AIR POWER 2009 by Belmont International

YEAR OF THE AIR FORCE FAMILY GEOINT AND OUR STRATEGIC ENVIRONMENT EMERGING CONCEPTS AND TECHNOLOGIES FROM THE GLOBAL CYBERSPACE INTEGRATION OFFICE AAFES CELEBRATES 61 YEARS OF SERVICE TO THE AIR FORCE

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Publisher’s Letter Welcome to this edition of our 21st Century Defense series salute to the United States Air Force. In 2010 the Air Force will celebrate it’s official 63rd birthday. That was the year that Chuck Yeager took the U.S. Air Force into the super sonic age flying faster than the speed of sound from then on our Air Force has maintained that pursuit of excellence in technology, quickly gaining the edge over the Soviet Union and always seeking to keep it’s pre-eminence in a dangerous world. The U.S. Air Force maintains its cutting edge with the help of the many corporations that make up the defense family and the thousands of civilians that make up that work force. This combination of freedom, patriotism and enterprise gives the men and women of the Air Force a great advantage over most other nations. The mission as ever is to protect America, her allies and interests and to bring an awesome fire power against her enemies. To fly, fight and win in air, space as well as cyberspace – that is today’s mission statement. Cyberspace is being called the next battlefield and the Air Force is front and center in that battle helping to defend against millions of cyber attacks daily. The eye in the sky and increasingly, the unmanned warrior in the sky, in the form of the Predators and Global Hawk drones patrolling 24/7 truly mean that there is almost no hiding place for America’s enemies. Our Airmen are serving across the globe in many roles and active in both the Afghanistan and Iraq conflicts. All of course in the tradition and historical values of the Air Force – integrity first, service before self and excellence in all that we do, and her Airmen live by their creed – I am an American Airman, I am a Warrior and I have answered my nations call. That says it all. United States Air Force, we salute you.

Peter Ward Publisher

AIR POWER 2009

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From the Editor Dear Readers, Welcome to AIR POWER 2009, a celebration of the United States Air Force and its role as both an international peace keeping force and defender of American soil. Within the pages of this magazine we look at the continual evolution of our Air Force as it strives to meet head-on existing and emerging global issues. Geospatial Intelligence (GEOINT) analysts are working in operations centers around the world identifying potential treats to our security, predicting movements of hostile forces and keeping combat forces and policy makers informed. Vice Admiral Robert B. Murrett, director of the National Geospatial-Intelligence Agency brings us up to date with the groundbreaking work they are involved with and the important role GEOINT plays with our military and intelligence operations. As President Obama recently said, “Good intelligence is not a luxury, it is a necessity.” Early in 2009 Air Force officials declared the period from July 2009 to July 2010 as the ‘Year of the Air Force Family” and our specialist writer Arthur Sharp takes a look at the recent accomplishments, actions and innovations that demonstrate that the United States Air Force truly works as a family. It is hard to choose the content for a limited page publication when the U.S. Air Force has given us so much material with the extraordinary work and dedication that they provide as they protect our great nation. I do hope however, that our readers njoy what we have put together and join us in thanking our Airmen and supporting service members for their commitment and bravery.

Sue Ward-Fennimore Editor

AIR POWER 2009

Communicate C ommunicate w without ithout ccompromise ompromise For Federal agencies, making decisions and responding quickly as situations arise is paramount to their success. That’s why the Department of Defense relies on BlackBerry® Enterprise Solutions to connect mobile staff to the information, communications and applications they need to get the job done and keep operations running smoothly. BlackBerry® Enterprise Solution is FIPS 140-2 validated and has become the standard for secure, reliable messaging by governments agencies around the world.

BlackBerry B lackBerry ssafeguards afeguards m mission-critical ission-critical data data Keeps K eeps Information Information Protected Protected BlackBerry® SSmart BlackBerry® mart C Card ard R Reader eader ccreates reates a ssecure ecure ttwo-factor wo-factor aauthenticated uthenticated eenvironment nvironment ffor or aaccess ccess ttoo B BlackBerry® lackBerry® smartphones smartphones aand nd ddesktop esktop ccomputers, omputers, w within ithin yyour our aagency’s gency’s P PKI KI iinfrastructure. nfrastructure. Digitally D igitally S Signs igns aand nd E Encrypts ncrypts Built-in eend-to-end Built-in nd-to-end A AES ES oorr TTriple riple D DES* ES* eencryption ncryption aand nd SS/MIME /MIME‡ ssupport upport eensures nsures ddata ata iiss ffully ully pprotected rotected at at all all times. times. Controls C ontrols M Mobile obile E Environment nvironment Enables ccompliance Enables ompliance w with ith current current ggovernment overnment IITT ppolicies olicies aand nd aallows llows aadministrators dministrators ttoo rremotely emotely aaccess ccess the the aagency’s gency’s B lackBerry ssmartphones. martphones. BlackBerry

Find out how to keep your team secure, visit www.blackberry.com/security * Triple DES available for BlackBerry Enterprise Server for Microsoft Exchange and BlackBerry Enterprise Server for IBM Lotus Domino only. ‡ Support for S/MIME available for BlackBerry Enterprise Server for Microsoft Exchange and IBM Lotus Domino only. ©2008 Research In Motion Limited. All rights reserved. BlackBerry®, RIM®, Research In Motion®, SureType® and related trademarks, names and logos are the property of Research In Motion Limited and are registered and/or used in the U.S. and countries around the world. All other trademarks are the property of their respective owners.

Published By: Belmont International, Inc. 1201 South Highland Avenue, Suite 7 Clearwater, FL 33756

Contents

Telephone: 727 533 8607 Facsimile: 727 239 0540 Website: www.BelmontPublishing.com Email: Contact@BelmontPublishing.com

PUBLISHER: Peter Ward EDITOR: Susan Ward-Fennimore ASSOCIATE EDITOR: Kelly Morrison

FINANCE DIRECTOR: Carolin Youhouse ADVERTISING SALES: Chris Beales, Doug Beaudoin, Roger Gibson, Charles Kaye & Mary Ann Shirley

Publisher’s Letter By PETER WARD

From the Editor By SUE WARD-FENNIMORE

President Barack Obama

Michael B. Donley

DESIGN BY: www.MikeMcMonagle.com PHOTOGRAPHS: Department of Defense, U.S. Air Force, U.S. Air Force Academy, Army Air Force Exchange Service and National GeospatialIntelligence Agency

Secretary of the Air Force 16

ISBN Number: 1-891965-21-2 Copyright 2009 Copies available at $7.95 + $6.95 shipping and handling by calling 727 533 8607 or order on-line at www.BelmontPublishing.com. Copyright 2009. Reproduction in whole or part is prohibited. The opinions expressed within this publication do not necessarily represent the views of the Publisher. Belmont International, Inc. assumes no responsibility for the advertisements or any representations made therein. Belmont International, Inc. is unable to accept and hereby expressly disclaim, any liability for the consequences of inaccuracies or omissions in such information, whether occurring during the publishing of such information for publication or otherwise. Disclaimer: This publication is the product of Belmont International, Inc. Neither the Department of Defense or the U.S. Air Force, nor any other government or military bodies have approved, endorsed or authorized this product or promotion, service or activity.

General Norton A. Schwartz Chief of Staff of the Air Force

James A. Roy Chief Master Sergeant of the Air Force

General Kevin P. Chilton Commander, U.S. Strategic Command

General C. Robert Kehler Commander, Air Force Space Command

Air Education and Training Command

Developing America’s Airmen Today… for Tommorrow

AIR POWER 2009

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Contents

continued 28

The Year of the Air Force Family By ARTHUR G. SHARP

Keeping Ahead

With Unmanned Aerial Vehicles 50

Polar Lightning

B-2 Spirit and a Test of Endurance By Senior Airman RYAN WHITNEY 54

Our Strategic Environment By Vice Admiral ROBERT B. MURRETT, U.S. Navy Director, National Geospatial-Intelligence Agency

The Global Cyberspace Integration Center

Emerging Concepts and Technologies 74

New Threat Detection

Countermeasure Program Introduced By DONNA MILES 78

Air Force Going Green and Clean By RYAN HANSEN

Air Mobility Command Goes Green with Aircraft Engine Washes By TRISHA GALLAWAY

Academy Earns Ten Year Accreditation By Technical Sergeant CORTCHIE WELCH

AAFES Celebrates 61 Years of Service to the Air Force By Chief Master Sergeant JEFFRY HELM

AIR POWER 2009

President Barack Obama

is story is the American story – values from the heartland, a middle-class upbringing in a strong family, hard work and education as the means of getting ahead, and the conviction that a life so blessed should be lived in service to others.

With a father from Kenya and a mother from Kansas, President Obama was born in Hawaii on August 4, 1961. He was raised with help from his grandfather, who served in Patton’s Army, and his grandmother, who worked her way up from the secretarial pool to middle management at a bank. After working his way through college with the help of scholarships and student loans, President Obama moved to Chicago, where he worked with a group of churches to help rebuild communities devastated by the closure of local steel plants. He went on to attend law school, where he became the first

African – American president of the Harvard Law Review. Upon graduation, he returned to Chicago to help lead a voter registration drive, teach constitutional law at the University of Chicago, and remain active in his community. President Obama’s years of public service are based around his unwavering belief in the ability to unite people around a politics of purpose. In the Illinois State Senate, he passed the first major ethics reform in 25 years, cut taxes for working families, and expanded health care for children and their parents. As a United States Senator, he reached across the aisle to pass groundbreaking lobbying reform, lock up the world’s most dangerous weapons, and bring transparency to government by putting federal spending online. He was elected the 44th President of the United States on November 4, 2008, and sworn in on January 20, 2009. He and his wife, Michelle, are the proud parents of two daughters, Malia, 10, and Sasha, 7. e

AIR POWER 2009

Michael B. Donley Secretary, USAF

r. Michael B. Donley is the Secretary of the Air Force, Washington, D.C. He is the 22nd Secretary and was confirmed October 2, 2008. He is responsible for the affairs of the Department of the Air Force, including the organizing, training, equipping and providing for the welfare of its more than 300,000 men and women on active duty, 180,000 members of the Air National Guard and the Air Force Reserve, 160,000 civilians, and their families. He also oversees the Air Force’s annual budget of approximately 110 billion dollars.

Mr. Donley has thirty years of experience in the national security community, including service in the Senate, White House and the Pentagon. Prior to assuming his current position, Mr. Donley served as the Director of Administration and Management in the Office of the Secretary of Defense. He oversaw organizational and management planning for the Department of Defense and all administration, facility, information technology and security matters for the Pentagon. From 1996 to 2005, Mr. Donley was a Senior Vice President at Hicks and Associates, Inc., a subsidiary of Science Applications International Corporation, and a consultant to DOD and the State Department on national security matters. From 1993 to 1996, he was Senior Fellow at the Institute for Defense Analyses. During this period he was a Senior Consultant to the Commission on Roles and Missions of the Armed Forces and participated in two studies on the organization of the Joint Staff and the Office of the Chairman, Joint Chiefs of Staff (JCS).

Prior to this position, he served as the Acting Secretary of the Air Force for seven months, and from 1989 to 1993 he was the Assistant Secretary of the Air Force (Financial Management and Comptroller). Mr. Donley supported two Presidents and five National Security Advisers during his service at the National Security Council from 1984 to 1989. As Deputy Executive Secretary he oversaw the White House Situation Room and chaired interagency committees on crisis management procedures and continuity of government. Earlier, as Director of Defense Programs, Mr. Donley was the NSC representative to the Defense Resources Board, and coordinated the President’s quarterly meetings with the Joint Chiefs of Staff. He conceived and organized the President’s Blue Ribbon Commission on Defense Management (the Packard Commission), coordinated White House policy on the Goldwater-Nichols DOD Reorganization Act of 1986, and wrote the National Security Strategy for President Reagan’s second term. He was also a Professional Staff Member on the Senate Armed Services Committee from 1981 to 1984. Mr. Donley served in the U.S. Army from 1972 to 1975 with the XVIIIth Airborne Corps and 5th Special Forces Group (Airborne), attending the Army’s Intelligence and Airborne Schools and the Defense Language Institute. Mr. Donley earned both Bachelor of Arts and Master of Arts degrees in international relations from the University of Southern California. He also attended the Senior Executives in National Security program at Harvard University. e AIR POWER 2009

General Norton A. Schwartz Chief of Staff, USAF

eneral Norton A. Schwartz is Chief of Staff of the U.S. Air Force, Washington, D.C. As Chief, he serves as the senior uniformed Air Force officer responsible for the organization, training and equipping of nearly 700,000 activeduty, Guard, Reserve and civilian forces serving in the United States and overseas. As a member of the Joint Chiefs of Staff, the general and other service chiefs function as military advisers to the Secretary of Defense, National Security Council and the President.

