Index
Global Engagement: A Vision for the 21st Century Air Force flows from the National
Security Strategy and is our continuing commitment to provide America the air and space capabilities required to
deter, fight, and win. This vision is grounded in the Chairman of the Joint Chiefs of Staff concept of how we will
fight in the early 21st century-Joint Vision 2010. It embodies our belief that in the 21st century, the strategic
instrument of choice will be air and space power.
The recently published Air Force Long-Range Plan was designed to implement Global Engagement. The classified
plan provides a framework for change with measurable and accountable steps for implementation. Its "Directive Statements"
contain initiatives necessary to make the visions "actionable" and "End States" which specify future capabilities the
Air Force must possess to realize the vision. This unclassified summary version provides an inroad to the Long-Range
Plan from outside the DoD. I encourage dialog with industry, think tanks, academia, and the public-at-large. The
implementation of our vision, with help from our partners outside the DoD, will ensure that Air Force people will
continue to build the world's most respected Air and Space force for the 21st century.
At CORONA Fall 1996, the Air Force's most senior leaders stepped
up to the issues of mounting global challenges and rapid technological
change to develop a vision for the future. Global Engagement:
A Vision for the 21st Century Air Force
flows from the National Security Strategy and National Military
Strategy and is in concert with the Joint Chiefs of Staff vision
for future military operations, Joint Vision 2010. At the
same time the vision was released, Air Force senior leaders initiated
the preparation of a long-range plan to implement the vision and
guide the institution through its transformation into the next
century.
This summary of the Air Force Long-Range Plan (1997) describes
the activities the Air Force will undertake to reach its future
goals. This document has been written to encourage dialogue with
industry, think tanks, academia and the public at large on the
means to attain these goals. The text of this pamphlet consists
of three sections:
Section One: Planning Context (2000-2025)
Describes what the nation will need from its military forces in
the future security environment.
Section Two: Sustaining and Adapting Air Force Core Competencies
Describes what air and space forces can provide to the joint warfighting
team in that future security environment.
Section Three: Strategic Directions to Implement the Vision
Describes in summary fashion the goals associated with each strategic
direction addressed at CORONA Fall 1996. It includes directives
to remedy potential weak points, identifies areas that require
new emphasis, identifies critical paths to the future and provides
a realistic schedule to ensure each objective is obtained, before
the capability is required to support the joint vision.
Appendices:
Appendix 1 lists the HQ USAF/XPX Directive Statement Points of
Contact (POCs), MAJCOM POCs, and Functional POCs. Appendix 2
lists the acronyms used in this document.
The new Air Force Long-Range Plan guides near- and mid-term planning
and programming, as well as long-term development programs. Moreover,
it provides a basis for accountability, so that the Air Force
moves forward toward explicit long-range strategic goals as envisioned
in Global Engagement and Joint Vision 2010.
The final decade of the 20th
century has witnessed a transformation in the global security
environment. US national security policy strategies must cope
with new threats and challenges. In this vein, the Air Force
realized traditional approaches and structures would no longer
be sufficiently effective in resolving the new problems of the
21st century. The Air Force evaluated current trends,
extrapolated them out years ahead to determine their impact on
the future nature of war and examined whether capabilities were
being developed to meet future military challenges. The integration
of these issues into a coherent, albeit initial formulation serves
as the Air Force's current strategic planning context.
During this period of transition, fundamental US interests and
objectives will remain constant. These core US interests are
to preserve the survival of the US as a nation, to protect US
citizens and interests abroad; to promote global stability and
economic well-being, to maintain and strengthen US alliances and
coalitions and to promote and deepen democracy and free markets
throughout the world. While these core interests remain stable
and constant, threats to US interests continue to evolve. Moreover,
the rate and extent of this change and uncertainty present a far
more dynamic and complex environment than in the past. Against
this background, the Air Force must be able to plan for this future
environment in order to meet the needs of the nation. By placing
different demands on the military, future environments merit new,
innovative Air Force strategies and capabilities to protect the
nation.
In the 21st century the United States faces a multiple
and varied set of possible alternative futures. Within these
possible futures, four fundamental threats figure prominently:
migration of conflict into space; the proliferation of Nuclear,
Biological and Chemical (NBC) Weapons; turmoil and chaos in non-traditional
environments and the threat to the US homeland. The United States
will handle these four threats using dramatically different methods
and resources from those that currently exist. Although the US
cannot predict the specific nature and timing of every possible
threat, the Air Force must be prepared to anticipate and counter
the following threats with sound planning and actions, a sense
of direction and solid leadership.
Future Force Characteristics
Further complicating the future threat environment is the effect
of high technology availability and the windows of opportunity
provided by this effect. Technology advances not only thrust
the US into the 21st century, but also permit disproportionate,
revolutionary advances by current and future adversaries. The
windows of opportunity caused by high technology availability
exist for both the US and potential competitors.
