DEPARTMENT OF THE AIR FORCE

WASHINGTON, DC

We proudly submit the 2002 Air Force Posture Statement. In this report we discuss our

most notable successes, our critical challenges, our deepest concerns, and our expectations

for the future. During the past year, the Air Force has had numerous opportunities to

implement and validate significant changes in the conduct and strategies of war, exploit

the rapid advancement of innovative technologies, and deliver global reconnaissance

and strike for America’s national security. Our successes are America’s successes; they

are the direct result of the tireless and unconditional service by men and women of the

Total Air Force and their families.

We recognize much work and many opportunities to improve await us. Despite our

unassailable dedication to a demanding operational pace at home and abroad—including

NORTHERN WATCH, SOUTHERN WATCH, NOBLE EAGLE, and ENDURING

FREEDOM—we have not faltered in our steps to continue the tasks of our unprecedented

transformation. We are pressing forward to develop and refine our operational and

organizational processes and strategies to address the changing national security and

economic environments. We are focusing on the horizontal integration of our manned,

unmanned, and space assets in order to provide real-time actionable, exploitable intelligence

to commanders. We are committed to leveraging technology to combine our air and space

capabilities in order to increase asymmetric advantages for our nation. And, as our

transformation continues, we will support our people, revitalize the military industrial

base, and seek efficiency at every turn. We are the world’s preeminent Air and Space Force,

remaining true to our vision by providing Global Vigilance, Reach, and Power across the

spectrum of military and humanitarian operations for America and our allies.

We are able to perform the extraordinary feats asked of our Air Force because we are

blessed with full endorsement from the American people, the Congress, and the President

of the United States—all of whom provide unwavering support to our efforts and

missions. We sincerely appreciate this confidence in our commitment and our capabilities

to provide our great nation with superiority in air and space throughout this century.

John P. Jumper James G. Roche

General, USAF Secretary of the Air Force

Chief of Staff
Power is increasingly defined,

not by mass or size, but by

mobility and swiftness.

Influence is measured in

information, safety is gained

in stealth, and force is

projected on the long arc of

precision-guided weapons.

This revolution perfectly

matches the strengths of

our country—the skill of our

people and the superiority of

our technology. The best way

to keep the peace is to redefine

war on our terms.

President George W. Bush

at the Citadel, 1999
Table of Contents

PREFACE ........................................................................................................................ iv

Operation NOBLE EAGLE (ONE) ....................................................... v

Operation ENDURING FREEDOM (OEF) ....................................... vii

Chapter 1 - INTRODUCTION ...................................................................................... 1

The Road Ahead ..................................................................................... 2

Chapter 2 - THE YEAR IN REVIEW ................................................................................... 4

“The Expeditionary Air and Space Force (EAF) After 2 Years”..... 10

The Expeditionary Air and Space Force - Sum of the Parts ........... 11

Chapter 3 - READINESS ..............................................................................................15

Recapitalization .................................................................................... 15

Core Competencies .............................................................................. 16

Air and Space Superiority ......................................................... 16

Information Superiority............................................................. 18

Global Attack............................................................................... 28

Precision Engagement................................................................ 30

Rapid Global Mobility ............................................................... 33

Agile Combat Support (ACS) ................................................... 37

Additional Readiness Concerns ......................................................... 39

Towards Developing Systems ............................................................ 41

Enhancing Fundamental Practices..................................................... 42

Organizational Experimentation - Future Total Force .................... 43

Enhanced Homeland Security Missions ........................................... 46

Conclusion............................................................................................. 47

Chapter 4 - TRANSFORMATION ..............................................................................48

New Impetus to Transform - The evolving geopolitical context ... 48

Transformation - Realizing Potential Capabilities........................... 49

Advanced Capabilities ........................................................................ 51

Innovation and Adaptation ................................................................ 58

Conclusion............................................................................................. 60

Chapter 5 - PEOPLE .....................................................................................................61

Recruiting .............................................................................................. 62

Retention................................................................................................ 65

Training .................................................................................................. 67

Civilian Workforce Shaping ................................................................ 69

Quality of Life ....................................................................................... 70

Healthcare ............................................................................................. 73

Conclusion............................................................................................. 74

CLOSING THOUGHTS ................................................................................................75
PREFACE

September 11, 2001

If Americans had not fully understood the idea of “asymmetry” before

September 11th, they received a horrific education on that day. In a lesson

reminiscent of one 60 years earlier, air assets were employed in a malicious

fashion on an unsuspecting people. This time, however, the attacks resonated

a particular evil, for civil airlines were used to wreak destruction and death

upon civilians.

The World Trade Center, the Pentagon and a field in Pennsylvania were

the battlefields of asymmetric warfare. A terrorist group exploited the United

States’ asymmetrical vulnerabilities, far in excess of their relative size and

the physical results of the attacks. Within minutes of these attacks, the United

States, through Operations NOBLE EAGLE and ENDURING FREEDOM,

was providing education on an asymmetry of its own making—the object lesson

of joint and combined warfare visited on the perpetrators of the September 11

strikes. The Air Force is fully prepared to execute the missions required—with

our air, space and special forces assets—to carry this global war on terrorism

to its conclusion, ending as President Bush declared, “at a time and place of

our choosing.”
PREFACE v

Security Forces Airman stand vigilant to protect and defend our Air Bases during Operation NOBLE EAGLE.

Operation NOBLE EAGLE (ONE)

numerous other combat support enablers—

strategic and tactical lift, civil engineers,

medical teams, combat communications,

command centers, chaplains, and security

forces—rolled into action.

Within 24 hours, the Air Force swiftly

deployed 500 medics to McGuire AFB,

to respond to any Federal Emergency

Management Agency (FEMA) tasking for

equipment and/or personnel needed at the

World Trade Center. State-of-the-art medical

emergency facilities were assembled, which

included four Expeditionary Medical

Support packages (EMEDS) (lightweight

modular systems). Critical Care Air

Transportable Teams (CCATT), which

provide emergency medical attention while

in-flight, were quickly established at both

the Pentagon and McGuire AFB. The port

mortuary also was activated, with over 600

Air Force Active duty, Guard and Reserve

personnel deploying to Dover AFB. They

Operation NOBLE EAGLE unofficially

began three minutes after North American

Aerospace Defense Command (NORAD)

received word from the Federal Aviation

Administration of two hijackings. F–15 Air

Defense fighters from Otis Air National

Guard base in Massachusetts raced toward

the skies over New York. Thirty minutes

later, a similar attack unfolded in D.C.

Within minutes, Guard F–16s from Langley

AFB were on an intercept track while other

Guard F–16s headed to the skies over the

Capital. Though notified too late to thwart

the attacks, the jets were in place to stop

any further strikes, including the aircraft

that crashed in Pennsylvania.

Within hours of these attacks, the Air

Force had established combat air patrols

across America with air refueling support

to keep them aloft, and command and

control assets to direct them. By December,

these sorties exceeded 8,000. Meanwhile, as

the Air Force air defenses secured the skies,
vi PREFACE

assisted in the identification and preparation

of the remains of the Pentagon attack

victims, working alongside the Armed Forces

Medical Examiner, FBI, Army and Navy

personnel. Critical Stress Management

Teams conducted counseling to personnel

assigned to recovery efforts at both locations.

Finally, since the National Disaster Medical

System was activated, the Air Force Medical

Service (AFMS) also set up its aeromedical

evacuation assets at both McGuire AFB and

Andrews AFB.

Meanwhile, demonstrating their

invaluable integration in the Total Force,

Air Force Reserve and Air National Guard

airlift crews were among the first to bring in

critical supplies, equipment and personnel,

including emergency response teams from

FEMA, FBI assets, fire trucks, search dogs,

and earth moving equipment. In addition,

over 70 personnel arrived from Andrews AFB

to help coordinate emergency medicine at

the Pentagon alongside the Surgeon General

of the Air Force. At the time of this writing,

more than 10,000 Air Force Reservists and

over 20,000 Air National Guard members

have been mobilized, and many more

continue to provide daily support as

volunteers. Thousands of Air National

Guardsmen, Reservists, civilians, contractors,

and Active duty members are ensuring air

and space security over America.
PREFACE vii

Operation ENDURING FREEDOM (OEF)

forward and have found operational

successes in advanced employment of

Unmanned Aerial Vehicles (UAVs).

This operation is about creating effects—

deterrence and defeat of terrorism—so it is

more than simply munitions-on-targets. The

Air Force is at the forefront of psychological

campaigns, applying robust information

warfare campaigns while also leading

the humanitarian relief mission—essential

to any long-term stability in the region.

Airdropping millions of rations to a

starving people, Air Force mobility forces

directly affected the future of the new

Afghan government.

When the President decided on the

appropriate course of action, air and space

forces were called into action. At the outset,

Air Force bombers proved instrumental to

putting weapons on targets in Afghanistan.

The vast mobility capabilities of the Air Force

quickly moved assets into the theater, while

simultaneously making possible Navy and

Air Force fighter attacks.

ENDURING FREEDOM also revealed

an improvement from even the most recent

operations. Air and space precision assets

paired with multi-service special forces on

the ground proved an effective, efficient and

devastating mix of capabilities. Additionally,

we have pushed developing technologies
viii PREFACE

“Let’s Roll!”

As it has throughout its history, America will

champion the cause of freedom and

defeat those who would attempt to deny

us this most basic tenet. Guaranteeing our

success is “...the strength of our country—

the skill of our people and the superiority

of our technology.”

An H–53J Pave Low III helicopter machine gunner

mans his mini gun as he searches for threats while his

aircraft refuels during a mission in support of Operation

ENDURING FREEDOM. The Pave Low’s mission is

low-level, long-range, undetected penetration into hostile

areas. It can accomplish this mission during the day or

night or in adverse weather.

U.S. Navy Seabees provide perimeter security for a C–17A

Globemaster III aircraft at an operating location in support

of Operation ENDURING FREEDOM. C–17 aircrews

airlanded and infilled the Seabees, making it the first ever

successful strategic airlift operation by a C–17 aircraft

into an undeveloped dirt landing strip.

AC–130 gunships have received new capabilities that

have made them even more effective at close air support,

air interdiction and force protection. Missions in close air

support are troops in contact, convoy escort and urban

operations. Air interdiction missions are conducted

against preplanned targets or targets of opportunity.

Force protection missions include air base defense and

facilities defense.
INTRODUCTION 1

Chapter 1

INTRODUCTION

defense was to receive. Long a force

for innovation, airmen continued their

leadership throughout the months of

military reinvention. Capabilities-based

planning was emerging as the Quadrennial

Defense Review (QDR) focal point,

and the Air Force strove to maximize

the assessment of new technologies,

revolutionary concepts of operation

and visionary organizational changes.

However, amidst this important task,

terror struck the United States. The Air

Force, and the Nation, exited 2001 at war.

This new adversary, and those of the

future, will pose a formidable challenge

to American interests at home and abroad.

They will attempt to intimidate, deter

or defeat our nation through a variety

of means, to exploit our asymmetrical

vulnerabilities and avoid confronting U.S.

military power directly. These strategies

will include the use or threatened use

of weapons of mass destruction, and the

use of terrorism on U.S. soil. They will

The world’s premier Air Force begins

2002 under new leadership. The Secretary

and Chief of Staff bring unique and

complementary experiences to bear upon

the dynamic promise of American air

and space power in the 21st Century.

The Air Force is in the business of global

reconnaissance and strike, including the

full application of unparalleled mobility

forces. Our efforts are fuelled by a vision

of Global Vigilance, Reach, and Power to

help the Nation assure our allies and

friends, while dissuading, deterring or

decisively defeating any adversary. The

specific concept of “core competencies”*

well known among successful organizations

has been adapted by Air Force leaders to

characterize the capabilities that are central

to our mission: air and space superiority,

information superiority, global attack,

precision engagement, rapid global mobility,

and agile combat support.

The Air Force, and the Nation,

entered 2001 aware of the challenges and

According to two leading scholars, successful enterprises

“consolidate corporate-wide technologies and production

skills into competencies that empower individual organizations

to adapt quickly to changing opportunities.”

The 3 identifying characteristics of core competencies are:

1) They transcend a single product or service and provide

potential access to a wide variety of markets;

2) they are perceived by customers to deliver significant benefit; and

3) they should be hard to imitate.

See C.K. Prahalad and Gary Hamel, “The Core Competence of the Corporation,”

Harvard Business Review, May–June 1990.

opportunities of a new

administration. The

Department of Defense

was to undergo significant

evaluation, with the

expectation of dramatic

changes to follow. President

Bush brought an eminently

qualified team to Defense

and National Security, and

the Air Force welcomed

the injection of energy

and attention the Nation’s
2 INTRODUCTION

also attempt to counter the tremendous

asymmetric advantages of U.S. air and

space power.

To meet these challenges, Air Force

strategy calls for a capabilities-based

approach to defense planning. This enables

the Service to answer a broad range of

challenges posed by potential adversaries,

while also developing the capabilities it

needs for the future. This capabilities-based

planning must remain tied to ongoing

Air Force transformation that continues

to develop new technologies, concepts of

employment and organizational adaptations.

The Road Ahead

The transformation of the military now

runs parallel to the transformation of our

Nation. Just as the military is exploring

new capabilities and concepts of operation

(CONOPs) to engage threats, America as

a whole is experiencing new appreciation

for the cost of freedom. The Air Force, the

Department of Defense and the American

people are up to the challenge.

Though a shock, the events of

September 11th did not fundamentally alter

the course for a transformed military; rather,

they served as an affirmation of our current

direction. Turning away from decades of

restrictive force-to-threat planning, the Air

Force along with the Defense Department

is on course to define desired effects, and

then secure capabilities which allow us

to reach that end. Additionally, the QDR

and the Defense Planning Guidance (DPG)

address organizational changes, which add

to the effectiveness of new military methods.

This describes the heart of Air Force

transformation. Assessing existing and

potential adversaries’ capabilities against

our own, we are developing Task Forces

for a variety of mission requirements, from

strategic response to homeland security.

For example, Global Strike Task Force,

which describes how we will operate in

an anti-access scenario, is the next step in

our journey to fully achieve our mission

while also opening doors to adaptive and

innovative operational plans, and relevant

organizational structure.

In order to draw the greatest

effectiveness from these capabilities, the

Air Force will exploit America’s technical

dominance to elevate our asymmetric

advantage over any adversary. This involves

harnessing the attributes of stealth, precision,

standoff, space, and information technology.

The success of our capabilities-based

CONOPs depends upon reducing the

find, fix, track, target, engage, and assess

(F2T2EA) cycle and achieving persistent ISR

capabilities. Key to this is the horizontal

integration of manned, unmanned,

and space assets. By facilitating digital

conversations at the machine-level we

will provide the Joint Force Commander

with the decision-quality information

required to ensure success—the “sum of

the wisdom” resulting in a cursor over

the target. With determined exploration

AF four capability focus areas:

1) meet wartime demands through

increased readiness

2) recapitalize our aging force

structure and physical plant

3) support transformation efforts

required to provide needed future

capabilities

4) support recruitment/retention

by meeting the needs of our most

important resource—people
INTRODUCTION 3

and exploitation of space capabilities—

culture, principles, personnel and assets—we

will widen our asymmetric advantages and

set the bar beyond reach of any adversary.

Such transformation will guarantee

America’s Global Vigilance, Reach, and

Power—establishing powerful national

mechanisms to assure, dissuade, deter

or defeat.

These are the building blocks to true

transformation—technologically elevated

capabilities, focused CONOPs and

embedded structural changes. The Air Force

remains at the forefront of each of these

transformational elements. We ensure the

freedom to operate around the globe and

in the sky and space above, under any

circumstances, and for whatever mission

the Nation requires. This is asymmetry—

exploitation of capabilities no other force in

the world possesses—and it is fundamental

to redefining jointly fought warfare on

America’s terms. Maintaining this advantage

is critical, and a constant challenge. In

the year ahead, we will meet this test

by solidifying the roots of our success:

Readiness, Transformation, and the resource

that makes these possible—our People.

Our domain stretches from the earth’s surface to the far reaches of our satellites’ orbits integrated across

the mediums through voice, imagery and digital data links.
4 THE YEAR IN REVIEW

Chapter 2

THE YEAR IN REVIEW

In 2001, the Air Force had an enormous

impact on the peacekeeping and combat

missions around the world. From the Korean

Peninsula to Kabul, across every continent

and over all bodies of water, Air Force

civilian, Active, Guard and Reserve forces

were executing global reconnaissance

and strike missions. Through combined

exercises, humanitarian interaction around

the globe, and decisive combat action, we

assured our friends and dissuaded, deterred

or defeated our adversaries.

In the Balkans, contributions to the

region included fighter, tanker, command

and control, ISR, and airlift aircraft. Combat

search and rescue (CSAR) forces, special

operations units and unmanned aerial

vehicles (UAVs) also flew in support of

the operation. In 2001, the Air Force flew

approximately 1,000 sorties, enforcing no fly

zones over the former Yugoslavia.

In Southwest Asia (SWA), the Air Force

maintained a continuous, steady-force

presence of more than 8,000 airmen

in support of Operations NORTHERN

WATCH (ONW) and SOUTHERN WATCH

(OSW). Air Force ISR assets provided crucial

intelligence and situational awareness,

particularly in the form of indications,

warning and intelligence. We were the vital

element in monitoring Iraq’s compliance

with United Nations’ directives. Coalition

forces flew over 22,000 combat sorties in

SWA during 2001, 70% of which were flown

by the Air Force.

In response to the terrorist activity of

September 11th, we began providing support

to homeland defense via Operation NOBLE

EAGLE and support to the war against

terrorism via Operation ENDURING

FREEDOM. By the end of 2001, we had

flown 11,000 combat air patrol, surveillance,

and refueling sorties protecting U.S.

cities and other high-value assets. We also

maintained an alert readiness status on the

ground in order to scramble and intercept

Maj Jay Aanrud, foreground, 39th Operations Support

Squadron supervisor and Operation NORTHERN WATCH

program manager, discuss flight safety procedures as SrA

Sarah Anderson, with binoculars, monitors incoming traffic

at Incirlik Air base control tower in Turkey.
THE YEAR IN REVIEW 5

threat aircraft. Nearly 14,000 airmen have

deployed to Southwest Asia in support

of ENDURING FREEDOM including

nearly every specialty in the Air Force. Of

the over 18,500 total coalition sorties flown,

almost 46 percent have been flown by the

Air Force. These sorties included fighter,

tanker, command and control, special

operations, UAV, ISR, and airlift aircraft.

Initially, the Air Force was the sole provider

of airlift for humanitarian relief to the people

of Afghanistan. By the end of December,

Air Force mobility teams had delivered

over 2.4 million humanitarian daily rations

and over 4,300 tons of wheat, rice, and

cold weather gear. Ultimately, in the land

locked country of Afghanistan, everything

brought in to build up and sustain our

forces was brought in by air.

The Caribbean and South America

continued to be the focus of the ongoing war

on drugs. Counter-narcotic missions were

flown around the clock by all interagency

organizations. The Air Force contributed

fighter-interceptor, airlift, ISR and CSAR

missions. These efforts directly contributed

to seizures that totaled over 75,000 kilos

of narcotics.

