Annex I

AF Long Range Plan (U)



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 Chief of Staff's 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.

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.

Future Force Characteristics

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

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

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

Desired Future Force Characteristics

These future force characteristics reflect the future strategic environment. New capabilities afforded by 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.

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:

Overall, these six core competencies provide the ability to conduct sustained operations from dispersed locations, engage in 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 potential deficiencies in sustaining our core competencies by proposing end states and the representative actions needed to achieve them.

Section 3

Directive Statements

Introduction I-8

Integrating Air and Space I-9

Future Space Operations I-11

Ballistic and Cruise Missile Defense I-12

Battle Management/Command and Control (BM/C2) I-13

Unmanned Aerial Vehicles (UAVs) I-15

Presence/Power Projection I-18

Nuclear Weapons Operations, Planning, and Support I-20

Information Operations (IO) I-22

Force Mix I-23

Career Patterns I-24

Core Values I-28

Acquisition Management I-29

Test and Evaluation (T&E) Infrastructure I-33

Sustainment I-35

Basing I-38

Innovation I-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.

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:

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

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:

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

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:

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

  • 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:

    End State:

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

    OPR: AF/XO

    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


    Unmanned Aerial Vehicles (UAVs)

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

    Assumptions and Constraints:

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

    OPR: ACC

    Representative Actions:

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

    Initiate new efforts and expand previous efforts to develop ISR applications beyond the current sensor payloads for HAE UAV airframes. OPR: AFMC
    2. Integrate U-2 sensor capabilities into ISR HAE UAVs.
    4. Integrate elements of Joint STARS, RC-135, and AWACS sensor capability into UAV sensor development and integration programs.
    6. Conduct rapid prototyping within the context of 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.
    2. 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.

    OPR: ACC

    Representative Actions:

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

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

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

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

    Demonstrate initial flight capability for the communications relay UAV.

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

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

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

    OPR: ACC

    Representative Actions:

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

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

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

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

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


    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.

    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.

    OPR: AF/XO

    Assumptions and Constraints:

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

    OPR: AF/XO

    Representative Actions:

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

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

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

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

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

    OPR: AF/XO

    Representative Actions:

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

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

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

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

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

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

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

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

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

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

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

    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:

    Assumptions and Constraints:

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

    OPR: AF/XO

    Representative Actions:

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

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

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

    OPR: AF/XO

    Representative Actions:
    2. Minuteman:
    2. Cruise Missiles:
    2. Nuclear C2:

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

    OPR: AF/XO

    Representative Actions:

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

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

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

    OPR: AF/XO

    Representative Actions:

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

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

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

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

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

    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:

    Assumptions and Constraints:

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

    OPR: AF/XP

    Representative Actions:

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


    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:

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

    OPR: AF/DP

    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.

    OPR: AF/DP
  • 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.

    OPR: AF/DP
  • 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.

    OPR: AF/DP

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

    OPR: AF/DP

    Representative Actions:

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

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

    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


    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:

    Assumptions and Constraints:

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

  • 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

    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:

    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

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

  • Representative Actions:

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

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

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

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

    Deploy CAIV tools. OPR: SAF/AQ

    Champion strategic business plan, implement best practices, work to obtain appropriate enabling legislation and regulatory changes. OPR: SAF/AQ


    Test & Evaluation (T&E) Infrastructure


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

    Assumptions and Constraints:

    End State 1: Eliminate unnecessary overlap and redundancy with other DoD, federal, and/or commercial test facilities. Establish a tri-service process to identify, acquire, and locate next generation T&E capabilities so that unnecessary overlap and redundancy is avoided.

    OPR: AF/TE

    Representative Actions:

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

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

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

    OPR: AF/TE

    Representative Actions:

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

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

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

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

    Demonstrate that computer M&S capability can be used for system performance evaluation with high confidence and low risk. OPR: AFMC




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

    Assumptions and Constraints:

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

    OPR: AF/IL

    Representative Actions:

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

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

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

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

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

    OPR: AF/IL

    Representative Actions:

    Study alternatives for integrating Army and Air Force battlefield distribution systems.
    OPR: AF/IL

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

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

    OPR: AF/IL

    Representative Actions:

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

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

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

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

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

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

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

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

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

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


    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,
    OCR: AF/IL

    Ensure that sustainability requirements are included and actively advocated by the MAJCOMs throughout the life cycle of the weapon system. OPRs: MAJCOMs, OCRs: AF/IL, SAF/AQ




    Goal: The Air Force reaffirms its commitment to preserve a "sense of community" at its bases maintaining high Quality of Life standards while searching for new and more efficient ways of providing them.

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

    OPR: SAF/MI and AF/IL

    Representative Actions:

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

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

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

    Conduct a survey of major bases to evaluate their effectiveness.

