optimize current infrastructure to enhance both 
warfighting capability and efficiency for the 
future. Taking a comprehensive, 20-year view, 
BRAC 2005 will allow the Air Force to realign 
the posture of our forces to better address the 
new challenges we face. Through creation of 
innovative organizational and basing solutions, 
the Air Force will facilitate joint and multi- 
component missions, reduce inefficiencies, and 
free up valuable resources to recruit quality 
people, modernize equipment and infrastructure, 
and develop the capabilities needed to meet 21st 
Century threats. 

While doing this we will remain focused on our 
three core competencies, which enable us to create 
the effects required on the battlefield of the future: 
Developing Airmen, Technology to Warfighting, 
and Integrating Operations. By focusing on these 


areas the Air Force has created a program through 
the Future Years Defense Program, which optimizes 
the return on our resources. 

DEVELOPING AIRMEN 

To adapt to dramatic changes in force structure 
and the security environment, we established 
a set of strategic goals to focus our personnel 
mission. 



An Airman inspects the pin on a 
Minuteman III missile component 


13 





Force Shaping 

We are on track to bring active duty end strength to 
the congressionally-authorized level of 359,700 
by the end of fiscal 2005. This planned reduction 
shapes the future force without jeopardizing 
career field health. 

The Force Shaping plan has two phases: 1) in¬ 
crease voluntary separations and retirements, 
and 2) further increase voluntary separations 
while simultaneously reducing programmed 
accessions. Phase 1, implemented in February 
2004, was used to judge retention behavior and 
ensure a measured approach to reducing end 
strength. Phase 2, begun in May 2004, allowed 
more service members an opportunity to leave 
active duty. Additionally, we significantly 
reduced the Selective Reenlistment Bonus (SRB) 
program from 146 to 62 enlisted skills, resulting 
in a significant decrease in first-term reenlistment 
rates, and we continue to review further reduction 
of SRB skills. 

Other Force Shaping initiatives include the 
PALACE CHASE program - early separation 
from Active Duty to serve with the Air National 
Guard or Air Force Reserve - waiving of active 
duty service commitments, and resurrection of 
the Career Job Reservation Program to correct 
skill imbalances and re-train first-term Airmen 
into needed skills. Additionally, we took 
advantage of the statutory authority that allows 2 
percent of colonels and lieutenant colonels with 
two years time-in-grade to retire in grade instead 
of waiting the normal three years; and some Air 
Force Reserve Officer Training Corps graduates 
may now go directly into the Air National Guard 
or Air Force Reserve. 


In fiscal 2004, we lowered accession goals 
by approximately 3,000. In fiscal 2005, we 
continued to lower our accession goals and have 
temporarily limited enlisted accessions to only 
the 58 most critical combat and combat support 
skills. 

The results of our Force Shaping efforts are 
positive, facilitating the migration of personnel 
into critical shortage specialties while reducing 
manpower to ensure we meet authorized end 
strength requirements by the end of fiscal 2005. 

Rebalancing the Force 

As we return to our authorized end strength, relief 
is flowing to “overstressed” career fields. This is 
a multi-step process, but our guiding principle 
is simple - we will properly size and shape the 
force to meet the needs of the AEF. We are 
drawing down prudently, designating specialties 
and specific year groups within those specialties 
where we have more people than we need. At the 
same time, we are correcting our skill imbalances 
by realigning manpower and expanding training 
pipelines. 

We are also taking a hard look at where our 
people serve. We have Airmen serving outside 
the Air Force who don’t deploy as part of an 
Air Expeditionary Force. They serve in joint 
and defense agency positions, some of which 
require uniformed people; however, others do 
not. Through military-to-civilian conversions 
and Competitive Sourcing initiatives, we are 
returning these Airmen “to the fold.” 

The Guard and Reserve play a critical role in 
this endeavor. Today, 25 percent of the air 
expeditionary packages are composed of Air 
National Guard and Air Force Reserve volunteers. 


As we take steps to ensure the long-term health of 
our Active Duty forces, we must do the same for 
our Citizen Airmen. 

Recruiting/Retention 

While reducing accessions is a tool currently 
being used to bring the force down to authorized 
levels, it is imperative that we continue to renew 
and replenish the ranks with targeted recruiting. 
For fiscal 2005, we plan to access nearly 19,000 
enlisted members and just over 5,000 officers, 
a 44 percent reduction from normal enlisted 
recruiting levels and a slightly lower level of 
officers compared to fiscal 2004. 

As outlined under Force Shaping, a significant 
one-year reduction in our recruiting goal is part 
of a deliberate effort to reduce force size without 
jeopardizing long-term health. A one-year 
reduction will create a temporary decrease offset 
by the number of personnel accessed in preceding 
and subsequent years. We are committed to 
returning to normal recruiting targets as quickly 
as possible. Continued congressional support 
of our recruiting and marketing programs will 
greatly enhance the Air Force’s competitiveness 
in a dynamic job market. 

A critical element for success is the ability to 
offer bonuses and incentives where we have 
traditionally experienced shortfalls. To protect 
this valuable resource we ensure active senior 
leadership management, including semi-annual 
reviews of which career specialties, and which 
year groups within those specialties, are eligible 
for bonuses. Congressional support for these 
programs, along with increases in pay and 
benefits and quality-of-life initiatives, has greatly 
helped us retain Airmen and their families. 












- 

i/V,* 

First all-female B-2 crew reviews 
aircraft forms before takeoff 


Personnel Service Delivery 
Transformation 

To achieve the Secretary of Defense’s objective 
of shifting resources “from bureaucracy to 
battlefield,” personnel services are being 
overhauled. Our Personnel Service Delivery 
Transformation dramatically modernizes the 
processes, organizations, and technology by 
which we support Airmen and their commanders. 
Routine personnel transactions, for instance, may 
now be done “on-line.” 

As a result, we deliver higher-quality personnel 
services with greater access, speed, accuracy, 
reliability, and efficiency. We programmed the 
resulting manpower savings to other compelling 
Air Force needs over the next six years. This 
initiative enhances our ability to acquire, train, 
educate, and deliver Airmen with the needed 
skills, knowledge, and experience to accomplish 
Air Force missions. 

National Security Personnel System 
Our civilian workforce will go through 
a significant transformation as well with 
implementation of the Department of Defense 
National Security Personnel System (NSPS). 
NSPS is a simplified and more flexible civilian 
personnel system that will improve the way 
we hire, assign, compensate, and reward our 
valuable civilian employees. This modem, agile 
human resource system will be responsive to the 
national security environment, while preserving 
employee protections and benefits, as well as the 
core values of the civil service. Implementation 
will begin as early as July 2005. 

NSPS design and development has been a broad- 
based, participative process including employees, 
supervisors and managers, unions, employee 
advocacy groups, and various public interest 
groups. Employees slated for conversion to the 
new system will be included in groupings called 
Spirals. Spiral One will include approximately 
85,400 General Schedule and Acquisition 
Demonstration Project, U.S.-based Air Force 
civilian employees and will be rolled out in 
three phases over an 18-month period. The labor 
relations provisions of NSPS will be implemented 
across the Department this summer as well. 
NSPS is the most comprehensive new Federal 


16 


personnel system in more than 50 years and a key 
component in the Department’s achievement of a 
total force structure. 

Culture of Airmen 

We completed an Air Force-wide assessment 
of our sexual assault prevention and response 
capabilities, knowing we were not where we need¬ 
ed to be in addressing this societal problem that 
has serious readiness implications. A Campaign 
Plan was approved, and we are implementing 
specific initiatives to better understand the 
problem of sexual assault, do everything within 
our ability to prevent it, and prepare ourselves 
to provide consistent and continuing care for 
victims when it occurs. 

In response to an increased suicide rate among 
Airmen, we reemphasized, and continue to stress, 
the need for Airmen to look after one another. 
Commanders and co-workers are rethinking 
the way Airmen interact with one another, 
calling attention to behavioral indicators and 
risk factors associated with suicide. Safety and 
risk management are also being emphasized to 
reduce the number of accident-related fatalities. 
We are weaving this mindset into the very fabric 
of our culture. 

