Air Force Public Affairs

Transcription

1 WINTER 2016 Air Force Public Affairs

2 FOREWORD Air Force Communication Waypoints provides a common set of themes, messages and reference materials designed to provide Airmen the tools needed to effectively Tell the Air Force Story across a wide range of topics. Communication is a leadership responsibility at all levels and every Airman must be prepared to explain how they, and the Air Force as a whole, contribute to America s defense through the unique application of Air, Space and Cyber capabilities. Wellintegrated, synchronized and deliberate communication contributes to morale and readiness, builds and sustains public trust and support and contributes to global influence and deterrence. As Airmen, we have a duty to inform and educate decision makers in the executive and legislative branches of government, leaders across the Department of Defense, our Joint Force and Allied partners, local officials and community leaders where we live and work, the broader American public, and thought leaders and advocates in government, academia and industry. We also have an enduring requirement to communicate with our own Total Force Airmen and to deliberately engage with the media in a responsive, accurate and transparent manner. The United States Air Force relies on partnerships, both domestic and abroad, to organize, train, equip and employ forces in support of national security requirements. Synchronized communication with key audiences and constituents is absolutely critical to maintaining robust partnerships and enabling the long-term effectiveness of the Air Force. Waypoints topics form a substantial portion of the broader Air Force narrative and support Airpower Advocacy efforts by communicating the critical role of our Airmen and Airpower in the national security of the United States. This document is aligned with the Air Force s Strategic Framework to communicate Who We Are, What We Do and Where We Are Going. As Airmen, we are committed to ensuring our communication efforts are forthright, accurate and timely. While Waypoints provides an excellent resource for Airmen, messages are most effectively communicated to key audiences in formats that allow Airmen to provide important context to the discussion. Continued coordination with command Public Affairs offices is essential to ensuring Air Force efforts are synchronized across all levels. Topics within this document will be reviewed monthly and updated semi-annually by Office of Public Affairs. The USAF is the World s Greatest Air Force Powered by Airmen, Fueled by Innovation. It s a story we all must tell! KATHLEEN A. COOK, Brig Gen, USAF Director, Air Force Public Affairs TELL THE AIR FORCE STORY hp://

3 TABLE OF CONTENTS Air Force Value for America : The What, How and Where... 4 WHO WE ARE...5 Growing the Force... 6 Force of the Future... 7 Blended Rerement System... 8 Women in Service Review... 9 Developing the Force Diversity & Inclusion Air Force Medicine Comprehensive Airmen Fitness Suicide Prevenon Fairness and Jusce in the Air Force Sexual Assault Prevenon & Response Family Advocacy Program Profession of Arms Center of Excellence United States Air Force Academy WHAT WE DO Air Superiority Nuclear Enterprise Space Command & Control Informaon Dominance Cybersecurity Cyberspace Force of the Future Remotely Piloted Aircra Intelligence, Surveillance, Reconnaissance.. 30 Air Force Special Operaons Air Force Security Cooperaon Total Force Integraon WHERE WE ARE GOING Air Force Strategic Framework FY17 Air Force Budget Readiness Make Every Dollar Count Capability Development Enterprise Capability Collaboraon Team Acquision Excellence Bending the Cost Curve Modernizaon Long Range Strike Bomber (LRS-B) KC-46A Pegasus F-35 Lightning II Science and Technology Autonomy in the Air Force Energy Assurance Airmen Powered by Innovaon Financial Improvement & Audit Readiness.. 52 Community Partnership For quesons please contact SAF/PA COMM: DSN:

4 AIR FORCE VALUE FOR AMERICA Background: America was born from a spirit of discovery and this spirit is woven into our history and culture resulng in constant exploraon of new boundaries. Technologies that rely on air and space contribute significantly to our economic prosperity by providing for world trade, creang employment and generang wealth. Innovaons resulng from the exploraon of air and space expand our knowledge and understanding, allow us to live longer and healthier lives, and provide opportunies and services that make our lives easier. The air and space domains are becoming increasingly important in preserving our internaonal prominence and influence, as well as protecng and ensuring our safety and security. Air Force Mission Facts Air Force Enduring Contribuons + Strategic Environment = USAF The Best Opon The Air Force provides three enduring contribuons to ensure our naon s connued success, prosperity and security. These enduring contribuons are unique to the USAF, and make us unique in the world. Global Vigilance USAF provides the ability to gain and maintain awareness - an unblinking eye - anywhere in the world. We provide integrated, relevant informaon to all Services and joint commanders so they have expanded response opons. Global Reach USAF provides the ability to project power, influence and assistance responsively with unrivaled speed and precision to any point on or above the earth. We have global presence, without the vulnerability of needing to be deployed into global hotspots. Global Power USAF provides the ability to hold any target at risk, assert any type of influence, or deliver any required assistance to any spot on the planet at a moments noce with as much or as lile presence as desired. Global Vigilance ISR missions are flown 24 hrs/day, 365 day/year in four areas of responsibility Over 300,000 RPA hours flown in FY14 Global Reach More than 230,000 aeromedical paent movements since 9/11 In 2014, tankers offloaded more than 803 million pounds of fuel in support of overseas conngency operaons Humanitarian relief: Hurricane Katrina, tsunami relief, Superstorm Sandy, Ebola and earthquakes in Pakistan and Nepal Global Power In 2014 we flew about 250 sores every day in Afghanistan, Iraq and Syria, in addion to about 600 airli sores worldwide Since 9/11 nearly 65,000 sores have been flown to protect the homeland The current and future environments indicate U.S. military responses will have to be everywhere, all the me. Connuing fiscal constraints make this unaffordable and unsustainable. Current Threats Are Expanding The current threat environment is expanding, with exisng adversaries and emerging near-peer competors located and operang around the world. Future Threats Will Be More Frequent The future threat environment indicates that global dangers will not diminish, but rather will happen faster and more frequently. Connuing Fiscal Constraints The current and foreseeable fiscal environment will connue to be constrained. Not all military engagement has the same return on investment in delivering long-term peace and stability in the world. The naon needs to apply its resources in areas that have the greatest return on investment. The naon needs to "stretch" its naonal security dollar. The Air Force provides the best value as the only truly global and agile Service; delivering contribuons that transcend our Service. More than any other military force, a shorall in Air Force capability has a disproporonately negave effect on the success of the joint force. Global The Air Force provides access to data, informaon and knowledge on any situaon anywhere in the world. We can deliver weapons, water or warriors to any place on the earth in hours, not days, weeks or months. Agile The Air Force provides senior leadership with scalable opons that allow maximum flexibility for engagement. We project power, influence and assistance more rapidly, more responsively and with a lighter footprint than other military opons. Contribuons that Transcend As a service with joint origins, the Air Force is the foundaon for mul-service, interagency and coalion operaons. We provide the joint team the ability and freedom to fight in the air, on the ground and at sea. Tomorrow s Air Force has to be the most agile, credible and affordable total force team capable of meeting what our Combatant Commanders need Airpower without it, you lose. General Mark A. Welsh III

5 3-5-3: THE WHAT, HOW AND WHERE Background: America is a global power that calls on Airmen to protect her cizens, secure her interests and reassure her allies everywhere, all the me. Since 1947, Airmen have performed five core missions that underwrite all other American military might. Those missions guarantee the enre joint and coalion team has the situaonal awareness, coordinaon and freedom of acon to prevail. And since 1947, Airmen have kept pace to stay on the froner of technology, standing watch wherever threats may manifest. Today, only a force that can do all five missions through air, space and cyberspace can provide the Global Vigilance, Reach and Power that America expects. That s : three enduring contribuons, through five core missions in three domains. What Airmen Do How We Do It Where It Maers Airmen allow the Naon to see and reach nearly everywhere, anyme and respond with precise effects in a rapidly changing security environment. Global Vigilance means Airmen allow leaders to observe, orient and direct acon oen before emerging threats can do harm. Global Reach means Airmen allow the joint and coalion team to deliver and sustain tailored forces anywhere on the planet within hours. Global Power means Airmen provide the influence and effects that change the course of events. Whether by holding targets at risk or by reassuring the threatened, Airmen write history. Since the Air Force was charged by the naon to apply power in and through the air, these core missions have evolved their character but not their nature. The core missions allow America to: Gain and maintain control of contested air and space Give policy makers and commanders a clear picture of the balespace Rapidly transport tailored forces from garrison to the point of crisis Ensure deterrence and control escalaon by holding any target at risk Magnify joint and coalion effecveness and flexibility through superior coordinaon The Airman must be wherever America s interests and vulnerabilies are the physical high-ground of air and space is not enough. Airmen stand ready wherever technology enables human acon. No regular military force can safely operate without securing the skies above it. Space has become congested and contested, and American civil and military power as we know it are reliant on space systems. Cyberspace is the froner of an ongoing revoluon in cognion allowing virtual acons to have very real effects across land, sea and air. Air Force Enduring Contribuons Air Force Core Missions Air Force Key Domains Global Vigilance Air and Space Superiority Air Global Reach Intelligence, Surveillance and Space Global Power Reconnaissance Rapid Global Mobility Global Strike Command and Control Cyberspace Why Maers 3 Three Enduring Contribuons The Air Force provides Global Vigilance, Global Reach and Global Power. It s not simply Vigilance, Reach and Power that maer. State powers and regional actors possess those to varying degrees, but America s Air Force is the only force in the world that has Global Vigilance, Global Reach and Global Power. Global maers. 5 Five Core Missions The Air Force has been charged by the Naon with essenally the same core missions since it was founded in The missions are that important, and every member of the joint and coalion team knows that the beer we do our core missions the beer they can do theirs. If we fail at our core missions, they simply cannot do theirs. 3 Three Domains The Airman operates seamlessly in and through air space, outer space and cyber space to protect America s people, interests and allies. America cannot afford to have us leave vulnerabilies anywhere in domains that surround us everywhere. Since 1947, the core missions of the Air Force haven t fundamentally changed. What has changed is how the Air Force performs these missions. Today, we carry out our core missions through air, space and cyberspace. The result Global Vigilance, Global Reach and Global Power for America. General Mark A. Welsh III

6 Waypoints: Who We Are

7 GROWING THE FORCE Background: At the beginning of 2015, the Air Force had expected to draw down combat Forces in Afghanistan and have an opportunity to reset and reconstute our forces. We had completed the majority of the FY14/15 Force Management programs bringing us down to an end-strength of approximately 313,000. However, a changing geopolical situaon (ISIS, Crimea, Ukraine), force structure decisions (A-10 and other weapon systems retained) and a need to reinvigorate the nuclear enterprise led to a decision that we must have more Airmen for required force structure levels to support EUCOM, CENTCOM and other Air Force operaons. In response to these changes, the FY16 President s Budget resized acve duty end-strength from 313,000 to 317,000 to address key capability gaps in the nuclear, maintenance, cyber, intelligence, surveillance and reconnaissance and support career fields. To support these increases in authorizaons, the Air Force has a deliberate plan to reach 317,000 personnel by the end of FY16. Smallest, Busiest Force Authorizaon Growth Force Management Iniaves The Air Force is the smallest it has ever been, even while the demand for airpower connues to climb. There is no excess; no bench everything is commied. To ensure operaonal and mission capacity in support of Combatant Commanders and to maintain readiness, the Air Force is growing the force. A changing geopolical situaon (ISIS, Crimea, Ukraine), force structure decisions (A-10 and other weapon systems retained) and a need to reinvigorate the nuclear enterprise led to a decision that we needed more Airmen for required force structure levels to support EUCOM, CENTCOM and other Air Force operaons. The Air Force must connue to grow inventory to address key capability gaps in the nuclear, maintenance, cyber, intelligence, surveillance and reconnaissance and support career fields. Facts Use of Special and Incenve Pays, High Year Tenure Extensions, Prior Service Accessions and Voluntary Limited Period of Acve Duty (VLPAD) programs are complimentary to increasing enlisted accessions and helping the Air Force quickly acquire and retain experience for the force. In FY16, the Air Force is bringing in approximately 4,400 more enlisted accessions than we did in FY15. Our strategy-driven FY17 President s Budget submission is consistent with the FY16 budget and offers the best balance for America s current and future requirements at Biparsan Budget Act-level funding. Our FY17 request seeks a total military force of approximately 491,000 including roughly 317,000 acve duty, 105,000 Air Naonal Guard and 69,000 Air Force Reserve Airmen. The Air Force will connue to posture for future manpower increases to address aircra maintenance capacity shoralls, expanded training capacity requirements and systemic unit under manning. To fill these addional authorizaons, our Force Management programs will focus on increasing the number of experienced Airmen in undermanned speciales and retaining the experience of our professional Airmen currently in the fight. VLPAD: Opportunies to serve an acve duty tour for a period of up to 3 years will be offered to members of the Air Reserve Component in targeted Air Force speciales. We are focused on adding/retaining midlevel, experienced Airmen in some of our currently undermanned speciales to help meet mission requirements. Quesons & Answers Q1: Could the Air Force have avoided these measures if you didn t choose to cut so deep through the Force Management (FM) programs in FY14? A1: The FY14/15 FM programs were necessary at the me to draw down the Air Force to approximately 313,000 due to the Budget Control Act and Sequestraon. These programs were necessary to shape the service to meet DoD strategic guidance for a leaner force. The new requirements, changing geo-polical situaon and force structure decisions could not have been forecasted when the FY14 programs were approved and executed. The current FM programs are designed to meet the need for experienced Airmen in crically undermanned speciales such as nuclear, maintenance, cyber, intelligence, RPA and support career fields. Q2. What is the Direct Duty Prior Service Enlistment Program? A2. The Direct Duty Prior Service Enlistment Program allows a select number of separated individuals to return to acve duty. The program is open to certain former members of military branches, as well as those currently serving in the Reserve and Guard. Q3. What are Must-Do s by the Air Force to ensure success of the growth plan? A3. The Air Force is working aggressively to secure funding for increased outreach for our recruing teams and addional resourcing in both manpower and dollars to ensure increased capacity of the Air Educaon and Training Command accession and inial skills training facilies. Addionally, retenon programs such as bonuses and incenve pays and high year of tenure extension programs were implemented with expanded eligibility in FY16. The Air Force introduced several personnel and manpower iniaves in FY15 to meet increased mission requirements. The plan to grow the force is deliberate addressing mission and readiness demands and shaping the workforce to meet current and future mission and skill requirements. We are using the most direct way of growing the force increasing accession of enlisted Airmen entering Basic Military Training and the numbers of officers being commissioned. We are retaining experience through robust and expanded special and incenve pays; bringing on prior service accessions; ulizing Reserve acve duty tour opportunies; and implemenng High Year of Tenure extensions and selecve connuaon in crical career fields. Demand for our services is way, way up. But we are meeting those demands today with the smallest Air Force in our history. When you couple that smaller force against the backdrop of austere budgets, and with the huge demand, what we have is a Total Force that is under significant strain...fortunately, we have very dedicated and professional people who have been getting the job done despite all of these pressures... Your Air Force is the finest in the world, and we need to keep it that way...we must maintain the proper balance across all our mission areas, because that s what the combatant commanders expect from us. General Mark A. Welsh III

8 FORCE OF THE FUTURE Background: On his first day in office, Secretary of Defense Ashton Carter announced his goal to build the Force of the Future for the Department of Defense to maintain the compeve edge in aracng and recruing top talent to serve the naon. In March of 2015, Secretary Carter directed a comprehensive review of the Department s civilian and military personnel systems. The review generated a principal level working group which recommended an inial tranche of over 20 reform iniaves focused on permeability, recruitment, and retenon. The Air Force implementaon of Force of the Future iniaves is focused on ensuring a force able to shape the future and win the fight. Agile Airmen and Organizaons Maximizing Talent and Capability A Ready, Resilient Force The Air Force will increase agility by strengthening our culture of adaptability and innovaon. Eliminang barriers ensures we are fully leveraging our skilled and innovave Airmen and supports retaining ready, resilient Airmen and families. This opmizes our operaonal response abilies. The more opportunies Airmen have to broaden their skillsets, the more capabilies they bring to the fight. Fostering the spirit of innovaon and inclusivity allows us to deliver global capability and maintain America s advantage over adversaries. Agility and inclusiveness prepares our force for the challenges of tomorrow not just the realies of today. Our naon has the best Air Force in the world and it is fundamental for us to connue to maximize talent and capability with a force of agile and inclusive Airmen. Without a more creave and flexible concept for service, we may find ourselves out of step and face more difficulty retaining the creavity and innovaon needed in leadership. The Air Force must commit to a career development model that provides a more sophiscated, tailored approach to recruitment and retenon for highlydesired skillsets. We connuously review opportunies to strengthen the force. While some iniaves are force-wide, others are more targeted, but all have the same objecve. Taken together, these will strengthen our compeve posion in the bale for top talent. The ulmate source of Air and Space combat capability resides in the men and women of the U.S. Air Force. We owe it to ourselves, our Airmen and our Naon, to ensure a ready and resilient force. Our people are incredible. They are technically savvy, commied to the mission and clever about how they accomplish it. When you combine these superstars with supervisors and commanders who support them and families who enable them, you create an incredible force of nature. Ensuring the comprehensive wellness and resilience of our Airmen and families supports the retenon and readiness of our force. We remain commied to our Airmen and their families. Where we can, we will ease burdens and remove barriers. Strengthening Comprehensive Family Benefits Establish a DoD-wide standard for paid maternity leave of 12 weeks Seek authories to expand paternity leave to 14 Days Seek authories to expand adopon leave Extend childcare development center hours to a 14-hour minimum Quesons & Answers Q1: How will these changes affect readiness? A1: These changes, like many others we ve made, help ensure our high-performing Airmen can connue to serve. We are confident these programs will support a more ready and resilient force of the future. Q2: How will these iniaves help Airmen and their families? A2: We want our people to be able to balance two of the most solemn commitments they can ever make: a commitment to serve their country and a commitment to start and support a family. These iniaves provide one more reason for Airmen to stay on board. We show them that supporng a family and serving our country are by no means incompable goals. These benefits provide the force greater confidence about their future and they allow greater flexibility for families. Modify or install mothers rooms Examine addional opons for childcare services Seek authories to allow service members to remain at a staon of choice for family reasons Provide egg and sperm cryopreservaon I ve made a commitment to the men and women in uniform, to President Obama and to the American people that as Secretary of Defense, I will drive change to build what I call the force of the future: the military and the broader Defense Department that we need to serve and defend our country in years to come. Ashton B. Carter Secretary of Defense This is the right thing to do. This groundbreaking policy carefully balances our priority focus on mission effectiveness with ongoing efforts to attract and retain talent in a changing workforce.

9 BLENDED RETIREMENT SYSTEM Background: The Fiscal Year 2016 Naonal Defense Authorizaon Act included a blended military rerement system for all military services. The change to a blended rerement system is a Department of Defense (DoD) led program and is a key step in modernizing our ability to recruit, retain and maintain the talent we require of our Future Force. Furthermore, these changes provide addional opons to aract and manage a military force that requires ever-increasing diverse and technical skill sets in an evolving global economy. The current defined-benefit military rerement system is a significant incenve in retaining a career military force and has served us well for decades. Changes to the military rerement system will be perceived as a momentous change to a tried and true system. For the first me, service members will automacally contribute to their rerement plan from their current compensaon. This change will ensure that more military members leave the service with rerement savings. Who Will Be Impacted? Impacts to the All Volunteer Force Financial Educaon Only service members who enter military service on or aer 1 January 2018 will automacally be covered by the blended rerement system (BRS). Everyone who is currently serving as well as those who enter the force on or before 31 December 2017 is grandfathered under the current military rerement system. Any member who has fewer than 12 years of service on 31 December 2017 may elect to remain under the current military rerement system or choose to opt into the new blended system. Reserve Component members rerement points and rerement eligibility for the defined benefit are the same under the blended system as under the current Final Pay and High-3 rerement systems. Milestones Jan 16 DoD website acvated Summer 16 DoD plans to start Total Force online BRS training 1 Jan 18 New blended military rerement system goes into effect 31 Dec 18 Deadline for Service members with less than 12 years of service to opt in to the new system The blended system preserves a nearly equivalent or beer rerement benefit when service members reach the IRS rerement age (currently 59 1/2 years). The essenal elements of the new blended rerement system are the same for both the acve and the reserve component member. The new system is a blend of a 20-year cliff-vested defined benefit annuity with a defined contribuon plan that allows service members to contribute to a Thri Savings Plan (TSP) account that is transferable aer separaon from the military. The new system adds a variable cash incenve or connuaon pay, in exchange for 4 years of obligated service, and opons for lump sum payments. Details for implemenng these opons are sll in development. Cost Savings Quesons & Answers Q1: Why the change in rerement systems for military service members? A1: Currently, approximately 81% of all military members leave with no rerement benefit. Under the blended military rerement system, approximately 85% of those who join will receive a rerement benefit, even if they leave before qualifying for full rerement. Q2: How many people would receive some type of rerement with this plan? A2: Vesng occurs upon the beginning of 3 years of service. This would ensure that approximately 85 percent of service members would receive some measure of rerement benefit. About 15 percent of service members separate before compleng 2 years of service. Q3: How will the TSP matching work for service members under the new system? A3: Upon entry, Service members will be automacally enrolled into a Tradional TSP account with 3% of their basic pay going into their account. DoD will contribute 1% once a service member has completed 60 days of service. Aer compleng 2 years of service, DoD will match service member contribuons up to 4% of their basic pay (plus the 1% automac contribuon). DoD matching will connue unl the member separates, reres, or reaches 26 years of service, whichever occurs first. The blended rerement system will achieve real tangible savings to the DoD over 10 years: Approximately $4.8B from FY17-26 Annual DoD budget savings in steady state (through the year 2048) are projected to be $1B Financial educaon to the field is of utmost importance as this change pertains to service members financial future. Deliberate financial educaon is paramount for those who must choose between the current and blended rerement systems because opng-in or remaining in the current High-3 system is an irrevocable decision. DoD is currently draing a detailed financial educaon strategy that will include training on the new rerement system tailored to both Acve and Reserve Component forces. In addion to financial educaon, DoD will provide both an Acve and Reserve Component calculator to assist eligible service members in making a decision to either opt-in to the new blended system or remain in the current system. The new blended retirement system will offer the opportunity for our Airmen who serve less than 20 years to earn retirement benefits. Previously, roughly 81% of our Airmen left the Air Force with no retirement benefits. Now they can leave the service with a transferable retirement fund, and they deserve it. We'll have to continue to monitor its impact on retention in the future, but we're confident this will be as good and could be better for some Airmen who serve a full career and retire, and no question much better for our Airmen who choose to serve for an enlistment or two. CMSAF James A. Cody Chief Master Sergeant of the Air Force For current informaon and FAQs on the Blended Rerement System from the Office of the Secretary of Defense, visit militarypay.defense.gov.

