UNITED STATES AIR FORCE

POSTURE STATEMENT

2009
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DEPARTMENT OF THE AIR FORCE

PRESENTATION TO THE HOUSE ARMED SERVICES COMMITTEE

UNITED STATES HOUSE OF REPRESENTATIVES

FISCAL YEAR 2010 AIR FORCE POSTURE STATEMENT

STATEMENT OF: THE HONORABLE MICHAEL B. DONLEY

SECRETARY OF THE AIR FORCE

GENERAL NORTON A. SCHWARTZ

CHIEF OF STAFF, UNITED STATES AIR FORCE

19 MAY 2009

NOT FOR PUBLICATION UNTIL RELEASED

BY THE ARMED SERVICES COMMITTEE

UNITED STATES HOUSE OF REPRESENTATIVES
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The 2009 Air Force Posture Statement articulates our vision of an Air Force ready to fulfill the 

commitments of today and face the challenges of tomorrow through strong stewardship, continued 

precision and reliability, and dedication to persistent Global Vigilance, Reach and Power 

for the Nation.

1. INTRODUCTION

Today, the United States faces a spectrum of challenges to our national security and global interests. 

As an integral member of the Joint team, America’s Air Force provides the critical capabilities of 

Global Vigilance, Global Reach, and Global Power. The United States Air Force is ―All In‖ today’s 

Joint fight. At the same time, our investments in new capabilities will ensure we are ready for 

tomorrow’s challenges. The mission of the United States Air Force is to ―fly, fight, and win...in air, 

space and cyberspace‖—as an integral member of the Joint team that ensures our Nation’s freedom 

and security.

2. A BALANCED APPROACH

Today’s uncertain international security environment requires a balance-driven approach to prevail in 

today’s operations, and prepare for tomorrow’s challenges by identifying and investing in new 

capabilities and force structure. This balanced approach postures the Air Force to provide an array of 

capabilities to Combatant Commanders across the spectrum of conflict—from building partnership 

capacity to ensuring the readiness of strategic deterrence forces. 

3. AIR FORCE CORE FUNCTIONS

Our Air Force’s foremost responsibility is to organize, train, and equip Airmen to meet the needs of 

our National leadership and Combatant Commanders. Our Fiscal Year 2010 budget proposal reflects 

a commitment to the twelve Air Force Core Functions, which provide the framework for investment 

and training. 

AIR FORCE CORE FUNCTIONS

1. Nuclear Deterrence Operations 7. Special Operations

2. Air Superiority 8. Global Integrated ISR

3. Space Superiority 9. Command and Control

4. Cyberspace Superiority 10. Personnel Recovery

5. Global Precision Attack 11. Building Partnerships

6. Rapid Global Mobility 12. Agile Combat Support

The Air Force FY10 budget proposal reflects a commitment to our Core Functions that will be 

informed by numerous reviews of the overall defense-planning construct. Through the Quadrennial 

Defense Review (QDR), the Nuclear Posture Review (NPR), the Space Posture Review (SPR) and 

internal mid-term reviews, we will continue to sharpen and institutionalize our Core Functions. 

These capabilities, combined with the extraordinary commitment and dedication of our Airmen, 

provide our Nation with truly exceptional air, space and cyber power.
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NUCLEAR DETERRENCE OPERATIONS

For more than 60 years, the Air Force has proudly served as stewards of a large portion of our 

Nation’s nuclear arsenal. We operate, maintain and secure these nuclear forces to deter potential 

adversaries and to prevail if deterrence fails. Recent incidents and assessments have highlighted 

performance shortfalls, and we are diligently working to ensure the safety, security and reliability 

demanded for this vital capability. 

Our FY10 budget proposal addresses many of the recommendations provided by the various 

assessments of the Air Force nuclear enterprise, which includes increasing nuclear related personnel 

by 2,500 and adding a fourth B-52 squadron. The FY10 budget proposal also places additional 

emphasis on strengthening the physical integrity of our Weapon Storage Areas. 