Establishing operational imperatives

for 2001 and beyond, the Secretary of

Defense named the Air Force as executive

agent for national security space. We now

shoulder the responsibility for planning

and programming of space systems

for the Department. The Secretary and

Undersecretary of the Air Force will direct

efforts to nurture a space culture and ensure

that the advancement of space capabilities

receives focused and heightened emphasis.

Throughout the year, we also maintained

approximately 100 satellites in earth orbits

that directly supported, and continue to

support, not only the Air Force but also the

other Services and the civilian population.

Global Positioning Satellites assisted

travelers worldwide, while data provided

by Air Force weather satellites and

communications and missile launch-detection

satellites was used by all services. In order

Humanitarian airdrops by the Air Force during Operation

ENDURING FREEDOM included packages of dates.

Dates are a fruit that Muslims traditionally use to break

the fast of Ramadan.

A C–17A Globemaster III aircrew, from the 17th Airlift

Squadron at Charleston Air Force Base, SC, hold up the

two millionth humanitarian daily ration to be airdropped

over Afghanistan in support of Operation ENDURING

FREEDOM on November 30th.
6 THE YEAR IN REVIEW

to maintain this robust capability, we

launched, deployed, and initialized

operations of eight additional assets in 2001.

The Air Force provided an American

presence in regions of the world where

the U.S. is working to build goodwill and

improve relations. It also enabled quick

humanitarian relief during natural and

man-made disasters. Following a devastating

earthquake in India measuring 7.7 on the

Richter Scale, airlifters transported 115 short

tons of humanitarian cargo to Ahmedabad,

India. In April, a C–17 airlifted 10 cheetahs

from Africa to America as part of a gift to

the United States from the people of Namibia.

Additionally, Air Force engineers from RED

HORSE units completed several school

construction and water well drilling

humanitarian projects throughout Central

and South America.

When the floodwaters rose in Houston

in June, a C–17 transported federal relief

workers and 30,000 pounds of relief supplies

to Texas. Additionally, the Air Force deployed

a 92-person EMEDS to the area to relieve

local hospital emergency rooms workload.

The EMEDS cared for over 1,000 patients

from this disaster, and the AMS envisions

placing EMEDS throughout the country

to offer added future regional quickresponse capabilities. Later, in August and

September, Air National Guard and Air

Force Reserve C–130 aircraft equipped

with modular airborne fire-fighting

systems flew 185 missions and dropped

over 800,000 gallons of fire suppressant

on wildfires in Idaho and California.

Additionally, they flew 45 support sorties

lifting 414 firefighters and over 300,000 tons

of cargo into the area.

C–5 Galaxy unloads heavy equipment to support relief operations after India’s devastating earthquake. The C–5 is an

essential component of our strategic airlift fleet and the primary platform to carry outsized cargo.
THE YEAR IN REVIEW 7

Whether at home or abroad, in combat,

humanitarian operations or training, we

strive to accomplish the mission effectively,

efficiently and safely. Effective risk

management directly contributes to

readiness and warfighting capability. In

2001, a combination of targeted mishap

prevention efforts and chain-of-command

commitment resulted in sustained low

mishap rates in all major areas. On the

ground, a record low was achieved for

off-duty sports and recreation fatalities

with four total. In the on-duty ground

fatality category, the Air Force tied the FY98

all time record low of three. In the air,

Class A Flight Mishap performance yielded

the third lowest mishap rate in our history.

The Air Force-wide fielding of safety

tools and metrics such as the web-based

Safety Automation System continues to

improve operational and acquisition risk

management decision-making. These efforts,

coupled with aggressive seasonal safety

campaigns, enable leaders at all levels

to take proactive action aimed at specific

trend areas. The Air Force’s commitment

to safety as a combat multiplier continues

to enhance force preparedness and mission

accomplishment.

Air Force medical personnel provided immediate medical response following the Houston floods.
8 THE YEAR IN REVIEW
THE YEAR IN REVIEW 9
10 THE YEAR IN REVIEW

The Expeditionary Air

and Space Force (EAF)

After 2 Years

Our considerable mission

accomplishments in 2001 have in large

measure been made possible by the

continued maturation of the EAF.

Throughout the year, we called upon all

facets of our Air Force—Active, Guard,

Reserve, civilian, and contractors—to meet

the demands of the war on terrorism and

our steady-state commitments. In addition

to the rotational deployments in support

of OSW, ONW, Icelandic Operations, and

counter-drug operations; we were called

upon to support wartime efforts at home

with ONE, and overseas with OEF. The

large demand on the Air Force increased

the OPSTEMPO drastically and placed a

sizeable stress on our most valuable asset,

our people. The Air Force is stretched thin,

standing up several expeditionary bases

overseas while at the same time defending

the skies over the U.S. with numerous

aircraft on ground and airborne alert. Our

people have risen to the occasion in winning

this war. We will maintain the Air and

Space Expeditionary Force (AEF) structure

throughout this effort to the maximum extent

possible however, everyone in the Air Force

realizes the mission has changed and the

requirement to deploy for longer periods of

time may increase.

AF Vision 2020
THE YEAR IN REVIEW 11

Members of the newly created 18th Logistics Readiness Squadron (Provisional) salute during an assumption of command

at Kadena Air Base, Japan. The readiness squadron—a merger of the former 18th Transportation Squadron and the

18th Supply Squadron—is the first such squadron formed under initiatives developed by an Air Force Chief of Staff

review that is testing 30 ways to improve logistics handling.

B–1B bomber aircrew and a B–1 crew chief from the 28th

Air Expeditionary Wing, discuss the maintenance log

before a combat mission over Afghanistan. B–1 bombers

have dropped over 3.8 million pounds of weapons and over

60 percent of all Joint Direct Attack Munitions to date.

The Expeditionary

Air and Space Force

Sum of the Parts

Often misunderstood is the difference

between the elements that collectively

define the Expeditionary Air and Space

Force. Whereas the EAF is a construct

(including everything within the blue ball

on the previous page) and is the Total Air

Force, the AEFs are a subset and represent

the core of our deployable combat power and

forward presence capability. The EAF also

enables the Air National Guard and the Air

Force Reserve to participate more heavily

in Air Force expeditionary operations. The

increased predictability of the AEF rotation

cycle allows us to schedule voluntary

participation well in advance. This voluntary

participation currently provides about

25% of the aviation package and 10% of

the Expeditionary Combat Support. This

support brings both OPSTEMPO relief as

well as highly trained and skilled talent

to the operations. This interaction lays

the basis for the development of our

transformational initiative, Future Total

Force (FTF) (explored in Chapter 4).

AEF Prime consists of operational

capabilities neither organically assigned

to AEFs, nor incorporated in the rotational

cycles. This includes regional command

and control, intelligence, space, special
12 THE YEAR IN REVIEW

operations, and the umbrella of deterrence

provided by our nuclear forces. AEF Prime

enables much of the global reachback we

rely on for logistics and analysis.

AEFs are not individual organizations,

autonomous fighting forces, or units.

Instead, our 10 AEFs represent buckets

of capabilities the Air Force can draw upon

to satisfy the requirements of theater

commanders—flexible, responsive,

adaptable. A nominal AEF has about

12,600 people supporting 90 multi-role

combat aircraft, 31 intra-theater airlift

and air-refueling aircraft, and 13 critical

enablers. The enablers provide command,

control, communications, intelligence,

surveillance, and reconnaissance, as well

as combat search and rescue. AEFs are

composed of squadron and sub-squadron

elements, which are on-call for a period

of three months in a 15-month cycle. If

deployed, forces from AEFs make up Air

and Space Expeditionary Task Forces

(AETF). Finally, we have two Air and Space

Expeditionary Wings (AEWs) that provide

crisis response capability beyond what the

two in-cycle AEFs can cover. They also

contain unique capabilities, such as stealth

aircraft, that are not distributed across the

ten AEFs.

Air Force Reserve Command made

major AEF contributions in 2001 having

met virtually 100 percent of both aviation

and combat support commitments, while

also deploying 14,000 plus personnel

in volunteer status in the last AEF cycle

(1 Dec 00–28 Feb 02). The challenge for 2002

will be to meet ongoing AEF commitments

with volunteers from a Reserve force which

has had a large portion of its operations and

combat support mobilized for homeland

defense and the war on terrorism.

EAF Mobility—The linchpin of power projection.

Below, C–17’s await cargo movement in the Persian Gulf.

Right, Tankers such as the KC–10 Extender make the

inter-continental “bridge” a reality.
THE YEAR IN REVIEW 13

The Air National Guard alone

contributes nearly 25,000 men and women

every 15 months to the AEF rotations. During

AEF cycles one and two thus far, Guard

units provided over 20% of the total force

aviation packages and nearly 10% of all

expeditionary combat support requirements.

EAF Mobility provides the ability to

deploy and sustain expeditionary forces. It

includes airlift and air-refueling capabilities—

the linchpin of power projection. Many

mobility units accomplish the AEF role

when specifically assigned to an AEF

eligibility period and the EAF Mobility

role all other times.

EAF Foundation consists of support

capabilities not organically assigned to

AEFs. This includes acquisition, logistics,

health care, education and training. Due

to the expeditionary nature of the Air Force,

individuals normally assigned to an EAF

Foundation organization can still be assigned

to an AEF and deploy to contingency

operations during their three-month

eligibility period.

The EAF is a force structuring

mechanism because it frames Air Force

modernization, recapitalization, and

transformation efforts. The AEFs and

EAF Mobility provide the rotational basis

for steady state expeditionary operations.

Therefore, current and future programs

must ensure adequate capability in the

EAF to respond to global contingencies

while providing predictability and stability

for our people.

EAF Today

Our current level of commitment

exceeds the capability we have available

in our two on-call AEFs and one on-call

AEW. In career fields such as Security

Forces, Engineers, Communications and

Information, and Medical, we have reached

into future AEFs to source enough people

to meet the current requirement. Low

Density/High Demand (LD/HD) assets

such as Airborne Warning and Control

System aircraft (AWACS) and special

operations aircraft have deployed almost

After landing at a remote air base in Afghanistan, four Air Force Security Forces, RAVENs, prepare to exit from the rear

of a C–17A. The team provides security for the aircraft and personnel. This particular mission was the first deployment of

French soldiers and more than 1,000 tons of security equipment as part of Operation ENDURING FREEDOM.
14 THE YEAR IN REVIEW

their entire inventory to meet the war effort.

We have been aided greatly in this LD/HD

challenge with the deployment of NATO

AWACS that have deployed to the U.S. in

support of ONE. For the first time ever, the

on-call AEW and portions of the remaining

AEW were employed. Additionally, a large

portion of the total tanker force deployed

to support Air Force and Navy strikes,

while our mobility forces rapidly moved

thousands of airmen and support equipment

overseas allowing us to quickly engage the

enemy on our terms, not theirs.

Fully Capable AEFs

Providing the flexibility needed for full

spectrum operations requires continued

efforts to round out capabilities of our AEFs

to make them inter-changeable. Currently,

our 10 AEFs are not all the same. For

example, only three of the AEFs have

precision, standoff strike capability, and

only nine have an F–16CJ squadron for

suppression of enemy air defenses. Until

the disparity is rectified, the EAF construct

will have limits—many LD/HD and

stealth systems remaining tasked at

maximum levels.

As the EAF continues to mature and

technologies advance, we will expand

the capabilities each AEF can provide.

With enhanced ISR we will enlarge the

battlespace an AEF can control; improve

our ability to do real-time targeting; and

dramatically increase the number of targets

an AEF can engage. Finally, we will continue

to improve our expeditionary combat

support capabilities—effective, responsive

logistics are the key to sustaining

expeditionary forces and operating from

austere locations.

Reflection and Resolution

After a morning of terror on September 11th,

there was reassurance. Aircraft over American

cities lent calm rather than fear, for they were

the Active, Guard and Reserve Air Force

keeping watch. We reacted within minutes

of the attacks to establish a defensive

posture and to prepare our offensive forces,

just as we spent 2001 reacting successfully

to humanitarian and combat operations

around the globe. While meeting the

requirements of the new war on terrorism,

we will continue our transformation

journey. The capability to deliver massed,

discriminate and precise effects anywhere in

the world within minutes, and the persistent

ISR to evaluate actions are within reach

for America’s air and space forces. This

is the contribution of the Air Force to

the Nation—asymmetric capabilities that

assure, dissuade, deter or decisively defeat.

A full-spectrum Expeditionary Air and Space Force will include 10 AEF’s of equal capability.
READINESS 15

Chapter 3

READINESS

Though no organization in America

was ready for the attacks of September 11th,

none was more ready for the immediate

aftermath than the Total Air Force team.

From humanitarian to combat operations,

the operational demands before the attacks

were tremendous. Though significant

milestones were reached in terms of reducing

the effects of high tempo operations, the

advent of war placed many of those gains on

hold. The war on terrorism has disrupted the

AEF schedules, which will create training,

organization and resource impacts in the

near future. Unaffected though, is our

objective of 10 fully capable AEFs—each a

flexible, identical cross-section of capabilities

for the Joint Force Commander to employ.

America’s competitive edge is due in

large part to its emphasis on realistic,

comprehensive training, and we must

continue to ensure our forces get that

training. Equally important is ensuring

our personnel have the resources needed

to accomplish their jobs.

Recapitalization

Our fielded forces have aged to the point

that they will not be able to compete with

emerging and future threats. In order to

deal with the global security environment,

the Air Force must rebuild its aging

infrastructure and modernize its outdated

weapon systems. Higher priorities, however,

require that we pursue a structured

recapitalization process that will ensure

tomorrow’s warfighters have the advanced

tools, technology, and equipment needed

to preserve America’s air and space

dominance.

The budgetary constraints and

spending reductions mandated in the 1990s

caused the Air Force to seriously underfund

modernization and infrastructure

improvements. For example, in 1990 the

Air Force purchased 257 aircraft; by 1996,

that number had fallen to 30. This dramatic

cutback in hardware acquisitions signaled

Limited budget

options resulted in

a dramatic reduction

of aircraft acquisition

which has exacerbated

the inherent problems

of an aging fleet.
16 READINESS

an unavoidable shift in USAF priorities.

Modernization stalled in order to maintain

core operational capabilities and keep the

fleet of older aircraft flying. Unfortunately,

this financially driven reprioritization placed

the nation’s mid- and long-term air power

readiness at significant risk.

We now face a dangerous situation. Our

aircraft fleet is getting older, less capable,

and more expensive to maintain—all

at the same time. Reversing this negative

trend requires the Air Force to structure its

recapitalization plans to avoid large-scale

procurement spikes and critical

modernization gaps.

The recapitalization of our airframes

and weapons systems is only a partial

solution. The Air Force needs to upgrade

its infrastructure and physical plant,

which include sustainment, restoration,

modernization, transportation, support

equipment, and communications systems.

At the same time, the Air Force must be

prepared to conduct real-world operations

on a global scale. While recapitalization is

important we can never forget investing in

our people. The Air Force needs to take

particular care in preserving this resource

and expanding its capabilities. With the help

of Congress, we have made considerable

progress in addressing pay, benefits, and

quality of life issues (discussed in Chapter 5)

but more remains to be done.

Understanding the range and nature

of Air Force capabilities is a prerequisite

to comprehending the readiness and

transformational requirements. Securing our

task forces’ potential capabilities demands

insightful and bold initiatives. How

comprehensively we elevate the systems,

processes, and people will determine how

effectively America will be able to operate on

the global stage in the decades ahead.

Core Competencies

Air and Space Superiority

Air and space superiority is the ability to

control the entire vertical dimension, from the

surface of the earth to the highest orbiting

satellite, so the joint force has freedom from

attack and freedom to attack. This is the

essential first step in achieving battlespace

dominance. As was true with operations in

the 20th Century, dominance of the vertical

dimension will remain the most critical

capability for 21st Century Joint Forces.

Air Superiority

The Air Force is investing in a range of

systems encompassed in the entire F2T2EA

kill chain. Among the air superiority assets

that contribute to this targeting and attack

process are the legacy air-to-air platforms.

While we await the fielding of new systems,

we strive to maintain the viability of our

current assets. The F–15 and F–16 programs

continue to pursue modernization of radars,

engines, and enhanced combat capability to

ensure near-term fleet maintenance and air

superiority in air-to-air combat environment.

Finally, key weapon advances rest with

continued development and production of

the Joint Helmet Mounted Sight as well as

the AIM–9X and AIM–120 next-generation

air-to-air missiles. While modernization of

current systems is required to make them

as capable as they can be, our greatest

advantage with current systems is our

robust training and the availability of ranges

to conduct that training.

Self-defense against enemy air defense

systems is a key element to ensure air

superiority. Several electronic warfare

programs support this important capability.

The Joint Services Electronic Combat

Systems Tester meets our operational

requirement for a mobile verification

system to confirm installed electronic

countermeasures systems on F–15, F–16,
READINESS 17

and A–10 are operable. It tests end-to-end

electronic combat capabilities, identifies

system problems before takeoff, and

provides the highest level of confidence

to the warfighter that the EW suite is

operational.

Comet Pod is a new infrared (IR)

countermeasures system designed to

provide covert, preemptive protection for

the A–10 against IR surface-to-air missiles

(SAMs). Fielding this system will greatly

enhance survivability of the A–10 in its

low-altitude close air support role.

Additionally, the Advanced Strategic and

Tactical Expendable program addresses

multiple Combat Mission Needs Statements

and provides accelerated ramp-up for

production of the MJU–46 covert IR flare.

This operational requirement acceleration

responds to today’s air war threat in

Afghanistan and currently provides

protection to special operations aircraft

in the combat zone.

The AF leads the way in Radio

Frequency (RF) Towed Decoys on fighter and

bomber platforms. These countermeasures

provide protection against advanced

SAM threats and increase the viability and

lethality of current platforms to conduct

operations in the modern RF threat arena.

These defensive systems have proven

invaluable in combat over the last decade,

and will continue to add to our legacy

force capabilities.

Combat Search and Rescue (CSAR)

The CSAR mission provides friendly forces

protection and assurance by recovering

downed aircrew members or other persons

in isolated locales and returning them to

friendly control. Primarily charged with

supporting combat personnel, CSAR

continues to play an important role in civil

search and rescue activities. The aging nature

of the CSAR fleet, however, increasingly

jeopardizes the Air Force’s ability to

accomplish the CSAR mission. More over,

CSAR assets lack appropriate compatibility

with our advances in strike, command

and control, intelligence, surveillance and

reconnaissance systems, though some

advances in information fusion have

been completed.

Other improvements are forthcoming.

Air Force Reserve Command (AFRC) will

modify nine HC–130’s with the APN–241

ground map radar, which enhances position

awareness and increases system reliability.

Additionally, AFRC is beginning the

upgrade of the forward-looking infrared

for the HH–60G helicopter fleet.

Space Superiority

Space superiority ranks with air superiority

as a top priority. The ability to exploit and

assure U.S. access to space assets while

denying the same to our adversaries is

 of great importance, and as the ultimate

high ground, space provides America

with military advantages that cannot

be duplicated.

