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U.S. Air Force Posture Statement 2005

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

Washington, DC

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Standard Form 298 (Rev. 8-98)

Prescribed by ANSI Std Z39-18 
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3

USAF Mission

To Defend the United States and Protect its Interests 

Through Air & Space Power

USAF Vision

Global Vigilance, Reach, and Power
4

5

Table of Contents

INTRODUCTION . . . . . . . . . . . . . . . . . 6

AIR AND SPACE POWER TODAY . . . 8

 Global War on Terrorism . . . . . . . . . 8

 Operations IRAQI FREEDOM 

 and ENDURING FREEDOM . . . 8 

 Operation NOBLE EAGLE 

 and HOMELAND DEFENSE . . . 10

 Other Contingency Operations . . . . . 10

 Air and Space Expeditionary Force . 11

 New TRIAD . . . . . . . . . . . . . . . . . . . . 12

 World-wide Force Protection 

 Challenges . . . . . . . . . . . . . . . . . . . 12

AIR AND SPACE POWER, 

 TOMORROW THROUGH THE FYDP 13

 Base Realignment And Closure 2005 13

 Developing Airmen. . . . . . . . . . . . . . . 13

 Technology-to-Warfighting . . . . . . . . 22 

 Integrating Operations . . . . . . . . . . . 30 

SHAPING TOMORROWʼS 

 AIR AND SPACE POWER . . . . . . . . . . 33

 Future Total Force . . . . . . . . . . . . . . . 33

 Science And Technology . . . . . . . . . . 34

 Command, Control, Communications, 

 Intelligence, Surveillance, and 

 Reconnaissance . . . . . . . . . . . . . . . 35

 Warfighting Headquarters . . . . . . . . 36

 Joint Warfighting Space . . . . . . . . . . 37

 Improving Close Air Support and 

 Battlefield Airmen . . . . . . . . . . . . . 37

 Long-Range Strike . . . . . . . . . . . . . . . 39

 Special Operations Forces . . . . . . . . . 39

SUMMARY – ON COURSE 

 FOR THE FUTURE . . . . . . . . . . . . . . . 40
6 7

yesterdayʼs technology in the systems and air 

and space vehicles of our current force structure. 

Recapitalizing our aging systems is our number 

one challenge.

We are steadfastly meeting these challenges head 

on. With capabilities-based planning; investments 

in modernization, science and technology; Airmen 

development; and a focus on integration, we will 

transform into a more lethal force.

We are working with equal intensity to increase 

the integration and effectiveness of the joint and 

interagency team. The Air Force is responsible 

for several missions essential to the successful 

prosecution of any joint expeditionary operation: 

we provide the persistent intelligence and 

communications networks that deliver decisionquality information to the joint force commander; 

we provide global mobility in the airlift and 

tanker forces that move people and equipment 

anywhere on the planet; and we provide rapid 

strike by employing an umbrella of kinetic and 

non-kinetic strike capabilities to deliver precise, 

tailored effects.

For America to hold its military advantage, the 

Air Force must continue to improve its vital 

national capabilities. This means anticipating 

the battlespace effects required in the future; 

we must begin today to create the force we will 

need tomorrow. The Air Force must adapt for the 

future without degrading its ability to conduct 

operations now and in the near term. At the same 

time, we must recognize fiscal constraints and 

remain a responsible custodian of the taxpayersʼ 

dollar. We have developed a long-range plan to 

allocate resources, balance risks, and shape the 

force to protect our nation – a comprehensive 

Future Total Force (FTF).

Within FTF, we are restructuring our organizations for the decades ahead. The organizational 

concept within FTF leverages the strengths of 

all three components (Active Duty, Air Force 

Reserve, and Air National Guard), as well as 

anticipated advances in technology, to create the 

effects needed in tomorrowʼs battlespace. FTF 

encompasses all domains: space, air, ground, and 

information. Most importantly, it capitalizes on 

our most potent, flexible resource: our Airmen.

Introduction

Todayʼs security environment is characterized 

by change and ambiguity. The future will 

include a variety of challenges, including the 

risk of catastrophic attacks on the homeland, 

and the possibility of disruptive technological 

breakthroughs by our adversaries. The number 

and character of potential U.S. adversaries is 

growing and changing, as states and non-state 

actors acquire advanced technology and even 

weapons of mass destruction. We can foresee the 

near-term threats posed by ballistic and cruise 

missiles; chemical, biological, radiological, and 

nuclear weapons; advanced double-digit surfaceto-air missiles; and sophisticated combat aircraft. 

We should also anticipate computer network 

attacks and attacks on other critical infrastructure, 

including space networks. Not only must we be 

prepared to confront these known threats, but we 

also must be ready for unexpected, disruptive 

breakthroughs in technology that may undercut 

traditional U.S. advantages. Maintaining a strong 

defense able to overcome and defeat these threats 

remains an imperative for our nation. Currently, 

the Air Force can command the global commons 

of air and space, and significantly influence the 

global commons of sea and cyberspace; however, 

we cannot maintain this advantage using 

Our Airmen are a vital national resource. A key 

element in their development is continuing to 

adapt the force structure to support expeditionary 

operations. We face the paradox of suffering 

shortfalls in certain high-demand career fields 

while exceeding our overall congressionally 

authorized end strength. Therefore, we have 

enacted several programs to reduce the 

total number of Air Force personnel while 

reinvigorating career fields experiencing 

shortfalls.

As this century unfolds, technological innovation is accelerating at an unprecedented pace. 

Our challenge is to quickly convert laboratory 

ideas into battlefield effects. This entails 

more than creating new weapon systems; it 

means adopting a developmental culture that is 

inherently agile and responsive, enabling stateof-the-art technologies to reach the battlefield in 

real time. Such institutional agility will allow us 

to aggressively divest our legacy systems, field 

the capabilities needed to meet new strategic 

challenges, and integrate operations with those 

of the other Services and our coalition partners. 

Air and space power is an essential component 

of a joint warfighting team and a critical force 

multiplier for our Soldiers, Sailors, and Marines. 

Our paramount responsibility is to provide air 

and space dominance over the battlefield to 

enable the freedom of maneuver necessary for 

the success of joint and coalition operations.

Whether strengthening the capabilities of Airmen 

on the battlefield; enabling joint service netcentric operations; furnishing more airlift and 

aerial refueling capability; or establishing an Air 

Component Coordination Element with ground 

force commanders, the Air Force is committed to 

increasing support to the joint warfighter. The United 

States Air Force makes the whole team better.

6 7

An Air Force Academy cadet unveils the 

service core values during a ceremony at 

the United States Air Force Academy
8 9

Air and Space Power 

Today

Even as the Air Force moves forward with the 

Future Total Force, we are engaged around the 

globe. Across many continents and missions in 

air and space, the Air Force is a complete partner 

with our sister Services, inter-agency partners, 

friends, and allies.

GLOBAL WAR ON 

TERRORISM

Since the shockwaves of September 11, 2001, 

the Air Force has been integral to conducting 

and enabling joint and coalition operations in 

the Global War on Terrorism (GWOT). Across 

three campaigns, Operation NOBLE EAGLE 

(ONE), Operation ENDURING FREEDOM 

(OEF) and Operation IRAQI FREEDOM (OIF), 

the Air Force capabilities of rapid strike; global 

mobility; and persistent command, control, 

communications, computers, intelligence, surveillance, and reconnaissance (C4ISR) helped 

defend the air sovereignty of North America; 

break Taliban control of Afghanistan; identify, 

target, and destroy al Qaeda terrorist nests in 

Afghanistan; overthrow Saddam Husseinʼs 

regime; and conduct reconstruction and counterinsurgency operations in Iraq. Although the 

threat of terrorist attacks against the United 

States remains, the joint team – strengthened by 

the Air Force – has made substantial progress in 

putting terrorists on the defensive and developing 

the new security partnerships essential for a 

sustained GWOT.

OPERATIONS 

IRAQI FREEDOM AND 

ENDURING FREEDOM

The Air Force continues joint operations against 

Taliban remnants and Iraqi insurgents. At the 

close of 2004, we maintained nearly 31,000 

Airmen in the region – including 5,000 Air 

National Guardsmen and 2,500 Air Force 

Reservists – and we were flying 225 sorties a day 

over Iraq and Afghanistan. Having already flown 

more than 250,000 sorties, the Total Force team 

of Active, Guard, and Reserve Airmen continues 

to perform aeromedical evacuation, persistent 

C4ISR from air and space, close air support, 

aerial refueling, and intertheater and intratheater 

airlift, while successfully adapting to the dynamic 

environment of asymmetric warfare.

While certainly prominent in Major Combat 

Operations, rapid strike has continued to 

enhance joint warfighting during reconstruction 

and stability operations. Strikes against Taliban 

forces and Iraqi insurgents show the enduring 

need for strike capabilities and the capability 

of the Air Force to strike time-sensitive targets 

with minimal collateral damage. The Air Force 

is bolstering this capability with the deployment 

of 500-pound Joint Direct Attack Munitions now 

in theater, development of the Small Diameter 

Bomb, and development of directed energy 

weapons capable of delivering precise and 

tailored effects in adverse environments.

Not only are Airmen directly overhead in Iraq and 

Afghanistan, but Airmen from as far away as Nevada 

are controlling remotely piloted aircraft critical to 

persistent C4ISR and rapid strike missions. For 

instance, Predator aircraft are able to transmit 

their live video pictures to ground-based targeting 

teams that are equipped with the prototype Remote 

Operations Video Enhanced Receiver (ROVER) 

system. Linking rapid strike and persistent C4ISR 

to forces on the ground, ROVER has been used 

repeatedly to detect, target, and destroy improvised 

explosive devices (IEDs), mortars, rockets, and 

other insurgent activities across the region. 

Bolstering these capabilities are Tactical Airborne 

Reconnaissance System (TARS) equipped F-16s 

flown by deployed Air National Guard units. The 

digital cameras on the TARS pod allow the pilot 

to conduct reconnaissance while simultaneously 

providing close air support. Integrating these two 

missions is the essence of responsive reconnaissance 

and integral to Air Force support to ground forces.

To help defeat IEDs, the Air Force has fielded 

Specialized Explosive Detection Dogs and 

upgraded three flying platforms that specifically 

focus on detecting and defeating IEDs. In the 

future, we will deploy IED Defeat Field Teams to 

further study where Air Force-unique systems can 

make an impact.