Through a back-to-basics approach, the Air Force is re-emphasizing accountability, compliance and 

precision in the nuclear enterprise. We are reorganizing our nuclear forces in a manner that reduces 

fragmentation of authority and establishes clear chains of supervision for nuclear sustainment, surety 

and operations. These changes include: 1) consolidating all nuclear sustainment matters under the 

Air Force Nuclear Weapons Center; 2) establishing a new Air Staff nuclear directorate responsible 

for policy oversight and integration of our nuclear enterprise activities; and 3) standing up Air Force 

Global Strike Command, which is already operating in a provisional status at an interim location. 

Global Strike Command will consolidate Air Force Intercontinental Ballistic Missiles and nuclearcapable bombers under a single command, and is on track to activate later this year.

AIR SUPERIORITY and GLOBAL PRECISION ATTACK

Air Superiority and Global Precision Attack remain the foundations of our ability to deliver Global 

Power. In FY10, we are investing $21B into these Core Functions.

New and unprecedented challenges to our Nation’s Air Superiority continue to emerge, and threaten 

to remove the technological advantage enjoyed by our Air Force. Our adversaries continue to invest 

in highly capable surface-to-air missile technology, which threatens even our most advanced combat 

aircraft. Likewise, emerging adversaries may now pose a significant air threat by leveraging 

inexpensive technology to modify existing airframes with improved radars, sensors, jammers and 

weapons.

To meet these challenges and assure freedom of movement for the Joint team, the Air Force 

continues to invest in weapons and platforms for Global Precision Attack. The Joint Air Surface 

Standoff Missile—Extended Range, will enable our aircrews to attack targets precisely while 

negating or avoiding surface threats. Similarly, the Laser Joint Direct Attack Munition will enhance 

our capability to strike moving or static targets efficiently and precisely. 

The F-22 and F-35 are key components of the Air Force’s future Air Superiority and Global 

Precision Attack Core Functions. Given their low-observable characteristics and ability to fuse 

information from multiple sensors – key components of their 5th Generation designs – these aircraft 

are far more survivable and lethal than our current 4th Generation force. While the F-35 is optimal 

for Global Precision Attack, it also serves as a complementary capability to the F-22, which is 

optimal for Air Superiority. Together, they form the backbone of a fighter force that will ensure the 

United States maintains a decisive edge in an increasingly lethal threat environment. We support the 

current investment strategy that ends F-22 production at 187 aircraft. The Air Force will invest 

$4.1B in FY10 to procure 10 F-35s as part of the Department of Defense’s strategy to ramp up 
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production. By accelerating the procurement ramp, we can lower unit procurement costs while also 

making the platform more cost competitive for our Coalition partners. 

Our FY10 budget proposal accelerates the integration of our Guard and Reserve components into 

new and emerging mission sets, including unmanned aerial systems, F-22 and F-35 missions. By 

considering Air National Guard and Air Force Reserve Command for inclusion in emerging mission 

areas and basing strategies, we capitalize on the experience and unique skill sets that our Air Reserve 

Components contribute to the Total Force.

We are also modernizing our existing bomber force to increase its effectiveness and survivability 

against emerging threats, while meeting the requirements of today’s Joint Force Commanders. We 

have fielded a state-of-the art infrared, electro-optical targeting pod on the B-1 to provide an 

additional, persistent sensor on the battlefield to self-target weapons, or provide real-time streaming 

video to ground forces. We are also modernizing our B-2 fleet by improving the radar, integrating 

the Link-16 data link and adding extremely high frequency satellite communication capabilities for 

nuclear command and control. In addition, investments in low observable maintenance 

improvements will decrease sustainment costs and reduce aircraft downtime. In accordance with the 

Secretary of Defense’s budget guidance, we will not pursue the development of the Next Generation 

Bomber until we have a better understanding of the requirements, technologies, and concept of 

operations for this capability – all of which are expected to be addressed in the QDR.

Restructuring Our Combat Air Forces 

This year, the Department of Defense provided guidance for the military to eliminate excessive 

overmatch in our tactical fighter force and consider alternatives in our capabilities. Acting on this 

guidance, the Air Force examined emerging, advanced threats and then analyzed our Combat Air 

Forces’ capabilities against them. Our intent was to ensure the proper mix of platforms that meet 

requirements while minimizing excess inventory and deriving the most capability from our limited 

resources.

After a comprehensive review of alternatives, the Air Force saw an opportunity to reshape our aging 

fighter force via an accelerated retirement of our oldest legacy fighters. The review weighed the 

benefits of retiring aircraft nearing their expected service life, against near-term risk. The analysis 

also considered the ―game-changing‖ capabilities of low observable platforms like the B-2, F-22 and 

F-35 that possess the ability to access areas defended by advanced surface-to-air missile systems.