Space Commission

In 2001, the Secretary of Defense named the

Air Force as Executive Agent for Space in

his implementation of Space Commission

recommendations. This made the Air Force

responsible for department-wide planning,

programming, and acquisition of space

Navy personnel from a USAF HH–60H helicopter

move in to extract two survivors during a combined

combat search and rescue exercise.
18 READINESS

systems. Consistent with the National

Reconnaissance Office’s (NRO) long

standing approach, the Air Force will

manage space systems with a “cradle to

grave” philosophy, integrating systems

acquisition with operations. To accomplish

this, the Space and Missile Systems Center

has been transferred from Air Force Material

Command to Air Force Space Command.

The Under Secretary of the Air Force is now

dual hatted as the Director of the NRO,

and will have acquisition authority for all

Air Force and NRO space systems, as well

as Milestone Decision Authority for all

DoD space programs. This will allow a

comprehensive review of all space systems,

to determine the optimal method of

satisfying national/military requirements.

The first National Security Space Program

Assessment was accomplished this year,

comparing DoD and NRO program budgets

against existing plans. This assessment

will be used in drafting the first National

Security Space Plan, due in mid-CY02.

Spacelift Range System (SLRS)

Achieving and maintaining space and

information superiority requires an

operational space launch capability that can

deploy satellites to orbit with speed and

flexibility—the high ground of military

operations. The Spacelift Range System

modernization program is replacing aging

and non-supportable equipment to improve

reliability and efficiency; reducing the cost

of operations and standardize equipment

on the Eastern and Western launch ranges.

SLRS modernization follows a phased

approach. To date, the completion of

new downrange satellite communications

links, a new fiber optic network, and new

range scheduling systems are providing

government and commercial users more

flexibility at the spacelift ranges. In 2001,

these improvements enabled the rapid

launch of 3 systems in just 4 days using

Cape Canaveral AFS equipment—an

unprecedented feat for America’s spacelift

ranges. The next phase replaces old, baseunique systems with modern, standardized

range safety, flight operations and analysis,

communications, tracking, telemetry,

planning and scheduling and meteorological

systems. Once completed, the SLRS

modernization program, coupled with the

Evolved Expendable Launch Vehicle (EELV)

program, will meet the future launch

demands of national security, civil, and

commercial payloads.

In addition, Air Force spacelift ranges

are central to supporting the Department

of Defense’s cooperation with the National

Aeronautics and Space Administration

(NASA) in the development of technology,

operational concepts, and flight

demonstration for the next generation of

reusable launch vehicles. This cooperation

also offers the basis for the evolution and

future development of reliable, rapid,

and assured access to space for air and

space vehicles.

Information Superiority

Information systems are integral to every

mission of the Air Force. Success in

achieving superiority in this domain

requires an effects-based approach,

superior battlespace awareness, well

integrated planning and execution, and

properly trained and equipped information

operations (IO) organizations. Information

superiority means that our information

systems are free from attack while we have

freedom to attack an adversary’s systems.

Information is both a critical capability

and vulnerability across the range of

military operations from peace to war. In

coordination with Joint Forces, the Air Force

engages daily in conducting IO functions

across this spectrum of military operations.

We provide information superiority to our

Air Force and Joint Forces commanders

as well as to friendly multinational forces
READINESS 19

by conducting information operations in the

air, space, and information domains.

Command and Control, Intelligence,

Surveillance, and Reconnaissance (C2ISR)

Currently, many military operations are

limited in the area of C2ISR capabilities,

which increases the amount of time, it

takes to locate and destroy many targets.

While we are aggressively pursuing

and fielding solutions to streamline

this process, some of our current C2ISR

systems, which our forces rely on, are

vulnerable to adversary manipulation.

The challenge still exists to improve our

own ability to disrupt the C2ISR systems

of our adversaries. Of further concern

to our C2ISR capabilities is limited radio

frequency spectrum availability. Spectrum

is the medium that supports the mobility,

dispersion, and high tempo of operations.

To meet this critical need for spectrum

we must develop a strategy aimed at

sustaining expanding spectrum access

as we face evolving national security

responsibilities.

Our operational and tactical command

and control airborne platforms and ground

systems organize and direct efforts to create

desired effects, whatever their form. Our C2

assets include the air and space operations

center (AOC) with its decentralized

component control reporting centers (CRC)

and Theater Battle Management Core

Systems (TBMCS); the Airborne Warning

and Control System (AWACS); the Joint

Surveillance Target Attack Radar System

(JSTARS); and the Multi-Platform Radar

Technology Insertion Program (MP-RTIP).

The other half of C2ISR is central

to achieving battlespace superiority—

knowledge. ISR assets gather and processes

the data into decision-quality information.

Currently, our limited numbers of airborne

ISR systems are in extremely high demand.

The RC–135 Rivet Joint, U–2, Distributed

Common Ground System (DCGS), Predator,

and Global Hawk UAVs have proven

indispensable during OEF and the

expanding war on terrorism by providing

real-time target data, threat warning, and

battle damage assessment.

The Air and Space Operations Center is a critical component to ensure air and space dominance for joint forces. It allows

the JFACC to instantaneously access information within the area of responsibility.
20 READINESS

Air and Space Operations Center (AOC)—

The Falconer

As the primary element of the Theater Air

Control System, the AOC is responsible for

planning, executing, and assessing the full

range of air and space operations. It is the

premier operational system at the disposal of

the Joint Forces Air Component Commander

(JFACC). By fusing the data from a vast

array of C2 and sensor systems, the AOC

creates a comprehensive awareness of the

battlespace so the JFACC can task and execute

the most complex air and space operations

across the entire spectrum of conflict.

Especially significant among these

operations is time-critical targeting. This

is the development of swift reaction to the

threat within theater battle management.

Accomplishing this requires combining

C2, rapid intelligence collection, analysis,

and dissemination with positive control

of airspace and the tasking of combat

forces to coordinate the entire air battle with

joint and coalition partners and component

commanders. It is the ultimate goal of the

targeting process—to reduce the F2T2EA

cycle from hours to minutes. The Air Force has long understood the

need to address standardization of command

and control of air and space forces. The last

decade witnessed the AOC as equivalent

to a “pick up game,” requiring on-the-job

training and hundreds of individuals

working long hours to produce an air

tasking order. Throughout 2001, we

aggressively addressed this problem and the

Falconer AOC is now on path to becoming

an efficient weapon system. Our focus will

be refining the AOC into a standardized

weapon system run by operators formally

trained in C2 Operations. We must also

improve the weapon system’s modularity,

scalability and interoperability to meet

requirements ranging from Major Theater

War (MTW) to a Humanitarian Relief

Operation (HUMRO) or Non-combatant

Evacuation Operation (NEO).

A crew of the 909th Air Refueling Squadron, 18th Wing,

Kadena Air Base, Japan, pose in front of their KC–135R

aircraft before launching a refueling mission in support of

the India earthquake support mission.

Members assigned to the 633rd Air Mobility Support

Squadron, Kadena Air Base, Japan, unload humanitarian

earthquake relief in Ahmedabad, India, from a C–17

“Globemaster.”
READINESS 21

 If there are adequate resources to

develop Advanced Technology AOC, we

will “right-size” the AOC to meet each

mission’s requirement. The system will be

interoperable with internal and external

U.S. National, Allied, Coalition and Joint

Nodes. Utilizing emerging technologies to

maximize reachback, we will dramatically

reduce the footprint of the AOC while

enhancing JFACC decision processes and

timelines, and reduce costs. Supporting

combat operations during Operations

NOBLE EAGLE and ENDURING

FREEDOM validated our strategic vision

for C2 systems. We will continue to develop

the AOC, which sets the standard for new

Air Force capabilities-programming efforts,

and keep it on course to revolutionizing the

operational level of warfare.

The CRC is the JFACC’s ground

tactical execution node for C2 and battle

management. It provides wide-area

surveillance, theater air defense,

identification, data link management,

and air battle execution. The current

system was developed in the 1970s and

must be replaced. The CRC replacement,

the Battle Control System, will exceed year

2010 requirements for time-critical targeting,

open system architecture, small deployment

footprint, remote operations, multi-sensor

fusion, and AEF responsiveness.

The “engine” of the AOC is the TBMCS.

It is an integrated, automated C2 and

decision support tool that offers the senior

air and space commander and subordinate

staffs a single point of access to real- or

near-real-time information necessary for the

execution of higher headquarters taskings.

TBMCS supports a full range of functions

including threat assessment, target

selection, mission execution, battle damage

assessment, resource management, timecritical target identification and prosecution,

and defensive planning. During ONE

and OEF, TBMCS was rapidly deployed

supporting both CENTCOM and NORAD

operation centers. TBMCS will evolve into

an open-ended architecture capable of

interface with a variety of joint and coalition

data buses, displays and links.

The Airborne Warning and Control

System (AWACS) remains the premier

air battle management and wide-area

surveillance platform in the world. Still,

aging aircraft issues, obsolete technologies,

and the proliferation of advanced adversary

systems necessitate several upgrade

programs. This year, one third of the

AWACS fleet completed an improved

radar system upgrade, which will reach

full operational capability in FY05. The

A North Atlantic Treaty Organization (NATO) E–3A

AWACS refuels over the Adriatic Sea from a United States

Air Force KC–135R. Seven NATO AWACS deployed

from Geilenkirchen, Germany, to augment organic U.S.

AWACS assets. This is the first time in history that non

U.S. forces patrolled and protected American airspace.

next computer and display upgrade will

replace the 1970 vintage processors with

an open architecture system. Finally, a

satellite communications access program

will provide improved connectivity with

regional and national C2 centers.

Joint Surveillance Target Attack

Radar System (JSTARS) provides battle

management, C2, and ground moving-target
22 READINESS

detection. We will replace the on-board

computers with commercial-off-the-shelf

equipment by 2005 under the JSTARS

Computer Replacement Program (CRP).

The CRP is the foundation of all JSTARS

communications and sensor upgrades, and

should reduce life-cycle costs and minimize

the number of obsolete parts.

Another 707-airframe C2ISR asset is the

RC–135 Rivet Joint—the premier aircraft

in its class. We continue to modernize the

Rivet Joint’s sensors using an evolutionary,

spiral development program. Recapitalization

and modernization efforts promise to keep

the RC–135 and U–2 Dragon Lady viable

well into the 21st Century. As we look to

the future, we are examining the growth

of the Rivet Joint as part of the Multi-sensor

Command and Control Constellation.

Although the U–2 is not currently in

production, we continue to modernize the

aircraft with updated sensors and aircraft

modifications to support our ongoing

mission needs. Advanced imagery sensors

will allow the U–2 to collect top-notch data

for the battlefield commander. Aircraft

modifications, such as cockpit, defensive and

power system upgrades will ensure U–2

survivability and viability. Air Force DCGS

continues to provide robust processing and

reporting of the U–2, Global Hawk, and

Predator collected data. System modifications/

upgrades and increase in capacity will ensure

continued delivery of timely intelligence to

enable time critical target prosecution.

Unmanned Aerial Vehicles (UAVs)

provide unmatched access for information,

surveillance and reconnaissance missions.

Their capabilities expand ISR collection

coverage while reducing the need to place

our people in harm’s way. We are committed

to the production and fielding of Global

Hawk as the next generation of high altitude

airborne ISR platform. We have transitioned

Global Hawk from an Advanced Concept

Technology Demonstration (ACTD)

program to a formal acquisition program. In

the spring of 2001, Global Hawk successfully

completed a deployment to Australia,

where it supported maritime reconnaissance

and achieved a number of UAV aerial firsts,

including the first trans-Pacific crossing.

The U–2 provides continuous day or night, high-altitude, all-weather, stand-off surveillance of an area in direct support

of U.S. and allied ground and air forces. It provides critical intelligence to decision makers through all phases of conflict,

including peacetime indications and warnings, crises, low-intensity conflict and large-scale hostilities.
READINESS 23

Due to this success, and a high level

of confidence in the platform, Global Hawk

was deployed in support of OEF. The

development of advanced sensors will

enable Global Hawk to support the time

critical targeting mission more completely.

Finally, demand for the older Predator UAV

remains high. The successful weaponization

of Predator holds the promise of significantly

shortening the time critical targeting timeline.

Based on the tremendous successes of

Predator A, testing is underway on an

improved version, the larger Predator B.

Air Force weather satellites enable

information superiority every day during

joint operations around the globe. The

Defense Meteorological Satellite Program

(DMSP) constellation provides global

weather imagery and other environmental

data to support mission planning.

Augmented with civil satellites, joint forces

are provided timely, accurate pictures of

the weather affecting operations. The Air

Force is modernizing environmental data

collection with the new National Polarorbital Operational Environmental Satellite

System (NPOESS). In conjunction with the

Department of Commerce, development

of the NPOESS will provide the nation a

consolidated system for all national weather

monitoring needs. NPOESS will cost the

DoD significantly less than building and

fielding a DoD-unique follow-on system

and will provide enhanced environmental

monitoring capability to support emerging

weapons systems and concepts of

operations.

The Multi-Platform Radar Technology

Insertion Program (MP-RTIP) is developing

a scalable X-band electronically-scanned

array (ESA) for use on a variety of platforms

for air-ground surveillance, including a

future 767 manned wide area surveillance

platform, the Global Hawk, and potentially

a NATO manned platform variant. On the

767 platform this array would provide five

to ten times the air to ground surveillance

capability of current JSTARS, reduce target

revisit times, improve moving-target track

capability, and enhance radar resolution.

Furthermore, MP-RTIP on a 767 is envisaged

as the first development spiral toward

Global Hawk’s mission is to provide military field commanders with a high-altitude, high-endurance system that can

obtain high resolution, near-real-time imagery of large geographic areas.
24 READINESS

achieving a Multi-sensor Command and

Control Aircraft (MC2A) capability as part

of an over-arching and transformational

Multi-sensor Command and Control

Constellation (MC2C) to support future

employment of the task forces addressed

in Chapter 4.

Communication

Achieving information superiority depends

considerably on the availability of a robust,

worldwide communications capability.

Communications are critical to the joint

fighting forces deployed worldwide.

We are modernizing Military Satellite

Communications (MILSATCOM) systems

to keep pace with this demand. Inseparable

from such modernization is Tasking

Processing Exploitation and Dissemination

(TPED). TPED describes how information

is transferred among our numerous systems

and highlights bandwidth as a serious topic.

Bandwidth is a critical parameter—more is

better—defining how much and what kind

of information we can disseminate. Over

the next ten years, our need for reliable,

redundant, and secure communications is

expected to increase 15 to 20 times beyond

the current capacity. The MILSATCOM

systems in use today simply cannot meet

that demand and supply commanders

with sufficient protected coverage

to adequately support the warfighter.

Further, in an environment of extremely

high worldwide demand and competition,

commercial providers cannot be leveraged

for they lack the protected bandwidth,

security, and coverage necessary to fully

support military operations.

Despite shortcomings, the

MILSATCOM system is making significant

contributions to current, daily operations.

The scope and speed of joint operations,

including OEF, simply would not be possible

without MILSATCOM systems, notably

the Defense Satellite Communications

System (DSCS) and the Military Strategic

and Tactical Relay System (Milstar). In

FY01 we successfully launched one DSCS

and one Milstar satellite. Additionally,

a complete modernization of satellite

communications is underway. Wideband

Gapfiller Satellites (WGS) are low-cost,

high bandwidth communications satellites

intended to greatly increase the on-orbit

bandwidth available to the warfighter. WGS

satellites will help bridge the requirements

gap until the Advanced Wideband System

(AWS) is brought on-line. Similarly,

the Milstar constellation is planned for

replacement beginning in 2006 by the new

Advanced Extremely High Frequency

(AEHF) satellites. The Air Force awarded

a System Development and Demonstration

contract in November 2001 to design the

AEHF satellite system.

To leverage the full capability of our

new technologies, we are combining our

TSgt Todd Frazier, a 376th Air Expeditionary Wing, Civil

Engineering Squadron electrician, sets up an electrical

distribution box designed to provide 110 volts of power to

outlets at a deployed site in Kyrgyzstan.
READINESS 25

efforts with the other Services to form the

joint Global Information Grid (GIG)—

a globally interconnected, end-to-end set

of information capabilities and associated

processes that allow warfighters,

policymakers, and support personnel to

access information on demand. Currently

as the AEF deploys to support combat

operations, it connects to the global

information grid via the Theater Deployable

Communications (TDC) package. This

package is replacing legacy deployable AF

communications equipment with scalable,

lightweight, and reliable transmission,

networking, and network management

equipment. TDC allows timely reachback

to the US for intelligence, logistics and

people support that otherwise would have

to deploy forward. During OEF operations,

we successfully deployed TDC to support

combat operations, demonstrating that

TDC is the capability needed to support

AEF communication requirements.

Contributing to the GIG, the AF is

building an enterprise architecture ensuring

our diverse projects and initiatives are

closely integrated to deliver maximum

capability to the warfighter. In support

of the enterprise architecture, the AF

“infostructure” architecture facilitates

system integration by providing timely

and cost effective communications and

information technology capabilities. The

AF infostructure leverages commercial and

government developed technologies and

ensures these technologies are controlled

and integrated.

To provide our people better access

to information and applications needed

for their specific missions, we have fielded

additional capabilities through the Air Force

Portal. The Air Force Portal is envisioned

as the single access point for practically

all our information needs. Leveraging

commercial successes in web-enabled

information technology and communications,

our members now have access to the Air

Force Portal almost anywhere in the world.

Information Warfare (IW)

Multi-faceted information warfare planning

and execution is another challenge of

information superiority. In the effort

to create specific effects to accomplish

campaign objectives, the Air Force closely

coordinates information operations (IO)

plans between and among supported

and supporting commands to prevent

redundancy, mission degradation, or

fratricide. The numerous organizations

A1C Rachel J. Shields, a

Satellite Communications

Apprentice and SSgt

Thomas A. Schell,

a Satellite wideband

Communications

Journeyman both with

the 31st Communications

Squadron perform an

operational check on

equipment in a

SATCOM van.
26 READINESS

participating in these coordination

efforts include representatives from the

COMAFFOR for Computer Network

Operations and the Air Intelligence Agency,

to IO squadrons and IW flights. To enhance

the effectiveness of these organizations,

we specifically designed tools for the IW

planning and testing efforts. In an effort

to normalize IO as a warfighting asset,

we integrated AIA into the Air Combat

Command, the IW lead for the Combat

Air Forces. They directly support the Joint

Force Commander through the JFACC/

COMAFFOR.

We continue to make every effort to

define requirements and layout a viable

long-term strategy/roadmap to provide IW

capability to the warfighter. The IW MAP

has become a leading edge planning tool

for the Air Force in this arena. Its expressed

purpose is: (1) To define, document, and

advocate Air Force IW requirements, (2) To

integrate those requirements into the Air

Force Capabilities Investment Strategy,

(3) To identify solutions meeting validated IW

needs, and (4) To provide IW Mission Area

expertise to the warfighter and to the Air

Force corporate process. Subsequently, the

MAP helps to focus disjointed efforts, reduces

duplication, promotes integration among

architectures and enhances operations.

