USAF Documents




Global Engagement: A Vision for the 21st Century Air Force flows from the National Security Strategy and is our continuing commitment to provide America the air and space capabilities required to deter, fight, and win. This vision is grounded in the Chairman of the Joint Chiefs of Staff concept of how we will fight in the early 21st century-Joint Vision 2010. It embodies our belief that in the 21st century, the strategic instrument of choice will be air and space power.

The recently published Air Force Long-Range Plan was designed to implement Global Engagement. The classified plan provides a framework for change with measurable and accountable steps for implementation. Its "Directive Statements" contain initiatives necessary to make the visions "actionable" and "End States" which specify future capabilities the Air Force must possess to realize the vision. This unclassified summary version provides an inroad to the Long-Range Plan from outside the DoD. I encourage dialog with industry, think tanks, academia, and the public-at-large. The implementation of our vision, with help from our partners outside the DoD, will ensure that Air Force people will continue to build the world's most respected Air and Space force for the 21st century.

Lieutenant General, USAF
DCS/Plans and Programs

At CORONA Fall 1996, the Air Force's most senior leaders stepped up to the issues of mounting global challenges and rapid technological change to develop a vision for the future. Global Engagement: A Vision for the 21st Century Air Force flows from the National Security Strategy and National Military Strategy and is in concert with the Joint Chiefs of Staff vision for future military operations, Joint Vision 2010. At the same time the vision was released, Air Force senior leaders initiated the preparation of a long-range plan to implement the vision and guide the institution through its transformation into the next century.

This summary of the Air Force Long-Range Plan (1997) describes the activities the Air Force will undertake to reach its future goals. This document has been written to encourage dialogue with industry, think tanks, academia and the public at large on the means to attain these goals. The text of this pamphlet consists of three sections:

Section One: Planning Context (2000-2025)

Describes what the nation will need from its military forces in the future security environment.

Section Two: Sustaining and Adapting Air Force Core Competencies

Describes what air and space forces can provide to the joint warfighting team in that future security environment.

Section Three: Strategic Directions to Implement the Vision

Describes in summary fashion the goals associated with each strategic direction addressed at CORONA Fall 1996. It includes directives to remedy potential weak points, identifies areas that require new emphasis, identifies critical paths to the future and provides a realistic schedule to ensure each objective is obtained, before the capability is required to support the joint vision.


Appendix 1 lists the HQ USAF/XPX Directive Statement Points of Contact (POCs), MAJCOM POCs, and Functional POCs. Appendix 2 lists the acronyms used in this document.

The new Air Force Long-Range Plan guides near- and mid-term planning and programming, as well as long-term development programs. Moreover, it provides a basis for accountability, so that the Air Force moves forward toward explicit long-range strategic goals as envisioned in Global Engagement and Joint Vision 2010.
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Section 1

The 2000-2025 Planning Context

The final decade of the 20th century has witnessed a transformation in the global security environment. US national security policy strategies must cope with new threats and challenges. In this vein, the Air Force realized traditional approaches and structures would no longer be sufficiently effective in resolving the new problems of the 21st century. The Air Force evaluated current trends, extrapolated them out years ahead to determine their impact on the future nature of war and examined whether capabilities were being developed to meet future military challenges. The integration of these issues into a coherent, albeit initial formulation serves as the Air Force's current strategic planning context.

During this period of transition, fundamental US interests and objectives will remain constant. These core US interests are to preserve the survival of the US as a nation, to protect US citizens and interests abroad; to promote global stability and economic well-being, to maintain and strengthen US alliances and coalitions and to promote and deepen democracy and free markets throughout the world. While these core interests remain stable and constant, threats to US interests continue to evolve. Moreover, the rate and extent of this change and uncertainty present a far more dynamic and complex environment than in the past. Against this background, the Air Force must be able to plan for this future environment in order to meet the needs of the nation. By placing different demands on the military, future environments merit new, innovative Air Force strategies and capabilities to protect the nation.

In the 21st century the United States faces a multiple and varied set of possible alternative futures. Within these possible futures, four fundamental threats figure prominently: migration of conflict into space; the proliferation of Nuclear, Biological and Chemical (NBC) Weapons; turmoil and chaos in non-traditional environments and the threat to the US homeland. The United States will handle these four threats using dramatically different methods and resources from those that currently exist. Although the US cannot predict the specific nature and timing of every possible threat, the Air Force must be prepared to anticipate and counter the following threats with sound planning and actions, a sense of direction and solid leadership.

  • Concern about the migration of conflict into space: The only way for the Air Force to hedge against this threat is to maintain space superiority. The proliferation of technology coupled with the emergence of different actors (state and non-state) poses a threat to continued unchallenged space superiority. The ability to exploit space capabilities will have tremendous consequences on the battlefield of the future. The Air Force must continue to augment its space capabilities to remain the predominant space and air force.
  • Proliferation of NBC: The motivation of potential adversaries to possess and use NBC weapons will increase due to the asymmetrical value of such systems and the availability of advanced technology to develop such systems. In the future, the US can expect NBC weapons and their delivery systems, for tactical and terrorist purposes, to become more sophisticated and harder to detect.
  • Turmoil and chaos in non-traditional environments: The US must be ready to operate in dissimilar and highly populated areas. Projections out to 2025 show the urban population of the world doubling. Much of this increase will occur in sprawling, undeveloped cities of the third world. As a result of this trend, a significant portion of future military operations are likely to occur in areas distinctly different from those of the past. These environments will be overpopulated, poverty stricken and, most likely, plagued by disease, despair and violence. The challenge posed by these new environments will impact the US military immensely.
  • US homeland vulnerability: The US homeland will be more vulnerable to sporadic terrorism, unconventional warfare, offensive information attacks and limited NBC attacks. The effects of Weapons of Mass Destruction (WMD) technology maturation and proliferation, coupled with adversarial will, has accentuated this vulnerability. As an open, democratic political system, the US is acutely susceptible to these threats. Both the physical and psychological nature of these threats must be taken into consideration. The Air Force must develop new ways to protect the homeland from limited NBC attack, information attacks and other unconventional attacks.

Future Force Characteristics

Further complicating the future threat environment is the effect of high technology availability and the windows of opportunity provided by this effect. Technology advances not only thrust the US into the 21st century, but also permit disproportionate, revolutionary advances by current and future adversaries. The windows of opportunity caused by high technology availability exist for both the US and potential competitors.

Future adversaries will exploit the window of opportunity to close the gap with the US by developing more technologically advanced capabilities, thereby threatening US superiority. US and allied information systems will be subject to increasingly sophisticated attacks that possess little or no warning. The pairing of these future competitors' capabilities with asymmetric strategies will be a critical factor or driver in shaping the characteristics of US future forces.

In order to successfully achieve its desired future force characteristics, the US must capitalize on its availability and advanced technology. The opportunity cost of bypassing these significant increases in qualitative superiority is enormous. Foregoing these opportunities could constrain future US responses to adversaries and risk incurring unacceptable costs in blood and treasure.

Desired Future Force Characteristics

  • Responds to the full spectrum of contingencies
  • Has a broad capability base
  • Understands the full spectrum of adversaries
  • Copes effectively with asymmetric strategies and unconventional situations
  • Ensures rapid response
  • Develops lean forces and support
  • Emphasizes extended reach
  • Prepares for sustained operations
  • Anticipates early use of Chemical Warfare/Biological Warfare and use of nuclear weapons against US forces
  • Prepares for operations in/from the US
  • Maintains high-tech edge
  • Operates in joint/coalition operations
  • Anticipates transitory and dynamic partners
  • Operates in non-traditional mediums (cities, information)
  • Creates hedges against uncertainty
  • Operates in concert with other elements of national security
  • Incorporates commercial capabilities/know how
  • Accounts for domestic concerns relating to casualty avoidance
  • Strikes globally with speed and precision

These future force characteristics reflect the future strategic environment. New capabilities with these characteristics will provide the means to neutralize and overcome primary threats. These future force characteristics take advantage of technology availability and represent the US commitment to a more qualitative force. Finally, the future force characteristics are interwoven throughout the Air Force's core competencies to strengthen the long-range planning process.
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Section 2

Sustaining Air Force Core Competencies

The Air Force believes a new planning approach is necessary to respond to the future environment. To meet the changing nature of future threats and military operations, the Air Force has developed a strategic vision and redefined its core competencies. Core competencies represent the fundamental contribution that each Service makes to the joint warfighting team in this unpredictable environment. Air Force core competencies were shaped by the operational concepts in Joint Vision 2010 to provide robust and flexible capabilities for the Joint Force Commander. Special capabilities are offered across each of the following six core competencies:

  • Air and Space Superiority: This core competency allows joint forces to dominate enemy operations in all dimensions: land, sea, air and space. Air and space superiority provides joint commanders both freedom from attack and freedom to attack.
  • Global Attack: The ability of the Air Force to attack rapidly anywhere on the globe at any time can be achieved through this special core competency. The Air Force will use this capability to rapidly provide tailored air and space capabilities to future unified CINCs.
  • Rapid Global Mobility: This capability enables the Air Force to continually provide timely, responsive support to the full range of contingencies and conflicts to assist joint forces and multinational efforts. The ability to move rapidly to any spot on the globe allows the US to respond quickly and decisively to unexpected future challenges.
  • Precision Engagement: Precision Engagement enables US forces to locate the target, provide responsive command and control, apply selective force, assess the level of success and retain the ability to re-engage when required. This core competency provides reliable precision -- the ability to deliver the desired effect -- but with minimal risk and collateral damage.
  • Information Superiority: Information Superiority is the ability to collect, control, exploit, and defend information while denying an adversary the ability to do the same. These capabilities will provide military commanders an integrated and interactive picture of the entire battlespace.
  • Agile Combat Support: Agile Combat Support allows combat commanders to improve the responsiveness, deployability and sustainability of US forces through air and space power. This capability will enable a shift from massive deployed forward support to forces tailored for rapid mobilization.