Once the size and scope of the reduction was determined, the Air Force presented its implementation 

plan to the Combatant Commanders, Joint Staff and the Office of the Secretary of Defense.

Accelerating the retirement of roughly 250 legacy F-15s, F-16s and A-10s enables us to redistribute 

over $3.5B in the next six years to modernize our Combat Air Forces into a smaller, but more 

capable force – one that is balanced across our Active and Reserve Components and meets our 

commitments at home and abroad. This restructuring also facilitates the movement of approximately 

4,000 manpower positions that will be realigned to support growth in priority missions such as 

manned and unmanned aerial surveillance systems, ISR support and the nuclear enterprise.

Our current fleet of legacy and 5th Generation aircraft represent our readiness to fulfill today’s 

commitments, while our FY10 budget proposal invests in a future force mix to meet tomorrow’s 

challenges.
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RAPID GLOBAL MOBILITY

Global Reach ensures our Joint team can deploy, maneuver and sustain large forces on a global scale. 

In Iraq and Afghanistan, Air Force air mobility assets are central to sustaining the Joint and Coalition 

team. On any given day, Air Force C-5s deliver life-saving Mine Resistant Ambush Protected 

vehicles into theater; C-17s airdrop critical supplies to forward-based ground forces via the 

revolutionary GPS-aided Joint Precision Airdrop System; and C-130s provide tactical airlift to move 

theater-based personnel and equipment. Highly skilled aeromedical transport teams swiftly evacuate 

combat casualties, ensuring our wounded warriors receive the best possible medical care. And Air 

Force air refueling aircraft continue to play a vital, daily role in extending the range and persistence 

of almost all other aircraft of the Joint force. The FY10 budget proposal reflects our commitment to 

sustaining and modernizing these critical national capabilities. 

Replacing the aging KC-135 fleet remains the Air Force’s top acquisition priority. The FY10 budget 

proposal supports the release of a request for proposal in summer 2009 with a contract award early in 

FY10.

The FY10 budget proposal continues efforts for modernization and includes funding to begin the shut 

down of the C-17 production with a fleet of 205 aircraft. Modernization of our C-5 fleet continues 

through the Avionics Modernization Program and Reliability Enhancement and Re-engining 

Programs, and during FY10 we will continue recapitalizing our intra-theater airlift capability by reinitiating the C-130J production line following one year procurement gap and procuring 3 C-130J 

aircraft for $394M.

The Air Force will also begin procuring C-27J in FY10 to provide mission-critical/time-sensitive 

airlift in direct support of our Joint partners. The FY10 budget proposal procures eight C-27Js, as the 

first step toward a total procurement of 38 C-27Js. The Air Force continues to work closely with the 

United States Army to accept full management of the Joint Cargo Aircraft (JCA) program and the 

direct support airlift mission. 

SPECIAL OPERATIONS

Air Force special operations capabilities are playing an increasingly vital role in supporting US 

Special Operations Command (USSOCOM) and geographical Combatant Commanders. We are also 

responding to significant growth in the requirements for Irregular Warfare (IW) capabilities with 

major investments in special operations airlift, close air support and Intelligence, Surveillance and 

Reconnaissance (ISR). 

We are committed to enhancing our special operations capabilities. For example, we will procure 

additional MC-130Js and CV-22s. AFSOC will expand its special operations ISR force structure by 

activating a squadron of MQ-9 Reapers, in addition to the already operational MQ-1 Predator 

squadron. Additionally, we are recapitalizing our MC-130E/P fleet with newer, more capable MC130Js for low-level air refueling, infiltration, exfiltration and resupply of special operations forces. 

