DEPARTMENT OF THE AIR FORCE

PRESENTATION TO THE COMMITTEE ON ARMED SERVICES

UNITED STATES HOUSE OF REPRESENTATIVES

FISCAL YEAR 2012 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

FEBRUARY 17, 2011

NOT FOR PUBLICATION UNTIL RELEASED

BY THE COMMITTEE ON ARMED SERVICES

UNITED STATES HOUSE OF REPRESENTATIVES
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Introduction.......................................................................................................................... 1

Continuing Resolution......................................................................................................... 2

Efficiencies and Enhancements .......................................................................................... 3

Personnel and Readiness..................................................................................................... 5

Air Force Core Functions.................................................................................................... 8

Nuclear Deterrence Ops............................................................................................ 8

Global Precision Attack............................................................................................. 9

Air Superiority ...........................................................................................................12

Rapid Global Mobility ...............................................................................................13

Global Integrated ISR................................................................................................14

Space Superiority .......................................................................................................15

Cyberspace Superiority..............................................................................................17

Command and Control...............................................................................................19

Special Operations.....................................................................................................19

Personnel Recovery ...................................................................................................20

Building Partnerships................................................................................................20

Agile Combat Support................................................................................................21

Conclusion ............................................................................................................................28
1

The United States faces diverse and complex security challenges that require a range of agile and 

flexible capabilities. From the ongoing conflicts in Afghanistan and Iraq, to potential 

confrontation with aggressive state and non-state actors, to providing humanitarian assistance, 

the United States Air Force continues to provide capabilities across the full spectrum of potential 

military operations. The Air Force’s Fiscal Year (FY) 2012 budget request aims for balance and 

versatility to meet the demands of this environment. We believe the request enables our efforts 

to prevail in today’s wars, prevent and deter conflict, and prepare to defeat adversaries across the 

range of military operations—all the while preserving and enhancing the all-volunteer force. 

We remain mindful of our Nation’s budgetary challenges and fiscal constraints, because fiscal 

responsibility is a national security imperative. This environment requires that we balance our 

capabilities between current combat operations and the need to address emerging threats and 

challenges. We continue to pursue cost-effective systems that leverage existing capabilities and 

maximize interoperability and integration of legacy and future systems. The commitment of the 

Air Force to collectively discern, access and provide tailored and scalable effects with Global 

Vigilance, Reach, and Power virtually anywhere in the world is reflected in our acquisition 

priorities. These priorities are:

• Tanker Recapitalization (KC-X);

• Joint Strike Fighter (F-35) Restructure and F-16 Service Life Extension Program (SLEP);

• Intelligence, Surveillance, and Reconnaissance (ISR) Systems;

• Long-Range Strike Family of Systems; and

• Space Systems and Launch Capability Acquisition Strategy.

Global Vigilance is the ability to provide surveillance around the world. As the demand for ISR 

continues to grow, the Air Force is aggressively fielding enhanced ISR capability and capacity 

across the widest range of military operations to counter threats and defeat our adversaries. The 

Air Force will continue to enhance space control and situational awareness capabilities, as well 

as space management, to ensure we operate effectively in the increasingly competitive, 

congested and contested space domain. This includes implementing the Evolutionary 

Acquisition for Space Efficiency (EASE) concept to drive down costs, improve stability in the 

fragile space industrial base, invest in technology that will lower risk for future programs, and 

achieve efficiencies through block buys of satellites. There is also an on-going collaboration 

between the Air Force, the National Reconnaissance Office (NRO) and the National Aeronautics 

and Space Administration (NASA) to maintain a healthy industrial base to meet government 

launch and range requirements in an efficient manner. 

Global Reach is the ability to project capability responsively and advantageously without regard 

to distance. Air Force mobility assets are essential to Joint, Interagency and Coalition operations 

in peace and war as we provide critical supplies and personnel through strategic and tactical 

delivery—airlift and airdrop. Air refueling aircraft play an integral role by providing reach and 

persistence for aircraft to operate inter-theater and intra-theater, alike. As such, the procurement 

of the KC-X remains the top acquisition and recapitalization priority for the Air Force. 
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Global Power is the ability to hold at risk any target in the world. The Air Force must continue 

to modernize and recapitalize our aircraft inventory to remain effective against global and 

regional competitors as they continue to modernize and improve their own air defense 

capabilities and harden valued targets. We will continue to work with Congress to enhance 

capabilities in our existing fighter and bomber fleets to mitigate delays in the F-35 development 

and procurement programs. One key to that mitigation effort is a focused F-16 SLEP. We must 

sustain our ability to consistently hold any target on the planet at risk with the development of a 

Long-Range Strike Family of Systems capability—including a new penetrating bomber—to 

create desired effects across the full range of military operations in both permissive and 

contested environments. Lastly, a multi-faceted effort is underway to enhance our air superiority 

legacy fighters, maximize the capabilities of the F-22 fleet, invest in preferred air-to-air 

munitions, and optimize our electronic warfare systems. 

The Air Force must take the necessary steps today that will allow future generations to continue 

to provide consistent, credible and effective air, space and cyber capabilities on which our Nation 

depends. Our ability to do so is constrained by the increasing costs to design and build platforms 

and by the accelerating costs of personnel benefits and other must-pay operational bills in a 

particularly challenging budget environment. We will ensure we maximize combat capability 

out of each taxpayer dollar by identifying waste, implementing efficiencies, pursuing continuous

process improvement initiatives and making smart investments. We will provide the necessary 

capability, capacity and versatility required to prevail today and in the future. 

Lastly, our FY12 budget request recognizes the need to properly manage our force structure. We 

recognize that our most valuable assets—our people—are critical to achieving our broadest 

strategic goals, and our near- and far-term mission success is inextricably linked to the overall 

well-being of our Airmen and their families. 

Operating without a defense appropriations bill in FY11 is having a significant impact on the Air 

Force. Under a Continuing Resolution (CR), we are unable to raise procurement to requested 

levels in several critical areas. Constraining MQ-9 procurement to 24 aircraft versus the 48 

requested will delay our ability to reach the Secretary of Defense's directed goal of 65 MQ-1/9 

Combat Air Patrols (CAPs) by 2013 in support of ongoing operations in Afghanistan. The 

inability to initiate a contract for the Wideband Global SATCOM (WGS)-7 satellite will cause a 

production break and a likely increase in unit cost. Production breaks and delayed procurements 

will also negatively affect the Joint Air-to-Surface Standoff Missile (JASSM), F-15 active 

electronically scanned array (AESA) radar, F-15 APG 63 radar, and other programs. In addition 

to these impacts, deeper reductions to our modernization programs would be required to fund 

over $3 billion in must-pay bills for urgent operational needs in Afghanistan and Iraq, military 

healthcare, and the military pay raise of 1.4 percent, which was authorized by Congress and is 

being implemented, but was not funded. FY11 appropriations are also required for 75 military 

construction (MILCON) projects, now on hold, which support on-going operational needs and 

improve the quality of life for Air Force personnel and their families. Lastly, the Air Force 

would have to delay or cancel some depot maintenance, weapon system sustainment and other 
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day-to-day activities in order to prioritize our most critical needs under the lower funding levels 

in a full year CR. 

In summary, continuing the CR far beyond March 4 would severely impact program and budget 

execution in the Air Force, delaying modernization and causing significant restructuring and 

potential cost increases to many acquisition programs, and creating larger backlogs for 

maintenance and other operations. Passing a FY11 defense appropriations bill is essential to 

avoid these severe disruptions.

In June 2010, the Secretary of Defense challenged the Services to increase funding for mission 

activities by identifying efficiencies in overhead, support and other less mission-essential areas. 

The efficiency target for the Air Force was $28.3 billion across this Future Years Defense 

Program (FYDP). The Air Force is committed to enhancing capabilities by reducing expenses 

allocated to overhead and support functions, while shifting resources to modernization and 

readiness programs. 

As part of the FY12 budget, the Air Force exceeded our efficiency target by $5 billion and 

identified $33.3 billion in efficiencies in an effort to make resources available to better support 

warfighter and readiness programs across the FYDP. Examples of these efficiencies include: 

• Consolidating three Numbered Air Forces with colocated Major Command staff and 

consolidating the activities of four Air and Space Operations Centers into two, thereby 

achieving a redistribution of 347 military authorizations (228 in FY12 and 119 in FY13) 

across the FYDP and eliminating 212 civilian authorizations beginning in FY13 which 

will save $100.1 million across the FYDP;

• Consolidating installation support management to improve Air Force-wide 

standardization and prioritization;

• Reallocating 5,600 active duty billets over the FYDP from lower priority support 

functions to higher priority, growth areas;

• Saving more than $3 billion from anticipated growth in Weapon System Sustainment 

(WSS) portfolio efficiencies across the FYDP by reviewing operational requirements, 

depot processes and the sustainment of the supply chain without degrading operational 

capabilities or support to the warfighter;

• Reducing fuel consumption within the Mobility Air Forces by leveraging proven 

commercial aviation practices for flight planning and weight reduction, and 

implementing other initiatives to save $715 million (net) across the FYDP;

• Reducing acquisition costs by consolidating services, scrutinizing contracts, reducing 

contract support, and more efficiently using resources to deliver capabilities and support 

to the warfighter;

• Reducing information technology costs by more than $1.2 billion over the FYDP by 

adopting DoD-level Enterprise Information Services including enterprise core services,

consolidating and standardizing the network information technology infrastructure from 

nine Air Force and Air National Guard Regional Processing Centers to five centrally 
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controlled centers, and migrating current and developmental applications, services and 

data to DoD-provided enterprise computing centers; and 

• Improving our procurement of satellites with a new acquisition strategy which, subject to 

Congressional approval, will lower procurement costs and stabilize the defense industrial 

base.