Information Assurance (IA)

The Air Force maintained a robust IA

capability through a Defense in Depth

strategy that integrated people, operations,

and technology for multi-layered, multidimensional protection. People were

trained to do the IA mission and protect

the network. We changed policies and

procedures to ensure IA operations are

effective and efficient. We also implemented

Finally, technological advances to provide

physical protection to our information

weapon system. Consequently our IA

posture has never been better.

Training initiatives included a year

long IA Campaign that focused our attention

on such corporate issues as IA roles and

responsibilities, network threats and

countermeasures, computer network

defense, and EAF web security which

significantly improved our collective

IA knowledge and capability. We also

con tinued our emphasis on individual

certification for network operators and

Below Left, A Computer Systems Control Technician troubleshoots a Common Logic Board Card on a Integrated

Digital Network Exchange. Below Right, Regardless of location our communications professionals are charged with

ensuring seamless connectivity within the deployed locations, their home units, and higher headquarters.
READINESS 27

maintainers through the development

of a Job Qualification Standard toward

mission-ready, deployable people.

Addressing procedures, we

implemented a Time Compliance Network

Order (TCNO) process. TCNO allows

senior leadership to track and ensure

completion of critically important computer

security configuration changes. This

resulted in a ten-fold reduction of network

infections attributed to malicious code

attacks from 2000 to 2001. Another

important operational initiative is the

deployment of Scope Network teams to

our installations to fine-tune base-level

networks. Scope Network’s mission is to

optimize and tune networks and firewalls

and ensure their proper configuration. They

deploy throughout the year to measure,

analyze, train, and mentor at the base level.

Finally, our primary IA technology

initiative is a layered equipment suite to

discourage hackers and filter viruses as well

as provide tools to identify vulnerabilities

like the Combat Information Transport

System (CITS), and the Network

Management System/Base Information

Protection (NMS/BIP). These systems

provide a standard tool suite to each Air

Force installation.

The requirements for global-level

detection and early warning of natural

disasters, conventional military or chemical,

biological, radiological, nuclear and highyield explosive (CBRNE) aggression

remain as critical as ever. At the same time,

September 11th introduced a new category

of threat that will challenge the ability of

America’s C4ISR networks to cope with

strategic-level surprise, fait accompli or

limited objectives strategies, among others.

Information superiority, the mastery of

prediction, assessment and employment

of data, is arguably our Nation’s most

pressing challenge.

Communications professionals test the fiber optic link in the new communications network control center while deployed

in support of Operation ENDURING FREEDOM.
28 READINESS

Global Attack

Global Attack is the ability to create desired

effects within hours of tasking, anywhere on

the globe, including locations deep within

an adversary’s territory. It also includes

the ability to retarget quickly against

objectives anywhere, anytime, for as long

as required.

Among Air Force programs supporting

these capabilities is our bomber fleet.

Our B–1, B–2, and B–52 bombers provide

a global rapid response, precision and

standoff strike capability, 24/7 battlespace

persistence, and a level of time-critical

targeting (TCT) capability. The new

transformation era reinforces and

re-emphasizes our ongoing basic bomber

modernization plan—increase lethality,

survivability, flexibility, supportability, and

responsiveness.

All three platforms now carry the

highly accurate 2000-pound Joint Direct

Attack Munition (JDAM), and are all being

fitted to carry new standoff precision guided

weapons. In addition, future integration

programs will see the inclusion of smaller

precision weapons. To improve their

survivability, bombers are receiving a

range of upgrades to include defensive

system, situational awareness and

electronic countermeasure upgrades. To

enable attack of time-critical targets, the

Air Force is upgrading bomber avionics

and communication systems and linking

them directly with remote sensor and

targeting systems.

To enhance our ability to kick down

the door in remote theaters and clear the

way for follow-on forces, the Air Force

is planning for a mix of new generation

manned and unmanned, air superiority

and ground attack aircraft. However, until

the F–22, Joint Strike Fighter (JSF), and

Unmanned Combat Aerial Vehicle (UCAV)

become an operational part of our inventory,

we will continue to rely heavily on our

legacy fighters—the F–15, F–16, F–117 and

While the B–52 “BUFF” was first built 50 years ago, it

shows, on a daily basis, why it remains a powerful work horse.

F–22 Raptor test fires the AIM 9 Sidewinder.

A–10—to provide a potent mix of air-to-air

and air-to-surface capability. These platforms

are all programmed to receive upgraded

voice and data communication systems

linking them to a joint command and

control net. Programmed improvements to

avionics and situational awareness systems

will allow for better all-weather/night

operations, combat identification and

response to time-critical and moving targets.

F–15E modernization incorporates

robust data-link capability and integration

of smart weapons to ensure all-weather,

deep strike lethality. The recent addition

of Global Positioning System (GPS)-guided,

precision guided munitions (PGMs) on the

F–117 give it an adverse-weather capability.

However, these aging platforms are growing

more expensive to maintain and operate,

and their combat effectiveness is expected

to eventually decline as projected surfaceto-air and air-to-air threats with greater

capabilities emerge. The introduction of
READINESS 29

the stealthy F–22 and JSF will maintain

America’s technological advantage and

ensure our ability to defeat next-generation

threats while replacing our aging force

structure with leap-ahead capabilities.

One of our Guard and Reserve’s top

modernization priorities is incorporating

precision targeting pods into their F–16

aircraft. From 1998 through 2000, we

outfitted all our Reserve units and selected

Guard units with LITENING II pods. This

F–117 dropping a precision guided munition.

Guard F–16s with LITENING pods provided tremendous

capability to attack targets through inclement weather.

The leverage of systems integration:

Air Force Reserve F–16s, using the

information provided by the LITENING

II targeting pod combined with Global

Positioning System (GPS) software

enhancements, combine to form a

precise munitions delivery system.

Together with the information gained

from the Situational Awareness

Data Link (SADL), this capability

is acknowledged as one of the weapon

systems of choice for combat missions.

Operations in Southwest Asia,

both in Iraq and most recently in

Afghanistan show how this capability

provides combatant commanders

the ability to conduct attacks against

“time critical targets.”

acquisition gave Guard and Reserve F–16s

a critical precision strike capability while

configuring these units with the system

capabilities of the Active F–16 force.

Additionally, the Guard will join the Active

force in procuring Advanced Targeting Pod

(ATP) for an initial operating capability

in 2003.

Two critical F–16 programs, the Combat

Upgrade Integration Details (CUPID) and

the Common Configuration Implementation

Program (CCIP), will bring decisive combat

capability (night vision, helmet-mounted

cueing, and data links) to our F–16

fleet. Additionally, the Falcon Structural

Augmentation Roadmap (STAR) will ensure

the F–16 fleet is structurally sound to

perform its mission through its designed

service life. Collaborative programs between

our Active and Reserve components increase

our overall procurement flexibility and close

the gap in combat capability.
30 READINESS

Intercontinental Ballistic Missiles (ICBM)

The recent DoD Nuclear Posture Review

(NPR) announced a transition from the Cold

War nuclear triad to a new capabilities-based

triad in response to the more complex,

evolving security environment. Consistent

with NPR direction, the Air Force is

providing for long-term sustainment of

ICBM capabilities. Minuteman III (MMIII)

ICBMs will be deployed through 2020

and supported by on-going life extension

programs. We will begin to look at

alternatives for a follow-on ICBM to be

fielded as MMIII reaches the end of its

service life. Peacekeeper (PK) ICBMs will

be retired beginning in CY02. As the PK

system is deactivated the Air Force intends

to transfer some warheads currently on

PK to the MMIII, thereby avoiding a costly

life extension program on certain MMIII

warheads. This replacement effort will

ensure that the newest warhead with

all modern safety features remains a part

of the ICBM force, an essential nuclear

strike element in the nation’s capabilitiesbased triad.

Precision Engagement

Our current operations emphasize the

powerful advantage of being able to create

precise effects rapidly. The Air Force offers

tremendous capabilities to meet this national

requirement from pinpoint humanitarian

responses to precise weaponry. Precision

is fundamental to all of our operations and,

in particular, to transformational combat

operating concepts. Along with information

superiority and stealth, precision

engagement enables our forces to identify

an adversary’s key centers of gravity and

relay that information to strike assets, thus

reducing risks by avoiding unnecessary

engagements (a concept generally referred

to as “parallel warfare”). Enhancing

precision engagement will allow us to

accomplish this cycle in near real-time.

This would allow us to maximize the

leverage gained from the fluid interaction

of joint forces in more effective prosecution

of operations.

We have made significant progress

in our efforts to develop and field a new

generation of weapons that can attack and

destroy pin-point, hardened, and relocatable

targets at night and in most weather

conditions while greatly reducing the risk.

By rapidly adapting new technology

employed under actual combat conditions

in Operations ALLIED FORCE and

ENDURING FREEDOM, we now have

an array of precision weapons that can

be employed from nearly all of our combat

aircraft. Our high priority precision

engagement programs now include the

Joint Air-to-Surface Standoff Missile

(JASSM), Joint Standoff Weapon (JSOW),

Joint Direct Attack Munition (JDAM), Wind

Corrected Munitions Dispenser (WCMD),

and eventually the Small Diameter

Bomb (SDB).

JASSM is a precise, stealthy, cruise

missile that will enable us to destroy heavily

defended, hardened, fixed and relocatable

An AF MMIII launches from Vandenberg AFB as part of

an ongoing test program to certify readiness of the ICBM

fleet to meet its strategic force requirements.
READINESS 31

targets from outside of area defenses.

JASSM program recently entered low rate

initial production and will be delivered to

the field in 2003.

JSOW is an accurate, adverse-weather,

unpowered, glide munition. We are

currently procuring two variants, the

AGM–154A and AGM–154B, which are

capable of destroying soft and armored

targets at ranges exceeding 40 nautical miles.

JDAM employs GPS-aided guidance,

incorporated in a tail kit, to deliver generalpurpose bombs or penetration warheads

with near-precision accuracy. We will

use JDAM in all weather conditions from

multiple platforms to destroy high-priority,

fixed, and relocatable targets. The

first operational use of a 2,000-pound

JDAM was from a B–2 during Operation

ALLIED FORCE and JDAM has been used

extensively during OEF. The F–22 will

employ the 1000-pound JDAM against

anti-access and air defense systems.

Using the 500-pound JDAM currently in

development, the B–2 that carries up to

16 2,000-pound JDAMs in OAF, would be

able to carry up to 80 500-pound JDAMs in

future conflicts. This will provide the first

step in the Air Force’s transition to miniature

munitions. Succeeding steps include the

Small Diameter Munition (SDM) (discussed

in Chapter Four). SDM, under development

for the F–22, will offer standoff capabilities

against the most difficult surface-to-air

threats. The F–22 will carry up to eight

SDMs internally.

WCMD has an inertial-guided tail kit

that enables us to accurately deliver the

Combined Effects Munition, Sensor Fuzed

Weapon, and the Gator Mine Dispenser

from medium to high altitude in adverse

weather. WCMD became operational in late

2000 and has been successfully employed in

OEF from the B–52.

New munitions enhance all-weather,

24 hour capabilities.

Left, JDAM provides the venerable

B–52 with precise attack capability.

Center left, JSOW will allow U.S.

and allied forces to attack targets from

greater range.

Below left, WCMD allows greater

precision as the sensors on the tail kit

compensate for wind drift.

Below right, JASSM allows greater

stand-off capability to attack high

value targets.
32 READINESS

Key to precision engagement is the

GPS navigation signal used by sensors and

shooters to assist in targeting the enemy

with pinpoint accuracy. Successful joint

operations rely on the GPS signal: search

and rescue, rendezvous, and mapping are

only a few examples. Rigorous upgrades

to both satellites and warfighter equipment

are currently in work to protect the ability

of American and allied forces to employ the

GPS signal on the battlefield and deny it to

our adversaries while preserving civil use.

Precision capabilities allow the

United States to engage in operations with

dramatically reduced risk to friendly forces,

significantly less costs in men and materiel,

and with greater likelihood of success. The

strike side of precision engagement enables

us to employ one weapon per target to

destroy it with minimal collateral damage

and greatly increase the number of targets

that can be struck per sortie.

The benefits are exponential. By

minimizing the number of sorties required

to strike a target, we shrink the forward

footprint necessary and minimize the

number of airmen, soldiers and sailors in

harm’s way. Indeed over the last decade, the

Nation has faced numerous engagements

wherein precision has proven the method

for success. From the Balkans to Kabul,

combatant commanders have required

precision capability, not large-scale

conventional operations. However, this

demand has dramatically reduced our

large Cold War reserve munitions stockpiles.

As current operations continue to tax

existing PGM inventories, the Air Force

is working to expand the capacity of our

industrial base to fill preferred munitions

requirements. This strategic effort, along

with our continued acquisition of JDAM,

JASSM, JSOW and WCMD, will increase

PGM capabilities over the next several

years. The changing nature of warfare with

its emphasis on precision engagement,

necessitates that munitions recapitalization

and development of transformational

small weapons will remain among our

top priorities.

Precision strike, however, is more than

simply very accurate munitions. It is also

the ability to generate precise effects other

than destruction. For that reason we

Precision and stealth have redefined the

concept of mass.

Synergy of stealth and precision:

During World War II, 1000 B–17s

delivered 9,000 bombs in order to

achieve a 90 percent probability of kill

against a single target. With precision

strike and stealth, a 90 percent

probability of kill is achieved with one

bomb on one sortie.
READINESS 33

also invest in various non-lethal weapons,

offensive information warfare capabilities,

and directed energy weapons that enable

the U.S. military to affect targets without

having to destroy them. This enables

effects-based operations that match precise

capabilities to desired effects—the ultimate

in deterrence.

Rapid Global Mobility

Rapid Global Mobility ensures the nation

has the global reach to respond quickly

and decisively anywhere in the world. As

the number of forces stationed outside the

United States has declined, the need for an

immediate response to overseas events has

risen. Given that access to forward bases

will remain critical and become increasingly

risky, the rapid deployment and agile

sustainment of expeditionary air and space

forces will be key to our ability to operate

across the spectrum of conflict.

Airlift and tanker aircraft give the

United States the ability to swiftly reach out

and influence events around the world.

OEF and ONE have, again, shown the utility

of rapid global mobility. We have also

witnessed the potential need to provide

critical tactical lift capability for immediate

response at home. However, even with the

success of these ongoing operations, the

Air Force desperately needs to continue

airlift and tanker modernization efforts

to ensure the U.S. maintains its ability to

operate globally. As part of our on-going

effort to assess our airlift requirements

in light of current and anticipated needs,

Air Mobility Command is undergoing a

comprehensive review of our air mobility

force structure.

Global Air Traffic Management (GATM)

In addition to aging aircraft problems, the

Air Force mobility fleet must also respond to

the added requirements of a new air traffic

architecture. GATM focuses on increasing

system capacity and flight efficiency, while

continuing to meet flight safety standards.

The most critical technology elements are

satellite-based navigation, increased use

of data links rather than voice for pilot/

controller communication, and improved

surveillance that will enhance both

ground and cockpit situational awareness.

Incorporation of these technologies

will ensure our mobility fleet maintains

unrestricted access to global airspace.

An essential means to ensure the AF’s

ability to support its 54.5 million-ton miles

per day airlift requirement is through the

procurement of additional C–17s. The AF

has identified a need for at least 180 C–17s,

and we’ll award a follow-on multi-year

The C–130 is the primary tactical airlift platform for

the U.S. Here it employs the Low Altitude Parachute

Extraction System (LAPES) to precisely deliver cargo to

ground forces.
34 READINESS

The C–17 Globemaster is the newest addition to our strategic airlift fleet. Here a row of 5 C–17s await cargo upload.

procurement contract to reach that number.

A mobility tiger team with Active, Reserve

and Guard representation will continue to

study beddown plans for these additional

aircraft.

The average age of our KC–135 tankers

is now over 41 years and operations and

support costs are escalating as structural

fatigue, corrosion, systems supportability,

and technical obsolescence continue to

take their toll. To keep these aging aircraft

operational, we are modernizing the

avionics and navigation systems on all

Active, Guard, and Reserve KC–135s.

Called Pacer CRAG (compass, radar and

global positioning system), the project

provides for a major overhaul of the cockpit

to improve the reliability and maintainability

of the aircraft’s compass and radar systems.

The project also meets the congressionally

mandated requirement to install the

global positioning system in all Defense

Department aircraft. As an added safety

measure for formation flying, a traffic

collision avoidance system (TCAS) will

be installed. TCAS gives pilots the ability

to actively monitor other aircraft and

provides advance warning of potential

mid-air collisions.

The ongoing war on terrorism is further

stretching the tanker fleet, motivating

the Air Force to consider accelerating

replacement options. The Boeing 767 Global

Tanker Transport Aircraft (GTTA) is a

promising alternative to quickly replace

the KC–135E, our least capable and most

costly to maintain tanker aircraft. While

considering this and other lease options,

the Air Force is focused on acquiring the

world’s newest and most capable tanker;

increasing fuel offload, increasing

availability, and increasing reliability—all

with far lower support cost.

The Air Force is pursuing a two-phased

modernization plan for the C–5 fleet.

Phase I is the Avionics Modernization

Program (AMP) and Phase II is the

Reliability Enhancement and Re-engining
READINESS 35

Program (RERP). C–5 AMP replaces

unreliable/unsupportable engine/flight

instruments and flight system components,

installing GATM equipment to assure

complete access to global airspace and

installing navigation/safety equipment

to reduce risk of mid-air and ground

collisions (i.e. TCAS). C–5 RERP improves

the need for additional C–17 acquisitions

or other alternative.

Modernization of the C–130 fleet is

proceeding with a two-pronged approach

to maintain an intra-theater airlift capability

well into the 21st Century. Procuring 168 new

C–130Js to replace our oldest C–130s and

modifying the remaining fleet will reduce

aircraft reliability, maintainability and

availability by replacing the power plant

and other unreliable systems. Several C–5

aircraft will undergo multi-year testing to

evaluate the potential for modernizing this

aging, but important mobility asset. The

results of that evaluation will determine

total ownership costs and simplify

maintenance, training, and operational

employment. New C–130Js will replace eight

EC–130Es and 150 of our most worn-out

C–130E combat delivery aircraft. In addition,

10 C–130Js will replace the Reserve’s 10

WC–130H aircraft at Keesler Air Force Base,

The Tunner 60–K loader dramatically expedites the

handling and processing of cargo pallets for our strategic

airlift fleet. Tankers such as the KC–10 (above) and the

KC–135 (left) are critical enablers for that strategic airlift.

In preparation

for takeoff, a

boom operator

and crew chief

re-evaluate

the fuel weight

balance of their

KC–135 air

refueling aircraft.
36 READINESS

MS. These aircraft and crews are specially

trained and equipped to penetrate severe

storms while collecting and transmitting

extensive meteorological data necessary to

track and forecast the movement of these

severe storms to a special ground station.

C–130Js will also replace the Air National

Guard’s aging Commando Solo platform,

as well as complete other Guard units. The

remainder of the AF’s C/AC/EC/HC/LC/

MC–130 fleet will undergo an Avionics

Modernization Program (C–130 AMP).