General Schwartz graduated from the U.S. Air Force Academy in 1973. He is an alumnus of the National War College, a member of the Council on Foreign Relations, and a 1994 Fellow of Massachusetts Institute of Technologyâ&#x20AC;&#x2122;s Seminar XXI. He has served as Commander of the Special Operations

16 AIR POWER 2009

Command-Pacific, as well as Alaskan Command, Alaskan North American Aerospace Defense Command Region, and the 11th Air Force. Prior to assuming his current position, General Schwartz was Commander, U.S. Transportation Command and served as the single manager for global air, land and sea transportation for the Department of Defense. General Schwartz is a command pilot with more than 4,400 flying hours in a variety of aircraft. He participated as a crewmember in the 1975 airlift evacuation of Saigon, and in 1991 served as Chief of Staff of the Joint Special Operations Task Force for Northern Iraq in operations DESERT SHIELD and DESERT STORM. In 1997, he led the Joint Task Force that prepared for the noncombatant evacuation of U.S. citizens in Cambodia. e

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James A. Roy Chief Master Sergeant, USAF

hief Master Sergeant of the Air Force James A. Roy represents the highest enlisted level of leadership, and as such, provides direction for the enlisted force and represents their interests, as appropriate, to the American public, and to those in all levels of government. He serves as the personal adviser to the Chief of Staff and the Secretary of the Air Force on all issues regarding the welfare, readiness, morale, and proper utilization and progress of the enlisted force. Chief Roy is the 16th chief master sergeant appointed to the highest noncommissioned officer position.

Chief Roy grew up in Monroe, Michigan, and entered the Air Force in September 1982. His background includes numerous

leadership roles at squadron, group, numbered air force and combatant command levels. He has been stationed at locations in Florida, South Korea, Missouri, Guam, Mississippi, South Carolina, Virginia, Kuwait, Japan and Hawaii. He has worked a variety of civil engineer duties. Chief Roy also served as a superintendent of a military personnel flight and a mission support group before becoming a command chief master sergeant at the wing, air expeditionary wing, numbered air force and combatant command levels. Before assuming his current position, he served as Senior Enlisted Leader and adviser to the U.S. Pacific Command Combatant Commander and staff, Camp H. M. Smith, Hawaii. He was appointed to this position on June 30, 2009. e

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General Kevin P. Chilton Commander, U.S. Strategic Command

eneral Kevin P. Chilton Commander, U.S. Strategic Command (USSTRATCOM), Offutt Air Force Base, Nebraska. He is responsible for the global command and control of U.S. strategic forces to meet decisive national security objectives. USSTRATCOM provides a broad range of strategic capabilities and options for the President and Secretary of Defense. Command mission areas include fullspectrum global strike; space operations; computer network operations; Department of Defense information operations; strategic warning; integrated missile defense; global command, control, communications, computers, intelligence, surveillance and reconnaissance; combating weapons of mass destruction; and specialized expertise to the joint warfighter.

General Chilton is a distinguished graduate of the U.S. Air

Force Academy Class of 1976. A Guggenheim Fellow, he completed a Master of Science degree in mechanical engineering at Columbia University. He flew operational assignments in the RF-4C and F-15 and is a graduate of the U.S. Air Force Test Pilot School. General Chilton conducted weapons testing in various models of the F-4 and F-15 prior to joining the National Aeronautics and Space Administration in 1987. At NASA he flew on three space shuttle missions and served as the Deputy Program Manager for Operations for the International Space Station Program. The general has served on the Air Force Space Command staff, the Air Staff and the Joint Staff, and he has commanded the 9th Reconnaissance Wing, 8th Air Force, Joint Functional Component Command for Space and Global Strike, and Air Force Space Command. e

AIR POWER 2009

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General C. Robert Kehler Commander Air Force Space Command

eneral C. Robert “Bob” Kehler is Commander, Air Force Space Command, Peterson Air Force Base, Colorado. He is responsible for organizing, equipping, training and maintaining mission-ready space, cyberspace and missile forces and capabilities for North American Aerospace Defense Command, U.S. Strategic Command and other combatant commands around the world. General Kehler oversees Air Force network operations; manages a global network of satellite command and control, communications, missile warning and launch facilities; ensures the combat readiness of America’s intercontinental ballistic missile force; and is responsible for space system development and acquisition. He leads more than 43,000 professionals, assigned to 86 locations worldwide and deployed to an additional 35 global locations.

General Kehler entered the Air Force in 1975 as a distinguished graduate of the Air Force Reserve Officers’ Corps (ROTC) program. He has commanded at the squadron, group and wing levels, and has a broad range of operational and command tours in Intercontinental Ballistic Missiles (ICBM) operations, space launch, space operations, missile warning and space control. He commanded a Minuteman ICBM operations group at Whiteman

Air Force Base (AFB), Missouri, and the Air Force’s largest ICBM operations group at Malmstrom AFB, Montana. He served as Deputy Director of Operations, Air Force Space Command; and commanded both the 30th Space Wing at Vandenberg AFB, California, and the 21st Space Wing, Peterson AFB, Colorado. Most recently, as Deputy Commander, U.S. Strategic Command, he helped provide the President and Secretary of Defense with a broad range of strategic capabilities and options for the joint warfighter through several diverse mission areas, including space operations, integrated missile defense, computer network operations and global strike. The general’s staff assignments include wing-level planning and tours with the Air Staff, Strategic Air Command headquarters and Air Force Space Command. He was also assigned to the Secretary of the Air Force’s Office of Legislative Liaison, where he was the point man on Capitol Hill for matters regarding the President’s ICBM Modernization Program. As Director of the National Security Space Office, he integrated the activities of a number of space organizations on behalf of the Under Secretary of the Air Force and Director, National Reconnaissance Office. e AIR POWER 2009

Air Education and Training Command Developing America’s Airmen T o d a y. . . f o r T o m o r r o w

ir Education and Training Command (AETC), with headquarters at Randolph Air Force Base near San Antonio, Texas, was established July 1, 1993, with the realignment of Air Training Command and Air University. AETC is the first command to touch the life of almost every Air Force member.

AETC’s mission begins with the Air Force Recruiting Service (AFRS), with headquarters at Randolph AFB, Texas. AFRS comprises three regional groups and 24 squadrons with more than 1,200 recruiters assigned throughout the United States, England, Germany, Japan, Puerto Rico and Guam. The AFRS mission is to recruit quality men and women with the right skills, at the right time, in the right numbers to sustain the combat capability of the U.S. Air Force. The Air Force brings in nearly 30,000 active duty enlisted accessions each year. The command is responsible for accessing 100 percent of the

24 AIR POWER 2009

enlisted force, 90 percent of the service’s medical officers, approximately 25 percent of the line officers (through Officer Training School) and 100 percent of Air Force chaplains. 2nd Air Force: Basic, Technical and Expeditionary Training – with headquarters at Keesler AFB, Mississippi, is responsible for conducting basic military and non-flying technical training for Air Force, joint and coalition enlisted members and support officers. Second Air Force also oversees Airmen training for Joint Sourcing Solutions taskings. Basic Military Training – The first stop for all Air Force, Air National Guard and Air Force Reserve enlisted personnel is basic military training at Lackland AFB, Texas. In a typical year, between 30,000 and 40,000 new Airmen complete this intense, 8-1/2 week training course. Lackland conducts the Air Force’s only enlisted recruit training program, ensuring an

Students in the Combat Airman Skills Training Course use a smoke diversion tactic on a range at Joint Base McGuire-Dix-Lakehurst, New Jersey. U.S. Air Force photo by Technical Sergeant Scott T. Sturkol.

AIR POWER 2009

F-16 Fighting Falcons from Shaw Air Force Base, South Carolina head out to the Nevada Test and Training Range, during Red Flag 10-1. Red Flag is a realistic combat training exercise involving the air forces of the United States and its allies. The exercise is one of a series of advanced training programs administered by the U.S. Air Force Warfare Center. U.S. Air Force photo by Airman 1st Class Brett Clashman.

orderly transition from civilian to military life. Instructors train recruits in the fundamental skills necessary to be successful in an Expeditionary Air Force (EAF). This includes basic war skills, military discipline, physical fitness, drill and ceremonies, Air Force core values and a comprehensive range of subjects relating to Air Force life. Technical Training – After completing basic training, Airmen begin technical training to learn the skills needed to perform in their career field specialties. Technical training is conducted primarily at five installations: Goodfellow, Lackland, and Sheppard air force bases in Texas; Keesler Air Force Base (AFB), Mississippi; and Vandenberg AFB, California. Each base is responsible for a specific portion of formal technical training Airmen require to accomplish the Air Force mission. Highly trained instructors conduct technical training in specialties such as aircraft maintenance, civil engineering, medical services, computer systems, security forces, air traffic control, personnel, intelligence, fire fighting, and space and missile operations. 2nd Air Force also conducts specialized training for military working dogs and dog handlers at Lackland AFB for the Department of Defense and the Transportation Security Administration. Additionally, the Inter-American Air Forces Academy at Lackland AFB hosts more than 160 courses in aviation specialties, taught in Spanish, to students from 19 Western hemisphere countries. Expeditionary Training – Increased mission requirements have strained the U.S. Army’s available manpower to meet combatant commander requirements. To meet these force requirements, the Army solicited Air Force and Navy support in the execution of ground operations called Joint Expeditionary Taskings (JET) to include performing entire missions for Army units.

26 AIR POWER 2009

2nd Air Force provides centralized management and the overarching command and control structure to oversee, prepare and equip Airmen for JET expeditionary training in a sister service environment. Training is conducted at Army locations called Power Projection Platforms (PPP).The 602nd Training Group (Provisional) establishes detachments at each PPP as Air Force liaisons and provides location command and control. JET training is the means by which the Air Force will ensure each JET Airman receives required combat skills training. Approximately 11,500 Airmen per year are sourced to fill JET taskings; they are trained and equipped to fill any of 32 different mission sets. 19th Air Force: Flying Training – with headquarters at Randolph AFB, conducts AETC’s flying training and is responsible for training aircrews and air battle managers. AETC conducts cadet airmanship programs at the United States Air Force Academy for more than 2,500 cadets per year. Air Force pilot and combat systems officer candidates begin with Initial Flight Screening at Pueblo, Colorado, to gauge aptitude for flight and introduce candidates to the rigors of military aviation and training. Pilot candidates then attend either Euro-NATO Joint Jet Pilot Training (ENJJPT), at Sheppard AFB, Texas, or Specialized Undergraduate Pilot Training (SUPT), at Columbus AFB, Mississippi; Laughlin AFB, Texas; Vance AFB, Oklahoma; or Naval Air Station Whiting Field, Florida. At ENJJPT, students learn with, and are taught by, U.S. Air Force officers and officers from various air forces of our NATO allies. Student pilots first fly the T-37 Tweet or the T-6 Texan II mastering contact, instrument, low-level and formation flying. Then they move on to a fighter-trainer, the T-38 Talon, and

continue building the skills necessary to become a fighter pilot. The T-37 is projected to operate through fiscal 2009 at ENJJPT after which the T-6 will continue as the initial primary trainer. SUPT students learn basic flight skills common to all military pilots in the T-6. Whiting Field students fly the T-34C Turbomentor. Eventually, the T-6 will completely replace both the T-37 and T-34 as the Air Force and Navy phase it in as the initial primary trainer. After the primary phase of specialized training, student pilots elect one of four advanced training tracks based on the needs of the Air Force and their class standing. Prospective airlift and tanker pilots are assigned to the airlift/tanker track and train in the T-1 Jayhawk. Student pilots headed for bomber or fighter assignments are assigned to the bomber/fighter track and train in the T-38 Talon. Both airlift/tanker track and fighter/bomber track training continues at Columbus, Laughlin, or Vance air force bases. Students assigned to the multi-engine turboprop track fly the T-44 Pegasus turboprop trainers at NAS Corpus Christi, Texas. Students selected to fly helicopters are assigned to the helicopter track at Fort Rucker, Alabama, approximately 100 students per year will be selected for duty flying unmanned aircraft systems. In addition to pilot training, 19th Air Force provides Combat Systems Officer (CSO), training. CSO training is conducted at

Randolph AFB and Naval Air Station (NAS) Pensacola, Florida. CSO training combines portions of navigator and electronic warfare training to produce an aviator skilled in advanced navigation systems, electronic warfare and weapons employment. CSO students at Randolph are trained in one of two broad tracks of training. Those completing the Advanced CSO â&#x20AC;&#x201C; Navigation track fly in the T-43A and move to follow-on assignments in the B-52 Stratofortress, KC/RC-135 Stratotanker, E-3 Sentry (AWACS), E-8C Joint Surveillance Target Attack Radar System (JSTARS) and all C-130 variants. Students completing the Advanced CSO â&#x20AC;&#x201C; Electronic Warfare track complete training in the T-43A and track to follow-on assignments in the B-52, RC-135 and EC/MC/AC-130. CSO students at NAS Pensacola complete primary and intermediate training in the T-6A and T-1 aircraft. These students then enter one of two tracks. Students in the strike track will serve as Weapon Systems Officers (WSOs), in the B-1B Lancer. WSOs assigned to the B-1B attend Electronic Warfare Upgrade training at Randolph. Students in the strike/fighter track receive follow-on assignments to the F15E Strike Eagle as WSOs and attend additional training in the Introduction to Fighter Fundamentals course. In early 2010, all Air Force CSO training is programmed to move to NAS Pensacola. e

THE YEAR OF THE

Air Force Family By ARTHUR G. SHARP

arly in 2009 Air Force officials declared the period of July 2009 to July 2010 as the “Year of the Air Force Family.” It does not take such a declaration to convince members of the Air Force that they are a family. Historically, their actions and innovations demonstrate the family aspect of the Air Force. A quick overview of a few recent Air Force highlights substantiates the family feeling.