The realization of these efficiencies allowed the Air Force to reallocate funding to modernize and 

recapitalize weapons systems, improve capabilities and enhance warfighter operations. Examples 

of these enhancements include:

• Investing in the Long-Range Strike Family of Systems, including a new penetrating 

bomber as a key component of the Joint portfolio;

• Investing an additional $3.5 billion to fund the Evolved Expendable Launch Vehicles 

(EELV) program to the Office of the Secretary of Defense (OSD) Independent Cost 

Assessment, with the Department of Defense (DoD) committed to buying five boosters 

per year to meet national space launch requirements and stabilize the industrial base; 

• Repurposing 5,600 active duty billets over the FYDP to support ISR capability, U.S.

Pacific Command force structure requirements, Total Force Integration, the U-2 

continuation, building partnership capacity, increasing support to the Air Force District of 

Washington UH-1N mission, among other increases;

• Procuring an additional 16 simulators for F-35 aircrew training bringing the total 

procurement to 30 simulators to ensure an effective training pipeline throughput and 

operational unit pilot proficiency and cost control;

• Recapitalizing the aging special operations forces MC-130H/W aircraft;

• Improving the aircraft computer infrastructure of the B-52 to enable more rapid machineto-machine retargeting;

• Enhancing combat capability of the F-15C and F-15E with additional AESA radars and 

electronic protection software upgrades;

• Continuing to fund the development of next-generation Global Positioning System (GPS) 

III Operational Control Segment;

• Researching and developing electronic protection and suppression of enemy air defense 

(SEAD) capabilities for the F-22;

• Transitioning MC-12W Liberty Project from Overseas Contingency Operations (OCO) 

funding into the Air Force baseline budget beginning in FY13;

• Continuing maximized production of the MQ-9 Reaper to ensure delivery of 65 CAPs by 

the end of FY13;

• Extending U-2 operations through FY15 to ensure a smooth high-altitude transition; and

• Baselining the Air Sovereignty Alert program across the FYDP to solidify support to 

homeland security operations.

The Air Force leadership recognizes the importance of achieving planned efficiencies to avoid 

future bills and a negative impact to our mission and our Airmen. We are taking a long-term 

view of this initiative and will address our efficiency targets annually to further refine and 

identify follow-on opportunities. We assigned responsibility for initiatives to individual senior 

leaders who are developing their detailed implementation plans to oversee our efforts. Quarterly 

executive-level reviews will monitor plans and progress, and ensure that efficiency initiatives do 
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not inadvertently impact readiness, mission performance, or quality of life for our Airmen. Our 

continuous process improvement program, Air Force Smart Operations for the 21st Century 

(AFSO21), is well-established and provides our Airmen with the tactics, techniques and 

procedures to improve performance while achieving efficiencies.

In order to ensure Air Force leadership has reliable and relevant financial information to monitor 

our efficiency goals, we are further emphasizing our work in Financial Improvement and Audit 

Readiness. In FY12, the Air Force is dedicating $29 million to audit readiness and validation 

and $327 million to modernize our business systems.

Mission effectiveness of the Air Force is linked to the overall well-being of our Airmen and their 

families. The Air Force will continue to find innovative and efficient ways to provide and 

sustain programs that support our Airmen and their families, including our critical civilian 

personnel. We must ensure programs and services foster a greater sense of community, 

strengthen a sense of belonging and value to the Air Force, and improve Airman and family 

resiliency. 

As mission demands continue to evolve and budgets flatten, the Air Force is making key 

strategic choices to leverage the collective talent and experience of our Total Force. Through 

improved integration across the Total Force Enterprise of active, Guard and Reserve forces, we 

are seeking greater Service-wide efficiencies and effectiveness to maximize combat capability 

for the Joint warfighter. We are developing business case analyses to inform decisions on how 

best to structure Active and Reserve Component relationships, especially in new areas. As 

missions such as cyber and dynamic battlefield ISR mature, so too will the Total Force 

investment in these areas. 

End Strength, Retention and Recruiting. The overall programmed Air Force end strength for

FY12 is more than 690,000 personnel. This includes 332,800 active duty, 71,400 Reserve, 

106,700 Air National Guard, and more than 182,000 civilian personnel. To support the efforts of 

our Airmen and to recruit and retain the highest quality Air Force members, the FY12 budget 

request includes $30.2 billion in military personnel funding and a military pay raise in FY12 of 

1.6 percent. 

The retention rates in the Air Force are the highest they have been in 16 years and recruiting has 

also been successful. Therefore, the $626.6 million requested in the FY12 budget for recruiting 

and retention bonuses is highly targeted. Bonuses are proposed for specific career fields with

critical wartime skills including pilots, control and recovery, intelligence, contracting, security 

forces, health professionals, civil engineering, special operations and explosive ordnance 

disposal.

In addition, the current economy has slowed attrition from the Air Force and had the effect of 

increasing active duty manning above planned levels. As a result, the Air Force is making 

difficult, but fiscally responsible decisions to implement force management programs that allow 
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us to remain within authorized end strength ceilings. Specifically, we continue to progress 

toward an active duty end strength goal of 332,800 by the end of FY12. To address excess end 

strength, particularly in the officer force, we will reduce accessions, continue to waive Active 

Duty Service Commitment and Time in Grade requirements for voluntary separations and 

retirements, continue to conduct enlisted Date of Separation rollbacks, and institute involuntary 

separation and retirement programs for officers through Selective Early Retirement, Reduction in 

Force and Force Shaping boards. We will also work with OSD to seek additional legislative 

authority to help the Air Force meet end strength ceilings by the end of FY12 and maintain the 

appropriate level in FY13 and beyond.

Civilian Workforce. The Secretary of Defense has limited our civilian workforce to FY10 levels, 

with limited growth allowed for specific priorities like the acquisition workforce. This policy 

will require significant changes to previously planned civilian growth. The Air Force will also 

conduct an enterprise-wide review of civilian personnel end strength to facilitate DoD’s efforts 

for efficiencies and reinvestment possibilities. 

Contractor Reductions. The Air Force is looking at the way we utilize the contract workforce as 

we answer the Secretary of Defense’s challenge to find efficiencies and to reduce duplication, 

overhead, and excess, and reinforce our culture of efficiency and restraint across the Air Force. 

This will impact the service support contract workforce in the following areas: 

• Reduce our staff support contractor workforce by ten percent per year, over the next three 

years in accordance with DoD’s guidance with an estimated FY12 savings of $127 

million; and

• Reduce the funding for advisory studies by 25 percent from the FY10 levels over the 

FYDP with an estimated FY12 savings of $41 million.

The Air Force identified two other areas that will result in reductions to its headquarters contract 

workforce and release resources for warfighter use. These include:

• Knowledge-based services estimated at $252 million in FY12; and 

• Program Management Administration estimated at $191 million in FY12. 

Man-Days. Active Duty Operational Support days play a critical role in resourcing extended 

military operations. They allow for the active duty appropriation to pay for temporary use of 

National Guard and Reserve personnel to support military missions beyond the regular 

component's capability. In support of the Secretary of Defense's efficiency initiative, the Air 

Force reduces, by 1,250 work years, the Reserve Component FY12 man-day program that 

supports non-critical administrative and overhead activities.

The demand for global mobility and related airlift support remains high in FY12 as the Air Force 

will continue to support a large footprint in Afghanistan. The Air Force identified $1.4 billion to 

support FY12 OCO requirements. Our reliance on the Total Force is by design, and we 

recognize and value the contributions of the members of the Reserve Components who have 

performed tirelessly in support of our Nation. The Air Force will continue to prioritize Reserve 
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Component requirements prudently and in accordance with mission needs as we transition to a 

lower steady state tempo.

Diversity. The Air Force widened the aperture beyond traditional views of diversity, and defined 

it to include personal life experiences, geographic background, socioeconomic background, 

cultural knowledge, educational background, work background, language abilities, physical 

abilities, philosophical/spiritual perspectives, age, and more. We declared diversity a military 

necessity, as both a source of greater combat effectiveness and as means toward a force that 

more closely mirrors American society. Deliberate plans are being developed to attract, recruit, 

develop, and retain a more diverse force.

Repeal of “Don’t Ask, Don’t Tell.” The Air Force will execute the plan established by OSD for 

the effective implementation of the repeal of Section 654 of Title 10 of the United States Code, 

known as “Don’t Ask, Don’t Tell.” We are also developing strategic communications, and we 

will provide initial and sustainment education and training at all levels. 

Readiness. With Air Force personnel deployed to more than 135 locations worldwide on an 

average day, we rely heavily on the Total Force. Currently, more than 37,000 Airmen are 

deployed and more than 57,000 are forward-stationed. In addition, approximately 134,000 

Airmen are directly supporting Combatant Commander requirements from their home stations

daily. These Airmen contribute in a variety of ways, to include operating the Nation's space and 

missile forces, processing and exploiting remotely collected ISR data, providing national 

intelligence support, operating and defending our networks, and executing air sovereignty alert 

missions. 

The Air Force has flown more than 419,000 sorties in support of Operations IRAQI FREEDOM 

and NEW DAWN and more than 244,000 sorties in support of Operation ENDURING 

FREEDOM since September 11, 2001. During this time, we delivered over 6.3 million 

passengers and 3.3 million tons of cargo, employed almost 23,800 tons of munitions, flew more 

than 15,750 personnel recovery sorties recording over 2,900 saves and 6,200 assists, and 

transported more than 85,000 patients and more than 15,400 casualties from the U.S. Central 

Command alone. In 2010, our Airmen averaged approximately 400 sorties every day. 

This level of activity reflects our commitment to provide Global Vigilance, Reach, and Power in

today’s Joint fight. However, our high operations tempo (OPTEMPO) has also had some

detrimental effects on our overall readiness. Readiness for full spectrum military operations is a 

challenge for our combat air forces and some other limited-supply/high-demand aviation units. 