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

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

    OPR: AF/IL

    Representative Actions:

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

    Develop strategy and priorities.




    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:

    End State 1: Small, focused battlelabs, relying on field ingenuity, to identify operational and logistical concepts for advancing Air Force core competencies.
  • OPR: AF/XO

  • Representative Actions:

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

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

  • Representative Actions:

    Air Staff Future Concepts Division defines teams, studies, processes, and mechanisms, including future-oriented wargames, to better integrate innovative, emerging technologies and concepts of operations into the modernization planning process. OPR: AF/XP







    Integrating Air and Space

    Lt Col Steve Canzano, XPXC, DSN 328-0904, COM 703-428-0904

    Future Space Operations

    Lt Col Steve Canzano, XPXC, DSN 328-0904, COM 703-428-0904



    Maj Kevin Keefer, XPXC, DSN 328-0905, COM 703-428-0905


    Ballistic and Cruise Missile Defense

    Maj Kevin Keefer, XPXC, DSN 328-0905, COM 703-428-0905



    Maj Lou Olinto, XPXC, DSN 328-0906, COM 703-428-0906


    Nuclear Weapons Operations, Planning, and Support

    Lt Col Brad Moffett, XPXC, DSN 328-0899, COM 703-428-0899


    Presence/Power Projection

    Maj Phil Menthe, XPXP, DSN 227-4820, COM 703-697-4820



    Maj Skip Howard, XPXC, DSN 328-0902, COM 703-428-0902


    Information Operations

    Maj Tom Stutz, XPXP, DSN 227-3961, COM 703-697-3961


    Force Mix

    Col Steve Daniels, XPXP, DSN 227-5446, COM 703-697-5446


    Core Values

    Maj Lee DeRemer, XPXS, DSN 227-3717, COM 703-697-3717


    Career Patterns

    Lt Col Kelly Carter, XPXP, DSN 227-5434, COM 703-697-5434


    Acquisition Management

    Maj Kevin Keefer, XPXC, DSN 328-0905, COM 703-428-0905



    Maj Phil Menthe, XPXP, DSN 227-4820, COM 703-697-4820



    Lt Col Paul McVinney, XPXP, DSN 227-5436, COM 703-697-5436



    Lt Col Gary Vawter, XPXC, DSN 328-0910, COM 428-0910









    Aerospace Supremacy Mission Area Team

    Col Gentrup, ACC/DRA, DSN 574-8653, COM 757-764-8653

    Lt Col Stough, ACC/DRA, DSN 574-8653

    TPIPT Lead: Maj Marlin, ASC/XRC, DSN 786-7889, COM 513-476-7889


    Counter-Information Mission Area Team

    Col Gentrup, ACC/DRA, DSN 574-6220, COM 757-764-6220

    Capt Lundie, ACC/DRA, DSN 574-6220, COM 757-764-6220

    TPIPT Lead: Lt Col George Cho, ESC/IC, DSN 478-1186 ext 7153,
  • COM 617-271-7153 ext 7153

  • Air and Space Power C2 Mission Area Team

    Col Ranne, ACC/DRC, DSN 574-8821, COM 757-764-8821

    Maj Harris, ACC/DRC, DSN 574-8821
  • TPIPT Lead: Maj Conway, ESC/XRT, DSN 478-1186 ext 4938, COM 617-271-4938 ext 4938

  • Rescue Mission Area Team

    Col Spracher, ACC/DRH, DSN 574-1077, COM 757-764-1077

    Maj Blackburn, ACC/DRH, DSN 574-1077

    TPIPT Lead: Mr Wohlers, ASC/XRS, DSN 785-6625 ext 3073,
  • COM 937-255-6625 ext 3073

  • Global Attack Mission Area Team

    Col Turner, ACC/DRP, DSN 574-7904, COM 757-764-7904

    Maj Davis, ACC/DRP, DSN 574-7904

    TPIPT Lead: Maj Jespersen, ASC/XRS, DSN 785-5035 ext 3027,
  • COM 937-255-5035 ext 3027