10 WOMEN IN SERVICE REVIEW: PHASE III Background: In January 2013, DOD leaders rescinded the 1994 Direct Combat Definion and Assignment Rule. As part of the Women in Service Review, the SECDEF directed the services and USSOCOM to develop plans consistent with their guiding principles for recommendaons (or excepon to policy) to open occupaons and posions to women and to validate occupaonal standards by Sept. 30, On Dec.3, 2015, Defense Secretary Ash Carter announced the opening of all occupaons to men and women in the U.S. military. On Jan. 4, 2016, the Air Force began execung the final Implementaon Plan for Full Integraon of Women in the Air Force and began recruing women into previously-closed career fields and posions. Removing Barriers Maximizing Talent and Capability Training Ready, Resilient Airmen The decision to open all career fields to women is, by itself, not sufficient for full integraon. This decision is the connuaon of a deliberate, methodical, evidenced-based, and iterave process that ensures combat effecveness and protects the welfare of the force. The boom line is to ensure all qualified Airmen are given viable career paths and the opportunity to succeed. Equal opportunity does not guarantee equal parcipaon by men and women in all speciales. There will be no quotas. The six Air Force career fields recently opened to women are: Combat Rescue Officers, Special Taccs Officers, Pararescue, Combat Control, Taccal Air Control Party, and Special Operaons Weather. Today s Air Force is globally engaged and responsive despite being at its smallest size in history. We connue to focus our efforts on readiness across the full spectrum of operaons. This means we must maximize our talent and capability. With women comprising 19 percent of the Air Force, the highest of any service, we want to be sure to maximize the talents of all our personnel. The ability to recruit from a larger available pool of skilled and qualified individuals maximizes our military capability by ensuring no segment of the populaon is excluded from this opportunity. The key is to seek out and recruit those who have the drive, desire and ability to qualify and educate all who are interested on the available opportunies to serve. Ulmately we exist to deter and defend, and to fight and win America s wars. The Air Force is commied to successful integraon. We will not sacrifice mission performance, unit readiness, cohesion or quality of the All-Volunteer Force. Air Force tests and standards have not changed based on the decision to open all career fields to women. When we opened our Balefield Airman career fields on Jan. 4, 2016, the standards in place were the same standards used previously. The Air Force will, as it always has, review new data and connuously look for potenal ways to improve our assessments and training processes. The Air Force completed an in-depth study to scienfically measure Balefield Airmen occupaonal physical standards by directly observing, measuring, and quanfying operaonal mission tasks and requirements. Quesons & Answers Q1: Did the Air Force submit any excepons to policy? What would jusfy an excepon? A1: The Air Force did not submit any excepons to policy. As laid out in the Jan. 24, 2013 rescission memo, excepons must be narrowly tailored and based on a rigorous analysis of factual data regarding the knowledge, skills and abilies needed for the posion. Q2: Have physical standards changed for the special operaons posions? A2: Our physical standards have not changed, and will not change based on career fields opening to women. Our current Balefield Airmen physical fitness standards have also been validated to e to Balefield Airmen physical occupaonal standards. When we opened our Balefield Airman career fields on Jan. 4, 2016, the standards in place were the same standards used previously. Those same will be used to assess all members. The Air Force will, as it always has, review new data and connuously look for potenal ways to improve our assessments and training processes. Q3: How will the Air Force recruit women in these fields? A3: The Air Force does not recruit by gender. The recruing process currently used to recruit males in the Balefield Airmen occupaons will also be used in recruing females. Recruiters may focus on aending high propensity sporng events that demonstrate athlec and mental toughness needed in our Balefield Airmen, such as aending water polo, wrestling, etc. This decision means that we will be able to maximize our military effectiveness because we ll be able to draw from a larger pool of skilled and qualified individuals. The bottom line is to ensure the force s future success based on validated, gender neutral standards. Our Air Force is more effective when success is based on ability, qualifications, and mission performance. While not everyone aspires to be a Battlefield Airman, those who have the desire and are qualified will be afforded an opportunity to serve in those specialties in our Air Force. As with any new policy, implementation will take time and will be done in a deliberate and responsible manner. General Mark A. Welsh III

11 DEVELOPING THE FORCE Background: Developing the force is a cornerstone of the Profession of Arms and ensures the Air Force can fulfill its purpose of providing responsive and effecve Global Vigilance, Global Reach, and Global Power. Success in the applicaon of airpower requires a highly specialized and competent workforce developed through deliberate training, educaon, and leadership experiences. If we are to devise innovave soluons to meet new challenges, we must develop Airmen who can leverage the knowledge of the past, ever-evolving technology and the expansive amount informaon available today. Deliberate Development Innovaon Mentorship Airmen are unique as experts in the design, generaon, support, and applicaon of Global Vigilance -Global Reach-Global Power. Therefore, we are obligated to deliberately develop Airmen, military and civilian, to serve in the profession of arms. To maintain superior agility in the future, the educaon and training of our Airmen must be relevant and responsive. The Air Force must embrace the concept of lifelong learning, which draws meaningful connecons between the discrete educaonal experiences throughout a career. Innovave Airmen power the Air Force, and their development starts the day they enter the service. To keep pace, we are compelled to modernize our educaon & training programs, content, and IT systems to ensure we provide lifelong educaon that is individually tailored and appropriately delivered. We need to educate Airmen on the processes of innovaon, collaboraon, and organizaonal design and behavior. Our Airmen and leaders must understand the tools and importance of innovave leadership, as our educaon builds the foundaon for training and developing transformaonal leaders at all levels. Maximizing our training investment and The need for Airmen who possess operaonal effecveness requires us to tailor the right occupaonal skills and training methods to account for significant instuonal competencies is at generaonal differences and technological the core of force development advances. Emerging approaches that appeal and is the foundaon for all to people's natural desires for learning, deliberate development efforts. mastery, compeon, socializing, and rewards can improve training and ulmately reduce me to competency. MyVector The Air Force s MyVector site hps://afvec.langley.af.mil/myvector is a resource for ALL Total Force Airmen and features a real-me mentoring plan, mentor matching capability, discussion forums, a bullet tracker to document accomplishments, and the ability to dialogue online with your mentor or mentee. A resource page is also available to assist both pares with mentoring quesons and relaonships. My Vector Quesons & Answers Q1: Are there any future plans to migrate career management processes such as Development Teams (DT)/Developmental Educaon (DE) into MyVector? A1: Yes, capabilies are currently being developed in MyVector to facilitate pre- and post- DT support and transion from current systems and processes to a standardized system which supports the total force. Q2: Can I access MyVector without a CAC? A2: Mentoring informaon resources are available at hps://afaems.langley.af.mil/ afmentoring without a CAC. However, a CAC is required to be able to log into MyVector, view career data and use the system features. Our goal is to deliver log-in and password capability in mid-2016 because we recognize our Reserve component Airmen may not always have CAC access. Inial registraon will require a CAC. Q3: I am currently being mentored outside of MyVector should I sll register and use this tool? A3: Yes, MyVector can be used to enhance your current mentoring relaonship by leveraging a web-based mentoring plan and allow your mentor access to view your experience, preferences, and accomplishments. In addion, there are many personal development tools such as the Career Field Pyramid, DT Vector, Bullet Tracker, and the Discussion Forums. To produce a diverse, agile, and inclusive force for providing responsive and effecve Global Vigilance, Global Reach, and Global Power, the Air Force must leverage a strategic and holisc model for effecvely mentoring Airmen. Mentoring is transformaonal and facilitates the professional development of Airmen by sharing experse, values, competencies, perspecves, and atudes. Mentoring has the power to unlock the innovave potenal that resides in all Airmen. MyVector provides a standardized mentoring and development program that is accessible to all military and civilian Airmen. This resource supports Total Force Integraon and Comprehensive Airman Fitness iniaves. MyVector serves as a single enterprise soluon supporng the SecAF and CSAF s priority of increasing mentoring across the Air Force. Mentoring and networking are two of the most important things for leaders to embrace. Mentoring represents an investment - one where we may not know the impact until many years later. I encourage everyone to seek a mentor and be a mentor. The Air Force s ability to continue to adapt and respond faster than our potential adversaries is the greatest challenge we face over the next 30 years. We must pursue a strategically agile force to unlock the innovative potential resident in our Airmen and turn a possible vulnerability into an enduring advantage. General Mark A. Welsh III

12 DIVERSITY AND INCLUSION Background: There is no other country in the world so widely diverse, yet so deeply committed to being unified as the United States of America. The challenges we face today are far too serious, and the implications of failure far too great, for our Air Force to do less than fully and inclusively leverage our nation s greatest strength our remarkably diverse people. Across the force, diversity of background, experience, demographics, perspectives, thought and organization are essential to our ultimate success in an increasingly competitive and dynamic global environment. As airpower advocates, we must be culturally competent and operationally relevant to effectively accomplish our various missions. 21st Century Airmen Inclusive Culture Mission Enhancement The Air Force must meet the needs of the 21st century global environment by ensuring we attract, recruit, develop and retain the top talent from all communities across this great country. As the Air Force, we must further develop our ability to fully and inclusively leverage our nation s greatest strength a remarkably diverse citizenry. We should reflect the entirety of our nation so we benefit from the nation s entire talent base. When the country s citizens identify with us, it strengthens us all as a nation. Our nation trusts that we will do the right thing, and our Airmen have the confidence that they are serving a population that believes in who they are and what they do. An inclusive culture enables all Airmen to make their greatest contributions to mission success. Inclusivity allows Airmen to fully engage their talents and skills to solve the complex challenges we face. With the challenges we face in today s dynamic environment, we must fully leverage the talents of every member of our team. An inclusive culture serves the Air Force mission in several different ways; it creates a positive work environment cultivating innovation, it makes us a role model to follow as we build meaningful relationships with strategic partners, and it attracts more talent to serve the Air Force and the nation. Questions & Answers Q1: Why has the Air Force been making a big deal of Diversity & Inclusion lately? A1: Transformations are led from the top of organizations. The senior leaders of the Air Force are putting resources toward increasing diversity and inclusion in the service. They want all those leaders, both formal and informal, to know this is a priority for the service and needs to be cultivated throughout the culture. Speaking about it in public also establishes accountability to that public. Q2: How does diversity truly influence military readiness and national security? A2: The 21st Century geopolitical environment is dynamic and challenging. By ensuring we have the most talented, culturally competent and operationally relevant force possible, we will be much more agile, and will be able to meet requirements quickly and decisively. We are representatives of our diverse citizenry so that they can identify with us. When the country s citizens identify with us, it strengthens us all as a nation they trust that we will do the right thing, and our Airmen have the confidence that they are serving a population that believes in who they are and what they do. Q3: How will the current initiatives address diversity in the service? A3: Our current initiatives are just the beginning of what we intend to be a much larger deliberate strategy to address both short-term concerns and long-term processes. We are reviewing practices within recruiting, development and retention to find areas where we can maximize the talents of all our Airmen. Q4: The officer corps of the AF is less diverse than the enlisted corps, why is that? A4: Talented, college-bound youth throughout the United States are aggressively pursued by industry and academia to fill position vacancies. The Air Force needs to do a better job of competing with these other entities for this talent. In many cases, minorities, women and their families do not know the vast opportunities within the Air Force s many career fields, thus they don t ever really consider it a place where they can pursue their dreams we need to change that. Current as of 19 February 2016 We must continue to build and maintain our commitment to diversity and inclusion. Our diversity and inclusion, with the associated promise of enhanced mission performance, makes us the world s greatest Air Force. Diversity and inclusion are critical force multipliers and national security imperatives. By ensuring we have the most talented, culturally competent and operationally relevant force possible. Air Force decision-making and operational capabilities are enhanced by diversity and inclusion in our force, making us more agile, innovative and effective. Diversity of thought, enabled by innovative Airmen who represent and are valued for different backgrounds, cultures, experiences and competencies, contributes to the greater agility we seek. Diversity is having the raw material, the different types of people, different perspectives, different backgrounds, the different opinions. Inclusion is how we put all that together and make it work for us, how we capitalize on those strengths It s about the absolute strength that s caused by diversity. It s about the power of inclusion. It s about the imperative of trust. General Mark A. Welsh III

13 AIR FORCE MEDICINE Background: The Air Force Medical Service (AFMS) mission is to enable medically fit forces, provide expedionary medics, and improve the health of all beneficiaries to meet our Naon s needs. AFMS relentlessly pursues advances to enhance safety, effecveness, and efficiency of the care delivered to beneficiaries. The support provided to commanders in garrison and deployed ensures Airmen are medically ready for the challenges of today and the future. Trusted Care, Anywhere Ready, Resilient Airmen Ready Medical Airmen Trusted Care is a vision of the Air Force Medical Service as a high reliability healthcare system providing safe, worldclass care in garrison and deployed. Improving care quality means idenfying and deploying soluons to reduce paent harm, maximize access to care and further developing the performance management infrastructure. The goal for AFMS is Zero Harm a commitment to a relentless focus on connuous process improvement and problem-solving to ensure world-class care for paents. The AFMS is a made up of innovave Airmen who connuously find ways improve and transform our organizaon. Airmen are warfighters. To support our compeve edge over our adversaries we must ensure Airmen are medically ready and resilient. Our focus on human performance requires us to encourage healthy behaviors through a culture of enhancing resilience and human performance, while reducing illness and injury. AFMS ensures opmal medical readiness for all Airmen throughout the care and treatment process. Mental health professionals are embedded with high-stress organizaons such as Remotely Piloted Aircra squadrons to provide increased access to care. Air Force medical personnel must be current, trained and equipped to deliver Trusted Care, Anywhere in support of the full spectrum of military operaons. Ready medical Airmen are made in garrison. Treang beneficiaries allows AFMS Airmen to hone their experse by providing care for a variety of paents. Medical Treatment Facilies (MTF) are AFMS Airmen s primary readiness plaorm. The MTF is where AF medics reinforce the skills required to operate in the deployed environment. Together with our sister services, the Veteran s Administraon, universies and healthcare innovators, we will connue to deliver world-class care to military members and their families, wherever they serve around the globe. Daily Stascs In one day, AFMS will have: 25,725 outpaent visits 126 surgery procedures 133 inpaent admissions 277 inpaents in care 24 babies delivered 60,970 prescripons filled 27,836 lab procedures 6,301 radiology procedures 6,098 dental encounters Personnel Stascs Quesons & Answers Q1: What does AFMS bring to the fight? A1: Medical Airmen are force sustainers and force mulpliers. At home and deployed, they care for those in harm s way and their families by focusing on preventave medicine, superior health care and aeromedical evacuaon. For more than a decade the AFMS has invested in a broad porolio of readiness training programs that prepare individual medical specialists and the deployable medical team for reliable performance across the full range of military operaons. These programs instuonalize balefield casualty care lessons learned and will connue to enable essenal future medical capabilies. Q2: How is Trusted Care different from other process improvement iniaves? A2: Trusted Care applies AFMS commitment in a new way by applying principles known to lead to high reliability. The principles are best pracces that were adapted by the Air Force Safety Center, aviaon and nuclear power experts that focused on the reducon of operaonal risk in sensive missions. Trusted Care will be a sustained and substanve organizaonal culture change in the AFMS approach to the health care mission. 57,701 Total Force Personnel: 30,997 Acve Duty 15,094 Reserve/Guard 7,439 Civilians 4,171 Contractors Since October 2011, the AFMS has moved over 102,000 CENTCOM paents Each year, the AFMS team supports over 6.5 million medical visits Why Trusted Care? Simply put, because those we serve deserve the very best. They deserve the very best across all the domains in which our unique system provides medical support. Lieutenant General (Dr.) Mark A. Ediger Air Force Surgeon General Our medical Airmen provide trusted care around the globe while preparing for future challenges. As a system of health services and mission support, we ensure peak readiness and highest reliability in all we do. Major General Dorothy Hogg Air Force Deputy Surgeon General

14 COMPREHENSIVE AIRMAN FITNESS Background: Our people are the key to our success. It is imperave we put them first, inspire them and support them as they face the challenges inherent in serving in the Profession of Arms. Though elements of Comprehensive Airman Fitness (CAF) previously existed, the Air Force further developed the CAF concept, which is comprised of a multude of targeted programs, acvies and resiliency skills. The CAF mission is to build and shape a thriving and resilient Air Force community that fosters mental, physical, social and spiritual fitness domains to help Airmen and family members become more resilient and beer equipped to deal with the rigors of military life. At the end of the day, strong families and resilient Airmen are beer able to thrive in the Profession of Arms and answer our Naon s call. Facts The Air Force has more than 100 programs that support Comprehensive Airman Fitness. Contact local Community Support Coordinators, Force Support Squadrons, Airmen & Family Readiness Centers, Chapels, Safety and Health Promoons offices for scheduled events. Increased Resilience Wingman Culture Personal Responsibility Mental fitness means having selfconfidence, a posive self-concept, demonstrang self-control and making good choices. Physical fitness means leading a healthy lifestyle that includes exercise, rest and healthy nutrion. Spiritual fitness means having a sense of purpose and meaning in life through strengthening the set of beliefs, principles, or values that give you a sense of well-being, hope and the will to keep going. Social fitness means having a strong sense of belonging and a connecon to those in your life, as well as developing trusng relaonships that are personally fulfilling. Master Resilience Trainers (MRT) The Air Force employs Master Resilience Trainers to deliver training to Airmen and family members at the local level. The curriculum contains 11 Resilience Skills derived from a posive psychology resilience curriculum of evidence-based informaon. More than 1,800 Airmen from 75 officer and 326 enlisted career fields across the Total Force are trained MRTs. Quesons & Answers Q1: Why is Comprehensive Airman Fitness important? A1: A prolonged operaons tempo paired with stressors associated with military life created the need for a deliberate approach to building and sustaining resiliency in our force. CAF is a holisc approach to fitness and a catalyst to support the wingman culture to solve this challenge. Airmen and their leaders have been empowered to overcome challenges through the iniaves and programs resulted from the focus on CAF. The Air Force is globally engaged and responsive despite being at its smallest size in history. A fit, resilient and ready force is mission essenal. Q2: What programs fall under the CAF umbrella? A2. All programs in each of the fitness domains are considered a part of, or related, to the CAF program. Prevenon and support programs such as Employee Assistance, Exceponal Family Member, and Key Spouse represent how Airmen and their families are supported at every echelon of the Air Force across the spectrum of fitness. Our job is to fight and win the naon s wars. It s not an easy task, which is why Comprehensive Airman Fitness is so important. We are commied to building a strong Air Force community whose members are capable and have a sense of belonging. Airmen take care of Airmen. Our focus on the well-being and care for ourselves, each other and our families is vital to Air Force culture. Good wingmen encourage others to grow mentally, physically, socially and spiritually. Being a wingman is about looking to your le and right and seeing more than the mission. It is about supporng the Airmen behind our Airpower. Producve, resilient leaders are the Air Force s number one resource. Promong posive, help-seeking behavior and educaon is a leadership responsibility. From the start of an Airman s career, throughout every stage, the Air Force touches base with Airmen regularly to help ensure they are prepared for future success. When wingmen take good care of themselves, they are prepared to take care of others. We are the greatest Air Force in the world because of our Airmen Acve, Reserve, Guard, and Civilian. To remain the greatest, we must make our team stronger. CAF is a lifestyle and culture that focuses on making sound choices while building a thriving Air Force comprised of comprehensively balanced individuals that are engaged in becoming mentally, physically, socially and spiritually fit. Our job is to fight and win the nation s wars. We ll never be good enough at it; we ve got to get better every day. It s not an easy task, which is why Comprehensive Airman Fitness is so important. Our focus is on the well-being and care for ourselves, each other and our families so we can be more resilient to the many challenges military service brings. General Mark A. Welsh III

15 SUICIDE PREVENTION Background: Air Force strategic messaging regarding suicide prevenon follows a strength-based approach. Communicaon that does not follow a strength-based approach focuses on suicides and stascs and may inadvertently glorify suicide or create the false impression that it is common among Airmen. The unintended effects of such communicaon may increase risk for Airmen who are struggling. Conversely, strength-based messaging celebrates resilience and Comprehensive Airman Fitness as the norm for our Total Force and encourages effecve coping and appropriate help seeking. Resiliency Resiliency helps Airmen overcome adversity, bounce back from setbacks and even grow as they overcome challenges. Airmen with strong mental, physical, social and spiritual fitness have a beer ability to withstand, recover and/or grow in the face of stressors. The Air Force provides mulple programs that enhance the capacity of Airmen to effecvely manage the stress from the normal ups and downs of everyday life. The Air Force wants its Airmen and their families to thrive and persevere in good mes and bad. We are connuously improving our Wingman culture by building Airmen s confidence to lead, courage to stand up for their beliefs, and capacity for compassion to help others. The Air Force has undertaken several iniaves to improve resilience, pin-point problemac behaviors and involve leadership in suicide prevenon. The Air Force supports its Airmen in responsibly seeking help. Caring for Airmen Developing and caring for Total Force Airmen and their families is a top priority. The Air Force is commied to building a strong Air Force community whose members are capable and have a sense of belonging. Wingmen support others who ask for help and remove barriers geng support. Airmen take care of themselves so they are available to support the mission as well as their family, friends, and fellow wingmen. We can all make a difference by helping our wingmen understand they are not alone and posive support is available. The Air Force is commied to building a community that recognizes Airmen in distress and intervenes appropriately to provide resources. It is a sign of strength to seek help. What to avoid Avoid detailed descripons of the suicide, including specifics of the method and locaon. Avoid cing suicide stascs and overstang the frequency of suicide. Avoid using the words, commied suicide, or failed or successful suicide aempt. What to do Quesons & Answers Develop a wingman culture where Airmen know to reach out when in need, both seeking and responding - a reciprocal approach. Always provide: a referral phone number; informaon about local crisis intervenon services; and concrete steps for finding help. Q1: How does the Wingman program assist in suicide prevenon? A1: All Wingmen have two key responsibilies. The first is to keep themselves fit physically, mentally, socially, and spiritually. Geng help when necessary to maintain balance. The second is early detecon and intervenon when Airmen start to struggle and to offer support to ensure ALL get help when needed. Supervisors and peers must strive to know our fellow Airmen and recognize changes. Leaders can use mulple forums to strengthen the Wingman culture in units and to affirm the posive aspects of seeking help when needed. Q2: Where can I find videos that model healthy behaviors by military members who have sought help? A2: The DOD Real Warriors Video series can be found at hp:// Also, and offer training videos and resources. American Airmen are agile, innovative, and always accomplish the mission! To do this, we overcome obstacles every day, both professionally and personally. I urge you to guard and strengthen that resilience. Take care of yourself, your family and fellow Airmen. If you see someone in need, help them. If you're the one struggling, make the right choice and seek help from a friend, a supervisor, or a professional. The strongest, most capable warriors I know fully understand their limitations and embrace the fact that their mission success, and their resilience, rely on the team around them. Take care of yourself...and take care of each other. General Mark A. Welsh III