Overall, these six core competencies provide the ability to conduct sustained operations from dispersed locations, engage targets rapidly and from long-range, and maintain global situational awareness. These core competencies are brought together by global awareness and command and control to provide air and space power to the Joint Force team. Air Force people and infrastructure continue to provide the ability to support and sustain the entire spectrum of Air Force capabilities.

The 2025 planning context will demand the focused and full range of capabilities that the joint force can bring to bear. To provide the foundation capabilities that the joint team will need in the first quarter of the 21st century, the Air Force defined its core competencies as support for its strategic vision. Pursuing the goals of Joint Vision 2010 as part of the joint force will set the Air Force on the right trajectory toward the Air Force of 2025.

At CORONA Fall 96, Air Force senior leaders redefined our core competencies and decided on a host of initiatives to strengthen them. These actions were based on the Air Force leaders' judgment of what it would take to sustain our core competencies in the uncertain and changing context of the 21st century. The Directive Statements in Section 3 address capabilities and support essential to sustaining our core competencies by proposing end states and the representative actions needed to achieve them.
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Section 3

Directive Statements

Integrating Air and Space
Future Space Operations
Ballistic and Cruise Missile Defense
Battle Management/Command and Control (BM/C2)
Unmanned Aerial Vehicles (UAVs)
Presence/Power Projection
Nuclear Weapons Operations, Planning, and Support
Information Operations (IO)
Force Mix 23
Career Patterns
Core Values
Acquisition Management
Test and Evaluation (T&E) Infrastructure
Basing 38
Innovation 39


This section is derived from CORONA Fall 96 decisions and directions, which were subsequently summarized in Global Engagement: A Vision for the 21st Century Air Force.

The section is organized according to the issues addressed at CORONA Fall 96. A goal is identified for each issue, followed by assumptions and constraints. Associated with each goal are one or more end states, which represent specific operational or support capabilities necessary to achieving the goal. Each end state includes an office of primary responsibility (OPR) and representative actions, which define one path or method to reach the end state. By accomplishing the end states listed in this section, the Air Force will make its future vision a reality and continue on the path to change.
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Integrating Air and Space

Goal: Air Force will fully integrate space and air into all its operations as it transitions from an air force into an air and space force on its evolutionary path to a space and air force.

Assumptions and Constraints:

  • As the reliance upon commercial assets increases, there will be a need to protect these commercial space interests.
  • Doctrine, strategy, and concept of operations (CONOPs) for future activities (Joint, Air Force, Civil, and Commercial space operations) will provide guidance on how to employ integrated space and air forces.

End State 1. All personnel are educated, and all operators trained to exploit air and space assets in an integrated manner during peace, MOOTW, crisis, and war.


Representative Actions:

Develop Air and Space Basic Course (See Career Patterns Directive Statement).

Build a plan to update joint training, education, and exercise activities to reflect an integrated air and space force. OPR: AETC

Update PME and accession training, (e.g., ROTC, academies) curriculum and courseware to incorporate the integration of air and space capabilities. OPR: AETC

End State 2. Air Force is organized for integrated air and space operations.


Representative Actions:

Conduct study to determine the "Best Enabling Organizational Structure" for an integrated space and air force.

Implement the "Best Enabling Organizational Structure." OPR: AF/XPM

End State 3. Air and space assets are integrated, operated, and sustained in a seamless manner.


Representative Actions:

Continue the efforts to standardize space support infrastructure, systems, and processes with existing Air Force support. OPR: AF/IL

Identify the optimal force structure for the 21st Century to exploit the strengths of air and space capabilities. OPR: AF/XP

Integrate Space Superiority campaign into Air Superiority campaign in OPLANs. OPRs: All NAFs

Explore the need for, and legal ramifications of, a space "FAA/ICAO like" support organization, within the AF, which would provide space flight plan advisory/clearance, collision avoidance advisories, and accident investigation. OPR: AF/XO, OCRs: SAF/GC, AF/SE

End State 4. Superior stewardship establishes the Air Force as the widely recognized leader in space operations and the national security leader in the integration and harmonizing of military space programs.

Note: Stewardship does not equal ownership. Each Service or Agency retains ownership and operates their own resources. Stewardship is the function of making sure the DoD "space" programs meet everyone's requirements and is an attempt to maximize the utilization of limited dollars and eliminate unnecessary interservice competition and duplication.


Representative Actions:

Organize team/office for commercial product and service exploitation and to develop partnerships with industry for use of assets in wartime. Review and identify issues with using commercial practices and the impact to both the military and non-military responsibilities of the "space" organizations. All Services/Agencies participate. OPRs: AFMC and AFSPC

Institutionalize funding for air and space modernization/strategic planning and concept development. OPR: AF/XP

Develop modeling tools able to support cost/effectiveness trades. OPR: AF/XO

Develop standards, in concert with DoD, for full interoperability within the Air Force, DoD, Federal, Commercial, International (to the maximum extent possible). OPR: AF/XP
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Future Space Operations

Goal: The USAF understands that military operations, just as in the media of air, land and sea, will evolve into space by the need to protect US interests and investments. While fully recognizing the sensitivities of the issue, the USAF has the obligation to the nation to be prepared in the event additional operations move to space.

Assumptions and Constraints:

  • This Directive Statement addresses enabling technology development. Any specific direction to develop a specific system will be driven by the threat, state of the technology, treaty constraints, and national policy.
  • Treaties and national policy will evolve and not preclude reaching End States.
  • NCA and military decision cycle times will shrink from hours to minutes.
  • Will require new support infrastructure and systems (e.g., logistics support, training, on-orbit servicing and resupply, spacelift-see Directive Statements for Sustainment, Basing, and Career Patterns).
  • Compatible with integrated air and space command and control architecture, organizational structure, and joint military strategy/doctrine/operational concepts.

End State 1. Acquire spacelift and space support infrastructure necessary to support future space and air operations.


Representative Actions:

Assess current/planned space support (spacelift, . . .) and force enhancement systems' ability to support future systems. Identify technology shortfalls. OPR: AFSPC

Begin Space Surveillance Network modernization. Focus on providing the coverage required for timely characterization and tracking of all space threats. OPR: AFSPC

Identify alternative solutions to above shortfalls (i.e., other Services/Agencies, commercial, international, etc.). OPR: AFMC

Implement changes to existing programs and/or begin new efforts, where appropriate. OPR: AFMC
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Ballistic and Cruise Missile Defense

Goal: Aggressively move to counter the rapidly growing theater and global threat posed to Americans and American interests by cruise and ballistic missiles. Near term begins with terminal defense, mid-term grows to boost phase intercept, and far term expands to full-range defense. In the future, missile defense will be part of an integrated mission area-counter air and space.

Assumptions and Constraints:

  • Counter air and space will be the standard mode of operations and includes offensive attack operations, and terminal, midcourse, and boost phase intercepts.
  • Detection is considered the long-lead critical aspect of cruise missile defense (CMD) and, as such, receives high priority in this plan.
  • Cruise missiles and ballistic missiles will be just two of many air and space threats handled within a future integrated counter air and space mission area.

End State: As part of a national and theater counter air and space system, provide, in a time-phased and treaty-compliant manner, capabilities that emphasize warning, attack operations, and boost-phase intercept of ballistic and cruise missiles.


Representative Actions:

Develop strategy to leverage BMDO and other agencies' space-based laser and interceptor R&D for future global target neutralization. OPR: AFMC

Pursue capabilities to counter ballistic and cruise missiles within counter air and space framework. OPR: ACC

2000 - 2010

Capability exists to neutralize ballistic missiles in terminal and midcourse phase (Minuteman option for NMD). OPR: AFSPC

Capability exists to sense stationary ground targets in a region. OPR: ACC;

Capability exists to provide regional target neutralization capability, i.e., boost phase intercept. OPR: ACC

Capability exists to sense ballistic missile launches worldwide. OPR: AFSPC

2010 - 2025

Capability exists to sense cruise missile threats in a region from the air. OPR: ACC

Capability exists to sense stationary ground targets worldwide. OPR: AFSPC

Capability exists to sense cruise missile threats worldwide. OPR: AFSPC

Capability exists to sense all IR targets worldwide through the use of advanced electro-optical (EO) sensors. OPR: AFSPC

Capability exists to neutralize ballistic missiles worldwide. OPR: AFSPC
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Battle Management/Command and Control (BM/C2)

Goal: The Air Force will develop and field sensors and systems that provide to the Joint Force Commander an integrated global and theater picture of the battlespace (air/space/surface) -- a BM/C2 system that enables real-time control and execution of air and space missions.