This will include state-of-the-art avionics

and a new “glass” cockpit that will eliminate

the need for a navigator in the combat

delivery aircraft. Along with increased

reliability, this modernization will make

the fleet compliant with the GATM and the

DoD’s navigational safety requirements.

Rapid Global Mobility is also

dependent upon expeditious airfield

support. Moving aircraft tails in-and-out

of a field quickly can determine success or

failure of an operation. The Air Force is

procuring the Tunner (60K) and Halvorsen

(formerly next generation small loader or

NGSL) loaders to replace older equipment,

providing a new capability to interface

directly with all military and commercial

cargo aircraft. The Tunner is optimized for

high volume to support operations at major

aerial ports while the

Halvorsen is C–130

deployable to support

mobility operations at

forward, austere bases.

Large Aircraft Infrared

Countermeasures

(LAIRCM)

The Air Force has

begun a new selfprotection initiative to

counter man-portable

air defense systems

(MANPADS).

LAIRCM will use

The CV–22 will provide Air Force Special Operators

unprecedented range and lift for a vertical take off and

landing platform.

state-of-the-art technology to provide an

active IR defense for the AF’s airlift and

tanker aircraft. LAIRCM builds on existing

systems designed to defend helicopters and

small, fixed-wing aircraft. It will add a laser,

which provides the increased power needed

to protect aircraft with large IR signatures

like the C–17 and the KC–135. Operational

capability is expected on the first C–17s in late

FY04. Additional airlift and tanker aircraft

will be LAIRCM-modified in the future.

CV–22

The CV–22 is the Air Force designation for

the special operations variant of the V–22

Osprey - a vertical takeoff and landing

airplane designed for long range, rapid,

A critical special operations asset is the MC–130. Here, 3 MC–130s head out into

the night from Hurlburt Field, FL.
READINESS 37

clandestine penetration of denied areas in

low visibility, adverse weather, and/or at

night. With twice the range and speed of a

conventional helicopter and state-of-the-art

avionics system, the CV–22 will be able to

complete most of its missions under the

cover of darkness without being detected.

We will use the CV–22 to infiltrate, exfiltrate,

and resupply Special Operations Forces

(SOF) and to augment personnel recovery

forces when needed. Currently, the entire

V–22 program is undergoing a major

restructuring that will address technical

and safety concerns. Flight tests of the two

CV–22 test vehicles, suspended through

2001, will resume in 2002 and continue

through 2005.

VIP Special Air Mission/Operational

Support Airlift (VIPSAM/OSA)

The Air Force continues to modernize the

VIPSAM/OSA fleets to provide senior

leaders with improved capabilities to

respond to national crises. Aging support

aircraft are being replaced with modern

commercial aircraft with intercontinental

range and robust communications (leased

Gulfstream Vs, designated the C–37, and

Boeing 737–700 designated the C–40B).

This innovative strategy to leverage the

commercial aircraft industry should be

completed by fall 2002. The President’s

VC–25s will receive major upgrades to the

passenger cabin infrastructure. Additionally,

major upgrades to the communications

suite will provide airborne capabilities

comparable to that of his White House

office. The four C–32s (Boeing 757s) will

also receive advanced “office-in-the-sky”

upgrades to include broadband data and

direct broadcast service. As funds become

available, remaining VIPSAM aircraft will

be evaluated for similar upgrades.

Agile Combat Support (ACS)

Responsiveness, deployability, and

sustainability—the cornerstones of American

expeditionary operations—are the mandate

of agile combat support. The basic objectives

established set to achieve these goals

remain intact. The Air Force established set

objectives to elevate the capabilities of the

ACS elements by developing lighter, leaner,

and more rapidly deployable forces; creating

more responsive planning and execution

capability; executing improved agile combat

support command and control; and assuring

an agile, responsive, and survivable

sustainment capability.

While progress has been made toward

achieving these objectives, much of the

deployment strain in support of OEF has

fallen on our expeditionary combat support

forces. Some high-demand support areas

have exceeded their on-call capabilities in

current AEF rotation cycles, as a result of

our surge mode activities, which are likely

to continue for some time. Consequently, we

are continuing to make gains in right-sizing

deployment teams so they are postured

efficiently and effectively for expeditionary

needs. We are placing high emphasis on the

development of expeditionary site planning

tools that provide the means to tailor our

deployment capability based on assets

pre-positioned in the theater.

Reconstituting our current bare base

systems and wartime stocks, as well as

developing and acquiring bare base assets

and other types of support equipment that

are “lighter and leaner” and more rapidly

deployable are also integral to achieve

force responsiveness. Essential investments

in infrastructure and pre-positioning

are mandatory ingredients of improved

reception and beddown capabilities at

our fighter and bomber forward operating

locations (FOLs).

The fielding of the Integrated

Deployment System at all of our AF Wings

has improved the responsiveness of our

Wing deployment process. Our information

technologies must continue to mature with
38 READINESS

expansion of such capabilities as the virtual

logistics suite hosted on the Air Force

Portal. These essential components provide

real-time situational awareness for ACS

command and control that leverages

logistics and combat support across

simultaneous operations in multiple theaters

that now include the CONUS. The CSAF’s

Logistics Review (CLR) and ongoing

Logistics Transformation are reengineering

our logistics processes to achieve an agile,

effective, well integrated logistics chain that

is responsive to AEF requirements.

Whether forward deployed in AEF

operations, or completing homeland security

missions, we must be prepared to operate

under any conditions. Protecting critical

bases of operations and defeating CBRNE

weapons and their means of delivery is

one of the most complex challenges facing

the DoD. Our balanced response to the

proliferation of these weapons, integrates

the four pillars of counterproliferation—

proliferation prevention, counterforce

capabilities, and active and passive

defense measures.

Our counter-NBC operational readiness

initiative sets Air Force-wide standards for

readiness, identifies shortfalls and develops

capabilities to effectively cope with CBRNE

attacks. This initiative includes a counter-NBC

roadmap and an enhanced counter-chemical

warfare CONOPS. The roadmap is an

innovative investment strategy that cuts

across Air Force plans and programs to

increase counter-NBC visibility, while

offering enhancements for effective air and

space operations in NBC environments.

Regardless of contamination, combat or

humanitarian settings, the medical service

plays an important role in agile combat

support. Through training initiatives and

innovation in field systems this year, AFMS

has raised the bar on its capabilities. The

results of these efforts are the addition of

state-of-the-art equipment and training

facilities which guarantee AFMS’ ability to

respond effectively when the nation calls.

One example is EMEDS, which is a

lightweight modular medical system that

allows the AFMS to tailor its response to

each situation. Another revolutionary

disaster response system is the Lightweight

Epidemiological Advanced Detection and

Emergency Response System (LEADERS),

designed to enhance the current medical

surveillance process and provide the earliest

possible detection of covert biological

warfare incidents or significant outbreaks

of disease. The Air Force will continue

to work with its civilian counterparts to

develop and fine-tune this technology over

the coming year.

The EAF construct has dramatically improved the predictability of deployments for our airmen. Knowing in advance

which AEF is “in the box” (below), allows other AEFs to train or reconstitute to meet the demands of a changing world.
READINESS 39

Along with developing relevant

facilities and equipment, the AFMS is

expanding its training capabilities through

the development of the Coalition

Sustainment of Trauma and Readiness

Skills (CSTARS) program. CSTARS creates

learning opportunities in which civilian

academic centers serve as training platforms

to provide clinical experience to help

sustain necessary readiness skills for AFMS

providers. The CSTARS arrangement allows

for synergistic relationships between

academic medical centers and military

medical assets, while simultaneously

improving wartime readiness and homeland

security capability. Finally, AFMS training

also extends to allied and friendly nations.

The Institute of Global Health (IGH),

located at Brooks AFB, Texas, is a worldwide

educational program for medical providers

to develop and improve their medical

response skills. Programs are tailored to the

host nation’s infrastructure and resources

and are taught on-site.

This cross-section of examples of

initiatives that will help achieve the four

ACS objectives are producing meaningful

results. There is, however, more to be done

to better prepare our ACS capability for

supporting the EAF vision. For example,

we need to fill readiness shortfalls in key

logistics resources strained by expanded

operations including people, skills, spares,

munitions, bare base assets, vehicles, etc.

We need to improve our capability to rapidly

develop deployment and sustainment

plans for fast-breaking contingencies.

Enhancements need to be made to our ACS

command and control capability to make

it more responsive, better integrated, and

sufficiently robust to support AEF needs

worldwide. Finally, modernization of

equipment and the tools essential to

complement skilled personnel require

investments in R&D in Science and

Technology initiatives that will help

reduce our “footprint” while improving our

ACS capability.

Our aging infrastructure is in desperate need of upgrade.

Our airmen are doing a wonderful job of keeping our older

facilities operational, however, we must do more to improve

our bases.

Additional Readiness

Concerns

Facilities and Infrastructure Air Force

installations and facilities that are available

when and where needed, and with the right

capabilities, form the foundation supporting

current and future operational requirements

and readiness. Our installations and facilities

are the platforms from which we launch

and recover Air Force and Joint weapon

systems while simultaneously providing

work and living environments for personnel

and their families. For example, bases like

Whiteman AFB, Missouri and Ramstein AB,

Germany, are important nodes in the global

network that sustains OEF operations

while also sustaining thousands of airmen,

dependents, and their communities.

Regular and planned upgrades are

an essential part of keeping a healthy

infrastructure upon which to build and

sustain air and space capabilities. In FY02,

operations and maintenance (O&M)

sustainment funding precluded fully

maintaining Air Force facilities and

infrastructure and will increase the backlog
40 READINESS

of necessary repairs. In the near term the

Air Force facilities recapitalization rate

falls short of DoD’s 67-year facilities

recapitalization goal. In FY02, our military

construction (MILCON) and O&M

restoration and modernization accounts

allowed us to achieve a recapitalization rate

of 163 years. With Congressional assistance

we were able to reduce our FY02 rate to

118 years.

In the FY03–07 Adjusted Program

Objective Memorandum we were able to fully

fund O&M sustainment across the FYDP

and achieve a restoration and modernization

recapitalization rate trajectory that will meet

the OSD’s 67-year goal by 2010. This track

must be maintained. Sustaining and

modernizing our facilities and infrastructure

will ensure we have the right facilities

at the right time and place to support

military readiness.

to lease vehicles and extend vehicle life

expectancies through enhanced technology.

Current funding is below the annual

requirement. On-going operations have

created a need for 879 additional leased and

procured vehicles valued at $42.4 million

to support the mission. Failure to replace

aging vehicles has a direct impact on

of readiness and ultimately our combat

capability.

Norton AFB, CA, is one of the thirty-one bases successfully

closed to date.

Vehicle Replacement Program

The Air Force vehicle fleet is in serious

need of recapitalization. Underfunding of

the program during the past decade has

created a backlog of more than 41,000 general

and special purpose vehicles that have

exceeded their life expectancy. This backlog

represents half of the entire Active, Guard

and Reserve vehicle fleets. The backlog

continues to grow each year, despite efforts

Realignments and Closures

Reductions in Air Force manpower and

force structure continue to outpace those

in infrastructure. As a result, the Air Force

continues to fund unneeded facilities while

struggling to maintain its vital operational

readiness. Our physical plant today is too

costly, and we have too much of it. Excess

infrastructure continues to waste precious

dollars that could be better used for force

modernization and quality of life. The Air

Force needs to close unneeded installations

and direct the savings into readiness areas:

base operating support, real-property

maintenance, family housing, and military

construction at crucial operational bases. The

Air Force will comply with the Secretary of

Defense’s guidance for conducting the Base

Realignment and Closure (BRAC) process

in 2005, as authorized in the 2002 National

Defense Authorization Act.

Aging equipment become more costly to operate and maintain.

Our vehicle fleet is in desperate need of additional funding.
READINESS 41

Environmental Leadership

The Air Force continues to be a leader

in the stewardship of our environment

through compliance, pollution prevention,

resource conservation, and environmental

restoration. We have achieved the Defense

Planning Guidance goal for 2002 for the

environmental restoration program, to

have cleanup remedies in place for 50% of

our active installations high-risk sites. The

next goal is to have remedies in place for

100% of the high-risk sites by the end of

2007. We are on track to achieve that goal,

as well as having remedies in place for all

medium risk sites by the end of 2011 and

all low-risk sites by the end of 2014.

The Air Force has a tremendous range

of flexible, rapidly responsive capabilities—

the skill sets that allow us to meet any

mission requirement. Constant improvement

will require innovation, creativity and

re-assessment, but also the funding support

to recapitalize critical components.

Towards Developing

Systems

Experimentation and Wargames

We conduct experiments and wargames to

evaluate near- and far-term air and space

capabilities and operational concepts. Joint

Expeditionary Forces Experiment (JEFX)

is the Air Force’s large-scale experiment,

which is fully integrated with Joint Forces

Command’s Millennium Challenge series

of experiments. It is a live and constructive

event focused on improving time critical

targeting; command and control of

intelligence, surveillance, and reconnaissance;

and alliance participation in an open-floor

Combined Air and Space Operations Center.

The Global Engagement (GE) wargame is

held every other year to explore the potential

capabilities of joint air and space power and

future concepts 10 to 15 years into the future.

GE V demonstrated air and space power’s

unique capability to ensure access to

operational areas where the enemy employs

robust anti-access strategies. In August

2001, we completed a year of post-game

analysis from GE–V. This analysis showed

the Air Force is on the right vector toward

the future in the area of force capabilities

and is making great strides in addressing

time critical targeting requirements. GE V

also provided substantive recommendations

for improvements in space control,

information operations, and forward

logistic support.

Planning is underway for the next

Global Engagement (GE VI), scheduled for

November 2002. This game will explore

mid-term joint/combined operational

concepts, such as rapidly dominating the

battlespace and setting conditions for

transitioning to sustained joint operations.

During odd-numbered years, we

conduct the Air Force Future Capabilities

wargame that takes a longer view, striving

to shape our strategic vision by testing

alternative concepts, systems, and force

structures that may appear 20 to 25 years

into the future. These wargames have

produced new air and space concepts,

such as long-range standoff warfare,

reach-forward C2 capability, space force

application, and the link between C2, ISR

and target engagement, which continue

to mature through follow-up analysis

and subsequent wargames. We have just

concluded the 2001 Futures Game that

focused on defining C2 and ISR for the 2020

air and space campaign; overcoming

anti-access strategies; survivability of

space capabilities; future transformational

capabilities; computer network operations;

and conducting future joint/coalition

operations. Insights from this game will

be developed, analyzed and investigated

further throughout 2002.
42 READINESS

Advanced Concept Technology

Demonstrations (ACTDs)

ACTDs marry new operational concepts

with mature technologies meeting

warfighter needs in two to four years

at a reduced cost. The Air Force currently

has 21 ongoing ACTDs. An example is

the Hyperspectral Collection and Analysis

System ACTD that will demonstrate

various hyperspectral sensors on operational

platforms and integrate them into the

existing tasking, processing, exploitation,

and dissemination architecture. Another

example is the Thermobaric Weapon ACTD,

which provides an energetic thermobaric

penetrator payload to defeat enemy tunnel

facilities and weapons with two to three

times the lethality of conventional high

explosive payloads.

Battlelabs

Since their inception in 1997, Air

Force battlelabs have developed over

120 initiatives, including the application

of commercial scheduling software for

the Air Force Satellite Control Network,

telecommunications firewalls for base

phone systems, and the use of speech

recognition to reduce mission planning

time. The recently commissioned Air

Mobility Battlelab, with a charter to rapidly

identify and assess innovative operational

and logistics concepts, joined the ranks

of the Air and Space Expeditionary Force,

Command and Control, Force Protection,

Information Warfare, Space, and Unmanned

Aerial Vehicle Battlelabs.

Enhancing Fundamental

Practices

Agile Acquisition

The Air Force launched Agile

Acquisition to streamline and synchronize

the business of defining, funding, developing,

acquiring, testing and sustaining the weapon

systems our Air Force uses to defend

America’s freedom. The goal is simple: Field

today’s technology...TODAY. While we’ve

had many individual successes in the past,

individual successes do not translate into

fundamental reform. We must get to the

point where doing things smartly is not

news. Agile Acquisition is the strategy to

achieve systemic improvement.

As a strategy, Agile Acquisition has

three major thrusts: First, we will relentlessly

attack our own processes and get rid of

those steps that are not value added. Second,

we are going to free our leaders to lead and

demand that they take the initiative. We are

going to train them to be innovative and

think creatively, provide periodic refresher

training, and then hold them accountable

for being agents of change. Finally, we’re

going to offer a lot of help through our new

Acquisition Center of Excellence, which

opened for business on December 2001.

The acquisition reform of Lightning

Bolts 2002 gives us the tools to make those

changes. They will focus our acquisition

efforts and, at the same time, reinforce our

other initiatives to transform and improve

the services and products we provide.

The Lightning Bolts will also reinforce and

complement the headquarters reorganization

announced in December 2001 by the

Secretary and Chief of Staff. In addition,

the AF is an active member of DoD’s Rapid

Improvement Team, chartered to streamline

the Information Technology system

acquisition process to less than 18 months.

Towards that end, we are leading prototype

programs aimed at eliminating serial and

redundant oversight processes, expanding

participation by interested parties, and

sharing accountability from program

inception. Achieving agile acquisition is

not a luxury; it is a requisite for success.

We must provide absolutely the best and
READINESS 43

newest capabilities to our fighters in the

shortest time possible. Our acquisition

processes, too often seen as a roadblock

to real progress, must become as agile as

our warfighters.

Another key aspect of acquisition

reform involves bringing the warfighter

into the process early on. This is an essential

element of our capabilities-based concept

of operations which is discussed in the

following chapter.

Long Term Depot

Maintenance Plan

Depot maintenance is another critical

element of our overall warfighting

capability. The current depot posture

has been influenced by the downsizing of

our operational force; the reduction of

our organic infrastructure; the introduction

of new technologies; and recent depot

legislative changes. In order to maintain

a ready and controlled source of depot

maintenance, the Air Force has prepared

a Long Term Depot Maintenance Plan for

submission to OSD and Congress by the

summer recess of the Congress.

The overarching objective of this plan

is to ensure that Air Force equipment is

safe and ready to operate across the whole

range of contingencies, from training to

supporting major theater wars. Partnering

with private industry is a key element

of our plan and provides the best value

approach for maintaining our depots. And,

benchmarking our depots is essential

for us to understand where best to invest.

Leveraging the best of public and private

capabilities ensures the Air Force will

take advantage of what each does best.

Partnering is also the method by which

we will be able to most efficiently utilize

our current facilities as well as bring in

technologies to support core capability

requirements in the future. However, taxing

programs to fund capital improvements is a

contentious process. We continue to explore

the concept of depot capital appropriations

to smooth out the investment streams.

The Air Force Long Term Depot

Maintenance Plan will provide military

strength by ensuring we possess an organic

“core” capability sized to support all

potential military operations. It will be a

living document and postures our three

organic depots to continue to support the

warfighter.

Organizational

Experimentation

- Future Total Force

In the 21st Century, the U.S. Air Force

anticipates deriving its strength from the

flexibility and the diversity of its integrated

Active duty, Air National Guard, Air Force

Reserve and civilians more than ever before.