16 FAIRNESS AND JUSTICE IN THE AIR FORCE Background: Jusce is the key to discipline; and without a disciplined force, we cannot accomplish the mission. The essence of jusce is not merely enforcement or punishment, it is commanders seng standards that when absorbed into personal behaviors, establish a level of organizaonal discipline that makes the need for disciplinary measures rare. Fairness is advanced by providing expert and independent aorneys to all parcipants in adversarial processes. Advocacy is embodied in the ability of those counsel to persuade decision makers. Commanders set the standards and example, and the JAG Corps serves the Air Force and Airmen through superior representaon in potenally life-changing events. Jusce Fairness Advocacy The military has a unique need to maintain a disciplined force. When called upon to fight America s wars and protect our national security, the hallmark of our military is the presentation of the world s most disciplined fighting force. Our global operations require a global justice system. The Air Force is implemenng Congressional updates to the UCMJ to beer protect vicms while preserving the rights of the accused. In addion, the DoD proposed more reforms to further modernize the system in the Military Jusce Act of 2016, delivered to Congress last December. The UCMJ provides Airmen accused of crimes equivalent protecons to the civilian system, including prohibing coerced confessions and illegal searches, and even more rights at Arcle 32 preliminary hearings than civilian grand juries. Facts In 2015, the Air Force prosecuted 547 courts-maral and administered 4,334 non-judicial punishments (Art. 15) The top court-maral specificaons were drugs, sexual assault & derelicon 116,732 legal assistance office visits saved Airmen around $13M in aorney fees (had clients sought civilian counsel) Quesons & Answers A jusce system that is fair and mely in fact and percepon properly addresses allegaons of misconduct, deters wrongdoing, and maintains the trust of fellow Airmen, Congress, the American people, and host naons. The presumpon of innocence is the bedrock of our jusce system. Area Defense Counsel (ADC) are assigned outside the chain of command and provide zealous, confidenal defense services to all Airmen facing disciplinary acon. Special Vicms Counsel (SVC) for vicms of sexual assault provide confidenality and comprehensive representaon through all phases of reporng, invesgaon and the military jusce process they provide a voice to the vicm s choice. Q1: Is the military jusce system fair? A1: Absolutely. All parcipants in the military jusce system military judges, prosecutors, defense counsel, special vicms counsel are bound by the Constuon and their bar license to appropriately fulfill their role in ensuring a fair and just military jusce system. Q2: Would removing commanders from the jusce process beer protect vicms? A2: No. The Congressionally established Response Systems to Adult Sexual Assault Crimes Panel (RSP) and its subcommiees spent 12 months, heard from 610 witnesses, reviewed thousands of pages of documents, more than 15,000 pages of responses to queries, and conducted several field visits. Aer thorough, robust, public deliberaon, the RSP recommended commanders remain convening authories given that their removal would not reduce sexual assaults, increase reporng, or improve invesgaons or prosecuons. A commander-based disciplinary system, with direct and candid legal advice, is indispensable to building a disciplined force to execute mission. Milestones 1974 independent ADC introduced to eliminate the percepon of unlawful command influence 2013 established DoD s first SVC program; extended services to children and AF civilian employees in Judicial Circuits reach FOC and begin maximizing collaboraon and mentorship for trial parcipants The Air Force provides independent expert counsel to Airmen parcipang in the military jusce process (ADC and SVC), going through the disability evaluaon system (OAC), and those dealing with personal, civil legal issues (Legal Assistance aorneys). The Office of Airmen s Counsel provides legal representaon to Airmen going through the disability evaluaon process, to include formal hearings, appeals to SecAF and Veterans Affairs reconsideraons. Air Force Legal Assistance ensures ready, responsive, and resilient Airmen by providing important legal documents and confidenal legal advice in home staon and in the deployed environment. The services assigned a highly talented group of individuals to the Military Justice Review Group. Their comprehensive recommendations [in the Military Justice Act of 2016] will contribute to the positive evolution of the military justice system. Andrew S. Effron Former Chief Judge, U.S. Court of Appeals for the Armed Forces The commander must have both the responsibility and the authority to address issues that affect the good order and discipline of their unit...commanders having the authority to hold Airmen criminally accountable for misconduct...is crucial to building combat-ready, disciplined units. General Mark A. Welsh, III Chief of Staff

17 SEXUAL ASSAULT PREVENTION & RESPONSE Background: The Air Force stood up the Sexual Assault Prevenon and Response program in The SAPR office is the Air Force lead for sexual assault prevenon and response oversight, training and educaon, policy and program development and implementaon and legislave compliance. The SAPR office s efforts are bolstered by the Air Force Family Advocacy Program, which provides support for vicms of sexual abuse/assault who are minors or vicms of inmate partner violence and may require extra consideraon. Prevenon is Primary Responding to Survivors Family Advocacy To eliminate sexual assault, we must empower our Airmen with praccal knowledge and tools to engage. Stopping the act of perpetraon is the only way to stop sexual assault. Idenfying and reducing known risk factors for sexual violence through proven educaon and training helps eliminate sexual assault. Prevenng sexual assault requires that Airmen at every level are empowered to speak out against and intervene in risky situaons. Sexual assault prevenon is crical to the health, morale and welfare of Airmen and essenal to Air Force readiness. The Air Force's highest priority in sexual assault response is providing world-class care to vicms. Empowering vicm voice and choice through restricted or unrestricted reporng, and autonomy over parcipaon in invesgaon acvies is the first crical step to restoraon. Professionals across the Air Force undergo training regularly to learn the latest in treatment procedures tailored to meet the unique needs of sexual assault vicms. Effecvely responding to sexual assaults is crical to the health, morale and welfare of Airmen, and ulmately essenal to Air Force readiness. We are commied to support all vicms of sexual abuse/assault. Some vicms, such as minors or vicms of inmate partner violence, require extra consideraon. Spouse and unmarried inmate partner referrals present with unique risk factors that require specified training and experse provided by the Family Advocacy Program (FAP). The FAP supports spouses, unmarried inmate partner and child sexual abuse/assault vicms through case management, clinical treatment and advocacy. Spouse, unmarried inmate partner and child referrals have oversight from the installaon Central Registry Board led by the Wing vice commander. Facts From 2012 to 2014, the prevalence rate for sexual assault among acve duty female Airmen dropped approximately 26 percent. Based on 2014 force demographics, an esmated 1,013 male Airmen and 1,359 female Airmen experienced unwanted sexual contact in that year. Quesons & Answers Child abuse rates per 1,000 children in the AF have remained stable for the past decade in spite of the increased war-related stress on military families. Partner abuse rates per 1,000 spouses have decreased from percent in 2011 to percent in Q1: Why doesn t the Air Force SAPR program provide services to minor children, spouse and unmarried inmate partner sexual abuse/assault vicms? A1: Minor children, spouse and unmarried inmate partner sexual abuse/assault cases present with unique risk factors requiring specified advocacy, case management and treatment support and services. In addion, in cases of spouse or unmarried inmates, many prefer to stay together remaining in a relaonship. Q2: Who in the Air Force is eligible to ulize SARC and FAP services? A2: Acve duty, Reserve and Guard Airmen; civilian employees, both appropriated and non-appropriated; and their dependents 18 years of age and older are eligible for SAPR services, as well as contractors and DoD civilian dependents 18 and older at OCONUS installaons. Contractors at stateside locaons and rerees are not eligible for SARC services unless they fall into another qualified category, such as dependent. However, SARCs can assist these individuals in locang civilian services off-base as needed. FAP provides services to military medical beneficiaries and civilian employees or contractors at OCONUS installaons who are served in military MTFs using third party payments. FAP provides crisis intervenon services to civilian unmarried inmates of military beneficiaries. We ve done a lot to bring up the number of reports and bring down the number of assaults over the past several years, but we still have more work to do. We are committed to eliminating sexual assault from our Air Force. The majority of our Airmen will never be victims or perpetrators of sexual violence, but every Airman will encounter some situation where their actions have the potential to harm or help their Wingmen. I expect every Airman to act in keeping with our core values. They may never know the full impact of their actions, but together our Airmen have the power to eliminate sexual assault from our ranks. General Mark A. Welsh III

18 FAMILY ADVOCACY PROGRAM Background: The mission of the Family Advocacy Program (FAP) is to build healthy Air Force communies by developing, implemenng, and evaluang policies and programs to prevent, intervene in, and treat child and partner maltreatment. FAP assesses family funconing, strengths, deficits and exceponal needs and makes recommendaons to support and enhance Air Force families' abilies to maintain a high degree of family preparedness and resiliency in support of the Air Force mission. Specialized Care This program uses evidence-based treatments to intervene when family violence is idenfied. The connuum of care includes prevenon services, treatment and successful resoluon. Every Air Force base has a Family Advocacy Officer, a licensed clinical social worker responsible for managing the FAP. Family Advocacy Treatment Managers (FATM) are licensed clinical social workers who specialize in providing psychosocial assessments, safety planning and treatment when domesc abuse or child maltreatment occurs. Domesc Abuse Vicm Advocates (DAVA) provide crisis intervenon and safety planning services to domesc abuse vicms and support to non-offending parents in child abuse cases. Family Advocacy Outreach Managers are social workers who educate the military community about family violence and provide informaon and support to at-risk families. Registered nurses provide prevenon services to expectant parents and those with children less than three years old via home visitaon services in the New Parent Support Program. Quesons & Answers Q1: What happens when a report or referral is made? A1: When a referral is first received a DAVA or FATM contacts the vicm as soon as possible to assess safety, address immediate needs and develop a safety plan. The FATM interviews each family member and reviews any policy or court documents available. The FATM creates a report that is presented to the monthly Central Registry Board (CRB). The CRB determines if the case meets criteria for maltreatment or does not meet criteria for maltreatment. If the case meets criteria, the informaon is entered into the AF Central Registry and a leer is given to the member s commander. The member and their partner are also nofied of findings by FAP staff. A clinical case meeng is held and recommendaons for services are made to the family and the commander. When all recommended treatment is completed the case is closed/resolved. If the case does not meet criteria, a leer is given to the member s commander. The member and their partner are also nofied of the CRB determinaon. A clinical case meeng is held and recommendaons for prevenon services are made to the family, when indicated. The maltreatment case is closed immediately and informaon is not entered into the Central Registry. Q2: How does the Family Advocacy Program (FAP) prevent family maltreatment? A2: The FAP offers services to strengthen family resiliency and foster healthy relaonships through robust community outreach programs. The FAP supports families by increasing community awareness of family violence and educang Airmen and their families. Educaon programs focused on stress and anger management, couples communicaon, parenng support and others are free to all beneficiaries. Q3: How do DAVAs assist vicms? A3: Domesc Abuse Vicm Advocates have a 24/7 response capability to provide support to vicms alleging domesc abuse. These professionals work with vicms to establish and maintain current and effecve safety plans, advise vicms of reporng opons and the impact of domesc violence on children, and support the vicm s efforts to have children assessed and treated. DAVAs also accompany vicms to appointments or court proceedings when requested. Addionally, DAVAs offers follow-up services to each vicm to empower them to advocate for the safety needs of themselves and their children. A Ready, Resilient Force Defending the naon abroad starts with protecng the family at home. The primary purpose of the FAP is to enhance mission readiness by prevenng child and partner maltreatment. FAP preventave support is based on providing services and support before problems occur. FAP staff works closely and collaboravely with commanders, military law enforcement personnel, medical staff, family center personnel, chaplains, as well as civilian agencies to prevent family violence and help Airmen and their families develop healthier relaonships. Our commitment to service, the dedicaon to holding ourselves to higher standards and the unyielding pursuit by Airmen to do beer extends beyond the mission we accomplish it means seeking help before problems arise. Intervenons save lives, families and careers. Caring for Airmen means recognizing risk factors and taking acon. Taking care of our Airmen and their families comes first. The Air Force Family Advocacy Program offers military families specialized interventions by skilled professionals to prevent domestic violence and child maltreatment by increasing safety and strengthening interpersonal relationships. This program promotes mission readiness by strengthening our Air Force Family. Lt. Gen. (Dr.) Mark A. Ediger Air Force Surgeon General

19 PROFESSION OF ARMS CENTER OF EXECELLENCE Background: Professionalism is essenal and all Airmen belong to the Profession of Arms. We are all accountable for meeng ethical and performance standards in our acons. The Profession of Arms demands we demonstrate competence, character, and judgment above reproach, and it means, doing the right thing, the right way, for the right reasons. CSAF established the Profession of Arms Center of Excellence (PACE) to be the Air Force champion, laser-focused on infusing our Core Values within the Profession of Arms. Only through deliberate development of professional Airmen can we establish a culture of trust, commitment and respect worthy of our Service, and necessary to foster the agility we seek. Professionalism Development Future Courses & Products PACE Goals Professionalism development is a part of all Airmen s professional development. Although expected by the Air Force, professionalism development primarily takes place at the local level. Professionalism development is not changing what we do, but how we do it. One of PACE s missions is to provide unit leadership with appropriate tools for Airmen professionalism development. Current tools available to assist local leaders with the professionalism development of their Airmen are located on the PACE website at and include book reviews, courses, lessons, PACEseers (concise professionalism products), benchmarks, videos, and trifolds. Facts The Air Force is considered one of the naon s most trusted instuons and maintains high levels of confidence from the American public. On 2 Mar 2015, the Profession of Arms Center of Excellence (PACE) stood up to assist the Air Force in meeng our professionalism-related goals. PACE is a collaborave agency, integrang professionalism across the Air Force by creang powerful cung-edge curriculum and resources. PACE is developing addional resources and experiences for individuals and units: What Now, Airmen? is a set of facilitated ethical dilemma courses for squadron commanders, civilians, recruiters, company grade officers, etc. Exportable Enhancing Human Capital will be self-paced modules that may be locally facilitated. Standardized Flight/CC course to allow MAJCOMs to provide a standardized, 3- module course that focuses on professionalism, immersion, and local training requirements. Heritage Today Videos bring our history to life in a way that strengthens pride. Rewind Primer will be a facilitated presentaon targeted to develop beer Airmen and leaders. Leader Self Assessments to strengthen individual and team performance. Unit Feedback Tools to interpret and leverage exisng unit climate assessment data. PACE will assist in achieving the Air Force s four professionalism-related goals: (1) Inspire a strong commitment to the profession of arms. (2) Promote the right mindset to enhance effecveness and trust. (3) Foster relaonships that strengthen an environment of trust. (4) Enhance a culture of shared identy, dignity and respect. Quesons & Answers Q1: How can I find out more about the Profession of Arms Center of Excellence? A1: For more informaon about PACE, visit the PACE website at Q2: How do I request a PACE-sponsored course for my unit or base? A2: Go to PACE s website at and select the Request a PACE course icon or your request to: pace.ops@us.af.mil. Q3: May I share my professionalism development tools with PACE? A3: Yes, we welcome benchmarks, best pracces and collaborave products coming from Airmen in the field. To submit your tools or recommendaons to modify exisng PACE tools, go to PACE s website and select Contact Us at the boom of the home page or send an to AETC.PACE.ProjectMgtWorkflow@us.af.mil. Collaboraon and Integraon Connect exisng cylinders of excellence Champion AF instuonal-wide professionalism strategy Realize DoD-wide synergies through Joint integraon Educaon and Training Focus on AF Core Values Standardize / synch AF-wide CC Professionalism Courses Build targeted / relevant Military / Civilian Professional Development programs Resource Development Create mechanisms that enable the Profession of Arms development process Provide Profession of Arms development products for AF-wide use Assessments: Determine both unit and individual needs in support of AF Core Values and our Profession of Arms As Airmen we step to a higher calling and hold ourselves to the highest standards. We have certain beliefs and truths that strengthen our organization and our nation. At the very heart of this is our Core Values; they are a clear illustration of the price of admission to our Air Force, and the common bond by which we win the fight, strengthen the team, and shape the future. Our values must be much more than words...they must guide us and point us to what is universal and unchanging in our profession of arms. They are the very fabric that bonds our commitment and dedication to duty, honor, country, fidelity and competence. CMSAF James A. Cody Chief Master Sergeant of the Air Force

20 UNITED STATES AIR FORCE ACADEMY Background: The United States Air Force Academy (USAFA) is a world-class instuon providing a comprehensive developmental experience to graduate innovave, resilient and commied airpower leaders of character. It provides an intensive immersion in leadership training and officer development founded on integrity, built on the pillars of academic, military and athlec excellence and which inculcates in our cadets a spirit of selfless service to our Naon. USAFA fosters a culture of commitment and climate of respect focusing future leaders on innovaon and connual improvement. It produces air-minded leaders and career officers with the character, crical thinking skills and strategic agility to lead our Naon s Air Force today and into the future. Respect Innovaon Holisc Educaon We strive to foster a culture of respect where each person gives and receives dignity and respect regardless of our differences. Service above self is at the core of the USAFA experience and USAFA cadets strive to always serve with purpose, honor, and selflessness. Diversity and inclusion are a vital part of who we are. We look like America. The Class of 2019 saw the following increases in comparison to the Class of 2018: Female Cadets: 21.9% up to 26.5% Hispanic Cadets: 10.2% up to 11.1% Asian Cadets: 6.5% up to 9% Innovaon is organic to who we are. It drives how we deliver educaon and military training in new and meaningful ways. We are ever adapng to the changing face of warfare, educaon and culture. Our graduates will lead in the modern, asymmetric warfare environment. They need the diversity of thought and agile thinking needed to meet and defeat those threats. Cyber is growing; our future Cyber Innovaon Center is imperave but there is sll work to be done to get it off the ground. The Essence of USAFA Our holisc approach to educaon uniquely challenges both the mental and physical through the best STEM educaon in a Liberal Arts environment to prepare caring, innovave leaders. USAFA is consistently ranked by mulple sources as one of the country s top public universies, parcularly when it comes to engineering and liberal arts educaon Our cadets contribute over 38,000 hours of community service a year. Intramural, club, and intercollegiate compeon by all cadets demand commitment, enhances determinaon, and teaches invaluable life lessons. USAFA s purpose is to develop women and men to lead as agile and inclusive officers in the United States Air Force. USAFA focuses its efforts on producing Leaders of Character - officers who, above all, exemplify the Air Force s core values of Integrity First, Service Before Self, and Excellence In All We Do. Building on the foundaon of integrity, USAFA forges cadets through academic, military, and athlec training into resilient, innovave Airmen who understand and appreciate the full-spectrum applicaon of airpower in air, space and cyberspace, leading in the most challenging environments. To meet this purpose, USAFA focuses on the below 8 elements essenal to the USAFA experience: Developing Character and Leadership Exposing Cadets to our AF Professional Culture Focusing on the AF Missions in Air, Space, and Cyberspace Compeng in Intramural, Club, and Collegiate Compeon Internalizing the AF Ethos Harmonizing STEM and Liberal Arts Immersing Cadets in a Total Experience Maintaining an Exemplary Installaon Facts 61 percent of USAFA graduates serve 10 years and 45 percent serve 20 years. U.S. News & World Report s America s Best College 2015 Rankings: #3 Top Public Schools #2 Aeronaucal & Astronaucal Engineering #3 Electrical, Electronic and Communicaons Engineering #27 Naonal Liberal Arts Colleges Cadet-athletes have earned 72 NCAA post-graduate scholarships, the second-most naonally in Division I athlecs. Air Force has had six athletes inducted into the Academic All-American Hall of Fame, more than any other school in the country. Cadet-athletes have earned 12 of the 38 Rhodes Scholarships received by USAFA cadets. The most recent in 2015, was USAFA cross country runner, Rebecca Esselstein. USAFA offers a meaningful, immersive experience that provides the foundation for cadets to graduate and serve as leaders in our AF and our nation. Our duty is to ensure we offer those elements unique to the USAFA experience a 24/7/365 focus on character and leadership, immersion in the AF missions, ethos, and culture, with a competitive spirit and a balance of STEM and liberal arts education in a way that challenges and prepares them to lead in a complex and interconnected future. Lieutenant General Michelle Johnson Superintendent, USAFA

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22 Global Vigilance, Global Reach and Global Power for America Waypoints: What We Do Global Vigilance, Global Reach and Global Power for America