Assumptions and Constraints:

  • Priority for the processes and procedures to integrate sensors to provide a global and theater picture of the battlespace is theater first, global next; air picture first, then the surface picture, then space picture.
  • The militarily significant events of the battlespace are static and mobile; on land and sea; in air and space.
  • Command and control touches every aspect of military operations, enabling global air and space power. Initial actions and transition points in the Future Space Operations, Unmanned Aerial Vehicle (UAV), Ballistic and Cruise Missile Defense, and Information Operations directive statements are contingent upon or influence the successful and timely completion of this Directive Statement's End State.
  • In the future, capabilities based in the continental United States will likely become the primary means for crisis response and power projection as long-range air and space-based assets increasingly fill the requirements of Global Engagement. Reachback concepts support "moving information, not people" and will become a high priority that will in turn affect in-place infrastructure requirements.
  • The DoD will field a Defense Information Infrastructure (DII) that provides global, seamless information access to support all Air Force BM/C2.
  • There will be multiple sources of data and sensors (platforms/agencies/nations).
  • Air Force Total Obligation Authority (TOA) will decrease over the FYDP. BM/C2 funding requirements will come from explicit and implicit tradeoffs.
  • USAF will use commercial technology to the greatest extent possible while developing unique systems as required.
  • Multi-level security supporting tailorable releasability with coalition partners will continue to evolve beyond the End State goal.

End State:

The Air Force will provide the Joint Force Commander with the capability to control and execute the integrated employment of air and space forces in conjunction with land and maritime assets. The Air Force is uniquely capable of providing a full range of air and space sensors, and fusion and display systems to build the coherent, integrated, air, land, and space picture of the battlespace.

  • Develop, field, and fly air and space platforms that will sense the militarily significant events of the battlespace.
  • Serve the Joint Force Commanders by developing the processes and procedures to integrate all joint, coalition, and commercial sensor data into a coherent global and theater picture of the battlespace.
  • Ensure Air Force BM/C2, fusion, and display systems are Global Command and Control System (GCCS) compliant; and provide the common operational picture to all users who need it.


Representative Actions:

Define and analyze the overall BM/C2 integrated operational and system architecture and develop a Technology Roadmap to BM/C2 End State. OPR: AF/XO

Demonstrate current baseline capability of integrated picture of the battlespace. OPR: AF/XO

Prototype CINCSPACE BM/C2 picture on GCCS. OPR: AFSPC

Demonstrate commercial SATCOM architecture and a prototype of the BM/C2 theater and global information infrastructure. OPR: AFSPC

Establish standardized interfaces for integrating databases providing high availability with assured and survivable information sources. OPR: AFMC

Transition to objective Common Operational Picture (COP) capability that provides the user complete flexibility to pull the information needed while the system automatically presents relevant information triggered by key events. OPRs: MAJCOMs

Conduct analysis to determine scope, magnitude, and benefits of UAV/Space-Based Sensor Trade-off. OPR: AFSPC, OCR: ACC

Demonstrate alternative space radar configurations using adapted commercial SATCOM transceivers and bistatic receivers. OPR: AFSPC

Complete transition of High Frequency radio, UAV communications relay, and advanced satellite technology into the DII COE. OPR: AFMC

Field correlated, fused, all source, integrated, theater/global air, surface, and space picture for planned and actual blue, red, and gray forces for all elements of the joint force. OPR: AFSPC OCR: ACC
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Unmanned Aerial Vehicles (UAVs)

Goal: The USAF is committed to an aggressive program of exploiting UAV technology:

  • ISR & communications in near-term.
  • SEAD in mid-term.
    • Movement into broader range of combat missions depends on technology maturation, affordability and migration to other forms of warfare.

Assumptions and Constraints:

  • UAVs will act in concert with other space, airborne, maritime, and ground systems, until capability and cost-effectiveness are proven. Once these are proven, UAVs will begin to replace manned systems and augment space systems.
  • A UAV Battlelab will be established by CY97, as directed by CORONA Fall 96.
  • Decisions to phase out manned platforms and selected space systems will not occur until UAVs have been proven affordable, capable, cost-effective, and reliable for that particular mission, e.g., ISR HAE UAVs replacing U-2s; comm relay UAVs replacing selected SATCOM satellites.
  • The Air Force will aggressively exploit commercial and military technologies for UAV systems development.
  • The Mission Control Elements (MCE) will employ a common interoperable architecture.
  • ISR UAV: ISR UAVs would initially augment existing systems to provide the Air Force with responsive and sustained intelligence data from anywhere within the battlespace, day or night, during adverse weather, as the needs of the warfighter dictate.
  • Communications Relay UAV: These would initially augment theater communications assets and provide a capability in situations when the normal communications infrastructure has not been established (to include additional reachback options for deployed forces).
  • Non-lethal SEAD UAV: Non-lethal SEAD UAVs would initially augment other non-lethal SEAD systems (Compass Call, EA-6B) to provide standoff and close-in radar and communications jamming capabilities to support strike forces.
  • Combat UAV: Combat UAVs would augment manned systems to detect, identify, locate and destroy targets. Typical missions could include strategic attack, lethal SEAD, interdiction, and counter-air.

End State 1. Deploy high altitude endurance (HAE) UAVs that initially augment and begin to replace manned ISR platforms (e.g., U-2, RC-135).


Representative Actions:

Conduct an analysis of system alternatives, including detailed costs, operational analysis of candidate systems, and unmanned/manned ISR force mix. OPR: ACC

Initiate new efforts and expand previous efforts to develop ISR applications beyond the current sensor payloads for HAE UAV airframes. OPR: AFMC

  1. Integrate U-2 sensor capabilities into ISR HAE UAVs.
  2. Integrate elements of Joint STARS, RC-135, and AWACS sensor capability into UAV sensor development and integration programs.
  3. Conduct rapid prototyping within the context of the UAV Battlelab to identify doctrine and technology requirements for follow-on ISR HAE UAV development.

Begin ISR HAE UAV system P3I, to include mission control and logistics support elements.

  1. Integrate U-2 and follow-on sensor capabilities.

Deploy mission ready HAE ISR UAV system to include system training, simulation and support infrastructure.

Begin retirement of the portion of the U-2 fleet whose missions are performed by the HAE ISR UAV.

End State 2. Deploy a HAE UAV communications relay system that augments or replaces manned platforms (e.g., ABCCC) and complements SATCOM systems.


Representative Actions:

Integrate Air Force analysis of communications relay UAV alternatives with ongoing DoD (DARPA) communication architecture studies and analysis. OPR: AF/SC

Complete analysis of communications relay system alternatives. Determine communications relay payload, system configuration, and technical requirements. OPR: ACC

Integrate DARPA-developed communications relay payload with Air Force efforts and demonstrate utility of communications relay UAV.

Begin communications relay payload and MCE component P3I, in cooperation with ISR HAE UAV system P3I.

Demonstrate initial flight capability for the communications relay UAV.

Deploy a mission-ready communications relay UAV system to include system training, simulation and support infrastructure.

Begin retirement of the portion of air and space-based assets whose missions are performed by the HAE communications relay UAVs.

End State 3: Deploy a capability to perform SEAD (lethal and non-lethal) from UAVs.


Representative Actions:

Begin SEAD requirements trade study of system alternatives (high-powered standoff vs. low-power penetrating jammer, etc.), operational analysis of candidate systems, and unmanned/manned SEAD force mix. OPR: ACC

Conduct SEAD UAV ACTD program. Program objective is to validate system requirements, and demonstrate the operational utility of SEAD UAV. Begin development of post-ACTD SEAD system design (incorporate lessons learned from ACTD).

Deploy a mission-ready SEAD UAV system to include system simulation, and support infrastructure with consideration to ISR and communications relay UAV system efforts..

Explore retirement of the portion of the fleet whose missions are performed by SEAD UAVs.

End State 4: Become the premier operator and developer of UAVs by capitalizing on available technologies and aggressively exploiting commercial and military technologies for follow-on systems.