To ensure uninterrupted sustainment of our 

deployed forces and unhindered global mobility, 

several initiatives are being implemented to enhance 

aircraft protection capabilities, including upgrades 

to existing aircraft defensive systems, accelerated 

installation of new systems, and improvements 

in software and flare dispensing patterns. These 

improvements will increase the capability to detect 

and defeat shoulder-fired missiles being used against 

our mobility aircraft. Recently, these mobility 

assets have been used to reduce the need for ground 

convoys on supply routes in Iraq. Flying above the 

IEDs and ambushes that challenge convoys, the use 

of Air Force airlifters like the C-130 and C-17 has 

reduced the number of trucks in convoys by nearly 

350 trucks per day.

Operations in Iraq and Afghanistan also highlight 

the importance of space-based C4ISR capabilities 

to U.S. and coalition forces. These capabilities 

have become integral to effective warfighting operations and include precision position, navigation and 

timing; secure communications; global weather; 

launch and support operations; persistent worldwide missile warning; and intelligence gathering. 

OIF and OEF relied on the all-weather precise 

position, navigation, and timing capability provided 

by the Air Forceʼs Global Positioning System 

(GPS) constellation, satellite communications 

(SATCOM), and timely observations of weather 

and enemy activity. Carrying out time-sensitive 

targeting of Iraqi leadership and other critical 

targets during major combat operations, nearly 40 

percent of all munitions used in OIF were GPSguided and unaffected by the driving sand storms 

and inclement weather. Holding the ultimate 

high ground, Air Force space professionals keep a 

constant vigil over a global battlespace – planning, 

acquiring, maintaining and operating the systems 

that sustain Americaʼs decisive advantage in space.

8 9

The Global Positioning 

System constellation provides 

information to an unlimited 

number of users anywhere on or 

above the surface of the Earth, 

in any weather

Balad Air Base, Iraq—the 

C-17 is capable of rapid 

strategic delivery of troops 

and cargo to forward bases

An Air Force crew member 

attends to a wounded 

soldier during a medivac 

mission from Kirkuk, Iraq
10 11

OPERATION NOBLE EAGLE 

AND HOMELAND DEFENSE

The Air Forceʼs principal Homeland Defense 

mission is Air Defense and preserving the air 

sovereignty of the United States and its territories. 

Since 9/11, more than 37,000 fighter, aerial 

refueling, and airborne early warning sorties have 

been flown in defense of the United States, while 

more than 1,800 air patrols have responded to 

actual incidents and suspicious flight operations. 

A mission that leverages the Air Force Reserve, 

Air National Guard, and Active Duty components, 

the Citizen Airmen of the Air National Guard 

have primary responsibility for providing alert 

aircraft at 17 of 18 sites.

The Air Force has also worked extensively 

with joint, interagency, and combined organizations to improve the effectiveness of 

Homeland Defense activities. Exercises like 

DETERMINED PROMISE-04 and UNIFIED 

DEFENSE-04 illustrated how rapid strike, 

persistent C4ISR, and global mobility can 

be seamlessly integrated with other agencies, 

and prove critical to supporting U.S. Northern 

Command and the Department of Homeland 

Security.

The Civil Air Patrol provides additional capability 

to Northern Command, federal agencies, and 

state and local governments in the Global War on 

Terrorism. Located throughout all 50 states, the 

District of Columbia, and Puerto Rico, the Civil 

Air Patrol leverages the skills and vigilance of 

64,000 non-paid volunteers in more than 1,700 

units to bolster the Nationʼs defense.

OTHER CONTINGENCY 

OPERATIONS

In addition to operations at home and Southwest 

Asia, the Air Force supported multiple 

other operations around the globe in 2004. 

Complementing our permanent presence in 

Northeast Asia, we bolstered the deterrence of 

North Korea with the continuous deployment of 

six B-52 bomber aircraft to the American territory 

of Guam. The 8,400 Airmen stationed in South 

Korea alongside Soldiers, Sailors, Marines and 

our South Korean allies are critical to regional 

stability, and have maintained the United Nations 

armistice on the Korean peninsula for over 51 

years.

In the Balkans, Airmen have flown more than 

27,000 sorties in support of Operations JOINT 

FORGE and JOINT GUARDIAN. These NATOled operations combine joint and allied forces to 

implement the Dayton Peace Accords in BosniaHerzegovina and enforce the Military Technical 

Agreement in Kosovo. At the end of 2004, 

approximately 475 Airmen were supporting 

NATOʼs goal of achieving a secure and stable 

environment.

Since December 1989 and throughout 2004, 

Airmen have been a critical part of the interagency 

fight against illegal drug and narcotics trafficking. 

Deployed along the southern United States, in 

the Caribbean, and Central and South America, 

eight aerostats and five ground-based radars 

provide around-the-clock monitoring of airspace. 

Operating these C4ISR installations, Airmen 

detected, monitored, and provided intercepts 

on hundreds of targets attempting to infiltrate 

U.S. airspace without proper clearance. Along 

with our joint and interagency partners, these 

operations resulted in hundreds of arrests and 

stopped thousands of pounds of contraband from 

being smuggled into the United States.

Additionally, the Air Force is heavily involved 

in providing humanitarian relief to people in 

need around the globe. Most recently the Air 

Force deployed aircraft and Airmen to assist in 

relief efforts for the Southeast Asian countries 

struck by tsunamis. In the initial days, C-130s 

and KC-135s, flying 21 missions, delivered 

over 120 tons of food, water, medical supplies, 

vehicles, and personnel to assess relief assistance. 

In another region of the world, the Air Force 

provided airlift and logistical support to the 

deployment of African Union peacekeepers to the 

war torn area of Darfur in Sudan. Also, during 

recent elections in Afghanistan, we airdropped 

water and food to remote areas to help ensure a 

secure and smooth voting process.

Supporting all of these world-wide operations is 

a robust training program that allows our Airmen 

to train like they fight. Competition for scarce 

air, land, and water resources threatens to further 

encroach onto our installations, ranges, and 

airspace – vital national assets for developing 

and testing new weapons, training forces, and 

conducting joint exercises. The Air Force 

supports legislative, regulatory, and management 

initiatives that protect Air Force operational 

capability while sustaining, restoring, and 

modernizing our natural infrastructure.

AIR AND SPACE 

EXPEDITIONARY FORCE

The Air and Space Expeditionary Force (AEF) 

is how the Air Force organizes, trains, equips, 

and sustains forces to meet defense strategy 

requirements outlined in the National Military 

Strategy and Strategic Planning Guidance. 

Including the Active Duty, Air Force Reserve, 

and Air National Guard, the Air Force is divided 

into ten AEFs and an enabler force to support 

and sustain global expeditionary operations. 

Each AEF provides a portfolio of effects-based 

capabilities for the Combatant Commander. 

These capabilities are immediately available 

in two AEFs continually postured for rapid 

deployment. The remaining eight AEFs are in 

10 11

F-15 Eagles and their crews 

stand alert in Alaska as 

part of Operation NOBLE 

EAGLE, the defense of 

North American airspace

Pallets of meals ready to eat are 

made ready for disaster relief in 

Southeast Asia
12 13

areas the Air Force has created a program through 

the Future Years Defense Program, which optimizes 

the return on our resources.

DEVELOPING AIRMEN

To adapt to dramatic changes in force structure 

and the security environment, we established 

a set of strategic goals to focus our personnel 

mission.

various stages of redeployment, rest, training, or 

deployment preparation but could rapidly deploy 

to a combat area if needed. When necessary, the 

full capability of the Total Force can be realized 

by surging the remaining AEFs.

During 2004, world-wide requirements of OIF, 

OEF, and GWOT placed high demands on our 

Expeditionary Combat Support (ECS) forces, 

long-range bombers, security forces, and other 

units. Due to this increased tempo, selected Air 

Force forces are still deployed at nearly twice the 

numbers that AEF policy defines as “sustainable.” 

To adapt to this new set of circumstances, we 

changed our AEF deployment length from 

90 days to 120 days, and the AEF cycle from 

fifteen months to twenty months. The greater 

deployment length allows greater continuity for 

expeditionary commanders in the field. 

NEW TRIAD

The National Military Strategy impacts our 

strategic forces as well. The Department of 

Defenseʼs new defense strategy of employing 

a capabilities- vs. threat-based approach to 

planning led to the ongoing transformation of 

the existing triad of U.S. strategic nuclear forces 

(intercontinental and sea-launched ballistic 

missiles and bomber aircraft) into a New Triad 

composed of a diverse portfolio of systems. 

The elements of the New Triad will contain 

non-nuclear and nuclear “strike capabilities;” 

active and passive defenses; and research and 

development and industrial infrastructure for 

developing, building, and maintaining offensive 

forces and defensive systems.

WORLD-WIDE FORCE 

PROTECTION CHALLENGES

The United States faces an array of asymmetric 

threats from terrorists and rogue states 

necessitating a new Force Protection concept of 

Integrated Base Defense. The new concept draws 

from recent lessons learned and defines a Force 

Protection role for every Airman as a defender of 

bases and critical assets. We are also developing a 

wide range of offensive and defensive capabilities 

to include new ground sensors, unmanned 

aerospace sensors, a common operating picture, 

and a command and control suite that links 

these sensors to remotely-operated weapons and 

robotic systems. Non-lethal weapon systems 

have the potential for bringing a revolutionary 

set of capabilities to commanders.

Countering and defending against chemical, 

biological, radiological, nuclear, and high-yield 

explosive (CBRNE) weapons is another element 

of Force Protection and Integrated Base Defense. 

To prevent adversary acquisition or development 

of these weapons, neutralize their capabilities, and 

restore essential operations and services after an 

attack, we are implementing a Counter-CBRNE 

Master Plan. This will improve our ability to 

meet operational needs, while maximizing joint 

cooperation and leveraging existing institutions 

and capabilities.

Air and Space 

Tomorrow Through 

the FYDP

(FUTURE YEARS DEFENSE PLAN)

BASE REALIGNMENT AND 

CLOSURE 2005

Base Realignment and Closure (BRAC) 2005 is 

the primary means by which the Air Force will 

optimize current infrastructure to enhance both 

warfighting capability and efficiency for the 

future. Taking a comprehensive, 20-year view, 

BRAC 2005 will allow the Air Force to realign 

the posture of our forces to better address the 

new challenges we face. Through creation of 

innovative organizational and basing solutions, 

the Air Force will facilitate joint and multicomponent missions, reduce inefficiencies, and 

free up valuable resources to recruit quality 

people, modernize equipment and infrastructure, 

and develop the capabilities needed to meet 21st 

Century threats.