23 Background: Air superiority has been and remains an essenal precondion to successful military operaons and the Air Force has responsibility for this mission at the campaign and theater level. In an increasingly contested environment this will be our toughest mission and highest priority. Our unique and indispensable contribuon to this mission requires that we posture for the most demanding scenario, not the most likely. We must be an agile force which prepares for the high-end fight while staying effecve and efficient against a less capable adversary. AIR SUPERIORITY Precondion for Success Challenges Leading the Threat Air superiority is a crical precondion to successful military operaons. Without air superiority, you lose not only the bale in the air, but also on the surface. Air superiority provides freedom of acon, freedom of access, and freedom of awareness to undergird the full spectrum of joint military operaons and provide an asymmetric advantage to our Naon. Air superiority is a crical precondion to successful military operaons. Without it, the US military would have to radically change the way it fights, at the price of lives lost. History has shown, a failure to gain and maintain air superiority significantly increases the cost to achieve victory both in resources and loss of life. Emerging air-to-air and surface-to-air threats and an aging fleet have threatened our air superiority advantage in highly contested operaonal environments. Currently the F-22 dominates every fighter in the world, but its dominance is threatened by rapidly advancing air-to-air and surface-to-air threats. Small fleet size means the F-22 cannot shoulder the burden alone and the F- 35 will complement it in this mission. Legacy fighters perform adequately but a rapidly improving threat environment are quickly making them less effecve. While F-22 and F-35 aributes provide beer capabilies to commanders, adversary technology advances erode this advantage quickly. Developing and delivering air superiority must be a mul-domain, technologydriven process focused on capabilies and capacity. Without consistent investment and improvement, connued U.S. dominance of the air is in doubt. Rapidly changing operaonal environments mean we can no longer develop weapon systems on the tradional linear acquision process. Capability development now requires adaptable, affordable and agile processes with increasing collaboraon between our science & technology (S&T), acquision, and requirements professionals as well as our sister services. Facts Because of our connued dominance of the air, no U.S. service member has been lost to enemy air aack in over 60 years. Maintaining U.S. air superiority dominance requires constant vigilance in the face of evolving threats. Milestones Apr Air Superiority ECCT (Enterprise Capability Collaboraon Team) chartered Apr Air Superiority ECCT Roadmap delivery Aug F-35 IOC planned Quesons & Answers Q1: What is the value of air superiority to naonal security and what would it look like if we lost our dominant posion or lost it completely? A1: Air superiority is absolutely essenal to successful US military operaons. Without it, any future operaonal campaign will not only experience dramac increases in me and arion but the overall outcome will be in doubt. Q2: Does maintaining our air superiority advantage mean that we must develop a new six-gen fighter? A2: In order to maintain air superiority in the future we will reconsider all aspects of the mission from concepts of operaons to cross-domain technological soluons from plaorms to munions. Thus, the requirements for follow-on air superiority capabilies have yet to be established. Just as the synergy between man and machine during the Korean War allowed us to dominate the skies in MiG Alley, a similar marriage of Airmen and technology is in the future...this will help to guarantee America and her allies are able to gain and maintain air superiority in the future Gaining and maintaining air and space superiority in increasingly contested environments will be our toughest mission and highest priority (America s Air Force: A Call to the Future) General Mark A. Welsh III

24 NUCLEAR ENTERPRISE Background: The fundamental role of U.S. nuclear weapons is to deter nuclear aack on the United States, our allies, and partners. Changes in the internaonal security environment have reduced the probability of a large-scale nuclear exchange, but existenal threats remains as the mul-polar environment presents new deterrence and assurance challenges. There remains a narrow range of conngencies in which U.S. nuclear weapons may sll play a role in deterring a convenonal, chemical or biological aack against the United States or its allies and partners. As long as nuclear weapons exist, the Air Force will provide safe, secure and effecve nuclear capabilies to the Naon. Relevant and Enduring Safe, Secure and Effecve Ready 24/7 Our nuclear mission remains a top priority because the threat remains. Naons and terrorist organizaons with nuclear aspiraons threaten naonal security, regional stability, allies and partners. Nuclear forces remain relevant because: Deterrence remains a cornerstone of naonal security policy in the 21st century. Maintaining a strong, credible nuclear deterrent is a key element of U.S. naonal security strategy. Mulple naon-states possess a wide variety of capabilies that can destroy or disrupt our security and way of life. America must connue to ensure we provide nuclear umbrella assurance guarantees to our allies and partners. The Air Force remains strongly commied to maintaining a safe, secure and effecve nuclear capability as we have done for more than 60 years. The Air Force provides two legs of the nuclear triad while maintaining forwardbased capabilies in support of NATO and our Pacific allies and partners. Our long-term investment strategy for Air Force nuclear forces is acve modernizaon/recapitalizaon of Interconnental Ballisc Missiles (ICBMs), bombers, dual-capable aircra and associated supporng infrastructure. Professional and dedicated Airmen around the world are empowered and trusted with this unique mission. Invesng in them will ensure success. Nuclear forces connuously deter potenal adversaries and ensure the President has the capability to respond to strategic threats. Professional and highly-trained military and civilian personnel are commied to defending the Naon and our allies from aacks 24/7, 365 days a year. The triad of long range bombers, ICBMs and submarine launched ballisc missiles provides unique, flexible and complementary capabilies. We seek to improve the way we do the business of our nuclear mission. These improvements will culvate a posive culture built on presge, investment, integrity and excellence at every level. Facts ICBM Force structure 3 Wings; 9,100 people 450 ICBMs, 45,820sq miles Decrease to 400 ICBMs by Feb 2018 Bomber Force Structure 3 Wings; ~12,000 people 76 B-52s; 20 B-2s Decrease to 46 B-52s by Feb 2018 Dual-Capable Aircra Force Structure 7 Nuclear Cerfied Units; 6 Countries Milestones 2015 AFGSC elevated to a 4-star MAJCOM LRS-B Contract Award 2016 Long Range Stand-Off (LRSO) Milestone A GBSD Milestone A 2017 Civilian nuclear billets 100% funded 2018 AF will meet New START obligaons Quesons & Answers Q1: Why does the United States maintain a triad of nuclear forces? This seems redundant and unnecessary in the current geo-polical and financial environment. A1: The triad exists because each leg has its own value and provides unique contribuons to deterrence and stability. The responsiveness of ICBMs, the flexibility of bombers, and the survivability of submarine launched ballisc missiles, along with forward deployed dual -capable aircra, provide the President opons across the spectrum of deterrence and assurance. As the overall number of nuclear weapons decreases these complementary characteriscs become even more important. Q2: Since nuclear weapons have not been used in warfare since World War II, why does the United States sll think they are necessary? A2: While a nuclear weapon has not been used in war since 1945, they are used every day to deter and compel adversaries by communicang naonal resolve. They highlight the fact that the United States can credibly hold any target on the planet at risk from both the connental United States and deployed locaons. As long as there are countries around the globe that possess these weapons or countries that are trying to develop these weapons, no mission will be more important than maintaining nuclear deterrence and safeguarding our nation s nuclear capabilities. So the nuclear enterprise is very important to our country. It s very important to our Air Force. It is here to stay. Twenty-first century deterrence and assurance will demand persistent and focused efforts. Nuclear deterrence provides the foundation to our national security strategy. Nuclear deterrence protects our national interests, assures our allies, and counters the only existential threat we face as a nation. Lieutenant General Jack Weinstein Deputy Chief of Staff Strategic Deterrence and Nuclear Integration

25 SPACE Background: The Air Force provides space power vital to U.S. national security - and we have for decades. It fundamentally underpins our ability to conduct operations, understand the global environment, project power, support diplomatic efforts and enables global economic prosperity. The U.S. is adopting a stance of Assured Space Operations and will implement a combination of measures including resilience, reconstitution, and defensive operations to assure that our warfighters have access to space and space capabilities when and where needed, regardless of adversary action. Providing Critical Space Capabilities Space Access Assurance Addressing Threats When we talk about the Air Force, we typically talk about airpower there s a parallel story for space. Space power has been a key element of U.S. power for over 50 years, providing a unique vantage to observe activity around the globe; provide precision position information, and relay communications. Capabilities provided improve the effectiveness and efficiency of the Joint Force across the full spectrum of military operations, bolster conventional deterrence, provide global indications and warning, and enable national technical means of verification. Today, the entire world is integrating space services and capabilities in every aspect of modern society. We seek to ensure national security access to space and use of space capabilities in peace, crisis, or conflict. The U.S. is enhancing the resilience of its space systems and working with partners to assure U.S. and allied use of space in peacetime, crisis, and conflict. We assure space use for all responsible parties and seek to deter conflicts in space; should deterrence fail we will, consistent with the inherent right of self defense, defend our systems and those of our allies We are focused on space mission assurance capabilities those actions and investments that are intended to enhance the survivability of U.S. space systems and ensure continued support to warfighters. The U.S. will promote the responsible, peaceful, and safe use of space as the foundational step to addressing the congested and contested space domain and enabling other aspects of our approach. Space is a global mission cooperating with allies bolsters our collective security. If deterrence fails, we are charged to defeat efforts that threaten us. This doesn t necessarily mean conflict, but through the use of all instruments of power in all domains. From the Cold War to today, space power has been instrumental in preserving peace and common good through the provision of... PNT The Global Positioning System (GPS), which is operated by the USAF, provides Position, Navigation, and Timing services to government and civilian users around the world. SSA Space Situational Awareness is essential for safe space operations for all users. SATCOM Satellite Communications, assures and secures voice and data communications for the Airmen, Soldiers, Sailors, and Marines wherever they operate. Missile Warning Detection and characterization of threat launches to dissuade hostile forces and enable defense and response options. Questions & Answers Q1: What is the primary message you want to convey about the importance of space to military operations? A1: Airpower is inextricably linked to space, and every Air Force mission and platform depends upon the command and control, precision navigation and timing, ISR, and warning provided from space. When we talk about the Air Force, we typically talk about airpower. Airpower has proven its worth to American fighting forces for decades. For every major conflict our principle objective is to gain and maintain air superiority, because without owning the skies, all of the other Services would have to change how they fight wars. The Air Force has been so successful in this role that this capability is often taken for granted. There s a parallel story for space. Space power has been a key element of US power for over 30 years, providing a unique vantage to: 1. Observe activity around the globe 2. Relay terrestrial communications, and 3. Provide precision position information. We have a remarkable success story to build upon. Q2. What would war in space look like? A2. No one knows exactly what war in space looks like, and a key part of the DoD mission is to make sure that no one ever thinks they can benefit from a war in space. The United States does not want to go to war in space especially a kinetic war, and neither should anyone else. But the purpose of the DoD is to be prepared to defend the nation against any threat. If that threat extends to space, we must be ready to respond, and we are. Our National Space Policy charges us with deterring others from interference and attack, defending our space systems and contributing to the defense of allied space systems, and, if deterrence fails, defeating efforts to attack them. Space provides the U.S. with the ability to operate effectively around the world, to understand what our own forces are doing and to stay ahead of our adversaries. The decisive advantage is the key to projecting credible and effective power around the world, to support our allies, and to deter aggression. The Honorable, Principal DoD Space Advisor Airpower is inextricably linked to space, and every Air Force mission and platform depends upon the command and control, precision navigation and timing, ISR, and warning provided from space. General Mark Welsh III

26 COMMAND AND CONTROL Background: Geng the right informaon to the right person at the right me is essenal to the American way of war. Airmen employ the Air Force s other four interdependent and enduring core missions through robust, adaptable, and survivable command and control systems. Using the specialized skills of over 53,000 command and control Airmen, the Air Force provides access to reliable communicaons and informaon networks so that the joint team can operate globally at a high tempo and level of intensity. The capability to deliver airpower is ulmately dependent on the ability to operate effecvely in cyberspace, a domain in and through which we conduct all of our core missions and which is crical to many of our command and control (C2) systems. Air Force command and control systems give commanders the ability to conduct highly coordinated joint operaons on an unequaled scale using centralized command, distributed control, and decentralized execuon. Dynamic Command and Control Mul-Domain Command and Control Applying Agility to Operaons The Air Force s command and control mindset focuses on large-scale, convenonal air operaons, augmented by space and cyberspace operaons, with domain-specific tasking orders centered on an air tasking order (ATO). While today s Airman commands and controls in a faster and less-rigid way than in the past, this mindset will evolve further as domain-specific thinking matures into mul-domain integraon. By 2035, enhanced balespace awareness, improved planning and assessment, and organizaonal flexibility will beer enable elements to self-synchronize and adapt to fulfill commander s intent. Cognively and physically, dynamic command and control permits fluid transions between supported or supporng roles and between centralized control and decentralized execuon. Challenges Pervasive and highly interconnected, command and control networks will be extremely contested. Our command and control systems are under constant aack with new and more capable threats emerging daily in the areas of cyber denial and exploitaon systems, an-satellite systems, and electronic warfare capabilies. To counter these challenges, the Air Force will field advanced command and control systems that are reliable, resilient, and interoperable. We will recruit and train innovave Airmen with the experse to build, manage, secure, and advance our complex and diverse command and control systems, while at the same me countering our adversaries ability to effecvely command and control their own forces. By 2035 at the operaonal level, Air Force C2 forces will organize around a muldomain operaons center (MDOC), which will provide the tools necessary to exercise dynamic command and control. The MDOC will be the focal point for Air Force efforts to plan, task, execute, and assess missions as the Air Operaons Center (AOC) does today. Serving as the air, space, and cyberspace operaonal headquarters, the MDOC contains the essenal command elements and authories to direct mul-domain operaons. MDOC Airmen will be trained to consider a full range of air, ground, surface, space, and cyberspace capabilies, effects, and limitaons. They are bolstered by joint, interagency, and mulnaonal partners where applicable. Dynamic command and control will allow MDOC Airmen to fully integrate global assets with those already established in a region. Quesons & Answers Q: What is the Air Force's plan and way ahead to replace or update the E-3 AWACS? A: The Air Force is currently conducng analysis to idenfy capability gaps for the current E-3 AWACS. This analysis will be the basis of our decision for any future air bale management and surveillance capability and our way forward to assure combatant commanders' operaonal requirements. The Air Force has evolved to include space and cyberspace as key operang domains but in many cases, Airmen of 2016 think of muldomain operaons largely as air operaons that are supported or augmented by space or cyber capabilies. The meaning of integrated muldomain operaons will evolve to encompass full interoperability among air, space, and cyberspace capabilies. Modular air, ground, surface, space, and cyberspace forces and capabilies will be able to be separated, then connected, combined, or reconfigured. If the ability to act in one domain becomes limited, then the Joint Force will outpace the enemy by rapidly shiing to operaons in other domains to accomplish the required tasks and objecves. Facts Air Force command and control systems give commanders the ability to conduct highly coordinated joint operaons on an unequaled scale using centralized command and decentralized execuon. Todays mul-domain operaons rely on cyberspace for connecvity and global reach and enhance the efficiency/ effecveness of air and space operaons. The use of cyberspace to conduct missions is not exclusive to the Air Force, it is a crical capability for command and control of the future joint force. We still are the only Service that can provide a theater s worth of air superiority, and we are the only Service with the command and control to do it. General Mark A. Welsh III

27 INFORMATION DOMINANCE Background: To enable operaonal agility and decision-making at superior speed, Airmen at every level need mely and accurate informaon whether it s delivering Air and Space Superiority, Intelligence, Surveillance, and Reconnaissance, Rapid Global Mobility, Global Strike or Command and Control, every one of the Air Force s core missions depends upon informaon dominance. Informaon Dominance is the operaonal advantage gained from the ability to collect, control, exploit, and defend informaon to opmize decision making and maximize warfighng effects. Our informaon advantages are increasingly at risk in and through cyberspace. Therefore, our vision is the Air Force fully exploits the man-made domain of cyberspace to execute, enhance and support Air Force core missions. Increase Core Mission Effecveness Cyber Airmen will have the unique ability to directly execute, enhance, and support Air Force core missions in and through cyberspace from a common, air-minded set of cyber skills. The Air Force will achieve greater collaborave efficiency across the service and with DoD and external mission partners by bringing Informaon Technology architectures, systems, and processes into compliance with the Joint Informaon Environment. Cyber squadrons of the future will see increased integraon of cyberspace operaons with the wing s operaonal mission and increased ability to leverage cyberspace capabilies to improve mission effecveness. Quesons & Answers Increase Cybersecurity of Air Force Informaon and Systems Cybersecurity is a crical enabler to the execuon of Air Force core missions. It encompasses all cyberspace and IT acvies. The Air Force is culvang an effecve process to ensure current and future mission systems, weapon systems, funconal systems, and maintenance systems incorporate cybersecurity basics. Task Force Cyber Secure is looking at cybersecurity across the Air Force and providing a holisc approach to minimizing vulnerabilies. Goals Provide Airmen trusted informaon where they need it so they can be most effecve Organize, train, equip and educate Cyber Airmen to be experts in cyberspace and the Air Force core missions to which they contribute Deliver freedom of acon in and through cyberspace to advance Air Force core missions Opmize the planning, programming, budgeng and execuon of cyberspace investments Q: What are some of the specific challenges in building, extending, and securing the Air Force cyberspace domain toward 2025? A: Specific challenges in building, extending and securing the Air Force cyberspace domain include: ensuring the electromagnec spectrum is available for future military usage in the face of mounng commercial pressures; leveraging the explosion in end-user mobile devices in balance with cybersecurity; addressing informaon security pertaining to data aggregaon as the DoD moves to a broader cloud construct; recruing, educang and retaining Cyber-Airmen; and remaining commied to integraon through the lifecycle of weapon system development in the face of fiscal reducons. For mission success in tomorrow s congested and contested informaon environment, the Air Force requires centralized strategic direcon in developing and sustaining operaons in and through cyberspace. To address some of the challenges listed above, and more, the Air Force needs unity of effort and opmized investments to beer afford seamless interoperability, resilience, and flexibility that will be both responsive to technological change and affordable in the resource constrained environment. Task Force Cyber Secure will help apply a holisc approach to solving some of these challenges. Realizing Efficiencies: Innovave Informaon Technology Soluons A growing number of vulnerabilies requires connual investments and innovaon in cyber capabilies to eliminate and migate threats on/to our systems across the operaonal domain. The Air Force is establishing a Cyberspace Innovaon Center (CIC) to provide a centralized environment where Airmen can work hand-in-hand with industry, academia and agency partners to push the leading edge of technology. The Air Force will connue recruing STEM professionals to lead and operate within cyberspace career fields. Adversaries should know that our preference for deterrence and our defensive posture don't diminish our willingness to use cyber options if necessary. Ashton B. Carter Secretary of Defense The ability of the Air Force to imagine, integrate, and deliver superior, cyber-secure combat power strengthens our nation Lieutenant General William J. Bender Air Force Chief Information Officer

28 CYBERSECURITY Background: The USAF s ability to fly, fight, and win in air, space and cyberspace is threatened by increasingly dangerous adversaries in the cyberspace domain. Virtually every mission across the range of military operaons depends on cyberspace, but rapid advances in the capabilies of potenal adversaries, as well as technologies proliferang widely among state and non-state actors, threaten our advantages in this domain. To address challenges, CSAF directed the stand-up of Task Force Cyber Secure, responsible for synchronizing all efforts seeking to improve the security of our informaon and warfighng systems. Cybersecurity Affects all Air Force Operaons Virtually every mission across the range of military operaons depends on cybersecurity. Cyberspace is a man-made, operaonal domain, separate and disnct from air and space with its own unique aributes. The Air Force faces rapidly evolving and increasingly advanced cyber threats from state and non-state actors, making informaon dominance and advantages crical to successful operaons. The Air Force depends profoundly on the capabilies provided in the cyber domain to execute Air Force missions in air, space, and cyberspace. Facts Most Air Force weapon systems were designed to operate in a permissive cyberspace environment. Cyber threats are evolving: 1) Increased sophiscaon, 2) Focus on embedded/isolated systems, 3) More destrucve aacks Task Force Cyber Secure Enterprise-level team delivering freedom of acon in cyberspace to advance Air Force core missions. The ulmate role of the task force is to enable the Air Force to fly, fight, and win in a cyber-contested environment, ulmately increasing the robustness and resilience of crical Air Force systems for core missions in and through cyberspace. Task force efforts will lead to diagnosis of cybersecurity problems, risk management strategies, priorized list of investments, and idenficaon of inject points into the strategic planning and decision process. Milestones Quesons & Answers Q1: What is the desired result of Task Force Cyber Secure? A1: The intent is to synchronize mulple efforts and studies to address cybersecurity across the Air Force focused on the core missions. This will increase the robustness and resilience of crical Air Force systems in and through cyberspace. Current Air Force organizaonal constructs focus aenon and resources on network but do not provide the basis for improving cybersecurity posture for mission systems, weapon systems, and industrial control systems. Without this focused approach we leave our Air Force core mission vulnerable to exploitaon or aack. Q2: What is the task force required to accomplish? A2: A team of cross-funconal stakeholders will prepare an Air Force roadmap of cybersecurity efforts, policy changes and recommendaons for an enduring cybersecurity framework to be finalized and ready for integraon into the Air Force Strategic Planning Process. COMPLETED: Summer 2015, Brief on task force findings to CSAF and senior leaders Fall 2015: Funded iniaves to enhance the Air Force cyber security posture across weapon systems, the AFNet, and base infrastructure Spring 2016: Final report brief to CSAF and senior leaders Freedom of Acon In/Through Cyberspace Freedom of acon in cyberspace is a prerequisite for successful Air Force core mission execuon. Freedom of acon migates bad actors aempts to interfere with operaons, allowing the Air Force to deliver more combat power by exploing cyberspace s unique characteriscs. The Air Force will integrate cybersecurity throughout the lifecycle of weapon system development in all mission areas and will focus efforts on keeping informaon secure. Cyberspace is ferle ground for gamechanging innovaon; innovave ideas will strengthen our ability to operate in contested environments and domains. Task Force Cyber Secure is fundamental to understanding the inherent risks within the cyberspace domain and instituting a culture change, in which our Airmen realize the impact cyber security has on our Air Force core missions. General Mark A. Welsh III The ability of the Air Force to imagine, integrate, and deliver superior, cyber-secure combat power strengthens our nation Lieutenant General William J. Bender Air Force Chief Information Officer