Since 2003, we have seen a slow but steady decline in reported readiness indicators. Our

OPTEMPO since 2001 has produced lower deploy-to-dwell ratios for high-demand skills. At 

present, 19 enlisted and nine officer career fields are “stressed.” We have improved funding to 

WSS; however, sustainment challenges continue as we field new weapon systems and balance 

contract versus organic sources of repair. To address these readiness issues, we must keep 

aircraft recapitalization and procurement programs on track and continue managing our force to 

ensure the right numbers and mix of skills in our highly tasked and highest priority mission 

areas. 
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The Air Force Core Functions, assigned by the Secretary of Defense and recognized by the Joint 

community, provide a framework for balancing investments across Air Force capabilities. While 

this document describes the Core Functions individually, we recognize the inherent 

interdependence of these capabilities within the Air Force, the Joint force, and throughout the 

United States Government. When considered together, the Core Functions encompass the full 

range of Air Force capabilities. The budget request in this posture statement provides an 

appropriate balance of investment across our Core Functions. The table below depicts the FY12 

budget request and the projected allocation of resources across the FYDP, by Air Force Core 

Function.

Air Force Core Function FY12 PB Request ($B) FYDP($B)

Nuclear Deterrence Ops $ 5.2 $ 28.0

Global Precision Attack $16.0 $ 93.7

Air Superiority $ 9.2 $ 46.1

Rapid Global Mobility $15.9 $ 89.5

Global Integrated ISR $ 8.2 $ 41.4

Space Superiority $11.6 $ 56.2

Cyberspace Superiority $ 4.6 $ 21.9

Command and Control $ 6.3 $ 33.5

Special Operations $ 1.4 $ 6.5

Personnel Recovery $ 1.6 $ 9.0

Building Partnerships $ 0.5 $ 1.9

Agile Combat Support $33.8 $175.0

Note 1: This table does not include OCO, Non-Blue or classified programs. 

Note 2: The funding for Nuclear Deterrence Operations includes weapon systems, support systems, as well as 

nuclear command, control, and communications requirements. 

NUCLEAR DETERRENCE OPERATIONS

Continuing to strengthen our nuclear enterprise remains the number one Air Force priority, and 

we have taken positive steps within the FY12 budget request to continue to strengthen and 

improve this Core Function. 

Air Force Global Strike Command achieved full operational capability (FOC) on September 30, 

2010, moving all Air Force nuclear-capable bombers and Intercontinental Ballistic Missiles

(ICBMs) under one command. The Air Force Nuclear Weapons Center continues to pursue vital

and deliberate sustainment of the nuclear enterprise through efforts such as the Air Force 

Comprehensive Assessment of Nuclear Sustainment process. Bomber force modernization 

continued in an effort to maintain a viable force beyond 2030. We have completed the transition 

to four B-52 operational squadrons with the addition of the 69th Bomb Squadron at Minot Air 

Force Base, North Dakota. ICBM modernization and sustainment also continued with 

investments in new test equipment and launch facility environmental control systems. Although 
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an initial study for the Ground Based Strategic Deterrent to replace the Minuteman III will begin 

in FY11, we must continue sustainment efforts to ensure Minuteman III viability through 2030. 

An important event for the ICBM force in 2010 was a temporary loss of the ability to monitor the 

status of 50 missiles at F.E. Warren Air Force Base, Wyoming. At no time was there any danger 

to the public or to the safety and security of the weapon system. The missiles are protected by 

multiple and redundant safety, security, and command and control features. The root cause of 

this communication interruption was identified, and the necessary technical and procedural 

changes to prevent future occurrences have ensued. In addition, the Air Force has completed a 

number of assessments including initiatives to address systemic issues with ICBM infrastructure 

and operating procedures as well as a report on the age and pedigree of the infrastructure and 

equipment associated with the ICBM system. Based on these assessments, it is clear that a 

significant portion of the existing infrastructure will eventually require modernization or 

complete replacement in the years ahead. 

The FY12 budget request of $5.2 billion continues to invest in the future of nuclear deterrence. 

The Air Force is committed to sustaining the ICBM force through 2030 with investment 

including command and control, cryptographic improvements and ballistic missile fuze 

sustainment. Bomber modernization and sustainment efforts include the B-52 Combat Network 

Communications Technology program, the B-2 Extremely High Frequency communications 

program and the Defensive Management Systems program. The Air Force removed early-toneed procurement funding in bomber extremely high frequency communications and the ground 

element of the Minimum Essential Emergency Communications Network program due to

program delays. The Air Force is committed to continuing to strengthen the nuclear enterprise 

through other programs such as the tail kit portion of the B61 nuclear weapon life extension 

program, the future long-range standoff weapon, and the Common Vertical Lift Support 

Platform. Beyond weapon system sustainment and modernization, the Air Force is focusing on 

human capital as we carefully balance requirements for our limited, intensively scrutinized, highdemand Airmen in the nuclear enterprise.

The Air Force is prepared for a new verification regime and is planning for the elimination and 

conversion of launchers under the New Strategic Arms Reduction Treaty. We will work with the 

OSD and U.S. Strategic Command to identify and assess options for future force structure 

adjustments consistent with the Treaty provisions. 

GLOBAL PRECISION ATTACK

Many of our global precision attack forces are meeting the current requirements of ongoing 

contingency operations by performing precision strike and ISR support roles. However, the 

proliferation of anti-access and area-denial capabilities will challenge the ability of current 

fourth-generation fighters and legacy bombers to penetrate contested airspace in the longer term. 

The Air Force used a balanced approach across the global precision attack portfolio in FY11, 

prioritizing investment in fifth-generation aircraft while sustaining legacy platforms as a bridge 

to the F-35, Joint Strike Fighter. We continue to modernize our bomber fleet to sustain our 

capability and capacity as we invest in a Long-Range Strike Family of Systems.
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The FY12 budget request for this Core Function is $16 billion. Investments in global precision 

attack will fund modernization of legacy fighters and the B-1B, development and procurement of 

the F-35A, preferred munitions, and simulators for Tactical Air Control System training. The 

FY12 budget request adds $15 million to begin design and development of structural and 

capability modifications for the F-16 Block 40/42/50/52 fleet. The SLEP initiatives for the F-16 

airframe are scalable and responsive to the Air Force’s total fighter requirements. The Air Force 

is also studying F-16 modernization efforts, to include a new AESA radar, center displays, 

electronic warfare defensive suite, and an improved data-link in anticipation of F-35A delivery 

delays. 

The multi-role F-35A is the centerpiece of the Air Force’s future precision attack capability. In 

addition to complementing the F-22’s world class air superiority capabilities, the F-35A is 

designed to penetrate air defenses and deliver a wide range of precision munitions. This modern, 

fifth-generation aircraft brings the added benefit of increased allied interoperability and costsharing across Services and partner nations. It will also serve to fulfill our commitment to 

NATO’s dual-capable aircraft mission. The FY12 budget includes $5.3 billion for continued 

development and procurement of 19 F-35A, Conventional Take-Off and Landing (CTOL), 

production aircraft.

The F-35A program team achieved a number of accomplishments over the past year, including 

the first flight of the first mission systems aircraft, arrival of the first four F-35A test aircraft at 

Edwards Air Force Base, California, completion of F-35A static structural testing five months 

ahead of schedule with no failures, roll out of the first Low Rate Initial Production (LRIP) F35A, completion of 410 total F-35 test flights in 2010 of which 171 were F-35A flights, 

negotiation of the first fixed price type production contract (LRIP Lot 4 – 10 CTOL aircraft), and 

the signing of a Letter of Acceptance to procure the F-35A by Israel. 

Also in 2010, the Air Force announced the preferred alternatives for F-35A operational and 

training bases. Those bases are Hill Air Force Base, Utah, and Burlington Air Guard Station, 

Vermont for operational squadrons and Luke Air Force Base, Arizona for training.

The program continues to experience challenges as it transitions from development to production

despite the significant accomplishments. The Secretary of Defense announced a program 

restructure in February 2010. The restructure resulted in increased funding for development and 

production in accordance with Joint Estimate Team II estimates, reduced procurement by 122 

aircraft over the FYDP in the FY11 PB, upgraded the Program Executive Office position from a 

2-star to 3-star flag rank, extended development by 13 months, added an additional LRIP lot 

prior to entering full rate production, and reduced the ramp rate to less than 150 percent of the 

previous year’s production. Program cost growth, including growth from the restructure, 

resulted in a critical Nunn-McCurdy breach in March 2010. The Under Secretary of Defense for 

Acquisition, Technology, and Logistics subsequently certified the program in accordance with 

the Nunn-McCurdy statute, allowing the F-35 program to continue.

The DoD tasked the program office to perform a bottom-up review of the remaining 

development effort after the program Nunn-McCurdy certification. This Technical Baseline 

Review (TBR), completed in November 2010, became the basis for additional program 
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restructuring within the FY12 PB. The TBR informed the need for an additional $4.6 billion to

complete the Joint development effort. To fund this new development effort, and recognizing a 

continued lagging performance in production, the DoD reduced procurement by 124 aircraft over 

the FYDP in the FY12 PB, 57 of which were F-35As.

The Air Force intends to accelerate the procurement of the F-15E AESA radar modernization 

program, funding 88 radars and electronic protect software upgrades across the FYDP to keep 

our legacy platforms viable well into the future. Other legacy fighter improvements in the FY12 

budget include the continuation of the A-10C wing replacement program.

The FY12 budget request includes funds to modernize the B-1B fleet, including the central 

integrated test system, fully integrated data link, and vertical situation display unit. To provide 

the funds to modernize the B-1B fleet, the FY12 budget request also reduces B-1B force 

structure by six primary aircraft authorizations leaving 60 B-1Bs in our inventory. Investing in a 

new penetrating bomber is critical to maintaining our long-range strike capability in the face of 

increasing risk associated with anti-access and area-denied environments. 

To this end, the Secretary of Defense announced on January 6, 2011, that the Air Force will 

invest in a new long-range, penetrating, and nuclear-capable bomber capable of both manned and 

unmanned operations. A major focus of this program is to develop an affordable, long-range 

penetrating strike capability that delivers on schedule and in quantity. This aircraft will be 

designed and built using proven technologies, will leverage existing systems to provide sufficient 

capability, and allow growth to improve the system as technology matures and threats evolve. 