All Airmen have a responsibility to get involved, 
pay attention and ensure the health and well¬ 
being of their wingman. It’s not a program, it’s 
a mindset; a cultural shift designed to take better 
care of our most valuable resource - our people. 



Air Reserve Component (Air Force 
Reserve and Air National Guard) 

Recruiting and retaining quality service members 
are top priorities for the Air Force Reserve. 
Despite the strains mobilization places on the 
personal and professional lives of Reserve 
members, volunteerism remains high. In fiscal 
2004, and for the last four years, the Air Force 
Reserve exceeded its recruiting goal. Despite the 


long-term effects of high operations and personnel 
tempo, Air Force Reserve end-strength was 
within 0.7 percent of fiscal 2004 congressionally- 
mandated requirements. 

Reduced success in attracting military Air 
Force members who are separating from Active 
Duty has steered the Air Force Reserve toward 
recruitment and accession of non-prior service 
members. To meet the resulting increased 
training demand, 4,000 training slots per year 
are now allocated and funded for the Air Force 
Reserve. In addition, the Air Force Reserve is 
taking advantage of the previously mentioned 
PALACE CHASE program, which allows Active 
Duty members the opportunity to move to the 
Air Force Reserve or Air National Guard. These 
experienced members are then placed into critical 
career skills. 

Complementing the Air Force Reserve, the Air 
National Guard plays a vital role in support 
of the Homeland Defense mission and force 
transformation. The ability of the Air National 
Guard to achieve recruiting and retention goals 
through fiscal 2006 will help determine how well 
the Air Force assumes new missions and supports 
Homeland Defense. 

As the Air Force Reserve and Air National 
Guard continue to surge to meet operational 
requirements, we are examining existing law and 
policy that govern enlisted incentives and related 
compensation with an eye toward identifying 
changes that will encourage volunteerism. The 
reserve enlisted bonus program is a major 
contributor to attracting and retaining both unit 
and individual mobilization augmentee members 
in critical career fields. To enhance retention, 
we are ensuring relevant compensation statutes 
reflect the growing reliance on the Air Force 
Reserve and Air National Guard to accomplish 
Air Force missions. We continue to explore 
enhanced bonus authorities, which will provide 
the flexibility to target our most pressing needs. 

In addition, the Aviation Continuation Pay, 
the Career Enlisted Flyers Incentive Pay, and 
Aircrew Incentive Pay continue to be offered to 
retain our rated officer and enlisted personnel. 
We expanded the Air Force Reserve Special Duty 
Assignment Pay (SDAP) program by including an 


17 







An Airman monitors 
the progress 
of a 67-vehicle 
convoy between 
Bagdad and Tikrit. 
Airmen of Air 
Expeditonary Force 
Transportation 




additional six career fields to enhance recruiting 
and retention, improve program alignment, and 
provide parity to Air Force Reserve members. 
The expansion authorizes the payment of SDAP 
to a reservist qualifying in the same skill and 
location as their Active Duty counterpart. 

The Air Force has made great strides in increasing 
education benefits for our Air Force Reserve 
and Air National Guard members, offering 100 
percent tuition assistance for individuals pursuing 
an undergraduate degree and continuing to pay 
75 percent for graduate degrees. In addition, we 
appreciate the President proposing and Congress 
enacting enhanced Montgomery G.I. Bill benefits 
for Reserve and Guard members who have served 
lengthy deployments. 

The fiscal 2005 National Defense Authorization 
Act (NDAA) made permanent several authorities 
providing enhanced Health Care/TRICARE 
benefits for Air Force Reserve and Air National 
Guard members. For members with delayed- 
effective-date orders to serve on active duty in 
support of a contingency operation for more than 
30 days, the new legislation authorizes TRICARE 
eligibility for up to 90 days prior to the member’s 
activation date for eligible members and their 
families. Additionally, the NDAA extended the 
Transitional Assistance Management Program 
benefit period from 60 and 120 days to 180 days 
for eligible members and their families. 

Training 

Distributed Mission Operations (DMO) is the 
cornerstone for Air Force training transformation. It 
is a readiness initiative to train warfighters as they 
expect to fight using simulation and high-fidelity 
architecture to link training at dispersed locations. 
DMO will reduce travel costs and operations tempo 
while providing mission rehearsal in an operationally 
realistic environment to maintain combat readiness 
and provide support to operations. It will prepare 
and assess Air and Space Expeditionary Forces 
and prepare AOC weapon systems, including Joint 
Force Air Component Commanders, for real-world 
missions. As an integration effort, DMO will lever¬ 
age existing and emerging programs and technolo¬ 
gies to fill gaps in total team training, rehearsal, and 
operations support. 


18 


Due to the continuing high operations tempo, the 
Air Force is filling over 2,500 positions in 20 
different combat support skills for the U.S. Army in 
deployed locations - one of those skills is combat 
convoy operations. As a result, we established 
the Basic Combat Convoy Course to supplement 
Army training. This comprehensive, self-contained 
course emphasizes small unit leadership, teamwork, 
weapons training, and tactical convoy operations, 
greatly improving convoy operations and personnel 
survivability. It also reduced total training time in 
Kuwait from approximately six weeks to one. 

Housing and Military Construction 
Through military construction and housing 
privatization, we are providing quality homes faster 
than ever. Over the next two years, we will renovate 
or replace nearly 36,000 homes through privatization, 
and an additional 11,000 homes through military 
construction. 

Still, Airmen primarily five in communities near our 
installations. Basic Allowance for Housing increases 
have reduced their average out-of-pocket costs over 
the past few years, and will eliminate out-of-pocket 
costs altogether in 2005, allowing greater flexibility 
for Airmen who reside off base. 

Investment in dormitories continues to accelerate 
in order to provide superior housing to our 
unaccompanied members - evidenced by nearly 
4,400 dormitory rooms programmed for funding 
over the next four years. Approximately 75 percent 


of these will address existing inadequate dormitory 
conditions. Our new “Dorms-4-Airmen” standard is 
designed to increase camaraderie, social interaction, 
andaccountabilitybyprovidingfoursingle-occupancy 
bedrooms/bathrooms with a common kitchen and 
living area in each module. The combination of 
the new standard and the Air Force’s unit integrity 
assignment policy provides an excellent platform to 
increase interaction within the same unit. Finally, the 
remaining dormitory program jumpstarts a buy-out 
of inadequate “pipeline” dormitories - those dorms 
that house young enlisted students during their initial 
technical training. Pipeline dormitory standards 
provide a large living area for two students, two walk- 
in closets, a bathroom, and a separate vanity for each 
occupant. All substandard dorms will be replaced by 
2009. Knowing the Air Force provides for a family’s 
housing needs allows every Airman to focus on the 
mission. 

Airmen’s performance and morale is directly 
influenced by quality work centers as well. 
Therefore, we’ve placed significant emphasis on 
recapitalizing and improving work facilities. We’ve 
focused investment in training facilities to ensure 
a quality technical and mission-oriented learning 
environment. Similarly, we’ve implemented a plan 
to ensure all fitness centers meet current Air Force 
standards by 2011. Finally, we’ve continued our 
focus on providing quality childcare facilities. 



Recently opened housing, like 
that at Bolling AFB, improves 
the quality of life for Air Force 

families 


19 















U7> 



Air Force pararescuemen are extracted 
from an abandoned housing site in 

Bagdad, Iraq 



Special Operations Weathermen are 
weather forecasters with forward 
ground combat capabilities 


Battlefield Airmen 

Airmen are engaged beyond the air base; bringing 
technology-to-warfighting on the ground using 
advanced systems to designate targets, control 
aircraft, rescue personnel, and gather vital 
meteorological data. The Air Force is optimizing 
this family of specialties, known as Battlefield 
Airmen. So far, we have identified program 
management, acquisition, and sustainment 
synergies across the Combat Rescue, Combat 
Control, Terminal Attack Control, and Special 
Operations Weather functional areas. Because 
Air Force personnel are an integral part of the 
battlespace, we are also identifying common 
training requirements for these Airmen. 