Optimum use of Air Force component

resources is critical in providing the

complete potential of American air and

space power. Future Total Force (FTF)

efforts will include new ways to optimize

the components to make the best use of

our resources and people and to build on

a foundation of high standards and strong

cooperation among the components.

In the 1990s, the force restructuring

of the Air Force placed a greater emphasis

on the Air Reserve Component. Today, the

Guard and Reserve account for over 65%

of the tactical airlift, 35% of the strategic

airlift capability, 60% of air refueling, 38%

of fighters, and significant contributions

to rescue, bomber, and combat support

missions. Additionally, the Guard and

Reserve have an increasing presence in

space, intelligence and information systems.

Their units also provide support for pilot

training; radar and regional control centers

manning; Edward’s Test Center, California;

Test and Evaluation missions in Arizona;
44 READINESS

weapon system school houses; flight check

functions at Air Force depots; and helping

to develop the Homeland Defense mission.

Guard and Reserve components are no

longer simply a “reserve” force—their

collective capabilities make operating as

an expeditionary Air Force possible.

Future success will depend upon our

ability to develop an even closer partnership

between the components and a “seamless”

integration of all assets. FTF will explore

expanding the integration of our people and

systems, seeking efficiencies and leveraging

their individual strengths by combining

operations into new organizational

structures-blended units. Together, Active,

Civilian, Guard and Reserve form a more

capable, more efficient and more effective

organization than any could provide

individually.

Blended units will integrate component

capabilities in creative new ways, that may

appear as radical departures from the past

but which have actually been part of Air

Force business practice for years. Flying and

support functions, for example, will be so

integrated with component personnel as

to be invisible to outside observers. This

will focus attention on conserving valuable

manpower, resources, and skills while

reducing overall costs and providing a “best

mix” of personnel for the assigned mission.
READINESS 45

Developing blended units will not

be without challenge. Out-dated laws

and policies would have to change to reflect

requirements in command and control,

fiscal and personnel issues. Demands for

more efficient use of resources (personnel

and aircraft), greater flexibility and

integration of personnel and administrative

systems, higher reliance on the commercial

marketplace skills of individuals, and rapid

adjustment to changing cultural, social,

and economic influences on the Air Force

institution will serve to further promote

blended organizations.

The Guard and Reserve are more than

just our partners in providing air and space

power, they are an integral part of today’s

Air Force and form a special link between

the Active duty Air Force and America’s

citizens. To a great extent, they are citizens

first. Blended units would take advantage

of that connection to the citizenry and their

broad base of knowledge and experience,

in both civilian and military matters. The

Air Force goal is to create a truly “seamless”

force of airmen—one organization of

airmen who are interchangeable but who

also operate in a different status at particular

periods in their air and space careers.

The Air Force is committed to evolving its

FTF to meet the highly complex security

demands in its future.
46 READINESS

Enhanced Homeland

Security Missions

As operators of two legs of the nuclear

triad, the Air Force remains at the heart of

homeland security. Since its establishment

in 1947, the Air Force has been actively

and successfully deterring aggressors,

intercepting intruders, and providing

ballistic missile warning. The September

11th attacks brought homeland security

to the forefront with the publication of

Executive Order 13228, establishing the

office of Homeland Security. The Air Force

is being called upon to counter a new class

of foreign and domestic terrorist threats

through both defensive and offensive

actions. Air defense capabilities remain on

high alert to intercede and prevent further

An F–16C Fighting Falcon from the New Jersey Air National Guard’s 177th Fighter Wing, flies a combat air patrol

mission in the Northeastern United States in support of Operation NOBLE EAGLE. More than 11,000 airmen, the

majority Air National Guard and Air Force Reserve, have generated thousands of sorties to patrol American skies 24/7

since September 11.

misuse of our nation’s civil aviation assets.

Expeditionary capabilities have been called

upon to help destroy terrorist operatives

where they live. In all actions, the air and

space expeditionary force construct provides

the flexibility to place forces where and

when we need them.
READINESS 47

Ground-Based Midcourse

Defense (formerly: National

Missile Defense)

The Rocket Systems Launch Program

provided targets and interceptor vehicles for

two National Missile Defense tests in 2001.

Using decommissioned Minuteman II’s,

simulated incoming missiles were

launched from Vandenberg AFB while

a Minuteman II stage two and three

combination, with test interceptor on board,

was launched from Kwajelein Island.

In the two 2001 tests, both successfully

intercepted the target vehicle, meeting a

huge technical milestone in the quest for

homeland missile defense.

Conclusion

Air Force capabilities provide America

with a unique set of strengths—asymmetric

advantages. However, today’s technological

advantage is no guarantee of future success.

Maintaining our current leadership position

requires addressing our aging infrastructure,

modernizing outdated weapon systems and

harnessing technology to achieve our vision.

To be sure, this requires funding, but a

significant part of the improvements rests

with ingenuity. In fact, how we maximize

the collective potential of our Active, Guard,

Reserve, and civilian resources will affect

our ability to exploit the advantages our

core competencies create. Realizing this

potential through better business practices,

more sophisticated training methods,

acquired technologies, and other innovative

means will be even more challenging given

our ongoing efforts in the war on terrorism.

Yet the risks of failing to meet the

requirements for readiness are unacceptable.

Readiness is one prerequisite for American

military success.

Another is transformation.
48 TRANSFORMATION

Chapter 4

TRANSFORMATION

New Impetus to Transform

- The evolving geopolitical context

The terrorist attacks of September 11th

have forever changed the world we live

in. Now, more than ever, our military must

transform to preserve the asymmetric

advantages it currently enjoys—specifically,

its air and space capabilities. These

advantages are in danger of eroding in the

face of emerging security threats including

the diminishing protection of geographic

distance; the proliferation of weapons

of mass destruction; rapidly advancing

technologies (such as sensors, information

processing, and precision guidance) available

to adversaries; escalating competitions in

space and information operations; greatly

reduced access to forward bases; the prospect

of operations in urban areas; and finally,

the prominent threat of global terrorism,

especially within our open borders. The

demonstrated superiority of our air and

space forces over Afghanistan, and the

asymmetric advantage they continue to

provide the nation must not be taken for

granted. Success is not a birthright, we

must continue to transform to stay ahead

of our adversaries.

America’s future success requires us

to fully exploit our current technological

dominance to seek asymmetric advantage

over our adversaries. Such transformation

will encompass the horizontal integration

of manned, unmanned, and space assets

and require us to successfully address

emerging and time-critical targets. It will

require digital communications at the

machine level which result in providing

Joint Force Commanders with decisionquality information. The sum of this wisdom

is a cursor over the target.

Transformation can include multiple

technologies that enable new missions,

significantly improved old systems and

processes, or using existing capabilities

or organizations in new ways. Ultimately,

transformation will drive how the military

is organized, trained, and equipped.

Transformation can also involve changes

in military doctrine or tactics, techniques,

and procedures that determine force

deployment, employment, or the way forces

are led or interact with each other to produce

effects. It is also important to remember that

transformation extends into every aspect of

the Air Force—be it warfighting or support

capabilities. For example, transformation

of our business systems is currently being

embraced to take advantage of new

technologies and processes already proven

in commercial industry. These ideas and

products will enhance our efficiency and

increase the crossflow of information across

Air Force communities.

A recapitalized force is fundamental to

the realization of transformational forces.

Though we are shortening acquisition cycles,

new systems still take years to reach the field.

Therefore transformation in the immediate

future must begin by using legacy systems

in new ways. We will continue to adapt

and innovate in order to push the envelope

of our capabilities.
TRANSFORMATION 49

QDR Operational Goals:

1) Protect critical bases of operations

(U.S. homeland, forces abroad, allies

and friends) and defeat CBRNE

weapons and their means of delivery;

2) Assure information systems in the

face of attack and conduct effective

information operations;

3) Project and sustain U.S. forces in

distant anti-access threats;

4) Deny enemies sanctuary by providing

persistent surveillance, tracking and

rapid engagement with high-volume

precision strike against critical mobile

and fixed targets at various ranges,

and in all weather and terrain;

5) Enhance the capability and

survivability of space systems and

supporting infrastructure

6) Leverage information technology

and innovative concepts to develop and

interoperable, joint C4ISR architecture

and capability that includes a tailorable

joint operational picture.

Transformation - Realizing

Potential Capabilities

In the 2001 QDR, the Secretary of

Defense provided specific direction for

military transformation. Future defense

planning will shift from the previously

“threat-based” approach to a “capabilitiesbased approach,” focusing on “how

an adversary might fight, rather than

specifically on whom the adversary might

be or where a war might occur.” To support

the SECDEF’s goals, the Air Force remains

in a continued state of evolution and

transformation, aggressively pursuing

advanced technologies, innovative methods

of employment, and bold organizational

changes. Transformation is nothing new

to the Air Force. It has been an innate

characteristic of airmen from the Wright

Brothers to airmen operating in the

21st Century.

Continued AF transformation will

enable the United States to defeat an

adversary by giving the Joint Forces

Commander the exact warfighting effects

he needs, at the right place, and at the right

time. AF transformations will help DoD

achieve its “operational goals;” give the

United States more operational flexibility

and capability to address the future

security environment; defeat adversaries’

asymmetric strategies; reduce friendly

casualties and collateral damage; and

sustain America’s current asymmetric

advantages into the future.
50 TRANSFORMATION

Capabilities-Based Concepts

of Operations (CONOPs)

AF warfighters are working hard to

lay the foundation for the next step in our

transformation to a capabilities-focused

Expeditionary Air and Space Force.

Our goal is to make warfighting effects,

and the capabilities we need to achieve

them, the drivers for everything we do. The

centerpiece of this effort is the development

of new Task Force Concepts of Operations

(CONOPS) that will guide our planning

and programming, requirements reform,

and acquisition. We have identified several

Task Force CONOPS that we are fleshing

out—Global Strike Task Force (GSTF) is

a prominent example and is the farthest

along in development.

GSTF defines how the AF plans to

operate when faced with an anti-access

scenario. It will meet the immediate needs

of our regional CINCs by leveraging

our current and near-term capabilities to

overcome anti-access threats like the next

generation surface-to-air missiles and other

defensive networks. By incorporating the

stealth and supercruise capabilities of the

F–22 with advanced munitions like SDB we

will enable our stealth assets like the B–2s

and F–117 to take apart the enemy defenses.

This capability guarantees that follow-on

air, space, land, and sea forces will enjoy

freedom from attack and freedom to attack.

Key to the success of the entire family of

Air Force Task Forces will be the horizontal

integration of manned, unmanned, and

space ISR assets. A key component of

horizontal integration is the Multi-sensor

Command and Control network that will

help provide the actionable, exploitable

intelligence the JFC needs to make

effective decisions

What warfighting effects will the AF

provide? What capabilities do we need to

deliver these effects? Our family of Task

Force CONOPs will provide the answers

to these questions. With this focus, we then

understand what key requirements are

needed to support these CONOPs.
TRANSFORMATION 51

Advanced Capabilities

Manned Assets

Stealth provides the ability to fly

largely undetected in hostile airspace and

penetrate air defense systems. Stealth will

be absolutely essential to establish air

superiority in the decades ahead against

rapidly improving air defense systems and

fighters. The F–22, JSF, UCAVs, improved

B–2 bombers, and highly stealthy stand-off

weapons comprise the critical stealth

capabilities under development now and

into the future.

In 2001, flight-testing continued to

demonstrate the revolutionary capabilities.

Specifically, the F–22 successfully completed

an AIM–120 guided missile launch, and

initial radar detection range measurements

(met specification requirements the first time

out—an unprecedented accomplishment).

On 14 Aug the Defense Acquisition

Board approved the F–22’s entry

into low-rate initial production (LRIP).

Entering operational service in 2005, this

transformational leap in technology is the

linchpin to preserving the nation’s most

important military advantage for the

warfighter: the capability to rapidly obtain

and maintain air and space dominance.

Acting in concert with the F–22 will

be the JSF. The JSF program will develop

and field an affordable, lethal, survivable,

The capabilities of the F–22 (above and at right) will

preserve the ability of US Joint Forces to rapidly obtain

and maintain air and space dominance.

The F–22, with its revolutionary

combination of stealth, supercruise (i.e.

supersonic-cruise without afterburner),

maneuverability, and integrated avionics,

will dominate the skies. The F–22 is clearly

needed to counter the rapid deployment of

third generation fighters to potential U.S.

adversaries. In addition, when outfitted with

the SDB, the F–22’s ability to penetrate an

adversary’s anti-access airspace and destroy

his most critical air defense capabilities, will

enable 24 hour stealth operations and freedom

of movement for all follow-on forces—fully

leveraging our nation’s asymmetric

technological advantages.

next-generation, multi-role, strike fighter

aircraft for the Air Force, Navy, Marine

Corps, and our allies. With its combination

of stealth, large internal payloads, and

multi-spectral avionics, the JSF will provide

persistent battlefield stealth to attack mobile

and heavily defended targets. Furthermore,

JSF planned reliability and maintainability

will enable an increase in sortie generation

rate and mission reliability, and will reduce

the logistics footprint as compared to

legacy aircraft.
52 TRANSFORMATION

On 25 October 2001, the Secretary

of Defense certified to Congress that all

JSF Concept Demonstration Phase (CDP)

exit criteria had been accomplished; the

technological maturity of key technologies

was sufficient to warrant entry into the

System Development and Demonstration

(SDD) phase; and both CDP contractors

achieved greater than 20 hours of short

take-off, vertical landing (STOVL) aircraft

operations. On October 26, 2001, the JSF

program officially entered the SDD phase

with the award of contracts to Lockheed

Martin for the airframe and Pratt & Whitney

Military Engines for the propulsion system.

During the SDD phase, the program will

focus on developing a family of strike

aircraft that significantly reduces life-cycle

cost, while meeting the Services’ operational

requirements. The program will use a block

upgrade approach, based upon an open

system architecture, which addresses

aircraft and weapons integration and

supports the Services’ Initial Operational

Capability (IOC) requirements in the

2010–2012 timeframe.

International partners will share

the cost of JSF development. The United

Kingdom signed an agreement in January

2001 to contribute $2 billion to the SDD

program, and negotiations are underway

with other potential international partners.

International participation in JSF will result

in substantial benefits to the United States

in such areas as future coalition operations

and interoperability; financial savings;

appropriate U.S.-foreign industry technology

sharing; and strengthening political-military

ties with our allies.

For ballistic missile defense, one

 of the most important manned assets

is the Airborne Laser (ABL). ABL is a

transformational boost-phase intercept

weapon system that will contribute

significantly to our multi-layered missile

defense architecture. Structural modification

of a 747 aircraft, the first of two ABL

prototypes, was completed in CY01. In

CY02, ABL will begin an intensive period

of subsystem integration and flight testing,

progressing toward a lethal demonstration

against a ballistic missile. The ABL program

transferred to the Missile Defense Agency

in October 2001 and will return to the Air

Force for production and deployment. The

ABL will also provide critical data for the

development of a Space Based Laser (SBL).

In addition to being able to detect, locate and track large

numbers of ground vehicles, the JSTARS radar has a

capability to detect helicopters, rotating antennas, and

low, slow-moving, fixed-wing aircraft.

The Airborne Laser will destroy ballistic missiles in the

boost-phase with direct energy. The ABL is a revolutionary

force protection and homeland defense capability.
TRANSFORMATION 53

Unmanned Assets

Unmanned Combat Aerial Vehicles

(UCAV) have the potential to provide

revolutionary suppression of enemy air

defenses (SEAD) and strike capabilities to

future joint force commanders. Our UCAV

X–45 system demonstration program with

DARPA will demonstrate the feasibility

of UCAVs to affordably and effectively

accomplish these missions in the high

threat environments of the 21st Century.

The first demonstration aircraft test flights

will begin in 2002. UCAVs will eliminate

the operator from harm’s way for high-risk

missions and, in conjunction with manned

platforms, be a crucial enabler for GSTF

and other Air Force Task Forces.

Space Based Assets

Maintaining and developing space

superiority is critical to the transformation

of the U.S. military to meet the challenges

ahead. At the forefront of this development

is leveraging the resident expertise of our

space warriors, and integrating their cultural

strength and wisdom with air forces in

order to achieve maximum operational

effects. The ability to exploit and deny access

to space is of great importance in this

new era where dominance in information

systems may determine battlefield success

or failure. The Air Force is investigating or

pursuing revolutionary new capabilities

to ensure adequate space situational

awareness (in addition to traditional

space surveillance) as well as defensive

and offensive counterspace capabilities.

We are transforming our space

situational awareness with a much needed

improvement to the nation’s missile

detection and warning capability. The

highly accurate Defense Support Program

(DSP) satellite system on orbit today was

developed over 30 years ago to provide

strategic missile warning. Modernization

to meet 21st Century warfighter needs is

critical. The new Space Based Infrared system

(SBIRS) provides a single architecture for

the nation’s infrared detection needs—a

“system of systems”—meeting our security

requirements for 24/7 strategic and tactical

missile warning, missile defense, technical

intelligence and battlespace characterization.

This transformational space system consists

of two primary components: SBIRS High

and SBIRS Low. SBIRS High includes four

satellites in Geosynchronous Orbit (GEO)

Above—Artist’s concept of the UCAV. Below—A UCAV

operator at his ground control station.
54 TRANSFORMATION

and two in a Highly Elliptical Orbit (HEO)

that will work hand-in-hand with the 20–30

Low Earth Orbit (LEO) satellites being

developed through the Ballistic Missile

Defense Organization’s (BMDO), (since

renamed the Missile Defense Agency

(MDA)), SBIRS Low program. Both programs

currently are under review. SBIRS High

has experienced unacceptable cost growth

and is being considered for restructuring.

SBIRS Low may be delayed as the state of

the program’s maturity is being evaluated.

Air Force Satellite Control Network

(AFSCN)

AFSCN is a global system of control

centers, remote tracking stations, and

communications links used to establish

initial contact with all deploying military

satellites, and to control early checkout

operations. In addition, the AFSCN

enables common satellite operations such

as telemetry, tracking and commanding,

mission data receipt and relay, and

emergency satellite recovery. We also use

the AFSCN to update the navigational

database of GPS satellites, which ensures

effective support to the warfighters. In FY02

we initiated an AFSCN modernization

program using commercial-off-the-shelf

equipment. It is critical that we continue

this effort since much of our current

infrastructure is so old that spare parts

no longer exist. Moreover, since nearly

50% of the total AFSCN workload supports

National requirements, the system’s

viability is essential. Preservation of both

the AFSCN infrastructure and the frequency

spectrum it uses for military satellite

operations is vital to successful national

security space operations.

Launch Systems

Our heritage launch systems continue

with a 100% success rate this year. The

Evolved Expendable Launch Vehicle

(EELV) will build on past successes while

transforming today’s fleet of Delta, Atlas,

and Titan space launch vehicles into lowcost, efficient space transportation systems.

The EELV will deliver navigation, weather,

communications, intelligence, early warning,

and experimental satellites to orbit on time

An Air Force Atlas launch vehicle sits at Cape Canaveral

awaiting the launch sequence.