Future adversaries will exploit the window of opportunity to close
the gap with the US by developing more technologically advanced
capabilities, thereby threatening US superiority. US and allied
information systems will be subject to increasingly sophisticated
attacks that possess little or no warning. The pairing of these
future competitors' capabilities with asymmetric strategies will
be a critical factor or driver in shaping the characteristics
of US future forces.
In order to successfully achieve its desired future force characteristics,
the US must capitalize on its availability and advanced technology.
The opportunity cost of bypassing these significant increases
in qualitative superiority is enormous. Foregoing these opportunities
could constrain future US responses to adversaries and risk incurring
unacceptable costs in blood and treasure.
Desired Future Force Characteristics
These future force characteristics reflect the future strategic
environment. New capabilities with these characteristics will
provide the means to neutralize and overcome primary threats.
These future force characteristics take advantage of technology
availability and represent the US commitment to a more qualitative
force. Finally, the future force characteristics are interwoven
throughout the Air Force's core competencies to strengthen the
long-range planning process.
The Air Force believes a new planning approach is necessary to
respond to the future environment. To meet the changing nature
of future threats and military operations, the Air Force has developed
a strategic vision and redefined its core competencies. Core
competencies represent the fundamental contribution that each
Service makes to the joint warfighting team in this unpredictable
environment. Air Force core competencies were shaped by the operational
concepts in Joint Vision 2010 to provide robust
and flexible capabilities for the Joint Force Commander. Special
capabilities are offered across each of the following six core
competencies:
Overall, these six core competencies provide the ability to conduct
sustained operations from dispersed locations, engage targets
rapidly and from long-range, and maintain global situational awareness.
These core competencies are brought together by global awareness
and command and control to provide air and space power to the
Joint Force team. Air Force people and infrastructure continue
to provide the ability to support and sustain the entire spectrum
of Air Force capabilities.
The 2025 planning context will demand the focused and full range
of capabilities that the joint force can bring to bear. To provide
the foundation capabilities that the joint team will need in the
first quarter of the 21st century, the Air Force defined
its core competencies as support for its strategic vision. Pursuing
the goals of Joint Vision 2010 as part of the joint force
will set the Air Force on the right trajectory toward the Air
Force of 2025.
At CORONA Fall 96, Air Force senior leaders redefined our core
competencies and decided on a host of initiatives to strengthen
them. These actions were based on the Air Force leaders' judgment
of what it would take to sustain our core competencies in the
uncertain and changing context of the 21st century.
The Directive Statements in Section 3 address capabilities and
support essential to sustaining our core competencies by proposing
end states and the representative actions needed to achieve them.
Introduction
This section is derived from CORONA Fall 96 decisions and directions,
which were subsequently summarized in Global Engagement: A
Vision for the 21st Century Air Force.
The section is organized according to the issues addressed at
CORONA Fall 96. A goal is identified for each issue, followed
by assumptions and constraints. Associated with each goal are
one or more end states, which represent specific operational or
support capabilities necessary to achieving the goal. Each end
state includes an office of primary responsibility (OPR) and representative
actions, which define one path or method to reach the end state.
By accomplishing the end states listed in this section, the Air
Force will make its future vision a reality and continue on the
path to change.
Goal: Air Force will fully integrate space and air into
all its operations as it transitions from an air force into an
air and space force on its evolutionary path to a space and air
force.
Assumptions and Constraints:
End State 1. All personnel are educated, and all operators
trained to exploit air and space assets in an integrated manner
during peace, MOOTW, crisis, and war.
OPR: AETC
Representative Actions:
Develop Air and Space Basic Course (See Career Patterns Directive
Statement).
Build a plan to update joint training, education, and exercise
activities to reflect an integrated air and space force. OPR:
AETC
Update PME and accession training, (e.g., ROTC, academies) curriculum
and courseware to incorporate the integration of air and space
capabilities. OPR: AETC
End State 2. Air Force is organized for integrated air
and space operations.
OPR: AFSPC
Representative Actions:
Conduct study to determine the "Best Enabling Organizational
Structure" for an integrated space and air force.
Implement the "Best Enabling Organizational Structure."
OPR: AF/XPM
End State 3. Air and space assets are integrated, operated,
and sustained in a seamless manner.
OPR: AF/XO
Representative Actions:
Continue the efforts to standardize space support infrastructure,
systems, and processes with existing Air Force support. OPR:
AF/IL
Identify the optimal force structure for the 21st Century to exploit
the strengths of air and space capabilities. OPR: AF/XP
Integrate Space Superiority campaign into Air Superiority campaign
in OPLANs. OPRs: All NAFs
Explore the need for, and legal ramifications of, a space "FAA/ICAO
like" support organization, within the AF, which would provide
space flight plan advisory/clearance, collision avoidance advisories,
and accident investigation. OPR: AF/XO, OCRs: SAF/GC, AF/SE
End State 4. Superior stewardship establishes the Air Force
as the widely recognized leader in space operations and the national
security leader in the integration and harmonizing of military
space programs.