Representative Actions:

Refocus a portion of the science and technology investment in UAV technologies to support combat missions. These technologies include human-computer functional allocation, C3I architecture, avionics and weapons miniaturization, propulsion, power, structures, and automatic target recognition (ATR) and vehicle storage technologies. OPR: AFMC

Conduct follow-on UAV requirements trade study of system alternatives (e.g., platform and weapon size, range, cost, etc.), operational analysis of candidate systems, and unmanned/manned combat force mix. OPR: ACC

Establish a DoD UAV training, simulation, and support infrastructure for follow-on UAV building on previous ISR, communications relay UAV, and SEAD UAV system efforts.

Conduct follow-on UAV ACTD program. Program objective is to validate combat UAV flight qualities, determine system requirements, and demonstrate the operational utility of employing UAVs in combat missions.
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Presence/Power Projection

Goal: Aggressively employ air and space power to meet the nation's need for presence and power projection capabilities in a changing and uncertain security environment.

  • Maintain a robust and flexible mixture of Air Force forces overseas at all times to provide needed presence and power projection.
  • Increase reliance on robust, flexible and survivable air expeditionary forces which can both provide presence and project power.
  • Increase, over time, the Air Force's reliance on long-range and space-based assets to project power.


Assumptions and Constraints:

  • Presence consists of a combination of proximity (either in space or time), capability (the power to influence), and will (national interest sufficient to be credible), and a target (friendly, openly hostile, or neutral nation-state, transnational organization, or individual).

End State 1: Sustain strong engagement role by maintaining a regionally balanced and robust overseas mixture of forward-based and rotationally deployed forces.


Representative Actions:

Determine current and projected future force projection requirements in forward locations. Determine force structure optimization to meet presence requirements.

Determine the logistics and support requirements needed, from a systems perspective, to facilitate the projection of power from forward locations as identified in the AF/XO lead determination above. OPR: AF/IL, OCR: AF/SC

Identify the airlift requirements to support increased deployments created by various mixes of temporary and permanent overseas presence. OPR: AMC

Identify future requirements for protection, from long range threat, of airborne, surface, and space assets. OPR: AF/XO

End State 2: A responsive Air Force that can operate and sustain its forces in an expeditionary fashion.


Representative Actions:

Lighten the forces designated for AEFs and develop new Unit Type Codes (UTCs) for seven-day aviation packages which support the light and lean logistics concept. OPR: AF/XO

Determine shortfalls in technology options which would allow air forces to be more deployable. OPR: AFMC

Continue development of air delivered non-lethal weapons. OPR: AFMC

Conduct a study in conjunction with the AEF Battlelab to look at the effect of force structure (Guard, Reserve, active duty, and joint units) to decrease AEF response time. A parallel study effort is needed to look at what technologies are required to decrease AEF response times. Use these studies to develop an optimized presence strategy to preposition systems and resources in order to meet decreased AEF response time to less than 36 hours for any military response option. OPR: AF/XO, OCRs: ACC, AMC, ANG, AFRC, AFMC

Provide force mix options to execute future air-surface attack missions. OPR: AF/XP

Accelerate hypersonic and exoatmospheric vehicle technology base activities. OPR: AFMC

Fielded full multirole/multipurpose weapons with target discrimination and real-time active decision making capability. OPR: AFMC

Combat forces deployed as an AEF are capable of flying an initial combat sortie within 36 hours of notification. OPR: AF/XO

Begin development of air or space-based directed energy weapon with the capability to attack air, surface, and space targets. OPR: AFMC

Weapons available to counter/neutralize weapons of mass destruction infrastructure. OPR: AFMC

Technology fully enables the deployment of any AEF to any non-AEF location by sharply reducing the reliance on prepositioned equipment/stockpiles or pre-existing facilities. OPR: AFMC
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Nuclear Weapons Operations, Planning, and Support

Goal: The Air Force will sustain its nuclear deterrent forces and increase its efforts to deal with the growing risk of proliferation. The Air Force will:

  • Sustain its theater nuclear commitment to NATO and regional CINCs.
  • Maintain the Triad and support future reductions at the appropriate national decision points.
  • Continue its record of excellence as the custodian of nuclear weapons by ensuring the safe and secure storage of its nuclear weapons, both at home and abroad.

Assumptions and Constraints:

  • The Air Force will maintain its commitment to the Triad commensurate with the Nuclear Posture Review (NPR).
  • USAF will continue to implement ratified strategic arms control treaties and remain prepared to implement existing treaties as they are ratified by all parties.
  • The requirement for worldwide theater nuclear capability will continue.
  • Nuclear weapon testing constraints require reliance on the current weapons and warheads in the near-term.
  • An infrastructure is in place to ensure the existing nuclear stockpile will endure.
  • Increasingly sophisticated and capable threats will require expanded emphasis on security, survivability, and command and control of nuclear weapons and their delivery systems.
  • Resources will be available to sustain Air Force nuclear forces.

End State 1: Air Force nuclear forces of 2005 will:

  • Provide nuclear operations for CINCs other than NATO and be able to respond to any nuclear contingency in support of CINCSTRAT or JFCs in theater.
  • Demonstrate sustained theater nuclear commitment to NATO through Air Force commitment to position and fund Air Force dual capable aircraft in NATO.


Representative Actions:

Assess near and long-term dual capable aircraft (DCA) requirements in terms of force structure, operational theaters, and aircraft through 2025. Immediate attention may be required to address insertion of nuclear capability into follow-on fighter aircraft in current planning/programming cycle. Identification of DCA go/no go decision points and costs of implementation will be required. OPR: AF/XO

DCA decision (terminate DCA requirements, extend existing DCA aircraft, incorporate nuclear capable modifications into future aircraft).

End State 2: Air Force nuclear weapon systems, within treaty limits, remain reliable and capable throughout their operational life of responding to current and projected worldwide requirements.


Representative Actions:

  1. Minuteman:
    • Decision point for replacement or life extension of MM III. Perform comparative analysis of life extension options versus missile replacement
  2. Cruise Missiles:
    • Decision to replace/extend ACM will be made and funding secured.
  3. Nuclear C2:
    • Resolution of the near-term Survivable Low Frequency Communication System issue complete. A long-term nuclear C2 modernization and sustainment plan will be in place and under implementation. Nuclear C2 will require modernization review/enhancement at least every seven years, requiring major modernization milestones.

End State 3: The Air Force will maintain an unbroken record of safe and conscientious stewardship of nuclear weapons. The Air Force will develop enhanced nuclear policy, safety, and security systems.


Representative Actions:

Identify necessary security upgrades to Air Force nuclear weapons systems and support infrastructure. Use the results of the Nuclear Surety Special Management Review and the AFSPC ICBM Nuclear Security Process Action Team Report to identify immediate, near-term, mid-term, and long-term measures to enhance protection of Air Force nuclear weapons capability. OPR: AF/SF; OCRs: AF/XO/IL/XP/SC/SE, AFMC, AFSPC, ACC, SAF/AQ, AMC, ANG, AFRC

Study near and mid-term nuclear bomber and DCA basing viability. Study will assess surety, security, and survivability of existing bases, their nuclear support infrastructure, and the means to ensure nuclear force survivability for the long term. OPR: AF/XO, OCRs: ACC, USAFE, AFMC, AFSPC, AF/IL/SE/XP/SF/SC, ANG, AFRC
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Information Operations (IO)

Goal: The Air Force will aggressively expand its efforts in defensive IO as it continues to develop its offensive IO capability. Already the leader in defense of garrison computer systems, the Air Force will move to defend its forward-deployed assets. The Air Force will emphasize its efforts at the operational and tactical level, but continue to support strategic IO in conjunction with other federal agencies, strategic IO.

Assumptions and Constraints:

  • End State will be reached through a phased program approach.
  • The Air Force will develop IO capabilities in concert with other Services and defense and national agencies and organizations.
  • The Air Force will face an increasingly sophisticated threat from adversaries with a greater willingness to employ IO.

End State: Provide robust information protection for all Air Force assets and develop an enhanced ability to conduct offensive IO at the tactical, operational, and strategic level.


Representative Actions:

Identify impacts of/interactions with new IO approaches with traditional concepts of deterrence (nuclear and conventional). OPRs: AF/XP, AF/XO, AFDC

Develop education, training (to include computer and network security training), and exercise programs. OPRs: AF/XO, AF/SC, AETC, ACC, AIA

Provide telecommunication and advanced computer defensive tools sets. OPR: AIA

Complete Base Information Protection (BIP) at 108 locations. Complete remaining functions in the BIP program (boundary protection, internal controls, reconstitution and recovery, and preservation of access). OPRs: AF/SC, ESC

Develop additional IO Tools. OPRs: AF/XO, SAF/AQ, AIA
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Force Mix

Goal: The Air Force will continue to rely on the ANG and AFRC in an integrated Total Force. Driven by the desire to maximize efficiency and operational effectiveness within allocated resources, the Air Force will look for new opportunities, to include:

  • Examining ANG/AFRC involvement in new mission areas.
  • Optimizing associate concept to include "reverse associate" (Guard and Reserve).
  • Optimizing use of IMAs/ANG Assistants.