We need to organize Battlefield Airmen for 
maximum effectiveness in the modern battlespace. 
In addition, we must train Battlefield Airmen in 
the skills required to maximize airpower, and 
standardize that training across those specialties 
with different Battlefield Airmen skills. Finally, 
we want to equip our Battlefield Airmen with 
improved and standardized equipment for 
missions in the forward and deep battlespace. 

This will expand commanders’ abilities to employ 
battlefield airpower experts who can introduce 
unequaled accuracy, responsiveness, flexibility, 
and persistence into designated air operations. 

Joint Terminal Attack Controllers (JTACs), a 
subset of Battlefield Airmen, direct the action 
of combat aircraft engaged in close air support 
and other offensive air operations from a 
forward position. For the first time, JTACs 
will be recognized across the Department of 
Defense as capable and authorized to perform 
terminal attack control in accordance with a joint 
standard. The Joint Close Air Support Executive 
Steering Committee directed the drafting of 
a Memorandum of Agreement defining the 
qualifications, certifications, and currencies these 
JTACs must possess and maintain. 

In addition to night-vision equipment, JTACs 
carry a hardened laptop computer and multi¬ 
channel radio. We’ve significantly reduced the 
weight these Battlefield Airmen must carry while 
simultaneously providing them with the ability 
to do such things as designate targets several 
kilometers away. We must further decrease the 


20 



A pilot checks 
the LITENING 
Precision 
Targeting Pod 
on hisA-10 
Thunderbolt II 


A Terminal Attack Control 
Airman coordinates air 
cover for Army light infantry 
soldiers in Afghanistan 


Combat 
Controllers 
specialize in 
unconventional 
missions 


weight of their gear while increasing the capabili¬ 
ties and interoperability of their equipment 
with other air, space, and ground assets. This 
combination of technology facilitates the direct 
transfer of information to combat aircraft, 
minimizing errors in data transfer. To that end, the 
Integrated Air-Ground Imaging Initiative enables 
the A-10 to send digital targeting information 
instead of lengthy voice briefings, provides a 
LITENING or Sniper Targeting Pod video down 
link to the JTAC, and equips our JTACs with a 
multi-channel video receiver. This equipment will 
increase situational awareness, assist in combat 
identification, maximize first-attack success, 
shorten the kill-chain, and ultimately provide 
better support to ground forces. 















TECHNOLOGY-TO- 

WARFIGHTING 

Capabilities-based Concepts 
of Operation 

The Air Force has established a capabilities- 
based approach to both war planning and force 
development, allowing focused investments 
on those capabilities needed to achieve the 
battlespace effects required by the joint warfighter. 
Our capabilities-based approach frees us from 
platform-centric force planning, leading to new 
ways of thinking and innovative combinations of 
systems. 

The Air Force has developed seven concepts of 
operation (CONOPS) - six operational and one 
supporting foundational concept - for capabilities- 
based planning. The CONOPS define the effects 
we can produce across the span of joint tasks we 
may be tasked to perform, and help us identify 
those capabilities an expeditionary air force will 
need to achieve the desired battlespace effects. 
They also provide an operational context for 
determining how good our capability levels need 
to be and assessing how close we are to that 
objective. 

• Homeland Security CONOPS leverages Air 
Force capabilities with joint and interagency 
efforts to prevent, protect, and respond to 
threats against our homeland. 

• Space and Command, Control, Communi¬ 
cations, Computers, Intelligence, Sur¬ 
veillance, and Reconnaissance (C4ISR) 
CONOPS encompasses the integration of 
manned, unmanned, and space systems to 
provide persistent situational awareness, space 
control, and decision-quality information. 

• Global Mobility CONOPS provides the 
planning, command and control, and opera¬ 
tions capabilities to enable timely and effective 
projection, employment, and sustainment of 
U.S. power in support of U.S. global interests. 

• Global Strike CONOPS employs joint power 
projection capabilities to engage anti-access 
and high-value targets, gain access to denied 
battlespace, and maintain that operational 
access for required joint/coalition follow-on 
operations. 


22 


• Global Persistent Attack CONOPS provides 
a spectrum of capabilities from major combat 
to peacekeeping and sustainment operations. 
Global Persistent Attack assumes that once 
access conditions are established via the 
Global Strike CONOPS, there will be a need 
for persistent and sustained air, space, and 
information operations. 

• Nuclear Response CONOPS provides the 
deterrent “umbrella” under which convention¬ 
al forces operate and, should deterrence fail, 
provides options for a scalable response. 

• The Agile Combat Support CONOPS details 
the capability to create, protect, and sustain 
Air and Space Forces across the full spectrum 
of military operations. It is the foundational, 
crosscutting, and distinctive capability that 
enables Air Force operational concepts. 

The CONOPS approach articulates operational 
capabilities that will prevail in combat and avert 
technological surprises. Through capabilities- 
based planning, we will continue to invest in 
our core competency of bringing technology to 
the warfighter, which will maintain our technical 
advantage and keep our air and space capabilities 
up-to-date. 

Capabilities Review and 
Risk Assessment 

The Capabilities Review and Risk Assessment 
(CRRA) process is the starting point for Air Force 
force planning and capabilities development. It 
replaced an outdated threat-based review process 
that focused on platforms instead of warfighting 
effects and the capabilities needed to achieve 
them. The CRRA requires a focus on capabilities 


and fosters development of innovative solution 
sets. The CRRA uses our six operational 
concepts and the foundational Agile Combat 
Support concept to examine and assess our Air 
Force capabilities now and in the future. 

During the CRRA cycle. Risk Assessment Teams, 
composed of experts drawn from all specialties 
in the Air Force and supported by models, 
simulations, and other analytical tools, consider 
the requirements of the CONOPS. They review 
existing and planned programs, Science and 
Technology activities, and non-materiel factors. 
They determine the Air Force’s ability to deal 
with an adverse event and the impact on achieving 
the joint warfighting effects if the Service fails 
to provide the capability. Any shortfalls are 
screened against documented Lessons Learned 
and Combatant Commander Integrated Priority 
Lists. 

The CRRA provides senior Air Force leaders 
an operational-, capabilities-, and risk-based 
focus for investment decision-making. It uses 
operational warfighting effects as the drivers 
for Air Force resource allocation, while also 
protecting public health and natural resources. 




-A* *5 ■Tt 


- * 


23 








transformational 
F-35 Joint Strike 
Fighter will replace 
today’s F-16 and 
A-10 aircraft 



An Air National 
Guard F-16 
prepares to receive 
fuel from an Air 
Force Reserve 
KC-135E 
Stratotanker 


Recapitalization/Modernization 
The number one challenge for the Air Force is 
the need to recapitalize our aging systems. For 
example, our aircraft fleet now averages 23 
years old. To determine the viability of these 
aging fleets, we chartered the Air Force Fleet 
Viability Board (AF FVB) in 2004 to establish 
a continuous, repeatable process for conducting 
fleet assessments. The AF FVB completed its 
first assessment, of the C-5A, in July 2004, and is 
currently studying the 43-year-old KC-135 fleet. 

The principles we applied this year during the 
CRRA process ensured sufficient readiness 
to support the Global War on Terrorism while 
transforming the force and maintaining an 
acceptable level of risk. We have proposed 
recapitalization and modernization project 
funding necessary to extend today’s legacy forces 
while bridging to required future systems. 

Our primary modernization program is the 
F/A-22 Raptor. The F/A-22’s revolutionary 
low observable technology, supercruise (Mach 
1.5 without afterburner), integrated avionics, 
and exceptional maneuverability will guarantee 
America’s air dominance and joint force freedom 
of operation. The F/A-22 program is transitioning 
from development to full rate production and 
fielding, where the aircraft will join an integrated 
air and space force capable of responsive and 
decisive global engagement. 