Air Force Research Laboratory (AFRL) at Wright-Patterson Air Force Base Dayton, Ohio, and people at Cool Clean Technologies in Eagan, Minnesota. They collaborated to develop methods to cultivate and harvest algae oil as part of the Academy’s Net Zero 2015 energy program. The ramifications and benefits of the program will be huge eventually for the Air Force and society in general.

Success Involves Everybody’s Contributions Everyone from generals to Air Force Academy cadets have contributed in the past year to the technological innovations, personnel accomplishments, and warfighting successes the Air Force has achieved.

The cadets learn how the military can work with people in the academic and corporate worlds to find solutions to problems that extend beyond a service academy’s parade fields. Society benefits from any biofuel applications that may result from the research. But, not all Air Force personnel’s contributions to the service’s success are on such an esoteric scale.

A salient example is the partnership among the Air Force Academy’s Environmental Research Center, personnel at the

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A group of Air Force members made a difference on the ground

An F-16 Fighting Falcon Aggressor flies over the Nevada Test and Training Range after being refueled by an Ohio Air National Guard KC-135 Stratotanker. Red Flag 10-01 is a realistic combat training exercise involving the air forces of the United States and its allies. The exercise is conducted on the 15,000square-mile Nevada Test and Training Range, north of Las Vegas. U.S. Air Force photo by Airman 1st Class Jamie Nicley.

in Afghanistan in October 2009 by working with local officials in the town of Shajoy (population 40,000) who wanted to build a new high school for girls. The members were part of the Air Force led Zabul Provincial Reconstruction Team, which helped plan the project, but did not build the school. Their contributions were in keeping with the goals of the Air Force to contribute in whatever way it can to peacekeeping and humanitarian projects. But, the Air Force is just as inclined to adapt technology and innovation equally to warfighting and humanitarian efforts, depending on existing contingencies. Air Force Special Operations: A Sense of Relief Air Force Special Operations leaders have long known that practical application is one of the best forms of training. It is also a great way to promote partnerships and joint operations

with other branches of the U.S. armed forces and allies. World events and natural disasters present Air Force personnel with ideal opportunities to promote those partnerships. When a 7.0 magnitude earthquake struck Padang, Indonesia in October 2009, the Air Force responded quickly. A 17th Special Operations Squadron (SOG) plane from the 353rd Special Operations Group based at Kadena Air Base, Japan flew to the region immediately. It carried more than 6 tons of supplies and 25 international relief workers. Royal Australian Air Force personnel also joined the operation. The cooperative effort was not an isolated incident. A month earlier elements of the 353rd SOG were participating in a joint exercise in Indonesia with 31 Squadron, their counterparts from the Indonesian Air Force, to strengthen the

AIR POWER 2009

two countries’ military training capabilities and increase interoperability. The interaction with Indonesia and Australia from both the disaster relief aspect and the joint military operation is only one example of the U.S. Air Force’s continuing efforts to combine humanitarian and military capabilities – and strengthen its overall effectiveness. Looking Ahead One of the Air Force’s strongpoints is its “future planning” strategy, which includes programs like Young Investigators Research Program (YIP). YIP’s goals are to foster creative basic research in science and engineering, enhance early career development of outstanding young investigators, and increase opportunities for them to recognize the Air Force’s mission and the related challenges in science and engineering. YIP awards research grants to scientists and engineers at research institutions across the United States who have received PhDs or equivalent degrees in the last five years and who show exceptional ability and promise for conducting basic research. Late in 2009 the Air Force announced grants totaling more than 14 million dollars to 38 scientists and engineers. They will be spread out over 3-5 years. Areas of interest in which the research is conducted include aerospace, chemical and material sciences, physics and

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electronics, mathematics, information and life sciences, all of which are important to the Air Force. Among the research areas were manipulating the interfacial electrical and optical properties of dissimilar materials with metallic nanostructures, linking tribofilm nanomechanics to the origins of low friction and wear, and enabling dynamic oxidation mechanisms in reverse infiltrated ultra-high temperature Ceramic Coated (C-C) composites for application in hypersonics. The topics may sound esoteric to some people, but not to the Air Force – especially the Air Force of the future, which will integrate some of the findings into its “next generation” operations. The Next Generation is Spelled ISR Every Air Force operation is a blend of yesterday’s, today’s, and tomorrow’s successes. The U-2 spy plane, which can gather surveillance and signals intelligence data in real time, and can be deployed anywhere in the world, typifies that observation. The Air Force has employed high-altitude reconnaissance aircraft for over fifty years. The first one was the U-2, which made its initial flight in 1955. U-2s are still flying, although the last one was delivered in 1989. The design has not changed much since 1955. What has changed are the reconnaissance systems carried aboard, which have been upgraded constantly

to integrate technological upgrades and classified systems. High-altitude reconnaissance aircraft are now part of the Air Force’s C4ISR – Command, Control, Communications, and Computers (C4) – Intelligence, Surveillance and Reconnaissance (ISR) program – and are assuming an increasingly vital role in its operations. The Air Force announced in April 2009 a change in its approach to ISR when it introduced its ISR Flight Plan. The new strategy concentrates more on capabilities than it does platforms, which were its focus in the past. State-of-the-art technology has allowed the Air Force to utilize advanced sensors that enhance intelligence gathering and decision-makers’ abilities to choose the right responses to critical situations. ISR applications enable Air Force decision makers to develop and interpret information and select which of their myriad capabilities to employ in warfighting situations. Those capabilities can be stealth, penetrating, or covert – all of which might have been unavailable to Air Force operatives only a few years ago. Today’s ISR applications employ sensors that can be placed in more diverse places than U-2s had available in 1955. And, their advanced technological components are far more capable of detecting and understanding signatures emitted by targets that

can cause potential harm to the U.S. and its allies. To make full use of ISR and its capabilities, the Air Force is developing an interactive database named the ISR Capabilities and Requirements Tool. It is designed to contain all known strategies, tasks, shortfalls and solutions. The database, which currently exists on the Secret IP Router Network, will be upgraded and made more secure as time passes. Eventually it will enable all the major commands to access source documents that are vital to Air Force members’ data requirements, ranging from budget considerations to supporting the influx of precision-guided weapons coming online. Some of those precision-guided weapons include a more widespread use of manned and Unmanned Aircraft Systems (UAS). More Emphasis on UAS The Air Force’s warfighting plans for the future will focus more on the use of automated weapons and joint operations than they do currently. According to its Unmanned Aircraft Systems Flight Plan: 2009-204, the Air Force will concentrate on advances in UASs. Its goal is to harness increasingly automated, modular, and automated systems that retain the Air Force’s ability to employ UASs through their full envelope of performance, resulting in a leaner, more adaptable, tailorable, and scalable force that maximizes combat capabilities to the

Lighting strikes behind A-10 Thunderbolt IIs on the Whiteman Air Force Base, Missouri, flightline during an early morning thunderstorm. The 442nd Fighter Wing maintains a fleet of 27 A-10s. U.S. Air Force photo by Senior Airman Kenny Holston.

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Joint Force. Spy planes are components of those systems. Even though the term “spy planes” may sound nefarious to some people, it is not. The Air Force uses both manned and unmanned spy planes for a wide range of purposes, ranging from humanitarian to large-scale conventional missions. The growth in the use of ISR has created a concomitant need for upgraded equipment and increased training for Air Force personnel. There is an additional need for pilots to fly unmanned aerial vehicles such as the Predator, Reaper, and Global Hawk. At the same time, the Air Force has accelerated its training of U-2 pilots, who are especially in demand, since it is spending nearly 1 billion dollars on a new fleet of technologically advanced MC-12W manned spy planes, the first of which it placed in operation midway through 2009.

The contractor doing the job ran into the unexpected delays inherent in the complexity of converting used aircraft into a common military configuration. The delays were eliminated fairly quickly. The first planes were delivered in mid-2009. One feature of the MC-12W is a full motion video sensor that can be played back in real-time to deconstruct the scene after an insurgent attack or an explosion by an improvised electronic device, which makes the plane suitable for use in diverse venues. Originally, MC-12Ws were intended for use only in Iraq and Afghanistan. Now, the Air Force plans to make them part of a permanent mission and deploy them to combat terrorists and guerrilla forces in parts of Africa and Latin America.

The MC-12W program is a tribute to the Air Force’s flexibility. The military recognized a need a couple years ago for a new type of manned reconnaissance aircraft in Iraq and Afghanistan. The Army, Marines Corps, and Air Force reacted quickly, albeit individually, to acquire such aircraft.

Significantly, the Air Force used the acquisition of the MC 12-W to increase joint operation capabilities and facilitate training opportunities. It formulated an agreement with the Mississippi Air National Guard (MANG) to base the first plane at Key Field in Meridian, Mississippi as a step toward establishing a temporary MC-12 mission qualification training detachment. The assignment was beneficial to both MANG’s 186th Air Refueling Wing (ARW) and the Air Force.

The Air Force ordered its manned turboprop MC-12Ws in May 2008 as part of Project Liberty. The first planes were used Beechcraft King Air 350s that were converted for military operations. The process was not easy.

The 186th ARW got the chance to work firsthand with one of the Air Force’s newest assets and enhance its members’ ISR skills, which they had gained as participants in counter-drug program operations and multiple overseas deployments in Iraq

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and Afghanistan. The Air Force avoided the need to send active-duty instructors to the training location, reduced the strain on active-duty manpower, and saved travel costs. New assets, new opportunities, that is an Air Force strongpoint – as is its ability to blend the old with the new.

growing prevalence of joint operations between and among different branches of the armed forces. The Air Force assumed jurisdiction of the “Mini-Herc” development program from the Army. It plans to field 38 of them, which will be operated by the Air National Guard.

The “Mini-Herc” The Air Force’s emphasis on faster, more maneuverable planes has been the norm since the Korean War. That was before the operations in Iraq and Afghanistan forced leaders to step back and make some changes. The unconventional warfighting styles of the enemy and the harsh terrain in those two countries required a new focus, which made jet-propelled planes less desirable for some purposes. Enter the “Mini-Herc,” so called because it is about half the size of the Air Force’s workhorse transport plane, the C-130 Hercules, which performs the bulk of the service’s airlift mission.

As of late 2009, two of the planes are going through qualification and operational testing. A formal test is taking place in Iraq from October through December 2009 for the purpose of gathering information on this new Air Force mission. The C-27J may be only half the size of the C-130, but the extensive training is not indicative of any half measures on the Air Force’s part to put it into service. Assets come and go, but as long as they have a function to perform, they still have a place in the Air Force’s plans. Look no farther than the U-2 and its replacement, the MC12W, as proof of that.

One of the Air Force’s latest innovations is the C-27J Spartan, aka the “Mini-Herc,” a propeller-driven “airlifter.” The aircraft is scheduled to join the Air Force’s inventory soon, courtesy of the Air Force and Air Mobility Command. Air Force officials describe the C-27J as an “extremely rugged” aircraft, designed for austere environments. They expect it to perform well in harsh environments such as Iraq and Afghanistan. Tests in 2009 suggest that their expectations will be realized.

The U-2 Continues to Fly High The introduction of the MC12W did not by any stretch of the imagination threaten the existence of the venerable U-2, which the Air Force is loath to take out of service anytime soon – for good reason. The optical bar camera used on the U-2 can capture the image of the entire state of California in one sortie, and can do the same for the entirety of Iraq and Afghanistan. Therefore, gathering brand-new intelligence in these two areas of operations may not always be needed to fill some requests for information. That capability alone means the U-2 may not be retired anytime soon in favor of unmanned spy planes. Both

The development of the C-27J is one more testimony to the

Airmen from the 532nd Expeditionary Security Forces Squadron search a field during a force protection patrol, outside Joint Base Balad, Iraq. Members of the 532nd Expeditionary Security Forces Squadron patrol to provide a security presence intended to deter anyone who would do harm to the people who live and work at the base. U.S. Air Force photo by Staff Sergeant Michael.B. Keller.