29 CYBERSPACE FORCE OF THE FUTURE Background: To enable rapid operaonal agility, Airmen at every level need mely, accurate, and trusted informaon to support the successful execuon of Air Force core missions across a fully-contested domain. The complex future of cyberspace demands a new generaon of Cyber Airmen with a diverse blend of talent suitable to exploit the emerging, globalized, informaon-based, and networked environment. To meet this demand, the Air Force will develop a force of ready and responsive Cyber Airmen with the background, experiences, and cung-edge skills necessary to respond to Air Force mission requirements across the full spectrum of conflict in and through cyberspace. Recruing and Retenon Training Organizaon Stripes for Certs is one program used to recruit Airmen who have proven knowledge and skills in the cyber domain. Eligible recruits are awarded A1C, a 6-year enlistment, and a $3K bonus. The AF will pioneer a pilot study with the University of Maryland s Center for Advanced Study of Language to establish the inial AF Cyber Aptude and Talent Assessment. Similar to the Defense Language Aptude Baery, this assessment will gauge the ability to learn cyber and assist the placement of the right Airmen in our cyberspace workforce. A comprehensive review of military and civilian cyberspace career fields will ensure experiences are recognizable throughout the U.S. Government. Goals With the AF s new Educaon with Industry program, the first two internships with VMware and USAA will have an immediate impact by strengthening AF cyber skills. Task Force Cyber Secure is looking at cybersecurity across the AF and providing a holisc approach to minimizing vulnerabilies which will include idenfying deficiencies in training. Over the next few years, the AF will train 1,700 Airmen in support of USCYBERCOM through 39 Cyber Mission Force teams execung the DoD cyber mission. AF and DoD academic instuons are increasing cyber training & degrees. Organize, train, equip, and educate Cyber Airmen to be experts in cyberspace and the Air Force core missions to which they contribute Provide Airmen trusted informaon where they need it so they can be most effecve Deliver freedom of acon in and through cyberspace to execute, enhance, and support Air Force core missions Opmize the planning, programming, budgeng and execuon of cyberspace investments Quesons & Answers Q: What are some of the challenges in building cyber forces for the Air Force mission in 2025? A: People are oen quick to point out that an Airmen can make more money within industry when they receive high-level cyber training and cerficaon within the Air Force. While it s true that Airmen can oen leverage their skills for higher pay in the private sector, recent visits to Silicon Valley by DoD senior leaders have given new perspecves. By all accounts, we have the coolest and most complex problems and that fulfills Airmen and the broader industry alike. The Air Force is in a transformaon period with respect to cyberspace and the human capital needed for success will come from training our Airmen to execute, support, and enhance the Air Force core missions through cyberspace. Cyberspace Squadrons will integrate cyber operaons within AF operaonal missions. They will connect to AF and DoD cyberspace capabilies to ensure mission effecveness. Shiing focus from network to mission assurance includes coordinated efforts across the enre AF and throughout the weapons system lifecycle. This coherently connects acquision, intel, and other funconal areas. The AF is establishing a Cyberspace Innovaon Center (IOC 4Q FY16) at the Air Force Academy. Its mission will be to provide a centralized environment where Airmen can work hand-in-hand with industry, academia, and agency partners to research and develop innovave cyberspace capabilies and educate and grow the Air Force cyber workforce. Like everything we do, our cyber strategy starts with our people - its first strategic goal is building and training our Cyber Mission Forces. These are talented individuals who hunt down intruders, red-team our networks, and perform the forensics that help keep our systems secure. And their skill and knowledge makes them much more valuable than the technology they use. We're just beginning to build and to imagine this cyber force in DoD. Ashton B. Carter Secretary of Defense The basic framework of Force of the Future is that we, the military, have to be more open to different ways of bringing people on, retaining people, more flexibility for our people so that we can attract and retain the best and the brightest that America has to offer. General Mark A. Welsh III

30 REMOTELY PILOTED AIRCRAFT (MQ-1/MQ-9) Background: Remotely Piloted Aircra (RPA) and operators are in the highest demand from Combatant Commanders because of the balespace awareness and strike capabilies they enable. These plaorms have forever changed the course of combat operaons. Despite being some of the newest weapon systems in the Air Force inventory, RPAs fulfill crical demands in every theater 24 hours a day, 365 days a year. The Air Force and its senior leaders connue to develop these weapon systems and the professionals who operate them in a manner that supports the needs of our warfighters today and into the future. THEMES MESSAGES Meeng Combatant Commander Needs RPAs and Mission at a Glance Get-Well Plan The Air Force will connue to provide Combatant Commanders with Intelligence, Surveillance and Reconnaissance (ISR), situaonal awareness, and strike capabilies to accomplish missions in their areas of responsibility (AOR) worldwide. Rapidly fielded and deployed, the RPA community has been operang at surge capacity for 10 years. The Air Force must take me and acons to normalize the tempo to ensure the sustainability of this plaorm and community for years to come. Maintaining operaonal success and fulfilling current global requirements have come at the expense of training and the long-term viability of the enterprise. We must also connue to develop the taccs and systems that enable RPA operaons across the range of military operaons and threats as required by our Combatant Commanders. Facts Manning issues in the RPA community center around the MQ-1 and MQ-9 plaorms, but the Force Improvement Program is taking an enterprise-wide look including impacts on intelligence personnel. Everyday RPAs fly missions around the world 24 hours a day, 365 days a year supporng operaons for three geographic combatant commanders in four AORs. Partnered with our RPAs, Distributed Common Ground System Airmen provide analysis and assessment to translate RPA sensor feeds into decision-quality informaon for warfighters in the field. The global RPA mission is a Total Force effort with Air Force Reserve and Air Naonal Guard units in full support of all aspects of operaons. Acve, Guard and Reserve Airmen perform this mission with the same professionalism, discipline, and precision as manned. The Air Force currently has two classes of Remotely Piloted Aircra weapon systems MQs and RQs. "Q" designaon means remotely piloted aircra R is for reconnaissance M" is the designaon for mul-role system The Air Force is connuing to develop its RPA inventory and is forecasted to have 160 MQ-1 Predator and 237 MQ-9 Reaper aircra in inventory by the end of FY Since the first MQ-1 operaon in 1995 in the Balkans, the RPA program has experienced rapid growth and use. In August 2011, the Predator surpassed 1 million hours of total development, test, training, and combat In October 2013, the MQ-1 and MQ-9 RPAs accumulated 2 million flight hours It took 16 years for the community to reach 1 million hours and a mere 2.5 years to double those flight hours. Quesons & Answers Q: How will the Air Force address RPA pilot shortages? A: The first step in addressing the MQ-1/9 pilot shortage is increasing the throughput of the schoolhouse. To do this, the Air Force is taking the appropriate steps to bring schoolhouse instructor pilot manning to 100% by October The increased output of the schoolhouse will allow the Air Force to also meet the second objecve of bringing operaonal manning above the COMACC mandated crew-to-cap rao red-line. Currently we are leveraging our Total Force capabilies and contractors. We've increased the use of Guard and Reserve Airmen, as well as contractors at both the schoolhouse and downrange to launch and recover aircra. Contract personnel from mulple companies perform funcons including, but not limited to, imagery analysis, intelligence fusion, IT system maintenance, training, scheduling, and staff support In response to a crical shortage of RPA pilots, the Secretary and Chief of Staff of the Air Force iniated an RPA get-well plan in January 2015 to explore opons to increase manning and incenvize career RPA pilots. The get-well plan is an ongoing effort to stabilize and bolster the career field while maintaining operaonal success and meeng combatant commander ISR demands. To stabilize the RPA force, the Air Force is evaluang and implemenng basing, manning and scheduling recommendaons from the recently concluded RPA Culture and Process Improvement Program a boom-up review of issues impacng our RPA forces conducted across ranks and locaons. As a top combatant commander requirement for the foreseeable future, balancing ISR capability across the range of military operaons with finite resources will remain a high-priority focus area for the Air Force. Our combatant commanders expect and demand the unique ISR capabilities that only the Air Force can provide. We must inspire the operators of tomorrow to recognize RPAs as cutting edge, mission critical weapon systems and to understand that their roles will continue to expand as we work to define their place in modern warfare. General Hawk Carlisle Commander, Air Combat Command

31 INTELLIGENCE, SURVEILLANCE & RECONNAISSANCE Background: ISR is one of the Air Force s five enduring core missions and is integral to Global Vigilance for the naon and foundaonal to Global Reach and Global Power. As we transion to what will likely be a highly volale and unpredictable future, Air Force ISR will be the bedrock upon which the service provides freedom of acon to our joint and coalion partners. ISR is the top Combatant Commander requirement and will remain so for the foreseeable future. Balancing capabilies across the range of military operaons remains a top priority as ISR experts deliver decision advantage to commanders at all levels. Facts In 2015 Airmen were tasked with 29,200 ISR missions Since Aug 8, 2014, Air Force flew the majority of the 11,667 Operaon INHERENT RESOLVE ISR sores THEMES MESSAGES Necessary for Mission Success Remotely Piloted Aircra Distributed Common Ground System ISR is operaons it is the foundaon upon which every joint, interagency, and coalion operaon achieves success. The Air Force ISR enterprise provides aconable intelligence from mulple sources including plaorms, sensors, people and databases to naonal decision makers, Combatant Commanders, and taccal level personnel. Plaorms and sensors collect data and our systems convert that to informaon but only our ISR Airmen can turn that informaon into mely intelligence for decision makers from those on the balefield to the President. ISR systems, Airmen, and the intelligence community, joint, and internaonal relaonships must be developed in ways that make our enterprise more agile to deter and win our naon's wars. Remotely Piloted Aircra (RPAs) accentuate the core tenets of persistence, flexibility, and versality of mission. RPAs are an integral part of the Air Force ISR enterprise, providing persistent aconable intelligence using unique plaorm sensor capabilies. RPA fleets are quickly and responsively upgrading taccs and capabilies to meet ongoing and fluid warfighter demands. These upgrades include increased range and endurance, improved ground-staon cockpits, and new sensors. Demand for RPAs coupled with an ever-increasing requirement for ISR to include processing, exploitaon and disseminaon present Air Force manpower and training challenges we are dedicated to improving. In 2015, AF Distributed Common Ground System (DCGS): Supported 94 instances of troops taking fire Detected 73 Improvised Explosive Devices (IEDs) Disseminated 2.6 million images to warfighters Disseminated 1.9 million signals reports to warfighters Both manned and remotely piloted aircra collect and generate vast amounts of data. The DCGS processes and exploits this collected data and disseminates intelligence products, providing decision advantage to the warfighter. Air Force DCGS consists of 27 geographically separated, regionally aligned, and globally networked sites with a mission to provide 24-7 tailored intelligence to U.S. and coalion forces engaged in combat operaons. To keep pace with the changing global threat, we must transform DCGS to one that will open up and allow the Air Force to rapidly integrate and leverage the latest ISR sensors and capabilies across air, space and cyberspace. Our combatant commanders expect and demand the unique ISR capabilities that only the Air Force can provide. Quesons & Answers Q1: Why is it important to modernize DCGS infrastructure? A1: Dedicated Airmen are using the available technology to effecvely execute intelligence missions every day. However, our method to update this technology is unable to keep pace with the growing demand for ISR, the rapid growth in data, or the changing nature of the global threat. AF DCGS must become agile to quickly absorb new sensor data and rapidly field new applicaons to get the right data to the right user at the right me. Q2: What effect will the incorporaon of enlisted pilots have on the ISR Enterprise? A2: The integraon of enlisted pilots into the RQ-4 community is an important step in developing a robust and agile force for the increasing demands placed upon our RPA capabilies. We must transform the enterprise with a deliberate approach before manpower requirements expand beyond our ability to react. As the most stable of our stressed RPA communies, the RQ-4 was chosen for this opportunity to beer posture our total force for the dynamic and contested environments we will increasingly face. What you do [as ISR Airmen] is critically important every day to everything the United States military does. You know that; you should know that everybody else knows it too General Mark A. Welsh III

32 AIR FORCE SPECIAL OPERATIONS Background: Air Force Special Operaons Command (AFSOC) provides Air Force special operaons forces for worldwide deployment and assignment to regional unified commands. The command's special operaons forces (SOF) are composed of highly-trained and rapidly deployable Airmen conducng global special operaons missions ranging from precision applicaon of firepower, to infiltraon, exfiltraon, resupply and refueling of SOF operaonal elements. CORE MISSIONS Specialized Air Mobility SAM provides the capability to execute long-range, clandesne infiltraon, resupply and exfiltraon in contested environments. Precision Strike Precision strike provides specialized capabilies to find, fix, finish, exploit, analyze and disseminate designated targets. Special Taccs Delivers highly-specialized capabilies to integrate, synchronize, and control air assets to achieve taccal, operaonal, and strategic objecves. Personnel consist of pararescurmen, combat controllers, special operaons weather teams and taccal air control party Airmen. Agile Combat Support Agile Combat Support fields, sustains and protects AFSOF and enables all AFSOC operaonal capabilies at home staon and deployed. Global demand for US Special Operaon Forces connues to increase in the current geopolical environment Aain balanced, enduring, combat ready forces Maintain SOF comparave advantage Special Taccs Airmen are the most highly decorated community in the Air Force since the end of the Vietnam War. Since September 11, 2001, they have earned seven Air Force Crosses, 32 Silver Stars, more than 1,000 Bronze Stars, hundreds of Bronze Stars with valor and many Purple Hearts. On any given day, Air Commandos are deployed in more than 40 countries across the globe. Facts and Future Plans Challenges CHALLENGES AFSOC s mobility roadmap replaces legacy MC-130E/P/Hs with a fleet of 57 MC-130Js and legacy AC-130H/U/ W with 37 AC-130Js. We are looking into adding a highenergy laser and taccal off board sensors on the AC-130J The U.S. DoD and Japanese Ministry of Defense announced plans to staon a special operaons squadron of CV-22 Osprey aircra at Yokota Air Base, Japan. America s Air Commandos We are Air Commandos, quiet professionals, and Airmen personally commied to our cra. As the air component of U.S. Special Operaons Command, we are capable and ready to conduct special operaons anyme, anyplace. We are disciplined professionals dedicated to connuous improvement. Innovave and adaptable, our rigorous and realisc training helps us manage uncertainty and migate risk. By training smarter and harder than others, we define our limits, and learn when and where to push them. Inherently joint, we build credibility through habitual relaonships that sustain us in the fight. And as our Air Commando heritage demands, we remain culturally bound to get the mission done, or find a way where Intelligence, Surveillance & Reconnaissance ISR synchronizes and integrates sensors, assets, and processing, exploitaon and disseminaon in direct support of current and future SOF operaons. Aviaon Foreign Internal Defense AvFID delivers SOF combat aviaon advisors necessary to asses, train, advise, assist and equip partner naon air forces. Command and Control AFSOC is the SOF proponent for joint air command and control. This includes the requirement to plan, enable and conduct mulple simultaneous distributed and enduring C2 elements. Military Informaon Support Ops MISO provides friendly forces the ability to collect, control, exploit and defend info, as well as inducing or reinforcing foreign atudes and behaviors to influence hearts and minds. Modernize in a resource-constrained environment Recruit, develop and retain the best AFSOF operators High operaons tempo impact on preservaon of the force and families Make no mistake about it: we will move mountains to be overhead of our troops when they need us. That s what we do. Lt. Gen. Brad Heithold AFSOC/CC Our enemies are not stagnant; they continually revise their tactics. We prevail by being agile, capable, and having people trained to adapt to changing requirements. Maj. Gen. Eugene Haase AFSOC/CV

33 AIR FORCE SECURITY COOPERATION Background: The U.S. Air Force develops relaonships with partner naon air forces to address global security challenges such as shrinking budgets, asymmetric threats, natural disasters and resurgent and asserve naon states. Through sustained security cooperaon acvies, the Air Force works to build a network across the globe of partners who have the capacity and capability to respond to challenges effecvely and efficiently. Build Relaonships Strengthen Capabilies & Capacity Develop Internaonal Airmen The Air Force builds and strengthens internaonal relaonships through military exchanges, training and educaon, exercises and other acvies. Global partnerships enable the United States and our partners to more effecvely achieve our common naonal interests, migate risks and share airpower responsibility within the global strategic environment. The Air Force engages with more than 100 partners in all regional areas of responsibility to ensure Global Vigilance, Global Reach and Global Power. Global partnerships augment our ability to fly, fight and win in air, space and cyberspace. Key Security Cooperaon Programs: The Air Force plays a key role in helping partner naons build and strengthen airpower capabilies and capacity. Security cooperaon enables our partners to address defense challenges on their own, operate alongside us in coalions, or provide the U.S. Air Force with access so that we can operate. The Air Force helps our partners by training together, exercising together and ensuring that they have the aircra, equipment and informaon they need to develop and employ their capabilies. The Air Force seeks a future air domain where there are sufficient enduring partner airpower capabilies and capacies to ensure regional and global security. Internaonal Professional Military Educaon (PME): Up to 325 internaonal students aend Air Force PME classes each year, and approximately 32 Airmen aend overseas PME many of these internaonal airmen are future partner Air Force leaders. Internaonal Affairs Specialists: Regional and polical subject maer experts help build effecve relaonships with global partners by assisng and advising combatant commands, U.S. embassies, and Air Force and Joint organizaons. Military Personnel Exchange Program (MPEP): This military-to-military exchange program helps build and sustain relaonships, enhances interoperability and partner capabilies and is a key way for the Air Force to develop internaonal Airmen. Engineer and Scienst Exchange Program (ESEP): ESEP is a program to promote internaonal cooperaon in military research, development, test, and evaluaon (RDT&E) through the exchange of government military and/or civilian engineers and sciensts. Air Advisors: Advisors are specially trained and educated to apply aviaon support and operaonal experse to assess, train, advise, and assist partner naons in the development and applicaon of their air force capabilies. Internaonal Armaments Cooperaon (IAC): IAC is the development, negoaon and conclusion of Project Agreements and Memoranda of Understanding to build capabilies in air, space, and cyberspace these types of internaonal cooperave agreements allow us to share costs, avoid duplicaon of efforts, and access the best available defense technologies to increase military effecveness. Foreign Military Sales (FMS): FMS is the system that the U.S. government must use to provide internaonal partners training, equipment and services in developing the partner s capabilies, the Air Force ulizes a Total Package Approach that involves all required training, logiscs and sustainment. Properly organized, trained and equipped Airmen are the lifeblood of internaonal partnering and integraon efforts, as well as key to building partner capabilies. U.S. Airmen with language, cultural awareness, regional and policalmilitary skills serve as aachés, security cooperaon officers, regional affairs strategists, polical-military affairs strategists, subject maer experts, exchange officers and air advisors building the face-to-face relaonships necessary for internaonal partnering. Exchange programs for Airmen provide mutually beneficial educaonal and operaonal opportunies and promote long-term relaonships with future internaonal airpower leaders. The Air Force remains fully committed to the long-term goal of fostering international relationships and supporting ongoing security efforts with partner nations around the globe. Teaming with allies and partners not only helps cost and risk-sharing, it also increases capability and capacity to support contingency operations. In any effort, the military does not do it alone. We must bring to bear every tool of national power in America s arsenal. Our distributed network of allies and partners are equally indispensable. Together, we can build shared understanding and develop focused, whole approaches that share the costs of global leadership. General Mark A. Welsh III

34 TOTAL FORCE INTEGRATION Background: The current global environment is characterized by rapid change and the Air Force must be posioned to respond. Therefore, Acve Component and Reserve Component must connue to work together to meet mission demands. Future operaons will require leveraging the strengths of all three components, as well as ulizing flexible and adapve soluons such as Total Force Integraon, to maintain and ulmately grow the force s operaonal capability and funconality. Strategic Priories Legislave/Policy Priories Integraon Priories Total Force contribuons are essenal to future joint force success. Leveraging the strengths of the Total Force team ensures we bolster our strategically agile Airmen and organizaons. Work will connue to determine how AF structure should be modified to best fulfill current and future mission requirements balanced with available resources. TFI efforts support the Strategic Master Plan s (SMP) Agility and Inclusiveness imperaves and accomplish SMP/ Human Capital Annex s One Air Force concept. We will assess capability, capacity, and readiness of the total force relave to current and future challenges. The Air Force will advocate and inform decision makers to support policy and legislave changes to achieve greater strategic agility and inclusiveness. Connuum of service barriers should be reduced or eliminated, including streamlining the scrolling process to make it more efficient. Increase legal flexibility to ulize AGRs and technicians to train acve component pilots. Beer integraon of our components from the Headquarters staff to the wing level for operaonal and fiscal efficiencies. Synchronize policies, processes, and personnel systems. We will pursue a cultural evoluon among Airmen unl we achieve a well-balanced, seamlessly-integrated One Air Force. Efforts to achieve integraon include: Establishing an Integrated Wing test locaon which may offer manpower savings and the ability to rebalance capacity, readiness, and capability. Integrang Headquarters Air Force Directorates and Special Staffs. Developing goals and metrics to capture the achievements from significant integraon to-date. Connually finding ways to integrate and organize Airmen to leverage the unique strengths, diversity, and perspecves of each component. Lines of Effort Total Force Integraon (TFI) has two lines of effort Balance and One Air Force. Balance examines AF mission areas by ulizing a process called High Velocity Analysis (HVA) which compares the Air Force s warfighng capacity supply against the DoD s Integrated Security Construct demand. HVAs provide senior leaders with an analycal decision making tool that assists with strategically balancing mission priories and provides valuable inputs to the Strategic Planning and Programming Process (SP3). One Air Force idenfies and targets barriers to inter-component operability and focuses the tailoring of TFI organizaonal structures via policy and legislave acons. One Air Force also considers ways to update AF operaonal standards to meet TFI requirements and hosts the TFI Execuve Commiee, which has oversight over major TFI iniaves Current fiscal realities, and a new generation of American Airmen, have made it imperative to evolve. A critical part of our evolution will be to make Total Force integration a permanent part of our culture. Balance Update Completed analysis of 100% of AF primary mission areas 43 HVAs, 55 models since Apr 14 2 FY16 POM injects 3 FY17 Planning Choices 15 FY18 drap inputs Addional proposals are being considered in FY16 and beyond, including measures to increase capacity in ISR, RPA, LRS, 11Fs, and 2As, and support to undergraduate flying training and flying training unit missions. One Air Force Update NCSAF Response Report Next Report due 30 days aer President s budget released. Highlights alignment with Strategic Master Plan Associaons Revising AFI , Responsibilies for Total Force Integraon Esmated Compleon: Sep 2016 We have evolved from a position of strategic reserves called upon for increased capacity to the current reality in which all components are fully engaged and operationally indistinguishable. General Mark A. Welsh III