Assumptions and Constraints:

  • The Guard and Reserve force will continue performing at their same high level, offering high levels of experience and bringing civilian skills and perspective to problem solving. They can accept and perform new missions.
  • There will continue to be a variety of reasons to assign forces to the reserve components, and a variety of reserve programs available. Air Reserve Component forces are not the answer to every requirement.

End State: A Total Force that is efficient and operationally effective sustained through a continuous review of the Active/Reserve Force Mix seeking opportunities to shift missions and activities into the Reserve Component.


Representative Actions:

Conduct studies to determine feasibility, make decisions, and work details on force structure transfers, mission shifts, and modernization actions to:

  • Assign Guard and Reserve forces to missions with nuclear weapons. OPR: AF/XP
  • Modernize/robust fighter ARC units on existing ramps that do not require excessive MILCON expenditures. OPR: AF/XP
  • Transfer 1-2 fighter wing equivalents to the ARC. Identify cost savings to include assumed infrastructure reductions of options and include examination of various reverse associate and ANG associate concepts, whereby additional aircraft and active component personnel are assigned to ARC bases. OPR: AF/XP
  • Transfer C-5 aircraft to the ARC. Include options which divest C-5A both with and without replacement by more modern aircraft; as well as retain all C-5A aircraft option. OPR: AF/XP
  • Reduce AETC to primarily supervision and training for combat missions found only in the active component and which are inappropriate for civilians or contractors to perform. OPR: AF/XP
    • Increase involvement of the ARC in space operations and missions, to provide places to retain superior personnel leaving active duty. OPR: AFSPC

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Career Patterns

Goal: To adapt to the changing nature of air and space power, the Air Force reviewed and refined its career development patterns for its officer, enlisted and civilian force.

Assumptions and Constraints:

  • People are at the heart of the Air Force's military capability. People will be the most important element of the Air Force's transition to a space and air force. The composition of the total force will have to change alongside the changing nature of air and space power.
  • The definition of the future operator must be redefined to accommodate a broadened approach to how we employ air and space power. Any military or civilian member experienced in the employment and doctrine of air and space power will be considered an operator. Non-operational support will increasingly become civilian or contractor-based. Each new officer, selected senior NCOs, and selected civilian interns will have a thorough knowledge of the day-to-day capabilities of combined air and space operations. The Air Force will create an Air and Space Basic Course to ensure its future leaders all share a full and common understanding of air and space operations. Sending graduates from the new Air and Space Basic Course into operational jobs, before they perform their functional specialty, will develop and ensure a robust fighting force experienced in the employment and doctrine of air and space power. The role of senior NCOs will increase and take on additional leadership and management responsibilities in support organizations. Focusing on improving recruiting, education, training, mobility, and developmental opportunities as a foundation of the civilian career development program will help create the same institutional commitment and levels of responsibility in military and civilian members.

End State 1: An operator is any military or civilian member who is experienced in the employment and doctrine of air and space capabilities.


Representative Actions:

Develop an implementation strategy to ensure military and civilian members who are experienced in the employment and doctrine of air and space capabilities are considered operators. OPR: AF/DP

All accessed Air Force officers and selected civilian interns are being trained in the employment and doctrine of air and space capabilities. Officers and selected civilian interns will receive training at the Air and Space Basic Course. OPR: AETC

Train Senior NCOs through the established PME structure in the employment and doctrine of Air and Space capabilities with curriculum developed from the Air and Space Basic Course. OPR: AETC, OCR: AF/CCC

End State 2: An Air and Space Basic Course developed for new officers and selected civilian interns ensures a common understanding of air and space power, history, doctrine, operations, joint warfighting, and core values by 2000.


Representative Actions:

Decide phase-in schedule for the Air and Space Basic Course to include: funding; facilities; spaces; student man-years; prototype class; line officer, civilian, guard, reserve, and non-line attendance schedule, etc. OPR: AF/DP, OCR: AETC

Establish an oversight board external to the Air Force to assist in the development and updating of course curriculum. OPR: AF/DP

Faculty and oversight board validate curriculum for the course to ensure it meets CORONA and Vision Document goals. OPR: AETC

End State 3: Upon graduation from the Air and Space Basic Course, most officers and selected civilian interns (e.g., intel, space) are sent to operational assignments.


Representative Actions:

Assess impact to the total force of sending most officers and selected civilian intern graduates of the Air and Space Basic Course to operational assignments prior to performing their functional specialty. (Some specialties would not be placed in operator positions, i.e., physicians, attorneys, etc.) OPR: AF/DP

Develop phase-in plan to introduce new Air and Space Basic Course graduates into operational areas. OPR: AF/DP

Identify jobs that civilian Air and Space Basic Course graduates will flow through to gain operational experience. OPR: AF/DP

Implement phase-in plan to introduce new Air and Space Basic Course graduates into operational areas. OPR: AF/DP

End State 4: Senior NCOs have assumed appropriate additional leadership and management responsibilities.


Representative Actions:

Develop implementation strategy for shifting appropriate leadership and management responsibilities to senior NCOs. OPR: AF/XP

Determine new education and training required as a result of transferring leadership and management responsibilities to senior NCOs. OPRs: AETC, AF/DP

Establish procedures and requirements to systematically transfer newly identified leadership and management responsibilities to senior NCOs. OPR: AF/XP

Begin conducting required additional training for senior NCOs. OPR: AETC

End State 5: Career development programs create the same institutional commitment and responsibility in military and civilian members.


Representative Actions:

Create a strategic plan for the development of civilians on leadership tracks to enhance and broaden civilian leadership roles. OPR: AF/DP, OCRs: SAF/MI, SAF/GC

Determine optimal civilian and military career paths to facilitate increased institutional commitment and responsibility in civilian and military careers. OPR: AF/DP, OCRs: SAF/MI, SAF/GC

Identify military and civilian continuing education requirements. OPR: AF/DP OCR: AETC

Identify policy, legislative, and regulatory changes necessary to develop enhanced and broadened civilian career development. OPR: AF/DP, OCRs: SAF/MI, SAF/GC

End State 6: A broad, continuing education program exists at all command levels to guide the growth of all Air Force people in the tenets of the Air and Space Basic Course, from accession through retirement. Phase I will address needs of officers and civilian leaders; Phase II will address needs of enlisted force and other civilians.


Representative Actions:

Develop a broad continuing education plan to reinforce the tenets of the Air and Space Basic Course for Air Force people throughout their entire careers. OPRs: AETC, AF/DP OCRs: SAF/MI, AF/CCC

Develop procedures and teaching methods for implementing the continuing education program at base-level. Consider commander's seminars, guest speakers, independent study, lunch and learn sessions--exploiting state-of-the-art and developing technologies (e.g., internet, video-teleconferencing, computer-based instruction). OPR: AETC

Develop a centrally managed modular reading program focused on Air Force operations, doctrine, and history for use by all people throughout their careers. OPRs: AF/DP, AETC, AF/HO.

Implement education action plan, exploiting state-of-the-art and developing technologies (e.g., internet, video-teleconferencing, computer-based instruction). OPR: AETC

End State 7:Ten percent of all Air Force officers are proficient in languages needed to support Global Engagement and US global interests and responsibilities. These officers become knowledgeable in political-military, economic and cultural aspects of the country or region associated with that language.


Representative Actions:

Establish procedure to have all accessions complete a foreign language self-assessment. OPR: AF/DP

Provide additional courses and programs in identified target languages. OPR: AF/DP
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Core Values

Goal: The Air Force reaffirmed the fundamental and timeless nature of its core values -- integrity first, service before self and excellence in all we do -- and the need to instill these values in the force.

Assumptions and Constraints:

A values-based Air Force utilizing modern technology and operational concepts is fundamental to moving the Air Force on the evolutionary path to becoming the world's most powerful space and air force. Technology and tactics are not enough to ensure a great and powerful space and air force. They must be brought together by quality people who truly embrace a proud Air Force heritage of core values, history, mission, and professionalism. Air Force core values are the bedrock of the total force -- officers, enlisted, civilians, and contractors -- and the foundation of the Air Force's institutional integrity. They are values for service, values for life, and must be reflected in everything the Air Force does. A values-based Air Force is characterized by cohesive units staffed with people who exhibit loyalty, who inspire trust, who want to belong, and who act in a manner consistent with Air Force core values, even under conditions of high stress. Three elements -- education, leadership, and accountability -- provide a framework to establish the strongest imprint of shared Air Force core values. The Air Force will focus on these three elements to begin a renewed effort that continuously reinforces core values in all activities.

End State: A values-based Air Force exists in which core values are reinforced daily through education, leadership/mentoring, and accountability.


