Organizational Adaptations

In 2002, we initiated numerous adaptations to more efficiently and effectively exploit Air Force advantages for the joint warfighter. Comprehensive integration of the Air Force's extensive C4ISR systems is paramount for our future capabilities. This requires an enterprise approach of total information cycle activities including people, processes, and technology. To achieve this, we created a new Deputy Chief of Staff for Warfighting Integration, which brings together the operational experience and the technical expertise of diverse elements (C4ISR, systems integration, modeling and simulation, and enterprise architecture specialties). This new directorate will close the seams in the kill chain by guiding the integration and interoperability of manned, unmanned, and space C4ISR systems.

Partnering with Warfighting Integration efforts, the Air Force Chief Information Officer shares responsibility to spearhead the transformation to an information-driven, networkcentric Air Force. These two organizations orchestrate the integration of Air Force systems, processes, platforms within our information enterprise. The goal is to provide the roadmap for innovation and to function as a blueprint that can be used to leverage our information technology resources. This comprehensive information architecture will serve as a key construct in defining mission information requirements and promoting interoperability.

Blended Wing

We do nothing in today's Air Force without Guard, Reserve and civilian personnel working alongside Active Duty airmen. A fundamental initiative of Air Force transformation is to employ innovative organizational constructs and personnel policies to effectively integrate these components into a single, more homogenous force. In this way, we can create efficiencies, cut costs, ensure stability, retain invaluable human capital and, above all, increase our combat capabilities.

A key effort is to "blend" units from two or more components into a single wing with a single commander. This level of integration is unprecedented in any of the services, where Active Duty, Guard, and Reserve personnel share the same facilities and equipment, and together, execute the same mission. In essence, blending provides two resource pools within a single wing – one, a highly experienced, semipermanent Reserve component workforce, offering stability and continuity; the other, a force of primarily Active Duty personnel able to rotate to other locations as needs dictate.

In October 2002, the blended wing concept became a reality with the activation of the 116th Air Control Wing. Meanwhile, parallel efforts, such as placing Reserve pilots and maintenance personnel directly into Active Duty flying organizations under the Fighter

Associate Program, add to this leveraging of highly experienced Reservists to promote a more stable, experienced workforce. As organizational constructs, blending and associate programs have laid an important foundation for a capabilities-based, expeditionary air and space force that is inherently flexible enough to meet rotational AEF requirements.

Combat Wing

The comprehensive evaluations in our ongoing transformation have also included examining our wing structure. Given all of the lessons gleaned from expeditionary operations over the past decades, we thought it possible to derive advantages in revised wing organization for both force development and combat capability. The result was the creation of the Combat Wing Organization. The central aspect of the Combat Wing Organization is the new Mission Support Group. This will merge former support and logistics readiness groups, and contracting and aerial port squadrons, as applicable. Within this group, we will hone expeditionary skills from crisis action planning, personnel readiness, and working with the joint system for load planning and deployment, to communications, contingency bed-down, and force protection. Currently, all of these aspects exist in skill sets that none of our officers have in total. But the new expeditionary support discipline will address this, and provide our officers with broad expertise in all aspects of commanding expeditionary operations. With this reorganization, each wing will now have one individual responsible for the full range of deployment and employment tasks - the Mission Support Group Commander.

THE BOTTOM LINE

The events of the last year have emphasized the uncertain dynamics of a new international security era marked by the rise of non-state actors and rogue powers, many following a path of ruthless aggression and massive destruction. The undeterred spread of weapons of mass destruction has upped the ante in a high stakes game. Yet, just as America adapted to new global dynamics in the past, we will again confront emerging challenges with confidence and faith in our ability to meet the demands of assuring freedom and safeguarding global peace and stability.

The men and women of the U.S. Air Force continue to spearhead our nation's defense against aggression. The ability to reach out and deliver precisely targeted effects across the spectrum of national security requirements is the cornerstone of Air Force strategic planning and programming. Closely integrated with ground, naval, and marine forces as well as other national agency systems, the Air Force will bring to bear a suite of flexible air and space capabilities to ensure the success of tomorrow's joint force commander.

2 Tables A-1 and A-2 show the total DoD budget, which consists of both discretionary spending and direct spending. These terms were defined by the Balanced Budget and Emergency Deficit Control Act of 1985 (commonly known as the Gramm-Rudman-Hollings Act), which was extended and amended extensively by the Budget Enforcement Act of 1990 and the Omnibus Budget Reconciliation Act of 1993. Discretionary spending is controlled through annual appropriations acts. Direct spending (sometimes called mandatory spending) occurs as a result of permanent laws. For DoD, mandatory spending consists mostly of offsetting receipts.

'Extensive budget data is available on the DoD web site-www.dtic.mil/comptroller. Click on Defense Budget, then National Defense Budget Estimates (Green Book).

4

* Large decline in military construction in FY 2000 reflects a one-time action to allow advance funding in this

account.

3 RDT&E-Research, Development, Test and Evaluation

6

New Appropriation Title that includes: Defense Health Program, Inspector General, and Drug Interdiction-previously in the O&M Title; and Chemical Agents & Munitions Destruction, Army, which was previously in Procurement.

7

Numbers may not add to total due to rounding. Entries for the three military departments include Retired Pay accrual.

* Extensive budget data is available on the DoD web site--www.dtic.mil/comptroller. Click on Defense Budget, then National Defense Budget Estimates (Green Book).

Each year's multi-volume Budget of the United States Government is the most widely available source for data for National Defense (Function 050 - includes Dept of Energy defense activities) and for the Department of Defense (DoD) (Function 051). The President submits his proposed budget to Congress on the first Monday in the February preceding the October 1" start of a new fiscal year. Each year's Budget is available in most public libraries and many Congressional offices. It also is on line at www.gpo.gov/usbudget, where one can select:

· Budget of the US Government, the main document, includes chapter on national security.

Historical Tables: Include tables showing total budget authority and total outlays (total equals discretionary plus mandatory).

Budget System and Concepts for explanations of the federal budget process and terms like budget authority, discretionary spending, and mandatory spending.

APPENDIX B:

GOLDWATER-NICHOLS ACT

IMPLEMENTATION REPORT

This appendix contains the Department's Joint Officer Management Annual Report for FY 2002. Except for compliance with Section 619a, Title 10, United States Code, Tables B-2, B-5, reasons in Tables B-9 and B-11, and promotion objectives, the Joint Duty Assignment Management Information System (JDAMIS) was used to produce this report.

COMPLIANCE WITH SECTION 667, TITLE 10, U.S. CODE

Tables B1-B13 comprise the reportable requirements of section 667, title 10, U.S.C. for monitoring Department Joint Officer management and education programs.

Note: Designation under section 521(a) of the 2002 National Defense Authorization Act.