AIR POWER 2009

manned and unmanned spy planes are still needed in current operations. Each platform has specific advantages. Manned platforms offer more agility and responsiveness than unmanned systems. Moreover, they can be configured in several different ways and employed more advantageously to counter new enemy tactics. For example, the U-2 carries an electro-optical/infrared sensor that has a “multispectrum capability” that helps detect Improvised Explosive Devices (IEDs). There are no current plans to integrate such a sensor in unmanned systems. Conversely, unmanned aircraft can stay aloft longer than their manned counterparts. A Global Hawk can remain in the air for almost a full day, whereas a U-2 has a maximum flight time of Twelve special tactics Airmen display batons presented to the Special Tactics Training Squadron commander during a ceremony, at Hurlburt Field, Florida. The batons were carried by 12 Airmen who marched from Lackland Air Force Base, Texas, to Hurlburt Field during a memorial rucksack march honoring fallen special operations forces members. U.S. Air Force photo by Staff Sergeant Mareshah Haynes.

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9 ½ hours. One of the biggest advantages of unmanned aircraft is the safety factor. No live crew members, means no injuries or deaths, which are still a distinct possibility for people aboard U-2s and other manned planes. Nevertheless, U-2s are used more than unmanned aircraft. In the first three-quarters of 2009, U-2s flew over 600 missions during OPERATIONS IRAQI FREEDOM and ENDURING FREEDOM, compared to slightly more than 250 by Global Hawks. Those figures may change in future years and conflicts. In either case, the use of ISR will most likely increase, although that is not a certainty. As beneficial as ISR is to the Air Force, there are major obstacles to its expanded use: inadequate bandwidth for data

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The stealth-black Air Force Challenger ‘Vapor’ features a biometric access to open the vertical doors, a custom stealth body kit with jet enhancements and a carbon fiber exterior trim. Other exterior components include one-off carbon fiber wheels, a custom stealth exhaust mode that allows the vehicle to run in complete silence or the headers can be opened facilitate the aggressive sound of the engine. The vehicle features a shaker hood, radar-absorbing paint, proximity sensors and a 360-degree camera with a quarter-mile range. The Vapor is one of the Air Force’s newest mobile marketing assets and will be touring high schools and a variety of Air Force sponsored events as part of the 2009 Super Car Tour. U.S. Air Force photo by Master Sergeant Scott Reed.

transmission and limited communication channels between air and ground. The Air Force is working to alleviate such challenges. There are at least two possible solutions to the bandwidth challenge: add more bandwidth or develop on-board data processing to reduce the amount of information transmitted. The other challenge may not be as easy to resolve, which can be detrimental to military operations in general. Intelligence has no value if people cannot transmit and use it. The answer is better communication channels between planes and analysts on the ground. The challenge is to find those channels. Meanwhile, the Air Force is developing and testing other “space age” weapons. Recently, it tested an Advanced Tactical Laser (ATL) by firing it at a car from a C-130H Hercules aircraft during a flight at Kirtland, New Mexico, Air Force Base. The laser melted the hood of the car and started a fire. The weapon utilizes a chemical laser that fills the cargo hold of a C-130 to produce a laser beam. The beam is fired from a turret mounted in the belly of the plane. The weapon may never be used in live situations due to a lack of funding, competition with other weapons, and its excessive size, but it is indicative of the direction in which the Air Force is going in its weapons development program. Even if the laser is never implemented, the experiments will benefit the Air Force. For one thing, it will foster the service’s relationships with outside vendors, which is a key component in the Air Force’s ongoing efforts to upgrade its weaponry and technology.

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The ATL project began in 2002 as a joint operation with the Boeing Missile Defense Systems’ Directed Energy Systems unit. In seven years of progress, the developers learned that the high-energy chemical laser, beam control system, and battle manager can function as an integrated weapon system that will deliver effective laser beam energy to ground targets. It remains an option for the Air Force, for which options often become realities. The Realities of Commercial Gaming Equipment on the Battlefield Not all the innovations introduced on the battlefield to benefit Air Force personnel are based on new technologies developed in research laboratories. Sometimes adaptations of existing products will suffice. That is the case with a new 200,000 dollar robot designed to diffuse the deadliest improvised explosive devices the enemy can employ in Afghanistan. The new robot replaces an old version that was twice its size, operated on outdated technology, and relied on much larger batteries. (The batteries in the upgraded system are 75 percent smaller than their predecessors.) One of the significant attributes of the new robot is that it is adaptable for technologically savvy troops. It uses a Microsoft Xbox 360 game controller. Older generations were manipulated by a Playstation II controller. Operators of the new IED detection equipment look more like warriors of the future than they do 21st century Air Force members as they operate their new robots. They wear upgraded individual body armor over their fire-resistant uniforms and sport high-performance sunglasses to which a half-inch camera

monitor is attached. The glasses are wired to a small backpack, as is the game controller, which operates the robot. The operator maneuvers the robot remotely to move or disarm IEDs and search for others. The combination of new technology and current tools such as Microsoft Xbox 360 game controllers marks a step forward in the evolution of warfighting equipment for Air Force IED disposal technicians, and ultimately for other warriors on the ground for whom IEDs are not a game. Technology and Medicine A research group at the Air Force Research Laboratory (AFRL) in Ohio is making major strides in resolving a serious problem incurred by aeromedical evacuation and critical care transport teams. Like so many other technological breakthroughs made by Air Force innovators, the results of their research eventually will benefit people in other areas of the military and society.

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The problem plaguing the medical transport people is the heavy, space-hogging avionic frequency converters they use aboard aircraft to power on-board medical equipment. Researchers devised a solution: the Portable Electronic Power Supply for Aeromedical Evacuation (PEPSAE). PEPSAE is a compact, high-power, zero-emissions system that provides continuous, long-duration power for individual patients from the start of the transportation process from the field hospital to the aircraft and ultimately to the base facility. Significantly, it does not depend on aircraft power.

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The system utilizes two key subsystems: one for producing power and the other for storing fuel. Power production occurs through a fuel cell system. Preliminary tests of the prototype produced successful results. The prognosis for PEPSAE is favorable – as it is for so many of the Air Force’s recent innovations. Introducing “Double Vision” Another area of research that bodes well for Air Force personnel centers around the use of eyewear they don to prevent damage from laser-related damage. Researchers at the AFRL have partnered with the Physical Optics Corporation to produce Dual Optic Ultrawide Band Laser Eyewear Transmission (DOUBLET) vision. DOUBLET provides field personnel with a user-friendly tool for assessing the protective capacity of their visors, spectacles, side shields, and similar laser eye protection articles. It uses a non-scanning (non-laser-based) technology to quantify the optical density of laser eye protection (LEP) eyewear. The result translates into the practical protection level that a given article can be expected to provide. DOUBLET does not use a laser; it employs a tungsten-halogen lamp and a violet diode as its light source. An ultra-mobile personal computer controls the system, performs signal processing, and provides encrypted protection for safe storage of sensitive information – all through a facile touch screen. The introduction of DOUBLET proves that double vision is not always a bad thing, especially for Air Force personnel who want to protect their vision – something that is a common asset, literally and figuratively, for the Air Force in general. As the previous example suggests, joint operations will play an important role in achieving the Air Force’s goal of making it an effective, efficient military organization. The plan is to team with other services, allies, academia, and industry to develop and implement innovative, technologically advanced products that will increase the Air Force’s flexibility, autonomy, and efficiency. Those same characteristics apply to its concentration on developing the healthy and highly skilled cadre of military and civilian personnel the Air Force needs to carry out its mission. Generating a Running Argument The Air Force develops the well-being of its personnel through a variety of health, welfare, and morale programs. One 2009 innovation was a new physical training test for Air Force personnel, the test is unique among the armed services in that it is based on

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We were there when you landed on the northern coast of France. We were there when you returned to the Philippine shore. We were there when you fought in Korea and Vietnam. We were there when you rolled across the deserts of Iraq. We were there then. We will always be there. Proudly serving those who serve.

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Staff Sergeant Justin Rush secures his helmet prior to a force protection patrol outside Joint Base Balad, Iraq. Sergeant Rush is assigned to the 532nd Expeditionary Security Forces Squadron (ESFS). U.S. Air Force photo by Staff Sergeant Michael B. Keller.

scientific research, rather than on the normative standards or averages based on past results used by the other branches of the military. The new test was designed to measure individuals’ health, rather than their abilities to perform their jobs. The innovative test provides a standard that should ultimately reduce health care costs and increase personnel’s duty time. Those goals are particularly important in light of the heavy demands being placed on Air Force personnel’s time in the ongoing wars in Afghanistan and Iraq and the multitude of missions they are being assigned to carry out across the globe. Between mid-2008 and mid-2009, Air Force personnel completed nearly 61,000 sorties in OPERATION IRAQI FREEDOM and more than 37,000 sorties supporting OPERATION ENDURING FREEDOM – an average of 265 a day. They delivered more than 2 million passengers and 700,000 tons of cargo in the process. The Air Force has a vested interest in keeping its personnel healthy, well-trained, and motivated, then, which accounts for its focus on innovative programs like its new Physical Therapy (PT) test. It’s the Year of the Air Force Family Individual welfare is a chief concern of the Air Force. So, too, is family welfare. The Air Force prides itself on being a large family. Therefore, it makes sure that all its family members are

taken care of. One innovative step in that direction is its Key Spouse Program, which it is attempting to standardize as part of Year of the Air Force Family initiative. There are several purposes for the standardization: to better address the needs of the families of newly arrived personnel on bases, to be available for support throughout the assignment, to continue the current focus on families of personnel who are deployed and on remote tours or extended Temporary Duty (TDY), and to be able to offer those families the same high level of care and support at each assignment. Key spouses undergo as many as twelve hours of training as part of the process. The training includes new components such as six Air Force standardized training modules, a suicide awareness module, a personality temperament and communication module, a Heart Link new spouse orientation, and a motivational DVD. Programs like Key Spouse are intended to put Air Force personnel and their families at ease wherever they are deployed and whenever they are separated. They may not shorten the distances between deployed Air Force members and their families, but they do address health, welfare and morale issues. That, in the long run, strengthens the Air Force family – which is growing stronger with the passage of time. e

AIR POWER 2009

Keeping Ahead WITH UNMANNED AERIAL VEHICLES

Global Hawk A new Block 20 Global Hawk (RQ-4) UAV model arrived June 2009 at Beale Air Force Base, California adding to its flock. The Block 20 unmanned aerial vehicle (UAV) is the first of its kind assigned to the base. “This is an exciting step for Beale, and the RQ-4 program,” said Brigadier General Bob Otto, 9th Reconnaissance Wing commander. “The Block 20 Global Hawk provides additional payload capacity and loiter-time that will enable us to support those in harm’s way more effectively.” Global Hawks, designed and manufactured by Northrop Grumman, provide Air Force and joint battlefield commanders

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near-real-time, high-resolution, intelligence, surveillance and reconnaissance imagery to assist ground troops. “A distinctive aspect of the Global Hawk is that it can be flown anywhere in the world by pilots here at Beale Air Force Base,” said Major Randall Sechler, chief of RQ-4 operations. “Our pilots are flying missions in Iraq daily, but they’re doing it from the Beale flight-line.” Beale’s Global Hawks also assisted with the Southern California wildfires in 2007 by using thermal imagery to locate hot spots where fires were still burning. Sensors then conveyed the coordinates to ground crews, which allowed firefighters to navigate to the area and put out the flames.

Air Force and Northrop Grumman officials unveiled the first RQ-4 Block 40 Global Hawk in Palmdale. The Block 40 incorporates the multi-platform radar technology insertion program or MP-RTIP radar, which provides high fidelity ground moving target indication and high quality radar imagery. Electronic Systems Center at Hanscom Air Force Base, Massachusetts manages MP-RTIP sensor suite development and Aeronautical Systems Center at WrightPatterson AFB, Ohio oversees the RQ-4 Global Hawk program. Photo courtesy of Northrop Grumman.

“The Global Hawk and all UAVs are on the leading edge of new technology,” said Master Sergeant Paul Brophy, 9th Aircraft Maintenance Squadron specialist section chief. “The Block 20 is simply an improvement on the Block 10 airframe that is already a proven asset as an intelligence, surveillance and reconnaissance weapons system. This airframe may not physically deliver weapons on the enemy, but the Global Hawk does often perform as the ‘eyes’ of a loitering fighter.” The Block 20 Global Hawk joined the seven Block 10 models already assigned to Beale. It’s slightly larger appearance set it apart, as a bigger airframe is one of the most obvious upgrades on the new model. The wingspan has also increased by close to 15 feet, going from about 116 feet to almost 131 feet.