While doing this we will remain focused on our 

three core competencies, which enable us to create 

the effects required on the battlefield of the future: 

Developing Airmen, Technology to Warfighting, 

and Integrating Operations. By focusing on these 

As part of 

Integrated 

Base Defense, 

a Desert Hawk 

unmanned aerial 

vehicle launches 

to provide 

accurate, realtime visual 

assessments of 

detected threats 

while Airmen 

patrol flight 

lines and local 

villages

12

An Airman inspects the pin on a 

Minuteman III missile component 
14 15

Force Shaping

We are on track to bring active duty end strength to 

the congressionally-authorized level of 359,700 

by the end of fiscal 2005. This planned reduction 

shapes the future force without jeopardizing 

career field health.

The Force Shaping plan has two phases: 1) increase voluntary separations and retirements, 

and 2) further increase voluntary separations 

while simultaneously reducing programmed 

accessions. Phase 1, implemented in February 

2004, was used to judge retention behavior and 

ensure a measured approach to reducing end 

strength. Phase 2, begun in May 2004, allowed 

more service members an opportunity to leave 

active duty. Additionally, we significantly 

reduced the Selective Reenlistment Bonus (SRB) 

program from 146 to 62 enlisted skills, resulting 

in a significant decrease in first-term reenlistment 

rates, and we continue to review further reduction 

of SRB skills.

Other Force Shaping initiatives include the 

PALACE CHASE program – early separation 

from Active Duty to serve with the Air National 

Guard or Air Force Reserve – waiving of active 

duty service commitments, and resurrection of 

the Career Job Reservation Program to correct 

skill imbalances and re-train first-term Airmen 

into needed skills. Additionally, we took 

advantage of the statutory authority that allows 2 

percent of colonels and lieutenant colonels with 

two years time-in-grade to retire in grade instead 

of waiting the normal three years; and some Air 

Force Reserve Officer Training Corps graduates 

may now go directly into the Air National Guard 

or Air Force Reserve.

In fiscal 2004, we lowered accession goals 

by approximately 3,000. In fiscal 2005, we 

continued to lower our accession goals and have 

temporarily limited enlisted accessions to only 

the 58 most critical combat and combat support 

skills.

The results of our Force Shaping efforts are 

positive, facilitating the migration of personnel 

into critical shortage specialties while reducing 

manpower to ensure we meet authorized end 

strength requirements by the end of fiscal 2005.

Rebalancing the Force

As we return to our authorized end strength, relief 

is flowing to “overstressed” career fields. This is 

a multi-step process, but our guiding principle 

is simple – we will properly size and shape the 

force to meet the needs of the AEF. We are 

drawing down prudently, designating specialties 

and specific year groups within those specialties 

where we have more people than we need. At the 

same time, we are correcting our skill imbalances 

by realigning manpower and expanding training 

pipelines.

We are also taking a hard look at where our 

people serve. We have Airmen serving outside 

the Air Force who donʼt deploy as part of an 

Air Expeditionary Force. They serve in joint 

and defense agency positions, some of which 

require uniformed people; however, others do 

not. Through military-to-civilian conversions 

and Competitive Sourcing initiatives, we are 

returning these Airmen “to the fold.”

The Guard and Reserve play a critical role in 

this endeavor. Today, 25 percent of the air 

expeditionary packages are composed of Air 

National Guard and Air Force Reserve volunteers. 

As we take steps to ensure the long-term health of 

our Active Duty forces, we must do the same for 

our Citizen Airmen.

Recruiting/Retention

While reducing accessions is a tool currently 

being used to bring the force down to authorized 

levels, it is imperative that we continue to renew 

and replenish the ranks with targeted recruiting. 

For fiscal 2005, we plan to access nearly 19,000 

enlisted members and just over 5,000 officers, 

a 44 percent reduction from normal enlisted 

recruiting levels and a slightly lower level of 

officers compared to fiscal 2004.

As outlined under Force Shaping, a significant 

one-year reduction in our recruiting goal is part 

of a deliberate effort to reduce force size without 

jeopardizing long-term health. A one-year 

reduction will create a temporary decrease offset 

by the number of personnel accessed in preceding 

and subsequent years. We are committed to 

returning to normal recruiting targets as quickly 

as possible. Continued congressional support 

of our recruiting and marketing programs will 

greatly enhance the Air Forceʼs competitiveness 

in a dynamic job market.

 A critical element for success is the ability to 

offer bonuses and incentives where we have 

traditionally experienced shortfalls. To protect 

this valuable resource we ensure active senior 

leadership management, including semi-annual 

reviews of which career specialties, and which 

year groups within those specialties, are eligible 

for bonuses. Congressional support for these 

programs, along with increases in pay and 

benefits and quality-of-life initiatives, has greatly 

helped us retain Airmen and their families.

14 15
16 17

Personnel Service Delivery 

Transformation

To achieve the Secretary of Defenseʼs objective 

of shifting resources “from bureaucracy to 

battlefield,” personnel services are being 

overhauled. Our Personnel Service Delivery 

Transformation dramatically modernizes the 

processes, organizations, and technology by 

which we support Airmen and their commanders. 

Routine personnel transactions, for instance, may 

now be done “on-line.”

As a result, we deliver higher-quality personnel 

services with greater access, speed, accuracy, 

reliability, and efficiency. We programmed the 

resulting manpower savings to other compelling 

Air Force needs over the next six years. This 

initiative enhances our ability to acquire, train, 

educate, and deliver Airmen with the needed 

skills, knowledge, and experience to accomplish 

Air Force missions.

National Security Personnel System

Our civilian workforce will go through 

a significant transformation as well with 

implementation of the Department of Defense 

National Security Personnel System (NSPS). 

NSPS is a simplified and more flexible civilian 

personnel system that will improve the way 

we hire, assign, compensate, and reward our 

valuable civilian employees. This modern, agile 

human resource system will be responsive to the 

national security environment, while preserving 

employee protections and benefits, as well as the 

core values of the civil service. Implementation 

will begin as early as July 2005. 

NSPS design and development has been a broadbased, participative process including employees, 

supervisors and managers, unions, employee 

advocacy groups, and various public interest 

groups. Employees slated for conversion to the 

new system will be included in groupings called 

Spirals. Spiral One will include approximately 

85,400 General Schedule and Acquisition 

Demonstration Project, U.S.-based Air Force 

civilian employees and will be rolled out in 

three phases over an 18-month period. The labor 

relations provisions of NSPS will be implemented 

across the Department this summer as well. 

NSPS is the most comprehensive new Federal 

personnel system in more than 50 years and a key 

component in the Departmentʼs achievement of a 

total force structure.

Culture of Airmen

We completed an Air Force-wide assessment 

of our sexual assault prevention and response 

capabilities, knowing we were not where we needed to be in addressing this societal problem that 

has serious readiness implications. A Campaign 

Plan was approved, and we are implementing 

specific initiatives to better understand the 

problem of sexual assault, do everything within 

our ability to prevent it, and prepare ourselves 

to provide consistent and continuing care for 

victims when it occurs.

In response to an increased suicide rate among 

Airmen, we reemphasized, and continue to stress, 

the need for Airmen to look after one another. 

Commanders and co-workers are rethinking 

the way Airmen interact with one another, 

calling attention to behavioral indicators and 

risk factors associated with suicide. Safety and 

risk management are also being emphasized to 

reduce the number of accident-related fatalities. 

We are weaving this mindset into the very fabric 

of our culture.

All Airmen have a responsibility to get involved, 

pay attention and ensure the health and wellbeing of their wingman. Itʼs not a program, itʼs 

a mindset; a cultural shift designed to take better 

care of our most valuable resource – our people.

Air Reserve Component (Air Force 

Reserve and Air National Guard)

Recruiting and retaining quality service members 

are top priorities for the Air Force Reserve. 

Despite the strains mobilization places on the 

personal and professional lives of Reserve 

members, volunteerism remains high. In fiscal 

2004, and for the last four years, the Air Force 

Reserve exceeded its recruiting goal. Despite the 

long-term effects of high operations and personnel 

tempo, Air Force Reserve end-strength was 

within 0.7 percent of fiscal 2004 congressionallymandated requirements. 

Reduced success in attracting military Air 

Force members who are separating from Active 

Duty has steered the Air Force Reserve toward 

recruitment and accession of non-prior service 

members. To meet the resulting increased 

training demand, 4,000 training slots per year 

are now allocated and funded for the Air Force 

Reserve. In addition, the Air Force Reserve is 

taking advantage of the previously mentioned 

PALACE CHASE program, which allows Active 

Duty members the opportunity to move to the 

Air Force Reserve or Air National Guard. These 

experienced members are then placed into critical 

career skills.

Complementing the Air Force Reserve, the Air 

National Guard plays a vital role in support 

of the Homeland Defense mission and force 

transformation. The ability of the Air National 

Guard to achieve recruiting and retention goals 

through fiscal 2006 will help determine how well 

the Air Force assumes new missions and supports 

Homeland Defense.

As the Air Force Reserve and Air National 

Guard continue to surge to meet operational 

requirements, we are examining existing law and 

policy that govern enlisted incentives and related 

compensation with an eye toward identifying 

changes that will encourage volunteerism. The 

reserve enlisted bonus program is a major 

contributor to attracting and retaining both unit 

and individual mobilization augmentee members 

in critical career fields. To enhance retention, 

we are ensuring relevant compensation statutes 

reflect the growing reliance on the Air Force 

Reserve and Air National Guard to accomplish 

Air Force missions. We continue to explore 

enhanced bonus authorities, which will provide 

the flexibility to target our most pressing needs. 

In addition, the Aviation Continuation Pay, 

the Career Enlisted Flyers Incentive Pay, and 

Aircrew Incentive Pay continue to be offered to 

retain our rated officer and enlisted personnel. 

We expanded the Air Force Reserve Special Duty 

Assignment Pay (SDAP) program by including an 

16 17

First all-female B-2 crew reviews 

aircraft forms before takeoff
18 19

additional six career fields to enhance recruiting 

and retention, improve program alignment, and 

provide parity to Air Force Reserve members. 

The expansion authorizes the payment of SDAP 

to a reservist qualifying in the same skill and 

location as their Active Duty counterpart.