This program should start now to ensure that the new bomber can be ready before the current 

aging B-52 and B-1 bomber fleets go out of service. The follow-on bomber represents a key 

component of a Joint portfolio of conventional deep-strike capabilities, an area that must be a 

high priority for future defense investment given the anti-access challenges our military faces. It 

is a central element in a Family of Systems that includes enabling electronic warfare, ISR, and 

communications capabilities, as well as new weapons.

Anti-access and area-denial challenges have also caused us to pursue the Air-Sea Battle concept 

in partnership with the U.S. Navy and Marine Corps, so that together we can preserve and bolster 

our Nation's freedom of action in the air, maritime, space, and cyberspace domains. Once 

implemented, Air-Sea Battle will guide us to develop a more permanent and betterinstitutionalized relationship between Departments that will ultimately shape our Service 

organizations, inform our operational concepts, and guide our materiel acquisitions. 

This budget request also includes Developmental Test (DT)/Operational Test (OT) and 

procurement of the Joint Air-to-Surface Stand-off Missile baseline and Extended Range 

programs. As Small Diameter Bomb (SDB)-1 production concludes in FY11, the Air Force 

plans to transition to development and production of the SDB-II in FY12. Additionally, the 

FY12 budget request continues funding for integration of the Hard Target Void-Sensing Fuze 

onto the BLU-113 and BLU-109 weapons, and funds weapon DT/OT for the Massive Ordnance 

Penetrator.
12

FY12 budget investments in global precision attack reflect the requirement to win today’s fight 

while recognizing that proliferation of anti-access and area-denial capabilities will increasingly 

challenge America’s ability to penetrate contested airspace. The Air Force continues to 

modernize the legacy fighter and bomber fleet to maintain sufficient capability and capacity as 

we transition to a fully operational F-35A fleet and field a modern Long-Range Strike Family of 

Systems.

AIR SUPERIORITY

Air superiority is crucial in modern warfare. It enables air, land and maritime operations in 

support of our Joint, Interagency and Coalition partners. For over five decades, Air Force 

investments, expertise and sacrifice in achieving air superiority have ensured that friendly 

ground forces operate without threat of attack from enemy aircraft. Airspace control remains 

vitally important in all operating environments to ensure the advantages of rapid mobility, ISR 

and precision strike are broadly available to the Combatant Commander. Ongoing air defense 

modernization efforts by global and regional competitors will challenge the Air Force’s ability to 

attain the same degree of control in the future. The FY12 budget request for air superiority is 

$9.2 billion.

We plan to continue upgrading to a fifth-generation fleet with F-22 modifications to provide fleet 

commonality and ensure the viability of our legacy weapons systems. We will also continue the 

development of preferred air-to-air munitions and defenses such as the AIM-9X, AIM-120D and 

electronic warfare capabilities. 

We are currently modernizing our legacy fleet of F-15 fighter aircraft with AESA radars to 

ensure their viability well into the future. Other F-15C/D modernization programs underway 

include an advanced display core processor upgrade with vertical situation display, beyond line 

of sight radios, and Link-16 cryptographic upgrades. The FY12 budget request continues 

funding for the F-15C/D AESA radar modernization program. The Air Force has recently 

restructured this program, procuring 90 radars across the FYDP and an additional eight radars in 

FY17. 

The Air Force is also incrementally modernizing the F-22 Block 30/35 aircraft and requests 

funding in the FY12 budget for the F-22 Block 20/30/35 Common Configuration, Reliability and 

Maintainability Maturation Program and enhancement of the air-to-air and SEAD capabilities on 

F-22 Block 30/35 aircraft. 

Select electronic warfare enhancements continue in FY11, including EC-130H Compass Call 

fleet upgrades, and a flight deck and mission crew simulator to increase training capacity. The 

FY12 budget request begins funding 13 electronic attack pod sets for MQ-9s and the conversion 

of a C-130 to EC-130H Compass Call aircraft, adding two mission aircraft authorizations across

the FYDP. The FY12 budget also funds concurrent production of Miniature Air-Launched 

Decoy (MALD)/MALD-Jammer (MALD-J) and development of MALD-J Increment II to 

improve the system’s electronic warfare capabilities. 
13

The Air Force continues to enhance development, production, and integration of critical 

munitions for air superiority. The FY12 budget requests funds for the development and full-rate 

production of the AIM-9X Block 2; development, integration, and production of the AIM-120D;

and development and integration of the AGM-88 HARM control section modification. The 

FY12 budget also requests research and development funding for the “Next Generation Missile,” 

an air launched missile to replace both the AIM-120D and the AGM-88. This funding will 

provide for a competitive prototype demonstration and technical development preceding entrance 

into the Engineering and Manufacturing Development phase of the program. 

Other key enhancements in the FY12 budget request include the development and fielding of 

new training range equipment and updates to threat systems to provide realistic combat training. 

Among these are the P5 Combat Training System and Joint Threat Emitters. Also, the FY12 

budget request provides procurement of F-16 Block 40/50 Full-Mission Simulators, affording 

high-fidelity simulation for use in Distributed Mission Operations. Enhanced opportunities to 

migrate aircrew training into high fidelity simulators will help realize efficiencies in the 

peacetime flying hour program, as well as support energy efficiency.

The proposed FY12 investments will sustain America’s air superiority advantage and expand the 

multi-role capability of the Air Force’s most advanced aircraft. Additionally, these investments 

continue the development and procurement of electronic warfare capabilities and preferred airto-air munitions.

RAPID GLOBAL MOBILITY

The Air Force continues to provide unparalleled airlift and air refueling capability to support our 

national defense. Mobility forces provide a vital deployment and sustainment capability for Joint 

and Coalition forces, globally delivering equipment, personnel, and materiel essential for 

missions ranging from major combat to humanitarian relief operations worldwide. 

The Air Force is accelerating the retirement of our oldest legacy airlifters, the C-5A and C-130E, 

in FY11. Airlift capacity and capability will be maintained through continued recapitalization 

and modernization. The Air Force will take delivery of seven C-130Js, and continue to ensure 

world-wide airspace access through avionics modernization of C-130H2/3, KC-10 and the C-5. 

In 2010, the C-27J completed transition from a Joint to an Air Force-led program, and we 

continued C-27J procurement as an investment in overall fleet viability. 

The FY12 budget request balances tanker and airlift requirements to ensure that we sustain the 

critical needs of the warfighter. This is accomplished by prioritizing recapitalization of the 

tanker aircraft while ensuring the continued viability of the legacy fleet. Tanker capability 

investments of $877 million are heavily weighted toward our top acquisition priority, the KC-X

program. The Air Force submitted a Request for Proposal for a KC-X replacement tanker in 

February 2010, and is anticipating contract award in early 2011. While moving aggressively to 

recapitalize the tanker fleet, we also continue maintaining the health of legacy aircraft. The 

budget includes $147.4 million in FY12 for the airspace access requirement and sustainment of 

the KC-10 and KC-135 fleets.
14

In conjunction with the continued procurement of C-130Js, the FY12 budget continues to 

modernize C-130Hs through the Avionics Modernization Program, ensuring continued global 

airspace access. Similar efforts to modernize C-5 avionics remain on track and the C-5B/C 

Reliability Enhancement and Re-engine Program (RERP) has completed operational testing. In 

October 2010, OSD approved RERP for full rate production with the final C-5M “Super Galaxy” 

scheduled for delivery in the third quarter of FY16. Additionally, in accordance with the results 

of the Mobility Capabilities and Requirements Study 2016, and subject to authorization by the 

Congress, we intend to retire some of the oldest, least capable C-5As and C-130H1s. The C-17 

Globemaster III remains the backbone of our Nation's strategic airlift fleet, and the Air Force 

takes delivery of 11 new C-17s in FY11 and eight in FY12. These additions bring the total C-17 

fleet to 221 aircraft. The Air Force will continue to modernize its mature C-17s to the 

production line standard by accelerating the Block 13-17 upgrade program, and retrofitting the 

aircraft with extended range fuel tanks and an improved on-board inert gas generating system.

Efforts to increase direct support airlift continue, with plans to beddown 38 C-27Js in the Air 

National Guard. The Air Force continues Operational Support Aircraft/Very Important Person 

Special Airlift Mission modernization with the upgrade of VC-25 avionics, with completion in 

FY18 enabling unrestricted global access for the Presidential aircraft.

GLOBAL INTEGRATED INTELLIGENCE, SURVEILLANCE AND RECONNAISSANCE

The Air Force continues to rapidly increase its ISR capability and capacity to support all military 

operations. Air Force ISR provides timely, fused, and actionable intelligence to the Joint force 

from forward-deployed locations and distributed processing centers around the globe. 

The exceptional operational value of Air Force ISR assets has led Joint force commanders in

Iraq, Afghanistan and the Horn of Africa to continually increase their requests for support. To 

help meet this demand, the Air Force currently has more than 90 percent of all available ISR 

assets deployed. Over the last two years, the Air Force increased the number of remotely piloted 

aircraft (RPA) and completed deployment of 30 MC-12W Project Liberty aircraft to theater to 

complement remotely piloted capabilities. This is being accomplished as we transitioning MC12W Liberty Project from OCO funding into the Air Force baseline budget beginning in FY13. 

Additionally, the Air National Guard, already full partners in the RPA enterprise, has also

deployed the RC-26B in support of operations in Iraq. Finally, both the Air Force and Air 

National Guard operate the RC-135 RIVET JOINT and SENIOR SCOUT, respectively, in 

support of global signals intelligence taskings. 

In FY11, we will increase the number of CAPs in theater to 50, maximize the MQ-9 production 

rate to 48 per year, complete the procurement of eleven RQ-4 Block 40, and will deliver five 

additional MC-12W aircraft. We also will maintain our current Joint Surveillance Target Attack 

and Radar System-based Ground Moving Target Indicator (GMTI) capability as we complete an 

Analysis of Alternatives to determine the future of GMTI.