The program entered Initial Operational Test and 
Evaluation (IOT&E) in April 2004 to evaluate its 
operational effectiveness and suitability. Air-to- 
air capabilities were successfully demonstrated 
and initial air-to-ground capabilities were 
demonstrated with successful testing of the Joint 
Direct Attack Munition. In parallel with IOT&E, 
F/A-22 aircraft deliveries continue at Tyndall 
Air Force Base, Florida, where the first cadre of 
operational F/A-22 pilots is training. The 27th 
Fighter Squadron at Langley Air Force Base, 
Virginia, is on track to establish Initial Operational 
Capability for the F/A-22 in December 2005. 

Complementing the tremendous capabilities of 
the F/A-22 is the F-35 Joint Strike Fighter, an 
important element of the Joint Warfighter’s 
Tactical Aircraft Modernization plan. For the Air 
Force, it will recapitalize today’s F-16 and A-10 
combat capabilities. Specifically, it will provide 
affordable and survivable precision engagement 
and global persistent attack capabilities. 
Optimized for all-weather performance, the F-35 
will destroy an enemy’s ability to attack or 
defend. In 2004, the F-35 program successfully 
addressed early design maturity challenges. The 
Service Acquisition Executive responsibility 
also switched from the Navy to the Air Force. 
In this capacity, we will continue to develop the 
three basic aircraft variants and coordinate the 
interests of the Navy and Marines, along with our 
numerous international partners. 

Remotely Piloted Aircraft have demonstrated 
their combat value in the Global War on 
Terrorism. The RQ-l/MQ-1 Predator continues 
to transform warfighting; providing persistent 
intelligence, surveillance, and reconnaissance; 
target acquisition; and strike capabilities against 
time sensitive targets. Used in every Air Force 
operation since 1995, Predator has amassed over 
100,000 flying hours. Today, with U.S.- 
based flight and mission 
control, Predator 



MO-9 Predator B flies 
faster, higher, and 
farther, and is more 
heavily armed than its 
predecessor, the RQ-1 


is truly providing a revolutionary leap in how 
we provide military capability. Equipped with 
an electro-optical, infrared, and laser designator 
sensor, and armed with Hellfire missiles. Predator 
not only shortened the sensor-to-shooter timeline, 
but the sensor is now the shooter. 

We are developing the ability to operate multiple 
aircraft from a single ground station - in effect, 
multiplying our overall combat effectiveness 
over the battlefield. We are also developing 
and deploying a larger, more capable, and more 
lethal variant - the MQ-9 Predator B. The 
MQ-9 Predator B will employ robust sensors to 
automatically find, fix, track, and target critical 
emerging time sensitive targets. 

By contrast. Global Hawk is a high altitude, 
long endurance, remotely piloted aircraft that 
provides robust surveillance and reconnaissance 
capabilities. Through the innovative use of 
synthetic aperture radar and electro-optical and 
infrared sensors, Global Hawk provides the 
warfighter unrelenting observation of intelligence 
targets in night, day, and adverse weather. Since 
its first flight in 1998, Global Hawk has flown 
over 5,000 hours - over half of that time in 
combat. 


Global Hawk provides superior intelligence, 
surveillance, and reconnaissance data 
while deployed in support of 
the Global War on 















The RQ-4A Global Hawk is 
capable of surveying an area 


of40,000 square miles in 


just 24 hours 





The E-10A aircraft will be 


a central element in the 
Air Force’s command and 
control constellation 


Terrorism. While cruising at extremely high 
altitudes, Global Hawk can collect information 
on spot targets and survey large geographic 
areas, providing military decision-makers the 
most current information about enemy location, 
resources, and personnel. Dissemination and 
ground support exploitation systems consistently 
deliver timely intelligence to bring immediate 
advantage to combat operations. Despite its 
developmental status, Global Hawk is in constant 
demand by Combatant Commanders. 

The C-17 production program continues to be a 
success story for the joint warfighting community. 
We are on schedule to receive the 180th of these 
force multipliers in 2008. In concert with C-5 
modernization programs, C-17 acquisition is 
the critical enabler for meeting established 
airlift requirements in support of the current 
force-planning construct. Currently, the Joint 
Staff, Office of the Secretary of Defense, and 
Air Mobility Command are reviewing mobility 
requirements in light of the new National Military 
Strategy and the Global War on Terrorism. This 
Mobility Capabilities Study will provide abasis for 
determining future wartime airlift requirements. 
In the meantime, the C-17 has been the airlifter 
of choice in contingency operations. During 
Operation ENDURING FREEDOM, C-17s 
airdropped over two million humanitarian 
rations. In Operation IRAQI FREEDOM, the 
C-17 performed the largest troop airdrop since 
Operation JUST CAUSE in Panama, opening 
the Northern Front during initial operations. 

Tomorrow’s enabling capabilities will be hosted 
on a variety of systems to include the E-10A 
aircraft. The E- 10A is being developed to identify 
and track enemy, friendly, and neutral forces, as 
well as non-combatants. It will provide persistent 
intelligence, surveillance, reconnaissance, and 
environmental data, and fuse multi-source 
information into a common operating picture. In 
addition, it will find, fix, track, and target low- 
flying cruise missiles and moving surface targets. 
The E- 10A program and its Multi-Platform Radar 
Technology Insertion Program, in conjunction 
with other weapon system platforms, will give 
the Combatant Commander a seamless picture of 
the battlespace and an integrated defense against 


26 


the cruise missile threat. This capability allows 
friendly forces to respond to time-sensitive 
opportunities with decisive force. 

The Air Force has also emphasized the Persistent 
Ground Attack mission for the next-generation 
Joint Unmanned Combat Air System capability 
demonstration program. This system will 
undergo an operational assessment in the 2007 to 
2010 timeframe. 

We must also recapitalize our aging tanker aircraft 
fleet. Based on the completion of the KC-135 
Recapitalization Analysis of Alternatives, the 
air refueling portion of the Mobility Capabilities 
Study, and the results of the Air Force Fleet 
Viability Board study, the Air Force anticipates 
Department of Defense direction to execute the 
KC-135 recapitalization program of record. This 
program will support both the 2005 National 
Defense Authorization Act, which authorized 
purchase of up to 100 tanker aircraft through 
a multi-year contract, and the 2004 Defense 
Appropriations Act that established a $100 
million tanker replacement transfer fund. 

Capabilities-driven modernization and recapi¬ 
talization efforts continue on space systems as 
well; as we modernize our critical constellations 
and capabilities across the spectrum of naviga¬ 
tion, weather, communication, missile warning, 
launch, surveillance, and ground systems. 

The Evolved Expendable Launch Vehicle 
(EELV) fields two launch designs to provide 
assured access to space for government systems. 
The Transformational Communications Satellite 
will employ Internet Protocol networks and 
high-bandwidth lasers in space to dramatically 
increase warfighter communications connectivity. 
Modernization of Global Positioning System 
(GPS) and development of the next-generation 
GPS III will enhance navigation capability and 
improve resistance to jamming. In partnership 
with NASA and the Department of Commerce, 
the Air Force is developing the National 
Polar-orbiting Operational Environmental 
Satellite System, which offers next-generation 
meteorological capability. We are well on the 
way to deployment of the Space-Based Infrared 
System, a transformational leap in capability over 


our aging Defense Support Program satellites. 
The Space Radar effort has been refocused on 
developing a system that meets the needs of 
both military and intelligence community users. 
Each of these systems support critical C4ISR 
capabilities that give the Joint Force Commander 
increased technological and asymmetric 
advantages. 


The EELV 
modernizes 
and reduces 
the cost of the 
Nation’s space - 
lift operations 
while providing 
the U.S. with 
assured access 
to space 


necessary information to gain and maintain 
space superiority. With respect to defensive 
counterspace, we maintain a diversified ground- 
based command and control network and are 
developing increased protection for our satellites 
and space-based services to ensure the capabilities 
are there in time of battle. We also recently 
fielded the counter-communications system to 
deny these same services to our adversaries. A 
well-balanced architecture will enable execution 
of an effective space superiority strategy. 