“The wings’ expansion, along with an improved generator, will improve the aircraft’s payload capacity, lift and flight characteristics,” Sergeant Brophy said. “The Block 20 has an F18 generator, which has increased the payload capacity from 2,000 pounds to 3,000 pounds. This generator is a redundant generator that provides up to a 150 percent increase in electrical power over the Block 10.” This increase in power will allow for the addition of new sensor capabilities, as well as an improvement on current sensor packages, Sergeant Brophy said. Block 10 models are configured with a basic integrated sensor suite with an electrooptical (EO), infrared (IR), synthetic aperture radar (SAR) payload and limited signals intelligence (SIGINT). The AIR POWER 2009

upgraded sensor package on the Block 20 models includes an enhanced integrated sensor suite with EO, IR, and SAR sensors and limited SIGINT for longer-range capability. “The Block 20 represents a significant increase in capability over the Block 10 configuration,” said Gemma Loochkartt, a Northrop Grumman representative. “Its open-system architecture, a socalled “plug-and-play” environment, can accommodate new sensors and communication systems as they are developed to help military customers quickly evaluate and adopt new technologies.” The Block 20 model is the second generation in the Global Hawk production line. Northrop Grumman is also currently producing Block 30 and Block 40 models, which are scheduled to be fielded in 2011. “The third and fourth generation aircraft will contain even more robust multi-intelligence systems,” Ms. Loochkartt said. Predator The door to the 62nd Expeditionary Reconnaissance Squadron features a drawing of an MQ-1 Predator armed with Hellfire missiles underscored with the words “We’re not drones – we fire back.”

An Air Force MQ-9 Reaper from the 62nd Expeditionary Reconnaissance Squadron takes off from Kandahar Air Base, Afghanistan, for a mission in support of OPERATION ENDURING FREEDOM. U.S. Air Force photo by Staff Sergeant James L. Harper Jr.

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Often referred to by reporters as “drones,” unmanned aircraft systems like the MQ-1 Predator and RQ-4 Global Hawk are remotely-flown weapons systems flown both locally and stateside from ground stations using satellite uplinks. They’re also far more complex than the U.S. military’s relatively more simplified radio-controlled drone aircraft used for aerial target practice, according to UAS (Unmanned Aircraft Systems) professionals. For the Airmen flying and maintaining the lethal Predator and its big brother, the MQ-9 Reaper, from Kandahar Air Field, Afghanistan, and Creech Air Force Base, Nevada, the message is demonstrated to their adversaries on a regular basis. “Both the MQ-1 and MQ-9 are weapons-carrying aircraft, and both have a hunter-killer role in addition to their intelligence, surveillance and reconnaissance capabilities,” said Lieutenant Colonel Scott Miller, 62nd ERQS Commander of Las Vegas, who is deployed from the 432nd Air Expeditionary Wing at Creech Air Force Base (AFB). Performing dual-missions of close air support and Intelligence Surveillance and Reconnaissance (ISR) missions or taskings, the Predator can stay airborne for more than 12 hours at 50,000

feet and the Reaper can stay up for a longer period of time at even higher altitudes, according to squadron officials. Boasting a full-motion video camera with various modes that can detect enemy movements, the Predator and Reaper also carry the Hellfire missile. In addition to carrying a larger payload of Hellfires, the weapons systems bring to the fight a set of two 500 pounds. laser-guided bombs that allow operators to not only observe and detect hostile forces, but also eliminate them if called upon to do so. “Both aircraft can initiate and complete the ‘kill-chain’,” Colonel Miller said. “With their ability to loiter for long periods of time over a target, eliminate it, stay on station and then provide the (bomb damage assessment,) they provide continuity to a mission and prove to be invaluable assets.” The aircraft systems are flown jointly between the 62nd Expeditionary Rescue Squadron (ERQS) crews stationed here with the 451st Air Expeditionary Group (AEG) and crews back at Creech using satellite uplinks that transfer control from the local pilots who taxi, launch, land and recover the weapons systems (all from trailers adjacent to the flightline) and the Creech aviators flying inside of mission control elements performing missions across

Afghanistan. British Royal Air Force counterparts also fly the Reaper. General Atomics contractors perform maintenance on the Reaper while Predator maintenance responsibility is undertaken by 62nd ERQS Airmen. “As this aircraft is like 90 percent avionics, it’s a pretty unique experience to work on it,” said Senior Airman Doug Cox, a 62nd ERQS MQ-1 avionics specialist from Creech AFB hailing from Boaz, Alabama. “We’re asked to do a lot more than our traditional specialties and most of us are trained up on crew chief duties such as performing 60-hour inspections, changing spark plugs, engine oil, and things like that.” First Lieutenant Andrew Dowd of Milwaukee, Wisconsin also deployed from Creech AFB as the unit’s maintenance officer, agreed. “This aircraft does not have hydraulic fluid and operates using electro-servos,” he said, also noting the aircraft recently reached a 500,000 flight hour milestone. “It’s a very unique platform, but of course, when it’s all said and done, it’s the 1.2 million dollars camera that runs the show.” After the aircraft are airborne, Creech aviators perform the

Captain Ryan Jodoi, a UAV pilot, flies an MQ-9 Reaper while Airman 1st Class Patrick Snyder controls a full motion video camera at Kandahar Air Base, Afghanistan, in support of OPERATION ENDURING FREEDOM. U.S. Air Force photo by Staff Sergeant James L. Harper Jr.

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majority of the traditional mission taskings once the aircraft are handed off to them from the Kandahar crews. The 62nd ERQS Airmen are increasingly taking responsibility for executing missions within the local area to aid and protect coalition forces stationed around Kandahar who are fighting the enemy. Sometimes weapons are dropped, demonstrating the lethality and uniqueness of the 62nd ERQS’ mission and aircraft to friends and foes alike. Notably, some missions are often generated to fly only within the local area, putting the responsibility for the entire mission on the shoulders of the Kandahar-based aircrews. “It’s great to have a direct impact on the war,” said Airman 1st Class Patrick Snyder, a deployed MQ-9 sensor operator from Fort Walton Beach, Florida, who maneuvers the system’s cameras and sensors as well as directing its munitions when launched. “We provide over-watch for the Canadians fighting the Taliban and then have coffee with them at the end of day here at Kandahar. It really makes us feel connected.”

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Captain Ryan Jodi, previously a B-1 pilot flying the Reaper from his cockpit position in a ground control element, also acknowledged his preference for performing missions locally as opposed to Creech. “I really enjoy doing the launches and landings from here – it really gives you more of a flying feeling,” he said. “And doing local missions is also great because we can really appreciate the camaraderie we have with our coalition partners who we live with here.” With Spring around the corner in Afghanistan, Taliban and Al Qaeda insurgents will once again ramp up hostile operations against coalition forces around the country as they have demonstrated each year during the duration of OPERATION ENDURING FREEDOM. However, with the planned increase of forces within the area, that means more assets are on the way, with 62nd ERQS leaders preparing for additional aircraft and more mission sorties generated from combatant commanders. With nearly 10 additional Reapers coming to supplement the squadron’s approximately dozen MQ-9 aircraft,

Colonel Miller says that means more work. “In 2005, we were generating about two sorties a day,” he said. “We’ve more than quadrupled that now and we are going to expect a lot more coming in the future.” Colonel Ted Osowski, the 451st AEG’s commander, agreed with Colonel Miller on the demand for the ISR hunter/killer platforms in-theater. “No other asset is more sought after,” he said. “Close air support and ISR are very valuable to the ground commanders.” Reaper The MQ-9 Reaper is a medium-to-high altitude, long endurance unmanned aircraft system. The MQ-9’s primary mission is as a persistent hunter-killer against emerging targets to achieve joint force commander objectives. The MQ-9’s alternate mission is to act as an intelligence, surveillance and reconnaissance asset, employing sensors to provide real-time data to commanders and intelligence specialists at all levels.

The typical system consists of several air vehicles, a Ground Control Station (GCS) or communication equipment/links, spares and people who can be a mix of active-duty and contractor personnel. The crew for the MQ-9 is a pilot and a sensor operator, who operate the aircraft from a remotely located GCS. To meet combatant commanders’ requirements, the MQ-9 delivers tailored capabilities using mission kits that may contain various weapons and sensor payload combinations. The MQ-9 baseline system has a robust sensor suite for targeting. Imagery is provided by an infrared sensor, a color/monochrome daylight TV and an image-intensified TV. The video from each of the imaging sensors can be viewed as separate video streams or fused with the infrared sensor video. The laser rangefinder/designator provides the capability to precisely designate targets for laser-guided munitions. Synthetic aperture radar will enable Joint Direct Attack Munitions targeting. The aircraft is also equipped with a color nose camera, generally used by the pilot for flight control. Each MQ-9 aircraft can be disassembled into main components

Air Force’s hunter-killer UAV now flying in Afghanistan. Aircrews perform a preflight check on an MQ-9 Reaper before it takes off on a mission in Afghanistan. The Reaper is larger and more heavily armed than the MQ-1 Predator and attacks timesensitive targets with persistence and precision, to destroy or disable those targets. Courtesy photo.

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The Q4 Drone. U.S. Air Force photo.

and loaded into a container for air deployment worldwide in Air Force airlift assets such as the C-130 Hercules. The MQ-9 air vehicle operates from standard U.S. airfields. The U.S. Air Force proposed the MQ-9 system in response to the Department of Defense request for Global War on Terrorism initiatives. It is larger and more powerful than the MQ-1 Predator and is designed to go after time-sensitive targets with persistence and precision, and destroy or disable those targets. The “M” is the Department of Defense designation for multirole and “Q” means unmanned aircraft system. The “9” refers to the series of purpose-built remotely piloted aircraft systems. In July 2004, the Air Combat Command Commander approved the MQ-9 Enabling Concept Document. The MQ-9 is operated by the 42nd Attack Squadron and based at Creech Air Force Base, Nevada. WASP The Air Force’s Wasp IIII small unmanned aircraft system provides real-time direct situational awareness and target information for Air Force Special Operations Command Battlefield Airmen. The Wasp-III falls into the class of Air Force small Unmanned Aircraft Systems (UAS) known as Micro UAS. The Wasp III UAS features the expendable air vehicle, a ground control unit and communications ground station. Wasp III is a collapsible lightweight air vehicle with a two-bladed propeller driven by a small electric motor. The Wasp III is equipped with an internal Global Positioning System and

Inertial Navigation System, autopilot and two on-board cameras. The entire system can function autonomously from takeoff to recovery, or be controlled by one operator using a handheld remote control unit. The Wasp III originated from a combat need for combat controllers and tactical air control party Airmen to carry equipment needed for beyond-line-of-sight surveillance and to engage enemy forces. Aerovironment Inc. was awarded the contract in December 2006 after competing against a number of candidate systems. The Air Force took delivery of its initial system in 2007. QF-4 Drone The supersonic QF-4 is a reusable full-scale target drone modified from the F-4 Phantom. The QF-4 provides a realistic full-scale target for air-to-air weapons system evaluation, development and testing at Tyndall Air Force Base, Florida and Holloman AFB, New Mexico. The QF-4 is a remotely controlled target, which simulates enemy aircraft maneuvers. The drone can be flown by remote control or with a safety pilot to monitor its performance. The drone is flown unmanned when missiles are fired at it, and only in specific over-water airspace authorized for unmanned flight. When flown unmanned, an explosive device is placed in the QF-4 to destroy the aircraft if it inadvertently becomes uncontrollable. The QF-4 is equipped to carry electronic and infrared countermeasures to fully evaluate fighters and weapons flown

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and fired against it. Full-scale drone aircraft can be flown totally by computer using the Gulf Range Drone Control System, or controlled manually during takeoff and landing using a mobile control station located at the drone runway. As a safety precaution, a chase plane trails the drone during critical periods of flight.

Force throughout the 1960s and 1970s. F-4s also flew reconnaissance and “Wild Weasel” anti-aircraft missile suppression missions. Phantom II production ended in 1979.

First flown in May 1958, the Phantom II originally was developed for U.S. Navy fleet defense and entered service in 1961. The USAF evaluated it as the F-110A Spectre for close air support, interdiction and counter-air operations. In 1962, U.S. Air Force version was approved. The Air Force’s Phantom II was designated F-4C, and first flew May 27, 1963. Production deliveries began in November 1963.

The drone fleet is operated and maintained by the 82nd Aerial Targets Squadron, located at Tyndall AFB. The squadron is a subordinate unit of the 53rd Weapons Evaluation Group at Tyndall AFB. The 53rd WEG reports to the 53rd Wing at Eglin AFB, Florida. The QF-4 program attained initial operational capability in 1997.

The F-4 was the primary fighter-bomber aircraft in the U.S. Air

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The modified F-4 became the QF-4. It is the successor to the QF-106 in the Air Force drone inventory.