Combining multiple orbit profiles, SBIRS will be a

key component in the nation’s next-generation missile

defense system.
TRANSFORMATION 55

and on budget to meet warfighter needs.

Boeing Delta IV and Lockheed Martin

Atlas V rocket families are currently

in Engineering Manufacturing and

Development to provide launch services

beginning next year through the year 2020

and beyond. Our partnership with industry

will meet military, government, and

commercial spacelift requirements at 25%

to 50% lower costs than current systems.

responsive targeting data from sensors

to shooters. Due to its basing mode, SBR

can provide the nation a non-provocative,

long-range capability to enable early

situational awareness in advance of hostilities

and throughout the spectrum of conflict. This

will allow us to tighten the timelines for

prompt attack of both anti-access systems

and enemy centers of gravity. SBR is being

designed to fit into the portfolio of other

ISR assets.

Information Warfare (IW) and

Information Assurance (IA)

Of primary importance to IW

operations is the horizontal integration

of manned, unmanned, and space systems

to achieve the machine-to-machine interface

of command and control, communications,

computers, intelligence, surveillance and

reconnaissance (C4ISR) systems. This

integration provides executable decisionquality information to the commander

in near-real-time. Second is our ability

to protect these systems from adversary

manipulation through defensive information

warfare. Third, is the ability to deny

adversaries these same capabilities through

offensive information warfare.

Information superiority enables

our military to achieve “decision cycle

dominance” and allow us to act and react

much more rapidly and effectively than

our adversary – creating transformational

military advantages. While technology will

never completely overcome Clausewitz’s

“fog of war,” achieving information

superiority as described here could certainly

minimize it for us and maximize it for

our adversary.

Information superiority also yields

additional benefits. First, a reduced forward

deployment requirement expedites the

time to begin effects-based operations

and reduces the number of personnel and

equipment exposed to threats. Second,

The Spaced Based Radar is a pioneering approach to

providing near continuous, worldwide surveillance.

Space-Based Radar (SBR)

From the ultimate high ground, spacebased ISR will provide near continuous

overflight of enemy targets to complement

airborne and ground-based sensor platforms.

SBR will revolutionize battlespace awareness

by providing deep-look, wide area

surveillance of areas in a manner unaffected

by political sensitivities and most denial

efforts—absolute leap-ahead technology.

Persistent ISR will be achieved with day/

night, all weather detection and tracking

of moving and fixed targets; improved

mapping, charting, and geodesy; and
56 TRANSFORMATION

by avoiding massive attrition tactics, it

would result in far fewer casualties and

collateral damage. Third, under the right

circumstances, effective offensive information

warfare capabilities, which include

computer network attack, military

deception, public affairs, electronic warfare,

and psychological operations (PSYOP),

could prevent the need for destruction by

influencing our adversaries to capitulate

before hostilities begin. This latter possibility

will be crucial in many of the environments

the military will have to operate in the

future, such as urban areas and various

military operations other than war, in

which employing highly destructive kinetic

weapons would not be desirable.

In the future, the Air Force will field

C4ISR capabilities that enable dynamic

assessment, planning, and the rapid

execution of global missions. The system

will be tailorable across the spectrum of

operations and be horizontally and vertically

integrated across components, functions, and

levels of command. Joint Force Commanders

will be able to exploit knowledge and

awareness to use the right tools at the right

time in the right way—and do it all faster

and with higher fidelity than the adversary.

Predictive Battlespace Awareness

(PBA)

PBA involves those actions required

to understand our adversaries to the extent

“The Sum of the Wisdom” provided by the seamless integration of manned, unmanned, and space assets provides

U.S. and Joint forces with a cursor over the target.
TRANSFORMATION 57

of being able to accurately anticipate his

actions before they make them. This includes

understanding how our adversaries

organize and employ their forces. It means

knowing their centers of gravity, capabilities,

and weaknesses. PBA is an on-going

intelligence effort which begins long

before forces are deployed. Ultimately, PBA

allows finite ISR assets to be focused on

confirmation of anticipated actions instead

of the more time-consuming discovery.

Communication Enhancement

We are now transforming the way

information technology is used in the

Air Force as we implement the One Air

Force...One Network initiative. This

enterprise-wide approach to IT will allow

more responsive and more robust service

to the whole Air Force. In addition,

Global Combat Support System-Air Force

(GCSS-AF) will integrate combat support

information systems, thus removing

the business inefficiencies resulting

from numerous, independent stand-alone

systems. With GCSS-AF, the Air Force

will finally have the means to provide

an enterprise view of combat support

information. GCSS-AF, through the Air

Force Portal, will provide the warfighter,

supporting elements, and other Air Force

members the means to seamlessly integrate

agile combat support information necessary

to efficiently field and sustain our Air and

Space Expeditionary Forces.

Another piece of integration is the

Joint Tactical Radio System (JTRS). We

aggressively accelerated development

of this enabler of machine-level, digital

conversations between our C2ISR and

strike platforms so that the “sum of our

wisdom” results in a cursor over the

target. JTRS will also provide a flexible

and adaptable information exchange

infrastructure, which moves the joint

force forward in getting operators and

commanders the timely decision-quality

information needed in today’s warfighting

environment.

Precision Engagement

The small diameter bomb, the first

“miniature” munition in development,

will provide an evolutionary capability in

kills per sortie. The SDB weapon will use a

common carriage system for fighters and

most bombers, to carry at least four and

potentially up to 12 SDB weapons per 1760

data bus aircraft station. This will allow a

fighter-size platform to carry 16 or more

SDBs and a bomber to carry up to 288.

We will employ the SDB from low-to-high

altitude, from standoff or direct attack

ranges, and in adverse weather conditions.

Each SDB weapon will employ GPS-aided

guidance and be independently targeted.

The Phase I SDB will have a capability

against fixed or stationary targets,

while the Phase II SDB will add a seeker

with Automatic Target Recognition to

provide a capability against mobile and

relocatable targets.

To increase our capability against

time-critical and moving targets, we

are experimenting with existing and

miniaturized versions of precision weapons

on UAVs. The range and loiter time of

the “hunter-killer UAV” coupled with the

direct feed of real-time targeting data, will

increase our opportunities against moving

targets—tightening our decision cycle and

maximizing our warfighting effects. What

these systems and our other advancing

capabilities indicate is that we are within

range of our goals of persistent ISR, the

finding to targeting to assessing within

minutes cycle, and fidelity in the integration

of our systems. We seek near instantaneous

attack capabilities once a target is approved

for attack.
58 TRANSFORMATION

Innovation and Adaptation

All of the new systems and technologies

in the world cannot supplant ingenuity.

Whether modifying current systems,

developing streamlined efficiencies in

organizations, or simply thinking creatively,

innovation and adaptation are at the heart

of any transformation, and embedded in

Air Force heritage. The same visionary

essence behind the flight at Kitty Hawk

works today to link emerging technologies

with dynamic future concepts of operation.

The driving spirit of innovation in past

times of war exists today in the impetus to

evolve our air and space capabilities and

elevate the security of the nation. Innovation

and adaptation will be tremendously

important again in FY03, and they will

resonate in all the systems we develop,

in our fundamental practices, how we

organize and even in our evolving roles

and missions in homeland security.

The prerequisite to achieving the

transformation force outlined in the QDR

is our commitment to a strong Science and

Technology (S&T) program. S&T is the

critical link between vision and operational

capabilities. We continue to invest in a

broad and balanced set of technologies

derived from basic and applied research,

and advanced technology development on

a continuum of maturity levels from shortto long-term. This time-scaled approach

keeps emerging capabilities in the pipeline

and fosters revolutionary developments.

The Air Force S&T community is

working closely with operators and strategic

planners to explicitly link research activities

with our core competencies, critical future

capabilities, and future concepts of

operation. This effort has produced

eight short-term goals and six long-term

challenges to focus our S&T investment.

The short-term S&T objectives are focused

on warfighter priorities in the following

areas: Target Location, Identification,

and Tracking; Command, Control,

Communications, Computers, and

Intelligence; Precision Attack; Space Control;

Access to Space; Aircraft Survivability

and Countermeasures; Sustaining Aging

Aircraft; and Air and Space Expeditionary

Force Support. Long-term S&T challenges

also involve revolutionary capabilities in

Finding and Tracking; Controlled Effects;

Sanctuary; Rapid Air and Space Response;

and Effective Air and Space Persistence.

Successful pursuit of these challenges and

objectives will meet the transformation

goals of the Air Force and maintain our air

and space dominance today and well into

the 21st Century.

Our new homeland security

environment will necessitate both traditional

and non-traditional responses, with

significant coalition, joint, and interagency

involvement. Whatever the threat, the AOC

provides the critically important real-time

predictive battlespace awareness for

decision-makers. The Air Force will work

closely with the other agencies to form a

tightly knit web of resources that will be

readily available to answer the call. In this

way, Homeland Security efforts will be

interwoven and fundamentally aligned

with the Air Force’s top priorities.

Additionally, Air Force counterair and

ISR capabilities are significant contributors

to the multi-layered missile defense system,

incorporating air and space-based elements

that provide effective, affordable, global

protection against a wide range of threats.

Future space capabilities such as the SBIRS

will greatly enhance our ability to track and

engage ballistic missiles while space-based

radar technologies will identify and track

fixed and mobile ballistic missile launchers.

Finally, the ABL will engage ballistic missiles

in their boost phase, while the F–22, working

with advanced ISR systems, will defend

against cruise missiles.
TRANSFORMATION 59

Consequence Management

The Air Force has played an important

role in consequence management. We have

provided critical resources such as airlift,

command and control, and disaster

preparedness response forces to other lead

agencies and the Joint Forces Civil Support

Teams. The AFMS is acquiring a variety

of modular packages that can be used to

support civilian authorities requesting our

assistance at home or abroad. Within two

hours of notification, the Small Portable

Expeditionary Aeromedical Rapid Response

(SPEARR) teams deploy ten specialists with

the capability to provide a broad scope

of care, including initial disaster medical

assessment, emergency surgery, critical

care, and patient transport preparation.

This will increase the state medical

response capability for homeland security.

Additionally, Air National Guard men

and women both command and contribute

to the nation’s current Civil Support

Teams–including critical mobility

requirements that support the air

transportation of these teams to sites

of potential CBRNE or WMD attacks.

In the QDR, the Secretary of Defense

identified Homeland Security as a top

priority for the Department of Defense.

The Air Force has a role in each aspect of

preventing, protecting from, and responding

to attacks against our homeland. The Air

Force has a robust array homeland defense

capabilities today and will improve and

transform as necessary for the future. As in

the past, we stand ready today to contribute

these unique capabilities and develop new

technologies to aid our national command

authorities in combating threats or attacks

to our homeland.

The Air Force Medical community has developed tactics and procedures that dramatically improve their ability to

deliver world-class medical care.
60 TRANSFORMATION

Conclusion

The same relative advantages of speed,

flexibility, range, lethality and the like that

have defined air power since its inception

also define the collective talents of airmen—

military and civilian alike. The partnership

among all of the components of the Air Force

is elevating the nation’s air and space

capabilities to even greater heights than

ever conceived. Yet we are not satisfied.

We will continue to aggressively pursue

our critical future capabilities through every

avenue, drawing on all of our resources,

and finding no satisfaction in compromise.

While funding is critical to securing new

and revitalized systems, the Air Force

is focused on the source of the most

exponentially beneficial results—our

innate skill at integration, innovation, and

visionary implementation of ideas and

processes. Ultimately, it is from our airmen,

our most essential resource of people that

transformation will accelerate, accelerate

and continue.
PEOPLE 61

Chapter 5

PEOPLE

“People are a priority” is not just a

slogan in the Air Force, it is an imperative.

Historically, the Air Force has been a

retention-based force and continues to be

so today. We rely on recruiting and training

technically and mechanically gifted

individuals to develop and operate our

advanced air and space systems. Though

we exceeded our FY01 recruiting and

accession goals, there are some critical skills

in need of special attention—scientists and

engineers in particular. We must take action

now to address these and other developing

personnel gaps in the uniformed and civilian

Air Force alike.

Before September 11th, we were

deploying our people at a rate three times

higher than we were a decade earlier.

Though we were narrowing the gap

between force structure drawdowns and

increased commitments, the marker has

been shifted significantly and we anticipate

a growth in requirements. The addition

of Operations NOBLE EAGLE and

ENDURING FREEDOM and the creation

of new homeland security requirements

to an already strained personnel tempo

(PERSTEMPO) warranted an assessment

of our total manpower requirements. We

are working with our sister services and

OSD on this issue.

Recent events have accentuated the

contributions our Total Force—Active duty,

Air National Guard, Air Force Reserve, and

civilians—brings to our National Defense

team. We must now size this force

appropriately to meet new demands by

capitalizing on positive recruiting results,

honing retention programs, and examining

closely tasks that might better be performed

by civilians, or members of the Guard

or Reserve. To attract and retain the best

people in a high-technology world, we will

accelerate our efforts to develop, educate,

train and compensate our people to continue

to lead the world as a technologically

superior military force.

Retention is more than a quality of life

issue. It involves letting our people know

that what they are doing matters. It is about

instilling our Airmen with pride in a mission

well done. At the end of their careers they

will remember being part of a team that

made a difference. To this end, we have

initiated a major “re-recruiting” program.

Total Force Structure

Reserve

10%

Guard

16%

Civilain

23%

Active

51%
62 PEOPLE

Recruiting

The Air Force exceeded FY01 enlisted

recruiting goal of 34,600 by almost 800. We

still require 99% of our recruits to have high

school diplomas and nearly 75% to score

in the top half of test scores on the Armed

Forces Qualification Test. In addition, we

brought 1,155 prior-service members back

on Active duty, nearly double the number

from FY99.

We must enlist airmen whose aptitudes

match the technical requirements we need.

In FY01 we implemented targeted recruiting

programs for mechanically skilled recruits.

These efforts paid off, allowing us to exceed

our recruiting goal for these skills by 763.

We did, however, fall short of our recruiting

goal by 203 in the general skill area. This

includes the Security Forces career fields,

which have become vital in light of current

operations.

Successful Air Force recruiting is more than

a number—it also means enlisting Airmen

whose aptitudes match the technical skills

we need.

Airman Basic Wendell Rush stands in front of his fellow

airmen prior to basic military training graduation October 6,

2001. AB Rush, of Centralia, IL, signed the 34,000th

enlistment contract of fiscal 2000, in July, signifying

the Air Force’s attainment of its recruiting goal. The

Air Force eventually surpassed its goal, sending 34,369

new airmen to basic training.

FY02 goal of 36,000 combines non-prior

service and prior service.
PEOPLE 63

The Air Force is postured well to

increase recruiting goals to meet new

requirements. Previously approved

increases in advertising, a more robust

recruiting force with broader access to

secondary school students, and competitive

compensation prepares the Air Force to meet

future recruiting challenges. We budgeted

$77 million for recruiting advertising in

FY02, which is nearly five times the amount

from FY98. For FY02, we programmed

an additional $9 million for the enhanced

initial enlistment bonus program, and the

prior service reenlistment program, up

from $123.8 million in FY01. These bonus

programs help to recruit hard-to-fill critical

skills and to encourage recruiting during

historically difficult recruiting months.

Officer recruiting faces many of the

same challenges as enlisted recruiting.

However, we continue to draw America’s

best and brightest, even given the lure

of a competitive job market. In the ROTC

programs, we implemented several

initiatives to attract more candidates,

offering contracts to freshmen cadets rather

than waiting until their sophomore year,

and a one-year commissioning program

to attract both undergraduate and graduate

students. Overall in FY01, we achieved

105% of our line officer accession target,

up from 97% in FY00. Recent legislation,

which increased the maximum age for

appointments as cadets into Senior ROTC

scholarship programs, further increases

our recruiting opportunities. We also are

examining changes to the program to reduce

attrition during the ROTC cadet years.

Of particular concern, however, is the

area of military and civilian scientists and

engineers. We fell short of our accession

goal for these groups by nearly 250, and

have begun an all-out effort to plus up

recruitment and target retention of these

critical specialties. For example, in FY03

we begin a college sponsorship program

to attract scientists and engineers from

universities where there is no ROTC

program. Thanks to prompt Congressional

action, we have the authority to implement

bonuses, adjust funding to create retention

allowances, and work toward implementing

special salary rates for the most difficult to

retain fields. At the December 2001 Scientist

and Engineer Summit, the Secretary and

the Chief of Staff embraced these and other

initiatives to remedy the accession challenge.

The Air Force recognizes the great need for

these bonuses and has programmed funds

accordingly. However, funding levels were

cut during the appropriations process.

Gen Hal Hornburg, then commander of Air Education and

Training Command, enlists the 34,600th recruit into the

Air Force, September 20, 2001.

In honor of the Air Force’s 54th anniversary, 54 airmen

gathered in the Pentagon auditorium on September 17,

2001, for a special reenlistment ceremony co-hosted

by Secretary of the Air Force, Dr. James G. Roche and

Chief of Staff of the Air Force, General John P. Jumper.
64 PEOPLE

We have also found recruiting health

care professionals especially difficult. Many

medical, dental, nurse and biomedical

specialties are experiences critical shortages.

For example, only 80% of our clinical

pharmacy positions are currently filled.

We are now reviewing accession initiatives

for pharmacists.

In FY01, the Air Force Reserve

exceeded its recruiting goal for the first

time in five years—accessing 105 percent

of their target. However, there are significant

challenges ahead in recruiting citizen-airmen.

Historically, 30 percent of Reserve accessions

come from eligible members (i.e. no break

in service) separating from Active duty. In

FY02, recruiting will have to make up that

part of the goal, more than 3,000 people,

from other applicant sources until Stop

Loss is lifted. Once lifted, we expect there

will be challenges in filling many vacated

positions. One of the biggest challenges for

Reserve recruiters this year is Basic Military

Training (BMT) quotas. While recruiting

services increased emphasis on enlisting

non-prior service applicants, BMT

allocations have not kept pace. This problem

is forecasted to worsen this year as a result

of Stop Loss. Reservists are working

diligently to increase BMT allocations and

explore solutions to address BMT shortfalls.

The Air National Guard has placed

recruiting and retention emphasis on

Air Force Specialties where shortages exist

by offering enlistment and reenlistment

bonuses, Student Loan Repayment Program,

and the Montgomery GI Bill Kicker

Program. As a result, many of the

Air National Guard critical maintenance

AFSCs have seen real strength growth

from 2 – 6% over the last two Fiscal Years.

These incentives have contributed greatly

toward enticing and retaining the right

talent for the right job. Though recruiting

and retention rates have increased, the

Air National Guard realizes that potential

problems exist that may affect future

sustained capability.

Airmen test their ability to perform everyday operations in a chemical environment. Other ability to survive and operate

processes and scenarios are tested, including self-aid and buddy care, post attack and unexploded ordnance reconnaissance,

and setting up a contamination control area.
PEOPLE 65

Retention

Over 128,000 Active duty airmen,

46% of the enlisted force, are eligible for

reenlistment in FY02/03. Although positive

about a career in the Air Force, our people

are being lured away by the availability of

higher-paying civilian jobs. To sustain our

readiness posture for rapid deployment, we

must retain our highly trained, experienced,

maintain an all-volunteer force. To that end,

we have initiated an aggressive campaign to

“re-recruit” our force, through individualized

mentoring and career counseling. This

effort began with scientists and engineers as

well as Battle Managers, and will include

other critical skills in the coming months.