Representative Actions:

Establish IPT to determine how the Air Force can better instill core values in daily practices and how to better identify these values with military readiness and effectiveness. OPR: AETC/USAFA

Distribute the AETC/USAFA core values education program for use by all commanders with all personnel. Each commander will conduct the syllabus-led education in accordance with CSAF guidance. OPR: AETC

Establish architectural control committee (includes retired general officers and retired SES members) to oversee Air Force Continuing Education Program core values curricula, web site, and field initiatives. OPR: AETC

Develop a broader more portable continuing core values education plan for civilians and contractors for use at the base and unit levels. OPRs: AF/DP, AETC/USAFA

Implement an approved action plan to instill and sustain core values in a continuing effort throughout the Air Force. OPRs: AF/DP, AETC, USAFA
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Acquisition Management

Goal: Modernization of Air Force through focused exploitation of emerging technologies, reforms in the acquisition process and application of "best value" procurement practices:

  • Committed to an aggressive reduction of infrastructure and its related costs.
    • Consolidation of activities into centers of excellence encompassing those mission areas directly related to Air core Force competencies.
    • Team with sister Services to form joint centers of excellence.
    • Maximizing the role of commercial industry to bring "best value" to the process.
  • Make organizational changes within the lab structure to reduce operating costs while improving ability to focus on those technologies most relevant to warfighter's needs.
    • Provide a laboratory leadership structure which eliminates duplication and improves efficiency.
    • Pursue joint laboratory teams focusing on technologies of mutual interest.
  • Ensure the integrated weapon system manager has the authority to acquire all services and material necessary to create new capability or sustain existing capability.

Assumptions and Constraints:

  • The degree of Congressional oversight and the impact of the defense budgetary process on weapon system management will be uncertain and changing.
  • Personnel end strengths and dollars will continue to decline in the near-term.
  • Outsourcing and privatization will be considered to the maximum extent practicable.
  • Future Air Force planning guidance will reflect outcomes/decisions resulting from Vision 21.

End State 1: A consolidation of Air Force weapon systems management centers of excellence, which balances infrastructure costs with required capabilities and emphasizes joint service teams.


Representative Actions:

Convene weapon systems management infrastructure integrated product team (IPT) to develop an Air Force strategy for intra- and inter-service consolidation, realignment, and transfer. IPT will interface with Air Force's corporate effort developing strategic direction for basing. OPR: AFMC

Air Force approves/disapproves consolidation team recommendations, intra- and inter-Service.

End State 2: A robust Government Owned, Contractor Assisted (GOCA) weapon system management framework and enabling procedural changes.


Representative Actions:

Establish a review board with the requisite specialties (e.g., acquisition, law, industry) consisting of uniformed, government civilian and industry experts. Conduct review of mission essential tasks and inherently governmental functions. OPR: AFMC

  • Review and evaluate existing laws and regulations for applicability. Identify those that present barriers to achieving the End State, and propose language for legislative and regulatory changes.
  • Identify the mission essential tasks required to perform the acquisition mission. Of these mission essential tasks, identify those which are inherently governmental and must be performed by government employees. All others become candidates for outsourcing.
  • Determine costs of conversion from government employees to outsourcing.
  • Review "best practices" including ongoing activities such as Acquisition Workforce Demonstration.

Air Force approves/disapproves board recommendations. OPR: SAF/AQ

End State 3: A single Air Force laboratory with streamlined management overhead; reduced duplication; and consolidated, full resource ownership and accountability (dollars and personnel) under a single commander for focused exploitation of emerging technologies.


Representative Actions:

The single laboratory concept is the basis for the intra-service VISION 21 strategy. This architecture will adhere to the following tenets:

  • Replace the current four laboratories and the Air Force Office of Scientific Research (AFOSR) with a single laboratory organization.
  • Consolidate full resource ownership and accountability (dollars and people) under a single laboratory commander, who is also dual-hatted as the Air Force Technology Executive Officer.
  • Reorganize current 25 technology directorates into 10 - 12 large technology directorates with "like" technologies aligned within each directorate.
  • Appoint the appropriate number (3 - 5) of product executives (as elements of the single laboratory commander's executive office) who integrate across technology directorates to maintain product focus and technology transition emphasis.

Establish a multi-phase implementation schedule to reach the End State. OPR: AFMC

Complete implementation of the "End State" single laboratory with reduced manpower levels (which completes full overhead reduction).

End State 4: An integrated weapon system management (IWSM) marked by: (1) clearly defined authority and responsibility for the single manager; (2) clearly defined relationships with other players; (3) strong integrated IPT structure with original equipment manufacturer (OEM) and principal supporting contractors; and (4) single-manager location determined by life-cycle phase of systems and locus of activity.


Representative Actions:

Clarify single manager teaming with stakeholders (e.g. who does what, where, and when). Clearly state how single managers need to work through the responsible Program Executive Officers/Designated Acquisition Commanders (PEOs/DACs) to resolve problems and interface between the acquisition and sustainment chains. Prepare and distribute the following guidance: OPR: AFMC

  • "IWSM Single Managers Roles and Responsibilities Guide." Describe relationships between Single Managers, Product Group Managers, Materiel Group Managers, PEOs/DACs and HQ AFMC. OPR: AFMC
  • "IWSM Transition and Consignment Guide". Provide framework for moving work among organizations within AFMC. OPR: AFMC
  • "IWSM FMS Guide". Describe how Single Managers and Air Force Security Assistance Center (AFSAC) Country Managers will work together on Foreign Military Sales programs. OPR: AFMC/DR

End State 5: Institutionalized acquisition reform guided by strategic business practices which result in "best value" procurements with minimum government infrastructure.


Representative Actions:

Produce strategic business plan to evolve from Air Force acquisition "Lightning Bolts" to continuous process improvement. OPR: SAF/AQ

  • Develop list of strategic business goals and objectives for the acquisition community.
  • Identify and assess existing acquisition processes and form integrated product teams to focus on the highest-leverage processes.
  • Identify barriers to improvement in the high-leverage processes and potential solutions, while ensuring mechanisms for continuous process improvement.

Apply Cost as an Independent Variable (CAIV) across the requirements/acquisition/ sustainment life-cycle. OPR: SAF/AQ

Institutionalize developmental planning process in support of Mission Area Planning. OPR: AFMC

Establish single process guidelines for developmental planning process. OPR: AFMC

Deploy CAIV tools. OPR: SAF/AQ

Champion strategic business plan, implement best practices, work to obtain appropriate enabling legislation and regulatory changes. OPR: SAF/AQ
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Test & Evaluation (T&E) Infrastructure

Goal: Reduce cost of T&E infrastructure while continuing acquisition of superior weapon systems.

  • Eliminate overlap and redundancy of T&E facilities through integration, reliance, joint service agreements, outsourcing and privatization.
    • Focus on facilities (measurement, integration labs and hardware-in-the-loop, etc.).
    • Share facilities, equipment and activities between services to improve efficiency.
  • Enhance capability of existing Air Force test centers by improving efficiency while evaluating next generation testing requirements.
  • Increase emphasis on modeling and simulation to decrease reliance on flight testing.
  • Maintain USAF test expertise in aircraft, munitions, electronic combat (EC), C4I, space.

Assumptions and Constraints:

  • USAF will retain test expertise in aircraft, munitions, EC, C4I and space and the required capability to continue acquisition of superior weapon systems and adequate test support for all mission areas.
  • Improving modeling and simulation will provide a more cost effective use of required flight testing.
  • Outsourcing and privatization, joint service agreements, integration, and reliance will be used to decrease infrastructure in a cost-effective manner.
  • Actions taken will be consistent with Vision 21 direction and schedules.

End State 1: A T&E infrastructure that maintains core AF T&E expertise in all five T&E mission areas at a reduced cost (2005). Five T&E mission areas are aircraft-avionics-propulsion, munitions, electronic combat, space, and C4I.


Representative Actions:

Develop a plan for Air Force T&E infrastructure based on CORONA direction and the T&E strategy briefing approved by the CSAF and SECAF in Dec 96. This plan will be used to support Vision 21 and include results from ongoing A76 studies. OPR: AF/TE

  • Actively pursue outsourcing and privatization options for measurement facilities (MFs), integration laboratories (ILs), and hardware-in-the-loop facilities (HITLs).
    • Privatization is first priority, then outsource where privatization is not feasible.
  • Outsource non-core Air Force functions according to functional area. Retain government (military or civilian) expertise only where necessary to ensure warfighter interests are protected.
  • Develop an aggressive program to infuse modeling and simulation into test processes.
  • Focus on the following:
    • Expand use of the "AEDC Model" - government leadership with contractor execution.
    • Involve the Air Force in contractor test process/facilities to help eliminate overlap between government and contractor infrastructure.
  • Pursue multi-service partnering in areas of mutual interest such as munitions, air vehicles, and electronic combat as an opportunity to reduce costs through burden sharing.

Complete implementation of approved Vision 21 actions, including any additional actions (if any) referenced in Air Force T&E infrastructure plan. OPR: AFMC

End State 2: Use modeling and simulation (M&S) capability as the primary means of system performance/effectiveness and system maturation during test and evaluation. Flight testing will focus on refining, verifying, and validating system performance models and engineering data packages.