GLOBAL INTEGRATED ISR

Operations in Iraq and Afghanistan have highlighted the increasing need for timely, fused data from 

all available sources. To meet this need, we are greatly expanding our airborne ISR force structure of 

manned and unmanned ISR assets. In FY09, we will field the MC-12W to provide increased fullmotion video and signals intelligence. Additionally, our FY10 budget proposal continues major 

investments in unmanned aircraft, transitioning from the MQ-1 Predator to the MQ-9 Reaper, with 
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$489M for 24 additional MQ-9s to increase our total UAS combat air patrols from 34 CAPs today to 

our goal of 50 CAPs by the end of FY11. We are also investing $84M to integrate the Wide Area 

Airborne Surveillance (WAAS) onto existing and new MQ-9s, providing 12 times the number of 

streaming video spots per aircraft. Our FY10 budget proposal also contains funding for five RQ-4 

Global Hawk UAVs, which provide persistent ISR from high-altitude orbits. We are also balancing 

our ISR personnel requirements by re-examining our training programs for intelligence professionals, 

creating new duty specialty codes, and establishing trial programs to develop ISR operators. 

COMMAND AND CONTROL

The Air Force has established Air and Space Operations Centers (AOCs) aligned with each 

geographical Combatant Commander to integrate air, space, cyber and missile defense capabilities 

into Joint operations. We have also improved our Tactical Air Control System (TACS) to account 

for increasingly distributed air-ground operations in Iraq and Afghanistan. Our restructured Air 

Liaison Officer program offers these Airmen a viable career path. We are also training additional 

terminal air controllers and equipping them with increasingly capable, portable and flexible air strike 

control systems like Remote Operated Video Receiver (ROVER) version 5.

SPACE SUPERIORITY

America’s ability to operate effectively across the spectrum of conflict rests heavily on our space 

capabilities. Recognizing this importance, our FY10 budget proposal includes investment in space 

and space-related support systems.

The Joint force depends upon space capabilities provided by the Air Force, which fall into five key 

areas: Early Warning; Space Situational Awareness; Military Satellite Communications; 

Positioning, Navigation and Timing; and Weather capabilities. We will field several new satellites, 

including the Global Positioning System Block IIF, Advanced Extremely High Frequency (AEHF), 

Space Based Surveillance System (SBSS), and the Space Based Infrared System-Geostationary 

(SBIRS-Geo) – recapitalization programs that are important to both the United States and its Allies. 

The FY10 budget proposal discontinues the Transformational Satellite (TSAT) program and supports 

procurement of additional AEHF and Wideband Global SATCOM (WGS) satellites. 

CYBERSPACE SUPERIORITY

Operating within the cyber domain has become an increasingly critical requirement for our 

networked force. In order to develop and institutionalize cyberspace capabilities, and to better 

integrate them into the Joint cyberspace structure, we are consolidating many Air Force cyberspace 

operations into a new 24th Air Force under Air Force Space Command. The Air Force is firmly 

committed to developing the necessary capabilities to defend the cyber domain, and our FY10 budget 

proposal includes $2.3B to grow this important Core Function.

PERSONNEL RECOVERY

Personnel Recovery (PR) remains an imperative, fulfilling our promise to never leave an American 

behind. Air Force PR forces are fully engaged in Iraq and Afghanistan, accomplishing crucial 

missions that include command and control, intelligence, CSAR, convoy support, hostage recovery 

and reintegration. 

The FY10 budget proposal terminates the current CSAR-X program to allow for additional 

discussion on platform requirements and quantities across the Joint force. We will continue to 

sustain our HH-60 helicopter fleet, while exploring Joint solutions to ensure sufficient PR 

capabilities in the coming years. We are continuing to extend our current capabilities by 
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recapitalizing our HC-130P/N fleet with newer, more capable HC-130Js to provide low-level air

refueling, infiltration, exfiltration and resupply of CSAR forces. In FY10, we will invest $605M to 

procure an additional five HC-130Js. 

BUILDING PARTNERSHIPS

The Air Force continues to seek opportunities to develop our partnerships around the world, and to 

enhance our long-term capabilities through security cooperation. For example, in the Central 

Command AOR, deployed Airmen are working with our Afghan and Iraqi partners to build a new 

Afghan National Army Air Corps and the Iraqi Air Force. We are also working to further 

partnerships with more established allies, with programs like the Joint Strike Fighter, where our allies 

have committed $4.5B in research and development funding. Australia’s commitment to fund a 

communications satellite in the WGS constellation is another example of the value and synergy of 

lasting partnerships.

In the recently released Global Partnership Strategy, we outlined a path to cultivate these key 

partnerships, nurturing the global relations, fortifying our geographic access, safety and security 

around the world. The strategy seeks to develop partners who are able to defend their respective 

territories while ensuring the interoperability and integration necessary for Coalition operations. 