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36 As highlighted in America s Air Force: A Call to the Future, our ability to adapt and respond faster than our potential adersaries is the greatest challenge e face in the future mploying agility and inclusieness, e are charged ith a nofail mission of proiding effectie lobal igilance, each and oer through our fie core missions today, tomorro and years from no t is a tall tas in an uncertain future here potential enemies span the globe, budgetary restraints force tough decisions and capability is in high demand ut these obstacles not only proide challenges for Air Force communicators, they proide opportunity All those ho engage ith our audiences ill need to find innoatie means to enrich public understanding of Air Force strategies, plans, and initiaties to address future threats as the Air Force builds the fullspectrum capable, highend, adaptable force of the future n the folloing secon, Waypoints: Where We Are Going, aligns the concepts of the year strategy ith communicaon eorts and programs, giing our leadership and communicators the tools needed to clearly arculate the lobal igilance, each and oer of the future aypoints pages discuss ho the Air Force proides eece st Century deterrence hile pursuing a mul domain approach to our e core missions and ensuring success for the ecretary of the Air Force top priories his Where We Are Going secon of aypoints proides communicaon tools for to of the CAF s priories: balancing today s readiness ith tomorro s moderniaon and maing eery dollar count hese priories directly impact the Air Force top three acuision programs, the F ightning, the C and the ong ange strie bomber, hile ensuring the greatest alue in naonal security for the tapayers dollar All of these issues and more are addressed in the folloing aypoints pages, designed to assist communicators and leadership in informing the public and ey decision maers about the contribution the Air Force to our ation for decades to come

37 AIR FORCE STRATEGIC FRAMEWORK Background: A path to the future must have a clear purpose. For the Air Force, we will provide responsive and effecve Global Vigilance, Global Reach and Global Power to the Naon in peaceme and war through our five core missions. Currently, several trends shape the operang environment and inform strategic choices. Rapidly emerging technological breakthroughs yield more opportunies for geostrategic game changers. These rapid changes, coupled with global interdependence and increasing resource demands, mean geopolical instability will connue, resulng in a wide range of operang environments and increasing the importance and vulnerability of the global commons of air, space, and cyberspace. Imperaves for Success Vectors for the Future A Call to Acon Agility and inclusiveness must characterize the Air Force moving forward to remain effecve in the future operang environment. The Air Force must: Commit to infusing agility into how we develop and educate our Airmen, develop our capabilies, train and employ our forces, and organize to create a leaner, more efficient force. Adopt a culture of inclusiveness, harnessing every possible resource to deliver the crical capabilies the Naon expects from its Air Force. Connue to opmize Total Force contribuons to the mission while recognizing and leveraging their unique characteriscs. Air Force Strategic Documents Air Force strategy idenfies five strategic vectors to orient us as we look to meet future challenges: Provide effecve 21st century deterrence Maintain a robust and flexible global integrated ISR capability Ensure a full spectrum capable, highend focused force Pursue a mul-domain approach to our five core missions Connue the pursuit of game-changing technologies These vectors guide all disciplines toward capabilies beneficial over the long-term, but we must be prepared to reevaluate our assumpons and adjust as necessary. Who We Are The World s Greatest Air Force - Powered by Airmen, Fueled by Innovaon What We Do Global Vigilance, Global Reach, Global Power for America Where We Need to Go America s Air Force: A Call to the Future is a 30-year aspiraonal document, providing an over-the-horizon picture, delivering instuonal imperaves and strategic vectors for resource-informed planning Strategic Master Plan (SMP) is a 20-year plan advancing the strategic imperaves and vectors set by America s Air Force: A Call to the Future to provide consistent direcon across all porolios Air Force Future Operang Concept complements the SMP by describing how we envision using operaonal agility to deliver Global Vigilance, Global Reach and Global Power in the future Strategic Master Plan (SMP) translates the 30-year strategy into comprehensive guidance, goals and objecves for AF planning, programming and budgeng. SMP provides a shared understanding that empowers Air Force senior leaders to align interests and reach consensus in the face of difficult planning choices. Air Force Future Operang Concept (AF FOC) broadly portrays how the future Air Force will conduct its five core missions in support of naonal security objecves. AF FOC contextualizes our Air Force s enduring contribuons based on a future environment postulated by the AF Strategic Environment Assessment. Air Force Enduring Contribuons Air Force Core Missions Air Force Key Domains Global Vigilance Global Reach Global Power Air and Space Superiority Intelligence, Surveillance and Reconnaissance Rapid Global Mobility Global Strike Command and Control Air Space Cyberspace Tomorrow s Air Force has to be the most agile, credible and affordable total force team capable of meeting what our Combatant Commanders need. The Air Force s ability to continue to adapt and respond faster than our potential adversaries must be our greatest strength over the next 30 years. General Mark A. Welsh III

38 FY17 AIR FORCE BUDGET Background: The FY17 budget request is built on a strategic framework and informed by current geopolical condions. It restores capacity, in the short-term, to meet Combatant Commanders most urgent requirements; maintains current readiness levels; and invests in nuclear, space, cyber; C2, and ISR capabilies. It balances capacity, capability, and readiness in support of a resource-informed Service strategy. The s priories of taking care of people, striking the right balance between today s readiness and future modernizaon, and making every dollar count connue to serve as the foundaon for the budget request. Modernizaon Readiness Budget Stability The Air Force connues to preserve top modernizaon programs to ensure the capability to meet tomorrow s threats. KC-46A Pegasus Tanker, F-35A Lightning II and Long Range Strike Bomber (LRS-B) remain the Air Force s top three acquision priories. The Air Force FY17 budget request maintains the delicate balance between readiness and future modernizaon. In this budget, we are commied to the goal of maintaining assured access to space and viability in contested and increasingly congested environments. The FY17 budget will help ensure a credible nuclear deterrent, advance our space and cyberspace capabilies, and make some modernizaon adjustments to support Combatant Commanders most urgent mission requirements. The Air Force funded readiness components to capacity and will connue to react to ops tempo and deploy-to-dwell mes in the best possible manner. The Air Force is commied to ensuring our all-volunteer force is always ready for full-spectrum military operaons. The FY17 Military Personnel budget is 24 percent of our request and supports a Total Force end-strength of 492,000. We will reach an acve-duty end strength of 317,000 by adding 2,100 accessions above FY16, increasing Officer Training School to 1,100 candidates and through our student training pipeline. The FY17 budget request adds 24 more MQ-9A Reapers and increases our munions buys. To ensure the right capacity for current operaons, we are not proposing to rere any A-10 or EC- 130 aircra in FY17. Without relief from budgetary caps, the Air Force cannot afford to sustain the current force structure. In FY18, the limits imposed by the Budget Control Act will return. Facing those limits, our ability to have an Air Force large enough, aircra new enough, and people and equipment ready enough to meet current and future demands becomes increasingly more difficult. The 2015 Biparsan Budget Act connued relief from BCA funding limitaons and allowed us to start the recovery. It provided budget relief for FY16 and FY17, but leaves uncertainty for FY18 and beyond. Uncertainty in FY18 will have a cost measured in me and casuales. Queson & Answer Q: What if the Air Force does not receive relief from the Budget Control Act (BCA)? A: Without permanent relief from the BCA, the Air Force will be forced to consider drasc acons such as force structure and manpower reducons, reduced readiness, and cancellaons and delays of key modernizaon programs. Operang at reduced funding levels since 2013 has resulted in an Air Force that is less ready, less capable, and less viable than the one America demands and deserves. Air Force Budget Summary FY16 Enacted FY17 Request Total Air Force ($B) $119.1 $120.4 By Appropriaon Operaon and Maintenance (O&M) $46.0 $46.9 Military Personnel (MILPERS) $28.5 $29.2 Military Construcon (MILCON) $1.6 $1.8 Military Family Housing $0.5 $0.3 Procurement $25.1 $22.4 Research Development Test & Evaluaon (RDT&E) $17.3 $19.6 Base Realignment and Closure (BRAC) $0.1 $0.1 By Component Acve $104.2 $105.0 Air Force Reserve $4.7 $5.1 Air Naonal Guard $10.2 $10.3 FY Guiding Principles Guiding principles that steer the strategy and budget process: Align choices with defense and Air Force 30-year strategy Ensure credible nuclear deterrence Advance space and cyber capabilies in contested environments Maintain an effecve fighng force ready for today s fight Modernize the Air Force (fleet, infrastructure, concepts) My top three priorities are taking care of people, balancing readiness and modernization so that we get the right mix for today as well as the right mix of investment for tomorrow, and in light of these very tough budget times that we're facing, we have to make every dollar count. We must modernize. Holding on to everything that made us great will not make us great in the future; it s just a fact. It is important for us to understand before we think about the force of the future. The capability gap we have enjoyed here in the United States for years is closing and it is closing fast. General Mark A. Welsh III

39 READINESS Background: Today s Air Force is the smallest, oldest and busiest it has ever been. We have the fewest Airmen and aircra since our creaon in 1947 and the average age of our aircra is 27 years. Since Desert Storm, the Air Force has maintained a connual warme or rotaonal presence while simultaneously decreasing in size. The result is a supply-demand mismatch. Being a smaller force demands that the Air Force be more ready yet this is not the case. Many Airmen today are only proficient in small porons of total mission requirements. As an example, fighter squadrons connue to meet the demand of today s counter-insurgency fight, but only 50% are combat mission ready to meet the demands required of high intensity combat operaons. Readiness Imperave Current Readiness Posture Way Ahead The Air Force is the naon s first responder and air and space superiority is a crical precondion for successful military operaons. Therefore we must be ready to respond to any challenge. Rapid change is the new norm and more frequent shis in the geopolical power balance will have significant implicaons for the Air Force. Our Air Force must have sufficient capacity, capability and readiness to transion rapidly between the full spectrum of operaons. The naon will connue to rely upon the Air Force for Global Vigilance, Global Reach and Global Power to answer the call at a moment s noce. Nearly 25 years of warme foong, declining numbers of personnel and aging equipment have placed a tremendous strain on full-spectrum Air Force readiness. The Air Force must connue to meet its tasking and recover readiness. We have proven the ability to execute steady-state missions in an uncontested air combat environment, but have accepted much risk in a potenal contested environment due to low readiness levels. The Air Force will connue to provide forces ready for current missions, but this impedes training and equipping for the demanding high-end fight. The Air Force has developed a predicve readiness model (Five Levers of Readiness) allowing us to explore policy opons and factors to describe the health of the enterprise. To meet our AF goal of 80 percent full spectrum combat readiness by 2023, all five levers must be in sync. To improve readiness, the Air Force: Must set end strength commensurate with increasing global requirements. Must divest aging plaorms and infrastructure in order to free up fiscal resources and experienced manpower. Connue to advocate for funding stability and increased dwell me to sharpen needed skills. Quesons & Answers Q1: Is the Air Force s readiness problem a result of the Budget Control Act? A1: The erosion of our full-spectrum combat readiness started well before sequestraon, but has been exacerbated by it. The Biparsan Budget Act (2013) allowed us to make modest improvements in some areas of readiness, but the potenal to return to Budget Control Act (BCA) funding levels puts these small gains at risk and will likely lead to further decreases in readiness levels. Q2: When will the Air Force return to full-spectrum combat readiness? A2: The requisite condions to recover readiness are not set. To recover readiness, we must return to healthy funding levels, and improve operaons tempo to a ~1:4 deploy to dwell rao. Once the requisite condions are met, we will iniate an ~8-10 year steady readiness rise. Five Levers of Readiness Flying Hour Program Weapon System Sustainment Crical Skills Availability Training Resource Availability Deploy to Dwell (D2D) / Ops Tempo Facts Today the Air Force has the fewest Airmen and aircra since its creaon Air Force operaons tempo has remained nearly constant over the last 25 years. Fewer boots on the ground equates to more jets in the air. Your Air Force understands balancing combat capability, capacity, and fullspectrum readiness is a strategic imperative. FY17 Air Force Posture Statement

40 MAKE EVERY DOLLAR COUNT Background: Make Every Dollar Count (MEDC) is one of the s top three priories. It is an Air Force cultural shi aimed at minimizing cost, harnessing efficiencies and redefining legacy Air Force business paradigms. It empowers every Total Force member to make strategic choices to create efficiencies and cut overhead to ensure every Air Force dollar spent will have the greatest impact for the taxpayer. Minimize Costs Harness Efficiencies Redefine Paradigms The Air Force is acvely idenfying new opportunies and iniaves that enable us to maximize the impact of every dollar. Savings are planned for reinvestment in readiness, as well as to modernize equipment and infrastructure. The Air Force is a commied steward of America s resources by saving or avoiding costs to the tune of billions of dollars through the ingenuity of our Airmen. By reducing costs, idenfied real savings can be used to recapitalize our Air Force in the midst of a constrained fiscal landscape. The Air Force goal is to implement as many efficiencies and savings iniaves as possible and mulply them across the enre spectrum of operaons. Innovave Airmen are always finding beer ways of doing business - to be more efficient, minimize redundancy and protect our limited resources. From public-private partnerships at the base-level, to centralized efforts across the Air Force, Airmen are saving precious resources across the enterprise. The ability to influence change and create new efficiencies is central to being relevant for tomorrow s fight. Program List: Potenal Savings / Benefits 1. Energy: $2.5B reducon across all consumpon categories 2. Should Cost: $2.8B across acquision programs 3. Bending the Cost Curve: Review of acquision processes 4. AF Community Partnerships: $280M through FY20 using Public/private collaborave iniaves 5. Airmen Powered by Innovaon: $117M savings idenfied 6. Contract Review: Idenfies consolidaon opportunies across 900+ contracts 7. Road to a Billion Dollars: $1.5B saved through cost reducon 8. Unexpended Funds: Minimizaon of unexpended funds 9. Audit Follow-up: Streamlines processes and idenfies savings though audits Quesons & Answers Q1: Why is Make Every Dollar Count one of the SecAF s top three priories? A1: In this fiscally constrained environment, every dollar the Air Force has to spend, MUST be spent to achieve the maximum benefit. The Budget Control Act (BCA) of 2011 is sll law and remains in effect for FY16. Without relief from the BCA, the Air Force will be forced to operate at budget levels insufficient to support the 30-year strategy for naonal security objecves. Q2: Has the MEDC program undergone any changes since it started? A2: The MEDC program has evolved since its incepon in 2014 as we acvely idenfied new opportunies while connually assessing our acve programs in the porolio. Originally the porolio was created with 13 HQ Air Force-level iniaves and it has matured to include an addional 26 MAJCOM iniaves. While realizing some huge cost savings opportunies, we idenfied that 4 of the 13 HQ iniaves (Travel/VTC, MEDC Cross-feed, War Readiness Engine, and Repair Network Integraon) would be more efficiently managed and tracked by leveraging exisng efforts. Budgetary constraints demand the Air Force re-evaluate the way it does business and seek alternaves to the status quo. The Air Force empowers Airmen to idenfy opportunies by culvang a culture of innovaon, efficiency and savings. The Air Force is making sound and innovave choices to maximize combat capability within available resources. Good stewardship of the taxpayer s dollars demands we look for more efficient ways to accomplish the mission as an inherent part of our decision-making process. Facts Make Every Dollar Count Porolio 9 HQ Air Force-level programs 26 MAJCOM-sponsored iniaves Projected Savings: $8B over FYDP There are consequences of this fiscal climate we cannot change, but we must do our very best to improve the things we can and ensure we are good stewards of every taxpayer dollar. Let s all take ownership each active duty, Reserve, Guard and civilian Airman to improve what we can control and to Make Every Dollar Count.

41 CAPABILITY DEVELOPMENT Background: Rapid change is the new norm and has serious implicaons for the Air Force. The Air Force Future Operang Concept highlights that the character of warfare is becoming less predictable and more complex and that the fog and fricon of warfare will not be eliminated by any technology or technique. No military advantage will go unchallenged by adversaries seeking to achieve their objecves and deny us ours. Rapid change is clearly a vulnerability to those unable to adapt; however, it can become an enduring advantage to the agile. To capitalize on this dynamic environment, the Air Force is aggressively pursuing a path toward strategic agility in our capability development acvies. We are transforming into an agile enterprise to maintain and increase our edge in the emerging environment and leverage the full innovave potenal resident in all our Airmen. Agility is an Imperave Development Planning to Drive Innovaon Experimentaon is the Engine of DP We must be strategically agile in how we conceptualize our capability needs, how we leverage game-changing technologies and how we recruit and develop our people. The term agility is meant to capture the aributes of flexibility, adaptability, and responsiveness. Flexibility is an enduring aribute of airpower and remains its greatest asset Adaptability of our Airmen, organizaons, operaonal concepts, and weapons systems has long underwrien that flexibility. Responsiveness favors ancipaon over reacon and shaping over reacng Strategic agility relies on Airmen who can crically think, adapt their behavior, and embrace diversity in thought. We are reinvigorang development planning (DP) at the Air Force enterprise level to build-in agility and formulate truly innovave strategic choices. We are moving toward mul-domain, collaborave and horizontally-integrated capability development acvies. We will use DP and experimentaon to understand and synthesize future warfighng needs and reconcile those with available and potenal capabilies, concepts, and emerging technologies. Core DP funcons: systems engineering to formulate and evaluate viable concepts, defining operaonal trade space, idenfying technology shoralls and S&T needs, and assisng the ops community in refining requirements. Experimentaon provides the ability to rapidly explore a full range of innovave materiel and non-materiel soluon opons. Enables unfeered exploraon of alternaves in future environments and involves operators, technologists, requirements, acquision professionals, and others collaborang from beginning to end in a truly integrated fashion. Creates environment for personnel to accept smart risk in exploring innovave ideas. Not staged, one-off events; rather a series of progressive and iterave acvies designed to build knowledge. Uses live exercises, wargaming, modeling & simulaon, and virtual/ hardware prototyping. Facts DP is a key process to support Air Force strategic decisions Governance for DP, experimentaon, and rapid prototyping efforts will use exisng corporate-level processes that govern planning, requirements, and acquision decisions At its core, DP involves early systems engineering with the intent to answer crical quesons and inform decisions; no pre-determined soluons Notable Acvies DP and experimentaon efforts are currently directed by Air Force senior leadership Two current Enterprise Capability Collaboraon Teams (ECCTs): Air Superiority 2030 and Ground Based Strategic Deterrent (GBSD) Current experimentaon campaigns: Close Air Support (CAS), Directed Energy (DE), Data to Decisions (D2D), and Defeat Agile Intelligent Targets (DAIT) Quesons & Answers Q1: What is the Air Force doing differently in this capability development paradigm? A1: Historically, the Air Force is credited with using DP to drive innovaon and plan its future. We are going back to our roots by reinvigorang DP at the Air Force enterprise level to build-in agility and formulate truly innovave strategic choices. Our capability development efforts now foster the necessary close relaonship between our operaonal, science & technology, acquision, and requirements disciplines. Q2: How do the Air Force efforts support the efforts of the DoD as a whole? A2: Our Air Force efforts are aligned to the Beer Buying Power (BBP) 3.0 iniaves which are designed to strengthen our ability to innovate, achieve technical excellence, and field dominant military capabilies. We re not simply focused on improving capability development for the Air Force s sake, but for the sake of the joint fight and the Naon. The concept of strategic agility, if we do it right, should allow us to rapidly adjust to evolving threat environments faster than our adversaries. And it should help us to counter some of that uncertainty. As the pace of change across the globe quickens, many of our processes and paradigms will be made obsolete. The Air Force s ability to continue to adapt and respond faster than our potential adversaries is the greatest challenge we face over the next 30 years. We must pursue a strategically agile force to unlock the innovative potential resident in our Airmen and turn a possible vulnerability into an enduring advantage. General Mark A. Welsh III

42 ENTERPRISE CAPABILITY COLLABORATION TEAMS Background: Air Force capability development processes are designed to fill gaps in joint warfighng requirements. Opmizing investments requires a full and integrated understanding of Air Force capabilies and mission threads that deliver joint warfighng effects. CSAF-chartered Enterprise-wide Capability Collaboraon Teams (ECCTs) bring users and operators from all AF domains, core funcons, requirements, acquision, and Science & Technology (S&T) communies together to collaboravely examine, comprehend and quanfy operaonal needs that span the Air Force enterprise. The ECCT will then formulate and explore innovave mul-domain opons for materiel and non-materiel soluons that may wholly or parally migate capability gaps. Facts CSAF directed, Headquarters Air Force resourced teams Two or three chartered at any one me ECCT charters are normally for 1 year ECCTs beer inform capability development across materiel and non- Milestones Integrated Mul-domain Approach Capabilies over Programs High-priority Enterprise Soluons Collaborave process which fully assesses linkages between domains, mission areas and core funcons. ECCT s will: Provide effects-chain based problem definion to include operators, warfighters, S&T community, systems engineers, analysts, and HQ and MAJCOM funconals. Include broad membership to consider all COCOMs, sister services, core funcons, and headquarters staffs and provide mulple vantage points to the problem. Idenfy all necessary supporng acvies and required resources, including tools, manpower, funding, etc., to conduct integrated planning, analysis, and assessments. Capability gaps will be migated by focusing on the technologies and concepts needed for balefield effects. ECCT s will: Focus on capability provided and/or needed in projected operang environment and look across industry, government, and academia for innovave means to achieve effects. Consider the capability provided by current systems and collaboravely find new ways to achieve balefield effects. Leverage war gaming, modeling, and simulaon across domains, both live and virtual, to include review and assessment of threat assessment and capabilies in mulple geographical regions and across relevant domains. Apr 15 - Air Superiority ECCT chartered Jun 15 - Ground Based Strategic Deterrent ECCT chartered Nov 15 - Air Superiority team provide 4-star planning choices info Apr 16 - Air Superiority ECCT concludes Quesons & Answers Q1: How does the ECCT process change Air Force planning and acquision? A1: ECCTs will focus on a cross-funconal, enterprise-wide effort to migate capability gaps and beer understand the operaonal decision space. Efforts will center on integrated planning, analysis, and assessments giving Air Force senior leaders soluons that idenfy, refine and mature the most feasible soluons to fill Air Force capability gaps. Q2: What does it mean to be focused on capability over programs or plaorm? A2: Capabilies can be represented by both materiel and non-materiel soluons. Focusing on capability soluons means we first explore and research the technologies needed to meet current and future requirements. Once idenfied, these technologies and concepts can then be applied across any number of plaorms, organizaons and domains. In the end, that could mean modernizing a current plaorm, invesng in a new one, or achieving a capability in fundamentally different ways to meet naonal strategic objecves. Soluons will be designed to address the strategic priories of Joint, COCOM and Air Force leadership. ECCT s will: Be CSAF sponsored and limited in number while leveraging Development Planning and experimentaon. Explore the full range of innovave and possible mul-domain and crossporolio soluon opons across the full Doctrine, Organizaon, Training, Materiel, Leadership, Personnel, Facilies, and Policy (DOTMLPF-P) spectrum. Generate cost-informed, strategiclevel, courses of acon to inform enterprise-level decisions. The ECCT will bring together users and operators from all Air Force domains and core functions, along with the requirements, acquisition and science and technology communities to collaboratively examine, comprehend and quantify operational needs and propose defendable, achievable and affordable solutions. Lieutenant General James Holmes Deputy Chief of Staff Strategic Plans and Requirements It's not about a decision to start a program It's not a decision to go build the next-generation fighter. It's a set of decisions about what more do we need to learn, how do we want to learn it, and how fast do we want to learn it? From this we will decide how best to deliver capability Major General Paul Johnson Director for Operational Capability Requirements