Our FY12 ISR budget request of $8.2 billion fully supports the Joint force emphasis on ISR 

capacity and allows the Air Force to sustain maximum MQ-9 production and achieve 65 RPA 

CAPs in theater by the end of FY13. In intelligence production, we corrected an internal 
15

Operation and Maintenance shortfall within the Air Force Distributed Common Ground System

to sustain intelligence analysis and dissemination. The budget request also continues support for 

the U-2 Dragon Lady manned aircraft through the end of FY15 to ensure a smooth high-altitude 

transition to the unmanned RQ-4 Global Hawk. This extension enables a measured reduction of 

the U-2 program as RQ-4 Block 30 aircraft become operational and ensures continued support to 

national leadership, Combatant Commanders and Joint warfighters. 

The FY12 ISR budget also realigns resources within the RQ-4 program to correct a $979 million

diminishing manufacturing sources disconnect across the FYDP. To optimize our support of the 

overall RQ-4 program, the Air Force decided to curtail production of the RQ-4 Block 40 at 

eleven aircraft. This decision allows the Air Force to fully support and sustain the required RQ-4 

Block 40 capability already procured and concentrate on fielding effective Block 30 multiple 

intelligence platforms on time.

SPACE SUPERIORITY

The DoD, civilian agencies and our Nation rely on space capabilities developed and operated by 

the Air Force. The FY12 space superiority budget request of $11.6 billion will enable the Air 

Force to field, upgrade and sustain vital space systems for the Joint warfighter. As part of the 

Joint force, we integrate and operate these capabilities to execute the space support, force 

enhancement, space control and force application missions; and, as launch agent for both the 

defense and intelligence sectors, provide reliable and timely space access for national security 

purposes. 

Space capabilities provide the United States and our allies’ unprecedented national security 

advantages in national decision-making, military operations, and homeland security. The Air 

Force’s budget priorities align closely with the goals and principles outlined in the National 

Space Policy (NSP) and support the DoD’s National Security Space Strategy (NSSS) and the 

National Military Strategy with specific emphasis on building international partnerships to 

establish mutually beneficial space capabilities and developing a better understanding of the 

space domain. International agreements are being pursued to expand space-based 

communication capability through the procurement of a ninth Wideband Global SATCOM 

satellite (WGS-9), and to meet National Search and Rescue requirements by working to integrate 

the Canadian-provided Distress Alerting Satellite Systems as a secondary payload on GPS Block 

III Increment B & C satellites. Additionally, realizing the space domain is becoming 

increasingly congested, contested and competitive, we will continue efforts to establish a Space 

Situational Awareness (SSA) partnership with Australia by jointly employing and operating a 

space object detect and track radar in Australia. This system will provide better understanding of 

the current and future strategic space environment and establish a foundation for continuing

nation-to-nation cooperation.

In close cooperation with OSD and the Office of Management and Budget, the FY12 Air Force 

budget request proposes a new acquisition strategy for buying military spacecraft, Evolutionary 

Acquisition for Space Efficiency (EASE). The current practice of procuring satellites one-at-atime or on a just-in-time basis has inadvertently increased costs due to production line breaks, 

parts obsolescence, and inefficient use of labor. Numerous space experts and Congressional 
16

committees have expressed concern with the inefficiency and disruption caused by the status quo 

approach to procuring satellites. EASE is an acquisition strategy that encompasses the following

tenets: block buys of satellites, fixed price contracting, stable research and development 

investment, and a modified annual funding approach. We believe this approach will result in 

savings that can be reinvested in research and development that will further improve the 

performance and lower the cost of follow-on systems. Commitment to satellite production and 

reinvestment in technology development provides stability and predictability for a fragile space

industrial base. 

The Air Force budget request reflects the use of EASE for acquisition of the next blocks of 

Advanced Extremely High Frequency (AEHF) protected communications satellites in FY12 and 

Space Based Infrared System (SBIRS)-Geosynchronous missile warning satellites in FY13. 

Once the EASE approach is proven, we will examine the application of this acquisition strategy 

to a wider portfolio of space programs. Relying on a combination of regular appropriations, 

advance appropriations, and multi-year procurement authority, the EASE proposal is consistent 

with the full funding principle and is a critical part of the Air Force's efficiency agenda. The Air 

Force recognizes the need to work with Congress to define and obtain the necessary legislative 

authorities to achieve our vision.

Spacelift is a critical component of the national security space enterprise. Despite our having 

achieved a record 76 consecutive successful launches since 1999, spacelift is still a complex and 

costly undertaking. Three recent launch studies reached the same conclusion that immediate 

commitment to a fixed annual production rate for launch vehicles is imperative to sustain the 

industrial base and control costs. To ensure this commitment, the FY12 budget submission 

requests an additional $3.5 billion across the FYDP to procure five DoD launches each year. In 

addition, the Air Force is working aggressively to reduce the cost of providing this critical launch 

capability. Additionally, the Air Force is collaborating with the NRO and NASA to explore 

synergistic solutions to maintain a healthy industrial base and meet government launch 

requirements.

Our Combatant Commanders and national leadership rely on satellite communications for 

continuous secure communications around the world. In FY10, we successfully launched the 

third Wideband Global SATCOM (WGS) satellite and first AEHF satellite. AEHF will provide 

ten times the throughput and greater than five times the data rate of the current MILSTAR II 

Satellite Communication System. To increase the effectiveness of our Joint warfighting 

operations, we are expanding communications capability with the launch of another WGS 

satellite in FY12. Each WGS satellite delivers the equivalent capacity of the entire existing 

Defense Satellite Communications System constellation. WGS has become the keystone for 

international cooperation measures in space, with our Australian allies funding the sixth WGS 

satellite in return for a portion of the overall bandwidth. We requested $469 million in the FY12 

budget request to fully fund WGS to meet Combatant Commander’s bandwidth requirements. 

These essential systems provide our forces the vital communications needed to remain 

effectively coordinated, synchronized, and responsive in global operations.

For over 20 years, GPS has been the global standard for positioning, navigation and timing 

(PNT) and is used in everything from consumer automobiles, precision farming and smart 
17

phones, to enabling the Nation’s most sophisticated weaponry and financial systems. In FY11, 

we will continue to launch GPS Block IIF satellites to maintain the constellation as a global 

utility. The FY12 budget request includes $1.7 billion for PNT capability and incorporates initial 

funding of the next generation GPS III satellite production, development of the next-generation

operational control segment and upgraded military user equipment. 

Our FY12 budget request also includes $87 million for the Operationally Responsive Space 

program to pursue innovative capabilities that can be rapidly developed and fielded in months 

rather than years to respond to Combatant Commanders’ immediate space requirements. In the 

critical areas of missile warning and SSA, we requested $1.2 billion for the SBIRS program, 

which will launch the first geosynchronous satellite in FY11 to begin our transition to a highly 

effective space-based missile warning system, and $122.1 million for the Joint Space Operation 

Center Mission System. We will continue to improve SSA ground-based systems and spacebased capabilities to ensure continued freedom to operate in the space domain. The Air Force 

also recognizes that space capabilities are essential to the nuclear enterprise for its operational 

readiness, providing key decision making information through missile warning and nuclear event 

detection, along with essential communications. Weather and forecasting data is another 

important source of information for our forces in peacetime and in conflict. We requested 

$444.9 million for the Defense Weather Satellite System in FY12. This system will replace the 

Defense Meteorological Satellite Program in the early morning orbit slot, ensuring continuity of 

detailed overhead weather imagery and sensing information. All elements of space capability

must operate through the full spectrum of potential contingencies. 

While participating, last year, in the DoD’s development of the national long-term space strategy 

as part of the Space Posture Review and Quadrennial Defense Review, the Air Force recognized 

a need to review our own internal space governance structure to better position us to properly 

execute the direction resulting from these reviews. During our review, the position of the Under 

Secretary of the Air Force was identified as the focal point for oversight of all Air Force space 

activities. In addition, space acquisition responsibilities were consolidated in the office of the 

Assistant Secretary of the Air Force for Acquisition. At the DoD level, the Secretary of the Air 

Force was revalidated as the DoD Executive Agent (EA) for Space. The EA is charged with the 

integration and assessment of the DoD overall space program, the conduct and oversight of longterm space planning and architecture development, and the facilitation of increased cooperation 

with the intelligence community. The EA also chairs the newly established Defense Space 

Council with representatives from across the DoD, and was directed to establish a jointly 

manned space office to restructure and replace the current National Security Space Office. This 

organization will not only better position the DoD to coordinate implementation of space policy 

and strategy, it will also provide the framework for the DoD’s support for development of new

national security space capabilities. Furthermore, the Secretary of the Air Force, in his role as 

the EA for Space is fully engaged with the DoD in the implementation of the recent NSP and

NSSS.

CYBERSPACE SUPERIORITY

The Air Force FY12 budget request includes $4.6 billion to sustain and maintain our critical 

cyberspace capabilities and to enable Air Force expeditionary and CONUS-based operations in 
18

support of Joint force commanders. The Air Force contributes to the Joint force by developing, 

integrating, and operating cyberspace capabilities in three mission areas: support, defense, and 

offense. 

Cyberspace superiority enables precise force application in all domains, generates effects across 

the full spectrum of operations, and preserves an agile and resilient cyberspace infrastructure for 

assured mission execution. 

Access to cyberspace is increasingly critical to meet Joint and allied requirements for freedom of 

maneuver in all domains. Air Force networks face a continuous barrage of assaults from statesponsored actors, terror networks, international criminal organizations, individual hackers, and 

all level of threats in between. We are expanding collaboration with Service, Joint, Interagency, 

academic, and international partners on several cyber initiatives to safeguard our access to the 

cyberspace domain. To this end, we are operationalizing our approach to cyberspace with 

emphasis in this budget request on protecting the Air Force infrastructure, developing expertise 

to meet mission needs, and accelerating our acquisition processes. 

The 24th Air Force, the Air Force component of U.S. Cyber Command, achieved FOC on 

October 1, 2010, and the Air Force will expand the cyber rapid acquisition process to cope with 

constantly evolving technologies. The Air Force is also aligning education and training 

programs with our operational approach to cyberspace to properly develop our cyberspace 

professionals. In December 2010, we graduated our first cadre of cyberspace operators. 