Note: Stewardship does not equal ownership. Each Service
or Agency retains ownership and operates their own resources.
Stewardship is the function of making sure the DoD "space"
programs meet everyone's requirements and is an attempt to maximize
the utilization of limited dollars and eliminate unnecessary interservice
competition and duplication.
OPR: AF/XO
Representative Actions:
Organize team/office for commercial product and service exploitation
and to develop partnerships with industry for use of assets in
wartime. Review and identify issues with using commercial practices
and the impact to both the military and non-military responsibilities
of the "space" organizations. All Services/Agencies
participate. OPRs: AFMC and AFSPC
Institutionalize funding for air and space modernization/strategic
planning and concept development. OPR: AF/XP
Develop modeling tools able to support cost/effectiveness trades.
OPR: AF/XO
Develop standards, in concert with DoD, for full interoperability
within the Air Force, DoD, Federal, Commercial, International
(to the maximum extent possible). OPR: AF/XP
Goal: The USAF understands that military operations, just as in the media of air, land and sea, will evolve
into space by the need to protect US interests and investments. While fully recognizing the sensitivities
of the issue, the USAF has the obligation to the nation to be prepared in the event additional operations
move to space.
Assumptions and Constraints:
End State 1. Acquire spacelift and space support infrastructure
necessary to support future space and air operations.
OPR: AFMC
Representative Actions:
Assess current/planned space support (spacelift, . . .) and force
enhancement systems' ability to support future systems. Identify
technology shortfalls. OPR: AFSPC
Begin Space Surveillance Network modernization. Focus on providing
the coverage required for timely characterization and tracking
of all space threats. OPR: AFSPC
Identify alternative solutions to above shortfalls (i.e., other
Services/Agencies, commercial, international, etc.). OPR: AFMC
Implement changes to existing programs and/or begin new efforts,
where appropriate. OPR: AFMC
Goal: Aggressively move to counter the rapidly growing
theater and global threat posed to Americans and American interests
by cruise and ballistic missiles. Near term begins with terminal
defense, mid-term grows to boost phase intercept, and far term
expands to full-range defense. In the future, missile defense
will be part of an integrated mission area-counter air and space.
Assumptions and Constraints:
End State: As part of a national and theater counter air
and space system, provide, in a time-phased and treaty-compliant
manner, capabilities that emphasize warning, attack operations,
and boost-phase intercept of ballistic and cruise missiles.
OPR: AF/XO
Representative Actions:
Develop strategy to leverage BMDO and other agencies' space-based
laser and interceptor R&D for future global target neutralization.
OPR: AFMC
Pursue capabilities to counter ballistic and cruise missiles within
counter air and space framework. OPR: ACC
2000 - 2010
Capability exists to neutralize ballistic missiles in terminal
and midcourse phase (Minuteman option for NMD). OPR: AFSPC
Capability exists to sense stationary ground targets in a region.
OPR: ACC;
Capability exists to provide regional target neutralization capability,
i.e., boost phase intercept. OPR: ACC
Capability exists to sense ballistic missile launches worldwide.
OPR: AFSPC
2010 - 2025
Capability exists to sense cruise missile threats in a region
from the air. OPR: ACC
Capability exists to sense stationary ground targets worldwide.
OPR: AFSPC
Capability exists to sense cruise missile threats worldwide.
OPR: AFSPC
Capability exists to sense all IR targets worldwide through the
use of advanced electro-optical (EO) sensors. OPR: AFSPC
Capability exists to neutralize ballistic missiles worldwide.
OPR: AFSPC
Goal: The Air Force will develop and field sensors and
systems that provide to the Joint Force Commander an integrated
global and theater picture of the battlespace (air/space/surface)
-- a BM/C2 system that enables real-time control and execution
of air and space missions.
Assumptions and Constraints:
End State:
The Air Force will provide the Joint Force Commander with the
capability to control and execute the integrated employment of
air and space forces in conjunction with land and maritime assets.
The Air Force is uniquely capable of providing a full range of
air and space sensors, and fusion and display systems to build
the coherent, integrated, air, land, and space picture of the
battlespace.
OPR: ASC2A
Representative Actions:
Define and analyze the overall BM/C2 integrated operational and
system architecture and develop a Technology Roadmap to BM/C2
End State. OPR: AF/XO
Demonstrate current baseline capability of integrated picture
of the battlespace. OPR: AF/XO
Prototype CINCSPACE BM/C2 picture on GCCS. OPR: AFSPC
Demonstrate commercial SATCOM architecture and a prototype of
the BM/C2 theater and global information infrastructure. OPR:
AFSPC
Establish standardized interfaces for integrating databases providing
high availability with assured and survivable information sources.