AGILE COMBAT SUPPORT

Underpinning the work of all Air Force Core Functions are the capabilities included in Agile Combat 

Support. As part of our FY10 budget proposal initiatives, Agile Combat Support accounts for efforts 

affecting our entire Air Force, from the development and training of our Airmen to revitalizing our 

processes in the acquisition enterprise. Agile Combat Support reflects a large portion of the Air 

Force budget proposal, totaling approximately $42B.

Developing and Caring for Airmen and Their Families

The Air Force remains committed to recruiting and retaining the world’s highest quality force, while 

meeting the needs of their families. Our FY10 budget proposal enables us to recruit, train, educate 

and retain the right number and mix of personnel, and to provide Quality of Service worthy of our 

Airmen’s commitment to serve in the Armed Forces of the United States and supports an end 

strength of 331,700 active duty personnel. 

Sharpening Our Skills

Our FY10 budget proposal enables us to train Airmen to fulfill both our Core Functions and the 

Combatant Commander’s requirements. These changes span the vast array of skill sets, from 

improving language and cultural instruction to accelerated training for network operators. In FY10, 

we will also enhance foundational training received by all enlisted personnel entering the Air Force 

by constructing a $32M state-of-the-art training facility at Lackland Air Force Base.

Quality of Service

The Air Force leadership is committed not only to the quality of life of our Airmen and families, but 

also to their Quality of Service—ensuring each Airman is able to perform consistently meaningful 

work and make a daily impact on the Air Force mission. 

We also understand the burdens placed on the families of our Airmen. To meet the needs of our 

Airmen and their families, our FY10 budget proposal funds a range of needed Quality of Life 

initiatives, including expanded legal assistance, advanced educational opportunities and new family 

housing. For example, our FY10 budget proposal invests $20M to build two new Child 
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Development Centers, as well as $66M to improve and modernize military family housing overseas. 

The Air Force is also continuing to execute its Family Housing Master Plan, which synchronizes the 

military construction, operations and maintenance, and privatization efforts necessary to improve our 

family housing. By FY10, we will have all the funds necessary to award the privatization and 

MILCON projects needed to eliminate all of our inadequate homes, both in the U.S. and abroad –

with all projects scheduled to be completed by FY15. To this end, we are on track to award contracts 

to privatize 100% of Military Family Housing in the CONUS, Hawaii, Alaska and Guam by the end 

of FY10. For Airmen concerned about foreclosure, we provide assistance at the Airmen and Family 

Readiness Center at each Air Force installation. Additionally, we are working with the Department 

of Defense as it expands the Homeowners Assistance Program to wounded warriors/civilians, 

surviving spouses and eligible military members affected by permanent changes of station. 

Shaping the Force 

America’s Air Force draws its strength from its outstanding Airmen, with over 660,000 members of 

our Regular, Reserve, Guard and Civilian personnel dedicated to the mission of the Air Force. In 

accordance with the Secretary of Defense’s guidance, we will halt active duty manpower reductions 

at 331,700 for FY10. We will also make commensurate adjustments in the Reserve Components, 

with 69,500 Airmen in the Air Force Reserve and 106,700 Airmen in the Air National Guard. We 

will also grow our Civilian cadre to 179,152, which includes 4,200 contractor-to-civilian 

conversions.

Retaining quality Airmen with critical skill sets remains a top priority. For FY10, we have proposed 

$641.4M for retention bonuses and recruiting, which includes a $88.3M increase for recruiting and 

retaining health professionals. In addition, we will retrain Airmen to fill undermanned career fields 

to balance and shape our force in accordance with emerging requirements. Further efforts to shape 

our force will also include diversity initiatives designed to leverage the unique qualities of all Airmen 

to achieve mission excellence.

Warrior Care

As part of our commitment to Airmen, we, in collaboration with the rest of the Department of 

Defense, are strengthening our focus on wounded warrior care. The importance of ensuring that our 

wounded warriors receive the service and support they need throughout the recovery process cannot 

be overstated. Through specific budget proposal items, such as increased funding to bolster the size 

of our Recovery Care Coordinators cadre, our wounded care programs will continue to provide our 

Airmen the best medical and professional support possible. 