Additionally, efforts to enhance the cyber-related investigative and forensic capabilities resident 

in the Air Force are forging a solid foundation for Service and Joint cooperation. For example, 

Air Force Space Command transitioned the Defense Cyber Crime Center back to the Air Force 

Office of Special Investigations to help strengthen the ties. 

The Air Force has strengthened its efforts in the support mission area by continuing work on the 

Single Air Force Network migration, which increases situational awareness of Air Force 

networks while securely improving information sharing and transport capabilities. Examples of 

this support are reflected in several investments in this budget. The Air Force continues to 

support its capability for live, virtual, and constructive simulation and training. Based on the 

Fort Hood follow-on review, enhancements were made to the Installation Emergency 

Management system to ensure a standardized, robust emergency notification system. 

For the defense mission area, the Air Force invested in additional network defenders to increase 

protection of information vital to Joint force operations. The Air Force continues to invest in 

network defense tools and other advanced technologies to monitor and secure classified and 

unclassified networks.

In the offensive mission area, the Air Force seeks to field appropriate and sanctioned capabilities 

supporting assigned missions. The Air Force established formal training programs for both 

initial and mission qualification to provide trained forces to U.S. Cyber Command when tasked. 

Additionally, as the lead support agency to U.S. Cyber Command, the Air Force is responsible 

for the construction and installed infrastructure for the new U.S. Cyber Command Integrated 

Cyber Center at Fort Meade, Maryland.
19

COMMAND AND CONTROL

Command and Control (C2) of our forces has never been more vital or more difficult than in the 

21st century. Supporting the National Security Strategy requires commanders to integrate 

operations in multiple theaters, at multiple levels, and across the full range of military activity. 

Secure strategic and nuclear C2 remains an Air Force priority. The Air Force must sustain, 

modify, and enhance current command and control systems, and develop deployable, scalable 

and modular systems that are interoperable with Joint, Interagency and Coalition partners. 

In FY11, we will improve assured communication links for U.S. Strategic Command’s 

Distributed Command and Control Node and U.S. Northern Command’s National Capital 

Region-Integrated Air Defense System. The Air Force has also done the following: expanded 

the training pipelines for Joint Terminal Attack Controllers (JTACs); began fielding advanced 

video downlinks, and airborne radio and datalink gateways to improve the connectivity of air 

support operations centers and JTACs; and modernized the 1970s-era technology of the E-3 

airborne C2 node with the Block 40/45 program. In addition, the Air Force created pipeline 

training in support of the warfighting elements of the Commander, Air Force Forces theater staff.

In FY12, the Air Force requests $6.3 billion for full spectrum C2 sustainment, replacement, and 

development efforts. Of note, $19.1 million is requested to bolster the Air and Space Operations 

Center’s (AOC) C2 capability and interoperability with programmed Joint systems to execute the 

Integrated Air and Missile Defense mission. Secure and reliable strategic level communications 

are improved with a $53.2 million request for modernization to Senior Leader Command and 

Control Communication Systems for senior leader support aircraft and the E-4 National Airborne 

Operations Center. Support to Combatant Commanders is also enhanced with almost $60

million in FY12 for improved airborne and mobile C2 systems. The Air Force maintained our 

commitment to the Joint development of the Three-Dimensional Expeditionary Long-Range 

Radar. Three-Dimensional Expeditionary Long-Range Radar will be the future long-range, 

mobile ground-based sensor for detecting, identifying, tracking, and reporting aircraft and 

missiles in defended airspace. Additionally, the United States secured a cooperative 

development position in the NATO Airborne Warning and Control System avionics and 

navigation modernization program. 

SPECIAL OPERATIONS

Geographic Combatant Commanders and U.S. Special Operations Command rely heavily on Air 

Force Special Operations (AFSOC) capabilities to support missions worldwide. As the DoD

continues to develop capabilities effective against irregular and hybrid threats, increased Air 

Force Special Operations close air support, foreign internal defense and ISR capabilities will be 

required.

In FY11, the Air Force will continue procurement of five CV-22s and MC-130Js for the 

recapitalization of AFSOC’s MC-130E/P and AC-130H aircraft. The FY12 budget request 

includes an investment of $503.7 million toward recapitalization of AFSOC’s MC-130H/W fleet, 

with an additional investment of $26 million across the FYDP to align MC-130J program 

funding with OSD cost estimates. Additional investments were made to enhance CV-22 mission 
20

capability with upgraded cockpit data recording and Communication Navigation System/Air 

Traffic Management modifications. Finally, a low-cost engine wiring modification allowed the 

Air Force to realize a $9.6 million efficiency and reduce MC-130J spare engine inventories. 

PERSONNEL RECOVERY

Personnel recovery (PR) remains a vital core function in support of every contingency operation. 

The increased utilization of military and civilian personnel in support of OCO has significantly 

increased the demand for Air Force rescue forces beyond the conventional combat search and 

rescue mission. Air Force PR forces are fully engaged in Afghanistan, Iraq and the Horn of 

Africa, accomplishing lifesaving medical and casualty evacuation missions, while also 

supporting domestic civil land and maritime search and rescue, humanitarian assistance/disaster 

relief (HA/DR) and mass casualty evacuation missions.

In FY11, the Air Force will continue to recapitalize HC-130N/P aircraft and procure H-60

Blackhawk helicopters under the operations loss replacement (OLR) program to restore the fleet 

to 112 HH-60G aircraft. The FY12 request funds four HH-60G OLR aircraft, and provides a $2 

billion investment for procurement of 54 HH-60 replacement aircraft across the FYDP. We will 

also accelerate the procurement of our HC-130J rescue/tanker aircraft by procuring three aircraft 

in FY12 to replace the 1960s-era HC-130P fleet on a one-for-one basis, up to 37 aircraft. 

Finally, the FY12 budget funds $73 million for the Guardian Angel program which will 

standardize and modernize mission essential equipment for an additional five pararescue teams.

BUILDING PARTNERSHIPS

Developing mutually beneficial partnerships with militaries around the world is vital for the Air 

Force. Successful partnerships ensure interoperability, integration and interdependence between 

Coalition forces while providing our partner nations the capability and capacity to resolve their 

own national security challenges. Today’s engagements require Airmen to perform their duties 

effectively and achieve influence in culturally-complex environments around the globe. 

The Air Force continues to emphasize extensive language skills and regional knowledge in its 

growing cadre of Regional Affairs Strategists. These personnel possess a regionally-focused 

advanced academic degree and language proficiency. They work with partner nations as attachés 

and Security Cooperation Officers. Political-Military Affairs Strategists and best-fit officers also 

fill positions requiring in-depth understanding of the interagency processes key to building 

partnerships. The Air Force has also increased the culture and language content of selected predeployment training courses and recently inaugurated a new language learning program—the 

Language Enabled Airman Program. This program provides an opportunity to create a cadre of 

language-capable Airmen who are deliberately developed for requirements, leverages the 

capability attained in foreign language accession programs, and provides a systemic opportunity 

for these Airmen to maintain these skills throughout their careers. Our FY12 budget request 

includes funding to expand foreign language instruction for officer commissioning programs as 

well. 
21

The Air Force continues to engage our international partners across the spectrum of operations. 

The fielding of the F-35, Joint Strike Fighter, will further our partnerships with more established 

allies, while the three C-17s procured for the 12-nation Strategic Airlift Capability are fully 

operational and currently meeting the airlift requirements of our European allies. We are 

funding new initiatives which support longer term Building Partnerships Capacity (BPC) efforts. 

For instance, $65.7 million was budgeted toward the procurement of 15 Light Mobility Aircraft 

(LiMA) to assist partner nations in building their airlift capability in FY11. These aircraft are 

scheduled to be fielded and achieve initial operating capability (IOC) in the second quarter of 

FY12. We are also requesting $159 million in FY12 to procure the first nine of 15 Light 

Attack/Armed Reconnaissance (LAAR) aircraft. These LAAR aircraft will be used to train a 

cadre of pilots who will subsequently export their BPC aviation skills to international partners 

who may operate the same or similar platforms. To ensure the proper capability is provided to 

build partner capacity by Contingency Response Forces, LiMA and LAAR personnel, we funded 

the formal establishment of an Air Advisor Academy in FY11 to expand our current efforts that 

include training air advisors heading to Iraq and Afghanistan and training air advisors for 

engagements globally. English language proficiency is a prerequisite to nearly all of the 

education and training that the Services provide to our partner nations. To meet increasing 

partner demand for English language training, the FY12 Air Force program expands the capacity 

at the Defense Language Institute English Language Center.

AGILE COMBAT SUPPORT

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

combat support (ACS). ACS is the ability to create, protect, and sustain air and space forces 

across the full spectrum of military operations and spans a diverse set of Air Force functional 

capabilities. The FY12 budget request of $33.8 billion for ACS accounts for efforts affecting our 

entire Air Force—from the development and training of our Airmen to regaining acquisition 

excellence.

Airmen and Families.

• Fostering a Strong Air Force Community;

 The Air Force is proud of its commitment to supporting its Airmen and 

families. The nearly two decades of sustained combat operations has imposed extraordinary 

demands on them and underscores the need to remain focused on sustaining quality of life and 

supporting programs as a top priority. To help address the demands, in 2010 the Air Force 

executed the Year of the Air Force Family and highlighted support programs focused on three 

outcomes: 

• Strengthening an Airman's Sense of Belonging; and

• Improving Airman and Family Resiliency.

The Year of the Air Force Family deepened leadership’s understanding of current support 

services and capabilities and what needs to be done in the future to maintain and improve 

outcomes in the three primary focus areas. 

First, the Air Force will maintain an enduring emphasis on Airmen and families by actively 

engaging the entire Air Force Community: Total Force Airmen, Department of the Air Force 
22

civilians, single and married personnel, primary and extended family members, retirees, and on 

and off-base community partners. The Air Force will maintain an atmosphere that is supportive, 

team-oriented, and inclusive, but diverse enough to meet the current and emerging needs of the 

entire Air Force Community. Policy and process priorities have been translated into actions and 

tasks that will be accomplished over the next few years, perpetuating the Air Force’s 

commitment to strengthening our ties to one another, improving our operational abilities and 

ensuring our Air Force Community is best positioned to meet future commitments and 

requirements. 