The Air Force has made great strides in increasing 

education benefits for our Air Force Reserve 

and Air National Guard members, offering 100 

percent tuition assistance for individuals pursuing 

an undergraduate degree and continuing to pay 

75 percent for graduate degrees. In addition, we 

appreciate the President proposing and Congress 

enacting enhanced Montgomery G.I. Bill benefits 

for Reserve and Guard members who have served 

lengthy deployments. 

The fiscal 2005 National Defense Authorization 

Act (NDAA) made permanent several authorities 

providing enhanced Health Care/TRICARE 

benefits for Air Force Reserve and Air National 

Guard members. For members with delayedeffective-date orders to serve on active duty in 

support of a contingency operation for more than 

30 days, the new legislation authorizes TRICARE 

eligibility for up to 90 days prior to the memberʼs 

activation date for eligible members and their 

families. Additionally, the NDAA extended the 

Transitional Assistance Management Program 

benefit period from 60 and 120 days to 180 days 

for eligible members and their families.

Training

Distributed Mission Operations (DMO) is the 

cornerstone for Air Force training transformation. It 

is a readiness initiative to train warfighters as they 

expect to fight using simulation and high-fidelity 

architecture to link training at dispersed locations. 

DMO will reduce travel costs and operations tempo 

while providing mission rehearsal in an operationally 

realistic environment to maintain combat readiness 

and provide support to operations. It will prepare 

and assess Air and Space Expeditionary Forces 

and prepare AOC weapon systems, including Joint 

Force Air Component Commanders, for real-world 

missions. As an integration effort, DMO will leverage existing and emerging programs and technologies to fill gaps in total team training, rehearsal, and 

operations support.

Due to the continuing high operations tempo, the 

Air Force is filling over 2,500 positions in 20 

different combat support skills for the U.S. Army in 

deployed locations – one of those skills is combat 

convoy operations. As a result, we established 

the Basic Combat Convoy Course to supplement 

Army training. This comprehensive, self-contained 

course emphasizes small unit leadership, teamwork, 

weapons training, and tactical convoy operations, 

greatly improving convoy operations and personnel 

survivability. It also reduced total training time in 

Kuwait from approximately six weeks to one. 

Housing and Military Construction

Through military construction and housing 

privatization, we are providing quality homes faster 

than ever. Over the next two years, we will renovate 

or replace nearly 36,000 homes through privatization, 

and an additional 11,000 homes through military 

construction.

Still, Airmen primarily live in communities near our 

installations. Basic Allowance for Housing increases 

have reduced their average out-of-pocket costs over 

the past few years, and will eliminate out-of-pocket 

costs altogether in 2005, allowing greater flexibility 

for Airmen who reside off base.

Investment in dormitories continues to accelerate 

in order to provide superior housing to our 

unaccompanied members – evidenced by nearly 

4,400 dormitory rooms programmed for funding 

over the next four years. Approximately 75 percent 

of these will address existing inadequate dormitory 

conditions. Our new “Dorms-4-Airmen” standard is 

designed to increase camaraderie, social interaction, 

and accountability by providing four single-occupancy 

bedrooms/bathrooms with a common kitchen and 

living area in each module. The combination of 

the new standard and the Air Forceʼs unit integrity 

assignment policy provides an excellent platform to 

increase interaction within the same unit. Finally, the 

remaining dormitory program jumpstarts a buy-out 

of inadequate “pipeline” dormitories – those dorms 

that house young enlisted students during their initial 

technical training. Pipeline dormitory standards 

provide a large living area for two students, two walkin closets, a bathroom, and a separate vanity for each 

occupant. All substandard dorms will be replaced by 

2009. Knowing the Air Force provides for a familyʼs 

housing needs allows every Airman to focus on the 

mission.

Airmenʼs performance and morale is directly 

influenced by quality work centers as well. 

Therefore, weʼve placed significant emphasis on 

recapitalizing and improving work facilities. Weʼve 

focused investment in training facilities to ensure 

a quality technical and mission-oriented learning 

environment. Similarly, weʼve implemented a plan 

to ensure all fitness centers meet current Air Force 

standards by 2011. Finally, weʼve continued our 

focus on providing quality childcare facilities.

18

An Airman monitors 

the progress 

of a 67-vehicle 

convoy between 

Bagdad and Tikrit. 

Airmen of Air 

Expeditonary Force 

Transportation 

Companies provide 

security to military 

and civilian convoys 

throughout Iraq

19

Recently opened housing, like 

that at Bolling AFB, improves 

the quality of life for Air Force 

families
20 21

Combat 

Controllers 

specialize in 

unconventional 

missions

Battlefield Airmen

Airmen are engaged beyond the air base; bringing 

technology-to-warfighting on the ground using 

advanced systems to designate targets, control 

aircraft, rescue personnel, and gather vital 

meteorological data. The Air Force is optimizing 

this family of specialties, known as Battlefield 

Airmen. So far, we have identified program 

management, acquisition, and sustainment 

synergies across the Combat Rescue, Combat 

Control, Terminal Attack Control, and Special 

Operations Weather functional areas. Because 

Air Force personnel are an integral part of the 

battlespace, we are also identifying common 

training requirements for these Airmen.

We need to organize Battlefield Airmen for 

maximum effectiveness in the modern battlespace. 

In addition, we must train Battlefield Airmen in 

the skills required to maximize airpower, and 

standardize that training across those specialties 

with different Battlefield Airmen skills. Finally, 

we want to equip our Battlefield Airmen with 

improved and standardized equipment for 

missions in the forward and deep battlespace.

This will expand commandersʼ abilities to employ 

battlefield airpower experts who can introduce 

unequaled accuracy, responsiveness, flexibility, 

and persistence into designated air operations.

Joint Terminal Attack Controllers (JTACs), a 

subset of Battlefield Airmen, direct the action 

of combat aircraft engaged in close air support 

and other offensive air operations from a 

forward position. For the first time, JTACs 

will be recognized across the Department of 

Defense as capable and authorized to perform 

terminal attack control in accordance with a joint 

standard. The Joint Close Air Support Executive 

Steering Committee directed the drafting of 

a Memorandum of Agreement defining the 

qualifications, certifications, and currencies these 

JTACs must possess and maintain.

In addition to night-vision equipment, JTACs 

carry a hardened laptop computer and multichannel radio. Weʼve significantly reduced the 

weight these Battlefield Airmen must carry while 

simultaneously providing them with the ability 

to do such things as designate targets several 

kilometers away. We must further decrease the 

weight of their gear while increasing the capabilities and interoperability of their equipment 

with other air, space, and ground assets. This 

combination of technology facilitates the direct 

transfer of information to combat aircraft, 

minimizing errors in data transfer. To that end, the 

Integrated Air-Ground Imaging Initiative enables 

the A-10 to send digital targeting information 

instead of lengthy voice briefings, provides a 

LITENING or Sniper Targeting Pod video down 

link to the JTAC, and equips our JTACs with a 

multi-channel video receiver. This equipment will 

increase situational awareness, assist in combat 

identification, maximize first-attack success, 

shorten the kill-chain, and ultimately provide 

better support to ground forces.

20 21

Air Force pararescuemen are extracted 

from an abandoned housing site in 

Bagdad, Iraq

A pilot checks 

the LITENING 

Precision 

Targeting Pod 

on his A-10 

Thunderbolt II 

Special Operations Weathermen are 

weather forecasters with forward 

ground combat capabilities

A Terminal Attack Control 

Airman coordinates air 

cover for Army light infantry 

soldiers in Afghanistan
22 23

• Global Persistent Attack CONOPS provides 

a spectrum of capabilities from major combat 

to peacekeeping and sustainment operations. 

Global Persistent Attack assumes that once 

access conditions are established via the 

Global Strike CONOPS, there will be a need 

for persistent and sustained air, space, and 

information operations.

• Nuclear Response CONOPS provides the 

deterrent “umbrella” under which conventional forces operate and, should deterrence fail, 

provides options for a scalable response.

• The Agile Combat Support CONOPS details 

the capability to create, protect, and sustain 

Air and Space Forces across the full spectrum 

of military operations. It is the foundational, 

crosscutting, and distinctive capability that 

enables Air Force operational concepts.

The CONOPS approach articulates operational 

capabilities that will prevail in combat and avert 

technological surprises. Through capabilitiesbased planning, we will continue to invest in 

our core competency of bringing technology to 

the warfighter, which will maintain our technical 

advantage and keep our air and space capabilities 

up-to-date.

Capabilities Review and 

Risk Assessment

The Capabilities Review and Risk Assessment 

(CRRA) process is the starting point for Air Force 

force planning and capabilities development. It 

replaced an outdated threat-based review process 

that focused on platforms instead of warfighting 

effects and the capabilities needed to achieve 

them. The CRRA requires a focus on capabilities 

and fosters development of innovative solution 

sets. The CRRA uses our six operational 

concepts and the foundational Agile Combat 

Support concept to examine and assess our Air 

Force capabilities now and in the future.

During the CRRA cycle, Risk Assessment Teams, 

composed of experts drawn from all specialties 

in the Air Force and supported by models, 

simulations, and other analytical tools, consider 

the requirements of the CONOPS. They review 

existing and planned programs, Science and 

Technology activities, and non-materiel factors. 

They determine the Air Forceʼs ability to deal 

with an adverse event and the impact on achieving 

the joint warfighting effects if the Service fails 

to provide the capability. Any shortfalls are 

screened against documented Lessons Learned 

and Combatant Commander Integrated Priority 

Lists.

The CRRA provides senior Air Force leaders 

an operational-, capabilities-, and risk-based 

focus for investment decision-making. It uses 

operational warfighting effects as the drivers 

for Air Force resource allocation, while also 

protecting public health and natural resources.

TECHNOLOGY-TOWARFIGHTING

Capabilities-based Concepts 

of Operation

The Air Force has established a capabilitiesbased approach to both war planning and force 

development, allowing focused investments 

on those capabilities needed to achieve the 

battlespace effects required by the joint warfighter. 

Our capabilities-based approach frees us from 

platform-centric force planning, leading to new 

ways of thinking and innovative combinations of 

systems.

The Air Force has developed seven concepts of 

operation (CONOPS) – six operational and one 

supporting foundational concept – for capabilitiesbased planning. The CONOPS define the effects 

we can produce across the span of joint tasks we 

may be tasked to perform, and help us identify 

those capabilities an expeditionary air force will 

need to achieve the desired battlespace effects. 

They also provide an operational context for 

determining how good our capability levels need 

to be and assessing how close we are to that 

objective.