Representative Actions:

Complete development and approval of a strategic plan (based on A New Vector and AF/XOCA guidance) for the use of modeling and simulation in the Air Force acquisition process. Ensure that each test mission area's M&S requirements are fed into the standard M&S architecture (i.e., Joint Modeling and Simulation System (JMASS)) along with other acquisition requirements. OPRs: AF/XO for guidance, AFMC for plan, OCR: SAF/AQ

Begin to populate JMASS library with blue system models, red and gray threat models, and environmental models. OPR: AFMC

Complete on-line status for Simulation and Analysis Facility (SimAF). SimAF will comply with JMASS, Joint Simulation System (JSIMS), and Joint Warfare Simulation (JWARS) architectures. JSIMS will focus on the operational level of war (campaign and mission-level simulation). JWARS will deal with joint campaign analysis. OPR: AFMC

Demonstrate that JMASS is capable of supporting DoD modeling and simulation strategy.

Demonstrate that computer M&S capability can be used for system performance evaluation with high confidence and low risk. OPR: AFMC
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Goal: Enhance operational sustainment to the warfighting CINCs and improve efficiency of weapon system support through the pursuit of "best value" processes and products. Fully transition from a concept of operational sustainment via "push" resupply to one based on accurate information, responsive production, and daily, time-definite airlift. Demonstrate Agile Combat Support first in the context of the Air Expeditionary Force, and once mastered, for the 21st Century Joint Force. Pursue the creation of effective battlefield distribution. Pursue improvements in our depot process that are essential to a leaner and more effective 21st century Air Force.

Assumptions and Constraints:

  • Because weapon system reliability and maintainability are the keys to reducing sustainment requirements, the Air Force must not only invest in reliability and maintainability modifications to existing systems, but insure reliability is built into all new systems.
  • In order to reduce support costs, processes will be reengineered and selected support functions will be competed in a best value process, public-private competitions for non-core functions, and partnering with private sector contractors to use excess depot capacity.
  • The logistics system will become more integrated, evolving into a seamless system to include processes, organizations, career patterns, and support systems.

End State 1: A logistics command and control (C2) capability that provides real-time visibility, reachback, and control of all logistics resources in order to plan, prepare, deploy, employ, sustain, and reconstitute forces across the full spectrum of military operations.


Representative Actions:

Complete development of the standard suite of logistics decision support tools needed to support the CINC course of action decision process, tailored deployment, beddown, analysis, and deployment decision making. OPR: AF/IL, OCR: AF/SC

Study the need for expanding Air Force Contingency Support Squadron (AFCSS) responsibilities to include the total range of reachback requirements. OPR: AF/IL, OCR: AF/SC

Integrate Joint Total Asset Visibility (JTAV) capabilities with Air Force asset management processes and logistics data systems. OPR: AF/IL, OCR: AF/SC

Decision on Air Force-wide implementation of integration of all existing logistical planning tools into a standard suite of systems OPR: AF/IL

End State 2: Assured, time-definite battlefield delivery and distribution.


Representative Actions:

Study alternatives for integrating Army and Air Force battlefield distribution systems.

Include Air Force theater distribution requirements in theater deployment plans (TPFDDs). OPR: AF/IL

End State 3: A lean and responsive depot structure operated using performance-based business processes and metrics to provide improved financial performance and institutionalized Lean Logistics.


Representative Actions:

Implement partnering arrangements with Defense Logistics Agency (DLA) and commercial industry to maximize retail and wholesale repair piece parts availability at minimum cost with minimum inventory. OPR: AF/IL

Develop seamless, GCSS compliant, wholesale and retail supply systems with an integrated architecture based on shared business policies, processes, and standardized data across the supply chain. OPR: AF/IL, OCR: AF/SC

Develop a plan to expand partnering arrangements with industry to make maximum use of excess organic depot capability while lowering Air Force costs. OPR: AFMC

Investigate and implement innovative contracting tools to minimize acquisition lead time while providing best value support. OPR: SAF/AQ, OCR: AFMC

Convert Air Force logistics business operations to a performance-based resource management system. OPR: AF/IL

Convert depot operations to a full Performance Based Resource Management System compliant with the Government Performance and Results Act (GPRA) and evaluate the potential to make Air Force Working Capital Funds (WCFs) Performance Based Organizations (PBOs).

Obtain legislation to allow retention of revenues from partnering arrangements in the Air Force WCF. OPR: AF/IL, OCR: SAF/AQ/GC/LL

Obtain legislation to allow the Air Force to pursue best value logistics actions.

Decision to convert Air Force depot operations to a Performance Based Resource Management System and to convert depots to Performance Based Organizations (PBOs) in accordance with the National Performance Review. OPR: AFMC

End State 4: Weapon systems with high reliability, low life cycle costs, and a small mobility footprint.


Representative Actions:

Issue policy guidance requiring Cost as An Independent Variable (CAIV) methodologies be the principal means for addressing R&M issues in the program systems engineering process. OPR: SAF/AQ, OCR: AF/IL

Develop metrics and determine reliability, maintainability, and cost of ownership goals for all weapon systems. OPR: AF/IL, OCR: SAF/AQ

Establish cost of ownership goals for all acquisition category 1 and 2 systems under development. OPR: AF/IL, OCR: SAF/AQ

Develop metrics to measure the effect of reliability and maintainability on the mobility footprint. OPR: AF/IL, OCR: SAF/AQ

Develop improved R&M and cost/benefit assessment tools. OPR: SAF/AQ,

Ensure that sustainability requirements are included and actively advocated by the MAJCOMs throughout the life cycle of the weapon system. OPRs: MAJCOMs, OCRs: AF/IL, SAF/AQ
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Goal: The Air Force reaffirms its commitment to preserve a "sense of community" at its bases maintaining high Quality of Life standards while searching for new and more efficient ways of providing them.

  • Centralized Air Force process for decision making.
  • Pursuit of multi-functional/multi-service opportunities.
  • Exploration of new ways to share infrastructure and base operating support (BOS).
  • Reduce unnecessary infrastructure costs.
  • Improvement of Air Force Team Quality of Life with new more efficient means.

End State 1: An efficient and effective base operating environment that maintains a strong Sense of Community and Quality of Life.


Representative Actions:

Define essential characteristics for Sense of Community and Quality of Life.

Catalog the essential Air Force standards that best represent an effective base operating environment which includes Sense of Community and Quality of Life.

Define measures of effectiveness for Sense of Community and Quality of Life.

Conduct a survey of major bases to evaluate their effectiveness.

Provide results of survey to corporate leadership with recommendations for actions.

End State 2: A corporate process and a strategic direction for basing that reduces unnecessary costs and improves operational efficiency.


Representative Actions:

Form an IPT of SAF, Air Staff, and MAJCOM representatives to assist in developing a strategic direction for basing.

Develop strategy and priorities.
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Goal: The Air Force is committed to a vigorous program of experimenting, testing, exercising and evaluating new operational concepts and systems for air and space power. Innovation is the key to ensuring today's Air Force core competencies will meet the challenge of tomorrow. Innovation will enable the Air Force to evolve from an air force to an air and space force on its path toward a space and air force.

Assumptions and Constraints:

  • Concepts include material capabilities, such as weapon systems, and non-material processes, such as new concepts of operation, doctrine, strategy, weapon systems acquisition/ sustainment techniques, and other similar capabilities and processes that are characteristic of the Air Force.
  • "Outside-the-box" concepts include those which originate external to existing/traditional process (i.e., CINC/JCS-sponsored exercises, modernization planning process, technology master process, etc.).

End State 1: Small, focused Battlelabs, relying on field ingenuity, to identify operational and logistical concepts for advancing Air Force core competencies.


Representative Actions:

Establish six Battlelabs: (a) Battle Management; (b) Unmanned Aerial Vehicles; (c) Information Warfare; (d) Air Expeditionary Force; (e) Space; and (f) Force Protection. Battlelabs will draw upon Active, Reserve, and Guard capabilities and expertise to measure the potential worth of these concepts using courses of action ranging from modeling and simulation to actual employment of exploratory capabilities in operational environments. Successful Battlelab initiatives should drive revisions to Air Force organization, doctrine, training, requirements, or acquisitions. OPR: AF/XO

End State 2: An innovative process that vigorously evaluates new operational concepts and systems with following attributes: (a) flexible and responsive to rapidly changing environment; and (b) able to effectively integrate alternate, "outside-the-box" future concepts into the planning and programming process.