Second, we continue to strengthen our Air Force Community by expanding child care through 

different programs such as the Extended Duty Program, Home Community Care, Missile Care, 

and the new Supplemental Child Care initiative to provide flexibility in meeting child care needs. 

In FY11, the Air Force will continue to demonstrate our commitment to military child education, 

funding full time School Liaison Officers (SLO) Air Force-wide. SLOs and our new Air Force 

Exceptional Family Member Program Coordinators will work in close collaboration to address 

educational and other assistance for families with special needs. The Air Force FY12 budget 

request includes $4 million to assist with respite child care for military family members with 

special needs children.

Third, the budget reflects a $4.4 million increase to our Air Force Mortuary Affairs program, 

supporting travel for family members from home of record to Dover Port Mortuary to receive 

and honor fallen loved ones. Increases also reflect our commitment to maintaining the Port 

Mortuary's Center for the Families of the Fallen, used as the reception facility and host site for 

visiting family members at Dover Air Force Base, Delaware. 

Airman dining facilities remain an important commitment of the Air Force as we plan to increase 

funding for dining facilities at basic military training and technical training bases by $14.9 

million in FY12. In FY11, we launched the Food Transformation Initiative (FTI) to address 

Airmen’s concerns with dining facility closings, lack of healthy food options, and insufficient 

hours of operation. FTI is designed to enhance food quality, variety and availability while 

maintaining home base and warfighting capabilities. 

The Air Force continues to expand our efforts to improve resiliency of Airmen and their families 

before, during, and after deployments and has significantly expanded capabilities to ensure 

support and reintegration of our Total Force. In continuing its efforts to improve the resiliency 

of Airmen and their families, the Air Force moved forward with several initiatives in 2010.

We established a new Resiliency Division at the Air Force level to take the lead and develop an 

overarching Air Force Resiliency Roadmap. The Deployment Transition Center (DTC) was 

established at Ramstein Air Base, Germany on July 1, 2010. The DTC and Chaplain Corps Care 

for the Caregiver programs provide valuable decompression, reintegration and resiliency training 

for those exposed to significant danger and stress in combat zones. To support these efforts, the 

Air Force FY12 budget request includes $8 million for the Air Force Resiliency Program for 

research, curriculum development, materials and intervention training for the DTC. We will 

continue to develop our Airman Resiliency Program by identifying needs, researching best 

practices, partnering with internal and external organizations, and developing targeted and tiered 
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training that is integrated into an Airman's career to allow a building block approach that leads to 

life-long resiliency that benefits both Airmen and their families. We are also requesting an 

increase in the Chaplain Recruitment program by $1.5 million in FY12 to better provide for 

religious accommodation and support of Airmen. This includes chaplain-led MarriageCare 

Retreats, that help heal and save marriages, and deployment reintegration programs expanded to 

meet the needs of redeploying Airmen.

The Air Force is highly committed to the Wounded Warrior Program that ensures access to 

medical and rehabilitation treatments for the ill and wounded. The Air Force Warrior and 

Survivor Care Division is dedicated to building a culture of understanding and concern for 

wounded, ill and injured Airmen. The Air Force has hired 33 Recovery Care Coordinators and a 

Program Manager to support 31 locations across the Air Force. Recovery Care Coordinators 

serve as the focal point for non-clinical case management, development of comprehensive 

recovery plans and creation of timelines for personal and career accomplishments. Additionally, 

the Air Force has implemented new personnel policies regarding retention, retraining, 

promotions, assignments and evaluation of Wounded Warriors. In FY12, the Air Force is 

requesting $2.8 million for additional case workers and program managers to provide nonclinical case management services to meet the growing demands of the Wounded Warrior 

population.

Healthcare Initiatives and Costs. As key team members of the federal and Military Health 

System (MHS), the Air Force Medical Service (AFMS) is seeking innovative solutions to deliver 

world class care while slowing the rising costs of healthcare. For example, the AFMS is taking 

the lead in building the largest patient centered medical home capability in the DoD over the next 

12 months. This includes the Family Health Initiative, designed to improve continuity of care 

and healthier outcomes. Additional emphasis is being placed on delivering better care by 

streamlining our hospital surgical operations and improving the experience of care. Current 

efforts have demonstrated recapture of services in key market areas with the overall results of 

reduced cost, increased currency of our surgeons, and improved patient satisfaction. In addition, 

the AFMS is transitioning from healthcare delivery to delivering health. Through patientcentered care, improved teamwork with our patients, and leveraging partnerships with DoD, VA 

and civilian institutions, Air Force medicine is shaping the future of healthcare.

Our strategy to control DoD healthcare costs is the right approach to manage the benefit while 

improving quality and satisfaction. Adjustments to the benefit such as raising TRICARE 

enrollment fees for working retirees, phasing out enrollment for some high-cost health plans, 

paying community hospital Medicare rates, and incentivizing the use of the most effective outlets 

for prescriptions is prudent. There will be limited impact (prescription only) on active duty 

family members. By implementing these important measures, we will be able to positively 

address the rising costs of healthcare and improve the health of our population.

Suicides. Air Force suicide rates have been on the rise since 2007, although primary risk factors 

for suicide among Airmen remain the same. The most commonly identified stressors and risk 

factors have remained the same over the last ten years: relationships, financial problems and 

legal problems. Although deployments can stress Airmen and their families, deployment does 

not seem to be an individual risk factor for Airmen—many Airmen who have committed suicide 
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have never deployed. The Air Force is providing additional support to our most at-risk Airmen 

by providing additional frontline supervisor suicide prevention training to all supervisors in 

career fields with elevated suicide rates. In addition, mental health providers are based in 

primary care clinics across the Air Force to counsel patients who may not otherwise seek care in 

a mental health clinic because of the perceived stigma. The Air Force has significantly expanded 

counseling services in addition to those available through the chaplains or the mental health 

clinic. 

Other helpful programs that provide non-medical counseling include Military Family Life 

Consultants, which can see individuals or couples, and Military OneSource, which provides

sessions for active duty for up to twelve off-base sessions.

Fort Hood. In the wake of the Fort Hood shooting, the Secretary of Defense directed the Air 

Force to conduct a follow-on review to identify ways to better protect Airmen and families. Our 

review yielded 118 findings and 151 recommendations. The key revelation of the study is that 

we must do a better job of preventing and responding to violence. Specifically, we must improve 

our ability to identify indicators of potential violence and share that information with those who 

are best positioned to prevent a violent outcome. This will require improved understanding, 

education, processes and training, as well as more integrated processes at both the installation 

and interagency levels. To undertake these efforts, the FY12 budget request includes $37 million 

across the FYDP. We anticipate that our resource requirements will increase as we refine the 

implementation of our recommendations. We are confident that the resources Congress 

provides, coupled with our sustained effort, will help the Air Force reduce the likelihood of 

tragedies like Fort Hood and position us to respond more effectively should prevention fail.

Information Protection. The Air Force will enhance its capabilities to assess and mitigate risks to 

national security information across the enterprise. It will advance efforts to identify risks that 

reduce the surety of research, development, and acquisition and operations or enable potential 

opponents to illicitly increase their technological capabilities. These efforts will enable 

commanders to effectively execute intelligence-led, risk based protection across the Air Force.

Science and Technology. Air Force warfighting capabilities have a proud heritage of being born 

from the very best science and technology (S&T) our Nation can produce. The creation of the 

Air Force is closely intertwined with the development of advances in S&T. In 2010, the Air 

Force presented the “Technology Horizons Study” to serve as a roadmap for guiding Air Force 

science and technology investments during the next 20 years. Despite current fiscal constraints, 

the Air Force is increasing its investment in basic research by $18 million and in Advanced 

Technology Development by $76 million, while continuing FY11-level investment in Applied 

Research.

Acquisition Excellence. The Air Force continues to strive for acquisition excellence by 

increasing the rigor and transparency of its processes and by stabilizing requirements and 

funding. As one of our top five Air Force priorities, we have taken a multi-faceted approach to 

recapturing acquisition excellence to include:

• Rebuilding the acquisition workforce;
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• Delivering a fully implemented Acquisition Improvement Plan (AIP) to guide and shape 

current and future efforts;

• Creating a foundation for a robust Continuous Process Improvement (CPI) function 

within acquisition; and

• Implementing approximately 75 efficiency initiatives that range in scope and impact 

throughout the acquisition enterprise.

Continued improvements support moving resources from "tail to tooth" to fully support the Air 

Force’s direct mission activities. Efficiency savings in overhead, support and other less missionessential areas will increase funding available for our critical mission functions. The Air Force, 

as a good steward of taxpayer resources, is committed to delivering products and services that 

perform as promised—on time, within budget, and in compliance with all laws, policies and 

regulations. 

An example of the successful implementation of recapturing acquisition excellence is the 

consolidation of FY08 OCO, FY09 OCO and base-year funding, FY10 base-year funding, and 

Foreign Military Sales C-130J contracts into one negotiation. By taking advantage of economies 

of scale, the Air Force realized a savings and was able to procure two additional C-130Js. This 

effort reduced the number of aircraft the Air Force needs to buy in the out years to meet its 

requirement.

Installations and Operational Energy. The Air Force views energy efficiency as a mission 

enabler that can increase combat effectiveness, expand reach and minimize operational risks. 

The Air Force is integrating energy considerations across the Air Force enterprise with a threepronged approach: reduce demand, increase supply, and culture change. We can identify 

efficiencies that increase our capabilities and reduce our costs, while also increasing and 

diversifying our energy supply to improve our energy security and our ability to meet our critical 

operational requirements. Finally, by creating a culture that makes energy a consideration in 

everything we do, and that values energy as a limited mission-critical resource, we ensure 

enduring and far-reaching utilization improvements and savings.