Our Depot Maintenance Strategy and Master 
Plan calls for major transformation in financial 
and infrastructure capitalization. To support this 
plan, the Air Force increased funding in fiscal 
2004-2009 for depot facilities and equipment 
modernization. We also began a significant push 
to require weapon system managers to establish 
their product support and depot maintenance 
programs early in the acquisition cycle, and 
to plan and program the necessary investment 



27 










Airmen use a global positioning system 
hand-held unit to create a 3-D Geobase 
model of horizontal flight surfaces above 

a base air field 


. r- - 


■ * 




dollars required for capacity and capability. 
Additionally, we are partnering with private 
industry to adopt technologies to meet capability 
requirements. The result - enhanced warfighter 
support. 

Finally, improvements to our air and space systems 
will require improvements in our foundational 
support systems. Deteriorating airfields, hang¬ 
ars, waterlines, electrical networks, and air 
traffic control approach and landing systems are 
just some of the infrastructure elements needing 
immediate attention. Our investment strategy 
focuses on three simultaneous steps: disposing of 
excess facilities, sustaining our needed facilities 
and infrastructure, and establishing a sustainable 
investment program for future modernization. 

Expectation Management!Spiral 
Development!Systems Engineering 
To improve effectiveness in providing technology 
to the warfighter, we’ve enacted several new 
acquisition policies. Expectation management, 
spiral development, and renewed emphasis on 
systems engineering will eliminate technological 
surprises and reduce weapon system delivery 
cycle times. 

Expectation management means better 
collaboration between the warfighting and 
acquisition communities during the life cycle 
of a weapon system. At least yearly, general 
officers from the major commands and 
acquisition community will formally review the 
cost, schedule, and performance of acquisition 
programs. Beginning with frank discussion 
about the “art of the possible,” these sessions 
will subsequently inform decision makers about 
the ramifications of evolving requirements and 
funding changes. 

With a spiral development acquisition process, 
we expect to deliver a baseline combat capability 
to the warfighter faster than a process which 
focuses solely on a “100 percent solution.” 
This approach increases flexibility to respond 
to the ever-changing nature of external threats 
and resource fluctuations. Building on a solid 
systems engineering foundation, we expect to 
maximize improvements in communication 
and development strategy, paying dividends in 
transitioning technology-to-warfighting faster, 
and at reduced cost. 


28 


Systems engineering ensures that contractor- 
proposed solutions are both consistent with sound 
engineering principles and are spiral capable. It 
is the chief means by which we can hedge against 
technology risk. We must have the capability to 
proceed smoothly from one spiral development 
effort to the next, capturing as much capability 
as current technology and funding can produce. 
Under the direction of the Service Acquisition 
Executive, Milestone Decision Authorities 
will now review a program’s proposed 
approach to systems engineering prior to 
approving Acquisition Strategy Plans. Indeed, 
systems engineering performance is so critical 
to our capability to transition technology to the 
warfighter that it is included among contractor 
incentives. Many of the above approaches are 
already in use. 

In our space system acquisition, we will continue 
to emphasize the transition from “cost as the 
primary driver” to “mission success as the 
primary driver.” We will also continue to stress 
the importance of budgeting to the most probable 
cost - with realistic reserves - and the value 
of independent cost assessments, independent 
technical assessments, program assessments, 
and reviews. Maintaining sufficient reserves 
is essential to effectively executing these 
challenging National Security Space Programs. 

Transforming Business Process 

By leveraging the availability of global informa¬ 
tion, we are achieving significant operational 
advantages. All Air Force CONOPs rely 
heavily on critical information resources that 
are available “on the network” and delivered 
through a net-centric operating environment that 
is robust, secure, and available. To maintain 
information superiority, the Air Force must target 
a common infrastructure and fully leverage 
enterprise services and shared capabilities. To 
ensure the most efficient infrastructure, we are 
identifying enterprise-wide information resource 
solutions. These solutions are designed to deliver 
and implement efficiencies, which allow us to 
accelerate horizontal information integration, 
reduce information exchange barriers, reduce 
the total cost of information delivery, and shift 
resources to support warfighter operations and 
weapon system modernization. 


For example, we reduced operating costs over 
the last two years by consolidating our networks 
and servers that provide Information Technology 
(IT) services. More importantly, networks are 
more stable with increased uptime and lower 
failure rates. We have improved our security 
with a better computer defense posture and are 
able to deploy patches and updates to the field 
quickly, resulting in fewer successful intrusions 
and denial of service incidents. In addition, the 
stand up of the Air Force Network Operations and 
Security Center will advance our consolidation 
efforts and real-time monitoring of performance, 
configuration control, and security posture. 

The GeoBase program provides standardized 
installation mapping and visualization support to 
Airmen through deployment of integrated aerial 
photography and geospatial data layers. These 
IT products support the joint warfighter common 
operating picture, minimize wasteful and 
potentially dangerous redundant data collection 
efforts, and enable cross-service situational 
awareness and decision-making capabilities. 

IT Portfolio Management ensures IT investments 
align with Air Force priorities and produce 
measurable results. Annual Air Force-wide 
portfolio assessment ensures scarce resources 
are managed through the Capital Planning 
Investment Control processes: select, control, 
and evaluate. Senior leadership support of 
Portfolio Management enables the Air Force to 
gain greater visibility into resources from an IT 
enterprise perspective. 

Likewise, we are transforming financial 
management by procuring and implementing a 
modem commercial-off-the-shelf accounting 
system that will produce accurate, reliable, and 
timely information. We are also streamlining and 
centralizing our customer service organizations 
and processes to invest more resources towards 
value-added demands while reducing the cost of 
transaction-oriented tasks. The result will be a 
smaller, but more efficient organization with 
enhanced financial management skills that can 
partner with stakeholders to make informed 
financial decisions based upon real-time 
information. 


29 













Department of 
Defense Teleport Program 



The DoD Teleport program is the expansion of 
Defense Satellite Communications System’s 
Standardized Tactical Entry Point (STEP) 
program. Teleport builds on the existing STEP 
program concept and was approved for initial 
development in 1998. Seven STEP sites have 
been selected to be upgraded to six Teleports: 
Defense Information Systems Network North¬ 
west, Virginia; Fort Buckner, Japan; Wahiawa, 
Hawaii; Camp Roberts, California; Lago di 
Patria, Italy; and Ramstein Air Base/Landstuhl, 
Germany (combined Teleport site). Teleport 
extends services to the deployed user, providing 
secure and non-secure telephone service; secure 
and non-secure Internet Protocol routing; and 
video teleconferencing through world-wide 
satellite coverage between 65 degrees North 
and 65 degrees South latitudes. DoD Teleport 
provides these services through a variety of 
satellite communication systems, including the 
use of commercial satellites. 

Air and Space Operations Center 
Weapon System (AOC WS) 

The AOC WS is the focal point where command 
and control of all air and space power is harnessed 
to deliver combat effects to the warfighter. To 
make this center more effective, we made it a 
weapon system - and we man it and train like 
it’s a weapon system: certified and standardized. 
We’ve injected the technology to increase 
machine-to-machine connectivity by developing 
the software and procedures to enable information 
fusion and accelerate the decider-to-shooter loop. 
We expect to have all five of our AOC weapon 
systems (known as Falconers) fully operational 
by fiscal 2006. 

INTEGRATING OPERATIONS 



missions 


The Air Force provides a global presence and 
response capability for the National Military 
Strategy that gives warfighters timely and 
reliable access to all human, materiel, and 
information resources. With our expeditionary 
approach to warfighting, we are relying more 
heavily on global operational support processes 
and extensive reachback - the ability to support 


overseas operations from stateside locations. 
We are modernizing these processes and related 
systems. 

