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OFFICE OF THE EC S RETARY

UNITED STATES AIR FORCE

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C H I E F O F S T A F F

U N I T E D S T A T E S A I R F O R C E

The Air Force Fiscal Year 2001 budget, though constrained, is a balanced, integrated,

carefully crafted plan that supports our transformation as an Expeditionary Aerospace Force. With your continued support, it will:

Put our people first. We can never lose sight of the fact that it is our great people —

active-duty, guard, reserve and civilian — who make the Air Force the world’s premier aerospace force. This budget continues our commitment to improving pay, benefits, and quality of life. It also contains increased emphasis on improving recruiting

and retention to ensure that we are growing the force of the future.

Emphasize readiness. The Air Force has been in a constant state of high operations

tempo since the end of the Cold War. We are smaller than we have ever been, yet

tasked at a level many times the Cold War pace. The stress is showing. By committing to better organization, more money for spare parts, and increased training, we

will halt the downward readiness trends of the late 1990s.

Continue our carefully balanced, time-phased modernization program. There

is no single modernization program that is a “silver bullet” for the Air Force. Instead, we are committed to modernizing existing systems, where it makes sense and

provides the needed capability. Likewise, we must purchase new systems to ensure

we maintain our ability to provide the full spectrum of aerospace capability. We

continue to believe that the key to success is an integrated system of systems. That

will provide the global reach, global power, and global vigilance that make the Air

Force a premier instrument of national defense and national security. Our FY01

modernization plan touches every part of the Air Force, including space, mobility,

surveillance, power projection and information superiority, just to mention a few.

Without the steadfast support of the President and Congress, the stunning successes

of the last several years would not have been possible. We are a combat-proven,

mission-focused, decisive fighting force for America. With your support we will

remain so.

F. WHITTEN PETERS

SECRETARY OF THE AIR FORCE

MICHAEL E. RYAN, GENERAL, USAF

CHIEF OF STAFF
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Table of Contents

Introduction .................................................................................................................................................. 5

USAF Supports Operations Across the Spectrum of Conflict in FY99 ..................................................... 18

Combat Proven ........................................................................................................................................... 20

The United States Air Force in 1999 ............................................................................................... 20

Mission Focused ......................................................................................................................................... 22

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

Shaping ............................................................................................................................................ 22

Deterrence ................................................................................................................................ 23

Promoting Stability .................................................................................................................. 23

Threat-Reduction Efforts ......................................................................................................... 24

Information Superiority and Network Defense ................................................................................ 24

Countering Chemical and Biological Weapons ............................................................................... 26

Force Protection ............................................................................................................................... 26

Counter-Drug Operations ................................................................................................................. 27

Responding ...................................................................................................................................... 28

Operation ALLIED FORCE ........................................................................................................... 28

Contingency Operations .......................................................................................................... 28

Humanitarian Operations ......................................................................................................... 28

Preparing .......................................................................................................................................... 29

Expeditionary Aerospace Force ............................................................................................... 29

Total Force Integration ............................................................................................................. 32

Aerospace Integration .............................................................................................................. 32

Innovation ................................................................................................................................ 34

Battlelabs.......................................................................................................................................... 34

Joint Expeditionary Force Experiment ............................................................................................ 35

Wargaming ....................................................................................................................................... 35

Headquarters Air Force 2002 ........................................................................................................... 35

Defense Reform Initiative/Air Force Management Reform ............................................................ 36

Financial Management Reform ........................................................................................................ 37

Decisive Fighting Force .............................................................................................................................. 37

People .............................................................................................................................................. 38

Recruiting ................................................................................................................................ 38

Retention .................................................................................................................................. 41

Quality of Life ......................................................................................................................... 44

Equal Opportunity ................................................................................................................... 47

Readiness ......................................................................................................................................... 48

Upkeep of Equipment .............................................................................................................. 48

Spares Funding ........................................................................................................................ 49

Spares Inventory ...................................................................................................................... 50

Depot Consolidation ................................................................................................................ 51

Equipment Modifications ........................................................................................................ 52

Engines : A Special Case ......................................................................................................... 55

Training .................................................................................................................................... 55

Modernization .................................................................................................................................. 57

Full Spectrum Dominance ....................................................................................................... 58

Aerospace Superiority ...................................................................................................................... 58

Global Attack ................................................................................................................................... 60

Precision Engagement ...................................................................................................................... 64

Information Superiority ................................................................................................................... 66

Rapid Global Mobility ..................................................................................................................... 69

Agile Combat Support ............................................................................................................. 71

Science and Technology .......................................................................................................... 72

Acquisition Reform ................................................................................................................. 74

Infrastructure .................................................................................................................................... 74

Mission Related Infrastructure................................................................................................. 75

Military Construction and Real Property Maintenance ........................................................... 75

Ranges and Environment ......................................................................................................... 76

Space Launch Infrastructure .................................................................................................... 77

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

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

The United States Air Force enters the

21st Century as the most powerful, swift

and flexible military force in the world.

Aerospace power was born in America

with the Wright brothers and was proven

decisive in combat by American commanders who understood the imperative

of dominating the skies: Mitchell,

MacArthur, Eisenhower, Nimitz, Arnold,

and many more. Aerospace power became America’s unique asymmetric advantage.

For more than fifty years, the Air Force

has been the nation’s primary provider

of aerospace power. Today, aerospace

power gives the nation a strategic advantage and is its most rapid instrument of

military choice. It is aerospace power that

has made it possible for our nation to lead

critical security commitments, while remaining ready to engage rapidly anywhere on the globe.

Everything we do in joint military operations requires control of air and space.

Without aerospace power, our joint forces

could not effectively deploy, fight, or win.

With aerospace power, joint forces can

secure our objectives quickly with minimum loss of life. We are a combatproven, mission-focused, decisive fighting force. The following paragraphs outline how your Air Force, with continued

support from Congress, will organize,

train, equip, and operate in the coming

years.

Aerospace Power in the

Geostrategic

Environment

World events over the past decade have

highlighted the value of aerospace forces.

They were the conclusive instruments of

military power in the three major conflicts

of the last decade—the Gulf War, BosniaHerzegovina and Kosovo. Throughout

the 1990s, aerospace power delivered results not only in combat but in many different types of operations: providing presence around the world to shape the

security environment; flying relief supplies into areas struck by disaster; delivering aid to nations and peoples in need;

patrolling no-fly zones over Iraq and

Bosnia-Herzegovina; providing awareness with space assets; and standing

nuclear alert. These are just a few of the

examples of how America has used its

aerospace power.
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Today, our national security policy relies

on the steady engagement of air forces in

several regions. While the other services

use their aviation arms primarily to assist their principal forces, the Air Force

provides the essence of our nation’s aerospace power.

The Air Force is preparing for a range of

potential threats that will vary in character and intensity as the 21st century unfolds. A hostile state actor, weapons of

mass destruction, cyberterrorism and a

heightened need for defense of the American homeland: all are possible challenges

in the future. Security can be fragile.

Tomorrow’s weapons have the potential

to be devious and destructive. New

threats can emerge quickly, and our ability to counter them must never be taken

for granted.

Given the uncertainty and diversity of

these threats, aerospace power, with its

unique capabilities, will be more important than ever in carrying out America’s

security goals. First, aerospace power is

far-reaching. Our aircraft can reach any

point on the globe within hours, with the

flexibility to supply relief or to produce

combat effects. Second, it is a lethal fighting force. We can control enemy maneuver in the battlespace and find and destroy targets with great precision. Third,

aerospace power is vigilant. Airmen link

aircraft, satellites and information systems to create global situational awareness. Vigilance takes many forms, from

security forces patrolling the base perimeter to nuclear forces on alert. These three

characteristics combine to make aerospace power a highly flexible, powerful

military force — indispensable to our

nation.

Our Focus

The United States Air Force defends the

United States and protects its interests

through aerospace power. Our fundamental capability is to dominate the aerospace

realm to ensure freedom from attack, freedom to maneuver and freedom to attack.

This capability stems from our core competencies: aerospace superiority, global

attack, precision engagement, information superiority, rapid global mobility, and

agile combat support. Our heading stays

constant: the Air Force vision of global

reach, global power and global vigilance

is the guiding principle behind our strategic plan and budget programs for aerospace power.

Aerospace power cannot be defined just

as fighters, bombers or satellites. Aerospace power comes from talented, trained

people employing a combination of systems and capabilities. It starts with our

ability to operate out of austere bases—

and that requires constant attention to the

fundamentals of food, shelter, force protection, communications, airfield and

mobility operations, and civil engineering. It includes the world’s most capable

air mobility assets and infrastructure,

empowering the global reach capability

without which forces and equipment

could not move onto forward bases. At

the next level, aerospace power requires

Intelligence, Surveillance and Reconnaissance (ISR) assets in space and in the air

that are interoperable and that can communicate information back to centers

where data can be fused and commanders can use that fused information to command their forces and the battlespace.

The constant requirement for data, communications, and systems that turn data

into information, in turn, requires capabilities that run the gamut from prediction of solar weather to satellite command and control to computer network

defense. What makes the Air Force such
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Active Duty Strength vs. Deployment

a flexible and effective tool is our focus

on maintaining a balanced aerospace

force that provides the full range of capabilities required to put bombs on target or to rapidly deliver humanitarian supplies.

In one contingency, our primary contribution may be C-17s delivering relief

supplies. But as important as the C-17 is

to this operation, it would be of little use

without the material handling equipment

that allows it to be loaded and unloaded.

Moreover, relief missions depend on layers of support from information systems,

communication satellites, weather, navigation, and air refueling that come together to form an Air Force unique capability: an air bridge. Similarly, the B-2

dropping the Joint Direct Attack Munition (JDAM) is an outstanding capability. But the B-2 cannot perform that mission without targeting data, which

depends on our ISR and communications

infrastructure, as well as the Global Positioning System (GPS) which, in turn,

requires a supporting infrastructure of

space launch ranges and launch vehicles.

Our Fiscal Year 2001 budget program is

based on sustaining our decisive fighting force through a balanced program

that pays attention to all the systems required to perform our mission, modernizes our systems, takes advantage of innovation, and prepares for the challenges

of the future. Most importantly, we are

providing better support for our most

valuable assets — our people.

The Air Force Leads

Defense Transformation

The Air Force’s legacy of organizational

and operational flexibility leave it prepared for the challenges of the 21st Century. As security goals shifted in the

1990s, we vaulted ahead with two major

transformations that greatly increased our

decisive power projection capabilities.

These transformations—one organizational, the other a result of the ongoing

revolution in military affairs, form the

foundation of our strategic plan.

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

Europe, the Pacific, Southeast Asia, or the

Persian Gulf region to join with allies and

defeat adversaries. Since the early 1990s,

the Air Force has downsized by more than

one-third and cut overseas basing by twothirds. We retired older Cold War force

structure and emerged as a lighter, leaner,

and more lethal force. Bombers designed

to carry nuclear weapons now carry precision-guided conventional munitions. A

tanker force designed to support nuclear

operations became the backbone of overseas force deployment. Never in history

have aerospace forces demonstrated their

flexibility with greater clarity.

FY 89 90 91 92 93 94 95 96 97

10,000

15,000

20,000

25,000

30,000

35,000

5,000 100,000

200,000

300,000

400,000

500,000

600,000

700,000

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Personnel Deployed

Active Duty Strength

Over 4 TIMES the Deployed Forces than in 1989

40% LESS End Strength to Cover Deployments

Active

Duty
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But during the downsizing, contingency

operations multiplied and organizational

strain emerged. Soon the Air Force was

engaged in many times as many operations as during the Cold War — we were

40% smaller than our 1987 levels, but

much busier. Like marathon runners, we

had to find the right pace. First, the Air

Force transformed itself into an expeditionary aerospace force configured for the

full spectrum of global operations. In response to seemingly irreconcilable

stresses, the Air Force increased its expeditionary capabilities so that we could

both deploy forces faster, and be able to

keep up a constant presence, for years

when necessary, to fulfill long-term multinational commitments. We did this using forces that were structured to fight and

win two major theater wars.

The new Expeditionary Aerospace Force

(EAF) concept enables the Air Force to

meet the Nation’s increased demand for

deployed forces. Without this reorganization, we could not sustain that demand

with the force levels we have today. EAF

allows us to provide tailored forces to regional commanders, while keeping the

force trained and ready to meet major

commitments. But most importantly, it

gives our people more predictable deployment schedules, adding needed stability

to their family lives and career paths.

Equally important, EAF allows us to

make more effective use of the Guard and

Reserve, reducing the operations tempo

for all our forces. The new concept works

by designating ten packages of our forces

- known as Aerospace Expeditionary

Forces (AEFs) - and rotating two at a time

to be on call or deploy to regional

hotspots. It also provides for five rotating mobility headquarters units, to meet

demands for airlift. The reorganization

required for this transition is largely complete. However, we must continue exercises and initiatives to improve our expeditionary capability by reducing deployment times, improving communications

and en route planning, streamlining

equipment loads and honing our ability

to operate from austere locations.

The second major transformation

emerged in the last decade when the Air

Force became a stealth-enhanced, allweather, day/night, precision force. In

the 1990s, Americans became accustomed to seeing gun camera video of precision-guided bombs hitting buildings,

bridges and tanks. Laser-guided bombs

debuted in the early 1970s, but in 1991

just 9% of the weapons delivered by aircraft in DESERT STORM were precision

weapons, and only the F-117, with two

bombs on board, was able to penetrate

heavy air defenses to drop these weapons. Just four years later, in 1995, more

than 90% of the bombs dropped during

Operation DELIBERATE FORCE were precision-guided weapons. In 1999, the

stealthy B-2, flying from the United

States, with 16 JDAMs on board hit multiple targets at night, in all kinds of

weather in its combat debut over Kosovo

and Serbia. In addition, B-52s fired GPSguided Conventional Air Launched

Cruise Missiles (CALCMs) hundreds of

miles with great accuracy. Our fighter

aircraft also dropped precision laserguided bombs when weather permitted,

and we were prepared to use laser designators from the Predator Unmanned

Aerial Vehicle (UAV) to enable laserguided bombs to be dropped through the

clouds onto intended targets. In short,

during Kosovo, all our attack platforms

were able to hit multiple targets per sortie with great precision and much-reduced

collateral damage. Past air commanders

could only dream of the level of accuracy and reduced collateral damage that

we achieved in Kosovo.

But the precision revolution also has

costs. First, is the cost of integrating our
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new precision weapons onto our existing

platforms — in many cases this requires

extensive modifications. Now that we can

bomb at night, we must also be able to

fly safely at night, and that means installing night vision goggles and related lighting into all our combat aircraft. Precision weapons also require precise data on

the location of targets — data that today

must come from operations centers, satellites, UAVs, and supporting aircraft.

This in turn drives a requirement for linking our aircraft together through highspeed digital networks and for better onboard targeting systems. We must also

complete the integration of precision

weapons into our Guard and Reserve aircraft — for EAF and precision to work,

every strike aircraft must be capable of

dropping precision ordnance. Finally, we

must also invest in a suite of capabilities

and training to shorten the time it takes

to identify and strike targets from hours

to minutes.

Your Air Force is funding the programs

required to move these two critical transformations to the next level. As we move

forward, we will continue to define the

next steps in this revolution, and we will

ensure that this transformation has many

more cycles. Making our force stealthy

will allow us to protect the force from

evolving counter-air systems. New munitions, like the Small Smart Bomb and

Low Cost Autonomous Attack Systems

(LOCAAS) on stealthy platforms, will

extend all-weather, day/night, and standoff capabilities and will provide better

capability against moving targets. They

will also further minimize collateral damage and enable many more targets to be

destroyed with a single sortie. Real time,

adaptive targeting will combine with

stealth and precision to take this revolution to a new level of combat power.

Both of these major transformations depend on increased aerospace integration.

Air and space are seamless. We operate

aircraft and spacecraft optimized for different environments, but the art of commanding aerospace power lies in integrating systems to produce the exact effects

the joint force commander needs. To

meet this need, we have changed our

command organization, established a

Space Warfare Center and an Aerospace

Basic Course, and added space training

to the air combat training given at our

Weapons School. Most importantly, we

are putting air and space operators into

all our key commands and training

courses. We are also investing in the information infrastructure to further link air

and space platforms and testing those

links in exercises and experiments. This

year, we formed an Aerospace Integration Center at Nellis AFB, NV, where

younger officers will learn how to employ and command the totality of aerospace forces. Today, our innovations are

bearing fruit -- the Air Force is an integrated expeditionary aerospace force.

Operation ALLIED FORCE:

Total Success...and

Forging the Way Ahead

Expeditionary operations and precision,

all-weather strike converged in the spring

of 1999 when NATO airpower compelled

Yugoslavia to remove military forces

from Kosovo. For the Air Force, Operation ALLIED FORCE was equivalent to a

major theater war.

We proved expeditionary aerospace

power was decisive. From the operational

perspective, airmen damaged over 85%

of critical infrastructure targets and attacked more than 850 Yugoslav army

ground mobile targets (such as tanks, artillery pieces and trucks.) From the strategic perspective, aerospace power demonstrated NATO’s might and resolve to
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Serbian leaders and in the end, Serbia

complied with NATO demands.

The success of Operation Allied Force

stemmed from our long-term investment

in aircraft modernization and stealth, as

well as a range of precision, near-precision and stand-off weapons; real-time

communications; UAVs, space systems

and ISR aircraft. We gleaned many insights from this conflict, and they are reflected in the budget and program now

before the Congress.

• Expeditionary operations worked.

With seeming ease, our airmen deployed to more than 20 expeditionary bases, bringing with them the

force protection, logistics, sustainment, and communications systems

that supported expeditionary combat

operations.

• Reachback worked. Satellite communications enabled warfighters to

reach back to the United States for

real-time information and analysis,

while avoiding the need to deploy

such systems. By reaching back to

CONUS for real-time support, theater

forces were both leaner and better

supported than if we had deployed

CONUS forces and their equipment

to Europe.

• Logistics worked. Depots surged and

provided some 500,000 additional

hours of work. With Air Mobility

Command’s worldwide express package delivery system, 93% of replacement parts got to forward expeditionary bases in Europe in an average of

just 3.7 days. The engaged force averaged a 92% mission capable rate,

much better than the peacetime average, because it had adequate parts and

a full complement of experienced

maintenance personnel.

• Technology worked. The many areas where technology gave us great

advantages are the same areas that offer us the chance to modernize and

improve our forces, gaining greater

capability and saving dollars. The

most promising of these are high priorities in this year’s budget submission.

While individual weapons systems were

hailed in the press for their capabilities,

it was the successful integration of a broad

range of weapons systems and supporting aircraft and space systems that won

the day over Kosovo. While the world

marveled at JDAM, the war could not

have been won without the use of proven

precision munitions guided by laser,

electro-optical, and inertial guidance systems. Success came from understanding

how our weapons systems complemented

each other and blended together into a

balanced fighting force with capabilities

that matched requirements. The synergy

that resulted from combining air, space,

and information operations allowed

NATO to attack strategic, operational, and

tactical targets, day and night, and often

in adverse weather conditions, within

hours of being identified. Having said

all that, the greatest advantage we have

is our outstanding people.

Decisive Fighting Force

Our airmen are a national treasure–they

are a combat-proven, decisive, fighting

force. They perform superbly wherever

they are, whoever they are: the crew chief

maintaining an F-16 for combat operations from Aviano AB, Italy; the C-17

loadmaster flying all over the world from

Charleston, South Carolina; the captain

and his wingman deploying from Alaska

to Korea; the lieutenant flying satellites

at Schriever AFB, Colorado; or officers
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standing alert at a Minuteman missile

launch control center near Minot, North

Dakota. Airmen are motivated, trained

and ready to serve their country.

But their jobs are not easy. The uniformed

Air Force of the year 2000 is the smallest

in history: 358,000 active-duty members,

plus 107,000 in the Air National Guard

and 74,000 in the Air Force Reserve for a

total of 539,000. On any given day,

90,000 airmen — almost one-sixth of the

Total Force — are operating forward at

12 overseas bases and 16 forward operating locations.

The personal commitment of our men and

women deserves an equal commitment

from the Air Force, the Congress, and the

American people. People are the key to

the Expeditionary Aerospace Force, and

we must do all we can to give our fighting forces what they need to carry out

their mission.

People

People are our top priority. Because multiple deployments, crisis responses and

aging equipment are stressing our manpower levels, we know we need to move

additional manpower into the forces directly supporting the EAF. We moved

2,640 positions into the EAF in FY00,

and this budget will move 3,180 additional authorizations in FY01. In addition, we recognize that unfilled manpower

authorizations are of no use, so we have

requested 300 new manpower positions

for recruiters in FY01. We have also commissioned a major study of our end

strength requirement and are prepared to

request additional end strength, if needed.

Recruiting and retaining the highest quality men and women are among our greatest challenges in the current economic

environment. To date, we have been able

to recruit men and women of extremely

high caliber — 99% have high-school diplomas. However, during Fiscal Year

1999, the Air Force fell short of its recruiting goal for the first time in 20 years.

To meet this year’s goal, we are increasing our recruiter force and launching new

efforts in paid advertising.

Retention has also declined. The Air

Force needs to retain highly trained

people; but the high operations tempo, the

strong civilian job market, and previous

dissatisfaction with pay and retirement

benefits have hurt both enlisted and officer retention.

The bottom-line for retention is that quality of life counts. The pay and compensation package Congress and the administration approved in 1999 and the restoration

of 50% retirement benefits sent the right

message. In addition, quality of life initiatives at the base level are essential. We realize that while we recruit individuals, we

retain families. Especially with so many

military members deployed, our programs

in spouse employment, personal financial

management assistance, childcare and

youth centers, and commissaries and military exchanges are tangible commitments

that make a difference in quality of life every day. Our Dormitory Master Plan to improve facilities is well underway, and we

have also funded improvements to family

housing through our Housing Master Plan.

Additional DoD support for market-based

basic allowance for housing (BAH) will reduce out-of-pocket expenses for our families assigned to high cost areas. TRICARE,

which was fully implemented in June 1998,

continues to receive our constant attention,

with focus on customer satisfaction. While

surveys indicate that satisfaction is increasing, we are a long way from complete success. Congress’ continued support for our

budget will sustain efforts in all of these

areas.
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Training

Several new programs are in place to train

our force for 21st Century expeditionary

and integrated aerospace operations.