Other advances in wounded warrior care are also underway including work with Interagency and 

local partners to create the necessary support networks to ensure success in continued military 

service or in the transition to civilian life. We are also reinforcing our commitment to our Air Force 

wounded warrior families through support programs specifically designed to help allay their burdens 

and honor their sacrifices. 

Recapturing Acquisition Excellence 

To most effectively meet the demands of our warfighters, the Air Force has made Recapturing 

Acquisition Excellence a top priority. We recognize the profound importance of this capability, 

which enables us to acquire and recapitalize platforms that provide Global Vigilance, Reach and 

Power. As stewards of the taxpayer’s resources, the Air Force will solidify an Acquisition system 

that delivers the right capabilities to the warfighter in the field – on-time and within budget.
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To accomplish this we have published an Acquisition Improvement Plan (AIP) that outlines the steps 

we will take to improve Air Force Acquisition, informed by a series of internal and external reviews. 

This plan focuses on five initiatives that: revitalize the Air Force acquisition workforce; improve the 

requirements generation process; instill budget and financial discipline; improve Air Force major 

systems source selection; and establish clear lines of authority and accountability within acquisition 

organizations.

Through this plan, the Air Force will focus on better developing our acquisition workforce to ensure 

that it is appropriately sized to perform essential, inherently governmental functions and flexible 

enough to meet continuously evolving demands. We will also work to develop requirements that 

meet the users’ needs while, at the same time, ensuring that they can be incorporated into effective 

acquisition strategies that maximize competition and allow for a fair and open source selection 

process. 

Our reviews also emphasized that establishing adequate and stable budgets continues to be critical 

for program success. Therefore, the AIP emphasizes realistic budgeting based on comprehensive 

program cost estimates. Once budget baselines are established, achieving program stability and cost 

control will be given the same priority as technical performance and schedule. 

We also found some weaknesses in our procedures for large system acquisition source selections and 

shortages in the skill sets required to conduct major source selections. So we are going back to the 

basics; building processes to ensure that our personnel have the experience and training required to 

conduct source selections and, where necessary, revising our processes and policies and increasing 

our use of multi-functional independent review teams (MIRTs). We are also reassessing our 

Program Executive Officer (PEO) and wing/group/squadron organizations to determine if they are 

properly structured, and identifying specific actions that could be taken to improve them. 

4. READINESS AND RESOURCING

In the past year, we have continued to see stresses on our Air Force, both in our people and in our 

platforms. The Air force has conducted nearly 61,000 sorties in Operation IRAQI FREEDOM and 

over 37,000 sorties supporting Operation ENDURING FREEDOM, delivering over 2 million 

passengers and 700,000 tons of cargo. In doing so, airmen averaged nearly 265 sorties per day. Tens 

of thousands of America’s Airmen are deployed to locations across the globe, including 63 locations 

in the Middle East. To support the efforts of our Airmen and provide for the recruiting and retention 

of the highest quality Air Force, our FY10 budget proposal includes $28.6B in Military Personnel 

funding. It provides for an across the board 2.9 percent pay increase, a Basic Allowance for Housing 

increase of 5.6 percent--resulting in zero out-of-pocket housing expenses for our Airmen--and a 

Basic Allowance for Subsistence increase of 5.0 percent. Additionally it halts the end strength 

drawdown which allows for rebalancing of the total force to cover new and emerging missions and 

stabilizes the active component end strength at 331,700; Reserve Component end strength at 69,500 

Airmen and Air National Guard end strength at 106,700 Airmen. It also funds recruiting and 

retention bonuses targeted at critical wartime skills, including key specialties such as command and 

control, public affairs, contracting, pararescue, security forces, civil engineering, explosive ordnance 

disposal, and special investigations.

This high operations tempo requires focused attention on readiness. We use aircraft availability as 

our enterprise-level metric for monitoring fleet health, and the FY10 budget proposal provides 

$43.4B in Operations and Maintenance funding, a $1.3B increase over our FY09 appropriation, to 
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mitigate the stresses of continuous combat operations on our aircraft. The FY10 Operations and 

Maintenance appropriation funds pay and benefits for 179,000 civilian personnel, including 4,200 

contractor to civilian conversions, an increase of 200 civilian acquisition professionals and a 2.0 

percent pay raise. It fully funds 1.4 million flying hours, produces 1,200 pilots and sustains over 

5,400 aircraft while accelerating the retirement of roughly 250 aged aircraft, producing a smaller, 

more capable fighting force. 