Scan Eagle The Scan Eagle small unmanned aircraft system, or UAS,

The Raven. U.S. Air Force photo.

The Scan Eagle. U.S. Air Force photo.

system includes a color electro-optical camera and an infrared camera for night operations. The Scan Eagleâ&#x20AC;&#x2122;s long endurance allows it to monitor key positions for extended periods of time. In 2004, the U.S. Marine Corps contracted Boeing to provide services support to protect Marines deployed in Iraq. This system was successful in saving lives and has flown more than 5,000 combat hours supporting ground and air forces in theater. In 2005, the Air Force Unmanned Aerial Vehicle Battlelab demonstrated the military utility of the Scan Eagle to support the protect mission for security forces. The Air Force purchased one Scan Eagle system using the Warfighter Rapid Acquisition Program in late 2006. Raven The RQ-11B Raven small unmanned aircraft system provides realtime direct situational awareness and target information for Air Force Special Operations Command Battlefield Airmen and Air Force security forces. The Raven falls into the class of Air Force small UAS known as man-portable UAS.

provides real-time direct situational awareness and force protection information for Air Force security forces expeditionary teams. The Scan Eagle falls into the class of Air Force small UAS known as multi-mission UAS. The Scan Eagle UAS is a portable system, which features three air vehicles (AV), a ground control station, remote video terminal, and a launch and recovery system known as the Skyhook system. Two specially trained Airmen operate the Scan Eagle UAS. The system is launched by a catapult, and retrieved by the Skyhook system which uses a hook on the edge of the wingtip to catch a rope hanging from a 30to 50-foot pole. The AV is autonomously controlled and can interchange several payloads depending on the need. Currently the

The Raven back-packable system which features two air vehicles (AV), a ground control unit, remote video terminal, transit cases and support equipment. Two specially trained Airmen operate the Raven AV. The AV can be controlled manually or can autonomously navigate a preplanned route. The Raven includes a color electro-optical camera and an infrared camera for night operations. The air vehicle is hand-launched, weighs less than 5 pounds and an endurance of up to 80 minutes. The Raven UAS has proven itself in combat supporting U.S. operations in Iraq and Afghanistan, and other areas of conflict. The Raven is now used by all of the military services. The Air Force purchased the Raven UAS to replace the Desert Hawk UAS. e Global Hawk information provided by Senior Airman Christine Collier, 9th Reconnaissance Wing Public Affairs. Predator information provided by Staff Sergeant Zachary Wilson, AFCENT Combat Camera News Team.

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Polar Lightning B-2 Spirit and a Test of Endurance By Senior Airman RYAN WHITNEY 36th Wing Public Affairs

irmen aboard a B-2 Spirit tested their endurance in a 24-hour, 8,000 mile mission to Alaska and back to Guam recently in an exercise showcasing U.S. commitment to peace and stability throughout the Pacific region.

Four B-2s and 270 Airmen from the 13th Expeditionary Bomb Squadron are deployed to Andersen Air Force Base from Whiteman Air Force Base (AFB), Missouri and this was the first bomber to complete the Polar Lightning Exercise since their arrival in February, 2009.

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Polar Lightning missions are flown to showcase the global reach and power of U.S. bomber force and at the same time the sorties give aircrews an opportunity to hone their skills. During the exercise, a B-2 Spirit aircrew flew for 11 hours to Alaska. After it arrived at the Alaskan Range, the stealth-bomber dropped more than 6,000 pounds of ordnance during two hours of range time then returned to Andersen AFB. â&#x20AC;&#x153;Most missions for bombers are long-duration flights like what we did during Polar Lightning,â&#x20AC;? said Major Beth Makros, the

B-2 Spirit. U.S. Air Force photo.

13th EBS assistant director of operations and mission planner for this exercise. “It is important that we practice like we play and Polar Lightning provides a great opportunity for our aircrew to get some long endurance experience.” Although the stealth-bomber was originally scheduled to participate with F-22 Raptors, E-3 Sentries and F-16 Fighting Falcons from Elmendorf and Eielson Air Force bases in Alaska, the B-2 aircrews were still able to gain valuable training after inclement weather in Alaska prevented the other

airframes from integrating with the B-2s. “The training that the aircrew got was invaluable, and even though some of the players were unable to participate due to weather, we developed strong contacts with the other units for future Polar Lightning exercises,” Major Makros said. Polar Lightning is a frequent exercise, taking place approximately once a month. In order to fly such a longduration mission, many preparations must be made. From

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B2 PROFILE General Characteristics Primary Function: Multi-role heavy bomber Contractor: Northrop Grumman Corporation Contractor Team: Boeing Military Airplanes Co., Hughes Radar Systems Group, General Electric Aircraft Engine Group and Vought Aircraft Industries, Inc. Power Plant: Four General Electric F118-GE-100 engines Thrust: 17,300 pounds each engine Wingspan: 172 feet (52.12 meters) Length: 69 feet (20.9 meters) Height: 17 feet (5.1 meters) Weight: 160,000 pounds (72,575 kilograms) Maximum Takeoff Weight: 336,500 pounds (152,634 kilograms) Fuel Capacity: 167,000 pounds (75750 kilograms) Payload: 40,000 pounds (18,144 kilograms) Speed: High subsonic Range: Intercontinental Ceiling: 50,000 feet (15,240 meters) Armament: Conventional or nuclear weapons Crew: Two pilots Unit Cost: Approximately 1.157 billion dollars (fiscal 98 constant dollars) Initial Operating Capability: April 1997 Inventory: Active force: 20 (1 test); ANG: 0; Reserve: 0

Airman 1st Class Joshua Silva prepares to help launch a B-2 Spirit during Exercise Polar Lightning at Andersen Air Force Base, Guam. B-2s are deployed here from Whiteman AFB, Missouri, as part of a regularly scheduled air and space expeditionary force rotation to the Pacific. Airman Silva is a 36th Expeditionary Maintenance Squadron crew chief. U.S. Air Force photo by Senior Airman Ryan Whitney.

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eating the right diet, to lining up tanker aircraft support, to a good night’s rest, preparation is key to a successful mission, the major said. Making sure B-2s have enough fuel to complete their missions are Airmen aboard KC-135 Stratotankers from the 434th Air Refueling Squadron deployed from Grissom Air Reserve Base, Indiana.

A B-2 Spirit positions to receive fuel from a KC-135 Stratotanker over the Pacific Ocean. More than 270 Airmen and four B-2s are deployed to Andersen Air Force Base, Guam, as part of a continuous bomber presence in the region. Pacific theater refueling operations are conducted by 434th Air Refueling Wing Airmen from Grissom Air Reserve Base, Indiana. The B-2 is from the 509th Bomb Wing, 13th Bomb Squadron, Whiteman AFB, Missouri. U.S. Air Force photo by Master Sergeant Kevin J. Gruenwald.

“The tanker support here has been phenomenal. For this exercise, we had to refuel three times before the mission was over and to ensure our success not only did they have a tanker escort us to Alaska but they pre-staged tankers at Alaska to get us back home as well,” Major Makros said. Another important player in the exercise was the flight doctor, who monitored the pilots’ sleep schedule and diet to make sure their level of alertness was as high as it could be during the stressful situation. The mission also had to be scheduled so when they arrived in Alaska, the time of day was accurate so the ability of the stealth bomber was at its peak. Although all the coordination and preparation was a lot of hard work, in the end it was worth the effort, the major said. “The experience the crew gained from the exercise and taking off from a new location was completely irreplaceable and without help from various players, it wouldn’t have been possible,” she said. The Airmen and B-2s are part of a regularly scheduled air and space expeditionary force rotation of bombers that has been underway since 2003. The bomber rotation is aimed at enhancing regional security and demonstrating U.S. commitment to the Pacific region. e

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OUR STRATEGIC ENVIRONMENT By Vice Admiral ROBERT B. MURRETT, U.S. Navy Director, National Geospatial-Intelligence Agency

eospatial intelligence (GEOINT) analysts are working in operations centers around the world identifying potential threats to security, predicting movements of hostile forces, and informing policy makers and combat forces. In real time, GEOINT analysts are providing the vital common operating picture that enables an informed decision in scenarios like those listed above and conducting long-term evaluations and analysis of geopolitical developments. The National Geospatial-Intelligence Agency (NGA) and our colleagues across the Intelligence Community (IC) and Department of Defense (DOD) have a responsibility to assess threats and provide timely warning using the tools and capabilities of our tradecraft. Good intelligence is vital to understanding threats. GEOINT provides the baseline for understanding a myriad of global threats and realities. The versatility and responsiveness of GEOINT uniquely support a wide range of missions,

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particularly given our current threat environment. GEOINT is the exploitation and analysis of imagery and geospatial information to describe, assess and visually depict physical features and geographically referenced activities on the Earth. GEOINT consists of imagery, imagery intelligence and geospatial (e.g., mapping, charting and geodesy) information. GEOINT serves as our nation’s eyes, providing necessary perspective about world events and changing landscapes to our nation’s policy makers and our warfighters. GEOINT shows what’s where on Earth. GEOINT has become a critical component of our country’s military and intelligence operations and a vital foundation for visualization and decision-making from the Oval Office to the battlefield. Our agency was established as the National Imagery and Mapping Agency (NIMA) in 1996 to integrate

NGA’s mapping of declining Arctic ice provides decision makers with critical information on geopolitical, economic and navigation considerations through the documentation of climate change.

imagery intelligence and mapping functions across the defense and intelligence communities. In November 2003, NIMA became NGA. The Director of NGA was officially designated as the functional manager for GEOINT as a result of the updating of Executive Order 12333. The functional management role involves the integration of GEOINT capabilities across the larger National System for Geospatial Intelligence (NSG). The evolution of the GEOINT community reflects the growing importance of GEOINT to national security. NGA and the GEOINT community are taking important steps to ensure we fully understand the trends facing our nation. These trends and threats are different from the Cold War threats that prevailed as the IC and DOD came of age. Our threats have changed and our posture must change as a result.

The Goldwater-Nichols Act in 1986 redefined how the military services interact, establishing an expectation of cooperation and joint operations. The IC has also reached that point and realizes that collaboration is a strategic imperative. We simply cannot allow restricted access to hinder our ability to provide the highest-quality intelligence. The Bush administration established the Office of the Director of National Intelligence (DNI) to better facilitate the integration of intelligence activities. Then-DNI McConnell stated that we have moved beyond an era where “need-toknow” is our operating model; we now must embrace the concept that everyone in the IC has a “responsibility-toprovide.” My experience with the Obama administration suggests that he and his staff accept this construct and reiterate the need to cooperate across organizational lines.

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As our strategic environment continues to evolve, so must our strategic posture. President Obama’s decisions and actions reflect the ongoing realities of our world and general continuity in our strategic posture. The IC and DOD continue to be focused on achieving our mission effectively and efficiently. As President Obama said, “Good intelligence is not a luxury, it is a necessity.” While GEOINT is a relatively young intelligence discipline, it serves an important role in enabling cooperation across the community. Particularly since the 9/11 attacks, the IC has been acutely aware that we need to communicate more effectively, we need to share information, and we need to leverage our

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relative advantages to get ahead of our next threat and maintain our strategic edge. Signals intelligence and human intelligence are far more powerful and accessible when layered on GEOINT. GEOINT provides the ideal baseline for collaboration. NGA has undertaken a focused effort to place our analysts with our mission partners at over 150 sites around the world. These externally assigned personnel are supporting our partners and making our intelligence even more powerful. Good GEOINT is only possible by incorporating multiple perspectives, high-quality tradecraft, dedicated professionals and multi-INT collaboration. It is a DNI priority “to lead the integration of intelligence sources – human, signals, geospatial, measurement and signature, and open source.”

From the White House to areas of crisis to the front line, GEOINT makes a critical difference in saving lives.

Much as collaboration improves our effectiveness and efficiency, finding the correct balance between our missions is vitally important to achieving success across the board. Secretary of Defense Robert Gates has outlined a strategic plan based on the need for balance. We must balance our support for current military operations while planning for future strategic and conventional conflicts. We must maintain our advantages in conventional operations while institutionalizing what we have learned about fighting a counterinsurgency. We must also balance â&#x20AC;&#x153;those cultural traits that have made the U.S. armed forces successful and shed those that hamper their ability to do what needs to be done.â&#x20AC;?