Deploying is now a way of life. The vast

majority of our force never knew the garrison-style life of the Cold War Air Force.

Accordingly, airmen recruits confront the

real world during the new Warrior Week

encampment at Lackland AFB, Texas,

where they learn to operate from a barebase site. At Maxwell AFB, Alabama,

the Aerospace Basic Course extends to

new officers and selected civilians a

working knowledge of how the Air Force

fights. As air, space and information

systems become more sophisticated, the

Air Force views ongoing training and

education as the key to successful command and employment of aerospace

power. New training systems like Distributed Mission Training place airmen

in a synthetic battlespace, connected electronically to other airmen joining the

simulation from bases in other states.

Readiness

Today’s global environment demands that

we be ready for operations from Kosovo

to the South Pole. Our people are ready

to meet this demand, but years of ongoing operations and difficult funding

choices pose a threat to near-term readiness. Keeping that threat at bay is one of

our major concerns and a major focus of

this year’s budget.

The average Air Force aircraft is 20 years

old and even with the introduction of new

airframes, the average age will be 30

years by 2015. Supply systems are

pushed to their limits as Air Force units

deploy continually. Overall, average mission capable rates for aircraft have declined due to the high operations tempo

and shortages in parts, equipment, and

skilled manpower. With the help of the

administration and Congress, we provided obligation authority of $382M in

FY99 for more spare parts inventory, and

100% funding for spares should reverse

the shortage in 2000. We have put the

brakes on declining engine readiness, but

are still 25% short in some war readiness

spares. Readiness remains an area of vital concern.

Modernization

The Air Force’s modernization strategy

has three aims: to maximize combat performance, build the force of tomorrow

and exploit new technologies that enhance warfighting capability. The Air

Force is sized and shaped to be flexible

enough to perform several basic missions

with the same force: sustaining deterrence, winning two major theater wars in

close succession, rapidly responding to

small scale contingencies, deploying for

sustained peace enforcement operations,

and conducting humanitarian operations.

That places a premium on modern, flexible forces and people who know how to

do their jobs in a variety of operations.

Our continued innovation begins with

basic technological research and program

integration. Today’s nascent programs

are tomorrow’s joint warfighting capabilities. Our successes in Kosovo have demonstrated that great military value can

come from integration of air and space

systems. For this reason, we are doubling

our current budgetary expenditures for

space science and technology between

FY99-05. This will further enhance our

integrated capabilities and lower the cost

of space support. For this reason too, we

have established the Aerospace Command, Control, Intelligence, Surveillance

and Reconnaissance Center (ASC2ISRC)

charged with integrating our multiple

data, intelligence, and analysis systems
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into a comprehensive Aerospace Operations Center, and the Space Battle Lab

charged with finding innovative ways to

combine space and air systems.

As we look to our future integrated aerospace force, however, we cannot forget

that aerospace power is complex and is

built on a broad infrastructure that must

also be modernized in parallel with combat systems. To meet Commander In

Chief (CINC) requirements, for example,

our budget includes capabilities ranging

from satellites to smart cards to the Red

Horse civil engineers to new forms of

combat rations. Tested and proven over

time, this phased, balanced modernization program will ensure the future of

your Air Force as the most powerful aerospace force in the world.

As the Air Force modernizes its capabilities, we are mindful that they must be

interoperable with the other services and

contribute to a wide range of capabilities

for Joint Operations. For example, the

Air Force provides strategic airlift for all

ground forces, long-range aerial refueling for naval and allied aircraft in combat operations, and assured access to

space for a range of Department of Defense missions. The array of systems and

capabilities we supply is broader and

more diverse than that required of other

military forces. This is not because of

the importance of the Air Force as an institution. It is because of the growing

importance of aerospace power in our

Nation’s joint military operations.

Finally, we must always analyze emerging requirements. We face a mixture of

threats, and our budget seeks funding to

improve our capabilities against emerging threats, such as chemical and biological weapons, terrorism, and efforts to

deny or exploit our mastery of space. We

also have a program of experimentation

that will show us how to improve our capabilities now and to stay aware of potential technology synergies and operational concepts that could be important

in this new century.

Investing in the Core

Competencies of

Aerospace Power

It takes the full set of competencies—

aerospace superiority, global attack, precision engagement, information superiority, rapid global mobility, and agile

combat support—to create aerospace

power. These core competencies are

operational capabilities that exploit the

advantages of aerospace operations and

enable many other types of joint operations. We cannot let down in any of these

areas or we will put at risk our nation’s

ability to prevail in conflict. Therefore,

we have taken a balanced approach to sustaining these core competencies in the

FY01 budget request.

Aerospace Superiority is the control of

air and space and the foundation of joint

force, full spectrum dominance. From

our nation’s geographic position in the

Western Hemisphere, we rely on aerospace superiority to protect our homeland

and to enable us to deploy and to communicate to and from overseas theaters.

Through aerospace superiority operations, we establish freedom from attack,

freedom to maneuver and freedom to attack for all joint forces. Not since the

Korean War have American soldiers been

attacked by enemy aircraft. The Air Force

is committed to ensuring that it never happens again so we are investing in modified systems, new systems and ISR platforms which support the core

competencies, like upgrades to the F-15

and F-16 and the development of the F22, as well as systems like the Space

Based Infrared System (SBIRS), Air-
14

borne Laser (ABL), and Space Based

Laser (SBL), to name a few.

Global Attack assets allow our nation to

deter war and to strike any point on the

earth’s surface within hours of the decision to do so. Improvements to the B-2’s

low observability and integration of advanced weapons in the B-2, B-1 and B52, as well as phased upgrades to the F15, F-16, and F-117 aircraft and the

development of the Joint Strike Fighter,

will significantly enhance our global attack capabilities. Looking to the future,

we are funding an experimental unmanned combat vehicle (UCAV) program.

Precision Engagement means precision

strike of targets, in all weather, day or

night. Beyond these combat applications,

precision engagement also refers to our

ability to get supplies and people to the

right place at the right time to further

policy goals. In our budget, new families of weapons are in the spotlight, including the Joint Air-to-Surface Standoff

Missile (JASSM), Joint Standoff Weapon

(JSOW), JDAM and the Wind-Corrected

Munitions Dispenser (WCMD). These

programs have joint application and are

the promise of a new transformation in

power projection and decisive attack operations. In the area of precision support,

we continue to fund all aspects of our

mobility systems.

Information Superiority is the collection, control and exploitation of the information domain. An uninterrupted flow

of data and knowledge of the battlespace

are critical to success in current and future military operations. The Air Force

meets many service and joint requirements with an information superiority

architecture that is at the cutting edge of

technology. This truly unique asset is a

collection of ground, airborne and space

platforms, sensors and systems that represents a key contribution to joint operations. Our evolutionary modernization

plan focuses on support to the expeditionary warfighter and includes upgrades to

many of these systems. Key among them

are the Joint Surveillance Targeting And

Reconnaissance System (JSTARS),

AWACS and U-2 aircraft, as well as the

Predator and Global Hawk UAVs. We’re

also taking a step toward migrating some

capabilities to space with the National

Reconnaissance Office and the Defense

Advanced Research Projects Agency in

our joint investment on the Discoverer II

space-based radar.

Rapid Global Mobility is the ability to

quickly position forces — from our own

forces to those of our sister services or

coalition partners — on or near any spot

on the globe. Whether employing onscene Aerospace Expeditionary Wings or

deploying contingency forces in response

to a crisis, mobility assets make the difference in speed and stamina. Procurement of the full complement of C-17s,

development of the CV-22, aggressive C130 and KC-135 modernization and C-5

upgrade programs, as well as development of the Evolved Expendable Launch

FY00 FY01 FY02 FY03 FY04 FY05

0

$5 

$10

$15

$20 

$25 Billion

Rapid Global Mobility

Precision Engagement

Global Attack

Aerospace Superiority

Information Superiority

Science & Technology

other programs

AF Investment Funding in the

Core Competencies
15

Vehicle (EELV) will ensure there are no

gaps in our global mobility for the early

21st Century.

Agile Combat Support is the flexible

and efficient sustainment of combat

forces. As an expeditionary force, we are

aiming for continued progress in reducing the deployment footprint, and speeding the delivery of the right supplies to

the warfighter. To meet those needs, the

Air Force is revamping its combat support systems. New logistics decision support tools and the Global Combat Support System are key enablers that will

improve global logistics support.

Air Force Fiscal Year 2001

President’s Budget

Submission

Overall, the Air Force Budget continues

to carefully integrate and balance competing priorities. The budget puts people

first, emphasizes readiness, and continues to sustain relevant time-phased modernization and infrastructure programs. This plan

continues our

transformation

and improvement

as an Expeditionary Aerospace

Force.

The Fiscal Year

2001 Air Force

Budget sustains

the people, readiness and modernization gains included in last

year’s Budget. In

addition, we

made some key

investments that

target specific capabilities or issues. For

example, we’ve added funds for Basic Allowance for Housing (BAH), recruiting,

and advertising to increase retention and

ensure we have the people needed to improve historic mission readiness trends.

Other additions such as Large Aircraft

Infrared Countermeasures (LAIRCM)

and JSTARS address specific operational

requirements, while additional modest increases for Science and Technology help

underpin our future core capabilities.

We’ve also added resources to cover “fact

of life” cost increases for Peacekeeper and

Minuteman missiles, fuel, and consumption of spare parts.

However, our budget is filled with many

of the same challenges as last year. This

budget continues to provide resources to

hold readiness levels at the Fiscal Year

2000 mission capable level. We need

Congressional support for the FY01 budget to reverse losses to our mission capable levels that we endured in Fiscal

Years 1998-1999. We are hopeful that

the adds for BAH, recruiting, and adverPresident’s FY 2001 AF Budget Submission

FY

$60 

$55 

$65 

$70 

$75

$80 

$85 Billion

96 97 98 99 00 01 02 03 04 05

FY01 PB

TY$

Real Growth 1.4%

FY00-05

$71.0 Billion

39.9%

O&M

$28.3B

24.9%

MIL PERS

$17.7B

13.6%

RDT&E

$9.7B

1.7%

MILCON/Other

$1.2B

19.8%

PROCUREMENT

$14.1B
16

tising will help improve personnel readiness. Finally, the Air Force still faces a

low infrastructure re-capitalization rate.

Our backlog of infrastructure maintenance and repair continues to grow and

total facility replacement remains on a

200 year cycle.

Summary

That is why we have crafted a carefully

balanced plan that addresses the broad

range of mission-critical needs of the service.

The security challenges of the 21st Century are difficult to predict. What we do

know is that America will meet those

challenges through joint operations built

around decisive power projection with

aerospace forces. The United States Air

Force has a unique and broad set of responsibilities to defend the United States,

protect its interests, project power, extend

a helping hand, and enable joint forces to

carry out a full spectrum of operations.

The fundamentals of aerospace power —

fast, flexible air, space and information

systems, skillfully commanded by aerospace warriors — will be the building

blocks of 21st Century security. With

Congressional support, the Air Force will

maintain strategic deterrence, meet regional security challenges through expeditionary operations, support global information exchange, and engage with

allies to reinforce multinational security

measures. The inherent flexibility of

aerospace power and the capabilities

achieved through the synergism of aircraft, spacecraft and information systems

will be the key components of national

security against emerging threats. The

United States is an aerospace nation, and

your United States Air Force is now prepared and poised to meet the demands of

ongoing global security commitments

and must be in the future.

Security in the 21st Century depends in

no small part on continuing to provide

aerospace power that gives this nation its

rapid global reach, decisive power and

constant vigilance. Our world-class

people make it work — they will always

be our first priority. We are an expeditionary aerospace force configured for the

long haul. We are continuing cycles of

revolution as we transform into an information-rich, precision force and as we

integrate aerospace systems ever closer

together. We are an aerospace force that

will grow ever more accustomed to operating in and from space. Our budget balances today’s commitments with

tomorrow’s opportunities. We are prepared for the future and committed to

serving the nation. We are a combatproven, mission-focused, decisive fighting force. With your support, we will remain that way.
17
18

USAF Supports Operations Across

the Spectrum of Conflict in FY99

Space Activity

3 launches CY99

Space Activity

8 launches CY99

Colombia

Guatemala

El Salvador

Dominican Republic

CONUS

Canada

Alaska

Hawaii

Panama

Bahamas

Ecuador

Peru

Jamaica

Venezuela

Puerto Rico

Chile

Bolivia

Paraguay

St Kitts & Nevis

Dominica

St Lucia

Mexico Haiti

Nicaragua -

Cayman

Islands

St Croix

Guyana

Argentina

Iceland

Greenland

Morocco

Spain

Azores

France I

UK

Mali

Denmark

Tun

Cape Verde

Portugal

Norw

 Over 230 USAF

exercise deployments

to nearly 25 countries

 worldwide

Over 36,000 sorties

 and 22,000 munitions

in support of combat

operations

Honduras -

Hurricane Mitch

 Nearly 40,000

 mobility missions

to over

140 countries

 N.Carolina - Flood Relief

Liberia - Non-com

JIATF South / East

COUNTERDRUG OPS
19

taly

isia

Germany Hungary

Greece

Marshall

Islands

Wake

Island

ay

Latvia

Slovokia

China

S. Africa

Egypt

Crete

Saudi Arabia

Turkey

Cyprus Jordan

UAE

Kuwait

Kenya

Bahrain Qatar

Oman

Pakistan

India

Diego Garcia

Thailand

Hong Kong

S Korea Japan

Malaysia

Singapore

Philippines

Guam

Australia

East Timor - OPERATION STABILISE

Johnston Atoll -

Hurricane Dora

Taiwan - Earthquake Relief

batant evacuation

Antarctica - Humanitarian Aid

Bosnia - JOINT FORGE

Albania - SHINING HOPE

JOINT GUARDIAN

Macedonia - UN Peacekeeping Forces

 

Kosovo - SKY ANVIL, NOBLE ANVIL, ALLIED FORCE, 

Iraq - 

SOUTHERN WATCH

NORTHERN WATCH

DESERT FOX

USAF Operations

AMC support of JCS Exercises

Humanitarian Aid

JCS Exercise locations with

USAF participation 

Space Activity

58 Operational Satellites
20

Combat

Proven

The United States

Air Force in 1999

Since the dawn of flight, America’s airmen have answered the nation’s calls.

Last year was no different. Despite a huge

drawdown over the past decade and a

surge in contingency responses, last year

was a time when the active duty Air Force

was tasked more heavily (by percentage

of force) than in either Desert Storm or

Vietnam. The B-2 saw combat for the

first time and the B-1 for the second. We

fought an air war with the greatest degree of precision and integration ever seen

in the history of aerospace power, while

at the same time patrolling the air over

Iraq and keeping the peace in Korea.

The Air Force played a dominant role in

NATO’s air war against Serbia. Operation Allied Force was the equivalent of a

major theater war for the Air Force. We

had over 500 aircraft and 44,000 people

from our active and reserve components

committed to this significant combat operation. Some of our airmen fought from

home bases in the U.S. or overseas, but

many deployed into 1 of the 21 expeditionary operating locations we created

during the crisis.

For example, the international airport at

Tirana, Albania was turned from a remote

airfield into both a major humanitarian

relief center and a combat location for

Task Force Hawk in less than 12 days.

Five C-130s arrived from Ramstein AB,

Germany on March 30th and by April 4th,

the first C-17 was offloading outsized

cargo for the Army’s Apache helicopter

unit. From the time our expeditionary

airmen landed at the airport to the time

combat helicopters landed in Tirana was

only 9 days. By mid-April the airfield

was fully operational, flying approximately 25 airlift sorties per day—carrying supplies and equipment for Task

Force Hawk and humanitarian relief for

Joint Task Force Shining Hope.

Throughout this short time period, Air

Force civil engineering units steadily

improved airfield operations and living

conditions by setting up water, sewer,

electricity, roads, and critical runway repairs and upgrades. By the end of operations, 1,240 sorties would fly into

Tirana.

During the 78 days of combat, 14 NATO

nations flew 38,000 sorties and dropped

27,000 munitions against a wide range

of Serbian targets in a small battlespace.

Our Air Force provided nearly 50% of the

coalition aircraft, dropped 70% of the

munitions, and provided a large portion

of the support aircraft. These support aircraft flew critical intelligence, surveil-
21

FY99 End Strength:

361,000

Active Duty Airmen

106,000

Air National Guard

72,000

Air Force Reserve

166,000 Civilians

87 Major and 83

Minor Installations

around the world

lance, reconnaissance, and mobility missions which were key ingredients to the

operation’s success. During combat missions, hundreds of aircraft from many

countries flew in close proximity over the

Balkans; at some times, as many as five

aerial refueling tracks were operational

over the Adriatic at one time, competing

for airspace with the tracks for ISR and

command and control aircraft. The fact

that none of our sorties resulted in a

friendly mishap is testimony to the great

leadership of our Air Component Commanders, the plans and operations skills

of our Air Operations Centers, and the

tremendous professionalism of United

States and NATO airmen.

As in other conflicts, a key consideration

during Allied Force was the minimization

of both combat losses and collateral damage. Because the Air Force continued its

legacy of innovation, most joint and coalition strike aircraft were able to employ

precision weapons while staying above

much of the ground threat. And because

of the Air Force’s investments in stealth

and precision weapons, the B-2 and F117 were able to strike safely at heavily

defended, strategic centers of gravity far

inside Serbia. In all cases, multiple targets could be hit with a single sortie. Our

goal in this fight was no combat losses

and no avoidable collateral damage — we

achieved both. We had no combat losses

and our actual collateral damage rate per

sortie was .0005.

This incredibly low collateral damage rate

resulted from the dedicated effort over

several years to incorporate precision

munitions across our fighting force and

NATO’s. More than 90% of the combat

sorties delivered precision-guided munitions: B-2s used JDAM; F-15s, F-16s,

and F-117s used laser-guided and standoff precision munitions; B-52s fired Conventional Air Launched Cruise Missiles

(CALCMs). Additionally, B-1 and B-52

aircraft dropped 10,000 non-precision

munitions to close airfields and strike

concentrations of opposing forces. These

strike sorties were highly effective and

successful because of our well-trained

people and our unquestioned ability to

control the air above the fight.

It wasn’t just precision munitions, however, that made the outcome of Operation ALLIED FORCE so successful. The integration of manned and unmanned air

and space weapon systems were truly

merged in one aerospace domain where

intelligence, surveillance, and reconnaissance from air or space platforms were

step-for-step synchronized with our combat operations at all levels of warfare—

from the strategic level to the tactical

level. While much of the world watched

the battle unfold through the lens of our

precision munitions, it was the integration of weapon systems in the aerospace

domain that was the force multiplier.

From communications and weather to

navigation and combat assessment, this

integration was pivotal to the successful

outcome and validated our balanced investment strategy over the years.
22

SHAPE

Kosovo was such an overwhelming display of the capabilities of aerospace

power that even our staunchest critics

were heard to grudgingly admit that

airpower could single-handedly win a

war. While ALLIED FORCE was our single

greatest combat achievement in 1999, it

was not our only combat operation. Before the conflict in Kosovo, we built up

our forces in the Persian Gulf to respond

to increased Iraqi violations of United Nations resolutions. After that build-up, we

unleashed that potent force during Operation DESERT FOX. It wasn’t long after

DESERT FOX that ALLIED FORCE began. Simultaneously, we’ve continued to respond to Iraqi aggression on almost a

daily basis as we enforce the no-fly zones

in Iraq. In Korea, our airmen stand ready

to provide critical aerospace power on a

moment’s notice if required.

As you can see, 1999 was a very busy

year for our expeditionary airmen as

they’ve answered the nation’s calls. But

we’re not just resting now, we’re busily

honing our warfighting operations and

refining investment strategies given our

lessons learned from the many combat

operations.

Mission

Focused

Our Role in

National Security

The Air Force works with other governmental agencies to meet the national security challenges and the objectives laid

out in the National Military Strategy. This

requires us to shape and respond to

today’s security challenges and stand prepared for those of the 21st century.

Today’s global security environment demands that the Air Force maintain a mission-ready force necessary to deter aggression, conduct ongoing contingency

operations at a very high pace, meet a

wide range of peacetime missions, and

support two nearly simultaneous major

theater wars. In addition, the Air Force

must be ready to counter potential enemies who are increasingly likely to attack American interests asymmetrically.

In 1999, the Air Force was continually

tested, and each time, vigorously supported the national strategy by shaping

and responding with its mission-ready

forces while preparing for the challenging and complex future ahead.

Shaping

The Air Force continues to help shape the

international security environment by

deterring would-be aggressors with our

formidable aerospace power, our global

intelligence and surveillance operations,

our forward presence, and our ability to

reach any place on the globe within hours.

Air Force people enhance regional stability through numerous exercises and
23

training programs, which build confidence with our allies and coalition partners.

Deterrence

While the nuclear threat has diminished,

the requirement to demonstrate our national resolve to defeat any potential aggressor remains at the heart of our

nation’s security. Air Force watch officers maintain constant global vigilance

over events on the ground, in the air, and

in space. From the high ground of space,

and from manned and unmanned airborne

reconnaissance platforms, data streams

back to command centers from Greenland

to Guam and from Saudi Arabia to South

Korea. Air Force airmen also maintained

around-the-clock alert with Peacekeeper

and Minuteman III intercontinental ballistic missile forces in the U.S., and flew

B-1, B-2, and B-52 “global power” missions staged from the U.S. to distant locations, demonstrating to the international

community our capability, commitment

and resolve to respond anywhere on the

globe within hours of an alert.

Promoting Stability

The Air Force seeks to promote international stability by building broad relationships with the militaries of other nations

and promoting regional security through

our presence. These ties increase mutual

understanding and enhance interoperability. Air Force engagement programs

facilitate cooperation and access during

contingencies and enable future coalitions

of willing and capable allies.

Recently, Air Force international engagement and stability efforts have focused

on support of Joint Chiefs of Staff (JCS)

and international exercises, the Partnership for Peace Program, Military Contact

Programs, Operator-to-Operator talks,

International Armaments Cooperation

Programs, and Security Assistance efforts. Last year, the Air Force was engaged in 84 international exercises in 95

locations throughout the world. These

included 15 exercises with 34 Partnership

for Peace countries and nearly 300 focused Military Contact Program events.