OPR: AFMC
Transition to objective Common Operational Picture (COP) capability
that provides the user complete flexibility to pull the information
needed while the system automatically presents relevant information
triggered by key events. OPRs: MAJCOMs
Conduct analysis to determine scope, magnitude, and benefits of
UAV/Space-Based Sensor Trade-off. OPR: AFSPC, OCR: ACC
Demonstrate alternative space radar configurations using adapted
commercial SATCOM transceivers and bistatic receivers. OPR:
AFSPC
Complete transition of High Frequency radio, UAV communications
relay, and advanced satellite technology into the DII COE. OPR:
AFMC
Field correlated, fused, all source, integrated, theater/global
air, surface, and space picture for planned and actual
blue, red, and gray forces for all elements of the joint force.
OPR: AFSPC OCR: ACC
Goal: The USAF is committed to an aggressive program of
exploiting UAV technology:
Assumptions and Constraints:
End State 1. Deploy high altitude endurance (HAE) UAVs
that initially augment and begin to replace manned ISR platforms
(e.g., U-2, RC-135).
OPR: ACC
Representative Actions:
Conduct an analysis of system alternatives, including detailed
costs, operational analysis of candidate systems, and unmanned/manned
ISR force mix. OPR: ACC
Initiate new efforts and expand previous efforts to develop
ISR applications beyond the current sensor payloads for HAE UAV
airframes. OPR: AFMC
Begin ISR HAE UAV system P3I, to include mission control and logistics
support elements.
Deploy mission ready HAE ISR UAV system to include system training,
simulation and support infrastructure.
Begin retirement of the portion of the U-2 fleet whose missions
are performed by the HAE ISR UAV.
End State 2. Deploy a HAE UAV communications relay system
that augments or replaces manned platforms (e.g., ABCCC) and complements
SATCOM systems.
OPR: ACC
Representative Actions:
Integrate Air Force analysis of communications relay UAV alternatives
with ongoing DoD (DARPA) communication architecture studies and
analysis. OPR: AF/SC
Complete analysis of communications relay system alternatives.
Determine communications relay payload, system configuration,
and technical requirements. OPR: ACC
Integrate DARPA-developed communications relay payload with Air
Force efforts and demonstrate utility of communications relay
UAV.
Begin communications relay payload and MCE component P3I, in cooperation
with ISR HAE UAV system P3I.
Demonstrate initial flight capability for the communications relay
UAV.
Deploy a mission-ready communications relay UAV system to include
system training, simulation and support infrastructure.
Begin retirement of the portion of air and space-based assets
whose missions are performed by the HAE communications relay UAVs.
End State 3: Deploy a capability to perform SEAD (lethal
and non-lethal) from UAVs.
OPR: ACC
Representative Actions:
Begin SEAD requirements trade study of system alternatives (high-powered
standoff vs. low-power penetrating jammer, etc.), operational
analysis of candidate systems, and unmanned/manned SEAD force
mix. OPR: ACC
Conduct SEAD UAV ACTD program. Program objective is to validate
system requirements, and demonstrate the operational utility of
SEAD UAV. Begin development of post-ACTD SEAD system design (incorporate
lessons learned from ACTD).
Deploy a mission-ready SEAD UAV system to include system simulation,
and support infrastructure with consideration to ISR and communications
relay UAV system efforts..
Explore retirement of the portion of the fleet whose missions
are performed by SEAD UAVs.
End State 4: Become the premier operator and developer
of UAVs by capitalizing on available technologies and aggressively
exploiting commercial and military technologies for follow-on
systems.
OPR: AFMC
Representative Actions:
Refocus a portion of the science and technology investment in
UAV technologies to support combat missions. These technologies
include human-computer functional allocation, C3I architecture,
avionics and weapons miniaturization, propulsion, power, structures,
and automatic target recognition (ATR) and vehicle storage technologies.
OPR: AFMC
Conduct follow-on UAV requirements trade study of system alternatives
(e.g., platform and weapon size, range, cost, etc.), operational
analysis of candidate systems, and unmanned/manned combat force
mix. OPR: ACC
Establish a DoD UAV training, simulation, and support infrastructure
for follow-on UAV building on previous ISR, communications relay
UAV, and SEAD UAV system efforts.
Conduct follow-on UAV ACTD program. Program objective is to validate
combat UAV flight qualities, determine system requirements, and
demonstrate the operational utility of employing UAVs in combat
missions.
Goal: Aggressively employ air and space power to meet
the nation's need for presence and power projection capabilities
in a changing and uncertain security environment.
OPR: AF/XO
Assumptions and Constraints:
End State 1: Sustain strong engagement role by maintaining
a regionally balanced and robust overseas mixture of forward-based
and rotationally deployed forces.
OPR: AF/XO
Representative Actions:
Determine current and projected future force projection requirements
in forward locations. Determine force structure optimization to
meet presence requirements.
Determine the logistics and support requirements needed, from
a systems perspective, to facilitate the projection of power from
forward locations as identified in the AF/XO lead determination
above. OPR: AF/IL, OCR: AF/SC
Identify the airlift requirements to support increased deployments
created by various mixes of temporary and permanent overseas presence.