Balancing our mission requirements requires a thorough knowledge of our threats and capabilities and an accurate of assessment of future challenges. We need to maintain our information advantage, our decision advantage and our technological advantage. Strategic Threats The DNI releases a report on the key threats facing the United States each year and the relative risk associated with each threat and region. The Annual Threat Assessment, released in February 2009, builds on some of the longer-term trends and threats that we may face over the next 10-20 years. NGA participated fully in this study to assess broad strategic threats

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The Lomonosov Ridge, shown here in an NGA-produced bathymetric model, is at the center of political debate concerning Arctic sovereignty and economic rights.

and opportunities, and our involvement is growing. In November 2008, the National Intelligence Council (NIC) released its report, Global Trends 2025: A Transformed World. Outlining and understanding the strategic and tactical threats facing the United States over the short and long terms is vital to ensuring we are prepared to confront any challenge. The NIC also provides insight into how the strategic priorities of the IC and, moreover, our national security policies are formed and how we should position ourselves today. A key lesson from these reports is that the IC and DOD need to improve our traditional ways of thinking and operating, maintain open minds, and be innovative in identifying possible threats to our national security. Power Shifts China’s influence is growing not only in East Asia, but globally. It is investing significant resources to expand its military capabilities, particularly for ballistic and cruise missiles and counter-space systems, and to modernize its

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nuclear capabilities. “Few countries are poised to have more impact on the world over the next 15-20 years than China,” according to the NIC. Russia is attempting to increase its ability to influence global politics by actively courting relationships with regional powers like China, Iran and Venezuela. Demographic shifts resulting from birth and mortality rates will shift power from West to East as Eastern countries benefit from working-age population bulges and Western countries react to declining birth rates. The growth is particularly pronounced in regions such as South Asia and the Middle East. NGA is a full partner in the IC’s and DOD community’s efforts to better understand and map the human terrain in order to gain a better understanding of the sociocultural dynamics at play in these regions. Human terrain analysis is a multidisciplinary approach to describe and predict geospatial and temporal patterns of human behavior by analyzing the attributes, actions, reactions and interactions of groups or individuals in the

context of their environment. As power shifts among nationstates, a thorough understanding of the whole world becomes even more important. We need to understand new dynamics, new places, and new people. Intelligence supports our decision makers as they tackle the political ramifications of a dynamic geopolitical environment. Afghanistan and Pakistan Afghanistan and Pakistan continue to be high-priority locations. We currently face threats from the Taliban-dominated insurgency. The deteriorating security situation, coupled with governance and infrastructure shortfalls, has contributed to growing regional violence. Opium production is extensive and accounts for over 90 percent of the worldâ&#x20AC;&#x2122;s supply. Moreover, insurgents use opium sales to fund their efforts. NGA is increasing our support to coalition forces operating in Afghanistan both in a kinetic and host nation building capacity. We are also focusing heavily on increasing the

capacity of the Afghan military and security forces to protect their citizens. NGA has partnered with international and American mission partners to collect geospatial data across Afghanistan in support of foundation data missions. NGA funded a national mapping capability for Afghanistan through support to the Afghan Geodesy and Cartography Head Office. Our strategic partnership with Afghanistan is just one of many examples of how we are helping support development and stability in the region. Iraq Violence in Iraq has subsided significantly in recent years and may serve to counterbalance negative trends elsewhere in the Middle East. The role of intelligence in the successful coalition and Iraqi operations remains noteworthy. NGA support in Iraq will remain at the same level or increase slightly for the foreseeable future. President Obama has called for a drawdown of combat forces in Iraq, but having fewer troops often leads to a greater need for intelligence. NGA and our mission partners

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Vice Admiral Robert B. Murrett. Photo courtesy U.S. Navy.

will continue to monitor the situation to ensure we have the appropriate level of GEOINT support for our troops and our allies in the region. Operational commanders and deployed forces in theater have experienced the power of embedded NGA support and subsequently increased their expectations and requirements daily. They make sure that the people who rely on U.S. the most have the GEOINT they require, in a way that it can be digested and absorbed effectively. Our forward-deployed personnel are one aspect of the capabilities we push forward into the fight. Having a robust reach-back capability is every bit as critical to the warfighter. Our reach-back support bridges the continuity gap between NGA in-house GEOINT talents and those of our forward-deployed representatives in theater. This support is vital to giving our warfighters the advantage they need to succeed in hostile and life-threatening situations. Latin America Some Latin American states face violence and unrest. Drug traffickers and corrupt leaders have undermined the political process and compromised the safety of the citizens. The drug trade produces billions of dollars each year, perpetuating the violence and further eroding the political process. Some success has been seen from aerial eradication of drug crops and concentrated efforts to fragment drug cartels. Imagery has been instrumental in assessing the extent of planting and targeting the eradication efforts. NGA cooperates with the Drug Enforcement Administrationâ&#x20AC;&#x2122;s efforts to understand and reduce the drug trade. Once again, GEOINT provides a valuable perspective to a difficult problem. Strong and innovative international partnerships are essential to meeting global and homeland security challenges. GEOINT is

enriched by an international perspective. Our analysis is improved by the valuable context and expertise all our partners provide. By working in close coordination with all our international and domestic partners, we reduce redundancies, we share the burden of data collection, we leverage regional expertise, and, ultimately, we improve our efficiency and effectiveness in achieving our mission. Our work with the Department of Homeland Security, the Department of State, the Department of Energy, and dozens of other federal organizations, as well as hundreds of foreign partners, enables NGA to provide the tailored support that our mission partners require. Weapons of Mass Destruction We continue to be concerned with the substantial threat of rogue nations and terrorist groups threatening U.S. with biological, chemical and nuclear weapons and their delivery systems. The potential threat to U.S. interests, both in our homeland and abroad, is significant, and the scale of destruction could be catastrophic. Fully understanding the threat requires contributions from across the community. In many cases, GEOINT is the best source. Strategic Resources The Annual Threat Assessment stressed the emergence of several nontraditional threats that now concern the IC and policy makers, including climate change, energy, global health, and environmental security. A high demand for strategic resources will potentially lead to conflict, partly because many key resources are found in unstable areas and resource scarcity will affect these regions more dramatically. GEOINT provides a unique and vital perspective on these issues in part because of our long history with domestic and humanitarian operations. GEOINT allows U.S. to see and know the Earth. By using the

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GEOINT Polar ice mapping.

full spectrum of GEOINT capabilities, we can monitor water levels, assess drought and map the human terrain. Foundation data, geodesy, imagery, geospatial information, and intelligence all contribute to understanding the actual changes in our physical Earth. The information provided from our analysts can inform decision makers early in the process, allowing for preparation and action to reduce the potentially catastrophic effects. In places like China, pollution and overstretched resources may lead to environmental devastation. The GEOINT community is uniquely postured to monitor the changes in the Earth and see the shifting natural landscape. Geopolitical and economic ramifications result from the emergence of new sea lanes and access to raw materials. NGA, in partnership with the NSG members and international allies, has led a study of the polar ice caps. Large quantities of natural resources previously inaccessible under ice may soon be available, prompting territorial claims and disputes. Traditional shipping lanes have shifted, provoking tension between stakeholder nations. The geopolitical stakes are high. As Dennis C. Blair, Director of National Intelligence, commented in his confirmation statement, “Identifying these opportunities for American policy and statecraft is as important as predicting hostile threats.” Conclusion While our threats may seem daunting, our community is prepared to confront these challenges and make the most of opportunities for our strategic gain. We will continue to work with the entire GEOINT community through the NSG to provide the highest-quality and most timely, relevant and accurate GEOINT. We will continue to work with our

international partners, who add a vital perspective to our analysis. We will continue to build new and enhance enduring partnerships. We will continue to expand our collaboration, through our forward footprint, joint duty, collaborative tools, open dialogue and independent analysis. We need to be agile, flexible and informed. Virtually every military and intelligence operation depends on NGA’s ability to provide GEOINT when and where it needs it most. Having our NGA analysts and staff forward deployed, embedded with our mission partners, makes the critical difference in a wide variety of missions. The dedicated men and women of NGA accept the reality that an expeditionary mission will be with U.S. for the rest of our professional careers, and we will continue to grow this mission to best meet the needs of our warfighters and other mission partners. Asymmetric threats, adversarial nations and rapidly expanding technologies require NGA to adapt and think systematically about what we are doing now, what we should be doing and how we will do so in the future. Our national leadership is providing sound, consistent strategic guidance to help U.S. prepare for our threat environment today and for decades to come. NGA is the nation’s eyes, capable of contributing to a wide range of national security, humanitarian and homeland security missions. Our strategic environment demands our vigilance, commitment and innovation. The IC and DOD continue to improve, and we are prepared to confront our current and future challenges. Our talented people are bringing their expertise and dedication to ensuring our national security. GEOINT ensures our strategic edge and decision advantage. e

AIR POWER 2009

The Global Cyberspace Integration Center

Emerging Concepts and Technologies hroughout its distinguished history, the Air Force has undergone significant organizational and conceptual changes – adapting and innovating to maintain broad and sustained advantages over potential adversaries.

the Air and Space Command and Control Agency at Langley Air Force Base, Virginia, following the April 1997 CORONA four-star senior leader summit – charged to implement the Air Force’s vision to optimize command and control.

The Global Cyberspace Integration Center, formerly the Air Force C2 & ISR Center, has been part of those changes and instrumental in carrying the torch for, and successfully meeting, the mandate to integrate and standardize legacy, and emerging C2, and Information Systems Research (ISR) concepts and technologies.

At a subsequent CORONA in June 1998, the Air Force leadership expanded the mission of the Air and Space C2 Agency to include integrating all Air Force intelligence, surveillance, and reconnaissance. The Center worked tirelessly throughout the year, and quickly transitioned needed tools to the Vincenza Combined Air Operations Center (CAOC) in support of Allied Force. The first Air Force, large-scale field experiment, Expeditionary Force Experiment (EFX), was

The Center’s distinguished history begins with its activation as

64 AIR POWER 2009

The Central Air Forces Combined Air Operations Center is staffed by active-duty, Guard and Reserve forces from all the U.S. services as well as coalition partners. Some services represented at the center include (from left) the Royal Australian Air Force, U.S. Army, U.S. Marine Corps, Royal Air Force, New Zealand Air Force and Canadian Air Force. Service members work side by side planning and executing operations for OPERATIONS IRAQI FREEDOM and ENDURING FREEDOM as well as Joint Task Force, Horn of Africa. U.S. Air Force photo by Staff Sergeant Chyenne A. Griffin.

The Combined Air Operations Center (CAOC) at a forward-deployed location is the “nerve center” for aerial missions for OPERATIONS IRAQI FREEDOM and ENDURING FREEDOM. U.S. Air Force photo by Technical Sergeant Demetrius Lester.

instrumental in advancing command and control processes, and technology by experimenting with an affordable commercial-off-the-shelf solution for distributing ISR video to multiple locations – this success reduced the effects of satellite latency from hours to minutes.

declaration of the Air Operations Center (AOC) as a Weapon System (WS). Another huge success that year was implementing the first-ever, theater-wide integrated digital network, increasing time-critical-targeting successes by 90 percent.

On January 1, 1999, the agency’s mission expanded once again – taking on Predator and Global Hawk platforms – and re-designated the Aerospace C2 & ISR Center. The Center made great strides at the turn of the millennium. The tremendous efforts of the Center’s operations team led to completing the AOC baseline, development and fielding of Theater Battle Management Core System (TBMCS), and

The terrorist attacks on the World Trade Center and Pentagon in 2001 sparked an Air Force-wide transformation, including the addition of a new Deputy Chief of Staff for Warfighting Integration. To support this action, the Center was redesignated the Air Force C2 & ISR Center, and realigned as a field operating agency under SAF/XI. With a determined commitment to support Airmen, and their mission partners

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around the globe, the Air Force changed the mandate for Experimental Combined Air Operations Center (CAOC-X), the C2 Battlelab, and Joint Expeditionary Force Experiment (JEFX), to accelerate critical, near-term capabilities to the warfighter. JEFX demonstrated the first-ever combat rescue survivor recovery with no voice contact; improved and delivered to the warfighter critical AOC operational processes and tactics, techniques, and procedures for Time-CriticalTargeting; fielded Theater Space Control, giving the Joint Force Air Component Commander (JFACC) the ability to exercise tactical control of space assets; and integrated Space for the first time into the AOC.

AOC; found ways to slash Global Hawk unit costs while still providing multi-intelligent capability; and re-tooled the program, providing more bang for the buck. The Center’s Communication Team developed a plan to deliver data link capability to A-10’s – leveraging a software-compliant radio solution that enabled interoperability between close air support participants. Additionally, the Center delivered a workable ISR-Manager allowing visualization and collaboration into various theater ISR assets...satisfying an urgent operational need. This work also laid the foundation to control, and dynamically re-task ISR assets in support of Time-Critical Targeting.

Also during that year, the Center’s C2 Battlelab reduced the time for warfighters to build the Master Air Attack Plan by 30 percent by automating one of the last manual processes in the

In 2002, the Center underwent its most profound change organizationally since its creation. Air Force-wide transformation, begun by the Service’s top leaders in late

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Advanced Multiband Communications Antenna System program team members pass data and monitor location and flight conditions after successfully connecting to the MILSTAR satellite during a June test flight at Hanscom Air Force Base, Massachusetts. The test flight confirmed the utility of a small but powerful antenna that will enable aircrews to receive extremely high frequency satellite communications. Courtesy photo.