Last year we also conducted a series of

seven Operator-to-Operator talks, continuing a tradition spanning 17 years.

These talks allow for open discussion of

key interest issues such as doctrine, employment of airpower, tactics, coalition

relationships, exchange of operational

information, and training. The program

currently involves active participation

with several nations and is designed to

provide direct interface with our allies.

Under the International Armaments Cooperation Program, the Air Force has

more than 300 agreements with allies and

coalition partners to share the cost of developing and producing robust,

interoperable systems and technologies.

These programs involve cooperative research, development, production, scientist and engineer exchanges, equipment

loans, and scientific and technical information exchanges.
24

SHAPE

In a very successful effort to promote stability and interoperability among allies

and potential coalition partners, the Air

Force Foreign Military Sales (FMS) program managed more than 3,900 contracts

for aircraft, spare parts, munitions, and

training in excess of $108 billion. Meanwhile, the International Military Education and Training (IMET) Program continued to emphasize management training

and professional military education.

Under IMET, the Air Force trained 1,298

students from 95 countries. These efforts

have enhanced stability and promoted improved relationships with the U.S.

Threat-Reduction Efforts

Not all threats to the national security of

our nation are conventional in nature.

Potential adversaries will increasingly rely on

unconventional

tactics to offset

our superiority in

conventional

forces and technology. The Department of Defense as a whole

must counter

these asymmetric

threats, and the

Air Force is

heavily engaged

in this joint effort. As identified by the

National Defense Panel, the key emerging threats are those that seek to deny us

forward bases, disrupt our supply lines,

and inflict casualties both within the

United States and abroad. The Air Force

is heavily engaged in both offensive and

defensive strategies to defeat the capabilities that support these threats: information warfare, chemical and biological

warfare, force protection, and counterdrug operations.

Information Superiority and

Network Defense

The Air Force has become increasingly

dependent on information networks and

information systems, and in the future

will become even more dependent on a

secure, timely, and accurate flow of information. Indeed, a key enabler for expeditionary operations is the ability to

leave a large number of combat support

personnel at home base, linking them to

engaged commanders through our information systems. Moving information

rather than people and equipment reduces

airlift requirements and limits the exposure of our forces to terrorism and chemical and biological attack. Robust information networks also enable the key

concepts of modern logistics systems:

time-definite resupply; in-transit visibility; and the reliance on support outside

the engaged theater to minimize people,

equipment, and supplies that must be

moved to theater. The war in Kosovo

tested this vision in combat and proved

the validity of our reachback concept —

through which we used communications

to CONUS-based support elements for

the processing of intelligence and targeting data and sustained some two dozen

forward expeditionary bases.

In 1999, we worked across the board on

the fundamentals of information superiority. Our logistics, financial management, and audit communities continued

their efforts to ensure the trustworthiness

of the data flowing through our systems

by ensuring the accuracy, timeliness, and

“auditability” of our key data systems.

Our communications and computers

community continued its efforts to protect all base data networks by routing all

traffic through a central base Network

Control Center (NCC) and protecting that

traffic with appropriate firewalls and intrusion detection systems. In 1999,
25

firewalls and NCCs were installed in all

of our major bases at home and abroad.

Similar equipment and procedures will be

deployed to all Air Force installations —

Active and Reserve — in the near future.

In addition, we deployed a robust suite

of tools to all of our bases to allow commanders to check for security holes in

their information systems, and network

protection was made a special interest

item in all Inspector General inspections

and a high priority audit issue for our

Auditor General. Finally, the Air Force

Computer Emergency Response Team

continuously monitors all Air Force systems to identify computer intrusions and

forwards advisories to all bases as new

forms of intrusion are detected.

We are full partners in the recently established Joint Task Force for Computer

Network Defense through our base network control centers, major command

network operations security centers, Air

Force Network Operations Center, Air

Force Information Warfare Center, and

Air Force Computer Emergency Response Team. We have made substantial

progress in our Operationalizing and

Professionalizing the Network (OPTN)

initiative. Our objective is to organize,

train, equip, operate, and protect our essential information networks just like our

other mission-critical weapons systems.

Building on this foundation of trustworthy, protected data, the Air Force is designing a standardized Aerospace Operations Center for its theater and deployed

commanders, drawing on our state-ofthe-art theater and wing-level operations

centers at Vicenza and Aviano, Italy.

Through our Joint Expeditionary Force

Experiments (JEFX 98 and 99), we are

also trying revolutionary ways of using

existing data to support Air Force, joint,

and coalition commanders. In 1999, we

fielded several “stars” of JEFX 98, including “NIMA in a Box,” which provides

expanded access to geospatial and mapping data, and the Joint Targeting Workstation, which permits the fusion of national and tactical intelligence data —

including Predator video feeds — for

rapid targeting. Early versions of these

systems were used with spectacular success in Kosovo.

The Air Force fully supports the Global

Command and Control System (GCCS)

through its C4ISR Center and will shortly

field the Theater Battle Management

Control System (TBMCS), which is the

core of the Air Force GCCS system. At

the end of 1999, the Air Force also established a key headquarters element to

monitor and coordinate the development

and fielding of the Global Combat Support System (GCSS) within the Air Force.

Over the next year, we plan to continue

to strengthen our Chief Information Officer structure to ensure that we move

toward interoperability of all Air Force

information systems and that network

defense remains a very high priority.

In the immediate future, improved network defense will require the fielding of

the DoD Public Key Infrastructure (PKI).

We have budgeted funds for PKI for several years, and intend to embrace PKI as

it becomes a technical reality. Within the
26

SHAPE

next two years, all personnel will have

smart cards to support digital signatures

in software applications, data encryption,

and facility and system access control. It

is our intent to certify all active-duty, civilian, Guard, and Reserve personnel in

PKI as smart cards and associated equipment and software become available. We

also intend to deploy PKI throughout our

communication architecture to support

user identity, access control, non-repudiation, data confidentiality, and data integrity.

Our defense-in-depth approach is paying

off. The growing malicious software

threat has had little if any impact on our

network operations. Intense efforts by hackers

and organized

groups to disrupt

networks during

Operation ALLIED

FORCE were of little

or no consequence.

We are blocking an

increasing number

of daily hacker intrusion attempts

and the Air Force

Office of Special

Investigations,

teamed with the

FBI and other federal law enforcement

agencies, has identified, caught and prosecuted a number of hackers.

While our network defenses are improving, so is the threat; it is real and dangerous. We will continue to shore up our

defenses through a well-funded and rigorous defense-in-depth program that will

deliver the information and mission assurance vital to our expeditionary operations.

Countering Chemical and

Biological Weapons

The threat or use of chemical and biological warfare (CBW) is likely in future

armed conflicts and poses a genuine danger to global stability and security. The

Air Force continues to improve its C4ISR

capabilities to identify and locate CBW

weapons, storage, and production facilities. We are seeking to advance our

counterforce capabilities to destroy CBW

weapons, including those in hardened and

deeply buried facilities and improve our

ability to actively defend against and effectively manage the consequences of

CBW if they are used. On the first point,

the Air Force has just incorporated a

penetrator warhead in the CALCM missile. The Air Force has moved decisively

to prepare and protect its first responders

and combat aerospace forces around the

globe from the CBW terrorist threat. We

have developed counter-Nuclear, Biological and Chemical (NBC) doctrine and

concepts of operation, incorporating

CBW issues into our training programs,

to prepare our men and women to effectively counter the threat posed by CBW.

Force Protection

Protecting our people is a major part of

our threat reduction efforts and continues to be a top priority at all command

levels. The Air Force has institutionalized force protection by training our

people, equipping and reorganizing our

security forces, and exploiting technology.

Throughout their careers, airmen are

taught the fundamentals of force protection. Our goal is to create a force protection mindset within the service. In 1999,

the Air Force incorporated force protection academics as a part of Warrior Week

during basic training and provided anti-
27

terrorism awareness training to personnel who deployed or moved to overseas

locations.

In support of the EAF, the Air Force organized and equipped the 820th Security

Forces Group (SFG), to provide standalone, rapidly deployable forces with a

wide range of force protection skills to

secure operations at forward locations.

These skills include security, intelligence,

medical, communications and engineering. The 820th SFG was developed at

the Air Force Security Force Center,

Lackland AFB. Upon maturity it will be

transferred to Air Combat Command

(ACC) and relocated to Moody AFB, GA.

This process has begun with an initial

small cadre assigned with duties to stand

up the first squadron of 325 with an additional 215 military positions arriving

during FY01. In 1999, the 820th deployed to Tirana, Albania in support of

ALLIED FORCE and flawlessly demonstrated this dynamic capability.

Technology continues to provide force

protection options to our troops. The

Force Protection Battlelab at Lackland

AFB, Texas, conducts research on new

procedures and technologies to enhance

our force protection posture. The lab’s

success stories for 1999 include the testing of a Remote Visual Assessment Strategy permitting rapid assessment of security situations and alarms at remote

locations such as ICBM launch facilities

and the perimeters of our forward located

air bases. The lab also conducted a successful Proof of Concept Demonstration

of the Sub-Tactical Unmanned Aerial

Vehicle Surveillance System which can

support deployed forces in hostile locations with an “eye in the sky” to assess

beyond the detection zone of our forward

air bases. Yet another example of the lab’s

success in 1999 was the development of

the Vehicle Entry Explosive Search Strategy to improve our ability to safely screen

vehicles for explosives and thus increase

entry point protection and security of our

deployed AEF forces. Implementation

guidance was published in a Vehicle

Bomb Mitigation Guide which presents

ready reference material associated with

planning and executing programs and

operations for protecting Air Force personnel and assets against the threat of

vehicle bombs.

The Air Force also conducted extensive

vulnerability assessments to improve security at permanent and expeditionary

locations. In 1999, Joint Service, Air

Force, and MAJCOM teams conducted

53 assessments of Air Force installations.

The Service is mitigating identified deficiencies and aggressively pursuing permanent solutions. These assessments

continue to improve our force security at

home and abroad.

Counter-Drug Operations

 The Air Force continues its role in assisting drug enforcement agencies in deterring the influx of illegal drugs. Air

Force airborne and ground-based radars

along with sophisticated intelligence and

collection platforms work around the

clock to identify suspected drug traffick-
28

RESPOND

ers long before they enter U.S. airspace.

Working together as a Total Force, our

active and reserve airmen track, intercept

and identify drug smugglers far from our

borders. Within the U.S., Air Force working dogs stop significant quantities of illegal drugs at U.S. ports. In addition, the

Civil Air Patrol (CAP) supports law enforcement agencies through aerial reconnaissance, airlift, and communications

support.

Responding

The Air Force is prepared to respond with

a wide range of options, should deterrence

and promoting stability fail to meet national security objectives. From major

theater wars to contingency operations to

peace-keeping and humanitarian efforts,

the Air Force’s ability to rapidly respond

anywhere on the globe made it the force

of choice in 1999.

Operation ALLIED FORCE

As discussed previously, the benchmark

for military responses to national security comes in the form of combat operations. Operations DESERT FOX, ALLIED

FORCE, and NORTHERN and SOUTHERN

WATCH were four combat responses we

participated in during the past year. Our

airmen responded with great skill and

courage.

Contingency Operations

Despite our heavy commitment to operations in Kosovo, the Air Force provided

support to contingency operations around

the world throughout all of 1999. In

Southwest Asia, we participated in simultaneous air campaigns — Operations

NORTHERN and SOUTHERN WATCH. In 1999

we flew over 18,400 sorties over Iraq,

employing over 1,200 munitions at a cost

of $64.7M. We contributed 73% of the

air assets patrolling the northern no-fly

zone, produced 75% of the total sorties

flown, and delivered 95% of the precision weapons dropped in response to

Iraqi violations and aggressions. In the

southern no-fly zone, the Air Force provided 35% of the total air assets and flew

68% of the sorties. In the Balkans we

flew 25% of the missions in support of

the Dayton Peace Accords and continued our successes utilizing state-of-theart reconnaissance platforms to monitor

compliance during Operation EAGLE EYE.

At the same time, the Air Force continued to support operations on the Korean

peninsula out of permanent bases at Osan

and Kunsan and through expeditionary

forces deployed from Alaska into Taegu.

Finally, when violence erupted in East

Timor, the Air Force provided planning,

airlift and security forces for Operation

STABILISE.

Humanitarian Operations

With global power and global reach

comes the ability to extend a helping hand

for humanitarian relief operations,

whether they are in the far reaches of the

globe or right here in our back yard. The
29

Air Force provided more than 900 personnel and flew more than 700 airlift sorties in support of Operation SHINING HOPE,

which provided civil engineering, logistics, and security for some of the more

than 1.3 million Kosovars displaced in the

region. When massive earthquakes devastated Turkey and Taiwan, the Air Force

provided airlift for much-needed supplies

and provided transportation for crucial

search and rescue teams. In July 1999,

the Air Force demonstrated its quick global reach and versatility by flying to the

South Pole to airdrop medical supplies

to a U.S. researcher. In October, we returned again, this time to pick up a doctor who needed urgent medical attention.

At home, the Air Force provided expertise in the fields of fire-fighting, environmental leadership, explosive ordnance

disposal, emergency medical response,

and search and rescue. During Hurricane

Floyd, the Air Force flew more than 40

search and rescue missions, saving more

than 200 lives. And, as in every other

year, the Air Guard, acting in state status,

responded to scores of civil emergencies

throughout the United States.

Preparing

To stand prepared to meet national security demands, the Air Force must maintain its superiority in the face of evolving

threats, high operations tempo, and reduced funding. To help us better meet

these challenges, we implemented the

EAF concept, focusing our Total Force

team to further our aerospace integration

efforts and to explore innovative ways to

meet tomorrow’s security requirements.

Expeditionary Aerospace

Force

Since the Gulf War, America’s Air Force

has been asked to engage on a continuous basis in contingency operations

across the spectrum of peace and conflict,

frequently in austere locations, yet

all the while remaining ready to

fight in two major

theater wars. To

meet these requirements, we revamped our concept of operations

to become an Expeditionary Aerospace Force (EAF)

— changing how

we organize, train,

equip, and sustain

our forces to meet the challenges of

today’s global security environment. The

EAF concept represents an evolutionary

transition from our Cold War operations

and organization.

Prior to 1989, the Air Force was postured

against one primary threat, the Soviet

Union. Much of our force was forward

deployed and if called to fight, would do

so from home base or would deploy to a

well-established, permanently manned

facility. While our mobility forces deployed in support of humanitarian operations, our combat forces generally did not

deploy away from well-established bases.

Since the Gulf War, however, deployments of both combat and mobility forces

to austere forward locations has become

a way of life for the Air Force. The consequences of this change are far-reaching. To name a few:
30

PREPARE

• Our men and women are separated

from their home bases and families

for unpredictable and extended periods every year — with a significant

negative impact on retention;

• Our home-station manning has become inadequate — and workload

has increased — because forces are

frequently deployed even though

home-station operations must continue at near-normal pace;

• Our units deploying forward

must carry much

more infrastructure to expeditionary bases;

• Force protection

and critical mission security for

forward-deployed

forces is a major

consideration;

• The demands on

our smaller units,

such as ISR and

combat search

and rescue units,

have dramatically

increased — they

are properly sized

for two major theater wars, but

some are inadequately sized for

multiple, extended contingency operations;

• Due to the unpredictable nature

of contingencies, training requirements have been expanded, and training cannot always be fully accomplished while deployed supporting

contingencies; and

• Because contingencies are unpredictable, it is much more difficult to use

Reserve Component forces, many of

whom need time to coordinate absences with civilian employers before

they are free to take up their Air Force

jobs.

The EAF structure is a revolutionary transition intended to respond to all of these

problems. First, we have created a rotational structure by reorganizing our Active and Reserve Component deployable

forces into 10 Aerospace Expeditionary

Forces (AEFs). These AEFs are employed two at a time for 90 days over a

15-month rotation cycle. During every

cycle, the two engaged AEFs have enough

equipment and forces to address steadystate contingency requirements, such as

Operations SOUTHERN and NORTHERN

WATCH, the Balkans, and counter-drug operations, as well as significant contingency operations short of major theater

war. In addition, there are five lead mobility wings responsible for opening and

operating airfields and assisting in humanitarian relief operations; each wing

is on call for 90 days every 15 months.

Finally, there are also two contingency

response wings held in reserve to satisfy

unplanned requirements above steadystate commitments. These wings will alternate on-call every 90 days and will

eventually become part of the 10 AEFs

as the EAF concept matures.

Second, we have added manpower to the

primary bases that support each EAF

component, so that there will be sufficient

manpower on a base to support both home

station and deployed operations. In FY00

we will move 2,640 authorizations from

predominately “tail” to “tooth” to support

the EAF. We have programmed some

3,180 additional positions for FY01, and

will need to continue to address the

resourcing needs of some of our career

AEF Rotations

EXPEDITIONARY BASE LEADERSHIP

10 COMBAT LEADS

CRISIS RESPONSE

2 CR AEWs

5 MOBILITY LEADS

Recover Normal Training-Exercises

Recover Normal TrainingRecover

15-MONTH CYCLE

AEF 1-2 Recover Normal Training-Exercises

AEF 3-4

AEF 5-6

AEF 7-8

AEF 9-10

Spin-Up

Deploy Prep

388 FW

Hill

3 WG

Elmendorf

355 WG

D-M

2 BW

Barksdale

27 FW

Cannon

7 BW

Dyess

48 FW

Lakenheath

20 FW

Shaw

28 BW

Ellsworth

1 FW

Langley

43 AW

Pope

60 AMW

Travis

22 ARW

McConnell

319 ARW

Grd Forks

92 ARW

Fairchild

366 WG

Mt. Home

4 FW

S-J

4 FW

S-J

366 WG

Mt Home

4 FW

S-J
31

fields, such as security forces, to fill base

operating support requirements at contingency bases.

Third, we are working on making all of

our deploying units lighter and leaner so

that they can deploy in 72 hours or less.

This effort has many dimensions. For

example, we must use our space systems

to allow us to “reach back” to CONUS

for combat support. We must reduce the

amount of equipment and spares that

move forward, which requires us to perfect two-level maintenance, time-definite

resupply, in-transit visibility, and a host

of modern logistics improvements. We

must also perfect our deployable support

equipment, which provides food, tents,

beds, power, communications, sanitation,

and all of the basic requirements of life.

And we must augment the equipment that

is necessary to run operations from austere fields, such as radar approach control equipment, maintenance equipment,

fire fighting equipment, and special purpose vehicles.

Fourth, we must organize and train our

deploying forces, especially our expeditionary combat support, and tailor them

to the requirements of the contingency

operation they will perform. This task

includes major innovation to prepare and

employ teams in unit type codes (UTCs)

within the joint warfighting planning systems. This effort allows us to present our

total force capabilities more effectively

while providing the predictability and stability our people need in their lives.

The EAF concept is revolutionary as it

helps balance the aerospace challenges of

the future, the conflicting demands of

broad engagement operations, diverse

CINC requirements, while providing a

clear response to our people’s needs —

offering them more reason to stay with

the greatest aerospace power team ever

fielded.

On October 1, 1999, the Air Force began

the AEF rotation cycle transition period

and expects to be fully operational by

March 2000. Building on EAF concepts

in Kosovo, in which we were able to open,

equip, man, and operate some 21 expeditionary bases in Europe, we expect early

AEF rotations to be successful. Our initial deployments have in fact been very

successful; however, challenges remain

as we fully implement the EAF concept.

Global taskings for our low-density/highdemand (LD/HD) platforms — intelligence, surveillance and reconnaissance,

command and control, and search and

rescue assets — continue to strain our

people and equipment. Similarly, we

have identified shortfalls in some capabilities, such as suppression of enemy air

defenses (SEAD), which will require us

to add new aircraft to make all of our

AEFs roughly equivalent. We will continue to hone and improve the EAF concept as we implement it, incorporating

lessons learned from ongoing AEF deployments.
32

PREPARE

Total Force Integration

The U.S. Air Force is an integrated Total

Force that relies on critical contributions

from active-duty members, Guardsmen,

Reservists, civilians, and contractors.

Each brings unique and complementary

characteristics to produce a strong and

versatile team. The active component

drawdown, in concert with a shortage of

trained aircrews on active duty and the

increase in operations tempo, has dramatically increased our reliance on the

Air National Guard and Air Force Reserve. For example, in EAF, the Air National Guard will

rotate 25,000 airmen through contingency assignments in the first

15 months, and

combined with the

Reserve, will supply 10% of the deployed forces in

each rotation. The

Guard and Reserve are also actively moving into

less traditional

roles at home.

The Air National Guard is transitioning

to F-16 training missions at Kelly AFB,

Texas, and Springfield Air National

Guard Base, Ohio, and to F-15 training

at Tyndall AFB, Florida. The Reserve is

also transitioning to the F-16 training mission at Luke AFB, Arizona, and is conducting test support at Edwards Test Center, California; flight check functions at

Air Force depots; and instructor duties at

primary pilot-training bases. We continue

to increase the number of reserve associate units established alongside active F16, F-15, Airborne Warning and Control

System (AWACS), KC-135, C-5, C-141,

C-17, Special Operations C-130 units,

and space operations units. Associate

units have no assigned aircraft and use

active-duty aircraft for training and mission accomplishment.

Aerospace Integration

Since its inception, the Air Force has

made great strides in gaining air superiority and exploiting space. We view the

flight domains of air and space as a seamless operational medium. Their integration is essential to advancing our

warfighting capabilities in support of the

nation’s security obligations. We are

committed to providing effective and

interoperable aerospace capabilities for

the nation.

The merger of air and space operations is

a continuing journey. For the past decade,

the barriers between air and space planning and operations have diminished substantially. Through further integration,

we seek to produce the most efficient

military effects for the joint force commander without regard to where platforms reside.

The Air Force is not America’s only operator in air and space, but we do account

for over 85% of DoD’s personnel, budget, assets and infrastructure for spacerelated activities. On a daily basis, U.S.

military forces depend on the full set of

space assets acquired and operated by the

Air Force. In addition, our nation’s investment in and reliance on space-based

capabilities to support the national information and commercial infrastructure is

increasing. As more countries enter the

space domain, potential threats will increase, and space control will become a

more important capability of the Air

Force.