Pilots were to be the initial focus, but the

demands of ONE and OEF required that

we delay the re-recruiting of this group.

Congress has rallied to the Air Force’s needs

in all of these, and we will rely on continued

help, particularly in the year ahead.

Officer retention trends continue to

raise concerns. We monitor these trends

through the officer cumulative continuation

rate (CCR), or the percentage of officers

entering their fourth year of service (six

years for pilots and navigators) who will

complete their eleventh year of service,

given existing retention patterns. Although

the FY01 CCR for pilots increased from 45%

in FY00 to 49%, it’s significantly lower than

the high of 87% in FY95. We have fully

manned our cockpits, but our rated pilot

staff manning has fallen to 51%. Airline

hires in FY02 will be down from over 3,000

last year to approximately 1,500 this year;

however, we anticipate the hiring will surge

again shortly thereafter. Therefore, we can

and skilled people. By keeping our

experience, we reduce recruiting and

training requirements and continue to

build and maintain our technical expertise.

Retention will continue to be a priority

and a challenge in the future. We are aware

Stop Loss and the increased tempo of ONE

and OEF may have a negative affect on

retention and we are planning for offsets

already. We must provide a robust

compensation package that rewards service,

provides for a suitable standard of living,

ensures a high quality of life, and retains

our high caliber professionals. We must

continue to reduce out-of-pocket expenses

incurred through frequent moves,

deployments, and other temporary duty.

Our airmen must view a military career as a

viable and competitive option if we are to
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expect the USAF pilot shortage to continue

for at least the next eight years until we

fully realize the effects of the ten-year

Active duty service commitment for

undergraduate flying training. We are

optimistic that our “re-recruiting” effort

will further enhance pilot retention and

help alleviate the shortage sooner.

The mission support officer FY01 CCR

has held steady at 44%. However, retention

rates for several high-tech specialties have

decreased—scientists (36%), developmental

engineers (42%), acquisition managers (40%),

and air battle managers (47%). Conversely,

navigator rates improved in FY01, rising

three percentage points to 72%. Navigators

are a critical rated resource being used to fill

many pilot vacancies at headquarters level.

In the next few years, we expect a rapid

decline in this large retirement-eligible

population. We also need to retain every

experienced air battle manager (ABM) we

can to preserve our warfighting capability.

This high-demand, low-density career

field retention is negatively impacted by

increased operations tempo.

The Air Force Reserve exceeded

Command retention goals for their enlisted

airmen during FY01. Again, it was the

team effort of the members, first sergeants,

supervisors and commanders that led the

Reserve to this exceptional achievement.

Bonuses also continue to be an effective

tool in retaining our members. The flexible

Aviation Continuation Pay (ACP) program

is an important part of our multi-faceted

plan to retain pilots. In FY01 we offered

ACP payments through 25 years of aviation

service, resulting in a substantial increase

in committed personnel. Because of this

success, we plan a similar design for the

FY02 ACP program, and extension of this

program to navigators and ABMs.

Seventy-eight percent of our enlisted

skills are now receiving re-enlistment

bonuses, up two percentage points from

FY00. The authorization to pay officer and

enlisted critical skills retention bonuses

should help retain individuals in high

demand by the civilian sector. We are

initially targeting this new authority to

Science, Engineering, and Communications

SrA Rickett Edwards, a fuels specialist from the 374th

Supply Squadron/Fuels Management Flight, Yokota Air

Base, Japan, performs an icing inhibitor test on JP-8 fuel.

The laboratory conducts more than 500 tests monthly.

Col Steve Hicks, Commander of the Virginia Air National

Guard’s 192nd Fighter Wing, is helped into his aircraft

by his crew chief, TSgt Benny Saunders, before a morning

mission in support of Operation NOBLE EAGLE.
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and Information. Also, the authority to

increase special duty assignment pay

provides the flexibility to target our most

pressing enlisted skills. The FY02 National

Defense Authorization Act (NDAA)

authorizes installment payment authority

for the 15-year career status bonus, and

an educational savings plan to encourage

re-enlistment in critical specialties.

Additionally, the Air Force Reserve is

studying special duty pay initiatives for

senior enlisted positions, such as command

chief master sergeants and unit first sergeants

for future implementation.

The Air National Guard’s number one

priority is to increase their traditional pilot

force, which has maintained a steady state

of 90%. During the past year, the Guard

continued to see an increase in ACP take

rates to 93%. ACP has accomplished its goal

by retaining qualified full-time instructor

pilots to train and sustain our combat force.

The Guard and Reserve continue to pursue

substantial enhancements to the Aviation

Career Incentive Pay (ACIP) and Career

Enlisted Flyer Incentive Pay (CEFIP) to

increase retention in the aviation community,

as well as attract/retain individuals to

aviation. These initiatives, which affect over

13,343 officers and enlisted crew members in

the Guard and Reserve, are aimed at those

traditional aviators who do not qualify for

the ACP for AGRs and the Special Salary

Rate for Technicians.

Training

Training the world’s best Air Force

is challenging in today’s rigorous,

expeditionary environment. Increased

accessions stress our training facilities and

personnel. During surge periods, we operate

at maximum capacity by triple-bunking

students in two-person dorm rooms. We

are currently seeking funds to improve the

training infrastructure.

Lower than required enlisted retention

rates are increasing our training burden.

Also, fewer experienced trainers are

available to train 3-level personnel. Despite

these challenges, our technical training

schools have been able to meet their mission.

TSgt Regina Jefferson, from the 374th Operations Support

Squadron, Yokota Air Base, Japan, uses a radar to track

civilian and military aircraft. TSgt Jackson ensures that

proper radar separation is maintained between aircraft

using their airspace.

A1C Derek Geske (left) and SrA Randy Fox (center) from

the 366th Expeditionary Security Forces Squadron and

A1C Boyd Clinton (right) from the 366th Expeditionary

Civil Engineering Squadron pack sand into expandable

barriers at an Operation ENDURING FREEDOM location.
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We increased our use of technology and

streamlined the training processes to

produce fully qualified apprentices ready

to support the warfighter.

Even with the EAF, our tempo can

make educational pursuits difficult. Our

learning resource centers and Advanced

Distributed Learning initiatives address

this situation by offering deployed personnel

education and testing opportunities through

CD-ROM and interactive television.

Additionally, we have joined with the other

Services, the Department of Labor, and

civilian licensing and certification agencies

to promote the recognition of military

training as creditable towards civilian

licensing requirements.

Defining the Air Force’s institutional

training and educational requirements for

leadership development allows the services

to weigh resource decisions better and to

emphasize to our people the institution’s

investment in their careers. The Air Force

is pursuing leadership development and

career mentoring strategies, to prepare

the Total Force for the 21st Century. These

competency-based strategies are focused

on understanding the leadership needs

of our transforming force and creating a

development process that will better prepare

Airmen to serve and lead. The Air Force

is examining more deliberate career

broadening, emphasizing two categories

of competencies—occupational (what we

do) and universal (who we are). We are

also examining potential changes to the

professional growth of officers including

the rationalization of advanced degrees

and professional military education.

Force readiness, sustainability, and mission

performance all depend on selecting, training,

and retaining the best individuals with the

necessary skills, as well as motivating

every member of the service and taking

care of Air Force families.

Controllers in an Airborne Command and Control Center monitor the complex systems aboard the modified C–130.
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Civilian Workforce

Shaping

Today, less than 10% of our civilians

are in their first five years of service. In the

next five years, more than 40% will be

eligible for optional or early retirement.

Historical trends indicate that approximately

33% of white-collar employees and 40%

of blue-collar employees will retire the

year they become eligible. In addition,

downsizing over the past decade skewed the

mix of civilian workforce skills, compounding

the loss of corporate memory and lack of

breadth and depth of experience.

While we are meeting mission needs

today, without the proper civilian force

shaping tools, we risk not being ready to

meet tomorrow’s challenges. To help shape

the civilian workforce, it is imperative

that we fund civilian force development

initiatives to include skill proficiency and

leadership training, and tuition assistance

programs. The FY02 NDAA did authorize

the payment of expenses to obtain

professional credentials.

In addition, management tools are

essential in shaping the force by opening

the door to new talent so we can gather

the right skill mix. These initiatives include

pay comparability and compensation, a

streamlined and flexible hiring process,

recruiting incentives for technical skills

and student employment programs. Also,

the FY02 NDAA provided the authority for

a pilot program allowing for payment of

retraining expenses and extended the use of

Voluntary Separation Incentive Pay (VSIP)

and Voluntary Early Retirement Authority

(VERA) for workforce restructuring. To

incentivize key senior personnel to accept

critical positions, we continue to support

implementation of a last move home benefit.

MSgt Gayle Thomas and Ms. Hiroe Aoki, both members of

the Defense Finance and Accounting Service-Japan, use

a centralized disbursing system to verify yen payments to

local vendors. The mission of DFAS-J is to provide finance

and accounting services to Department of Defense activities

operating in Japan and the Western Pacific.

Ms. Penny DeFino was recognized as one of 18 outstanding

DoD employees with disabilities recently. Ms. DeFino

works as a Unix system administrator for the Defense

Information Systems Agency at Wright-Patterson AFB, OH.
70 PEOPLE

Quality of Life

Quality of life ranks as one of the Air

Force’s top priorities, so our quality of life

initiatives attempt to balance the intense

demands we place on our mission-focused

Total Force. With continued congressional

support, the Air Force will pursue adequate

manpower; improved workplace

environments; fair and competitive

compensation and benefits; balanced

deployments and exercise schedules; safe,

affordable, and adequate housing; enhanced

community and family programs; improved

educational opportunities; and quality

health care, as these have a direct impact on

our ability to recruit and retain our people

and sustain a ready force.

The FY02 NDAA provided for the

largest raises for mid-level and Senior NCOs

(7%–10%) to improve pay based on their

education and experience levels. Junior

enlisted members received a 6%–6.7% pay

raise and captains and majors received a

6%–6.5% raise while all other personnel

received a 5% raise. Basic Allowance for

Housing rates effective 1 Jan 02 will be based

on 11.3% out-of-pocket for the National

Median Housing Cost for each grade and

dependency status. Additionally, the FY02

NDAA authorizes several additional travel

and transportation allowances that will

reduce out-of-pocket expenses for our

military personnel.

Higher priorities have led to a deferral

of much-needed infrastructure sustainment,

restoration, and modernization of the

workplace. Together with spare parts and

equipment shortfalls, budget limitations

impede successful execution of mission

requirements, cause lost productivity, and

negatively impact quality of life. It will

take increased funding levels focused on

infrastructure restoration and modernization

to allow us to optimize the condition of the

workplace environment and, furthermore,

help eliminate the risk to our near- and

long-term readiness.

Providing safe and adequate housing

enhances readiness and retention. The

Air Force Dormitory Master Plan and

Family Housing Master Plan identify and

prioritize our requirements, while DoD is

championing the reduction of out-of-pocket
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housing expenses by FY05. We project

significant improvements in our military

family housing by reducing our inadequate

units from 59,000 at the beginning of FY02

to 46,000 at the beginning of FY03, and with

the help of privatization efforts underway,

eliminating inadequate units by 2010.

During FY01–04 we plan to privatize over

21,000 housing units at 26 installations.

Similar improvements are being made in our

unaccompanied housing, where more than

1,600 dormitory rooms will be constructed

as a result of the FY02 program.

The Air Force continued to set the

standard in providing quality childcare

and youth programs. In addition to 100%

accreditation of Air Force child care centers,

the Air Force achieved 100% accreditation

of all of its before- and after-school programs

for youth 6–12. In FY01, the Air Force

expanded the extended duty childcare

program for members required to work

extended duty hours and in FY02 will test

using this program for members working

at missile sites and those who need care

for their mildly ill children. Many youth

initiatives implemented in FY01 are part

of the affiliation of the Air Force’s youth

program with the Boys & Girls Clubs

of America.

The Air National Guard also identifies

childcare as a readiness issue. With

increasing demands from Commanders

and family members, the ANG formed a

Childcare Integrated Process Team (IPT)

to study innovative childcare options.

The IPT yielded a website developed for

internal use by ANG field units to pursue

childcare alternatives in relationship to the

unit’s location, demographics, and legal

issues. Additionally, the Guard has proposed

a cost-sharing pilot program based on the

Air Force childcare cost model.

Tremendously important to child and

family quality of life are the commissaries

and exchanges. The Air Force continues

to support these benefits as vital non-pay

compensation upon which Active duty,

retirees, and Reserve component personnel

depend. Commissaries and exchanges

provide significant savings on high

quality goods and services, and a sense
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of community for airmen and their

families wherever they serve. As a result,

commissaries and exchanges are cited as a

strong influence on retention and a highly

valued component of quality of life.

Additionally, lodging facility

improvements and temporary lodging

facilities have become a higher quality

of life priority. Constructing facilities in

sufficient quantity and maintaining existing

facilities not only supports our members

and families in TDY and permanent change

of station status, but also yields significant

savings in travel costs and ensures force

protection. All new construction and

Retired military working dog, Tosca, relaxes in family

housing at Holloman AFB with her newly adopted family,

Maj Mark and Judy Eichin.

SSgt Natasha Schelper, a broadcaster from the Air Force

News Agency, deployed to Incirlik Air Base, Turkey, signals

TSgt Robert Robinson and his family, to begin their holiday

greeting to family at home. The AF news team produced

more than a thousand greeting spots to help families at

home see their loved ones assigned overseas.

Jason Shoffit, McChord AFB, WA, guards the goal against

a soldier during a soccer tournament at Naval Station

Everett, WA.

renovations meet the recently adopted VQ

standard “one size fits all ranks” mirroring

the industry standard of 280 square feet per

room with private baths for all grades.

Physical fitness is unquestionably a

force multiplier, and investment in fitness

facilities, equipment, and programs

directly impacts readiness. An independent

assessment of our fitness centers

documented a requirement of $645M for

construction and renovation at Active duty

and Reserve bases. The Air Force committed

$183M in FY00–05 Quality of Life funding

and has steadily increased annual MILCON

funding, including $52M this year.

Meanwhile, today’s Air National

Guard member families are in immediate

need of dedicated full time family readiness

and support services—specifically

information referral support and improved

communications and education capabilities.

The Air National Guard has developed a

program solution in FY01 to fund a fulltime contracted family readiness program

at each Wing and Combat Readiness

Training Center. While funding for FY02

has been added in the FY02 Supplemental

Appropriations, there is no sustained

funding in the FYDP. Properly funded and

resourced, the ANG family readiness

program will significantly enhance mission

capabilities by reducing pressures on

personnel and their families and improving

their Quality of Life.
PEOPLE 73

Healthcare management that supports effective

decision-making. The Primary Care Manager

by Name program provides much-needed

continuity of care and, ultimately, better

patient management by providers. Other

population health initiatives include the

Air Force Suicide Prevention program,

which has served as a model for DoD and

the nation in their efforts to address this

significant public health issue. As a result

of AFMS’ initiatives, health care customer

satisfaction continues to rise in the Air Force.

According to the latest Customer Satisfaction

Survey Results, 90 percent of the Air Force’s

enrolled beneficiaries indicate they would

enroll or re-enroll in TRICARE Prime if

given the option. The overall satisfaction

with clinics and medical care exceeds

national civilian HMO averages. The recent implementation of DoD

health care initiatives, such as TRICARE

for Life, provided the missing link to the

Air Force Medical Service’s populationbased health care strategy. Now, the AFMS

has the foundation to provide whole care

to its beneficiaries. The TRICARE Senior

Pharmacy Benefit, started 1 April 2001,

brought an expanded benefit to the Air

Force’s retired population. TRICARE for

Life, the program that makes TRICARE

second payer to Medicare, and TRICARE

Plus, the program that allows seniors to

enroll in a primary care program at selected

MTFs, both began concurrently on 1 October

2001. These new programs will undoubtedly

enhance the quality of life for the Air Force’s

older retiree population. TRICARE Plus

will also strengthen the AFMS’s medical

readiness posture by expanding the patient

case mix for our providers.

The AFMS continues to make great

strides in its population health initiatives

and customer satisfaction. Central to

the AFMS’s population health plan is its

Primary Care Optimization program, which

improves clinical business processes through

maximizing medical support staff skills

and duties and through robust information

(Top) Recent improvements to the Tricare System ensures

our entire Air Force family receives world class medical care.

(Bottom) The Air Force is committed to quality of life

efforts such as improved health care. Here a five-week-old

child gets a routine check-up at the base hospital.
74 PEOPLE

Conclusion

The Air Force implemented structural

and cultural changes via EAF concept to

enhance responsive force packaging, as well

as to provide more stability/predictability

in deployment and home station scheduling.

We must continue to address force-wide

balanced tempo issues with manning,

infrastructure and equipment, training,

recruiting and retention, and mission

requirement assessments. High OPSTEMPO

has taken its toll: our people are still

deployed three times more often than prior

to Desert Storm-based on a force 60% its

former size. Air National Guard and Air

Force Reserve participation has steadily

increased since Desert Storm, which has

created unique challenges for Guardsmen

and Reservists balancing civilian careers

with increased military requirements.

Trends show demand for air power will

only increase; EAF holds promise by giving

airmen predictability and stability. We must

also take care of our families with adequate

housing programs, medical facilities, and

base support services. Our efforts continue

to pay off, yet they must be actively renewed

and revitalized—flexible enough to adapt

to new circumstances and demands in a

changing world.
CLOSING THOUGHTS 75

CLOSING THOUGHTS

The events of September 11th reaffirmed the importance of the Air Force’s

focus on People, Readiness, and Transformation. Our future success

hinges on our ability to recruit and retain highly qualified airmen, to provide

these dedicated warriors with the resources required to accomplish their

mission, and to continue to explore new and innovative approaches to the

art of warfare.

While the world’s security environment changed dramatically, one thing

that remains constant is America’s need for Global Vigilance, Reach, and Power.

That is your Air Force Vision, and what we strive to deliver every day. Fully

exploiting our advantages in air and space capabilities is not an option—the

risk of failing to do so is too great. We must remain the dominant air force in

the business of global reconnaissance and strike (attack and mobility).

Through recapitalization efforts, we will maintain the fundamental basis

from which to perpetuate our transformation journey. This is a daunting task,

and it cannot be achieved without substantial costs. Integration of systems,

mastering real-time targeting, and the exploitation of new CONOPs, are

more than mere objectives, they determine our ability to project power in

tomorrow’s battlespace.

With America’s continued support, the United States Air Force is poised for

unprecedented success. The future holds sober challenges for America’s military

forces. Some may find easy remedy, while others will require tremendous

sacrifice. In whatever scenarios lie ahead, the United States will be able to look

to the Air Force for asymmetric capabilities that ensure our dominance of air and

space. These capabilities, when employed in joint warfighting operations, will

prove to be the resident military strengths that will enable America to assure,

dissuade, deter or decisively defeat the adversaries of freedom.