OPR: AMC
Identify future requirements for protection, from long range threat,
of airborne, surface, and space assets. OPR: AF/XO
End State 2: A responsive Air Force that can operate and
sustain its forces in an expeditionary fashion.
OPR: AF/XO
Representative Actions:
Lighten the forces designated for AEFs and develop new Unit Type
Codes (UTCs) for seven-day aviation packages which support the
light and lean logistics concept. OPR: AF/XO
Determine shortfalls in technology options which would allow air
forces to be more deployable. OPR: AFMC
Continue development of air delivered non-lethal weapons. OPR:
AFMC
Conduct a study in conjunction with the AEF Battlelab to look
at the effect of force structure (Guard, Reserve, active duty,
and joint units) to decrease AEF response time. A parallel study
effort is needed to look at what technologies are required to
decrease AEF response times. Use these studies to develop an
optimized presence strategy to preposition systems and resources
in order to meet decreased AEF response time to less than 36 hours
for any military response option. OPR: AF/XO, OCRs: ACC,
AMC, ANG, AFRC, AFMC
Provide force mix options to execute future air-surface attack
missions. OPR: AF/XP
Accelerate hypersonic and exoatmospheric vehicle technology base
activities. OPR: AFMC
Fielded full multirole/multipurpose weapons with target discrimination
and real-time active decision making capability. OPR: AFMC
Combat forces deployed as an AEF are capable of flying an initial
combat sortie within 36 hours of notification. OPR: AF/XO
Begin development of air or space-based directed energy weapon
with the capability to attack air, surface, and space targets.
OPR: AFMC
Weapons available to counter/neutralize weapons of mass destruction
infrastructure. OPR: AFMC
Technology fully enables the deployment of any AEF to any non-AEF
location by sharply reducing the reliance on prepositioned equipment/stockpiles
or pre-existing facilities. OPR: AFMC
Goal: The Air Force will sustain its nuclear deterrent
forces and increase its efforts to deal with the growing risk
of proliferation. The Air Force will:
Assumptions and Constraints:
End State 1: Air Force nuclear forces of 2005 will:
OPR: AF/XO
Representative Actions:
Assess near and long-term dual capable aircraft (DCA) requirements
in terms of force structure, operational theaters, and aircraft
through 2025. Immediate attention may be required to address
insertion of nuclear capability into follow-on fighter aircraft
in current planning/programming cycle. Identification of DCA
go/no go decision points and costs of implementation will be required.
OPR: AF/XO
DCA decision (terminate DCA requirements, extend existing DCA
aircraft, incorporate nuclear capable modifications into future
aircraft).
End State 2: Air Force nuclear weapon systems, within
treaty limits, remain reliable and capable throughout their operational
life of responding to current and projected worldwide requirements.
OPR: AF/XO
Representative Actions:
End State 3: The Air Force will maintain an unbroken record
of safe and conscientious stewardship of nuclear weapons. The
Air Force will develop enhanced nuclear policy, safety, and security
systems.
OPR: AF/XO
Representative Actions:
Identify necessary security upgrades to Air Force nuclear weapons
systems and support infrastructure. Use the results of the Nuclear
Surety Special Management Review and the AFSPC ICBM Nuclear Security
Process Action Team Report to identify immediate, near-term, mid-term,
and long-term measures to enhance protection of Air Force nuclear
weapons capability. OPR: AF/SF; OCRs: AF/XO/IL/XP/SC/SE, AFMC,
AFSPC, ACC, SAF/AQ, AMC, ANG, AFRC
Study near and mid-term nuclear bomber and DCA basing viability.
Study will assess surety, security, and survivability of existing
bases, their nuclear support infrastructure, and the means to
ensure nuclear force survivability for the long term. OPR: AF/XO,
OCRs: ACC, USAFE, AFMC, AFSPC, AF/IL/SE/XP/SF/SC, ANG, AFRC
Goal: The Air Force will aggressively expand its efforts
in defensive IO as it continues to develop its offensive IO capability.
Already the leader in defense of garrison computer systems, the
Air Force will move to defend its forward-deployed assets. The
Air Force will emphasize its efforts at the operational and tactical
level, but continue to support strategic IO in conjunction with
other federal agencies, strategic IO.
Assumptions and Constraints:
End State: Provide robust information protection for all
Air Force assets and develop an enhanced ability to conduct offensive
IO at the tactical, operational, and strategic level.
OPR: AF/XO
Representative Actions:
Identify impacts of/interactions with new IO approaches with traditional
concepts of deterrence (nuclear and conventional). OPRs: AF/XP,
AF/XO, AFDC
Develop education, training (to include computer and network security
training), and exercise programs. OPRs: AF/XO, AF/SC, AETC,
ACC, AIA
Provide telecommunication and advanced computer defensive tools
sets. OPR: AIA
Complete Base Information Protection (BIP) at 108 locations.