Over the past two decades, the Air Force

has developed a number of key capabilities that demonstrate the further poten-
33

tial of integrating air and space competencies. For example, to facilitate the

timely development of space forces, the

Air Force has placed an emphasis on

space control in the requirements generation process. The Counterspace Oversight Council (CSOC) has been created

to validate Air Force counterspace requirements and ensure space control priorities are adequately considered. Furthermore, intelligence, surveillance, and

reconnaissance (ISR) systems, which

combine air, space, and ground sensors,

are becoming the standard for global ISR

capabilities. In Operation ALLIED FORCE,

our U-2s flying over Kosovo and Serbia

relayed their data via satellite in real time

to CONUS, where that data was analyzed

and sent back to the theater. Real-TimeInto-Cockpit (RTIC) information capabilities have taken intelligence, surveillance, and reconnaissance a step further.

RTIC conveys perishable battlespace information directly to the cockpit, enabling

aircrews to take advantage of new target

opportunities while avoiding new threats.

This concept became a reality with the

Multi-Source Tactical System (MSTS)

and Track II systems that provide satellite communications links to strike aircraft already en route to the target area.

Integration of air and space systems also

requires integration of education and

training. The Air Force has initiated a

number of new programs to accomplish

such training. The Aerospace Basic

Course at Air University lays the foundation for understanding aerospace concepts that will shape the culture of

tomorrow’s Air Force. All new officers

must attend this course, in which they will

learn how to defend an expeditionary

force and how to plan and execute an integrated aerospace tasking order (ATO),

which is the gameplan for modern combat operations. In addition, we established the Space Warfare Center and, in

conjunction with the Air Warfare Center,

are developing tactics, techniques, and

procedures for better warfighting capabilities. Finally, we established the USAF

Weapons School Space Division at Nellis

AFB, Nevada, to provide intensive,

graduate-level education for space and

missile operations officers alongside fellow officers from the fighter, bomber,

command and control, rescue, intelligence, and tactical airlift communities.

In an effort to improve the effectiveness

of Aerospace Operations Centers (AOCs),

we also established the Aerospace Integration Center at Nellis AFB, Nevada.

This is a fully equipped, state-of-the-art

AOC, where airmen can learn the basics

of battle management and test new theories in conjunction with real and simulated operations on the Nellis ranges. The

integration center is a significant step toFY

2

1

3

4

5

6

7

$8 Billion

75%

100%

95%

90%

85%

80%

Navy

Army

Other

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

The Air Force Acquires and Operates

MOST SPACE ASSETS for U.S. Forces

AF % AF Total

U.S. Space Procurement and

Operations Funding
34

PREPARE

ward normalizing the AOCs like any other

weapon system, with the goal of ensuring proper training, certification, and

management for personnel with air,

space, and information credentials for

assignment to AOCs.

We have identified a number of goals over

the next few years to further integrate our

air and space capabilities. We will:

• Provide career-broadening opportunities for our people to develop an

aerospace mindset throughout the Air

Force;

• Expand education and training for our

enlisted members to ensure they can

appreciate their contribution to the

aerospace force;

• Normalize Air

Operations Centers as weapon

systems;

• Broaden the

training of our

joint force aerospace component

commanders

(JFACC) to include specific

aerospace education and field experience;

• Exploit data-fusion capabilities to

support AOC functions by fusing

aerospace ISR data, exploiting distributed networks, building a comprehensive view of the battlespace, and

providing near real-time inputs for

existing battle management systems;

• Develop dynamic space scenarios for

exercises and wargames to train our

personnel in the use and limitations

of existing and future aerospace capabilities; and

• Improve the ability of our acquisition

community to evaluate ground, air,

information, and space options based

on military performance, cost, and effectiveness.

Innovation

Innovation has always been the key to

ensuring today’s Air Force will meet the

challenges of tomorrow. Innovation has

played a crucial role in our aviation heritage, and it will enable the Air Force to

continue to apply and upgrade its capabilities to meet the future security needs

of the nation. The Air Force is committed to a vigorous program of researching, experimenting, testing, exercising,

and evaluating new operational concepts

and future systems for aerospace power.

Battlelabs

The Air Force continues to reap the benefits of the six battlelabs created in 1997.

The six battlelabs–Air Expeditionary

Force, Space, Information Warfare, Force

Protection, Unmanned Aerial Vehicles,

and Command and Control–are small,

focused groups of operators developing

high-payoff concepts as we seek to support DoD’s missions. The battlelabs help

us to develop superior ways to organize,

train, equip, plan, command, and employ

aerospace forces. Some early benefits of

the labs include development of the Enhance Linked Virtual Informations System (ELVIS), Joint Surveillance Target

Attack Radar System (JSTARS)

Battlespace Imaging, Network Attack

Visualization, Ground Based Radar Site

Protection, Expeditionary Operations

Centers, and Space Surveillance Network

Optical Augmentation. Each of these innovations allows us to provide cost-effective capabilities for combatant commanders and enhanced joint operations.
35

Joint Expeditionary Force

Experiment

Last year’s Joint Expeditionary Force

Experiment was the second in a series of

Air Force experiments designed to explore new operational concepts and advanced technologies. JEFX 99 expanded

the command and control experimentation developed in JEFX 98, enhancing the

integration of space capabilities into the

integrated command and control system

distributed architecture and incorporating

coalition forces into the Air Operations

Center. In JEFX 00, we will focus on

agile combat support while continuing

our efforts in expeditionary operations,

information operations, common operational picture, and medical readiness.

Wargaming

The Air Force conducts two major

wargames to explore new strategies, concepts, capabilities, and doctrine. Each

wargame is held biannually on a rotating

basis. The first, Global Engagement, explores emerging aerospace concepts set

approximately 10-15 years into the future.

The second, Aerospace Future Capabilities Wargame, evaluates strengths and

weaknesses of future forces and operational concepts 20-25 years from now by

comparing them against our Vision and

Strategic Plan. The outputs from these

wargames provide insights and suggest

additional analyses that eventually feed

into research, experiments, exercises, and

the operational Air Force.

Headquarters Air Force 2002

Headquarters Air Force (HAF) 2002 will

bring us into the new millennium in a

manner consistent with our Vision. It will

create a military headquarters that is more

effective, more efficient, and a better

place to work. HAF 2002 is a response

to the changing dynamics of our expeditionary aerospace force, which necessitate a headquarters that is equally agile

in providing the appropriate plans, policies, and resources our forces need. Early

initiatives have included reorganization

of information networks and support offices to permit electronic transmission of

tasks and documents throughout the headquarters and the creation of a single executive secretariat to manage work flow.

We are also reorganizing our public affairs and legislative affairs offices in an

effort to permit better coordination of information flowing to Congress, the media, and the public. HAF 2002 seeks to

rethink and redesign processes to achieve

dramatic performance improvements and

to leverage the talents and improve the

quality of life for all Air Force members

assigned to the headquarters. It will focus on cutting costs, eliminating redundancies, reducing work of little value, and

creating the agility to better adapt to a

constrained resource environment.
36

PREPARE

Defense Reform Initiative/

Air Force Management

Reform

The Office of the Secretary of Defense

has established the Defense Reform Initiative (DRI) to improve the way DoD

works by reallocating resources from support areas to fighting forces. The ultimate goal is to balance the demands of

meeting current requirements with the

imperative to invest for the future. In

today’s era of tight budgets, the Air Force

is committed to reducing overhead functions and moving maximum capability to

its combat units.

We continue to aggressively scrutinize

management headquarters levels to ensure they are the absolute minimum to

execute the operational mission. In fact,

reductions in management headquarters

have outpaced those of overall force structure since the drawdown began in 1987.

However, recent significant shifts in how

and where we deploy our forces in response to worldwide contingencies

caused dramatic increases in the demands

on our staffs. In particular, to make expeditionary operations work, our forward

forces must reach back to CONUS-based

staffs for combat support functions. We

must therefore, maintain adequate management headquarters staff capable of the

tremendous logistical and planning efforts necessary to execute our military

objectives. We are already at the limit of

staff reductions we can take and still support assigned missions.

We continue to execute the public/private

manpower competitions that have become a DRI success story. The Air Force

fully executed its 1999 plan for announcement of OMB Circular A-76 studies, with

9,083 positions added to the study pool.

We concluded 15 cost comparison initiatives, covering 1,205 positions which resulted in 60% of work being contracted

and the remainder going to the

government’s most efficient organizations. Additionally, we completed 31 initiatives to contract via the direct conversion process, covering 646 positions. The

average savings was 35%. We conducted

a top-to-bottom “commercial activity” review of our manpower authorizations,

yielding additional competition candidates. This continues to be a promising

initiative and will be completed annually.

Our efforts to incorporate better business

practices and efficiencies are not limited

solely to commercial activities. By utilizing a strategic sourcing approach, we

will continue to find better ways to do

business in areas that are not commercial

in nature. Establishing an overarching

strategic sourcing program that complements OMB Circular A-76 competitions

with other efficiency tools such as

reengineering extends our opportunities

for improvement into inherently governmental functions as well.

In support of the DRI and Defense Reform Initiative Directive (DRID) #49

which addresses specific goals for utilities privatization, we are tracking the status of 640 utility systems (water, wastewater, electrical, and natural gas) in the

Air Force inventory. We have determined

78 utility systems were already privatized

prior to the DRI; 23 systems are owned

by others (for example, owned by host

nations at overseas locations); 98 utility

systems are exempted due to readiness

requirements; leaving 441 systems as candidates for privatization. We have

awarded contracts for analysis of 288

systems to determine the feasibility for

privatization. We are also applying these

same goals to military housing. Since FY

98, we have added eight projects to our

family housing privatization efforts. This

gives the Air Force a total of ten pilot

housing privatization projects for FY98-
37

00. The privatization effort is critical to

our overall housing revitalization program as outlined in our Family Housing

Master Plan, approved in August 1999.

Financial Management

Reform

The Air Force, as a prudent steward of

public funds, is working diligently to

comply with the Government Performance and Results Act (GPRA) and the

Chief Financial Officers (CFO) Act. We

have already begun incorporating key

GPRA measures into our financial statements. Last year the Air Force passed

audit tests on some of the most important portions of its CFO financial statements, including disbursements and budgetary resources provided. We have

instituted specific organizational and

training changes aimed at improving internal controls to help prevent fraud and

improve confidence in our financial performance. The Air Force also has an ongoing program to fix its financial systems,

a key step in moving toward unqualified

audit opinions on all its financial statements. As we improve our financial systems, the Service will focus first on those

improvements that help commanders

make better decisions.

Decisive

Fighting Force

The Air Force meets the nation’s challenges because of our world-class people,

readiness, modernization, and infrastructure. However, we must continue to address challenges that threaten to undermine our status as a decisive fighting

force. We work hard to ensure we recruit

and retain quality people, meet our nearterm readiness goals with the proper

equipment and training, and meet our

long-term readiness objectives with a

time-phased modernization effort. We are

extremely grateful to Congress, the President, and the nation for the historic gains

in compensation and benefits made in

FY00. These recent gains positively impact retention and quality of life for all

our personnel and puts us on the road to

recovery.
38

PEOPLE

People

The cornerstone of our Air Force is our

airmen who get the job done, whether

maintaining a fighter for combat operations over the Balkans, serving as a

loadmaster on a C-17, controlling satellites from Colorado, or standing alert at a

missile launch control center in Wyoming. Our airmen are well-trained, fit,

motivated, and ready to serve their country. They are our most valuable resource

and our top priority.

Because our people are the key to accomplishing our mission, we continually review our personnel end strength levels

and size these levels to support

evolving mission

requirements and

fact-of-life personnel dynamics. We

determine our

military and civilian manpower

needs programmatically through

a requirementsbased process

linked to the National Military

Strategy. The Air

Force continues to

capitalize on technology, modernization, and Total Force

integration, as well as aggressively pursuing opportunities to achieve best value

by commercially competing non-military

essential support functions. We have recently commissioned an independent

study of Air Force manpower requirements, focusing on the needs of the EAF

at a time when our aging aircraft fleet is

also driving increased maintenance manpower requirements. This study, to be

performed by RAND with outside reviewers, will seek to define required manning levels and also provide sourcing

strategies for required manpower, including using the best combination of Guard,

Reserve, civilian, and contract manpower.

Recruiting

Even in the competitive job market of the

1990s, the Air Force has continued to recruit men and women of extremely high

caliber. We are committed to building and

maintaining a decisive fighting force and

to do this we must continue to access high

quality people despite the current recruiting challenges. Over 99% of our accessions have high school diplomas, and

76% rate in the upper half for test scores

achieved on the Armed Forces Qualification Test. Because we depend heavily

on highly technical skills honed over

years of experience, we seek to recruit

the very best, and then retain them for a

career.

Although we are proud of our recruiting

record, we must improve. Our recruiting

environment faces the most intense

hurdles we have experienced in our history. Interest in military service among

America’s youth was relatively low, but

stable in the late 1990s (13% for men and

about 7% for women) after declines in

the early 1990s. At the same time, the

job market is strong, especially in the

high-tech industries — the Air Force’s

biggest competitor. Unemployment in

1998 was at its lowest level in a generation at 4.5%. Preliminary data shows that

the unemployment rate for 1999 was

4.2%. These factors coupled with the

increase in the percent of college-bound

high school youths, now over 65%, have

further reduced the number of potential

recruits.

We need to be aggressive and creative in

meeting the challenges of today’s recruiting environment. During 1999, for the
39

first time in 20 years the Air Force missed

its recruiting goal. We actually accessed

more recruits in 1999 than in 1998, but

our recruiting goal was raised in 1999

because of our retention declines. Compared to the 1998 recruiting goal of

31,300, our 1999 goal grew to 33,800, and

the 2000 goal is 34,000. To help meet

this growing challenge for new recruits

and proactively frame our future recruiting efforts, we conducted a Recruiting

Summit (a top-to-bottom recruiting and

accession review). As a result of this review, we have developed a multi-faceted

strategic plan including more than 120

initiatives we are now considering for

implementation to combat the recruiting

shortfall. Reprogrammed funds of $8M

in FY00 and $20M in FY01 will target:

expanding our recruiting force; stepping

up marketing and advertising; broadening awareness of the Air Force; and fielding more enlistment incentives. • Expanding our recruiting force.

Although they enjoy exceptionally

high productivity, Air Force recruiters are currently outnumbered by our

sister services by a ratio of 13 to 1.

A single Air Force recruiter is expected to produce over 2.5 recruits

per month compared to the DoDwide average of approximately one

per month. Recognizing the importance of our “front line” ambassadors,

we have increased recruiter production to fill 100% of our existing authorized billets. As a result, production recruiter manning has increased

from 985 in FY99 to over 1,140 today and is projected to increase to

1,209 by March 2000. We will continue our “full court press” through

March 2001 to increase recruiters by

an additional 300 to 1,509 total. In

order to support this increase, we will

also invest approximately $8M in

FY01 in new facilities and support

equipment for these recruiters.

• Energizing new, creative, and innovative marketing and advertising

efforts. In the past, we have successfully attracted enough recruits without focussed market strategies. However, in today’s strong economy,

many other attractive options are

available to the high quality person

we are attempting to recruit. For the

first time in our history, we have budgeted for prime time television advertising. We are also expanding our

marketing and advertising to include

new technology venues: in-system

high school television advertising;

theater; Internet; and interactive CDROMs. In addition, we have refined

our advertising efforts in radio, magazines, newspapers and targeted baselevel and regional influencer tours.

For FY00, we have allocated over

$65.4M to these efforts and plan to

invest $59.2M in FY01 to continue

to project our Air Force image to

America’s youth, sending a message

that highlights a healthy mix of intrinsic and incentive benefits.
40

PEOPLE

though ROTC enrollments have been

down, in FY01 we will open a new

Senior ROTC detachment in Alaska.

• Developing and expanding accession incentives. Competition for

high-quality candidates is at an alltime high. To continue to attract

America’s best and brightest and

maintain our technical edge, we are

committed to developing and expanding accession incentives. As a result

of our Recruiting Summit, the Air

Force is investing $5M in a pilot College Loan Repayment Program in

FY01. We have also expanded our

Enlistment Bonus Program to include

over 100 skills and increased the

maximum bonus amount to $12,000

for selective six-year enlistments for

combat controller and pararescue specialties. These increases have met

with great success — 68% of our bonus eligible accessions selected a sixyear initial enlistment in FY99. Expanded funding for critical skill

enlistment bonuses was also included

in our FY00 budget. In addition, a

six-month test to award $3,000 enlistment bonuses to members enlisting for four years in the mechanical

area (a mechanical aptitude index of

44 and higher) is included in the

FY01 budget.

We also plan to expand our Prior Service Enlistment Program, which accessed 605 prior service members in

FY99 compared to 196 in FY98, and

develop a pilot program to test a new

Prior Service Enlistment incentive.

We have developed an Enhanced

Prior Service Program that expands

the number of career fields for former

Air Force members who honorably

served in any specialty, possess the

necessary aptitude and are willing to

retrain into any critically manned career field. In addition, we have also

In a parallel effort, we are establishing a centralized Air Force Marketing Office to direct all Air Force marketing and advertising efforts. Its

charter will include consolidating all

marketing and advertising funding

and research, expanding marketing

and advertising expertise, and developing an integrated, comprehensive

multi-media program for the Total

Force. We recognize we must leverage our marketing and advertising

efforts and associated resources to

optimize our ability to specifically

attract our target audience and increase our visibility at all levels, from

the broad national perspective to the

local community.

• Broadening awareness of the Air

Force by increasing our presence in

America’s local communities. We are

opening new high school Junior

ROTC (JROTC) units and adding a

college Senior ROTC detachment.

Although JROTC is a citizenship and

leadership development program,

nearly 45% of all JROTC graduates

historically affiliate with the military.

Therefore, with reprogrammed funds

and support from Congress and DoD,

the Air Force is expanding the number of high school JROTC units from

609 today to 945 by FY05. And al-
41

expanded the opportunities for former

sister service members who meet our

entrance criteria. Paralleling these efforts, we are investing $2M in FY01

to develop and field a prototype Prior

Service Enlistment Bonus Program

targeted at former Air Force members

who can move into hard-to-fill or

critical career fields.

We believe these four targeted efforts, in

addition to the compensation gains provided in the FY00, will have a significant impact in our ability to make choosing an Air Force career a viable and

realistic option, as well as restore our

competitive recruiting edge.

Retention

Our need to retain a highly skilled force

remains a top priority. The Air Force’s

high level of concern has increased because of continued declines in enlisted

and officer retention as well as an unbalanced civilian workforce. From FY98 to

FY99, first-term enlisted retention

dropped from 54% to 49%, short of our

goal of 55%. Likewise, career airmen

retention fell from 93% to 91%, below

our goal of 95%. Although second-term

airmen retention stabilized at 69%, it is

below our goal of 75%.

Officer retention is also challenging, especially among our pilots. Last year, pilot retention fell from 46% to 41%. However, the FY99 long-term pilot bonus take

rate, a forward-looking measure of pilot

retention, rose to 42%, up 15 points from

FY98’s long-term rate of 27%, permitting a measure of guarded optimism.

Navigator retention remained steady at

62%. On the mission support officer side,

retention rates actually improved from

43% to 44%, while retention rates for

non-rated operations officers dropped

from 57% to 56%.

Many factors affect the decision to stay

in or leave the Air Force. Our quality of

life and exit surveys over the last three

years have surfaced reasons our members

are dissatisfied. High operations tempo

has consistently been a leading motivator to separate, along with the ready availability of well paid civilian jobs, existing

wage gaps, and dissatisfaction with the

Redux retirement plan. Additionally, reduced quality of life and job security concerns due to competitive sourcing and

privatization initiatives are also key

influencers for personnel who have separated from the Air Force.

49%1st Term

GOAL

GOAL

GOAL

69% 2nd Term

91% Career

55%

75%

95%

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

30%

20%

40%

50%

60%

70%

80%

90%

100%

62% Navs

56% NR Ops

44% Support

41% Pilots

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

30%

20%

40%

50%

60%

70%

80%

90%

100%

Enlisted Retention

Officer Retention
42

PEOPLE

The Air Force greatly appreciates Congressional support for our FY00 compensation initiatives that will help combat

declining retention rates. Our men and

women seeking tangible incentives which

might influence them to remain a part of

the Air Force Family are experiencing the

largest pay raise in almost 18 years (4.8%

— effective January 2000). These initiatives coupled with the ongoing efforts to

close the pay gap with the civilian sector,

display sincere gratitude for the daily sacrifices of our service men and women.

All of these efforts will make continued

service more attractive. Although too

early to assess the full retention impact,

we believe the benefits gained through

FY00 legislation will have a positive impact on Air Force personnel contemplating a “stay or go” career decision.

Several other key programs were also in

FY00 legislation. Enactment of the Career Enlisted Flyer Incentive Pay (CEFIP)

will encourage enlisted aircrew members

to join and remain in the aviation career

field. Reducing out of pocket expenses

for first-term airmen assigned to their first

duty station through the enactment and

implementation of a Temporary Lodging

Expense (TLE), which did not exist before, as well as an adjustment to the Basic Allowance for Housing (BAH), will

help improve retention.

The authority provided in FY00 to expand

the Aviation Continuation Pay (ACP) Program is a significant part of the multi-faceted approach designed to improve pilot

retention in FY00 and beyond. Mid-career and senior pilots have been separating in unprecedented numbers in recent

years. In FY99 for every two pilots that

we trained, three walked out the door.

However, we are optimistic that pilot retention will improve due to changes to

the ACP program. The restructured program takes full advantage of the authority the Service has been given by increasing the annual amount of the bonus to

$25,000 per year and extending the length

of the bonus out to 25 years of aviation

service. This compensation package is

designed to retain pilots through a full

military career. As we witnessed the

long-term pilot bonus take rate increase

from 27% in FY98 to 42% in FY99, we

believe that this leading indicator of pilot retention will continue to reflect an

improved retention environment as we

implement the FY00 program.