• Homeland Security CONOPS leverages Air 

Force capabilities with joint and interagency 

efforts to prevent, protect, and respond to 

threats against our homeland.

• Space and Command, Control, Communications, Computers, Intelligence, Surveillance, and Reconnaissance (C4ISR) 

CONOPS encompasses the integration of 

manned, unmanned, and space systems to 

provide persistent situational awareness, space 

control, and decision-quality information.

• Global Mobility CONOPS provides the 

planning, command and control, and operations capabilities to enable timely and effective 

projection, employment, and sustainment of 

U.S. power in support of U.S. global interests.

• Global Strike CONOPS employs joint power 

projection capabilities to engage anti-access 

and high-value targets, gain access to denied 

battlespace, and maintain that operational 

access for required joint/coalition follow-on 

operations.

An Air Force 

Defense Support 

Program (DSP) 

satellite deploys from 

Cape Canaveral. 

The DSP provides 

the United States 

and its allies with 

ballistic missile 

early-warning and 

other information 

related to missile 

launches, 

surveillance, and 

the detonation of 

nuclear weapons

22 23
24 2525

Recapitalization/Modernization

The number one challenge for the Air Force is 

the need to recapitalize our aging systems. For 

example, our aircraft fleet now averages 23 

years old. To determine the viability of these 

aging fleets, we chartered the Air Force Fleet 

Viability Board (AF FVB) in 2004 to establish 

a continuous, repeatable process for conducting 

fleet assessments. The AF FVB completed its 

first assessment, of the C-5A, in July 2004, and is 

currently studying the 43-year-old KC-135 fleet.

The principles we applied this year during the 

CRRA process ensured sufficient readiness 

to support the Global War on Terrorism while 

transforming the force and maintaining an 

acceptable level of risk. We have proposed 

recapitalization and modernization project 

funding necessary to extend todayʼs legacy forces 

while bridging to required future systems.

Our primary modernization program is the 

F/A-22 Raptor. The F/A-22ʼs revolutionary 

low observable technology, supercruise (Mach 

1.5 without afterburner), integrated avionics, 

and exceptional maneuverability will guarantee 

Americaʼs air dominance and joint force freedom 

of operation. The F/A-22 program is transitioning 

from development to full rate production and 

fielding, where the aircraft will join an integrated 

air and space force capable of responsive and 

decisive global engagement.

The program entered Initial Operational Test and 

Evaluation (IOT&E) in April 2004 to evaluate its 

operational effectiveness and suitability. Air-toair capabilities were successfully demonstrated 

and initial air-to-ground capabilities were 

demonstrated with successful testing of the Joint 

Direct Attack Munition. In parallel with IOT&E, 

F/A-22 aircraft deliveries continue at Tyndall 

Air Force Base, Florida, where the first cadre of 

operational F/A-22 pilots is training. The 27th 

Fighter Squadron at Langley Air Force Base, 

Virginia, is on track to establish Initial Operational 

Capability for the F/A-22 in December 2005.

Complementing the tremendous capabilities of 

the F/A-22 is the F-35 Joint Strike Fighter, an 

important element of the Joint Warfighterʼs 

Tactical Aircraft Modernization plan. For the Air 

Force, it will recapitalize todayʼs F-16 and A-10 

combat capabilities. Specifically, it will provide 

affordable and survivable precision engagement 

and global persistent attack capabilities. 

Optimized for all-weather performance, the F-35 

will destroy an enemyʼs ability to attack or 

defend. In 2004, the F-35 program successfully 

addressed early design maturity challenges. The 

Service Acquisition Executive responsibility 

also switched from the Navy to the Air Force. 

In this capacity, we will continue to develop the 

three basic aircraft variants and coordinate the 

interests of the Navy and Marines, along with our 

numerous international partners.

Remotely Piloted Aircraft have demonstrated 

their combat value in the Global War on 

Terrorism. The RQ-1/MQ-1 Predator continues 

to transform warfighting; providing persistent 

intelligence, surveillance, and reconnaissance; 

target acquisition; and strike capabilities against 

time sensitive targets. Used in every Air Force 

operation since 1995, Predator has amassed over 

100,000 flying hours. Today, with U.S.-

based flight and mission 

control, Predator 

is truly providing a revolutionary leap in how 

we provide military capability. Equipped with 

an electro-optical, infrared, and laser designator 

sensor, and armed with Hellfire missiles, Predator 

not only shortened the sensor-to-shooter timeline, 

but the sensor is now the shooter.

We are developing the ability to operate multiple 

aircraft from a single ground station – in effect, 

multiplying our overall combat effectiveness 

over the battlefield. We are also developing 

and deploying a larger, more capable, and more 

lethal variant – the MQ-9 Predator B. The 

MQ-9 Predator B will employ robust sensors to 

automatically find, fix, track, and target critical 

emerging time sensitive targets.

By contrast, Global Hawk is a high altitude, 

long endurance, remotely piloted aircraft that 

provides robust surveillance and reconnaissance 

capabilities. Through the innovative use of 

synthetic aperture radar and electro-optical and 

infrared sensors, Global Hawk provides the 

warfighter unrelenting observation of intelligence 

targets in night, day, and adverse weather. Since 

its first flight in 1998, Global Hawk has flown 

over 5,000 hours – over half of that time in 

combat.

Global Hawk provides superior intelligence, 

surveillance, and reconnaissance data 

while deployed in support of 

the Global War on 

MQ-9 Predator B flies 

faster, higher, and 

farther, and is more 

heavily armed than its 

predecessor, the RQ-1 

The 

transformational 

F-35 Joint Strike 

Fighter will replace 

todayʼs F-16 and 

A-10 aircraft

An Air National 

Guard F-16 

prepares to receive 

fuel from an Air 

Force Reserve 

KC-135E 

Stratotanker
26 27

our aging Defense Support Program satellites. 

The Space Radar effort has been refocused on 

developing a system that meets the needs of 

both military and intelligence community users. 

Each of these systems support critical C4ISR 

capabilities that give the Joint Force Commander 

increased technological and asymmetric 

advantages.

Space superiority efforts are enabled by 

comprehensive space situation awareness (SSA) 

and defensive and offensive counterspace 

capabilities. Enhanced ground-based and new 

space-based SSA assets will provide the 

necessary information to gain and maintain 

space superiority. With respect to defensive 

counterspace, we maintain a diversified groundbased command and control network and are 

developing increased protection for our satellites 

and space-based services to ensure the capabilities 

are there in time of battle. We also recently 

fielded the counter-communications system to 

deny these same services to our adversaries. A 

well-balanced architecture will enable execution 

of an effective space superiority strategy.

Our Depot Maintenance Strategy and Master 

Plan calls for major transformation in financial 

and infrastructure capitalization. To support this 

plan, the Air Force increased funding in fiscal 

2004-2009 for depot facilities and equipment 

modernization. We also began a significant push 

to require weapon system managers to establish 

their product support and depot maintenance 

programs early in the acquisition cycle, and 

to plan and program the necessary investment 

26 27

Terrorism. While cruising at extremely high 

altitudes, Global Hawk can collect information 

on spot targets and survey large geographic 

areas, providing military decision-makers the 

most current information about enemy location, 

resources, and personnel. Dissemination and 

ground support exploitation systems consistently 

deliver timely intelligence to bring immediate 

advantage to combat operations. Despite its 

developmental status, Global Hawk is in constant 

demand by Combatant Commanders.

The C-17 production program continues to be a 

success story for the joint warfighting community. 

We are on schedule to receive the 180th of these 

force multipliers in 2008. In concert with C-5 

modernization programs, C-17 acquisition is 

the critical enabler for meeting established 

airlift requirements in support of the current 

force-planning construct. Currently, the Joint 

Staff, Office of the Secretary of Defense, and 

Air Mobility Command are reviewing mobility 

requirements in light of the new National Military 

Strategy and the Global War on Terrorism. This 

Mobility Capabilities Study will provide a basis for 

determining future wartime airlift requirements. 

In the meantime, the C-17 has been the airlifter 

of choice in contingency operations. During 

Operation ENDURING FREEDOM, C-17s 

airdropped over two million humanitarian 

rations. In Operation IRAQI FREEDOM, the 

C-17 performed the largest troop airdrop since 

Operation JUST CAUSE in Panama, opening 

the Northern Front during initial operations.

Tomorrowʼs enabling capabilities will be hosted 

on a variety of systems to include the E-10A 

aircraft. The E-10A is being developed to identify 

and track enemy, friendly, and neutral forces, as 

well as non-combatants. It will provide persistent 

intelligence, surveillance, reconnaissance, and 

environmental data, and fuse multi-source 

information into a common operating picture. In 

addition, it will find, fix, track, and target lowflying cruise missiles and moving surface targets. 

The E-10A program and its Multi-Platform Radar 

Technology Insertion Program, in conjunction 

with other weapon system platforms, will give 

the Combatant Commander a seamless picture of 

the battlespace and an integrated defense against 

the cruise missile threat. This capability allows 

friendly forces to respond to time-sensitive 

opportunities with decisive force.

The Air Force has also emphasized the Persistent 

Ground Attack mission for the next-generation 

Joint Unmanned Combat Air System capability 

demonstration program. This system will 

undergo an operational assessment in the 2007 to 

2010 timeframe.

We must also recapitalize our aging tanker aircraft 

fleet. Based on the completion of the KC-135 

Recapitalization Analysis of Alternatives, the 

air refueling portion of the Mobility Capabilities 

Study, and the results of the Air Force Fleet 

Viability Board study, the Air Force anticipates 

Department of Defense direction to execute the 

KC-135 recapitalization program of record. This 

program will support both the 2005 National 

Defense Authorization Act, which authorized 

purchase of up to 100 tanker aircraft through 

a multi-year contract, and the 2004 Defense 

Appropriations Act that established a $100 

million tanker replacement transfer fund.

Capabilities-driven modernization and recapitalization efforts continue on space systems as 

well; as we modernize our critical constellations 

and capabilities across the spectrum of navigation, weather, communication, missile warning, 

launch, surveillance, and ground systems.

The Evolved Expendable Launch Vehicle 

(EELV) fields two launch designs to provide 

assured access to space for government systems. 

The Transformational Communications Satellite 

will employ Internet Protocol networks and 

high-bandwidth lasers in space to dramatically 

increase warfighter communications connectivity. 