Our aging air and space fleet requires focused attention. For example, we have grounded our F-15, 

F-16, A-10, C-130, and T-6 fleets for limited periods during the past two years. The skill and 

determination of our maintainers have ensured that we return aircraft to service as quickly as 

possible, but 2% of the fleet remains grounded and many aircraft fly restricted profiles. To ensure 

stable aircraft availability and mission capable rates, we continue to integrate Fleet Viability Boards 

into our normal life-cycle sustainment processes and strengthen centralized asset management. 

Additionally, in FY10 O&M funds will be used to rebuild the nuclear infrastructure by fortifying 

operations, developing people and sustaining 76 B-52s for global strike capability. The AF is also 

increasing MQ-1 and MQ-9 ISR capability to 43 unmanned Command Air Patrols. The O&M 

budget request honors the AF commitment to our Airmen and their families by increasing child care 

availability and special programs for children of deployed parents, providing for both legal assistance 

and advanced educational opportunities. Dollars are also committed to dormitory initiatives, 

unaccompanied housing, active Warfighter/Family Support Centers and Fitness Centers while still 

providing for the operating expenses of 83 major installations including two space lift ranges.

Our $19.4B FY10 Budget proposal for Research, Development, Test and Evaluation (RDT&E) is an 

increase of $600M from FY 09. This request funds requirements for next generation weapons and 

platforms by maturing technologies essential to equipping our Nation to defeat near-term and 

forecasted threats. We continue to develop and invest in future systems such as the KC-X Tanker 

program, F-35 Joint Strike Fighter, and the next enhancement of the Global Positioning System. 

Science and technology efforts advance propulsion, space based airborne and ground sensors, 

directed energy and command and control for both air and space. Modernizing our current fleet 

initiatives will provide upgrades to legacy fighters, bombers, strategic radar and mobility 

requirements. Systems and technologies designed to improve space situational awareness are also 

critical elements of this Budget Request. Additionally we are rebalancing the portfolio towards 

procurement of proven and multi-role platforms. 

We are committed to supporting today’s warfighter while building tomorrow’s weapon systems 

capability. The FY10 procurement budget request provides $21.7B dollars to deliver immediate and 

future capabilities through investments made across four specific procurement appropriations: 

aircraft, missiles, ammunition and other. The FY10 Budget Request supports the Irregular Warfare 

Mission by increasing ISR platforms while modifying the existing fleet, provides joint warfighter 

support funding and balances investment in advanced aircraft platforms and legacy aircraft 

modifications. These funds will allow for the acquisition and modification of manned and unmanned 

aircraft, missiles, munitions, vehicles, electronic and telecommunications equipment, satellites and 

launch vehicles, and support equipment. 

Funding critical infrastructure projects while meeting the needs of the Air Family are critical to our 

mission. The $2.4B budget request for military construction, military family housing and base 

realignment and closure supports a $300M increase in military construction from FY09. Projects 

will be focused on supporting the rebalance of AF and DoD priorities. Additionally the budget 
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request continues our emphasis on providing quality housing for Airmen and their families. Finally, 

the AF is on target to deliver 17 BRAC 2005 projects on time while continuing the environmental 

clean-up of legacy BRAC locations. 

To ensure proper stewardship of our resourcing, we have designated a Deputy, Chief Management 

Officer (DCMO) in line with the Department of Defense Strategic Management Plan. The DCMO is 

responsible for continuing our momentum in refining internal processes for reducing workloads or 

eliminating unnecessary work. Through a culture of continuous improvement, we are further 

improving warfighter effectiveness through integrated processes and systems, process improvement 

and technology investments aligned with our priorities.

5. SUMMARY

We believe the Air Force’s total proposed FY10 budget of $160.5B – which includes $115.6B for 

Air Force managed programs, $28.9B in other funded programs such as the National Foreign 

Intelligence, Special Operation Forces, and the Defense Health Programs, and $16B in Overseas 

Contingency Operations provides the balance necessary to ensure support of today’s commitments, 

while posturing the Air Force for success against tomorrow’s challenges.