The Aviation Continuation Pay (ACP)

Program was enacted and implemented

in 1989 to influence rated retention and

stabilize the rated force. In exchange

for additional commitment to service,

ACP is offered to a targeted group of

pilots to arrest declining retention due

to the significant “pull” of airline hiring and “push” of operations tempo.

The Air Force is capitalizing on this increased authority by restructuring its

ACP Program and expanding the eligible population of aviators.

We have implemented other ideas and

incentives to eliminate the reasons our

people leave the Air Force. We implemented the Expeditionary Aerospace

Force concept, which will give our people

more stability and predictability in their
43

deployment schedules. Whenever possible, we minimized our participation in

exercises, and lowered the frequency of

our operational readiness inspections, yet

still ensuring combat readiness. In an

effort to encourage the number of reenlistments needed in certain skills to sustain the specialty career force objectives,

we have more than tripled the number of

specialties eligible for Selective Reenlistment Bonuses since 1995. Now, approximately two-thirds of all specialties qualify

for a bonus in one, some, or all of the

three bonus zones. Also, as part of our

multi-faceted approach to abate our pilot

exodus, we increased Aviation Career

Incentive Pay (flight pay) from $650 to

$840 at 14 years of service, prioritized

our requirements, reviewed alternative

staff manning, and increased our pilot

production and service commitment.

Air Force civilians are an integral part of

our aerospace team. In an effort to provide commanders with a state-of-the-art,

sustainable civilian workforce capable of

meeting tomorrow’s challenges, we are

working on the following solutions: managing our accessions with properly sized

force renewal programs; expanded and

targeted training and retraining; and separations management through the use of

buyouts (incentives) for force shaping.

To sustain a civilian workforce, we need

the right mix of new, mid-level, and senior employees. In the last nine years we

have seen a 62% drop in employees with

less than eight years of service and a 10%

increase in the number of our employees

who are eligible for retirement. In five

years, over half of our civilian work force

will be eligible for optional or early retirement. This imbalance occurred

through a combination of loss programs

and constrained accessions. Loss programs included early retirements and

separation incentives that trimmed the

more senior year groups while minimizing involuntary actions, such as reductions in force. Constrained accessions

limited the number of new hires while the

force was reduced over the last nine years.

These factors are leading to sustainment

problems and a shortage of mid-level

managers and administrators from which

to select future Senior Executives. “Currency of skills,” particularly in our hightech area, is another issue related to civilian retention. Without an adequate

influx of new employees with current,

state-of-the-art skills, our acquisition, scientific, and technical workforce is not sustainable.

Civilian Workforce

Years in Federal Service

Not Eligible

# Full-Time Permanent Employees

FY2005

Objective

Profile

FY1989 Baseline

3500

3000

2500

2000

1500

1000

500

0

0 2 4 6 8 10 12 14 16 18 20 22 24 26 28 30 32 34 36 38 40 42 44

Early Eligible Optional Eligible

FY1989 Baseline

Force

Renewal

Force Development

Skills Accuracy

Separation

Management
44

PEOPLE

Air Force senior leadership is committed

to developing a plan to better manage and

further improve our Total Force retention.

We have scheduled a Retention Summit,

similar to the Recruiting Summit, to review retention issues covering the full

range of concerns to include operations

tempo management, quality of life (medical care, education, etc.), assignment system, mentoring, and leadership. Field focus group visits will validate findings and

initiatives resulting from the Retention

Summit. We remain optimistic that these

changes and improvements will renew our

people’s faith in our ability to provide the

quality of life they deserve and reaffirm

our commitment to recruit and retain a

dedicated quality Air Force into the 21st

Century.

Quality of Life

Our most valuable resource is our people

and we are committed to taking care of

them and their families. Quality of life

initiatives acknowledge the increasing

sacrifices our

people make in

support of our national objectives

and are pivotal to

recruiting and retaining our

people. Quality of

life for our people

occupies a prominent position in

Air Force strategic

planning and

ranks with modernization and

readiness as Air

Force’s top priorities. The welfare of the

men and women serving our nation is a

critical factor to our overall readiness.

Therefore, the Air Force will continue to

place people and quality of life investments in a balanced funding priority with

readiness and modernization. We will

continue, with your support, to pursue

quality of life priorities such as fair and

competitive compensation and retirement

systems; balanced PERSTEMPO; safe,

affordable, adequate housing; increased

support of community and family programs; expanded education programs;

and improved access to quality health

care.

The FY00 compensation initiative recognizes our people as a valuable asset,

acknowledges their contributions, and

provides superb quality of life enhancements. We are greatly encouraged by the

improved compensation strategy and increased benefits–full restoration of the

military retirement system; a 4.8 % pay

raise; future pay raises set at Employment

Cost Index plus 0.5 %; pay table reform;

Career Enlisted Flight Incentive Pay approval; Basic Allowance for Housing increase; Aviation Continuation Pay enhancements; Temporary Lodging

Expenses for first term airmen; and the

Air Battle Managers save pay provision—

and its potential to affect recruiting and

retention.

In addition to these gains presented by

FY00 legislation, the Air Force is making every effort to further enhance our

airmen’s quality of life. To help arrest

the increasing operations tempo levied on

our people, we implemented the Expeditionary Aerospace Force concept, which

will give our people more stability and

predictability in their deployment schedules. Additionally, the need for sustained

investment levels, coupled with costbased housing allowances and the ability

to competitively source and privatize ailing infrastructure will go a long way to

provide access to safe, affordable, and

adequate housing. Our infrastructure

bears the brunt of funding pressures in a

budget-constrained environment and sustained deferment of maintenance over
45

many years further complicates the problem. Even within these pressures, we

have applied $91.6M on this budget submission toward our Dormitory Master

Plan to eliminate a deficit of dormitory

rooms and replace the worst facilities. We

have adopted a 1 + 1 (one airman living

in a room sharing a bath) plan to house

unaccompanied airmen and currently

75% of our unaccompanied airmen

housed on base have a private room with

a shared bath. We have also funded

$223M for our Family Housing Master

Plan, which improves and renovates military provided housing. In addition, DoD

has introduced a proposal to adjust basic

allowance for housing (BAH) to reduce

out-of-pocket expenses to 15% by FY01

and potentially eliminate out-of-pocket

expenses within five years. Finally, personal fitness contributes to Air Force

readiness by increasing productivity, providing preventive health benefits, and

long-term medical cost savings. As such,

we dedicated $33.4M for fitness facilities and an additional $3.5M for in-theater fitness, sports, and recreational equipment.

In the Air Force, we realize that while we

recruit individuals, we retain families. In

addition, as large parts of our force deploy for extended periods, our ability to

care for their families becomes increasingly important. Consequently, we continue to demonstrate our commitment to

our airmen and their families through programs such as chaplain services, spouse

employment, personal financial management assistance, childcare and youth centers, surviving spouse casualty support,

relocation and transition assistance, commissaries, and military exchanges. Also,

for our junior airmen, we offer a Personal

Financial Management Program to help

deal successfully with today’s heavily

credit-based society. In order to expand

and enhance our childcare and youth activities, we have dedicated $4.5M for

child care center construction. We further dedicated $2.9M to our deployed

spouse outreach programs, which increases Internet

capability at deployed locations to

provide worldwide

connectivity between deployed

troops and their

families. Our family readiness staff

members at each

Air Force base

provide a wealth of

information and

support for families of deployed

airmen.

An important quality of life factor

that significantly

impacts recruiting

and retention is expanded educational opportunities. For airmen working toward

attaining their initial college degree, the

Community College of the Air Force

allows them to combine college credits

and military education and expe-
46

PEOPLE

rience to earn an associate degree. For

both undergraduate and graduate education, the Air Force Tuition Assistance Program pays up to 75% of tuition costs for

accredited colleges and universities, and

the Air Force Civilian Tuition Program

supports self-development for civilian

employees. Although educational pursuits are difficult given our high operations tempo, our current distance learning initiatives offer our deployed

personnel distributed learning through

CD-ROM and interactive television (paper-based). We are

developing an advanced distributed

learning initiative

through web-based

education for the

future. The Air

Force supports

elimination of the

$1,200 payment

required to receive

the education benefit of the Montgomery GI Bill. In

addition, we support expanding enrollment opportunities for those not currently covered by the bill. These Air

Force educational programs give our

people valuable motivational benefits.

Perhaps the biggest quality of life issue

facing the Air Force today and in the coming years is medical care. Access to quality health care is crucial to the quality of

life of our airmen (active duty and retirees) and their families and greatly affects

our recruiting and retention efforts and,

ultimately, our readiness. TRICARE, the

DoD program to ensure health care at a

reasonable cost, is designed to provide a

quality health care benefit, improve beneficiary access, preserve choices for our

beneficiaries, and contain costs, all while

providing a structure to support the military medical forces needed to deter and

fight the nation’s wars. TRICARE was

fully implemented as of June 1998 and is

a good start to providing quality health

care. However, there have been problems,

such as access to care, claims processing, reimbursement levels, and TRICARE

management requires constant attention.

Several of these issues have been resolved, and the rest are being worked aggressively. Our latest Air Force Inspection Agency audit concluded customer

satisfaction with TRICARE is increasing.

The Air Force Medical Service initiated

bold reengineering efforts to increase access to Military Treatment Facility (MTF)

medical care and provide a much stronger emphasis on preventive services. The

goal is to enable all TRICARE Prime

beneficiaries to be assigned to an MTF

Primary Care Manager by name, as well

as to be guaranteed access for acute, routine and preventive appointments. At the

direction of the Secretary and the Chief

of Staff, the Air Force Surgeon General

(SG) developed a campaign plan to ensure line commanders understand

TRICARE and know how to help subordinates with problems. Preliminary results from this program, Operation Command Champion, have been very

encouraging.

Also, numerous demonstration projects

to improve the quality of TRICARE are

under way, especially for retirees and

Medicare-eligible beneficiaries. For example, a Medicare Subvention program

called TRICARE Senior Prime is currently active at five Air Force locations;

the MacDill 65 subvention program cares

for up to 2,000 enrollees in the Tampa,

Florida region; and the Federal Employee

Health Benefit Program (FEHBP) 65 test,

a nationwide program at eight selected

locations, is slated to begin in spring

2000.
47

We are now working TRICARE and

health care issues through the Joint Chiefs

of Staff and the Defense Medical Oversight Committee (DMOC), which has

been formed to ensure optimum Service

participation in the health care agenda and

improve health care for active and retired

members. This board consists of USD

(P&R), Service undersecretaries, Service

vice chiefs, and ASD (HA) as voting

members. The Service SGs participate

but are non-voting members. The main

purpose of this board is to define the

medical benefits and establish budget priorities.

Equal Opportunity

The strength of the Air Force is in its talented, dedicated, and diverse men and

women working together as professionals to accomplish the Air Force mission.

Creating and sustaining an environment

that is free from unlawful discrimination

and harassment is therefore a vital part

of the Air Force readiness equation. And

the commitment to fully utilize the talents and capabilities of a diverse

workforce is critical to achieving the Air

Force mission. Every Air Force member

and civilian employee deserves the opportunity to realize his or her full potential and to work and live in an atmosphere

that respects and values human dignity

and each has concomitant obligation to

treat co-workers and subordinates in the

same manner.

Air Force policy on unlawful discrimination and harassment is very clear: zero

tolerance for such behavior in any form.

Harassment, threats or ridicule of individuals or groups based upon their real

or perceived differences have no place in

the Air Force and will not be tolerated.

We will provide equal opportunity and

treatment for all members and employees regardless of race, color, religion, national origin, sex, and in the case of civilian employees, disability and age.

The Air Force is also committed to eliminating behavior and unintended barriers

that hinder successful performance, and

to creating an environment where every

person has an opportunity to serve. We

are committed to providing our Total

Force with strong leadership, effective

policies and programs, training and education opportunities, enforcement and

resolution tools. We will continue to

strive for improvement through an ongoing program of evaluation and assessment.

Commanders and supervisors have a responsibility to combat the effects of unlawful discrimination and harassment and

to promote a healthy environment and

human relations climate. Equal Opportunity is a critical performance factor for

all military and civilian leaders, supervisors and managers.
48

READINESS

Readiness

The Air Force must be ready to respond

rapidly anywhere in the world on very

short notice. We are ready to meet this

demand every day, as we demonstrated

this past year in operations from Kosovo

to the South Pole. However, too many

years of high operations tempo, aging

equipment, lack of spare parts and engines, and the cumulative effect of

chronic underfunding threaten the Air

Force’s near-term readiness levels.

Our aggregate readiness levels are tied to

upkeep of equipment, training and ranges,

and mission-related infrastructure. We

are making progress in all these areas, but

challenges remain.

Upkeep of Equipment

Greatly increased deployments since

1990, aging aircraft, problems in funding spares through most of the 1990s, and

low retention of maintenance technicians

in recent years have combined to cause a

9.9% drop in mission capable rates over

the Air Force fleet since 1994. As discussed below, since 1997, the Air Force

has addressed a number of issues relating to spare parts. As a result, non-mission capable rates relating to spares

(NMCS) appear to be stabilizing. Unfortunately, low retention of maintenance

manpower caused by very heavy

workloads and deployments has caused

a 2.1% increase in non-mission capable

for maintenance (NMCM) rates since

1994. For example, maintenance manning at the journeyman Senior Airman

level has decreased from 100% in FY94

to 71% in FY99. In addition to the retention initiatives that apply throughout

the Air Force, we are working to increase

maintenance manning through both retention and recruiting incentives and ultimately by increasing the manning

throughout our maintenance career fields.

We have a multi-faceted strategy to improve the materiel system that supports

equipment readiness. First, we have fully

funded “depot level repairables” accounts, which are used by operating units

to “buy” spare parts from DoD and Air

Force sources. Second, we increased inventory levels of critical spares by increasing the obligation authority of certain Working Capital Funds, and we are

programming budget authority to pay for

these spares as they are delivered. Third,

we are working to consolidate Air Force

depots and to make the parts system more

efficient, to keep down the cost of spare

parts. Unfortunately, the consolidation

is itself causing near-term spares problems. Fourth, we are modernizing critical subsystems in our older aircraft where

Non-Mission Capable for

Maintenance Rates

TREND

3%

6%

9%

12%

15%

FY 91

TOTAL NMCM RATE

TREND

92 93 94 95 96 97 98 99

DESIRED

TREND

+4.5 +4.5
49

it is no longer cost effective to make repairs on individual components, or where

manufacturing sources for component

repair are no longer available.

Spares Funding

Adequate spare parts are essential for

ensuring our equipment remains combat

ready. Spare parts shortages, arising from

funding problems in the 1990s, were a

major contributor to the Air Force’s readiness decline over the past several years.

Downsizing of the Air Force spare parts

inventory went too far. Supply systems

were pushed to the limits as Air Force

units deployed more often. As a result,

the non-mission capable rate attributed

directly to supply shortfalls increased

from 8.6% in FY91 to 14% in FY99.

In FY99-01, Congress, DoD, and Air

Force took specific actions to address

shortfalls in spare parts funding. In FY99

and FY00, Congress supported the spare

parts recovery with an increase of $194M

and $85M, respectively. Additionally, the

Kosovo Emergency Supplemental added

$387M to spares for surge and reconstitution efforts. Consistently, DoD and Air

Force committed to the obligation authority to match these resources, and to the

$382M required to resolve the bow wave

shortfall that had accumulated over the

past several years. Also in the Air Force

FY00 and FY01 President’s Budget, we

fully funded the spare parts validated requirement. Currently, we are completing

an analysis of Kosovo lessons learned and

thorough review of RSP kit levels, and

other spare part levels, to ascertain the

criticality of increases in this area.

Anecdotal evidence indicates progress is

being made in availability of spare parts,

although masked to some extent by increased requirements due to Kosovo and

disruptions in parts supply due to BRACdirected workload transitions. The Air

Force supply business area, for example,

saw an upward turn in almost all its FY99

performance metrics when compared to

its FY98 results. Backorders fell from a

peak of 615,000 in December 1998 to

374,000 by the end of FY99 (39% reduction). We are now working hard with

major vendors to cut the elapsed time

between the date a part is ordered and the

date it is delivered, so we can turn dollars into parts in less than the historic 18-

24 months.

We have also seen a trend toward stabilization in total NMCS rates. The overall

Air Force rate increased only 0.1% from

FY98 to the end of FY99, even though

we fought a major theater war in Kosovo

in the middle of FY99. Monthly NMCS

rates also held fairly steady over the past

12 months. Unfortunately, there continue

to be “technical surprises” that dramatically reduce mission capable rates in inNon-Mission Capable for Supply Rates

TREND TREND

3%

6%

9%

12%

15%

FY

TOTAL NMCS RATE

91 92 93 94 95 96 97 98 99

+5.4 +5.4

DESIRED

TREND
50

READINESS

dividual weapons systems. For example,

late in 1998, all C-5 aircraft were inspected and some were grounded because

of a crack found in a major structural

member in the tail. In September and

October 1999, C-5 mission capable rates

dropped because of problems with the

newly fielded FMS-800 modification/

upgrade to avionics. At the same time,

inspections of KC-135 aircraft disclosed

problems with stabilizer trim brakes,

which caused inspections, groundings,

and ultimately a shortage of KC-135 stabilizer trim assemblies.

We anticipate that the improved spare

parts funding in the remainder of the

FYDP will arrest the decline in NMCS

rates.

Spares Inventory

In the early 1990s, the Air Force changed

from three-level maintenance to two-level

maintenance in an effort to cut operating

costs. Under two-level maintenance,

operating units no longer make repairs at

the base level. Instead, spares parts are

sent back to depots for repair, receiving a

repaired part in return for a defective part.

Theoretically, the combination of fewer

inventory points and better transportation

would reduce the requirement for spare

inventories. In fact, efficiency gains were

much lower than projected, with the result that the Air Force inventory system

has been short of spare parts for some

time. To rectify this, the Air Force received approval from DoD in FY99 to add

to spare parts inventories through an increase in working capital fund obligation

authority of $381.8M. These funds were

put on contract in FY99, with anticipated

deliveries through FY02. At the same

time, $135M was added for the Oklahoma

City Air Logistics Center (ALC) because

of increased sales at that center.

During Kosovo, depots and contractors

surged to provide increased parts support

to the units flying Operation ALLIED

FORCE. When that operation ended, Air

Force senior leadership made a decision

to keep the depots in surge until the end

of FY99 to ensure that there were enough

parts to take care of maintenance that was

deferred during the war. The depot surge

was funded with $387.3M FY99 obligation authority, pending the release of

Kosovo supplemental funding.

The result of these three efforts is to increase depot level repairable item inventories by $904M, which should lead to

an improvement in stockage effectiveness

and a reduction in repair times in Air

Force depots as parts are delivered against

these funds.

Consumable spare parts have also caused

mission outages. Consumables are managed by the Defense Logistics Agency

(DLA) in support of all the Services.

While DLA has an average stockage effectiveness level of 85%, that level has

been much lower for aviation spares

which tend to be high cost, low demand

items. This situation has resulted in operational aviation units and depots in both

the Air Force and Navy receiving increasingly lower rates of support, resulting in
51

a devastating impact particularly on engine readiness. DoD has recognized this

situation and directed DLA to take immediate corrective action. In response,

DLA added $500M for consumable aviation spares across the FYDP, including

$100M in FY01. Action was also taken

to accelerate the ordering process,

through the working capital fund, in order to guarantee more rapid deliveries in

FY01.

Depot Consolidation

Fiscal years 1998-2001 are a time of transition for Air Force depot maintenance,

as two of our five principal depots complete the process of BRAC-directed closure and their workloads are transferred

to our remaining depots and commercial

sources of repair. The C-5, Sacramento,

and Propulsion Business Area public-private workload competitions, which were

a part of this process, resulted in estimated

savings of over $2.6B over the life of the

contracts.

In 1998, we began the move of competed

workloads from our Air Force depots.

The C-5 workload has now largely stabilized at Warner Robins ALC. The transition of A-10 and KC-135 heavy maintenance to Ogden ALC is essentially

complete. However, significant challenges remain in moving the F100 engine

workload to Oklahoma City ALC and the

“commodities” workload (hydraulics,

instruments, and a wide range of aircraft

components) to Ogden ALC. At Oklahoma City, shortages of skilled workers,

the sheer number of processes that must

be transferred and proved, difficulties

posed by proprietary technical processes,

and the requirements of Kosovo have

combined to slow the transition from

original plans. At Ogden, shortages of

skilled workers coupled with the need to

move, reconstitute, and calibrate complex

and sometimes delicate equipment has

caused major disruptions in the ramp-up

of production of commodities parts. In addition, the Kosovo conflict resulted in

unusually high spares consumption rates,

using up the spares that Sacramento had

stockpiled for the transition period. The

result has been shortfalls for many

Ogden-repaired items.

The Air Force has taken aggressive action to correct technical data deficiencies,

install and calibrate specialized support

equipment, train the workforce, and

streamline the production processes for

the commodity workloads. By December 1999, the commodity production at

Ogden ALC had reached a level almost

equal to the previous Sacramento ALC

production output. Ogden has established

a “get well” target of summer 2000 to

produce commodities in sufficient quantities to significantly reduce customer

backorders and satisfy mission capable

requisitions. In the interim, “bridge contracts” with commercial suppliers have

been put in place to mitigate production

shortfalls.

We believe that the consolidation of

workloads will ultimately lower costs by

increasing efficiencies in the remaining
52

READINESS

three Air Force depots. With the turmoil

of the BRAC years behind us, we are beginning to see the promised gains. All

Air Force depots performed remarkably

well in FY99, considering that over 35%

of the total workload was in transition and

that the remaining depots were engaged

in extensive hiring and training of new

personnel while meeting the surge demands of Kosovo.

Schedule performance improved in

FY99, as the time needed for aircraft repair dropped for the second consecutive

year. The elapsed time for aircraft to

move through the entire depot repair process, measured in flow days, was reduced

by an average of more than 30%. For

example, flow days per aircraft for the F15, C-5, C-130, and C-141 were reduced

ranging from 15 to 82 days. F-16 and

B-1 flow days were cut by 22 and 24 days,

respectively. Depot Maintenance financial management also improved in FY99.