Modernization of Global Positioning System 

(GPS) and development of the next-generation 

GPS III will enhance navigation capability and 

improve resistance to jamming. In partnership 

with NASA and the Department of Commerce, 

the Air Force is developing the National 

Polar-orbiting Operational Environmental 

Satellite System, which offers next-generation 

meteorological capability. We are well on the 

way to deployment of the Space-Based Infrared 

System, a transformational leap in capability over 

The E-10A aircraft will be 

a central element in the 

Air Forceʼs command and 

control constellation

The RQ-4A Global Hawk is 

capable of surveying an area 

of 40,000 square miles in 

just 24 hours

The EELV 

modernizes 

and reduces 

the cost of the 

Nationʼs spacelift operations 

while providing 

the U.S. with 

assured access 

to space
28 29

dollars required for capacity and capability. 

Additionally, we are partnering with private 

industry to adopt technologies to meet capability 

requirements. The result – enhanced warfighter 

support.

Finally, improvements to our air and space systems 

will require improvements in our foundational 

support systems. Deteriorating airfields, hangars, waterlines, electrical networks, and air 

traffic control approach and landing systems are 

just some of the infrastructure elements needing 

immediate attention. Our investment strategy 

focuses on three simultaneous steps: disposing of 

excess facilities, sustaining our needed facilities 

and infrastructure, and establishing a sustainable 

investment program for future modernization.

Expectation Management/Spiral 

Development/Systems Engineering

To improve effectiveness in providing technology 

to the warfighter, weʼve enacted several new 

acquisition policies. Expectation management, 

spiral development, and renewed emphasis on 

systems engineering will eliminate technological 

surprises and reduce weapon system delivery 

cycle times.

Expectation management means better 

collaboration between the warfighting and 

acquisition communities during the life cycle 

of a weapon system. At least yearly, general 

officers from the major commands and 

acquisition community will formally review the 

cost, schedule, and performance of acquisition 

programs. Beginning with frank discussion 

about the “art of the possible,” these sessions 

will subsequently inform decision makers about 

the ramifications of evolving requirements and 

funding changes.

With a spiral development acquisition process, 

we expect to deliver a baseline combat capability 

to the warfighter faster than a process which 

focuses solely on a “100 percent solution.” 

This approach increases flexibility to respond 

to the ever-changing nature of external threats 

and resource fluctuations. Building on a solid 

systems engineering foundation, we expect to 

maximize improvements in communication 

and development strategy, paying dividends in 

transitioning technology-to-warfighting faster, 

and at reduced cost.

Systems engineering ensures that contractorproposed solutions are both consistent with sound 

engineering principles and are spiral capable. It 

is the chief means by which we can hedge against 

technology risk. We must have the capability to 

proceed smoothly from one spiral development 

effort to the next, capturing as much capability 

as current technology and funding can produce. 

Under the direction of the Service Acquisition 

Executive, Milestone Decision Authorities 

will now review a programʼs proposed 

approach to systems engineering prior to 

approving Acquisition Strategy Plans. Indeed, 

systems engineering performance is so critical 

to our capability to transition technology to the 

warfighter that it is included among contractor 

incentives. Many of the above approaches are 

already in use.

In our space system acquisition, we will continue 

to emphasize the transition from “cost as the 

primary driver” to “mission success as the 

primary driver.” We will also continue to stress 

the importance of budgeting to the most probable 

cost – with realistic reserves – and the value 

of independent cost assessments, independent 

technical assessments, program assessments, 

and reviews. Maintaining sufficient reserves 

is essential to effectively executing these 

challenging National Security Space Programs.

Transforming Business Process

By leveraging the availability of global informa–

tion, we are achieving significant operational 

advantages. All Air Force CONOPs rely 

heavily on critical information resources that 

are available “on the network” and delivered 

through a net-centric operating environment that 

is robust, secure, and available. To maintain 

information superiority, the Air Force must target 

a common infrastructure and fully leverage 

enterprise services and shared capabilities. To 

ensure the most efficient infrastructure, we are 

identifying enterprise-wide information resource 

solutions. These solutions are designed to deliver 

and implement efficiencies, which allow us to 

accelerate horizontal information integration, 

reduce information exchange barriers, reduce 

the total cost of information delivery, and shift 

resources to support warfighter operations and 

weapon system modernization.

For example, we reduced operating costs over 

the last two years by consolidating our networks 

and servers that provide Information Technology 

(IT) services. More importantly, networks are 

more stable with increased uptime and lower 

failure rates. We have improved our security 

with a better computer defense posture and are 

able to deploy patches and updates to the field 

quickly, resulting in fewer successful intrusions 

and denial of service incidents. In addition, the 

stand up of the Air Force Network Operations and 

Security Center will advance our consolidation 

efforts and real-time monitoring of performance, 

configuration control, and security posture.

The GeoBase program provides standardized 

installation mapping and visualization support to 

Airmen through deployment of integrated aerial 

photography and geospatial data layers. These 

IT products support the joint warfighter common 

operating picture, minimize wasteful and 

potentially dangerous redundant data collection 

efforts, and enable cross-service situational 

awareness and decision-making capabilities.

IT Portfolio Management ensures IT investments 

align with Air Force priorities and produce 

measurable results. Annual Air Force-wide 

portfolio assessment ensures scarce resources 

are managed through the Capital Planning 

Investment Control processes: select, control, 

and evaluate. Senior leadership support of 

Portfolio Management enables the Air Force to 

gain greater visibility into resources from an IT 

enterprise perspective.

Likewise, we are transforming financial 

management by procuring and implementing a 

modern commercial-off-the-shelf accounting 

system that will produce accurate, reliable, and 

timely information. We are also streamlining and 

centralizing our customer service organizations 

and processes to invest more resources towards 

value-added demands while reducing the cost of 

transaction-oriented tasks. The result will be a 

smaller, but more efficient organization with 

enhanced financial management skills that can 

partner with stakeholders to make informed 

financial decisions based upon real-time 

information.

Airmen use a global positioning system 

hand-held unit to create a 3-D Geobase 

model of horizontal flight surfaces above 

a base air field
30 31

Department of Defense Teleport Program

The DoD Teleport program is the expansion of 

Defense Satellite Communications Systemʼs 

Standardized Tactical Entry Point (STEP) 

program. Teleport builds on the existing STEP 

program concept and was approved for initial 

development in 1998. Seven STEP sites have 

been selected to be upgraded to six Teleports: 

Defense Information Systems Network Northwest, Virginia; Fort Buckner, Japan; Wahiawa, 

Hawaii; Camp Roberts, California; Lago di 

Patria, Italy; and Ramstein Air Base/Landstuhl, 

Germany (combined Teleport site). Teleport 

extends services to the deployed user, providing 

secure and non-secure telephone service; secure 

and non-secure Internet Protocol routing; and 

video teleconferencing through world-wide 

satellite coverage between 65 degrees North 

and 65 degrees South latitudes. DoD Teleport 

provides these services through a variety of 

satellite communication systems, including the 

use of commercial satellites.

Air and Space Operations Center 

Weapon System (AOC WS)

The AOC WS is the focal point where command 

and control of all air and space power is harnessed 

to deliver combat effects to the warfighter. To 

make this center more effective, we made it a 

weapon system – and we man it and train like 

itʼs a weapon system: certified and standardized. 

Weʼve injected the technology to increase 

machine-to-machine connectivity by developing 

the software and procedures to enable information 

fusion and accelerate the decider-to-shooter loop. 

We expect to have all five of our AOC weapon 

systems (known as Falconers) fully operational 

by fiscal 2006.

INTEGRATING OPERATIONS

The Air Force provides a global presence and 

response capability for the National Military 

Strategy that gives warfighters timely and 

reliable access to all human, materiel, and 

information resources. With our expeditionary 

approach to warfighting, we are relying more 

heavily on global operational support processes 

and extensive reachback – the ability to support 

overseas operations from stateside locations. 

We are modernizing these processes and related 

systems.

Key to this modernization is the establishment 

of common and interoperable capabilities such 

as a single Air Force Portal and data repository 

within the classified and unclassified domains. 

Over the past 18 months, we have designed 

and implemented the Global Combat Support 

System-Air Force program – a set of capabilities 

that support our vision and objectives. Using 

these capabilities, we have rapidly integrated 

legacy and newly developed applications and 

services, drawn information from global sources 

to provide a composite view of information, 

and eliminated the costly requirement for each 

program to purchase and support unique hardware 

and system software.

Operational Support 

Modernization Program

The Air Forceʼs Operational Support (OS) 

transformation is a seven- to ten-year journey. 

By focusing on effectiveness and contribution 

to warfighting effects, we can identify the early 

steps in this transformation, and accelerate the 

delivery of changes that contribute to the core 

mission of the Air Force. 

In May 2004, a Commandersʼ Integrated Product 

Team (CIPT) issued the Operational Support 

Modernization Program (OSMP) Flight Plan. 

The plan identified four OS critical processes— 

Deployment Management, Operational Response, 

Agile Sustainment, and Focused OS Command 

and Control. The plan identified three enablers 

of OS transformation—providing Shared Authoritative Data, executing an Integrated Workflow, 

and providing a Common Operational Support 

Picture. 

Money has been set aside from fiscal 2005 

to fiscal 2009 to fund modernization and 

transformation efforts under the Operational 

Support Modernization Initiatives (OSMI). This 

venture capital funding provides seed money 

for innovative ideas, allowing organizations 

to accelerate delivery of capabilities to the 

warfighter to improve effectiveness. 

In 2004, the CIPT established organizations 

that have captured a significant portion of the 

operational support enterprise architecture; 

coordinated the OSMI-04 analysis and decision 

process; developed a draft version of the OS Concept of Operations for Business Modernization; 

and initiated a “Lean” reengineering process 

within the OS community while establishing the 

foundation for the cooperation and coordination 

of Business Modernization efforts among the 

Air Force Domains and major commands. The 

present Lean efforts focus on three OS critical 

processes: AEF Deployment Management, OS 

Command & Control, and Full-Spectrum Threat 

Response, and are aimed at the needs of the 

warfighter. 

In 2005, the CIPT expects to realize the initial 

benefits of the OSMP Flight Plan, including 

managing the OS processes and portfolio, 

fielding initial capabilities, beginning horizontal 

integration, increasing breadth of efforts, and 

engineering additional critical processes. Over 

the long term, CIPT hopes to institutionalize 

capabilities-based operational support.