43 ACQUISITION EXCELLENCE Background: The USAF strategy document, America s Air Force: A Call to the Future, states our ability to connue to adapt and respond faster than our potenal adversaries is the greatest challenge we face over the next 30 years. AF Acquision Excellence focuses on five immediate priories: 1) Get the high priority programs right and keep them on track, 2) Improve relaonships and transparency with stakeholders, 3) Own the technical baseline, 4) Build on Beer Buying Power to improve business acumen & small business to achieve best program outcomes, and 5) Build to the long-term strategy, resiliency to peer competors, experiment and innovate STRATEGIC AGILITY. High Priority Programs Agility and Warfighter Needs Flexible Acquision Soluons We have a solemn responsibility in the Agility is fundamental to acquision. Air Force acquision efforts focus on acquision enterprise to get all programs started right. Acquision mechanisms must be balanced with evolving threats and preparing for the balespace of the future. The KC-46 successfully completed its first test flight and will have significant compeng & evolving warfighter needs. We must be the best at working with our warfighng partners to refueling capacity, improved efficiency, Our role is to ensure our legacy explore cung edge technologies. and increased cargo and aeromedical evacuation capacities. capabilies maximize warfighng performance, and that crical The acquision community must connue forging closer The Long Range Strike Bomber Program is leveraging our technological achievements and lessons learned to technologies will be mature and available for our warfighters to win the future fight. relaonships with the operaonal and science & technology communies in and outside reduce risk and achieve affordability to We are taking advantage of open government. meet evolving threats. systems architecture and maximizing We must leverage experimentaon, The F-35 is reaching important milestones and building confidence in reaching Initial Operational Capability goals in use of mature technologies to reduce development cycle me. development planning, and science & technology to design systems resilient to peer compeon Facts The Air Force has realized over $8B in Should Cost savings (FY13-FY15). The Air Force surpassed the small business obligaon goal established by OSD. The Air Force is meeng Key Performance Parameters. Schedule challenges remain, although growth is showing signs of slowing. Should Cost (SC) management ences program managers to scrunize every element of program cost; every acquision program required to have at least one SC iniave. Request For Proposal to contract award meframe established, goals developed, and reducon efforts underway in FY16 (Bending The Cost Curve iniave). Quesons & Answers Q1: How do the Acquision Priories align with the Strategic Master Plan (SMP)? A1: All Acquision Priories match every acquision-related objecves stated in the SMP annexes to support the associated SMP Vectors and Imperaves goals. Q2: What are the benefits of compeon in acquisions? A2: Compeon is the most effecve tool we have to control cost. When direct compeon at the product level is not economically viable, then alternave means of introducing compeve pressure or direct compeon at lower levels should be pursued. Q3: What is Should Schedule? A3: Should Schedule is a mulfaceted strategy to reduce schedule (i.e. crical path) in order to meet a warfighter need. Should Schedule is a major component of owningthe-technical-baseline (OTB) whereby understanding a contractor s development and producon processes are paramount to controlling or reducing schedules....our goal in the Air Force will be to beat these independent cost estimates through the application of "should cost" initiatives, which we have successfully used on other programs as part of DoD's Better Buying Power 3.0 and our own Bending the Cost Curve initiatives. Our Air Force efforts are aligned to the Better Buying Power (BBP) 3.0 initiatives which are designed to strengthen our ability to innovate, achieve technical excellence, and field dominant military capabilities. Mr. Richard Lombardi Acting Assistant Secretary of the Air Force (Acquisition)

44 BENDING THE COST CURVE Background: Bending the Cost Curve (BTCC) is a targeted iniave to encourage innovaon through acve industry engagements to improve the way we procure our systems and to drive down cost. Weapon system costs are escalang and development mes are increasing at a rate that is unsustainable given fiscal realies. The Air Force is commied to engaging industry partners in finding soluons. Aligning to the Air Force strategy, Bending the Cost Curve leads to a sustainable path and builds strategic agility in all of our acquision acvies. Improve Process Enhance Interacons Expand Compeon The Air Force is carefully examining its internal processes and developing mechanisms to drive down costs and to speed up acquision processes. Air Force leadership is commied to making the Air Force the most agile and effecve acquision force in government. When appropriate, the Air Force will suggest changes to policy or law to make acquision processes more efficient. Inial efforts have focused on establishing business analycs capabilies and examining policies and procedures for analyzing financial data provided by industry. The Air Force is building bridges to industry to establish a more collaborave environment to help deliver more affordable and effecve capabilies. Air Force leadership is commied to engaging with industry early and oen to gather key insights into shaping a force for the 21st century. The Air Force is developing appropriate and ethical means of gathering industry data to support acquision decisions. Discussions have led to sustainment opportunies that reduce cost escalaon and encourage novel technical and business soluons. Expanding compeon among tradional and non-tradional industry partners makes our Air Force the most capable at the lowest cost to taxpayers. The Air Force is demonstrang innovave acquision models to encourage parcipaon from new industry partners. In collaboraon with industry, the Air Force is exploring how government intellectual property rules can be modified to promote technical innovaon and greater compeon. The use of challenge-based acquisions provides the Air Force with the ability to support rapid technology innovaon at reduced cost. Facts BTCC includes a growing and evolving set of acquision reform acvies All acvies defined in collaboraon with industry Acvies are focused on promptly achieving tangible acons Emphasis is on measurable outcomes The Air Force introduces new BTCC acvies roughly every six months 20 acvies have been launched to date Quesons & Answers Q1: Has the Cost Capability Analysis (CCA) program idenfied savings opportunies? A1: Yes, CCA program is a collaborave effort with industry partners to idenfy instances where small changes in capability have a large impact on cost. By idenfying trade-off opportunies, the Air Force may choose to modify program requirements for the T-X jet trainer, Long Range Stand-off weapon (LRSO), the Mul- Adapve Podded System (MAPS) and the Space-Based Infrared System (SBIRS) follow on. Q2: What Air Force acvies serve to expand industry compeon? A2: Open System Acquision (OSA) and Air Force Technology Challenge (AFTC) encourage innovaon in support of agile acquision. OSA events provide industry teams access to processes and technologies that will execute funded rapid, adapve, open system prototyping shortly aer the event. AFTC employs challenge-based acquision to promote rapid technology. As a first effort, Air Force Research Laboratory (AFRL) is offering a $2M prize to the first company that can demonstrate a small, lightweight, fuel-efficient turbine engine. In order to continue to move forward and to ensure that our Air Force has the best technology available, it is imperative that we collaborate with industry and academia. Bending the Cost Curve is an initiative to create strategic agility in the 21st century. We will bring down costs, improve the acquisition process, and innovate closely with non-traditional and traditional industry partners. We must be vigilant in order to overcome the threats of tomorrow. Dr. Camron Gorguinpour Director Transformational Innovation

45 MODERNIZATION Background: Emerging highly capable threats will challenge the Air Force s current technological advantage and require connued investments in key modernizaon programs. Balancing recapitalizaon, modernizaon, and readiness is always a challenge, but especially so under current fiscal pressures. The Air Force must connue to forge ahead along the path toward strategic agility re-examining established paradigms and leveraging technology, just as we did at our incepon, to field the full-spectrum of capability necessary for our force of the future. Need for Modernizaon Striking a Balance Future Modernizaon We must close high-risk capability gaps by accelerang the modernizaon of combat weapon systems and improving our installaons around the country. The capability gap separang the Air Force from others is narrowing and requires modernizaon to maintain our asymmetric advantage. We are focused on capabilies, not plaorms preserving and enhancing the agility and flexibility of the Air Force. If we return to sequestered funding levels, we will be forced to further reduce modernizaon and recapitalizaon investment to sustain the manpower required for global engagement. The Air Force must have the right balance between the readiness of today and our modernizaon for tomorrow. Due to the current restricve and uncertain fiscal environment the Air Force is forced to make difficult choices within an incredibly complex security environment. Today, the Air Force preserves the minimum capability to sustain current warfighng efforts and is on a path toward balancing readiness with necessary modernizaon. Connued investments in Air Force capabilies and readiness are essenal to ensuring that the Air Force maintains range, speed and agility. We must ensure the Air Force can always provide responsive and effecve Global Vigilance, Global Reach, Global Power. The Air Force s top three acquision programs, the F-35, the KC-46 and the long-range strike bomber, are operaonal imperaves for the joint force of 2025 and beyond. A commitment to innovaon will allow us to capitalize on the most promising science and technology breakthroughs and expand the available alternaves as we consider future capability modernizaon. With affordability as a key aribute of future acquisions, we will leverage commercial industry for insights. Facts The Air Force s capacity in terms of number of aircra has been on a constant downward slope since Ninety percent of the 744 B-52s built have been rered. The youngest B-52 in the fleet is 53 years old. The last KC-135 was purchased in the fleet averages over 50 years old. The average age of Air Force aircra is 27 years older than many of the pilots flying them. Quesons & Answers Q1: Does Modernizaon mean greater cost to the taxpayer? A1: We are focused on geng the absolute best value for the taxpayer with the most capability at the least cost. To help us achieve this goal, we have to keep our programs on track, delivering on-schedule, without cost over-runs to the very best of our ability. Also, right from the beginning, we have to build affordability into our new programs at every opportunity. Q2: How will the Air Force ensure that future Modernizaon programs follow the new path of strategic agility? A2: Strategic agility and adaptability are foundaonal principles to the Air Force strategy. With every modernizaon effort, every tech refresh acvity, as well as with every fresh start, modular, open systems architecture will be a foundaonal design consideraon. We must continue to give our nation the Air Force capability it needs today and well into the future. This will only occur by properly investing in our Airmen and our capabilities. We must modernize the Air Force, this isn t optional we must do it. And it will be painful, because we have to make very difficult choices to get the money inside our topline at current funding levels to do it. General Mark A. Welsh III

46 LONG RANGE STRIKE BOMBER Background: The Strategic Guidance for the 21st Century Defense reaffirmed the need for a new, survivable bomber capable of projecng power and deterring adversaries in an-access and area denial environments. The Long Range Strike Bomber (LRS-B) will provide crical operaonal flexibility across a wide range of military operaons providing both convenonal and nuclear capability in fulfillment of naonal objecves. Naonal Security Imperave Adaptable Plaorm Agile Acquision Long range bomber capability provides the President with the ability to hold targets at risk around the globe. The LRS-B is being designed to have an open architecture, able to integrate new technology and Agile acquision processes have been built into the LRS-B development and procurement efforts to ensure the Air In the near future, all legacy bombers will respond to future threats across the Force delivers system capabilies for the have increased mission degradaon in full spectrum of operaons. best-value. contested environments and the AF must develop the LRS-B now to ensure we maintain the capability to counter emerging threats. The LRS-B will support the nuclear triad providing a visible and flexible nuclear deterrent capability that will assure allies and partners. The LRS-B will provide long range, mixed payload and high survivability in support of naonal security objecves. The LRS-B will emphasize supportability to enable connued compeon and long term affordability. The LRS-B program will be designed based on set requirements with exisng and mature technology balanced with affordability allowing for future adaptable capabilies. The LRS-B acquision strategy used lessons learned from previous programs and carefully considered all The LRS-B will provide the ability to penetrate The LRS-B will be highly elements of life cycle costs in its modern air defenses to accomplish objecves survivable with the ability to design for affordability. despite an an-access/area denial environment. enter heavily defended airspace and aack targets without The LRS-B acquision strategy will incenvize industry partners to The LRS-B is one part of a Family of Systems prohibive losses. achieve cost, schedule and porolio including ISR, electronic warfare, performance. prompt strike, communicaons, and weapon effects. Facts Plan to procure 100 aircra Average procurement unit cost: $511M (base year 2010) $564M (base year 2016) Development cost $23.5 Billion Inial capability mid-2020s Quesons & Answers Q1: Why is 100 the right number for LRS-B? A1: Underpinned by extensive analysis, scrunized by DoD and AF leadership, and based on affordability indicators, the future bomber force structure needs 100 LRS- B aircra, which will be the backbone of the bomber fleet with capability to survive and penetrate enemy defenses well into the 21st century. Only 12% of our current 159 aircra bomber fleet has the survivability to penetrate and survive current enemy defenses. A fleet size of 100 LRS-Bs is appropriate and ensures sustained high-end convenonal operaons while supporng the nuclear triad as a visible and flexible deterrent to assure allies and partners. Q2: What about the LRS-B acquision strategy is different from other programs? A2: The LRS-B contract includes the Engineering and Manufacturing Development phase (EMD) and inial producon. The EMD phase is a cost-reimbursable type contract with cost and performance incenves. The inial producon is fixed price opons for the first 5 producon lots, which includes 21 aircra of the fleet of 100. The Air Force remains commied to the $550 million dollar (BY10) average procurement unit cost (APUC) requirement, which translates to $606 million in base year 2016 dollars. Milestones Contract award on 27 October 2015 for Engineering, Manufacturing and Development and inial producon lots Protest filed with GAO on 6 November 2015 GAO decision projected for 16 February 2016 The LRS-B is critical to national defense and is a top priority for the Air Force. We face a complex security environment. It s imperative our Air Force invests in the right people, technology, capability and training to defend the nation and its interests at an affordable cost. The LRS-B will provide our nation tremendous flexibility as a dual-capable bomber and the strategic agility to respond and adapt faster than our potential adversaries. We have committed to the American people to provide security in the skies, balanced by our responsibility to affordably use taxpayer dollars in doing so. This program delivers both while ensuring we are poised to face emerging threats in an uncertain future. General Mark A. Welsh III I think it's incumbent upon us to realize that the long -range strike capability is something that our nation absolutely has to have. To do that we've got to acquire a new LRS-B and I think we're on the path to doing that. General Robin Rand Commander, Air Force Global Strike Command

47 KC-46A PEGASUS Background: The KC-46A is intended to begin replacement of the U.S. Air Force s aging tanker fleet. The KC-46A will provide aerial refueling support to the Air Force, Navy and Marine Corps, as well as allied naon and coalion force aircra. The Boeing Company was awarded a contract for the Engineering and Manufacturing Development phase of the KC-46 program on Feb. 24, The current contract, with opons, will provide an inventory of 179 KC-46 tankers. Global Reach Recapitalizaon Priority Total Force Integraon Tankers are the lifeblood of our joint force s ability to respond to crises and conngencies. The KC-46A will have significant refueling capacity, improved efficiency and increased cargo and aeromedical evacuaon capacies. The KC-46A will support day and night operaons for U.S., joint, allied and coalion forces. It will underpin U.S. humanitarian missions. The KC-46A will have higher mission -capable rates and less maintenance downme further assuring our naon s global reach future. KC-46A is an Air Force Top Three acquision priority and will replace roughly a third of the legacy tanker fleet. The KC-46A is the first step in recapitalizing an aging tanker fleet. The Air Force plans to follow with KC-Y and KC-Z ensuring future rapid global mobility. With 179 planned Pegasus tankers, there is a need to field hundreds more tankers to meet naonal security requirements by recapitalizing the Air Force s aging fleet of more than 400 tankers. The KC-135 is, and will connue to be, the backbone of Air Force aerial refueling, even aer delivery of the 179 th KC-46A. Inclusion of the Air Naonal Guard, Air Force Reserve and Acve Duty is vital to sustaining KC-46A capabilies required to meet future challenges. The Air Force is execung a deliberate enterprise-wide look for KC-46A basing. This is a headquarters centrallymanaged process that includes a MAJCOM-led basing criteria analysis. The Air Force is commied to creang Total Force associaons with Air Naonal Guard or Air Force Reserve units at all KC-46A Pegasus main operang bases in the United States. The Air Force plans to base the KC-46A Pegasus at up to 11 locaons by Facts The KC-46A will be able to receive fuel while airborne and will provide boom and drogue refueling on the same sore, including mul-point aerial refueling The KC-46A will have world-wide communicaon and navigaon access, and will provide full main-deck-floor cargo loading, improved force protecon and survivability Milestones Contract awarded in 2011 First KC-46A assembly began in 2012 First 767-2C flight in December 2014 First KC-46A flight in September 2015 First KC-46A air refueling flight in January 2016 First KC-46A producon lot award planned for 2016 Quesons & Answers Q1: Why do we need the KC-46A? A1: The KC-46A extends refueling capacity and range, improves capabilies and efficiency, and has the ability to perform cargo and aeromedical evacuaon missions. The KC-46A is expected to produce beer mission-capable rates and less maintenance downme. This is another step in maintaining our global reach for years to come. Q2: What is the status of the KC-46A Engineering and Manufacturing Development? A2: The fundamentals of the KC-46 program remain solid. The current focus is on flight test supporng a spring 2016 Milestone C decision and award of the first producon opon immediately aerward. Q3: Which bases have already been selected to host the KC-46A? A3: McConnell Air Force Base, Kansas, the first acve duty-led main operang base, and Altus Air Force Base, Oklahoma, the locaon of the KC-46A formal training unit, will begin receiving aircra in Pease Air Naonal Guard Base in New Hampshire, the first Air Naonal Guard Base, will begin receiving aircra in The KC-46A Pegasus aerial tanker remains one of our top three acquisition priorities. We will begin to replace our aging tanker fleet in 2017, but even when the program is complete in 2028, we will have replaced less than half of the current tanker fleet. Bringing the KC-46A online is an important step in recapitalizing a tanker fleet that has been a leader in air refueling for more than five decades. General Mark A. Welsh III

48 F-35 LIGHTNING II Background: The Air Force connues to advance future combat capability by fielding the F-35A Lightning II. This 5th generaon fighter provides unprecedented Global Precision Aack capability against current and emerging targets and threats while also complemenng our Air Superiority fleet. The F-35 program is a mulservice, mulnaonal effort managed by the F-35 Joint Program Office. The USAF, USN, USMC, our allies and coalion partners plan to procure a total of more than 3,000 F-35s, dramacally increasing interoperability between the United States and other F-35 naons. Lethal, Survivable Mul-role Precision Aack Global Interoperability Combined lethality/survivability make the F-35 our plaorm of choice for operaons in a highly-contested threat environment. The F-35 s state-of-the-art sensor fusion, networked interoperability, and broad array of advanced air-to-air and air-tosurface munions enables unmatched lethality for decades. Our 4 th generaon fleet is the oldest in our service s history and is reaching the limit of modernizaon that can provide the lethality and survivability required to deter and defeat future adversaries. The F-35 s exceponal survivability is achieved through a combinaon of lowobservable technologies, advanced electronic aack and electronic protecon and shared situaonal awareness. Facts The AF program of record is 1,763 F-35As The Air Force has received more than 80 F-35As to date More than 2,000 maintenance personnel trained to date More than 200 F-35 joint and partner pilots trained to date F-35A mul-role capabilies are opmized for Global Precision Aack while complemenng our air superiority fleet. Mul-role capabilies allow the F-35 to perform missions which tradionally required numerous specialized aircra. The precision aack capabilies of the F-35 substanally increase our ability to hold at risk any adversary target -fostering deterrence of any group or naon who wishes us harm. The complimentary air superiority capabilies of the F-35 will augment our Air Superiority fleet and ensure we connue to own the skies over future balefields. Milestones Air Force F-35A have accumulated more than 18,500 flight hours to date The 56th Fighter Wing (Luke AFB) is building their second Lightning II squadron to meet training demand The 388th Fighter Wing (Hill AFB) accepted six operaonal F-35As, IOC planned someme in mid/late CY2016 Quesons & Answers Q1: The helmet costs $400,000 per unit. Why is it so expensive, and what does it do? A1: The combat effective value gained is unprecedented. As the pilot s primary interface with the aircraft, and primary flight instrument, the helmet affords a level of advanced situational awareness and fused avionics that make the F-35 so lethal and survivable in combat and it s intuitively easy to use. The helmet is much more than a helmet, the helmet is a work space. It's an interpretaon of the bale space, it's situaonal awareness. - CSAF Q2. Why is the Air Force cung aircra when you need to be ramping up? A2. First, we use the term "deferral" versus "cung" of producon aircra. The Air Force sll plans to acquire a total of 1763 F-35As. Within the current fiscal environment the Air Force has to priorize its funds in the interest of the enre force. By deferring procurement of some aircra now, we can pay near term bills that will allow us to remain the preeminent Air Force in the world. The F-35 is sll one of the top procurement priories for the Air Force, and the tough choice to reduce the amount purchased in the near term is strictly a budget-driven decision. The F-35 will be the backbone of future joint and combined air operaons, enabling crical interoperability. When pilots from different naons fly the same plaorm they talk the same language. Successful joint and combined operaons are assured well into the future through the F-35 s foundaonal interoperability. Spanning three U.S. services, eight internaonal partners and several foreign military sales customers, the F-35 fosters internaonal cooperaon. The F-35 program provides financial efficiencies and industrial base benefits to the U.S., partner naons and Foreign Military Sales customers through economies of scale and a global sustainment focus. Just as the synergy between man and machine during the Korean War allowed us to dominate the skies in MiG Alley, a similar marriage of Airmen and technology is in the future. And I m speaking here specifically about the F-35 Lightning. This will help to guarantee America and her allies are able to gain and maintain air superiority in the future. Out there where people fight and die for real, if a 4th generation aircraft meets a 5th generation aircraft, the 4th generation aircraft may be more [cost-] efficient; it s also dead. General Mark A. Welsh III