Key to this modernization is the establishment 
of common and interoperable capabilities such 
as a single Air Force Portal and data repository 
within the classified and unclassified domains. 
Over the past 18 months, we have designed 
and implemented the Global Combat Support 
System-Air Force program - a set of capabilities 
that support our vision and objectives. Using 
these capabilities, we have rapidly integrated 
legacy and newly developed applications and 
services, drawn information from global sources 
to provide a composite view of information, 
and eliminated the costly requirement for each 
program to purchase and support unique hardware 
and system software. 

Operational Support 
Modernization Program 
The Air Force’s Operational Support (OS) 
transformation is a seven- to ten-year journey. 
By focusing on effectiveness and contribution 
to warfighting effects, we can identify the early 
steps in this transformation, and accelerate the 
delivery of changes that contribute to the core 
mission of the Air Force. 

In May 2004, a Commanders’ Integrated Product 
Team (CIPT) issued the Operational Support 
Modernization Program (OSMP) Flight Plan. 
The plan identified four OS critical processes— 
Deployment Management, Operational Response, 
Agile Sustainment, and Focused OS Command 
and Control. The plan identified three enablers 
of OS transformation—providing Shared Auth¬ 
oritative Data, executing an Integrated Workflow, 
and providing a Common Operational Support 
Picture. 

Money has been set aside from fiscal 2005 
to fiscal 2009 to fund modernization and 
transformation efforts under the Operational 
Support Modernization Initiatives (OSMI). This 
venture capital funding provides seed money 
for innovative ideas, allowing organizations 
to accelerate delivery of capabilities to the 
warfighter to improve effectiveness. 


In 2004, the CIPT established organizations 
that have captured a significant portion of the 
operational support enterprise architecture; 
coordinated the OSMI-04 analysis and decision 
process; developed a draft version of the OS Con¬ 
cept of Operations for Business Modernization; 
and initiated a “Lean” reengineering process 
within the OS community while establishing the 
foundation for the cooperation and coordination 
of Business Modernization efforts among the 
Air Force Domains and major commands. The 
present Lean efforts focus on three OS critical 
processes: AEF Deployment Management, OS 



Command & Control, and Full-Spectrum Threat 
Response, and are aimed at the needs of the 
warfighter. 

In 2005, the CIPT expects to realize the initial 
benefits of the OSMP Flight Plan, including 
managing the OS processes and portfolio, 
fielding initial capabilities, beginning horizontal 
integration, increasing breadth of efforts, and 
engineering additional critical processes. Over 
the long term, CIPT hopes to institutionalize 
capabilities-based operational support. 

OS modernization promotes Air Force-wide 
transformation efforts, ensuring a cross¬ 
functional, cross-major command, enterprise 


31 




undergoes modification 
and repair at the Ogden 


Air Logistics Center 



approach with the goal of a fast, flexible, agile, 
horizontally integrated OS process and system 
infrastructure. 

Likewise, warfighters and decision-makers 
are dependent on information generated and 
shared across networks world-wide. Successful 
provision of warfighting integration requires an 
enterprise approach of total information cycle 
activities including people, processes, and 
technology. To best leverage current and emerg¬ 
ing technologies with warfighting operational 
and legal requirements, we are establishing a new 
organization in 2005, Networks & Warfighting 
Integration-Chief Information Officer (SAF/ 
NWI-CIO). This new organization will absorb 
and consolidate the Deputy Chief of Staff for 
Warfighting Integration, Chief Information 
Officer, and Communications Directorate within 
the Secretariat. The organization will be led by 
an active duty lieutenant general. 

Our logistics transformation provides a recent 
example of these transformation efforts. While 
current logistics operations are effective, 
sustainment costs are rising. In fiscal 2003, the 
Air Force spent over $27.5 billion in operations 
and sustainment of weapon systems and support 
equipment. The costs will continue to escalate 
unless current logistics processes and associated 
information systems are improved. 

The Expeditionary Logistics for the 21st Century 
(eLog21) Campaign is the Air Force’s logistics 
transformation plan, and it is essential to our 
overall Air Force Transformation program. The 
eLog21 goals are straightforward: a 20 percent 
increase in equipment availability by 2009 and 
a 10 percent reduction of annual operations and 
support costs by fiscal 2011. The savings gained 
through eLog21 will provide the resources to 
support our warfighters by getting the right 
equipment to the right place, at the right time, 
and at the right price. 

At the core of this effort is a comprehensive 
examination of the core processes used to support 
warfighters. A few years ago, Air Force Materiel 
Command began a comprehensive process 
improvement effort called “Lean” within our 
three Air Logistics Centers. “Lean” produced, 
and will continue to produce, substantial results. 
For example, Robins Air Force Base, Georgia, 


32 


freed up 20,000 square feet of valuable industrial 
floor space to support expanded activities. We 
seek to expand this transformational approach to 
base level maintenance, installation support, and 
training activities. 

There are many other facets of eLog21 that will 
leverage these improvements: expanding the 
regional repair concept we have employed in 
many deployed areas; streamlining the supply 
chain through better collaboration with vendors; 
using commodity councils that are responsible 
for managing the purchasing of weapon system 
components; and leveraging the power of 
information technology through enterprise 
resource planning, known as the Expeditionary 
Combat Support System. 

Ultimately, eLog21 is about our people. The most 
important factor will be our ability to tap into the 
ideas and energy of the thousands of logisticians 
who keep our Air Force operating every day. It 
is not just a staff project or a new information 
technology. It is a team of Airmen developing 
new concepts in global mobility. 



Shaping Tomorrow’s 
Air and Space Power 

FUTURE TOTAL FORCE 

As we move into the 21st Century, the Air 
Force faces increasing modernization and 
recapitalization challenges, increasingly hard 
to define adversaries, and constrained budget 
realities. While we possess weapon systems 
to meet today’s challenges and are investing 
in cutting edge technology and highly capable, 


highly trained personnel, we must make 
transformational changes to maximize the 
capability these advances provide. To accomplish 
this, the Air Force has developed a modified force 
structure and new organizational construct - the 
Future Total Force (FTF). 

FTF provides the Air Force the capability and 
organizational flexibility to address the near- 
term challenges of aging systems and emerging 
missions. Furthermore, FTF will increase 
the Air Force’s ability to deploy in support of 
combat while maintaining a credible force to 
continue necessary stateside training missions 
and Homeland Defense. 

In the future, the Air Force will shift investment 
from “traditional” combat forces with single 
mission capabilities to multi-role forces, and 
aggressively divest itself of legacy systems. The 
result is a force structure with expanded capability 
to combat irregular, catastrophic, and disruptive 
threats, while maintaining the capability to 
combat “traditional” threats. 

This smaller but more capable force will provide 
for modernization and recapitalization of 
selected weapon systems, allowing us to commit 
more resources to networked and integrated joint 
enablers. Overall, this modified force structure 
increases support to the joint warfighter. With 
more airlift and aerial refueling capability, more 
capable space constellations, persistent air- 
breathing ISR, and new ways to think about close 
air support, the future Air Force will provide 
more of the capabilities demanded by the joint 
force. 

As part of this overall effort, the Air Force has 
developed an organizational construct that 
capitalizes on the inherent strengths of the Air 
Force’s three components: the Active Duty, Air 
Force Reserve, and Air National Guard. In order 
to capitalize on these strengths, we based the 
FTF organizational construct on the successful 
associate model. Associate units are comprised 
of two or more components that are operationally 
integrated but whose chains of command remain 
separate. 


33 







A large, hybrid 
rocket motor 
successfully fires 
on its test stand at 
Edwards AFB, CA 



The next- 
generation 
Joint 
Unmanned 
Combat 
Air System 
X-45A will 
revolutionize 
air power 




The Joined- 
Wing Technology 
Demonstrator is 
part of a future 
ISR design being 
developed by 
the Air Force 
Research Lab 


Toward this vision, new organizational con¬ 
structs will integrate Air Force Reserve and Air 
National Guard personnel with their Active Duty 
counterparts in virtually every facet of Air Force 
operations. 