Revenue was higher than expected primarily due to increased Kosovo commodity repair requirements. Due to prudent

management, expenses, which were only

slightly higher than planned, were more

than offset by increased revenue. As a

result, the FY99 profit objective was exceeded by over $60M, where there had

been losses in the hundreds of millions

of dollars in many prior years.

Finally, a word must be said about the

work of the depots during Kosovo. The

Air Force responded to Kosovo by surging its depots. The depots implemented

temporary duty recalls, scheduled additional shifts, weekend hours, and accelerated contractor and depot repair operations. These extraordinary actions

increased depot production of commodities, engines, and aircraft by 500,000

hours and ensured support to units performing peacetime missions while satisfying operational requirements of the

conflict. The Air Force continued the

surge through the end of FY99 to support reconstitution and recovery of our

combat units and to reduce existing

backorders. We are extremely proud of

the men and women who worked weekends and evenings to support the

warfighters in the field.

Equipment Modifications

The age of Air Force weapons systems is

unprecedented. This year the average age

of our aircraft is 20 years. Under current

modernization plans, the average age will

increase to 30 years by 2015. The cost

of maintaining this older equipment is

growing. Fatigue, corrosion, and parts

obsolescence are driving up the costs of

maintaining older planes and reducing

overall equipment readiness. Worse, the

industrial base that supports older aircraft

is drying up, as aerospace companies

leave niche markets, particularly in electronics, where commercial systems have

long ago abandoned technology still in

use in the Air Force. If the Air Force is to

continue making readiness affordable —

indeed, possible — we must balance the

cost of maintaining weapons systems

against the cost of replacing major subsystems or the weapon system itself.
53

F-15 E

With our large transport aircraft and

bombers, it has proven both feasible and

cost-effective to replace subsystems

rather than complete aircraft. What we

have attempted to do is to group related

modernization efforts into “campaigns”

where the work on many systems will be

performed during one maintenance cycle.

This reduces overall costs, while limiting the number of aircraft out of service

at any one time. Modernization programs

of this type include:

• The Pacer CRAG program which replaces or modifies radar components,

provides a GPS-based navigation system, and adds the Traffic Collision

and Avoidance System (TCAS), as

well as navigation modifications required to meet the Global Air Traffic

Management (GATM) system standards;

• The C-130 Avionics Modernization

Program (AMP), to go on contract in

2000, incorporates navigation safety,

GATM, and expanded TCAS systems

into a completely revamped “glass”

cockpit; it also replaces the APN-59

radar system with a more capable and

cost-effective radar;

• The C-5 AMP, which has already begun, provides a modern “glass” cockpit and replaces the avionics, radios,

and flight computers; and

• The C-5 Reliability Enhancement and

Re-engining program, scheduled to

begin engineering design in FY00, includes upgrades for engines, hydraulic, pressurization, airframe, electrical, and landing gear systems.

In the bomber fleet, the B-52 and B-1

have modernization efforts planned. Both

are experiencing aging aircraft problems,

and require extensive upgrade programs,

particularly in the avionics arena. The

following are the major planned modification efforts for the bomber fleet:

• The B-52 Avionics Midlife Improvement (AMI) program will upgrade the

aircraft’s offensive avionics system

(OAS) while preserving all current B52 combat capability. Because the

current offensive avionics system is

based on 1970’s technology, it is suffering from obsolescence and supportability problems. The AMI program will upgrade the OAS by

replacing three line replaceable units

(LRUs) and developing new aircraft

software;

• B-1 mission capable (MC) rates have

steadily declined since FY96. The

“MC Rate Red Team” has been established to determine the reasons for

the decline and develop a program to

improve B-1 performance;

• In addition, programs are currently in

place to fix problems on the B-1. The

Defensive Systems Upgrade Program will replace aging components

with a newly developed, joint Navy/
54

READINESS

Air Force Integrated Defensive Electronic Counter Measures (IDECM)

system, scheduled for initial qualification in the spring of 2000. The

communication system on the Block

D models will be upgraded this year

to correct a problem with bleed over

in both plain and encrypted text. Finally, a study is being conducted to

look into a problem with unacceptably high numbers of retained weapons, or “hung stores”.

In the fighter fleet, there are two kinds of

modernization efforts. The first is service life extension programs for the A10 and F-16 fleets. These include avionics and structures modifications. The

second type of program involves capability improvements, which not only provide improved lethality, but frequently

have the added benefit of reliability and

maintainability improvements through

more modern avionics components. Continued funding for these and other modification programs is critical to ensure our

weapons systems are ready and able to

meet future contingency tasking. Examples of major modifications for both

the A-10 and F-16 fleets, as well as a costof-ownership reduction plan for the F117, are as follows:

• The F-16 Falcon Flex program replaces the most unreliable and obsolete radar components while significantly reducing the ownership costs;

• F-16 electronic countermeasure and

navigation systems are also receiving

upgrades;

• Falcon UP and the planned Falcon

STAR programs include numerous

depot level structural modifications

required to extend the service life of

all F-16 aircraft to 8,000 hours;

• The F-16 CUPID program is bringing our older F-16s (Blocks 25-32)

new life by adding night vision equipment, enhanced avionics, and the

ability to carry an infrared targeting

pod and laser-guided munitions. Ultimately, CUPID-modified aircraft

will have the capability to carry

JDAM and other GPS-guided munitions;

• The A-10 Hog Up program will inspect, repair, replace and overhaul

many structural and mechanical systems; it is the first step to enable the

aircraft to remain viable until the year

2028. The Hog Up configuration is

the required baseline for the Aircraft

Structural Integrity Program, which

will allow the A-10 to reach a service

life of 16,000 hours; and

• The F-117, the world’s first operational low-observable (LO) combat

aircraft, is participating in the Single

Configuration Fleet (SCF) program.

The goal is to reduce the total ownership costs of the F-117 by standardizing the fleet to a single optimized

spray/sheet coating and edge configuration. This will reduce LO maintenance requirements and take advantage of state-of-the-art robotic

technology.
55

Engines : A Special Case

The Air Force has made significant

progress to stop the decline in engine

readiness. Improved engine funding, engine life management planning, and better partnering with vendors have contributed to slow but steady readiness

improvements in most of the Air Force

engine fleet. However, technical surprises, forecasting, spare parts problems,

and a lack of experienced manpower still

prevent us from meeting our wartime

spare requirements for approximately

25% of our systems.

The Air Force is taking action to rectify

this situation. Ongoing F-16 engine

safety upgrades and modifications have

been accelerated by two years to correct

six of the most serious technical problems

and reduce the risk of engine-related accidents. In addition to the F-16 safety

upgrades/modifications, we have been

working several other initiatives to upgrade and modernize aircraft engines.

The TF39 engine, which powers the C-5

aircraft, is currently undergoing a highpressure turbine modification which

greatly improves reliability. Approximately $31M will be spent to upgrade the

T56-7 to the -15 configuration on the C130 aircraft. Nine additional KC-135s

are programmed for reengining starting

in FY02 and beyond, funded at approximately $263M. Over $225M in the

FYDP is programmed for modernization

of the oldest (F100-100 &-200) F-15 engines. Finally, the engine problems in the

T-38 aircraft are being addressed with

almost $289M in the FYDP for J85 engine modernization and other propulsion

upgrades.

Improvements have been made in

partnering with vendors to reduce the

spare parts acquisition lead time. For

example, the GE engine contract reduces

acquisition lead time from more than two

years to 90 days on catalog items. In addition, the Air Force has identified the

need for additional engine manning requirements and will address these in future Air Force budgets.

Training

Training a quality force is instrumental

to our readiness. From the day airmen

and civilians join our team, we invest in

their education and training to prepare

them for today’s demanding operational

environment and tomorrow’s challenges.

Over the past few years, we have introduced several new programs to further

hone our military skills and understanding.

For our new airmen, Warrior Week at

Basic Military Training provides a realistic, weeklong exercise at a bare-base

site. This program introduces airmen to

the expeditionary nature of today’s Air

Force and serves as a transition from a

classroom environment to the real-world,

high-stakes environment typical to our

deployed forces. Participants experience,

first hand, the challenges associated with

deploying to a bare-base location, setting

up an operating base, implementing force

protection measures, and commencing
56

READINESS

operations, all under austere living conditions. Similarly, Air Force Academy

cadets are introduced to the expeditionary nature of today’s Air Force by participating in Global Engagement week at

the United States Air Force Academy.

Initial skills training for the enlisted corps

is also essential for mission accomplishment in an Expeditionary Aerospace

Force. Upon completion of basic military training, all enlisted personnel attend

initial skills training and receive their

copy of the Airman’s Manual, an operational handbook. The Mission Ready

Airmen and Mission Ready Technician

programs are designed to prepare an apprentice to accomplish the basic technical skills necessary to perform in his or

her specialty.

The Aerospace Basic Course (ABC) provides new officers and civilians a foundation in the profession of arms and a

working knowledge of the unique contributions of aerospace power. Through this

entry-level professional military education program (PME), Air Force lieutenants and key civilians gain a deep appreciation of Air Force values, history,

doctrine, and the skills required to operate and fight from austere, forward bases,

fully exploiting the medium of aerospace

for the joint force.

The Air Force develops its leaders deliberately, using a proven process that

exposes them to Air Force and joint

operations, PME, and increasing

command and staff responsibilities.

The depth of an airman’s expertise is

developed through a series of operational assignments that make him or her

an aerospace power authority. Having always placed a premium on education for

officers, enlisted members, and civilians,

our PME system prepares leaders for the

challenges they will face in their immediate future. As airmen progress through

their careers, the Air Force competitively

selects the very best to command and lead

its squadrons, groups, and wings. The

Air Force relies on a comprehensive series of additional leadership and command courses to supplement continuous

mentoring that produces leaders who are

able to make the right decision, whether

in peace or war.

Operationally, the Air Force continues to

train its aircrews and support personnel

by participating in numerous joint and

combined exercises around the world.

These training opportunities encompass

both field exercises and simulations. Distributed Mission Training (DMT) holds

great promise. Using state-of-the-art

simulation technology, DMT permits aircrews to train in synthetic battlespace,

connected electronically to other aircrews

at distant air bases. Importantly, DMT

delivers this enhanced training from the

home station, helping the Air Force limit

the amount of time airmen spend deployed and facilitating the training of

AEFs as they prepare for deployment.

Multiple aircraft Mission Design Series

(MDS) are currently under development
57

Air Force Top Procurement and

Modification Programs

Modernization

At the beginning of the last century, a relative few shared a vision and dream of

flight. Today at the dawn of a new century, the men and women of the Air Force

share a common vision of becoming a

light, lean, and lethal Expeditionary Aerospace Force. The Air Force Modernization Program is a critical enabler of that

vision. We will leverage technology to

improve combat effectiveness through

upgrades of legacy systems, selective new

starts, and investment in critical technology programs for advanced systems. This

revolution in military affairs we are undertaking requires a revolution in business affairs. The Air Force will continue

to lead the way in acquisition reform,

using proven commercial and industry

Weapon System

PROCUREMENT

C-17

F-22

CV-22 (Osprey)

JSTARS

EELV

JDAM

C-130J

Cargo Loaders

WCMD

AMRAAM

JSOW

UAVs

FY01

$ Millions

3,008

2,556

380

323

288

220

208

121

104

98

85

44

12

10

4

1

3

9,098

3

70

6,308

204

180

7

Weapon System

MODIFICATION

C-135 FLEET

MM III

F-15

C-5

F-16

T-38

KC-10

C-17

E-8B

B-1

FY01

$ Millions

445

379

201

128

119

115

36

31

31

29

for DMT. An initial delivery of F-15C

Mission Training Centers (MTC) has

been configured at Langley AFB, VA, and

Eglin AFB, FL, and will reach full operational capability in mid 2000. Contracts for new F-16 and AWACS DMT

simulators have been awarded and are

expected to be delivered this year.

Air Force civilians are an integral part of

the aerospace team. They work side-byside with airmen in some operational

roles, as well as most support roles. They

play an essential part in the development

and acquisition of the aerospace and information technologies that will maintain

the Air Force’s dominance. The active

component drawdown will increase their

presence in non-military essential functions and senior leadership positions

across the Air Force. To prepare them

for the 21st century, the Air Force is making a concerted effort to integrate military and civilian training, to the greatest

extent possible, and to streamline human

resource development services to simplify and speed delivery of cost-effective

training to the Total Force. In addition,

the Air Force is engaged in a top-to-bottom review of professional development,

training, and education for managers and

executives; general work force proficiency, specialized, and career progression training and education to maintain

minimum skill and currency; and the development of wage grade supervisors and

employees in the trade, craft, and technical maintenance fields. We have increased opportunities for professional

development through PME, developmental assignments with increasing command

and staff responsibilities, and through

participation in the Defense Leadership

and Management Program (DLAMP).

The goal is to produce technically proficient civilians who are well versed in Air

Force missions, structures, and doctrine.
58

MODERNIZATION

practices. We will develop and deliver

new technologies and weapon systems

more quickly and cheaper than traditional

DoD methods have allowed in the past.

Our challenge in formulating the modernization strategy is how best to balance

our sustainment and modernization efforts given the constraints we face and

the needs of the warfighter. Currently

60% of Air Force Total Obligation Authority is spent on sustainment and 40%

on modernization. We have funded both

modifications and procurement as highlighted in the tables on page 57.

The Air Force’s long range vision to become a light, lean, and lethal Expeditionary Aerospace Force complements Joint

Vision 2010-the conceptual template for

how America’s Armed Forces will channel the vitality and innovation of our

people and leverage technological

opportunities to

achieve new levels

of effectiveness in

joint warfighting.

Thus, our modernization focus is

synchronized with

Joint Vision 2010.

Now we must

carefully execute

our modernization

plan to extend our

position as the

world’s preeminent aerospace

power.

Full Spectrum Dominance

Full Spectrum Dominance is required to

provide the joint force freedom from attack, freedom to maneuver, and freedom

to attack at a time and place of our choosing regardless of weather. Key to this is

the Air Force’s current high-low mix

fighter force structure. This high/low

fighter force structure is based on a high

capability fighter, the F-15 now and the

F-22 in the future, to provide air superiority and a low cost fighter, the F-16 now

and the JSF in the future, in large numbers for attack capability. Another key is

the heavy bomber force, adding prompt

global reach independent of theater basing constraints and high-mass precision

engagement capability. America displayed its current aerospace dominance

with the success of Operation ALLIED

FORCE in Kosovo. Maintaining and improving the Air Force’s ability to achieve

future Full Spectrum Dominance is a primary objective of the Air Force Modernization Program.

Aerospace Superiority

The ability to control the vertical dimension so the joint force is both free from attack and free to attack is the key to achieving Full Spectrum Dominance. In the 21st

Century, aerospace superiority will depend

on the F-22 Raptor to defeat enemy aircraft;

the Space-Based Infrared System (SBIRS)

to provide early warning of long range hostile missile threats; and the Airborne Laser

(ABL) to provide a credible defense against

theater ballistic missiles.

The F-22 Raptor is the replacement for

the F-15. The F-22 will dominate the

vertical battlespace of the 21st Century

with its revolutionary combination of

stealth, supercruise, maneuverability, and

integrated avionics. The F-22, armed with

the AIM-9X infrared short range air-toWEAPONS

6%

36%

ATTACK

PLATFORMS

31%

SPACE

26%

AIRLIFT

1%

TMD

Balanced AF

Modernization

Effort

400+ Hrs

Flying Test Bed Avionics 

System Testing

45,000+ Hrs

Wind Tunnel Testing

10,000+ Hrs

Detailed Component 

RCS Testing

12,000+ Hrs

Flight Control Simulation

60,000 Hrs

Utilities & Subsystem 

Laboratory Testing

11,000+ Hrs

AIL Avionics Suite Testing

25 Different Antennas

Installed Performance Testing

14 Live Fire Tests 

On Aircraft Components

2,000+ Hrs

AIL Radar Lab Testing

10,000+ Hrs

Supplier Radar 

Laboratory Testing

4,000+ Hrs

Full Scale Aircraft 

Component RCS Testing

300+ Hrs

Full Scale 

Aircraft Pole Model Testing

50 Hrs

Aircraft LO Maintainability 

Testing

20,000+ Coupon Tests

of Composite and 

Metallic Materials

6,000+ Joint Tests

of Material Stackups

36

Total Includes 9 EMD Aircraft

AIRCRAFT

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

99

1

CY 01 97 98 00 02 03 04 05 06 07 08 09 10 11 12 13 TOTAL

534 Hrs Flight Testing
59

air missile, an improved AIM-120

AMRAAM missile, and the Joint Direct

Attack Munition will be able to destroy

threats to our forces in the air and on the

ground when it enters service in December 2005. In 1999, the F-22 logged its

500th flight test hour, continuing flight

envelope expansion, successfully demonstrating supercruise and high angle of attack post-stall flight with thrust vectoring. The F-22 avionics program also

made major strides with the early delivery of the Block 1 software to the manufacturing line for installation in the first

avionics test aircraft. Testing of future

versions of F-22 software was also initiated in the one-of-a-kind F-22 flying test

bed with the delivery of Block 2 in October. The unique capabilities of the flying

test bed to check out, modify, and verify

software performance prior to F-22 flight

testing will enable the rapid introduction

and check out of Block 2 and Block 3

avionics in CY00 and the initiation of F22 Block 3 fight testing.

The F-15C/D will remain the Air Force’s

lead air superiority fighter until the F-22

is operational. It is being upgraded to add

increased reliability and enhanced capabilities. These upgrades include the APG63(V)1 radar providing greatly improved

reliability; the APG-63(V)2 Advanced

Electronically Scanned Array (AESA)

radar providing improved performance;

the Joint Helmet Mounted Cueing System and AIM-9X missile providing a first

shot/first kill capability in the within-visual-range arena; enhanced combat identification for beyond visual range identification of airborne targets. Forty-eight

F-15C/Ds deployed in support of Operation ALLIED FORCE and shot down four

MiGs.

The Air Force is a major contributor to

DoD’s tiered architecture to counter the

ever-growing theater ballistic missile and

cruise missile threats. This architecture

is based on an integrated capability to

detect, classify, intercept, and destroy or

negate the effectiveness of enemy missiles prior to launch or while in flight.

This capability is vital to protect U.S. and

coalition forces, high-value assets, and

population centers within an assigned

theater of operations. Numerous Air

Force programs and systems discussed

throughout this document contribute to

this architecture. The SBIRS and the ABL

programs are critical in addressing the

theater ballistic missile threat. The Air

Force is aggressively pursuing new technologies within our laboratories to

counter the emerging cruise missile

threat. Many of these technologies have

been transitioned to current weapon systems. The Radar System Improvement

Program (RSIP) for the E-3 Sentry Airborne Warning and Control System is one

example, and the F-22 with its advanced

radar and sensor fusion capabilities will

capitalize on the newest technologies for

cruise missile defense.

The SBIRS includes both high and low

components that will provide missile

warning to national and theater commanders. It will improve our capability

to detect and track theater missile
60

MODERNIZATION

launches, cue missile defense systems,

and contribute to the characterization of

the theater battlespace and the technical

intelligence missions.

The integrated SBIRS architecture incorporates a “systems of systems” concept

that provides information for target acquisition, cueing and track data to interceptor systems, and a defense battle manager.

This cueing effectively extends an

interceptor’s range and effectiveness over

autonomous radars alone. The SBIRS

constellation consists of highly elliptical

orbit (HEO), geosynchronous orbit

(GEO), and low earth orbit (LEO) spacecraft that receive and transmit data to an

integrated ground system.

The SBIRS program has four associated

increments. Increment 1 consolidates Defense Support Program (DSP) ground processing into a master control station located at Buckley ANG Base in CO.

Increment 2 consists of two HEO sensors

and four GEO satellites with first launch

in FY04. Increment 3 will be comprised

of 24 LEO satellites with first launch in

FY06. Increment 4 will optimize the entire system and define requirements for

further deployment.

The ABL will be a key Air Force contributor to the Nation’s multi-layered theater missile defense architecture. It is

DoD’s only boost phase intercept systemwith a planned fleet of seven operational

aircraft. Last year, the Air Force successfully tested an improved version of its

flight-weighted laser module and also

demonstrated the baseline version of the

battle management software. Just this

past January, ABL accepted delivery of

its first 747 aircraft, with modifications

set to take place through early 2002. ABL

is on track for a lethal demonstration

against a theater ballistic missile in FY05.

Global Attack

Global Attack assets allow our Nation to

successfully conduct military operations

across the spectrum of conflict. Global

Attack programs include modernization

of the Minuteman III intercontinental ballistic missiles (ICBMs), B-1, B-2, and B52 bombers, and F-15E, F-16, and F-117

fighters. Coupled with precision-guided

munitions, these platforms produce a potent force for deterrence of both nuclear

and conventional conflict.

The Air Force is continuing to fund several ICBM modernization programs designed to extend the operational life of

the Minuteman ICBM weapon system

beyond 2020. The Guidance Replacement

Program (GRP) is replacing failing Minuteman guidance system electronics,

while the Propulsion Replacement Program (PRP) is remanufacturing all three

Minuteman solid fuel stages to correct

age-related degradations and maintain

weapon system reliability. A GRP full rate

production contract was awarded in December 1999, with a full rate production

decision on PRP scheduled for September 2000. The PRP first asset delivery to

Air Force Space Command is scheduled

for March 2001.
61

The current bomber inventory includes 94

B-52s (built 1960-1962), 93 B-1s (built

1980-1986), and 21 B-2s (built 1988-

1999). The B-1s are assigned to five main

operating bases, including the two Air

National Guard at McConnell AFB, KS

and Robins AFB, GA. This mix of bombers provides the capabilities required to

meet Air Force commitments — each can

attack from the U.S. The B-2 can penetrate against high-value, heavily defended targets; the B-1 is the conventional

interdiction workhorse and can penetrate

for high volume direct attack in a medium

threat environment; and the B-52

equipped with CALCMs provides long

range standoff precision and direct attack

in a low threat environment.