Representative Actions:

Air Staff Future Concepts Division defines teams, studies, processes, and mechanisms, including future-oriented wargames, to better integrate innovative, emerging technologies and concepts of operations into the Modernization Planning Process. OPR: AF/XP
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Air Force Long-Range Planning Acronyms

A/C - Aircraft
ABCCC - Airborne Battlefield Command and Control Center
ABL - Airborne Laser
ABM - Anti-Ballistic Missile
ACC - Air Combat Command (future Aerospace Combat Command)
ACM - Advanced Cruise Missile
ACS - Attitude Control System
ACTD - Advanced Concept Technology Demonstration
AEDC - Arnold Engineering Development Center
AEF - Air Expeditionary Force
AEOS - Advanced Electro-Optical System
AFCSS - Air Force Contingency Support Squadron
AFDC - Air Force Doctrine Center
AFMC - Air Force Materiel Command
AFOTEC - Air Force Operational Test and Evaluation Center
AFSPC - Air Force Space Command
AFSST - Air Force Space Support Team
ALCM - Air Launched Cruise Missile
ALI - Alpha-LAMP Integration
AMRAAM - Advanced Medium Range Air to Air Missile
AMX - Air Mobility Express
ANG - Air National Guard
AOC - Air Operations Center
AOI - Area Of Interest
AOR - Area Of Responsibility
APG - Annual Planning Guidance
ARC - Air Reserve Component
AREP - Aircraft Repair Enhancement Program
ASAT - Anti-Satellite
ASC - Aeronautical Systems Center
ASETF - Air and Space Expeditionary Task Force
ATD - Advanced Technology Demonstration
ATO - Air Tasking Order
ATP - Acquisition, Tracking and Pointing
ATR - Automatic Target Recognition
AWACS - Airborne Warning And Control System
AWS - Air Weather Service
BDA - Battle Damage Assessment
BIP - Base Information Protect
BMD - Ballistic Missile Defense
BMDO - Ballistic Missile Defense Organization
BoD - Board of Directors (Air Force Long-Range Planning)
BPI - Boost-Phase Intercept
C2 - Command and Control
C3 - Command, Control, and Communications
C4I - Command, Control, Communications, Computers, Intelligence
CFE - Conventional Forces, Europe
CICBMs - Conventionally-armed ICBMs
CINC - Commander In Chief
CIP - CORONA Issue Paper
COIL - Chemical Oxygen Iodine Laser
COMAFFOR - Commander Air Force Forces
CONOPS - Concept of Operations
CONUS - Continental United States
COP - Common Operational Procedure
CORM - Commission on Roles and Missions
CREP - Contract Repair Enhancement Program
CSAF - Chief of Staff, United States Air Force
DARPA - Defense Advanced Research Projects Agency
DCA - Dual-Capable Aircraft
DE - Directed Energy
DIA - Defense Intelligence Agency
DNCC - Deployed Network Control Center
DII - Defense Information Infrastructure
DLA - Defense Logistics Agency
DMSO - Defense Modeling and Simulation Office
DoD - Department of Defense
DPCA - Displaced Phase Center Antenna
DPG - Defense Planning Guidance
DREP - Depot Repair Enhancement Program
DSB - Defense Science Board
DSP - Defense Support Program
DSUP - Defensive System Upgrade Program
EC - Electronic Combat
ECO - Earth-Crossing Objects
EELV - Evolved Expendable Launch Vehicle
EMD - Engineering and Manufacturing Development
EMP - Electromagnetic Pulse
EPA - Extended Planning Annex
ETR - Eastern Test Range
FA - Forward Area
FAA - Federal Aviation Administration
FDS - Flight Demonstration System
FOC - Full Operational Capability
FOE - Future Operating Environments
FTV - Flight Test Vehicles
FY - Fiscal Year
GBL - Ground-Based Laser
GCCS - Global Command and Control System
GCSS - Global Combat Support System
GEO - Geosynchronous Earth Orbit
GEODSS - Ground-Based Electro-Optical Deep-Space Surveillance
GMT - Ground Moving Target
GN&C - Guidance, Navigation, and Control
GND - Ground
GPRA - Government Performance and Results Act
GPS - Global Positioning System
HABE - High Altitude Balloon Experiment
HAE - High Altitude Endurance
HF - Hydrogen-Fluoride
HITL - Hardware-In-The-Loop
HLA - High Level Architecture
HPMaRV - High Performance Maneuvering Reentry Vehicles
I&W - Indications and Warnings
ICAO - International Civil Aviation Organization
ICBM - Intercontinental Ballistic Missile
ID - Identification
IL - Integration Laboratories
IN - Intelligence
INF - Intermediate-range Nuclear Forces (Treaty)
IO - Information Operations
IOC - Initial Operational Capability
IR - Infrared
IW - Information Warfare
IWS - Information Warfare Squadron
ISR - Intelligence, Surveillance and Reconnaissance
JADS - Joint Advanced Distributed Simulation
JASSM - Joint Air-to Surface Standoff Missile
JCS - Joint Chiefs of Staff
JFACC - Joint Force Air Component Commander
JFC - Joint Force Commander
JMASS - Joint Modeling and Simulation System
JPO - Joint Program Office
JROC - Joint Requirements Oversight Council
JSF - Joint Strike Fighter
JSIMS - Joint Simulation System
JSTARS - Joint Surveillance Target Attack Radar System
JTAV - Joint Total Asset Visibility
JWARS - Joint Warfare Simulation
KE - Kinetic Energy
KE ASAT - Kinetic Energy Anti-SATellite
KKV - Kinetic Kill Vehicle
LAMP - Large Advanced Mirror Program
LASER - Light Amplification by Stimulated Emission of Radiation
LEO - Low Earth Orbit
LEP - Life Extension Program
LIDAR - Light Detection and Ranging or LIght raDAR
LO - Low Observable
LWIR - Long Wave Infrared
M&S - Modeling and Simulation
MAE - Medium Altitude Endurance
MANPAD - Manpowered Portable Air Defense System
MAP - Mission Area Plan
MaRV - Maneuvering Re-entry Vehicle
MCE - Mission Control Elements
MCS - Mission Control Station
MEO - Medium Earth Orbit
MF - Measurement Facilities
MILSATCOM - MILitary SATellite COMmunications
MM III - Minuteman III Missile
MOOTW - Military Operations Other Than War
MPP - Modernization Planning Process
MPT - Manpower, Personnel and Training
MRC - Major Regional Conflict
MSP - Military Spaceplane
MSP - Mission Support Plan
MSX - Midcourse Surveillance Experiment
NAF - Numbered Air Force
NASA - National Aeronautics and Space Administration
NATO - North Atlantic Treaty Organization
NBC - Nuclear, Biological, and Chemical
NCA - National Command Authority
NGB - National Guard Bureau
NLT - Not Later Than
NMD - National Missile Defense
NPR - Nuclear Posture Review
NMS - National Military Strategy
NSS - National Security Strategy
NWSSG - Nuclear Weapons System Safety Group
NWV - New World Vistas
OCONUS - Outside of Continental US
OCR - Office of Collateral Responsibility
O&M - Operations and Maintenance
OOTW - Operations other than war
OPR - Office of Primary Responsibility
ORD - Operational Requirements Document
OSD - Office of the Secretary of Defense
PBO - Performance Based Organization
PGM - Precision-Guided Munitions
POM - Program Objective Memorandum
PPBS - Planning, Programming, and Budgeting System
QDR - Quadrennial Defense Review
R&D - Research and Development
R&M - Reliability and Maintainability
RDT&E - Research, Development, Test and Evaluation
RF - Radio Frequency
RLV - Reusable Launch Vehicle
RMA - Revolution in Military Affairs
ROE - Rules of Engagement
SAB - Scientific Advisory Board
SAF - Secretary of the Air Force
SAR - Synthetic Aperture Radar
SATCOM - Satellite Communications
SBEOF - Space-Based Electro-Optical Fence
SBI - Space-Based Interceptor
SBIRS - Space-Based Infrared System
SBL - Space-Based Laser
SBR - Space-Based Radar
SCC - Space Control Center
SEAD - Suppression of Enemy Air Defenses
SECAF - Secretary of the Air Force
SECDEF - Secretary of Defense
SimAF - Simulation and Analysis Facility
SIOP - Single Integrated Operation Plan
SLBM - Sea-Launched Ballistic Missile
SMTS - Space and Missile Tracking System
SNBCDS - Space-Based Nuclear, Biological, and Chemical Detection System
SOF - Special Operations Forces
SPADOC - Space Defense Operations Center
SPO - System Program Office
SSN - Space Surveillance Network
STARS - Booster used by Army-converted Polaris SLBM
START - STrategic Arms Reduction Treaty
SWIR - Short Wave Infrared
T&E - Test and Evaluation
TACS - Theater Air Control System
TAP - Technology Area Plan
TAV - Trans-Atmospheric Vehicle
TBD - To Be Determined
TBM - Theater (or Tactical) Ballistic Missile
TBM - Theater Battle Management
TMD - Theater Missile Defense
TPFDD - Time-Phased Force and Deployment Data
TPIPT - Technical Planning Integration Product Team
TRMP - Test Resource Master Plan
UAV - Unmanned Aerial Vehicle
UCP - Unified Command Plan
UHF - Ultra High Frequency
USSPACECOM - United States Space Command
VTTR - Virtual Test and Training Range
WCF - Working Capital Fund
WMD - Weapons of Mass Destruction
WSA - Weapon Storage Area
WTR - Western Test Range
WWX - Worldwide Express

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