  • Surveillance and Reconnaissance Mission Area Team

    Col DeBusk, ACC/DRR, DSN 574-7441, COM 757-764-7441

    Mr Ogorzaly, ACC/DRR, DSN 574-7441

    TPIPT Lead: Lt Col Honey, ESC/XRT, DSN 478-1186 ext 4720, COM 617-271-4720



    Force Application Mission Area Team

    Col Lamberth Blalock, AFSPC/DRM, DSN 692-3314,
  • COM 719-554-3314

  • Maj Mike Peel, AFSPC/XPXM, DSN 692-5842, COM 719-554-5842

    TPIPT Lead: Maj Mike Graham, SMC/XRT, DSN 833-6227, COM 310-363-6227

    Force Enhancement Mission Area Team

    Col Dennis Rensel, AFSPC/SCM, DSN 692-5882, COM 719-554-5882

    Maj Mike Volek, AFSPC/XPXM, DSN 692-9137, COM 719-554-9137

    TPIPT Lead: Maj Howard Blakeslee, SMC/XRT, DSN 833-5595, COM 310-363-5595


    Space Control Mission Area Team

    Col Steven Willoughby, AFSPC/DOY, DSN 692-5277, COM 719-554-5277

    Lt Col Lindley Johnson, AFSPC/XPXM, DSN 692-3836, , COM 719-554-3836

    TPIPT Lead: Lt Col Ed Hernandez, SMC/XRT, DSN 833-0443, COM 310-363-0443

    Space Support Mission Area Team

    Col Dennis Sparrow, AFSPC/DRS, DSN 692-2686, COM 719-554-2686

    Maj Marty France, AFSPC/XPXM, DSN 692-5233, COM 719-554-5233

    TPIPT Lead: Maj Tim Williams, SMC/XRT, DSN 833-1027, COM 310 -363-1027



    Air Mobility Mission Area Team

    Col Ryan Dow, AMC/XPR, DSN 576-2919, COM 618-256-2919

    Maj Ernie Wallace, AMC/XPRN, DSN 576-3519, COM 618-256-2919
  • TPIPT Lead: Mr Lou Salerno, ASC/XRM, DSN 785-3164 ext 3024, COM 937-255-3164 ext 3024


    Precision Employment/Strike Mission Area Team

    Lt Col Dan Baradon, AFSOC/XPPD, DSN 579-2402, COM 904-884-2410

    TPIPT Lead: Maj Mark Hornbostel, ASC/XR, DSN 785-9640,
  • COM 937-255-9540 ext 3022

  • SOF Mobility Mission Area Team

    Maj Jay Strack, AFSOC/XPPD, DSN 579-2410, COM 904-884-2410

    TPIPT Lead: Maj Mark Hornbostel, ASC/XR, DSN 785-9640,
  • COM 937-255-9540 ext 3022

  • Forward Presence/Engagement Mission Area Team

    Maj David McCombs, AFSOC/XPPD, DSN 579-2405, COM 904-884-2405

    TPIPT Lead: Maj Mark Hornbostel, ASC/XR, DSN 785-9640,
  • COM 937-255-9540 ext 3022

  • Information Operations Mission Area Team

    Lt Col Tom Saunders, AFSOC/DOSS, DSN 579-3640, COM 904-884-3640

    TPIPT Lead: Maj Mark Hornbostel, ASC/XR, DSN 785-9640,
  • COM 937-255-9540 ext 3022

  • AETC

    Training Mission Area Team

    Maj Mitch Namendorf, AETC/XPXS, DSN 487-3092, COM 210-652-3092

    TPIPT Lead (Aircrew Training): Lt Col Tim Choate, ASC/XRT, DSN 785-3124
  • ext 3053, COM 937-255-3124 ext 3053

  • TPIPT Lead (Space Training): Capt John Hopkins, SMC/XRTS, DSN 833-1168,
  • COM 310-363-1168

  • Education Mission Area Team

    Maj Bill McKenna, AETC/XPXS, DSN 487-3092, COM 210-652-3092

    TPIPT Lead: Lt Col Bill Wimpee, HSC/XR, DSN 240-4553, COM 210-536-4553


    Accessions Mission Area Team

    Maj Bill McKenna, AETC/XPXS, DSN 487-3092, COM 210-652-3092

    TPIPT Lead: Lt Col Bill Wimpee, HSC/XR, DSN 240-4553, COM 210-536-4553








    Maj Steve Hallin, AF/XOWX, DSN 426-4730, COM 703-696-4730

    Capt Rick Davila, Air Weather Service, DSN 576-4721 ext 494

    TPIPT Lead: Capt Dave Speltz, ESC/XRCW, DSN 478-1186 ext 8621




    Maj Delphine Rafferty, DSN 227-2434, COM 703-697-2434




    Lt Col Jim Swigart, DSN 225-6785, COM 703-695-6785

    Lt Col Monroe Ratchford, DSN 225-9824




    Capt Dave Winters, DSN 858-4774, COM 301-981-4774




    Lt Col Dallas Ferneau, DSN 225-8623, COM 703-695-8623




    Lt Col JP Sosa, DSN 225-1531, COM 703-695-1531

    Lt Col Bill Burks, DSN 225-1531




    Lt Col Ted Rogers, DSN 240-8031




    Ms BJ Barger, DSN 225-5989, COM 703-695-5989




    Capt Tracy Nash, DSN 225-8074, COM 703-695-8074




    Lt Col Juan Ramirez, DSN 225-4782, COM 703-695-4782




    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