Complete remaining functions in the BIP program (boundary protection,
internal controls, reconstitution and recovery, and preservation
of access). OPRs: AF/SC, ESC
Develop additional IO Tools. OPRs: AF/XO, SAF/AQ, AIA
Goal: The Air Force will continue to rely on the
ANG and AFRC in an integrated Total Force. Driven by the desire
to maximize efficiency and operational effectiveness within allocated
resources, the Air Force will look for new opportunities, to include:
Assumptions and Constraints:
End State: A Total Force that is efficient and operationally
effective sustained through a continuous review of the Active/Reserve
Force Mix seeking opportunities to shift missions and activities
into the Reserve Component.
OPR: AF/XP
Representative Actions:
Conduct studies to determine feasibility, make decisions, and
work details on force structure transfers, mission shifts, and
modernization actions to:
Implement education action plan, exploiting state-of-the-art
and developing technologies (e.g., internet, video-teleconferencing,
computer-based instruction). OPR: AETC
End State 7:Ten percent of all Air
Force officers are proficient in languages needed to support Global
Engagement and US global interests and responsibilities. These
officers become knowledgeable in political-military, economic
and cultural aspects of the country or region associated with
that language.
OPR: AF/DP
Representative Actions:
Establish procedure to have all accessions complete a foreign
language self-assessment. OPR: AF/DP
Provide additional courses and programs in identified target languages.
OPR: AF/DP
Distribute the AETC/USAFA core values education program
for use by all commanders with all personnel. Each commander
will conduct the syllabus-led education in accordance with CSAF
guidance. OPR: AETC
Establish architectural control committee (includes
retired general officers and retired SES members) to oversee Air
Force Continuing Education Program core values curricula, web
site, and field initiatives. OPR: AETC
Develop a broader more portable continuing core values
education plan for civilians and contractors for use at the base
and unit levels. OPRs: AF/DP, AETC/USAFA
Implement an approved action plan to instill and
sustain core values in a continuing effort throughout the Air
Force. OPRs: AF/DP, AETC, USAFA
Goal: Modernization of Air Force through focused exploitation
of emerging technologies, reforms in the acquisition process and
application of "best value" procurement practices:
Assumptions and Constraints:
End State 1: A consolidation of Air Force weapon
systems management centers of excellence, which balances infrastructure
costs with required capabilities and emphasizes joint service
teams.
OPR: AFMC
Representative Actions:
Convene weapon systems management infrastructure integrated product
team (IPT) to develop an Air Force strategy for intra- and inter-service
consolidation, realignment, and transfer. IPT will interface
with Air Force's corporate effort developing strategic direction
for basing. OPR: AFMC
Air Force approves/disapproves consolidation team recommendations,
intra- and inter-Service.
End State 2: A robust Government Owned, Contractor Assisted
(GOCA) weapon system management framework and enabling procedural
changes.
OPR: AFMC
Representative Actions:
Establish a review board with the requisite specialties (e.g.,
acquisition, law, industry) consisting of uniformed, government
civilian and industry experts. Conduct review of mission essential
tasks and inherently governmental functions. OPR: AFMC
Air Force approves/disapproves board recommendations. OPR: SAF/AQ
End State 3: A single Air Force laboratory with streamlined
management overhead; reduced duplication; and consolidated, full
resource ownership and accountability (dollars and personnel)
under a single commander for focused exploitation of emerging
technologies.
OPR: AFMC
Representative Actions:
The single laboratory concept is the basis for the intra-service
VISION 21 strategy. This architecture will adhere to the following
tenets:
Establish a multi-phase implementation schedule to reach the End
State. OPR: AFMC
Complete implementation of the "End State" single laboratory
with reduced manpower levels (which completes full overhead reduction).
End State 4: An integrated weapon system management (IWSM)
marked by: (1) clearly defined authority and responsibility for
the single manager; (2) clearly defined relationships with other
players; (3) strong integrated IPT structure with original equipment
manufacturer (OEM) and principal supporting contractors; and (4)
single-manager location determined by life-cycle phase of systems
and locus of activity.
OPR: AFMC
Representative Actions:
Clarify single manager teaming with stakeholders (e.g. who does
what, where, and when). Clearly state how single managers need
to work through the responsible Program Executive Officers/Designated
Acquisition Commanders (PEOs/DACs) to resolve problems and interface
between the acquisition and sustainment chains. Prepare and distribute
the following guidance: OPR: AFMC
End State 5: Institutionalized acquisition reform guided
by strategic business practices which result in "best value"
procurements with minimum government infrastructure.
OPR: SAF/AQ
Representative Actions:
Produce strategic business plan to evolve from Air Force acquisition
"Lightning Bolts" to continuous process improvement.
OPR: SAF/AQ
Apply Cost as an Independent Variable (CAIV) across the requirements/acquisition/
sustainment life-cycle. OPR: SAF/AQ
Institutionalize developmental planning process in support of
Mission Area Planning. OPR: AFMC
Establish single process guidelines for developmental planning
process. OPR: AFMC
Deploy CAIV tools. OPR: SAF/AQ
Champion strategic business plan, implement best practices, work
to obtain appropriate enabling legislation and regulatory changes.