One of the key strengths of the Air Force Reserve 
and Air National Guard is higher experience 
levels relative to Active Duty personnel. 
Increased integration will allow us to “rebalance” 
these experience levels, seasoning our Active 
Duty personnel through exposure to senior 
Reserve and Guard members. This also allows 
our Active Duty pilots to gain experience flying 
operational sorties while capitalizing on Reserve 
and Guard experience in an instructor capacity. 

In addition to enhancing our efforts on the 
battlefield, Air Force Reserve and Air National 
Guard members give us unsurpassed tools to 
conduct Homeland Defense missions. While 
still involved in expeditionary operations, FTF 
will increase the role of the Reserve and Guard 
in emerging stateside missions - a perfect fit 
for our Citizen Airmen. These changes will not 
only improve our operational effectiveness, but 
will reduce reliance on involuntary mobilization, 
providing more stability for Citizen Airmen and 
their civilian employers. 

The FTF, a modified force structure and new 
organizational construct, will give us the needed 
capabilities to meet future strategic challenges. 
Along with FTF, the Air Force has instituted 
initiatives in several key areas for the future. 

SCIENCE AND TECHNOLOGY 

The Air Force is committed to providing the na¬ 
tion with the advanced air and space technologies 
required to protect our national security 
interests and ensure we remain on the cutting 


34 


edge of system performance, flexibility, and 
affordability. Air Force Science and Technology 
(S&T) investments are focused on achieving the 
warfighting effects and capabilities required by 
the Air Force Concepts of Operations. 

By focusing on the technologies we believe 
we will need in the next 10 to 25 years, we 
have made great strides in the information 
technology, battlefield air operations, space 
operations, directed energy, and sensors areas. 
We are pursuing key technologies, for example, 
sensors to identify concealed targets; automated 
information management systems essential to 
net-centric warfare; and countermeasures for 
Man-Portable Air Defense Systems. 

One example, under development, is an integrated 
Surface Moving Target Indicator (SMTI) network 
composed of manned and unmanned air and space 
assets that will enable the Combatant Commander to 
remotely find, fix, track, target, and engage moving 
targets. Lessons learned from Operations DESERT 
STORM, ENDURING FREEDOM, and IRAQI 
FREEDOM reflect the growing importance of 
SMTI. This proven capability shortens the kill 
chain by providing the warfighter the ability to 
“put a cursor on the target.” By linking future SMTI 
capability to find, fix, and track a moving target to 
the F/A-22 and F-35 capability to target and engage 
that same target, we achieve a transformational 
battlefield capability. 

Other technologies, such as laser communications 
to increase data transfer rates or advanced micro 
air vehicles to provide persistent intelligence, 
surveillance, and reconnaissance, will increase 
future warfighting capabilities. 


COMMAND, CONTROL, 

COMMUNICATIONS, 

COMPUTERS, 

INTELLIGENCE, 
SURVEILLANCE, AND 
RECONNAISSANCE 

Our goal is to achieve joint horizontal Command, 
Control, Communications, Computers, Intelli¬ 
gence, Surveillance, and Reconnaissance 
(C4ISR) integration and interoperability for 
the entire joint force. The vision is a seamless 
and ubiquitous network where space, air, and 
terrestrial assets have global machine-to-machine 
connectivity; where warfighters are armed 
with decision dominance, speed, and precision; 
and where weapon systems and platforms are 
“network-enabled.” 

The Airborne Network for 
ConstellationNet 

The Air Force provides transportation layer 
components of the overall Department of 
Defense Global Information Grid under an effort 
we call ConstellationNet. The ConstellationNet 
is the information transport network (space, 
air, and ground) that allows a free flow of 
information rapidly accessible and presented 
to warfighters at the right time and right place 
to create the Combatant Commander’s desired 
effects. The key to achieving information 
superiority is developing a robust space and air 
network that provides connectivity to network 
enabled platforms, fused intelligence, and real¬ 
time command and control. We are building 
the architecture and infrastructure that connects 
these platforms, creating a network in the sky. 

The space and air network will leverage evolving 
technologies and bring about the network-centric 
operations capabilities of Internet Protocol-based 
networks to overcome the current challenge 
of making the information exchange between 
platforms completely interoperable without 
degrading performance. These new technology 
standards and protocols will be incorporated 
through programs like the Joint Tactical Radio 
System, the Transformational Communications 
Satellite System, and the Global Information 
Grid-Bandwidth Expansion. 


35 











The Ground Network for 
ConstellationNet 

The Combat Information Transport System (CITS) 
provides the Air Force ground segment of the 
ConstellationNet. CITS is structured into three 
components. The first is the communications 
transport component, which delivers high-speed 
and high-capacity network backbone capability 
for the distribution of voice, video, data, sensor, 
and multimedia information inside the base 
campus, as well as the gateway off the base to 
the Defense Information Systems Network and 
Global Information Grid Bandwidth Expansion 
locations. The second component is Net Battle 
Management. This component provides the cap¬ 
ability to Air Force Network Operations and 
Security Centers (NOSCs) to centrally command 
and control the Air Force ConstellationNet across 
space, air, and ground information transport 
domains. To command and control the network, 
the NOSCs must have the ability to control the 
flow, routing, and traffic priorities of information 
based on mission requirements. Additionally, they 
must have the ability to grant and deny access to 
the network based on mission need and threat to 
the Global Information Grid. This leads to the third 
component of CITS, Net Defense. The Net Defense 
component integrates and fields information 
assurance capabilities across the ground component, 
to prevent unauthorized access to ConstellationNet. 

The Air Force envisions machine-to-machine 
communication between platforms, manned and 
unmanned, on the ground, in the air, and in space. 
To command and control these interactions, the 
Air Force has initiated an effort called Warfighting 
Headquarters. 

WARFIGHTING 

HEADQUARTERS 

We are transforming our command and control 
structure by establishing new Warfighting 
Headquarters (WFHQ), positioned globally, 
and replacing our old Cold War structures to 
provide the Joint Force Commander with the 
most effective means to command and control air 
and space forces in support of National Security 
objectives. This new standing command structure 
consists of the Commander of Air Force Forces 
(COMAFFOR), the COMAFFOR’s personal and 


special staffs, and the Air Force Forces functional 
staff. These forces will be organized and resourced 
to plan and deliver air and space power in support 
of U.S. and Unified Combatant Commander 
(UCC) strategies at a core capability level on a 
daily basis, further easing the transition from 
peacetime to wartime operations. The WFHQs 
are also structured to assume responsibilities 
immediately as the Combined or Joint Force Air 
Component Commander, and with the appro¬ 
priate augmentation from the UCC, could assume 
the role as a Joint Task Force headquarters. The 
Warfighting Headquarters will also leverage the 
increased capabilities developed through Joint 
Warfighting Space. 

JOINT WARFIGHTING SPACE 

The Air Force is intensifying its focus on 
operationally responsive space - the ability to 
rapidly employ responsive spacelift vehicles and 
satellites and deliver space-based capabilities 
whenever and wherever needed. The first step 
in achieving a global Operationally Responsive 
Space capability is the Joint Warfighting Space 
(JWS) concept. JWS will provide dedicated, 
responsive space capabilities and effects to the 
Joint Force Commander in support of national 
security objectives. The concept seeks immediate 
and near-term initial operating capabilities to 
meet pressing Joint Force Commander needs, 
and a Full Operational Capability beyond 2010. 
Additionally, the Air Force envisions that JWS 
system capabilities will evolve as technology 
advances and the needs of the theater commander 
change. 

In the near-term, JWS will exploit existing off- 
the-shelf technologies from each Service. It 
will enhance and incorporate space capabilities 
in joint training and exercises, increase space 
integration in the AEF, and allow the Joint 
Force Commander to take advantage of the 
many synergies provided by multi-service space 
professionals. Lessons learned from JWS in 
exercises and crisis employment will initiate 
changes to space doctrine and help the Air Force, 
fellow Services, and joint community develop 
innovative space-derived effects. 