The B-2 can meet any global power projection mission, anytime, anywhere. The

Air Force continues to make improvements to the maintainability of the B-2’s

low-observable coatings and integrate advanced weapon systems beyond the Joint

Direct Attack Munition (JDAM) used

successfully by the B-2 over Kosovo, to

include the Joint Standoff Weapon

(JSOW), Joint Air-to-Surface Standoff

Missile (JASSM), and EGBU-28. The B1 and B-52 continue to provide firepower

to the joint force. Upgrades to the B-1

include the capability to carry JDAM and

improved defensive systems; a small

number of B-1s are already JDAM capable. The B-52H is now operationally

capable of employing JDAM; communications and navigation system upgrades

will keep it viable through 2040. An Air

Force Reserve (AFR) unit operates and

trains in the B-52H, providing significant

value to wartime mission readiness. The

Reserve is evaluating upgrades to improve the B-52H bomb bay camera that

will allow crew members to effectively

perform safety inspection for unspent munitions after bombing operations. Both

the B-1 and B-52 are being upgraded to

carry JSOW and JASSM.

The bomber force made significant contributions to Operation ALLIED FORCE. It

delivered over 6 million pounds of ordnance and struck over 50% of all Allied

Force targets. The B-2 destroyed 11% of

the total targets while flying only 1% of

the total sorties. The B-1 flew 100% of

sorties assigned and proved the performance of the ALE-50 towed decoy to

negate the effects of enemy fired surfaceto-air missiles. The B-52 maintained a

98% mission capable rate and led the attack with CALCMs. The use of data links

will greatly enhance flexible targeting capabilities, and coupled with the sustained

use of precision-guided munitions, will

increase the lethality of these EAF forces.

The F-15 Eagle and F-16 Falcon, the Air

Force’s legacy fighters which entered the

service in 1975 and 1980 respectively,

provide a potent mix of air-to-air and airto-surface capability. Operation ALLIED

FORCE reinforced the Air Force’s need to

ensure a viable fighter force structure

until legacy systems are replaced. While

the F-15E provides significant air-to-air

capability, it is optimized for the air-toground mission. Future planning calls for

a replacement for the F-15E to be procured in the 2015 timeframe. In the interim,

the Air Force continues F-15E mod-
62

MODERNIZATION

ernization activities. Improvements are

planned for electronic defenses, computers, and the addition of a fighter data link.

Twenty-four F-15Es deployed in support

of Operation ALLIED FORCE, and

expended more than 2.7 million pounds

of bombs and missiles in target destruction.

One hundred F-16 Block 40/50 aircraft

participated in Operation ALLIED FORCE

and delivered over 4,000 bombs on target. The principal lessons learned were

the need for Night Vision Goggle (NVG)-

compatible aircraft lighting, improved

precision targeting pod capability, and an

air-to-air interrogator. Kosovo also reconfirmed the need for the present major

modernization programs for the Block 40

and 50 aircraft covered under the Common Configuration Implementation Program (CCIP). CCIP includes a new aircraft computer, color displays, Joint

Helmet Mounted Cueing System

(JHMCS), AIM-9X, Link-16, and NVGcompatible aircraft lighting. The new

aircraft computer increases capacity and

throughput and solves diminishing manufacturing source problems while enabling

the use of future weapons systems. Color

displays will present aircraft and combat

information to the pilot more effectively

for easier interpretation as compared to

the present monochrome displays. The

JHMCS provides the off-boresight missile targeting capability to employ the

AIM-9X, the future high off-boresight

air-to-air missile. Link-16 will provide

the pilot improved combat situational

awareness and NVG-compatible aircraft

lighting will provide a permanent modification to the aircraft to allow the unencumbered use of NVGs. Additionally, the

Block 50s will receive an air-to-air interrogator capability and the ability to carry

both a targeting pod and the HARM targeting system pod to better conduct the

suppression and destruction of enemy air

defense (SEAD/DEAD) missions. One

of the major modification programs for

the F-16 Block 25-32 aircraft, principally

flown by Air National Guard (ANG) and

Reserve, is known as Combat Upgrade

Plan Integration Details (CUPID). CUPID consists of four separate upgrade

programs: Global Positioning System

integration, countermeasure systems

mechanization, Situation Awareness Data

Link (SADL), and NVG-compatible aircraft lighting. Global Positioning System integration will provide the ability

to accurately deliver smart munitions.

The improved Counter-Measure System

mechanization will enhance the self-protection capability. Situation Awareness

Data Link (SADL) will provide the pilot

improved combat situational awareness.

NVG-compatible aircraft lighting will

enhance the aircraft’s night combat role.

The Joint Strike Fighter (JSF) is the “low

end” of our high/low affordable fighter

mix philosophy — ensuring sufficient

quantities of very capable attack aircraft

to give the U.S. dominant force across the

spectrum of conflicts. The JSF program

will develop and field a highly-common

family of next-generation strike fighter

aircraft for the Air Force, Navy, Marine

Corps, and our allies. Current program
63

emphasis is on facilitating the evolution

of fully validated and affordable joint

operational requirements, demonstrating

cost-leveraging technologies and concepts, and completing the Concept Demonstration Phase. First flights of the contractor demonstration aircraft are

scheduled for the spring of 2000. The

Engineering and Manufacturing Development phase will begin in FY01.

The F-117 Nighthawk plays a key role in

global attack as it penetrates dense threat

environments and delivers precision

weapons against high-value, highly defended, and time-critical targets. The Air

Force continues to modernize this

weapon system to improve capability,

survivability, and sustainability in the 21st

Century. The top modernization program

is Single Configuration Fleet (SCF),

which provides the fleet with a single radar absorbent material configuration, reducing maintenance man-hours by 50 %.

The need to employ precision, allweather, GPS/INS weapons was reinforced during Operation ALLIED FORCE;

this capability is included in Block Cycles

1 and 2 upgrades.The smart weapons program will incorporate all-weather JDAM,

WCMD, and the EGBU-27. Operation

ALLIED FORCE highlighted the need for

smart weapons on the F-117 as over 50%

of the F-117 sorties were cancelled for

weather, impacting the ability to deliver

ordnance.

Modern warfare has led to an increase in

airborne combat under the cover of darkness. To “Own the Night,” the Air Force

is pursuing a multi-faceted strategy. First,

we are upgrading our F-16 aircraft with

the Night Vision Imaging System (NVIS).

This upgrade ensures the aircraft internal and external lighting is compatible

with night vision devices. Second, we

are procuring and fielding F-4949 and

AN/PVS-7 Night Vision Goggles for our

air and ground personnel. Third, we are

developing the next-generation of NVGs

called Panoramic Night Vision Goggles

(PNVGs). For the Block 25-32 F-16 aircraft, the LITENING II Pod procurement

is the number one priority program undertaken by the Reserve and Guard from

FY99 to FY04. In addition to LITENING

II Pods, the Reserve is planning to procure more advanced Multi-Function Displays for its F-16 fleet starting in FY01.

These efforts will effectively enable the

Reserve to meet modern combat standards and better serve as a member of the

Total Force. All of these modernization

activities will significantly improve personnel safety, operational tactics, and

mission effectiveness.

The Air Force is also actively upgrading

laser eye protection for aircrew and

ground personnel from a wide range of

lasers. The Air Force initiated a threephase Engineering and Manufacturing

Development program in FY99 to counter

this emerging threat. The threat includes

military lasers, commercial lasers, and

foreign lasers specifically developed to

damage the eyes or cause temporary vision loss. The ultimate goal in developing laser eye protection is to provide full

retinal coverage at any angle, while allowing visibility of the aircraft cockpit

displays and good light transmission for
64

MODERNIZATION

use in night operations. The FY01

President’s Budget includes $13.8M to

procure over 26,000 devices.

Precision Engagement

As shown in Operation ALLIED FORCE, theater commanders must have the ability to

strike targets precisely in adverse weather

conditions while minimizing risk and

collateral damage. The Air Force’s new

generation of guided weapons uses the

Global Positioning System (GPS),

coupled with an inertial navigation system (INS), to put bombs on targets precisely, night or day, in all weather conditions. Because our legacy precisionguided munitions (GBUs/LGBs) can generally be employed successfully only in

clear weather, the Air Force is upgrading

limited quantities with GPS/INS guidance units giving them an immediate allweather capability. The Conventional Air

Launched Cruise Missile (CALCM),

Joint Air-to-Surface Standoff Missile

(JASSM), Joint Standoff Weapon

(JSOW), Joint Direct Attack Munition

(JDAM), and the Wind-Corrected Munitions Dispenser (WCMD) are among the

Air Force’s high-priority precision engagement programs.

CALCM is a long-range, large payload

cruise missile employed by the B-52

against high priority and heavily defended

targets. CALCM continues to be the

CINC’s first strike weapon of choice during contingency operations, as demonstrated by its superb performance during

Operations DESERT FOX and ALLIED FORCE.

Current replenishment programs will

convert an additional 322 ALCMs to

CALCMs by July 2001. Future plans call

for the initiation of an extended range

CALCM (CALCM-ER) program to fill

mid-term long-range cruise missile needs.

JASSM is a highly accurate, stealthy,

standoff missile employed by both fighters and bombers to destroy heavily defended, hard, fixed, and relocatable targets with virtual impunity. As a result of

acquisition reform, the JASSM price is

one quarter of the cost, and its development schedule is half the time, of similar

missile programs. JASSM is currently

undergoing flight tests during Engineering and Manufacturing Development and

is scheduled to begin production deliveries in 2003 with 768 JASSMs purchased

by the end of the FYDP.

JSOW is an accurate, adverse-weather,

glide munition, which was successfully

employed in Kosovo and Iraq in 1999.

Weapons Integration Timeline

Current

BOMBERS

B-1

JDAM

SFW

CBU-87-89

B-2

JDAM

SFW

CBU-87-89

B-52 JDAM

CBU-87-89

FY00

JSOW

JSOW

SFW

WCMD

FY01 FY02

WCMD

JASSM

FY03

JASSM

JSOW

JASSM

FY04 Future

FIGHTERS

F-15 SFW

CBU-87-89

F-16 SFW

CBU-87-89

F-22

SFW JASSM

JDAM

JSOW

WCMD

WCMD

JDAM

JSOW

JDAM

JDAM

Current FY00 FY01 FY02 FY03 FY04 Future

F-117 WCMD
65

The Air Force will use it to deliver cluster munitions that seek and destroy armored and soft targets at ranges up to 40

nautical miles. We are buying two variants: the JSOW/A delivers 145 Combined Effects Bomblets and the JSOW/B

delivers 6 BLU-108 anti-armor

submunitions. We will procure 3,000 of

the A variant and 3,114 of the Bs. We

took our first JSOW deliveries in November 1999.

JDAM provides the Air Force the capability to deliver 1,000- and 2,000-pound,

general-purpose and penetrator warheads

in adverse weather with precision accuracy. We will use JDAM to destroy highpriority, fixed, and relocatable targets

from multiple platforms. The first operational use of JDAM was from a B-2

during the first night of Operation Allied

Force. The B-2/JDAM combination was

96% effective and targets attacked using

JDAMs were damaged or destroyed 87%

of the time. The current plan is to buy

more than 40,000 JDAM kits from FY01-

FY05, with a total program buy of approximately 62,000 kits.

The Miniaturized Munitions Capability

(MMC) program is in the Concept Exploration phase with supporting work ongoing in the laboratories. Two laboratory

technology demonstrations being evaluated in the MMC program are the Small

Smart Bomb (SSB) and Low Cost Autonomous Attack System (LOCAAS).

SSB is a 250-pound to 500-pound class

penetrator with GPS/INS and a terminal

seeker. LOCAAS is a 95-pound minicruise missile with a LADAR seeker, a

3-mode warhead, and a miniature turbojet engine enabling a 100-km range and

30 minutes of search for mobile targets.

The objective is to field adverse-weather

precision munitions that are significantly

smaller in size and provide increased

combat effectiveness against fixed,

relocatable, and mobile targets. This

would enable carrying more weapons per

sortie and increase sortie effectiveness,

key to such aircraft as the B-2, F-22, F117, and JSF where carriage is limited to

the internal bay for stealth reasons. Interim results from the on-going Analysis

of Alternatives (AoA) points to the MK82 (500-pound) JDAM as a near-term low

risk solution against fixed targets. With

internal weapons rack modifications, B2s and B-1s would be able to carry approximately 80 Mk-82 JDAMs per sortie, significantly increasing target kills per

sortie.

Wind Corrected Munitions Dispenser

(WCMD) is an INS-guided tail kit that

enables us to accurately deliver dispenser

weapons from medium to high altitudes.

WCMD tail kit-equipped weapons are expected to be available in late 2000. We

will buy 40,000 tail kits for integration

with Sensor Fuzed Weapon (SFW), Combined Effects Munition, and the Gator

mine dispenser.
66

MODERNIZATION

The Sensor Fuzed Weapon, when mated

with a WCMD, will provide a first time

capability to accurately engage armored

targets from medium to high altitudes.

We plan to buy 5,000 SFWs, all of which

will be mated with the WCMD.

This combination of next generation

weapons provides a balanced force structure enabling our warfighting CINCs an

unprecedented ability to attack targets

with highly accurate weapons at any time

of the day or night in adverse weather

and survive the hostile environment well

into the 21st Century.

Information Superiority

The capability to collect, process, and

disseminate an uninterrupted information flow while exploiting or denying the

adversary’s ability to do the same, will

be critical to success in future military

operations. Integrating Command and

Control, Intelligence, Surveillance, and

Reconnaissance (C2ISR) assets enables

the Air Force to leverage combat capabilities to the maximum extent. Our evolutionary modernization plan to support

the EAF includes upgrades to many systems within the information superiority

core competency.

A robust C2ISR infrastructure is key to

providing an uninterrupted and timely

flow of information. The Air Force has

embarked on a study to analyze end-toend bandwidth requirements, with the

goal to ensure sufficient funding is programmed to meet warfighter requirements.

The Aerospace Command and Control,

Intelligence, Surveillance and Reconnaissance Center (AC2ISRC) is the Air Force

organization tasked to standardize and

integrate Air Force C2 and ISR systems

across joint and coalition systems and

create a C2ISR investment plan that meets

future challenges. AC2ISRC is working

to rapidly identify, through joint experimentation, advanced capabilities to transition to the theater commanders that will

enable them to get inside an adversary’s

operating cycle and use information

against the enemy. AC2ISRC’s key thrust

is creating a “reach back” air operations

center that provides modernized command and control through the Global

Combat Support System (GCSS-AF) and

the Theater Battle Management Core

System (TBMCS) program.

JSTARS and AWACS provide theater

commanders real-time, wide-area surveillance of enemy ground and air movements. The delivery of three aircraft in

FY00 will increase the JSTARS fleet to

eight aircraft. In addition, we are developing enhanced JSTARS capabilities

through the Radar Technology Insertion

Program (RTIP), which will significantly

improve situational awareness and realtime processing of fixed and mobile targets. Air surveillance will also be improved when the AWACS fleet achieves

initial operational capability with the

Radar System Improvement Program

(RSIP) in June 2000. RSIP provides increased detection range for low radar

cross section targets.
67

The Air Force’s Unmanned Aerial Vehicle

(UAV) programs, Predator and Global

Hawk, are maturing rapidly to support

intelligence, surveillance, and reconnaissance operations. During Operation ALLIED FORCE in Kosovo, we took real-time

video imagery from Predator and fused

it with digital terrain data on the ground

in Italy to produce highly precise target

coordinates for our precision- guided

munitions. These coordinates were then

relayed to attack aircraft, typically in

minutes. The potential for JSTARSPredator integration was demonstrated by

manually correlating data from both platforms—laying the ground work for future automated correlation and exploitation of the data. We also took Predator

beyond its normal ISR mission and into

the realm of attack operations by equipping it with a laser target designator. Although the laser designator has not been

used in combat, it has been tested, and

has the capability to allow laser-guided

bombs to be dropped through weather.

Air Combat Command is in the process

of developing a long-range plan to incorporate a laser designator into the sensor

package on all Predators.

The Air Force will continue to exploit the

technological promise of UAVs and explore

their potential uses over the full range of

combat missions. At present, the Air Force

has committed $80M across the FYDP to

support the Defense Advanced Research

Projects Agency (DARPA) Phase II Unmanned Combat Air Vehicle (UCAV) Advanced Technology Demonstration (ATD),

which is designed to answer multiple questions regarding the potential application of

UCAVs throughout the spectrum of conflict, with emphasis on C2ISR feasibility.

Global Hawk is approaching the end of

its Advanced Concept Technology Demonstration (ACTD). It is in the user demonstration phase and has achieved over

27 hours endurance on a single flight,

reached over 66,000 ft. altitude and totaled nearly 500 hours of flight time. It

has participated in several joint exercises,

including an over-water flight to and from

Alaska and transmitting imagery to ANG,

Air Force, Navy and Marine Corps units.

Following a Milestone II acquisition decision in late 2000, the Air Force will

begin a one-year design update period and

produce two post-ACTD air vehicles.

The Global Hawk program will provide

a cost-effective and useful system to the

user at the earliest possible date through

spiral development of platform, sensors,

and other capabilities.

Global Hawk’s first Outside Continental

United States (OCONUS) deployment

will occur March 2001 when it deploys

to Australia under a 50/50 cost-share

agreement with the Australian government. This will be Global Hawk’s first

opportunity to demonstrate its

interoperability with a coalition ground

exploitation system. Other nations have

also expressed interest in Global Hawk

and its capabilities.

C2ISR Modernization

AWACS

RSIP

SYSTEM

6 23 2 2

Baseline

6C+

Baseline

7

3 Payloads

on Orbit

GBS

IOC

IOC

IOC

ACTD

Complete

Final

Delivery

First

Delivery

JSTARS

Deliveries

Current FY00 FY01 FY02 FY03 FY04 FY05 Future

Rivet Joint

Upgrades

Discoverer

II

GBS/

Wideband

Advanced

EHF

Predator

Global Hawk

GPS IIF

Baseline

8

First

Launch

First

Gapfiller

Launch

Two

Gapfiller

Launches

Advanced

Wideband

System

First 

Launch

FY06

Demo

Launch

RTIP

IOC
68

MODERNIZATION

When Global Hawk begins operations

with Block 5 aircraft in FY03, it will be

used to augment the U-2 fleet, enhancing the Air Force’s overall ISR capabilities. In the long-term, the Air Force expects to improve Global Hawk payload

capabilities to the point where it could

fulfill many missions now executed by

U-2 and JSTARS.

The U-2 and RC-135 Rivet Joint continue

to be the primary DoD aircraft for ISR

data collection to support the joint forces

commander. The Air Force is currently

upgrading the U-2’s defensive system

capabilities and synthetic aperture radar

to provide near-real-time targeting capability for precision-guided munitions.

The first reengined Rivet Joint is undergoing flight testing and will provide improved battlefield coverage as a result of

higher altitude and longer loiter times.

Discoverer II is seeding the transformation to global space-based surveillance.

The Air Force’s Discoverer II partnership

with the National Reconnaissance Office

(NRO) and DARPA will develop and

demonstrate space-based radar capabilities against time-critical moving ground

targets in FY 2005. Discoverer II is a

two-satellite R&D program that will demonstrate affordable satellite manufacturing by leveraging commercial processes,

provide key enabling technologies for

advanced radar payloads, and show the

operational benefit of the deep-look, continuous, broad-area coverage space provides against an adversary’s ground moving targets. Satellite design trade studies

are ongoing by three competing contractor teams: Lockheed-Martin; TRW and

Spectrum Astro; and Northrop-Grumman

and Raytheon. Each team has successfully completed initial hardware tests for

competing radar payload designs.

As the developer and operator of the Global Positioning System (GPS), the Air

Force provides the world continuous position, velocity, and timing data in all

weather, to an unlimited number of users, free of charge. For the Joint

warfighter, GPS navigation information

is being integrated into nearly all facets

of the modern battlefield. The Air Force

is modernizing GPS systems and fielding GPS navigation warfare upgrades that

will ensure continued U.S. and allied

military access to GPS while preventing

adversarial use and preserving civil use

outside of an area of operations.

Modernization also includes transitioning

the ground control segment from a legacy

system to a distributed architecture that

will facilitate full utilization of the increased capabilities being incorporated

into the next generation of space vehicles.

In order to address the evolving and expanding threats to GPS, the FY01 budget provides funding for the addition of

a new military code and a high power spot

beam on future satellites. The FY01 budget request expands the program from last

year, providing additional power to military users in a region of conflict and providing military and civil signals on earlier satellites. This modernization

program provides the warfighter with significant increases in protection of military GPS signals from intentional and unintentional interference, beginning with
69

initial deployment of satellites and receivers equipped to process new military signals in the last half of this decade and

growing to provide a worldwide robust

system about 10 years later. Once fielding of the new equipment is complete, we

will have a secure worldwide navigation

and timing source for all our weapon systems, augmented by higher power signals

in one or more theaters of operation simultaneously as required by senior unified commanders.

MILSATCOM systems, notably the Defense Satellite Communications System

(DSCS) and Milstar, continually support

contingency and current operations.

These systems place powerful communication tools in the hands of battlefield

commanders and warfighters around the

world, enabling information reachback to

CONUS, continuity with the National

Command Authority, and intra-theater

communications. Global Broadcast Service will replace DSCS. Advanced Extremely High Frequency (EHF) will replace Milstar in FY06.

Rapid Global Mobility

Modernization of the Air Force’s mobility assets is integral to the daily execution of our National Security Strategy

(NSS) and is integral to supporting the

EAF concept. Acquisition of the C-17

Globemaster III through 2005 remains the

flagship of airlift modernization. The C17 will replace the C-141 Starlifter force.

The Air Force has fielded 57 C-17s and

key mobility studies could result in additional buys beyond the currently planned

force of 135. The Mobility Requirements

Study FY05 (MRS-05), an update to the

1995 Mobility Requirements Study/Bottom-Up Review Update, will determine

the ultimate mix of end-to-end mobility

assets. MRS-05 results are scheduled to

be released in spring 2000. Using MRS05 data, Air Mobility Command’s Oversize and Outsize Analysis of Alternatives

will determine the most cost-effective

strategic airlift fleet mix to achieve our

National Military Strategy from various

postures of engagement. The Tanker

Requirements Study for FY05, baselined

from MRS-05, will determine the number of tankers needed to carry out the

NSS.