OPR: SAF/AQ
Goal: Reduce cost of T&E infrastructure while continuing
acquisition of superior weapon systems.
Assumptions and Constraints:
End State 1: A T&E infrastructure that maintains core AF T&E expertise in all five T&E mission areas at a reduced cost (2005). Five T&E mission areas are aircraft-avionics-propulsion, munitions, electronic combat, space, and C4I.
OPR: AF/TE
Representative Actions:
Develop a plan for Air Force T&E infrastructure based on CORONA
direction and the T&E strategy briefing approved by the CSAF
and SECAF in Dec 96. This plan will be used to support Vision
21 and include results from ongoing A76 studies. OPR: AF/TE
Complete implementation of approved Vision 21 actions, including
any additional actions (if any) referenced in Air Force T&E
infrastructure plan. OPR: AFMC
End State 2: Use modeling and simulation (M&S) capability
as the primary means of system performance/effectiveness and system
maturation during test and evaluation. Flight testing will focus
on refining, verifying, and validating system performance models
and engineering data packages.
OPR: AF/TE
Representative Actions:
Complete development and approval of a strategic plan (based on
A New Vector and AF/XOCA guidance) for the use of modeling
and simulation in the Air Force acquisition process. Ensure that
each test mission area's M&S requirements are fed into the
standard M&S architecture (i.e., Joint Modeling and Simulation
System (JMASS)) along with other acquisition requirements. OPRs:
AF/XO for guidance, AFMC for plan, OCR: SAF/AQ
Begin to populate JMASS library with blue system models, red and
gray threat models, and environmental models. OPR: AFMC
Complete on-line status for Simulation and Analysis Facility (SimAF).
SimAF will comply with JMASS, Joint Simulation System (JSIMS),
and Joint Warfare Simulation (JWARS) architectures. JSIMS will
focus on the operational level of war (campaign and mission-level
simulation). JWARS will deal with joint campaign analysis. OPR:
AFMC
Demonstrate that JMASS is capable of supporting DoD modeling and
simulation strategy.
Demonstrate that computer M&S capability can be used for system
performance evaluation with high confidence and low risk. OPR:
AFMC
Goal: Enhance operational sustainment to the warfighting
CINCs and improve efficiency of weapon system support through
the pursuit of "best value" processes and products.
Fully transition from a concept of operational sustainment via
"push" resupply to one based on accurate information,
responsive production, and daily, time-definite airlift. Demonstrate
Agile Combat Support first in the context of the Air Expeditionary
Force, and once mastered, for the 21st Century Joint
Force. Pursue the creation of effective battlefield distribution.
Pursue improvements in our depot process that are essential to
a leaner and more effective 21st century Air Force.
Assumptions and Constraints:
End State 1: A logistics command and control (C2) capability
that provides real-time visibility, reachback, and control of
all logistics resources in order to plan, prepare, deploy, employ,
sustain, and reconstitute forces across the full spectrum of military
operations.
OPR: AF/IL
Representative Actions:
Complete development of the standard suite of logistics decision
support tools needed to support the CINC course of action decision
process, tailored deployment, beddown, analysis, and deployment
decision making. OPR: AF/IL, OCR: AF/SC
Study the need for expanding Air Force Contingency Support Squadron
(AFCSS) responsibilities to include the total range of reachback
requirements. OPR: AF/IL, OCR: AF/SC
Integrate Joint Total Asset Visibility (JTAV) capabilities with
Air Force asset management processes and logistics data systems.
OPR: AF/IL, OCR: AF/SC
Decision on Air Force-wide implementation of integration of all
existing logistical planning tools into a standard suite of systems
OPR: AF/IL
End State 2: Assured, time-definite battlefield delivery
and distribution.
OPR: AF/IL
Representative Actions:
Study alternatives for integrating Army and Air Force battlefield
distribution systems.
Include Air Force theater distribution requirements in theater
deployment plans (TPFDDs). OPR: AF/IL
End State 3: A lean and responsive depot structure operated
using performance-based business processes and metrics to provide
improved financial performance and institutionalized Lean Logistics.
OPR: AF/IL
Representative Actions:
Implement partnering arrangements with Defense Logistics Agency
(DLA) and commercial industry to maximize retail and wholesale
repair piece parts availability at minimum cost with minimum inventory.
OPR: AF/IL
Develop seamless, GCSS compliant, wholesale and retail supply
systems with an integrated architecture based on shared business
policies, processes, and standardized data across the supply chain.
OPR: AF/IL, OCR: AF/SC
Develop a plan to expand partnering arrangements with industry
to make maximum use of excess organic depot capability while lowering
Air Force costs. OPR: AFMC
Investigate and implement innovative contracting tools to minimize
acquisition lead time while providing best value support. OPR:
SAF/AQ, OCR: AFMC
Convert Air Force logistics business operations to a performance-based
resource management system. OPR: AF/IL
Convert depot operations to a full Performance Based Resource
Management System compliant with the Government Performance and
Results Act (GPRA) and evaluate the potential to make Air Force
Working Capital Funds (WCFs) Performance Based Organizations (PBOs).