OS modernization promotes Air Force-wide 

transformation efforts, ensuring a crossfunctional, cross-major command, enterprise 

The Combined Air 

Operations Center is the 

“nerve center” for aerial 

missions
32 33

freed up 20,000 square feet of valuable industrial 

floor space to support expanded activities. We 

seek to expand this transformational approach to 

base level maintenance, installation support, and 

training activities.

There are many other facets of eLog21 that will 

leverage these improvements: expanding the 

regional repair concept we have employed in 

many deployed areas; streamlining the supply 

chain through better collaboration with vendors; 

using commodity councils that are responsible 

for managing the purchasing of weapon system 

components; and leveraging the power of 

information technology through enterprise 

resource planning, known as the Expeditionary 

Combat Support System.

Ultimately, eLog21 is about our people. The most 

important factor will be our ability to tap into the 

ideas and energy of the thousands of logisticians 

who keep our Air Force operating every day. It 

is not just a staff project or a new information 

technology. It is a team of Airmen developing 

new concepts in global mobility.

Shaping Tomorrowʼs 

Air and Space Power

FUTURE TOTAL FORCE

As we move into the 21st Century, the Air 

Force faces increasing modernization and 

recapitalization challenges, increasingly hard 

to define adversaries, and constrained budget 

realities. While we possess weapon systems 

to meet todayʼs challenges and are investing 

in cutting edge technology and highly capable, 

32 33

approach with the goal of a fast, flexible, agile, 

horizontally integrated OS process and system 

infrastructure.

Likewise, warfighters and decision-makers 

are dependent on information generated and 

shared across networks world-wide. Successful 

provision of warfighting integration requires an 

enterprise approach of total information cycle 

activities including people, processes, and 

technology. To best leverage current and emerging technologies with warfighting operational 

and legal requirements, we are establishing a new 

organization in 2005, Networks & Warfighting 

Integration-Chief Information Officer (SAF/

NWI-CIO). This new organization will absorb 

and consolidate the Deputy Chief of Staff for 

Warfighting Integration, Chief Information 

Officer, and Communications Directorate within 

the Secretariat. The organization will be led by 

an active duty lieutenant general. 

Our logistics transformation provides a recent 

example of these transformation efforts. While 

current logistics operations are effective, 

sustainment costs are rising. In fiscal 2003, the 

Air Force spent over $27.5 billion in operations 

and sustainment of weapon systems and support 

equipment. The costs will continue to escalate 

unless current logistics processes and associated 

information systems are improved.

The Expeditionary Logistics for the 21st Century 

(eLog21) Campaign is the Air Forceʼs logistics 

transformation plan, and it is essential to our 

overall Air Force Transformation program. The 

eLog21 goals are straightforward: a 20 percent 

increase in equipment availability by 2009 and 

a 10 percent reduction of annual operations and 

support costs by fiscal 2011. The savings gained 

through eLog21 will provide the resources to 

support our warfighters by getting the right 

equipment to the right place, at the right time, 

and at the right price.

At the core of this effort is a comprehensive 

examination of the core processes used to support 

warfighters. A few years ago, Air Force Materiel 

Command began a comprehensive process 

improvement effort called “Lean” within our 

three Air Logistics Centers. “Lean” produced, 

and will continue to produce, substantial results. 

For example, Robins Air Force Base, Georgia, 

highly trained personnel, we must make 

transformational changes to maximize the 

capability these advances provide. To accomplish 

this, the Air Force has developed a modified force 

structure and new organizational construct – the 

Future Total Force (FTF).

FTF provides the Air Force the capability and 

organizational flexibility to address the nearterm challenges of aging systems and emerging 

missions. Furthermore, FTF will increase 

the Air Forceʼs ability to deploy in support of 

combat while maintaining a credible force to 

continue necessary stateside training missions 

and Homeland Defense.

In the future, the Air Force will shift investment 

from “traditional” combat forces with single 

mission capabilities to multi-role forces, and 

aggressively divest itself of legacy systems. The 

result is a force structure with expanded capability 

to combat irregular, catastrophic, and disruptive 

threats, while maintaining the capability to 

combat “traditional” threats.

This smaller but more capable force will provide 

for modernization and recapitalization of 

selected weapon systems, allowing us to commit 

more resources to networked and integrated joint 

enablers. Overall, this modified force structure 

increases support to the joint warfighter. With 

more airlift and aerial refueling capability, more 

capable space constellations, persistent airbreathing ISR, and new ways to think about close 

air support, the future Air Force will provide 

more of the capabilities demanded by the joint 

force.

As part of this overall effort, the Air Force has 

developed an organizational construct that 

capitalizes on the inherent strengths of the Air 

Forceʼs three components: the Active Duty, Air 

Force Reserve, and Air National Guard. In order 

to capitalize on these strengths, we based the 

FTF organizational construct on the successful 

associate model. Associate units are comprised 

of two or more components that are operationally 

integrated but whose chains of command remain 

separate.

An A-10 aircraft 

undergoes modification 

and repair at the Ogden 

Air Logistics Center
34 35

Toward this vision, new organizational constructs will integrate Air Force Reserve and Air 

National Guard personnel with their Active Duty 

counterparts in virtually every facet of Air Force 

operations.

One of the key strengths of the Air Force Reserve 

and Air National Guard is higher experience 

levels relative to Active Duty personnel. 

Increased integration will allow us to “rebalance” 

these experience levels, seasoning our Active 

Duty personnel through exposure to senior 

Reserve and Guard members. This also allows 

our Active Duty pilots to gain experience flying 

operational sorties while capitalizing on Reserve 

and Guard experience in an instructor capacity.

In addition to enhancing our efforts on the 

battlefield, Air Force Reserve and Air National 

Guard members give us unsurpassed tools to 

conduct Homeland Defense missions. While 

still involved in expeditionary operations, FTF 

will increase the role of the Reserve and Guard 

in emerging stateside missions – a perfect fit 

for our Citizen Airmen. These changes will not 

only improve our operational effectiveness, but 

will reduce reliance on involuntary mobilization, 

providing more stability for Citizen Airmen and 

their civilian employers.

The FTF, a modified force structure and new 

organizational construct, will give us the needed 

capabilities to meet future strategic challenges. 

Along with FTF, the Air Force has instituted 

initiatives in several key areas for the future.

SCIENCE AND TECHNOLOGY

The Air Force is committed to providing the nation with the advanced air and space technologies 

required to protect our national security 

interests and ensure we remain on the cutting 

edge of system performance, flexibility, and 

affordability. Air Force Science and Technology 

(S&T) investments are focused on achieving the 

warfighting effects and capabilities required by 

the Air Force Concepts of Operations.

By focusing on the technologies we believe 

we will need in the next 10 to 25 years, we 

have made great strides in the information 

technology, battlefield air operations, space 

operations, directed energy, and sensors areas. 

We are pursuing key technologies, for example, 

sensors to identify concealed targets; automated 

information management systems essential to 

net-centric warfare; and countermeasures for 

Man-Portable Air Defense Systems.

One example, under development, is an integrated 

Surface Moving Target Indicator (SMTI) network 

composed of manned and unmanned air and space 

assets that will enable the Combatant Commander to 

remotely find, fix, track, target, and engage moving 

targets. Lessons learned from Operations DESERT 

STORM, ENDURING FREEDOM, and IRAQI 

FREEDOM reflect the growing importance of 

SMTI. This proven capability shortens the kill 

chain by providing the warfighter the ability to 

“put a cursor on the target.” By linking future SMTI 

capability to find, fix, and track a moving target to 

the F/A-22 and F-35 capability to target and engage 

that same target, we achieve a transformational 

battlefield capability.

 Other technologies, such as laser communications 

to increase data transfer rates or advanced micro 

air vehicles to provide persistent intelligence, 

surveillance, and reconnaissance, will increase 

future warfighting capabilities. 

COMMAND, CONTROL, 

COMMUNICATIONS, 

COMPUTERS, 

INTELLIGENCE, 

SURVEILLANCE, AND 

RECONNAISSANCE

Our goal is to achieve joint horizontal Command, 

Control, Communications, Computers, Intelligence, Surveillance, and Reconnaissance 

(C4ISR) integration and interoperability for 

the entire joint force. The vision is a seamless 

and ubiquitous network where space, air, and 

terrestrial assets have global machine-to-machine 

connectivity; where warfighters are armed 

with decision dominance, speed, and precision; 

and where weapon systems and platforms are 

“network-enabled.”

The Airborne Network for 

ConstellationNet

The Air Force provides transportation layer 

components of the overall Department of 

Defense Global Information Grid under an effort 

we call ConstellationNet. The ConstellationNet 

is the information transport network (space, 

air, and ground) that allows a free flow of 

information rapidly accessible and presented 

to warfighters at the right time and right place 

to create the Combatant Commanderʼs desired 

effects. The key to achieving information 

superiority is developing a robust space and air 

network that provides connectivity to network 

enabled platforms, fused intelligence, and realtime command and control. We are building 

the architecture and infrastructure that connects 

these platforms, creating a network in the sky.

The space and air network will leverage evolving 

technologies and bring about the network-centric 

operations capabilities of Internet Protocol-based 

networks to overcome the current challenge 

of making the information exchange between 

platforms completely interoperable without 

degrading performance. These new technology 

standards and protocols will be incorporated 

through programs like the Joint Tactical Radio 

System, the Transformational Communications 

Satellite System, and the Global Information 

Grid-Bandwidth Expansion.

The JoinedWing Technology 

Demonstrator is 

part of a future 

ISR design being 

developed by 

the Air Force 

Research Lab

A large, hybrid 

rocket motor 

successfully fires 

on its test stand at 

Edwards AFB, CA

The nextgeneration 

Joint 

Unmanned 

Combat 

Air System 

X-45A will 

revolutionize 

air power
36 37

As technologies mature, JWS will bring the 

Joint Force Commander enhanced, dedicated 

capabilities that eliminate gaps in present-day 

space operations. The long-term plan envisions 

a fully capable expeditionary force, ready and 

responsive to theater warfightersʼ needs at the 

operational and tactical levels of war.

When fully operational, the JWS capability will 

deliver responsive near space (i.e., the area above 

the earth from ~ 65,000 to 325,000 feet altitude) 

and on-orbit capabilities to directly support 

the Joint Force Commander. If required, JWS 

squadrons could deploy from stateside to operate 

near space assets or integrate JWS capabilities 

into theater operations.

IMPROVING CLOSE AIR 

SUPPORT AND BATTLEFIELD 

AIRMEN

To increase its rapid strike capabilities in the 

close battlefield, the Air Force is examining new 

ways to improve upon its joint close air support 

(JCAS) mission, as well as implementing a way 

to better train personnel for the employment of 

air and space power.