The C-130 Avionics Modernization Program (AMP) and procurement of the C130J will consolidate 20 C-130 aircraft

configurations into two supportable configurations. AMP will install a state-ofthe-art avionics suite to increase reliability, maintainability and sustainability of

the C-130 fleet well into future, and eliminate the navigator and simplify training

and operational employment. The program will make the aircraft Global Air

Traffic Management (GATM) compliant

and meet identified navigation and safety

mandates.

The Air Force plans to procure the C-130J

to replace its oldest 1960’s vintage C130Es. The C-130J will provide increased range, performance, and cargo

capacity over the current C-130E/Hs. The

Air Force Reserve and Air National

Guard C-130 fleet will undergo an exten-
70

MODERNIZATION

sive AMP that will be followed by a structural, engines, and environmental improvement program. The tactical airlift

mission will continue its modernization

transformation with the addition of C130Js. Four C-130Js are being delivered

to Reserve units this year while several

more are on contract for future delivery.

The Air Force has begun a Large Aircraft

Infrared Countermeasures (LAIRCM)

initiative to counter increasingly prolific

Man-Portable Air Defense Systems

(MANPADS). LAIRCM will use stateof-the-art technology to provide active

defenses for airlift- and tanker-sized aircraft against widely deployed shoulderlaunched surface-to-air missiles.

LAIRCM will build on existing systems

designed for helicopters and small fixedwing aircraft. It will add new missile

warning and tracking systems to locate

and direct the laser at an incoming missile. The laser will jam the missile, driving it away from its target. Operational

capability is expected on the first C-17s

in FY03, with C-130s receiving LAIRCM

beginning in FY04. Additional airlift and

tanker aircraft will be outfitted with this

system later in the FYDP.

Equipping a limited number of aircraft

with LAIRCM gives the Air Force an initial capability to support a small-scale

contingency or other missions that require

this additional IR missile protection. A

major advantage of LAIRCM over traditional IR countermeasures is the ability

to counter an incoming IR missile without deploying self-protection flares as

currently used. This greatly reduces the

complicated logistics and political sensitivities associated with the use of flares.

Whether employing on-scene Aerospace

Expeditionary Wings or deploying contingency forces in response to a crisis,

mobility assets make the difference in

speed and stamina. Procurement of the

60,000-pound capacity (60K) Tunner aircraft loader and Next Generation Small

Loader (NGSL) will replace aging equipment and significantly increase throughput and our ability to rapidly offload

cargo from both military and commercial aircraft. We are moving forward with

the application of space assets to enhance

mobility operations via “In-Transit Visibility,” a satellite linked worldwide identification and tracking system.

KC-135 Pacer CRAG (Compass, Radar,

and Global Positioning System) upgrades

are replacing 1950’s technology compass

and radar systems. Pacer CRAG eliminates the navigator on most missions,

improves operational capability and reduces maintenance-related costs. The

KC-135 is also being upgraded with

TCAS (Traffic Alert and Collision Avoidance System) and TAWS (Terrain Avoidance Warning System), systems vital in

today’s crowded skies. Pacer CRAG

serves as the foundation for the Global

Air Traffic Management (GATM) modification, ensuring unrestricted access to

global airspace and will meet FAA and

ICAO requirements.

Mobility Upgrades Timeline

R&D Delivery

Current

pg

GATM

GANS C-141

C-17

Avionics C-130E/H

C-5 AMP

LAIRCM

on C-17

LAIRCM

on C-130

C-17 C-130 AMP C-5 AMP

LAIRCM

Engine C-5 HPT

C-17

C-17 12 10 14 15 15

19 5 2 3 1

C-130

C-130

AMP

C-5

RERP

C-5

RERP

C-130J

FY00 FY01 FY02

C-17

FY03

KC-10

KC-135

C-5

FY04 Future

Aircraft

Material

Handling

Equipment

Tunner

Loader

NGSL

38 38 51 48 20

IOC

/
71

C-5 Galaxy modernization continues to

be a top mobility airlift priority to improve our global rapid response and delivery of outsize and oversize cargo. Improving C-5 reliability, maintainability,

and availability while reducing operating

costs are the cornerstone objectives to

improving fleet capability. The Air Force

has in place a multiphase modernization

plan for the C-5. It includes an ongoing

high-pressure turbine upgrade to the engines, an avionics modernization program

to comply with new GATM requirements

of the 21st Century, and a reliability enhancement and re-engining program.

Our procurement of the full complement

of required C-17s and CV-22s; aggressive C-5, C-130, and KC-135 modernization programs; procurement of new

ground handling equipment; and global

access, navigation, safety, and avionics

upgrades to the entire mobility fleet will

ensure Global Reach well into the 21st

Century.

Likewise, the Evolved Expendable Launch

Vehicle (EELV) will provide the Nation

rapid access to space. EELV will institutionalize payload processing with a fleetwide standard payload interface specification and standard launch pads. Key benefits

include 24-month payload to booster build

integration timelines (reduction of 50%

over today’s systems) and common mating

procedures. EELV standard launch pads

and pad operations will reduce on-pad cycle

time to 1-9 days versus 60-180 days for

current launch systems.

Boeing will develop a Delta IV family of

launchers around a common core booster

which will be powered by a new Boeing/

Rocketdyne liquid hydrogen/liquid oxygen RS-68 engine. This 650,000-pound

thrust engine is the first new liquid propulsion engine developed in the U.S.

since Rocketdyne developed the space

shuttle main engine in the early 1970s.

Lockheed Martin’s family of launchers

is also developed around a common core,

which will be powered by the

Energomash RD-180 liquid oxygen/kerosene engine. This 860,000-pound thrust

engine is derived from the RD-170 engine currently used in the Russian space

programs. The RD-180 is the world’s

highest specific thrust liquid oxygen/

kerosene engine. It is reliable, demonstrated, and currently ready for its first

launch of a commercial payload in a

Lockheed Atlas III. To ensure a foreign

supplier cannot deny the U.S. access to

space, it is DoD policy that former Soviet Union propulsion systems must be

converted to U.S. production prior to use

for national security missions. The use

of the Energomash RD-180 engine leverages Russian investment in developing

over 50 new engines in the past 40 years,

transfers unique Russian technology to

U.S. manufactures, and provides a path

for cooperative ventures between Russia

and the United States.

Agile Combat Support

Through Agile Combat Support (ACS),

the logistics and combat support communities create, deploy, sustain, and protect

personnel, assets, and capabilities across
72

MODERNIZATION

the spectrum of operations. A strong and

robust ACS is key to the success of the

EAF concept and supports the Air Force

core competency of Rapid Global Mobility. Effective beddown support and

sustainment allow deploying forces to

downsize the amount of equipment to

start up and sustain base operations. This

reduced deployment footprint lowers the

need for prepositioned assets and airlift

requirements.

To meet these needs, the Air Force is revamping its combat support systems in

many areas. Time-definite delivery provides users with reliable, predictable delivery of mission-critical parts and reduces inventory investments. Reachback

provides ready access to rear or U.S.

based organizations for support, reducing the deployment footprint, and saving

associated costs. Logistics Command

and Control (C2) and other logistics decision support tools leverage information

technology, improve base support planning, and enhance tailoring deployment

packages for specific locations and scenarios. Global Combat Support SystemAir Force (GCSS-AF) is a key enabler of

ACS and provides a framework for integrating our critical combat support information systems and processes across

functional areas. It will provide the

warfighter and supporting elements with

timely, accurate, and trusted ACS information to execute the full spectrum of

military operations. Leading edge technologies, such as Survey Tool for Employment Planning, will continue to enhance ACS in the future.

Science and Technology

The Air Force is committed to a strong

science and technology (S&T) program

that will enable a fully integrated aerospace force to meet the challenges of the

21st Century. The Air Force S&T investment strategy has been focused through

a series of six integrated technology

thrusts–Space Superiority, Information

Dominance, Agile Combat Support, Aircraft Sustainment, Training for

Warfighting, and Precision Strike–that

directly correlate to and will fully enable

the Air Force’s six core competencies.

These six integrated technology thrusts

are multidisciplinary and are distributed

across the majority of the ten technology

areas in which the Air Force invests. The

portion of the Air Force S&T budget relating to space will be doubled by FY05

relative to FY99, in recognition of the

growing importance of space to all facets of Air Force operations. Topline funding for Air Force S&T has improved over

last year’s President’s Budget request.

The additional funding has, for the most

part, gone into two areas: Basic Research

(Budget Activity 1) and Propulsion. InAF Science and Technology

is Strong Across Key Areas

BUDGET ACTIVITY (BA)

AIR FORCE S&T FY01 TOTAL BUDGET

$1.291 Billion

TECHNOLOGY AREAS

38%

$495M

16%

$206M

46%

$590M

16%

BASIC RESEARCH

$206M

6%

AIR VEHICLES

$75M

5%

DIRECTED ENERGY

$70M 7%

Human

Effectiveness

$95M

1%

Dual Use

$10M

7%

INFORMATION

$95M

9%

MATERIALS

&MFG

$109M

5%

MUNITIONS

$68M

16%

PROPULSION

$204M

9%

DII / SBL

$117M

(BA)

6.3

(BA)

6.1

(BA)

6.2

11%

SENSORS

$136M

8%

SPACE VEHICLES

$104M
73

deed, one result of the changes has been

to make Propulsion (i.e., air- and spacerelated propulsion technologies) the

single largest investment area in Air Force

S&T (approximately 16% of the total.)

Moreover, special emphasis is being

placed on technologies that will make

both current and future weapon systems

“lighter, leaner, and more lethal,” thereby

directly supporting the Expeditionary

Aerospace Force concept. Also, detailed

planning efforts have been completed that

identify high payoff investments in directed energy technologies for the full

spectrum of operations.

In recognition of the importance of an

agile, highly competent workforce to our

future success, the Air Force Research

Laboratory (AFRL) has instituted major

personnel initiatives under the Laboratory

Demonstration Program. Additionally,

AFRL is now building new collaborative

arrangements with universities and industries under the auspices of the S&T

Workforce for the 21st Century (STW21) Study. This government-operated,

collaborator-assisted approach will consist of a team of career civil servants,

military scientists, and engineers, and collaborators from the top academic and industrial research groups and Federally

Funded Research and Development Centers (FFRDCs). The objective is to engage a small number of non-government

collaborators with high national repute to

augment the AFRL’s on-site government

technical workforce.

Several new civilian personnel initiatives

are also being explored under STW-21

that should enhance AFRL’s ability to attract the best and brightest cadre of civilian scientists and engineers. A contingent

appointment authority would provide the

ability to immediately hire civilian scientists and engineers for up to 5 years

(with a 1-year extension). A second initiative allows appointment of up to 50

eminent civilian scientists and engineers

for up to 4 years (with an option to extend 2 years) at salaries up to Level 1 of

the Executive Schedule. Another initiative we pursued is high-grade relief to allow AFRL to manage grade/salary levels

without artificial constraints. FY00 legislation has already provided AFRL with

this exemption, and we thank Congress

for this relief.

Through a carefully balanced investment

portfolio of basic research, applied research, and advanced technology development, the AF S&T program will both

protect the future and transition focused

technologies to current and planned

weapon systems to improve their performance, supportability, and affordability.
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INFRASTRUCTURE

The end result is the assurance our

warfighters will have the tools they need

to remain technologically superior in the

new millennium.

Acquisition Reform

The criticality of the revolution in business affairs demands our commitment to

continuous acquisition reform. We have

taken major steps toward commercial offthe-shelf solutions, migration from military specifications to commercial standards, and increased commitment to cooperative development programs. We are

institutionalizing acquisition reform initiatives such as Cost As an Independent

Variable (CAIV), and Reduction of Total

Ownership Cost (R-TOC) to improve

affordability. Our R-TOC program establishes a comprehensive, long-term,

cradle to grave process for Air Force cost

reductions.

We will continue to look for new areas in

which we can improve our ability to deliver systems and capabilities faster and

smarter. Promising areas include the integration of the requirements and acquisition processes, cycle-time reduction initiatives, contractor incentive programs,

evolutionary acquisition guidance, commercial services, streamlining of the

modification management process, and

further improvements in electronic business/electronic commerce with such initiatives as the Automated Business Services System and Electronic Posting

System.

The Air Force FY01 Modernization Program is a balanced approach to securing

the required capabilities for Joint Vision

2010 and the Expeditionary Aerospace

Force. We are upgrading existing equipment that is still viable and procuring

revolutionary new weapon systems where

they are needed.

Infrastructure

Combat support provides the foundation

that enables global engagement and is a

linchpin that ties together Air Force core

competencies. It includes those actions

taken to create, deploy, employ, generate,

sustain, maintain, protect, and redeploy

aerospace personnel, assets, and capabilities through all peacetime and wartime

military operations. The fundamental

mission for infrastructure incorporates the

unique contributions and capabilities of

aerospace power: speed, flexibility, versatility, and global reach. It is a collection of physical elements, such as squadron operations buildings, and processes,

such as the military personnel flight operations. Infrastructure supports operations across the spectrum of conflict in

both garrison and expeditionary environments. Some infrastructure areas of concern are mission and base property related. Some areas of advancement are in

flight ranges, environment, and space infrastructure.

Reduction of Total Ownership Costs

FY 00 01 02 03 04 05 06 07 08 09

$100 

$200 

$300 

$400 

$500 

$600 

$700 

$800 Million

Planned Investment

Projected Savings
75

Mission Related

Infrastructure

Getting our forces there safely and ready

to fight has become more crucial than ever

in the rapid response environment we now

live in. Our en route petroleum infrastructure equipment and reserves stand ready

to support airlift operations worldwide.

However, antiquated fuel systems are a

major impediment to air mobility and

their timely support to the warfighter. As

the airlift fleet modernizes, these old fuel

systems will be the number one reason

why we cannot meet the theater CINC’s

delivery schedule of combat troops and

equipment. Especially hard-hit is the Pacific theater which suffers from a 50-yearold system that constantly fights corrosion in the humidity of the tropics. We

have Defense Logistics Agency (DLA)

Military Construction (MILCON)

projects valued at $275M from FY01

through FY05 to both upgrade and increase that support. Other en route infrastructure has experienced a severe funding shortfall over the past decade. An air

mobility survey team identified over $1B

of en route infrastructure deficiencies.

Inadequate infrastructure has a drastic

negative effect on cargo throughput supporting geographical CINCs. Worldwide

air mobility en route system infrastructure has downsized and is deteriorating.

In 1992 we supported 40 locations — today we support just 12. The Air Force

needs continued strong congressional

funding support for mission related infrastructure, most notably in the European

and Pacific theaters. Host-nation funding helps; however, that support can be

limited and/or unpredictable. In addition,

because today’s changing strategic environment will involve the Air Force in numerous contingencies in unpredictable locations, access agreements to strategic

locations are becoming more critical. The

Air Force is working very hard to ensure

continued access to these “gateways”

which allow air power to be applied anywhere in the world, anytime, while we

have reduced the U.S. footprint abroad.

Significantly increased infrastructure investment and access agreements will be

key as the Air Force continues to maintain global power projection across the

spectrum of conflict.

Military Construction and

Real Property

Maintenance

In the competition for funds, military

construction (MILCON), and real property maintenance (RPM) often lose out

to more pressing requirements. In addition, funding available for MILCON and

RPM could be better spent if the Air Force

base infrastructure were properly sized

for the force structure it supports.

In the past decade, reductions in Air Force

manpower and force structure have outpaced those in infrastructure. As a result,

the Service is spending scarce resources

on unneeded facilities, spreading its airmen too thin, and struggling to maintain

readiness and its modernization program.

The need to fund higher priority programs
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INFRASTRUCTURE

has caused the Air Force to invest less in

base operating support, real property

maintenance, family housing, and

MILCON than it otherwise would have.

For FY01 our MILCON request is approximately one-third of our validated

need. To enhance readiness the Air Force

must be allowed to reduce its base structure. Consequently, the Air Force fully

supports Defense Secretary Cohen’s proposal for two additional BRAC rounds.

The FY01 Air Force MILCON budget request is $596 million, which funds the Air

Force’s highest priority MILCON

projects. Congressional support for this

budget request is appreciated, especially

for overseas infrastructure. Host nation

support alone is insufficient to preserve

the infrastructure and quality of life initiatives in Europe, the Pacific, and elsewhere. The emergency funding the Congress provided in FY99 for overseas

MILCON projects was much needed. If

the Congress decides to provide the Air

Force additional MILCON funding, consideration should be given to overseas

MILCON projects to address readiness

and quality of life requirements for our

airmen on the front lines.

RPM is funded at a minimum sustainment

level intended to accomplish only the dayto-day maintenance required to sustain

real property facilities and infrastructure.

It does not provide the resources necessary to reduce the backlog of repair and

maintenance. As a result, our backlog of

repair and minor construction is over $4B

and will continue to grow.

Ranges and Environment

Maintaining continued access to Air Force

land, ranges, and airspace is vital to sustaining mission readiness. The Air Force

recognizes the need to balance its test, training, and readiness requirements with responsible environmental stewardship. Over

two-thirds of Federal lands are accessible

for various public uses. The Service actively participates in collaborative processes

and regulatory partnering initiatives that enhance our military operations, address public interests in compatible uses (such as

hunting, grazing, etc.), and safeguard the

natural and cultural resources on our test

and training ranges. This year we started

construction of a new training range in

Idaho which will significantly enhance local training for our Air Expeditionary Wing

at Mountain Home AFB. The success of

this range initiative was the result of extensive cooperation between the Air Force and

State and Federal agencies, dialogue with

Native Americans, active public involvement, and strong Congressional support.

We were able to find common ground

which allowed us to not only enhance our

operations but also end 10 years of conflict

and enter a new era of cooperation.

Additionally, this year Congress renewed

the withdrawal of public lands which comprise the Barry M. Goldwater Range in AZ

and the Nellis Air Force Range in NV.

These two ranges have been used to train

America’s airmen since World War
77

II and represent over 60% of all Air Force

lands. The Service worked closely with the

Department of the Interior, State agencies,

interested citizens in both states, and the

Congressional delegations for over five

years. The extension of the withdrawal of

the Nellis Range for 20 years and the

Goldwater Range for 25 years will assure

the Service the stability it needs to address

its test and training needs for the future and

to implement successful resource management and public interaction programs necessary for long term sustainment of these

two vital ranges.

We continue to look at our training airspace

and ranges to provide the Service the operational flexibility, efficiency, and realism

we need to continuously enhance our readiness and still minimize, to the extent possible, the impacts associated with our testing and training. Currently, we have a

proposal to consolidate some of our bomber

training infrastructure and rearrange some

existing airspace closer to our bomber units

in Texas and Louisiana. This proposal will

allow our bomber crews to convert the time

they currently spend flying to remote ranges

into effective and efficient integrated training. We are committed to working with all

stakeholders to improve training capability for our bomber crews while addressing

citizen concerns to the maximum extent

possible. The Service is committed to prudent integrated range and airspace management to sustain operations, sustain the environment, and sustain community support.

Similar to its commitment to protect

rangelands, the Service promotes pollution prevention programs to help reduce

or eliminate existing and future environmental compliance burden. Where past

practices have disturbed the environment,

the Air Force is now more focused on pollution prevention, and also continues to

implement clean-up programs and make

progress towards clean-up completion.

Space Launch

Infrastructure

Assured access to space is vital to U.S.

national security and important to our

economic well being. Mission success will be enhanced through

the Air Force’s

Evolved Expendable Launch Vehicle (EELV) and

spacelift range

modernization programs.

The introduction of

EELV system will

provide modernized launch and

processing facilities which will improve on-pad processing time from

months to days.

The Air Force has

partnered with industry to develop a

national launch capability that satisfies government

requirements,reduces the cost of space launch by 25%,

and improves operability. This equates

to a $5 to $10B savings through 2020.

EELV will reduce on-pad processing

time, due in part to the standard configuration of each booster. Launch operations

times are reduced through the use of a

new standard payload interface, standard

launch pads, common components across

each family of launch vehicles, and offpad payload processing (to include encapsulating the payload off-pad.) The reduction in processing time will free up

range resources, launch property and services currently occupied by tasks unique
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INFRASTRUCTURE

to each booster configuration, thereby

realizing efficiencies to effectively increase spacelift range capacity.

The Air Force’s innovative contract for

EELV launch services will develop the

launch vehicles and associated launch

infrastructure to support commercial

launches beginning in FY01 and national

defense launches beginning in FY02.

This acquisition approach should enable

U.S. commercial launch service providers to become more competitive, not only

from a cost position, but also from vehicle availability and flexibility standpoints.

The Eastern and Western Spacelift

Ranges, headquartered at Patrick AFB,

FL and Vandenberg AFB, CA, respectively, provide tracking, telemetry, communications, flight analysis, and other

capabilities necessary to conduct DoD,

civil, and commercial spacelift operations

and DoD ballistic missile test launches.

Much of the range infrastructure is outdated, inefficient, unreliable, and costly

to operate and maintain. To better support the evolving spacelift mission, the

AF has undertaken a phased modernization program, emphasizing standardization and automation of the ranges, to produce a Spacelift Range System (SLRS).

Key objectives include reducing

reconfiguration times from days to hours

and reducing operations and maintenance

costs by 20%.

Over the past year, the Air Force has sponsored numerous meetings with industry,

NASA, FAA, and other interested federal,

state and local agencies to ensure that we

understand the needs of the civilian space

industry. We will continue to work in

partnership with industry and civilian

agencies as we modernize our ranges for

the future.

Conclusion

America is an aerospace nation. Its aerospace forces are the military instruments

of choice for rapid, tailored, and effective response for a wide range of contingencies. Air Force strengths — quality

people, Total Force participation, expeditionary capabilities, and advanced technology systems — allow us to offer military options that meet national objectives,

save American lives, and conserve resources in crisis or conflict. We are a

combat-proven, mission-focused, decisive fighting force for America.

In this millennium, we are faced with new

challenges and critical choices. Limited

resources and the increased likelihood of

encountering non-traditional threats will

require us to reassess our program and

make minor adjustments as required.

However, steady and unchanged are our

commitments to combat readiness, our

people, and providing this nation those

aerospace tools required to meet

America’s interests around the world. We

are organized to win, preparing for the

future, and committed to the security

needs of the nation.
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