49 SCIENCE AND TECHNOLOGY Background: The Air Force Science and Technology (S&T) program provides the foundaon for enduring, dominant Global Vigilance, Reach and Power. Working in close coordinaon with the requirements, intelligence and acquision communies, other labs, industry and academia, the Air Force Research Laboratory (AFRL) will discover, develop and deliver warfighter-centered capabilies that enable our Airmen to unleash the full potenal of U.S. airpower. As the Air Force s sole laboratory, AFRL executes the Air Force s S&T investments to defend America by advancing air, space and cyber technology and to prevent technological surprise. Revoluonary Relevant Responsive Air Force S&T is advancing game-changing technologies idenfied in the Strategic Master Plan. These include: Autonomy, Hypersonics, Directed Energy, Unmanned Systems, and Nanoscience. Investment in these technologies addresses emerging challenges: highlycontested environments, an-access/ aerial denial strategies, and the tyranny of me and huge distances. We re also invesng in promising fundamental science today to advance the technology for the next generaon of game changers. These revoluonary technologies will make and keep the fight unfair. The Air Force leverages new and exisng technologies to provide affordable agility. Our S&T supports all Air Force service core funcons and major commands by addressing priorized capability gaps. The Air Force leverages science and systems engineering to reduce risk, lower life cycle costs, and enable the launch of high-confidence programs. We want to leverage commercial offthe-shelf technology and increase tech demos to reduce risk, and mature affordable, sustainable soluons. Through a balanced, integrated S&T program, the Air Force will meet the challenge to ensure our Airmen get the Air Force S&T enables rapid response to urgent warfighter needs. Rapid Innovaon is a focused, 6 to 18- month S&T effort working directly with the operaonal community to accelerate warfighter technology development and demonstraon. Innovaon frequently explores how to integrate exisng technologies in novel ways to create a new capability. We seek innovave and agile small business partners to solve the Air Force s hardest technical challenges. We merge systems engineering and technology experse to provide mely materiel soluons keeping systems safe, available, and affordable. Facts Crical to today s fight and the Force of the Future Leverages S&T to deliver soluons to Air Force technical challenges Focuses naonal technical base on Air Force requirements Responsive technology support to all Air Force fighng domains Historically S&T investment accounts for about two percent of Air Force total obligaon authority AFRL operates DoD s two largest telescopes and world's most advanced human centrifuge Diverse military & civilian workforce of 5,700+ Quesons & Answers Q1: What is the Air Force doing to maintain a technological edge and enhance the procurement process? A1: The Air Force has emphasized the role of science of technology by dedicang an annex in the Strategic Master Plan which outlines a strategic approach to S&T and the supporng elements necessary to bring forth the next generaon of game-changing capabilies. A commitment to capitalize on the most promising S&T breakthroughs will expand the aperture when we consider future capabilies. Q2: Why should DoD and Air Force leaders protect the S&T budget in this constrained fiscal environment when there are other compelling priories? A2: While we have enjoyed unrivaled success in the air for the past 70 years, future success is not a birthright and air and space superiority is not an entlement. The technological advantage the Air Force has maintained since its incepon is the result of a strategic choice to explore and mature new technologies balanced with an understanding that military problems will never have final or universal soluons. In a world characterized by rapid globalizaon, increased pace of change and proliferaon of competors, today s S&T investment is essenal to fly, fight and win now and in the future. Because, now more than ever, maintaining a technological edge over our competitors is the surest way to deter conflict, we must continue to invest in technologies that will be essential to 21st century defense. Ashton B. Carter Secretary of Defense We need to be more strategically agile in how we recruit and develop our people, in how we train and acquire our new weapons, and how we leverage new technologies that could well be game-changing for us...anything that drives innovation within the Department of Defense, which will likely benefit science, technology, research and development, is good for us.. General Mark A. Welsh III

50 AUTONOMY IN THE AIR FORCE Background: The Air Force is pursuing strategic agility in our people and technology to meet the challenges of a newly forming adversarial environment. Creang innovave game-changing technologies that harness decision science can offer the strategic agility to help meet these challenges. Autonomous systems are one such game changer; amplifying many of the enduring aributes of airpower speed, range, flexibility, and precision needed to meet the changing face of the adversary. Enhance the Warfighter Increase Efficiency Cross Domain Applicaon Airmen-autonomy increases operaonal outcomes by combining the performance and numerical advantage of autonomous systems with the innovaon of airmen. Airmen can extend their capabilies and maintain authority and responsibility while using autonomous technologies that enhance safety, situaonal awareness and decision-making. Airmen can make the most of their agility and problem solving to collaborate with autonomous systems, simply and seamlessly accomplishing mission goals. Airman-autonomy teaming can enhance mission performance by combining the Airman s ability to deal with uncertaines and to provide qualitave judgments with an autonomous system s ability to digest data rapidly and explore a broad range of decision opons in short mission melines. Autonomous systems give opportunies to increase range and speed of operaons, mission capabilies, reliability, persistence and resilience. Autonomy provides opportunity to reduce overall system manning requirements and associated costs by transioning low-level manual operaons and surveillance analysis funcons from Airmen to the systems. With autonomous systems, airmen are freer to pursue higher-level tasks calling on their unique perceptual/cognive capabilies and innovave problem solving abilies, dramacally increasing capacity and reducing the me required to conduct crical operaons. Future autonomous systems will be capable of performing many funcons previously performed manually, which were limited in throughput or quality because of limits in human processing ability and/or manpower availability. Increased levels of autonomy provide innovave soluons to enhance operaons in air, space and cyberspace domains. Autonomous soluons can provide Air Force plaorms with a beer means of assessing self-health, improved awareness of the local environment, the ability to react defensively and opportuniscally, and less reliance on low-level ground control commands, providing more resilient networks, more responsive operaons, and lower ground control operator workload. Cyber operaons, highly dependent on soware and electronic systems, need autonomy to connuously idenfy system vulnerabilies, develop defensive soluons to those vulnerabilies, and rapidly and appropriately respond to targeted cyberaacks, all in environment of an ever-increasing volume of threats. Autonomy Applicaons: Automac Ground Collision Avoidance System (Auto GCAS) Technologies prevent loss of fighter aircra and improve aircrew safety Two F-16 A/C and aircrew saved to date Vigilant Spirit Control Staon Advanced command & control capability enables single operator control of mulple remotely piloted aircra Gorgon Stare Provides day/night connuous broad-area moon imagery to find and fix targets within the field of view Quesons & Answers Q1: What is the difference between autonomy and automaon? A1: Autonomy is oen characterized in terms of the degree to which the system can respond to situaons that were not pre-programmed or ancipated in the original design to achieve mission goals over me, without external intervenon. Tradional automaon funcons with lile or no human operator involvement, but system performance is limited to the specific designed acons, and the environment it was designed to operate in. If either the acons or the environmental parameters are violated, the automaon will oen break in a non-adapve or brile fashion. Q2: What is the future of autonomy in the Air Force? A2: In keeping with DoD direcves, human decision making for the exercise of force with weapon systems remains a fundamental requirement. The Air Force is acvely pursuing Airmen-autonomy teaming opportunies across a broad range of missions and domains. The Chief Scienst of the Air Force and the Air Force Research Laboratory, in collaboraon with other stakeholders inside and outside of DoD, are looking ahead to leverage autonomy to maintain our strategic advantage. "The world has seen unprecedented leaps in technology in the 21st century. If we are not leading those advances, we will be left behind. We must continue to leverage and develop new technologies and systems that provide our nation and joint force a competitive advantage and explore areas where the application of automation and autonomy makes sense and offers enhanced agility. We must be innovative and seek ways to fully leverage technology. Increased levels of system autonomy will ensure enhanced capability in responding to a range of operations and global challenges. General Mark A. Welsh III

51 ENERGY ASSURANCE Background: The Air Force is the largest consumer of energy in the U.S. Federal Government. Every aspect of the Air Force mission depends on a reliable supply of energy. The guiding tenant for strategic agility in installation energy programs and projects will be to enhance mission assurance through energy assurance. Access to energy can be impacted by natural disasters, terrorism and political instability, all of which add risk to our core mission support functions and can jeopardize effectiveness. Transforming the way we use energy including investing in innovation and building an energy-secure force is critical to ensuring we will be able to balance today s readiness with tomorrow s modernization. Improve Resiliency Comprehensive Approach Assure Supply The Air Force improves its resiliency by idenfying and addressing vulnerabilies, which migates the impacts of disrupons in energy supplies. Energy is integral to the Air Force s core naonal defense mission. To be successful, we must have assured access to reliable energy supplies to power our operaons. Building energy resiliency into the Air Force s strategy ensures we connue to fly, flight and win during short- and long-term energy disrupons. By migang potenal energy risks, diversifying sources of supply and reducing reliance on the commercial grid we are improving our resiliency. Facts The Air Force will take a holisc approach based on meeng mulple objecves within single projects to achieve resilient, cost-compeve and clean soluons. The Air Force will secure crical infrastructure and missions through a layered approach to energy resilience. Energy investments make every dollar count when acquiring advanced, cleaner-energy projects, while examining cost-compeve trade-offs between lowest price and energy resilience and reliability. Rapidly evolving technologies, decreasing natural resources and diverse operang environments require responsive energy modernizaon. Pursuing Mission Assurance Through Energy Assurance $8.45B: The amount spent in FY15 to purchase electricity and fuel Air Force operaons (Aviaon 86%, Facilies 11%; Ground Vehicles & Equipment 3%). 7.8%: The poron of the Air Force budget spent on energy in FY15. $2.55B: Energy costs avoided in FY15 due to reduced energy demand compared to baseline years for facility (2003) and aviaon (2006) energy reducon goals. 2.1B gallons: The amount of aviaon fuel used by the Air Force in FY15 (Mobility Air Forces 55%; Combat Air Forces 30%; Training 3%; Other Missions 12%). 100%: The percentage of Air Force aircra cerfied to fly on alternave fuel. Incorporang renewable energy at installaons and tesng alternave fuels for aircra ensures the Air Force has access to reliable supplies of energy. Cerfying our aircra to fly on alternave aviaon fuel blends expands the fuel opons available to our fleet. The Air Force is pursuing innovave soluons by partnering with industry to develop renewable energy sources on underulized land. The Air Force must ensure we have the energy supplies we need, when we need them, where we need them. Here at the Air Force, energy's role in national security has always been at the top of our minds. Energy is the backbone for every element of our Fly, Fight and Win mission: it fuels every sortie, launches every rocket and satellite, and powers every operation from nuclear deterrence, ISR and cyber systems to radar stations and humanitarian missions. Quesons & Answers Q1: What steps has the Air Force taken to improve its energy assurance? A1. The Air Force has improved its energy assurance with a range of renewable energy programs and partnerships with industry and civic organizaons to build a more resilient and secure supply. From micro-grids to solar arrays, the Air Force has invested in 293 energy projects on base and has partnered with industry for nearly $108 million (FY14) in energy conservaon contracts since Q2: How is the Air Force increasing its use of renewable energy? A2: By the end of FY15, the Air Force had 311 renewable energy projects on 104 sites capable of generang 108MW, including wind, solar, geothermal and waste-toenergy projects. These projects increased on-site renewable energy producon by more than 25% from 2014 to The Air Force is focused on using partnerships as a viable business model to improve the service s energy resiliency and enhance mission assurance through energy assurance. Renewable energy projects are good for the nation because they increase grid diversity, improve resilience and reduce greenhouse gas emissions and air pollution. Miranda A. A. Ballentine Assistant Installations, Environment, and Energy

52 AIRMEN POWERED BY INNOVATION Background: Airmen Powered by Innovaon (API) is a SecAF and VCSAF iniave which began in April It is an enduring program and is intended to be an engine for innovaon across the Air Force. It empowers Airmen to share innovave ideas that affect cost savings, quality, producvity, cycle me, process improvement and morale from the ground up to Air Force senior decision makers. These ideas are evaluated and potenally implemented, overall making the Air Force more efficient and effecve. API is a key element of the Make Every Dollar Count program and is the most visible iniave to Airmen in the field. Encourage Innovaon Empower Airmen Implement Efficiencies API encourages Airmen to challenge the status quo, queson legacy processes and suggest innovave soluons to improve the way we do business. Harnessing Airmen s creavity has always been vital to the Air Force s ability to innovate and improve. The API program aims to reinvigorate Airmen s innovave spirit by giving their ideas the leadership support and oversight necessary to achieve maximum impact. The Air Force encourages every member of the Total Force to suggest smarter ways to do business. API is the plaorm for empowering Airmen to Make Every Dollar Count and is intended to be an engine for grassroots innovaon across the Air Force. Innovave skill-sets are instrumental in looking for opportunies to improve our daily work and processes that have grown old over me. The success of money and me-saving innovaons are crical to the Air Force s ability to operate in this fiscally constrained environment. Airmen at the front end of our operaons are in the best posion to share new ideas, best pracces and simple soluons that improve our processes. API consolidated and streamlined exisng good idea programs to increase effecveness in harvesng, processing, evaluang and implemenng approved ideas. Eliminang wasteful processes and pracces will save the Air Force money, increase effecveness and improve processes that benefit all Airmen. New methods of tracking ensure best pracces are shared across the service and measured to confirm ancipated savings. The API program clears barriers inherent in large organizaons and provides Airmen with a direct line to share their ideas with senior leaders. Facts Ideas received: 6,138 Ideas approved: 134 Savings to date: $670,000 Projected savings: $117.1 Million Processed monetary awards: $29,846 Milestones Support: Installaons Manpower offices provide submission assistance Transparent: Airmen can see the current status of their idea 24/7 Responsive: Evaluaons to approve/disapprove have 30 days At the heart of Make Every Dollar Count is the challenge to Airmen to take ownership of the process they touch and look for better ways to do business. Quesons & Answers Q1: Who can parcipate? A1. Any Airman can parcipate, to include uniformed Acve Duty, Reserve and Guard Airmen and civilians and contractors. Q2. How can Airmen parcipate? A2. Airmen should go to Air Force Portal at hps://my.af.mil and enter API in the search window, or go to: hps:// Q3: Will Airmen whose ideas are approved receive cash awards? A3: Cash awards can be made for approved ideas that delivered confirmed results in effecveness and/or efficiency when implemented. However, not all suggesons will earn Airmen a cash award. The value of the cash award is based upon the associated dollar savings for the Air Force. The validaon process takes me. "Along with our Secretary and Chief, I am continuously impressed by our innovative Airmen and encourage every Airman to share ideas through API to make our world's greatest Air Force even better." General David L. Goldfein Air Force Vice Chief of Staff

53 FINANCIAL IMPROVEMENT AND AUDIT READINESS Background: Air Force senior leadership connues to support audit readiness goals and remain commied to meeng the September 30, 2017, full financial statement audit readiness deadline. Senior leaders acvely engage in Financial Improvement and Audit Readiness (FIAR) updates and status meengs, and hold staff accountable ensuring required acons are completed mely and accurately. In addion, MAJCOM best pracces are shared across the Air Force. Extensive FIAR acvies involving an audit by an Independent Public Accountant (IPA) will include extensive tesng of controls and documentaon. Schedule of Budgetary Acvity Audit We are fully engaged in the first ever Independent Public Accounng audit on the Schedule of Budgetary Acvity. The Enterprise is being tested as IPA auditors perform walk-throughs at bases across the Air Force to verify documented processes. Once the walk-throughs are finished, tesng will begin on our processes which consists of pulling samples from across the Air Force that could number in the thousands. Audit readiness is not just a financial management exercise it encompasses the enre Air Force enterprise from top to boom. Achieving Lasng Improvement Producing auditable financial statements requires a strategic, long-term plan. Our audit readiness efforts should enable us to move into a full financial statement audit by Sept. 30, 2017, and are designed to achieve lasng financial improvements, not just a one- me clean opinion based on unsustainable efforts. Keeping with the Air Force s long-term goal of standardized, transparent business processes, the FIAR effort will help the AF be beer stewards of the precious taxpayer dollars entrusted to us. Our FIAR strategy must ensure mely and accurate accountability and financial reporng of Mission Crical Assets that support our warfighter. Reengineering Results DEAMS (Defense Enterprise Accounng and Management System) is the future of Air Force Financial Accounng. DEAMS is a major part of the AF strategy to migrate legacy systems into the DoD Business Enterprise Architecture. Reengineering business processes has leveraged capabilies in off-the-shelf soluons. More than just a financial domain, the transparency of informaon provided by DEAMS will help the warfighter make more efficient use of scarce financial resources. DEAMS provides leaders with aconable enterprise-wide financial decision making capabilies. Facts The Naonal Defense Authorizaon Act for Fiscal Year 2010, Secon 1003, establishes the framework for the FIAR plan guidance to achieve audit readiness. DEAMS will work in concert with DoD and AF systems to capture financial data and aid reporng. Milestones Quesons & Answers Q1: What is the significance of the Air Force asserng audit readiness for the Fiscal Year 2015 Schedule of Budgetary Acvity (SBA)? A1: This important milestone establishes a solid foundaon for connual financial management improvement while demonstrang fiscal stewardship to the Congress and the American taxpayer. Q2: How will the SBA impact the Air Force? A2: Ulmately, the SBA will validate processes and beer prepare us for a full financial statement audit. The SBA will produce an aconable list of findings and recommendaons in addion to informing us on how best to right size resources for audit. DEAMS has deployed to Air Force District of Washington, Air Force Special Operaons Command, Air Force Global Strike Command, Air Combat Command, Air Educaon and Training Command, Air Force Academy, Air Naonal Guard and Air Force Reserve Command sites. DEAMS will complete deployments in "Independent review of our financial reports enhances the trust and confidence placed in us by Congress, enabling greater budgetary flexibility." General Mark A. Welsh III What we ve accomplished gives us data we can use to ensure we are making every dollar count and look for new ways of saving money." Lisa S. Disbrow Acting Under

54 COMMUNITY PARTNERSHIP Background: The Air Force is exploring partnership opportunies with its community stakeholders (e.g., local cies, counes, states, ulity companies, universies, the health care sector and private sector property managers, developers and financiers) to help sustain Airmen resiliency and support Air Force missions. The Air Force Community Partnership (AFCP) Program is a framework through which installaon and public/private sector community leaders can develop innovave ways to leverage their capabilies and resources to obtain shared value and benefit by avoiding or reducing costs. Enhance Mission Viability Improve Military Community Leverage Resources and Capabilies Changing global missions, naonal security concerns and ongoing budget challenges require innovaon across the enre Air Force to Make Every Dollar Count in support of our missions. Those closest to the mission are empowered to develop innovave, mutually beneficial partnerships. The Air Force is aempng to use innovave approaches to reduce the cost of installaons and mission support. The AFCP Program is designed to leverage military and local capabilies to benefit the Air Force mission and provide value to local communies. Through collaborave partnerships, the Air Force seeks to build a viable, supporve community for Airmen and their families. The Air Force process has tapped into the intellectual capital and innovave spirit of installaon and community leaders to find creave ways to accomplish the Air Force mission and enhance communies. AFCP installaons and communies now have the framework and tools to develop mutually beneficial partnerships with minimal guidance and oversight. Community partnerships provide the resources for installaons to remain agile and innovave while supporng Airmen and their families. The Air Force must expand its membership, creang a community of Airmen and supporters that spans the world. Budgetary constraints are movang Air Force installaon and community partners to re-evaluate the way we do business and seek alternaves. When leveraging installaon and community resources, savings and economies of scale can be achieved. From working with local municipalies to sharing small/large weapons firing ranges and sharing ballfields and golf courses, the potenal to save AF resources while strengthening community relaonships is huge. Facts Current iniaves include medical, emergency response, grounds maintenance, shared used firing ranges, joint fire/police training and operaons of installaon services. The AFCP Program uses many exisng authories and processes to idenfy potenal partnership iniaves. Milestones Since January 2013, the Air Force Community Partnership (AFCP) program has inspired 53 installaons and communies to partner across a wide range of iniaves. In 2016, the AFCP Partnership Management Office (PMO) will focus on large return on investment iniaves and iniaves with AFwide applicability. The Air Force Community Partnership initiative makes unprecedented use of public -public and public-private partnerships, leveraging the existing resources and capabilities of installations, state and local communities, and commercial entities to achieve mutual value and benefit for all. Quesons & Answers Q1: What authories are the Air Force using to enable partnering opportunies? A2: There are many exisng DoD and Federal agency legal authories that an installaon can ulize for a partnership agreement. Community partnership iniaves work to maximize the array of tools and authories available not around or outside of exisng authories and roles/responsibilies. Q2: What are example iniaves that are under development/completed? A2: Installaon medical leaders realized renewal cerficaon training for medical and dental doctors was available at local hospitals, thus eliminang travel elsewhere (or less frequently). Ancipated cost savings are $ K annually. Ten installaons are pursuing partnerships with local communies to share firing range facilies with a potenal benefit of $2-3M O&M or $8-16M MILCON cost avoidance. The Air Force Community Partnership Program has really done a great job of going to the bases with a well-defined process to brainstorm ways to best utilize base and local community resources and expertise. General Mark A. Welsh III

55 THE USAF IS THE WORLD S GREATEST AIR FORCE. POWERED BY AIRMEN, FUELED BY INNOVATION. IT S A STORY WORTH TELLING!