Obtain legislation to allow retention of revenues from partnering
arrangements in the Air Force WCF. OPR: AF/IL, OCR: SAF/AQ/GC/LL
Obtain legislation to allow the Air Force to pursue best value
logistics actions.
Decision to convert Air Force depot operations to a Performance
Based Resource Management System and to convert depots to Performance
Based Organizations (PBOs) in accordance with the National Performance
Review. OPR: AFMC
End State 4: Weapon systems with high reliability, low
life cycle costs, and a small mobility footprint.
OPRs: AF/IL, SAF/AQ
Representative Actions:
Issue policy guidance requiring Cost as An
Independent Variable (CAIV) methodologies be the principal means
for addressing R&M issues in the program systems engineering
process. OPR: SAF/AQ, OCR: AF/IL
Develop metrics and determine reliability, maintainability, and
cost of ownership goals for all weapon systems. OPR: AF/IL,
OCR: SAF/AQ
Establish cost of ownership goals for all acquisition category
1 and 2 systems under development. OPR: AF/IL, OCR: SAF/AQ
Develop metrics to measure the effect of reliability and maintainability
on the mobility footprint. OPR: AF/IL, OCR: SAF/AQ
Develop improved R&M and cost/benefit assessment tools. OPR:
SAF/AQ,
Ensure that sustainability requirements are included and actively
advocated by the MAJCOMs throughout the life cycle of the weapon
system. OPRs: MAJCOMs, OCRs: AF/IL, SAF/AQ
Goal: The Air Force reaffirms its commitment to preserve
a "sense of community" at its bases maintaining high
Quality of Life standards while searching for new and more efficient
ways of providing them.
End State 1: An efficient and effective base operating
environment that maintains a strong Sense of Community and Quality
of Life.
OPR: SAF/MI and AF/IL
Representative Actions:
Define essential characteristics for Sense of Community and Quality
of Life.
Catalog the essential Air Force standards that best represent
an effective base operating environment which includes Sense of
Community and Quality of Life.
Define measures of effectiveness for Sense of Community and Quality
of Life.
Conduct a survey of major bases to evaluate their effectiveness.
Provide results of survey to corporate leadership with recommendations
for actions.
End State 2: A corporate process and a strategic direction
for basing that reduces unnecessary costs and improves operational
efficiency.
OPR: AF/IL
Representative Actions:
Form an IPT of SAF, Air Staff, and MAJCOM representatives to assist
in developing a strategic direction for basing.
Develop strategy and priorities.
Assumptions and Constraints:
End State 1: Small, focused
Battlelabs, relying on field ingenuity, to identify operational
and logistical concepts for advancing Air Force core competencies.
OPR: AF/XO
Representative Actions:
Establish six Battlelabs: (a) Battle Management;
(b) Unmanned Aerial Vehicles; (c) Information Warfare; (d) Air
Expeditionary Force; (e) Space; and (f) Force Protection. Battlelabs
will draw upon Active, Reserve, and Guard capabilities and expertise
to measure the potential worth of these concepts using courses
of action ranging from modeling and simulation to actual employment
of exploratory capabilities in operational environments. Successful
Battlelab initiatives should drive revisions to Air Force organization,
doctrine, training, requirements, or acquisitions. OPR: AF/XO
End State 2: An innovative
process that vigorously evaluates new operational concepts and
systems with following attributes: (a) flexible and responsive
to rapidly changing environment; and (b) able to effectively integrate
alternate, "outside-the-box" future concepts into the
planning and programming process.
OPR: AF/XP
Representative Actions:
Air Staff Future Concepts Division defines teams, studies, processes,
and mechanisms, including future-oriented wargames, to better
integrate innovative, emerging technologies and concepts of operations
into the Modernization Planning Process. OPR: AF/XP
Appendix 1:
HQ USAF/XPX Points of Contact
Appendix 2:
MAJCOM Points of Contact
Functional Points of Contact
LAWRENCE P. FARRELL, JR.
Lieutenant General, USAF
DCS/Plans and Programs
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Integrating Air and Space
Future Space Operations
Ballistic and Cruise Missile Defense
Battle Management/Command and Control (BM/C2)
Unmanned Aerial Vehicles (UAVs)
Presence/Power Projection
Nuclear Weapons Operations, Planning, and Support
Information Operations (IO)
Force Mix
Career Patterns
Core Values
Acquisition Management
Test and Evaluation (T&E) Infrastructure
Sustainment
Basing
Innovation
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OCR: AFSPC
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OPR: AF/IL
OPR: AFMC
OPR: AF/IL, OCR: SAF/AQ/GC/LL
OCR: AF/IL
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