As part of our institutional effort to utilize energy to maximize mission effectiveness, the Air 

Force is requesting over $550 million for energy initiatives in FY12. Initiatives include 

investments in reliable alternative energy resources, enhancing energy efficiency, and reducing 

environmental impacts and life cycle costs. In addition, the Air Force is continuing to take steps 

to reduce mission risk by increasing critical infrastructure resiliency to ensure reliable energy 

availability at Air Force installations. 

We have reduced energy use at facilities by nearly 15 percent since 2003, and expect to achieve 

nearly a 30 percent reduction by 2015. In addition, we have instituted a number of fuel saving 

initiatives and reduced the amount of fuel our aircraft have consumed by over 46 million gallons 

since 2006, despite increased operational requirements associated with ongoing operations. 

The Air Force is continuing to explore opportunities to reduce demand for aviation fuel. For 

example, the 618th Tanker Airlift Control Center is optimizing flying routes by working 

clearances to allow flights to transit through previously denied airspace. We can save the Air 
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Force an estimated 2.6 million gallons of fuel per year by optimizing our flight routes and 

clearances. Some of the initiatives we will pursue to achieve fuel efficiencies are:

• Providing aircrews in-flight guidance on the optimum airspeed and altitude based on 

current flight conditions;

• Expanding the use of simulators to conduct training;

• Implementing a program, already an industry standard, that cleans components allowing 

the engine to run cooler saving fuel and prolonging engine life; and

• Refining fuel and cargo policies to reduce carrying costs and potentially the number of 

missions required to support the Combatant Commanders.

We are also increasing the energy supplies we can use to meet our mission. We have certified 

over 99 percent of our aircraft fleet for unrestricted operational use of a synthetic aviation fuel 

blend. This fuel can be produced domestically, and we are looking to industry to help us meet 

our needs. We are in the process of certifying our fleet to use biofuel blends as well. These 

alternatives provide our fleet with additional flexibility and enable our freedom of action. The 

Air Force is also looking at alternative sources for energy at our facilities. In the upcoming 

years, we will quadruple on-base solar energy production and dramatically increase the amount 

of wind energy consumed. These clean sources of energy will serve to enhance our energy 

security. 

The Air Force is working cooperatively with the Army and the Marines to reduce fuel 

requirements at forward operating bases by decreasing energy demand, utilizing efficient power 

distribution and increasing alternative supplies. These bases require generators, typically 

running on diesel, that require fuel to be brought in by convoy. We are working to improve the 

energy efficiency of our Basic Expeditionary Airfield Resources assets, commonly called BEAR, 

in the expeditionary environment. One of the Air Force’s efforts is focused on reducing the 

energy demand for expeditionary shelters by 50 percent, while using photovoltaic tent flys to 

generate a minimum of three kilowatts per shelter. We are also working with industry to design 

a portable, expandable microgrid for our remote airfields. The system will integrate solar, wind 

and other renewable sources of energy into the existing BEAR power grid, reducing the system’s 

reliance on traditional, carbon-based fuel by as much as 25 percent. It will be able to withstand 

the harsh conditions in which our military operates. More importantly, it will help reduce the 

inherent wartime dangers that come with delivering the fuel by convoy.

We have made significant and positive progress in reducing our consumption, increasing the 

energy available to the operational Air Force and changing the culture within the Air Force to 

ensure energy is a consideration in everything we do. Energy availability and security impact all 

Air Force missions, operations and organizations. The Air Force will increase warfighting 

capabilities, and efficiency, and help the Nation reduce its dependence on imported oil by 

continuing to ensure energy availability and re-engineering our business processes to become 

more efficient. 

Reducing Excess Physical Plant and Infrastructure. The FY12 budget request includes a $300 

million demolition and $100 million consolidation investment to reduce long-term fixed costs 

through the consolidation and demolition of unneeded facilities and infrastructure. In line with 
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the June 10, 2010 presidential memorandum, the Air Force intends to reduce energy use and 

curtail unnecessary sustainment activities by eliminating physical plant that is no longer needed.

MILCON. The Air Force’s FY12 $1.4 billion MILCON request provides funding for our most 

critical requirements including new construction aligned with weapon system deliveries and the 

Combatant Command priorities. This includes projects supporting beddowns and upgrades for 

F-22, F-35, HC-130J, EC-130H, RPA and B-52, as well as projects supporting our mission 

support facilities most in need of recapitalization. The Air Force MILCON program supports the 

U.S. Strategic Command Headquarters replacement facility in three increments beginning in 

FY12, the new U.S. Cyber Command Headquarters in FY13, an additional phase of the 

Blatchford Preston Dormitory Complex at Al Udeid, Qatar, and an air freight terminal on Guam. 

Additionally, the budget request sustains our effort to provide quality housing for Airmen and 

funds $254 million in improvements to meet DoD performance standards to provide 90 percent 

of our permanent party dorm rooms in good or fair (Q-1 or Q-2) condition. The Air Force 

investment strategy is to fund improvements in all Q-3 and Q-4 dorms, referred to as Tier 1 

dorms in the 2008 Dorm Master Plan, by 2017. 

The Air Force recognizes the critical role MILCON holds in successful mission execution and is 

taking action to increase MILCON funding in the near years of the FYDP—the Air Force 

proposes to increase MILCON in FY12, FY13, and FY14 by a combined $1.8 billion over the 

FY11 PB submission.

Finally, in an effort to ensure the most critical mission and infrastructure projects are funded 

first, the Air Force used asset management and efficient facility operations processes to evaluate 

MILCON requirements. In essence, the Air Force is considering how these projects and 

programs help reduce our out-year investment needs as part of our overall cost control strategy. 

Logistics. WSS is a vital element in sustaining Air Force readiness. The Air Force faced a $7 

billion increase in WSS requirements across the FYDP at the beginning of the FY12 budget 

cycle, largely due to increasing numbers of weapon systems, such as C-17, F-22 and MQ-1/9 

aircraft that use contractor logistics support. We recognized that we cannot sustain that kind of 

growth in requirements, so we implemented a WSS end-to-end assessment to identify 

efficiencies with respect to supply chain management, centralized asset management, and depot 

performance. 

We were able to reduce WSS investment from $7 billion to $4 billion through efficiencies in 

depot and supply chain processes identified in the assessment. While we will still experience 

growth, this $3 billion FYDP offset represents important savings that the Air Force applied 

elsewhere. Prior to the WSS end-to-end assessment, the sustainment funds requested in FY12 

would have supported 80 percent of the WSS requirement. Following the assessment, and the 

resulting reduction in growth, the same amount of funds requested will actually support 84 

percent of the FY12 WSS requirement.

While the peacetime flying hour program is fully funded, reprogramming may be necessary to 

cover increased fuel costs due to the volatility of fuel prices. Over the longer term, enactment of 
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the DoD’s legislative proposal for the Refined Petroleum Products Marginal Expense Transfer 

Account would reduce disruptions to operations and investment programs by providing the 

flexibility to meet fuel price fluctuations.

The Air Force is successfully fielding a pilot of the first increment of the Expeditionary Combat 

Support System (ECSS). We will conduct an independent cost estimate as part of, and in 

conjunction with, the ongoing Critical Change Review to assess the cost effectiveness of 

proceeding with additional ECSS releases that support retail and wholesale supply and depot 

maintenance activities. The Air Force will continue to maintain legacy logistics support systems 

while determining the best course of action for developing information technology tools to 

enhance the visibility and management of supplies and equipment.

Financial Improvements. The Chief Financial Officers’ Act provides direction for achieving a 

clean audit through leadership commitment, modernized government financial management 

systems, and strengthened financial reporting. Sound financial management helps to ensure the 

maximum combat capability for each taxpayer dollar. The Air Force is committed to achieving 

the legislative requirement for a clean audit by 2017. While 2017 is a challenging deadline for a 

military organization as large and diverse as the Air Force, the strong engagement of Air Force 

leadership, additional financial resources provided in recent years, and focus on fielding effective 

financial systems will help achieve it. We are focusing our efforts on the information most 

relevant to decision makers, and the Air Force Financial Improvement Plan is closely aligned 

with the DoD strategy to achieve a clean audit.

Strategic Basing. In 2009, the Air Force established a standardized, repeatable, and transparent 

Strategic Basing Process. Guided by the Strategic Basing Executive Steering Group and 

coordinated through the lead Major Commands, over 115 basing actions have been accomplished 

ensuring that mission and Combatant Commander requirements are linked to installation 

attributes that identify those locations that are best suited to support any given mission. This 

process supports IOC, aircraft delivery, personnel movement, and other mission requirements. 

Recent improvements in the process have formalized actions to expedite simple, specialized or 

particularly time-sensitive basing initiatives, to support more timely decisions. 

During 2011, the Air Force will utilize the Strategic Basing Process to support basing decisions 

for the MQ-1/9, LiMA, LAAR, and KC-X. 

In developing our FY12 budget request, we looked at ways to maximize combat capability out of 

each taxpayer dollar by identifying waste, implementing efficiencies, pursuing continuous 

process improvement initiatives and making smart investments. Recognizing the need to shift

resources from "tail to tooth," the Air Force identified efficiencies across the enterprise that will 

enable investments in enhancements to increase our warfighting capabilities. This includes the 

continued pursuit of cost-effective systems that leverage existing capabilities and maximize 

interoperability and integration of legacy and future systems. 
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Our ability to project Global Vigilance, Reach, and Power is constrained by the increasing costs 

to design and build platforms in a particularly challenging budget environment. Our FY12 

budget request reflects the difficult choices that will allow the Air Force to provide the necessary 

capability, capacity, and versatility required to prevail in today's wars, prevent and deter conflict, 

prepare to defeat adversaries and succeed across the range of potential military operations—all 

the while preserving and enhancing the all-volunteer force.

We are confident in our Airmen. They are the best in the world, and we rely on them to meet 

any challenge, overcome any obstacle and defeat any enemy as long as they are given adequate 

resources. We are committed to excellence and we will deliver with your help. We ask that you 

support the Air Force budget request of $119 billion for FY12.