As technologies mature, JWS will bring the 
Joint Force Commander enhanced, dedicated 
capabilities that eliminate gaps in present-day 
space operations. The long-term plan envisions 
a fully capable expeditionary force, ready and 
responsive to theater warfighters’ needs at the 
operational and tactical levels of war. 

When fully operational, the JWS capability will 
deliver responsive near space (i.e., the area above 
the earth from ~ 65,000 to 325,000 feet altitude) 
and on-orbit capabilities to directly support 
the Joint Force Commander. If required, JWS 
squadrons could deploy from stateside to operate 
near space assets or integrate JWS capabilities 
into theater operations. 

IMPROVING CLOSE AIR 
SUPPORT AND BATTLEFIELD 
AIRMEN 

To increase its rapid strike capabilities in the 
close battlefield, the Air Force is examining new 
ways to improve upon its joint close air support 
(JCAS) mission, as well as implementing a way 
to better train personnel for the employment of 
air and space power. 



37 








The CV-22 Osprey will 
replace the MGH-53J 
helicopter in special 
operations missions 



* f 

\ 


Airmen talk to 
inbound aircraft while 
a laser highlights 
a target during a 
weapons interdiction 
mission in Iraq 


By combining the payload, long-loiter, and high- 
altitude capacity of bombers with precision 
munitions, improved command and control, and 
precise targeting, we have expanded our ability 
to conduct CAS. Performing CAS at high 
altitude with great precision and persistence is 
a major advancement in joint operations with 
land forces. Using laser and Global Positioning 
System-guided bombs such as the Joint Direct 
Attack Munition (JDAM), and with direct 
communications with a ground controller, 
a variety of aircraft are able to drop large 
numbers of JDAMs very close to friendly troops, 
destroying the enemy with massive, yet tailored, 
firepower. This capability provides day/night 
and all-weather support to ground forces. 

Today, primarily fighter and bomber aircraft, like 
the A-10, B-52, and F-16, conduct CAS. As these 
aircraft begin to reach the end of their service 
lives, F-35A Conventional Takeoff and Landing 
(CTOL) and F-35B Short Takeoff and Vertical 
Landing (STOVL) variants will become the Air 
Force’s workhorses for CAS and other missions. 

The F-35B STOVL variant offers a capability 
to operate with advancing U.S. Army, Marine, 
and Special Operations forces in a non-linear, 
dynamic battlefield. In addition, the F-35B will 
have commonality and interoperability with 
F-35s operated by other Services and Allies, 
facilitating Joint and Coalition operations. 

Additionally, Tactical Air Control Party 
Modernization Program improvements are 
transforming close air support control from 
reliance on voice communications during 
day/good weather conditions to digital/video 
and night/all-weather capability. The Remote 
Operations Video Enhanced Receiver kit 
provides real-time video from remotely piloted 
aircraft and other video transmitters. It includes 
computers, software, and data link operations, 
and can transmit targeting information as well as 


formatted and free-hand messages. Laser range¬ 
finders and laser designators provide the ability to 
take full advantage of precision and near-precision 
munitions. Quickly and accurately identifying 
and relaying target information not only makes 
our forces safer by allowing engagement of 
enemy forces in minimum time, but also reduces 
the risk of engaging the wrong target. 

LONG-RANGE STRIKE 

To further refine its rapid strike capabilities, the 
Air Force is transitioning its Long-Range Strike 
strategy to focus on effects instead of platforms. 
We view long-range strike as the capability 
to achieve the desired effects rapidly and/or 
persistently on any target set in any environment 
anywhere at anytime. The Air Force is responsible 
for conducting Long-Range Strike missions as 
part of the Global Strike Concept of Operations. 
Our forces must be responsive to multiple 
Combatant Commanders simultaneously and 
able to strike any point on the planet. 

Today, we provide deep strike capabilities 
through a variety of platforms and weapons. 
Future capabilities must continue to enhance 
the effectiveness of the system. Responsive 
capabilities combine speed and stealth with 
payload to strike hardened, deeply buried, or 
mobile targets, deep in enemy territory, in 
adverse weather, with survivable persistence in 
the battlespace. 

SPECIAL OPERATIONS 
FORCES 

We are emphasizing the unique effect produced by 
the synergy of Special Operations Forces (SOF) 
and rapid strike, and evolving requirements for 
SOF in the Global War on Terrorism. As part of 
meeting these new mission sets, we will continue 
to work in an increasingly joint environment with 
our sister service SOF units, and in concert with 


U.S. Special Operations Command. Our SOF 
units will enhance Army operations concepts 
resulting in a wider dispersion of ground forces 
across the battlefield. 

New mobility platforms such as the CV-22 
Osprey and the Advanced Air Force Special 
Operations Forces Mobility Platform will add 
a new dimension in the ability to conduct SOF 
operations. Additionally, the F/A-22 will be a 
key enabler of forward operational access for 
joint forces. The Raptor will use its stealth and 
supercruise capabilities to support SOF and other 
maneuver elements deep in enemy territory, in 
what would otherwise be denied airspace. 

Closely related is the need to rapidly recover and 
extract personnel. We have begun the Personnel 
Recovery Vehicle Program, seeking to achieve 
initial operational capability in fiscal 2013 and 
replace the aging HH-60 combat search and 
rescue aircraft. 

We will continue to leverage our highly trained, 
highly motivated SOF personnel and develop 
technologies to devise a smaller, harder-hitting, 
faster-reacting, highly survivable force that 
maximizes the element of strategic and tactical 
surprise to defeat America’s current and potential 
adversaries. 



39 







To achieve new levels of integration and 
effectiveness, the Air Force will take advantage 
of the United States’ long-held command of the 
global commons - air, sea, space, and cyberspace. 
The Air Force intends to extend its current air 
and space power advantage. As part of the joint 
force, the Air Force is positioned to leverage 
its persistent C4ISR, global mobility, and rapid 
strike to help win the GWOT, strengthen joint 
warfighting capabilities, and transform the joint 
force - while minimizing risk. 

To accomplish this requires focused investment 
in our people, science, and technology, and 
recapitalization of our aging aircraft and weapon 
systems. 

As threats change and America’s interests evolve, 
we will continue to adapt and remain the world’s 
premier air and space force. Together with our 
fellow Services, we stand resolute, committed 
to defending the United States and defeating our 
enemies. 


Summary: 

On Course 
for the Future 

The Air Force of the future makes the whole 
team better. Built around the 2025 Force and 
its accompanying organizational construct, the 
Future Total Force, the Air Force will be a more 
capable, smaller force. As such, the future Air 
Force increases the capability and flexibility of 
the joint force - and, subsequently, increases 
options for the Secretary of Defense and the 
President. These military options will be crucial 
to the defense of the nation as the United States 
continues to wage the GWOT while transforming 
and strengthening the joint force for any future 
contingency. 

The Air Force offers an unparalleled set of 
combat capabilities to directly influence any 
joint or interagency operation, as well as the 
enabling capabilities to improve joint warfighting 
capabilities on the ground, on or under the sea, 
and in the air and space. Recognizing that no 
Service, or even DoD, can achieve success by 
itself, the Air Force has focused on increasing the 
integration and effectiveness of the joint force 
and interagency team. 



- ■ 




^ - 


Secretary of the Air Force Roche, Chief of Staff of the Air Force General Jumper and 
Chief Master Sergeant of the Air Force Murray hold a town meeting with a cross-section 
of Active Duty, Reserve and Air National Guard Airmen, civilian employees, and U.S. Air 
Force Academy cadets to discuss the current and future roles of Airmen 


41 




Nearly 1,300 cadets and 
officers from the US. Air 
Force Academy Class 
of2008 march from the 
Academy to Jacks Valley to 
begin the field portion of 
basic cadet training 


; 


m 

jj 



* 


lif 

1 r fj- ft?. 1 

■ fa' h. 1 . 

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