36

The Ground Network for 

ConstellationNet 

The Combat Information Transport System (CITS) 

provides the Air Force ground segment of the 

ConstellationNet. CITS is structured into three 

components. The first is the communications 

transport component, which delivers high-speed 

and high-capacity network backbone capability 

for the distribution of voice, video, data, sensor, 

and multimedia information inside the base 

campus, as well as the gateway off the base to 

the Defense Information Systems Network and 

Global Information Grid Bandwidth Expansion 

locations. The second component is Net Battle 

Management. This component provides the capability to Air Force Network Operations and 

Security Centers (NOSCs) to centrally command 

and control the Air Force ConstellationNet across 

space, air, and ground information transport 

domains. To command and control the network, 

the NOSCs must have the ability to control the 

flow, routing, and traffic priorities of information 

based on mission requirements. Additionally, they 

must have the ability to grant and deny access to 

the network based on mission need and threat to 

the Global Information Grid. This leads to the third 

component of CITS, Net Defense. The Net Defense 

component integrates and fields information 

assurance capabilities across the ground component, 

to prevent unauthorized access to ConstellationNet.

The Air Force envisions machine-to-machine 

communication between platforms, manned and 

unmanned, on the ground, in the air, and in space. 

To command and control these interactions, the 

Air Force has initiated an effort called Warfighting 

Headquarters.

WARFIGHTING 

HEADQUARTERS

We are transforming our command and control 

structure by establishing new Warfighting 

Headquarters (WFHQ), positioned globally, 

and replacing our old Cold War structures to 

provide the Joint Force Commander with the 

most effective means to command and control air 

and space forces in support of National Security 

objectives. This new standing command structure 

consists of the Commander of Air Force Forces 

(COMAFFOR), the COMAFFORʼs personal and 

special staffs, and the Air Force Forces functional 

staff. These forces will be organized and resourced 

to plan and deliver air and space power in support 

of U.S. and Unified Combatant Commander 

(UCC) strategies at a core capability level on a 

daily basis, further easing the transition from 

peacetime to wartime operations. The WFHQs 

are also structured to assume responsibilities 

immediately as the Combined or Joint Force Air 

Component Commander, and with the appropriate augmentation from the UCC, could assume 

the role as a Joint Task Force headquarters. The 

Warfighting Headquarters will also leverage the 

increased capabilities developed through Joint 

Warfighting Space.

JOINT WARFIGHTING SPACE

The Air Force is intensifying its focus on 

operationally responsive space – the ability to 

rapidly employ responsive spacelift vehicles and 

satellites and deliver space-based capabilities 

whenever and wherever needed. The first step 

in achieving a global Operationally Responsive 

Space capability is the Joint Warfighting Space 

(JWS) concept. JWS will provide dedicated, 

responsive space capabilities and effects to the 

Joint Force Commander in support of national 

security objectives. The concept seeks immediate 

and near-term initial operating capabilities to 

meet pressing Joint Force Commander needs, 

and a Full Operational Capability beyond 2010. 

Additionally, the Air Force envisions that JWS 

system capabilities will evolve as technology 

advances and the needs of the theater commander 

change.

In the near-term, JWS will exploit existing offthe-shelf technologies from each Service. It 

will enhance and incorporate space capabilities 

in joint training and exercises, increase space 

integration in the AEF, and allow the Joint 

Force Commander to take advantage of the 

many synergies provided by multi-service space 

professionals. Lessons learned from JWS in 

exercises and crisis employment will initiate 

changes to space doctrine and help the Air Force, 

fellow Services, and joint community develop 

innovative space-derived effects.

The Joint Direct Attack 

Munition (JDAM) is 

the precision munition 

of choice for most 

applications

37
38 39

By combining the payload, long-loiter, and highaltitude capacity of bombers with precision 

munitions, improved command and control, and 

precise targeting, we have expanded our ability 

to conduct CAS. Performing CAS at high 

altitude with great precision and persistence is 

a major advancement in joint operations with 

land forces. Using laser and Global Positioning 

System-guided bombs such as the Joint Direct 

Attack Munition (JDAM), and with direct 

communications with a ground controller, 

a variety of aircraft are able to drop large 

numbers of JDAMs very close to friendly troops, 

destroying the enemy with massive, yet tailored, 

firepower. This capability provides day/night 

and all-weather support to ground forces.

Today, primarily fighter and bomber aircraft, like 

the A-10, B-52, and F-16, conduct CAS. As these 

aircraft begin to reach the end of their service 

lives, F-35A Conventional Takeoff and Landing 

(CTOL) and F-35B Short Takeoff and Vertical 

Landing (STOVL) variants will become the Air 

Forceʼs workhorses for CAS and other missions.

The F-35B STOVL variant offers a capability 

to operate with advancing U.S. Army, Marine, 

and Special Operations forces in a non-linear, 

dynamic battlefield. In addition, the F-35B will 

have commonality and interoperability with 

F-35s operated by other Services and Allies, 

facilitating Joint and Coalition operations.

Additionally, Tactical Air Control Party 

Modernization Program improvements are 

transforming close air support control from 

reliance on voice communications during 

day/good weather conditions to digital/video 

and night/all-weather capability. The Remote 

Operations Video Enhanced Receiver kit 

provides real-time video from remotely piloted 

aircraft and other video transmitters. It includes 

computers, software, and data link operations, 

and can transmit targeting information as well as 

formatted and free-hand messages. Laser rangefinders and laser designators provide the ability to 

take full advantage of precision and near-precision 

munitions. Quickly and accurately identifying 

and relaying target information not only makes 

our forces safer by allowing engagement of 

enemy forces in minimum time, but also reduces 

the risk of engaging the wrong target.

LONG-RANGE STRIKE

To further refine its rapid strike capabilities, the 

Air Force is transitioning its Long-Range Strike 

strategy to focus on effects instead of platforms. 

We view long-range strike as the capability 

to achieve the desired effects rapidly and/or 

persistently on any target set in any environment 

anywhere at anytime. The Air Force is responsible 

for conducting Long-Range Strike missions as 

part of the Global Strike Concept of Operations. 

Our forces must be responsive to multiple 

Combatant Commanders simultaneously and 

able to strike any point on the planet.

Today, we provide deep strike capabilities 

through a variety of platforms and weapons. 

Future capabilities must continue to enhance 

the effectiveness of the system. Responsive 

capabilities combine speed and stealth with 

payload to strike hardened, deeply buried, or 

mobile targets, deep in enemy territory, in 

adverse weather, with survivable persistence in 

the battlespace.

SPECIAL OPERATIONS 

FORCES

We are emphasizing the unique effect produced by 

the synergy of Special Operations Forces (SOF) 

and rapid strike, and evolving requirements for 

SOF in the Global War on Terrorism. As part of 

meeting these new mission sets, we will continue 

to work in an increasingly joint environment with 

our sister service SOF units, and in concert with 

U.S. Special Operations Command. Our SOF 

units will enhance Army operations concepts 

resulting in a wider dispersion of ground forces 

across the battlefield.

New mobility platforms such as the CV-22 

Osprey and the Advanced Air Force Special 

Operations Forces Mobility Platform will add 

a new dimension in the ability to conduct SOF 

operations. Additionally, the F/A-22 will be a 

key enabler of forward operational access for 

joint forces. The Raptor will use its stealth and 

supercruise capabilities to support SOF and other 

maneuver elements deep in enemy territory, in 

what would otherwise be denied airspace.

Closely related is the need to rapidly recover and 

extract personnel. We have begun the Personnel 

Recovery Vehicle Program, seeking to achieve 

initial operational capability in fiscal 2013 and 

replace the aging HH-60 combat search and 

rescue aircraft.

We will continue to leverage our highly trained, 

highly motivated SOF personnel and develop 

technologies to devise a smaller, harder-hitting, 

faster-reacting, highly survivable force that 

maximizes the element of strategic and tactical 

surprise to defeat Americaʼs current and potential 

adversaries.

The CV-22 Osprey will 

replace the MGH-53J 

helicopter in special 

operations missions

Airmen talk to 

inbound aircraft while 

a laser highlights 

a target during a 

weapons interdiction 

mission in Iraq
40 41

Secretary of the Air Force Roche, Chief of Staff of the Air Force General Jumper and 

Chief Master Sergeant of the Air Force Murray hold a town meeting with a cross-section 

of Active Duty, Reserve and Air National Guard Airmen, civilian employees, and U.S. Air 

Force Academy cadets to discuss the current and future roles of Airmen

40

Summary: 

On Course 

for the Future

The Air Force of the future makes the whole 

team better. Built around the 2025 Force and 

its accompanying organizational construct, the 

Future Total Force, the Air Force will be a more 

capable, smaller force. As such, the future Air 

Force increases the capability and flexibility of 

the joint force – and, subsequently, increases 

options for the Secretary of Defense and the 

President. These military options will be crucial 

to the defense of the nation as the United States 

continues to wage the GWOT while transforming 

and strengthening the joint force for any future 

contingency.

The Air Force offers an unparalleled set of 

combat capabilities to directly influence any 

joint or interagency operation, as well as the 

enabling capabilities to improve joint warfighting 

capabilities on the ground, on or under the sea, 

and in the air and space. Recognizing that no 

Service, or even DoD, can achieve success by 

itself, the Air Force has focused on increasing the 

integration and effectiveness of the joint force 

and interagency team.

To achieve new levels of integration and 

effectiveness, the Air Force will take advantage 

of the United Statesʼ long-held command of the 

global commons – air, sea, space, and cyberspace. 

The Air Force intends to extend its current air 

and space power advantage. As part of the joint 

force, the Air Force is positioned to leverage 

its persistent C4ISR, global mobility, and rapid 

strike to help win the GWOT, strengthen joint 

warfighting capabilities, and transform the joint 

force – while minimizing risk.

To accomplish this requires focused investment 

in our people, science, and technology, and 

recapitalization of our aging aircraft and weapon 

systems.

As threats change and Americaʼs interests evolve, 

we will continue to adapt and remain the worldʼs 

premier air and space force. Together with our 

fellow Services, we stand resolute, committed 

to defending the United States and defeating our 

enemies.
42 43

Nearly 1,300 cadets and 

officers from the U.S. Air 

Force Academy Class 

of 2008 march from the 

Academy to Jacks Valley to 

begin the field portion of 

basic cadet training
44