Former Secretary of the Air Force Michael W. Wynne announces that 8th Air Force would become the new Air Force Cyberspace Command at the 6th Annual C4ISR Integration Conference in Crystal City, Virginia, November 2, 2009. U.S. Air Force photo by Technical Sergeant Cohen Young.

2001, included the standup of a new Deputy Chief of Staff for Warfighting Integration (AF/XI). To support the action, on March 15, 2002 the Center was re-designated the Air Force Command and Control & Intelligence, Surveillance and Reconnaissance Center (AFC2ISRC), and soon realigned as a field operating agency under AF/XI. This was the beginning of an astonishing seven-year stride to modernize, standardize, and seamlessly integrate C2. The collective efforts of the Center’s experts led the herculean workload to create the AOC of the future, and deliver integrated capabilities rapidly through large-scale experimentation. 2004 Center successes included maximizing MILSTAR

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(Military Strategic and Tactical Relay (satellite)) availability; advancing information-exchange capability; increasing chances for recovering “downed” Airmen; and compressing the kill chain by fusing data from multiple intelligence platforms into a single composite track. The C2 Battlelab also transitioned three critical capabilities including a B-52 enhancement for close air support; a web-based weather tool; and a beyond line-of-sight-voice communications capability for fighter aircraft. In December 2005, the Air Force mission statement was amended to include cyberspace as an operational domain along with air and space. In an effort to support that vision,

the Secretary of the Air Force for Warfighting Integration and Chief Information Officer, Lieutenant General Michael Peterson, re-organized his warfighting integration team to drive combat effectiveness and resource efficiency, while moving to integrate Air Force operations across air, space, and cyberspace. His first step was to re-designate the AFC2ISRC to the Global Cyberspace Integration Center (GCIC). Our GCIC team worked aggressively during 2007 providing solutions to answer urgent warfighter requests by fixing an incompatibility problem between targeting software and the automatic transfer of national intelligence data from the Modern Improved Database (MIDB) to Theater Battle Management Core System (TBMCS) – reducing the target planning cycle by 33 percent. The Center also developed and installed a software tool for Camp Victory, Baghdad to consolidate server space – reducing the number of servers necessary to support the base from 56 to nine – effectively reducing manpower needs, space, and Heating Ventilation and Air Conditioning (HVAC) demands. The Center’s work continued as we developed an interface for Air Mobility Command, permitting command facilities to easily, and accurately, associate mobility and non-mobility mission data, and populates the Air Tasking Order; and a tool that instantly signals personnel in combat plans and operations

when changing weather conditions may impact mission planning and/or execution. As if that wasn’t enough, our team provided airborne gateways, and the technical expertise to close the gap between data and information systems...bringing the power of “internet-like” capabilities to commanders, cockpits, and the edge of the battlefield. We completed the year with yet another success with the development of a tool allowing the AOC to rapidly transmit targeting information via Link 16 directly to strike aircraft and/or net-enabled weapons. This tool eliminated multiple manual data entries, and radio calls – reducing the time to get data from the AOC to an aircraft, and greatly reducing the chance for operator error. During 2008, the Center again responded to requests by Central Command. Over 400 joint tactical radio systems were deployed to the theater, as well as an intelligence tool that correlates Signals Intelligence (SIGINT) products, tactical battle updates, and imagery reports capability was delivered within months. Center members accelerated the transition of over 35 initiatives, delivering eight directly supporting overseas contingency operations. The GCIC team understands the importance of interoperable C2 systems and worked tirelessly with Joint partners to demonstrate collaborative and coordination capabilities between the Navy’s Maritime Operation Center, US Strategic

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Former Secretary of the Air Force Michael Wynne (left) talks with Brigadier General Mike H. McClendon, during a tour of the Air Force Global Cyberspace Integration Center Hot Bench. Michael Wynne visited the center for an inside look at the Joint Expeditionary Force Experiment (JEFX) in 2008. General McClendon is the Air Force GCIC Commander. U.S. Air Force photo by 1st Lieutenant Charlie Spaulding.

Extremely exciting has been the work our team conducted to develop a capability allowing rapid transmission of AOC targeting information via Link 16 directly to strike aircraft and/or net-enabled weapons. This capability eliminates multiple manual data entries and radio calls – reducing the time to get data from the AOC into an aircraft computer and greatly reducing the opportunity for operator input error. Additionally, it also allows machine-to-machine re-targeting of net-enabled weapons even after the weapon has been launched.

the automatic access to the weather database and a capability that instantly signals personnel in combat plans and operations when changing weather conditions may impact mission planning and/or execution. Prior to this system, decisionmakers relied almost completely on individual briefings by weather experts for updates. GCIC’s experts prototyped, and deployed a worldwide strategic integration capability to 8th Air Force in support of the global strike mission. Center experts refocused Air Force Science & Technology investments, during the first annual General Officer applied technology council, to address Cyberspace defensive, offensive, and C2.

Our team also developed an interface for Air Mobility Command permitting command facilities to easily, and accurately associate mobility, and non-mobility mission data, and populates the Air Tasking Order. An additional feature is

The Center established collaborative partnerships with U.S. Strategic Command, Joint Forces Command, and the Navy’s 2nd Fleet. These associations delivered the successfully demonstration of collaborative coordination capabilities

Command (USSTRATCOM), and the Combined AOC (CAOC).

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between the Navy’s Maritime Operation Center, USSTRATCOM, and the theater CAOC, along with advancing Cyber C2 capabilities. GCIC also worked closely with NATO to establish the first-ever machineto-machine interface allowing for exchanges between U.S. and NATO C2 systems. Additionally, the Center successfully demonstrated an intelligence collaboration tool for nine North Atlantic Treaty Organization (NATO) nations – this tool is expected to be operational by year’s end. The Center finished 2008 by deploying a communication’s solution to U.S. Central Command (CENTCOM) for an urgent operational need. The airborne payload delivers voice bridging, and Link 16 or situational awareness datalink message forwarding in complex mountainous terrain – directly contributing to day-to-day combat operations. Data collected from missions using the payload detail a significant in the “kill chain” reduction. Due to its success, CENTCOM submitted a Joint Urgent Operational Need (JUON) calling for added payloads eventually leading to the Deputy Secretary of Defense memorandum signed on May 28, 2009 directing procurement of additional assets. We are proud of our successes in: • Building the Air and Space Operations Center – a C2 capability unparalleled in the history of the United States Air Force. • Advancing collaboration across the Air Force and Department of Defense – chat, and access to documents now improve distributed ops – providing agility and ability to stay ahead of our enemy’s Observe, Orient, Decide and Act (OODA) loop. • Pioneering airborne networking for the 21st century – enabling IP-based information exchange between airborne and ground-based nodes. • Providing critical tools and technology quickly to the warfighter...Just to name a few. The Center provides the Air Force with a unique cadre of operations, and technical subject matter expertise in C2 – the cornerstone for decision superiority. Our customers depend on us for innovative, integrated, and standardized C2 solutions to ensure we fly, fight, and win in air, space, and cyberspace – and we deliver! These are exciting times and there is much work to be done; but our team is confident its collective ability to innovate, experiment, and implement new capabilities, will deliver to the Air Force, and America, the critical capabilities needed to Command, Control, and Dominate in Air, Space, and Cyberspace. e

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The Global Cyberspace Integration Center (GCIC) hot bench team assesses various software and information systems to detect potential problems before they are delivered to the warfighter. The GCIC is at Langley Air Force Base, Virginia. U.S. Air Force photo by Amelia Donnell.

Technical Sergeant Lawrence Braxton looks through a boresight telescope. He watches the crosshairs inside and instructs another Airman where to move the collimeter to get the F-16 Fighting Falcon gun alignment within tolerance levels. Sergeant Braxton is assigned to the 13th Fighter Squadron at Misawa Air Base. U.S. Air Force photo by Senior Airman Gena Armstrong.

New Threat Detection Countermeasure Program Introduced By DONNA MILES, American Forces Press Service lot of questions are likely to rush through your head when you’re out on the battlefield and the enemy projectiles come flying. Defense Advanced Research Project Agency (DARPA) officials are making big strides on a program to respond with life-saving speed and accuracy.

The goal of DARPA’s, Counter Rocket-Propelled Grenade and Shooter System with Highly Accurate Immediate Responses (CROSSHAIRS), program is to develop a threat detection and countermeasure system for light tactical vehicles, program manager Karen Wood explained. As envisioned, Ms. Wood said, CROSSHAIRS will be able to detect and locate enemy shooters firing threats ranging from bullets to rocket-propelled grenades to anti-tank guided missiles to direct-fired mortars. In addition, it will engage the shooters and notify other friendly forces of the threat. “In an engagement, what am I worried about?” she asked.

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“The first thing I have got to know is what is coming at me. So the CROSSHAIRS system has to be able to identify the threat coming in.” Next, Ms. Wood said, “I need to know. ‘Is it going to hit me or not?’ So CROSSHAIRS has to be able to track whatever is coming in.” “The third thing you want is to know where that shooter is so you can retaliate or put down suppressive fire” or take some other action, she said. “Then lastly, if something like a RocketPropelled Grenade (RPG) is coming in, can I have selfprotection?” she asked. “Do I have an active protection system to help me with vehicle survivability?” CROSSHAIRS aims to do all this then share details about the attack and the enemy’s precise location with other friendly forces. “I can seamlessly network that information to other vehicles in my convoy and let them know there is a shooter

here,” Ms. Wood said. “That way, if I’m busy with survivability, they can do the retaliatory fire or respond to the shooter.” The CROSSHAIRS program builds on another DARPA effort: the Boomerang II acoustic gunshot detection system. This vehicle-mounted anti-sniper system “listens” for a bullet’s shockwave and muzzle blast and then transmits the shooter’s location to the vehicle crew, all in less than a second. The Army ordered about 8,000 Boomerang systems, and about half of them already have been deployed to the combat theater, Ms. Wood said. But test results during earlier stages of the CROSSHAIRS program determined that radars are the best way to detect larger projectiles. The contractor ultimately selected came up with a system Ms. Wood said was “head and shoulders above

the rest” in successfully identifying the type and source of incoming fire. The “Cross-Cue” sensor system combines low-cost radar and acoustics technology with signal processing. The CROSSHAIRS system marries the two sensor technologies to respond to a full array of threats. “Now we have the Boomerang for gunshots and the Cross-Cue radar solution for everything else.” Ms. Wood said. The CROSSHAIRS program got a shot in the arm when the Army’s Rapid Equipping Force agreed to team with DARPA to apply the technology to the Vanguard vehicle it was developing. In 2008, DARPA engineers took CROSSHAIRS’ dual detection systems, along with its networking piece, and automatic weapon “slew-to-cue” capability and put the system through the paces at the Redstone Technical Test Center in northern Alabama.

AIR POWER 2009

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“We don’t make it easy for these contractors,” Ms. Wood said. CROSSHAIRS had to stand up to gunshots, RPG rounds and machine-gun fire, all coming from different sources and often all at once. And as it responded, it simultaneously networked the information to another vehicle, which demonstrated an automatic weapon slew-tocue to the shooter location based on the information received from the vehicle under fire.

Senior Airman Raymond Tate from the 366th Civil Engineer Squadron (CES) lines up the crosshairs on a simulated explosive device while training with Technical Sergeant David Ashcraft from the 99th CES. They are using the explosive ordinance disposal team’s Barrett .50caliber semi-automatic rifle while deployed in support of OPERATION ENDURING FREEDOM. The Barrett .50-caliber semi-automatic rifle is one of the many ways Explosive Ordnance Disposal (EOD) team members can destroy explosive devices from a safe distance. U.S. Air Force photo by Staff Sergeant Michael Gaddis.

Even Ms. Wood was surprised at the results. “The system really kind of hit a home run,” she said. “Very rarely do you get to go before your director and say, ‘We met all the objectives we were going after in this phase of the program.’” The program, now in its final phase, then turned to developing an active protection system for CROSSHAIRS. The engineers faced two major challenges, Ms. Wood said. The system had to be affordable enough to deploy on light, tactical vehicles, and deployable in a way that didn’t cause additional collateral damage. “We’re not going to spray shrapnel or blow something up at a distance, as innocents could get killed,” she said. After exploring numerous options, the DARPA team ultimately settled on another system their agency had initiated: the Iron Curtain. This system, mounted on the roof of a Humvee, defeats incoming projectiles using a shootdown system to dud the round before it strikes the vehicle. Because Iron Curtain shoots directly down from the rooftop and engages the incoming round just inches away from the vehicle, it causes little or no collateral damage, Ms. Wood said. She explained how the integrated CROSSHAIRS system works. The radar detects and tracks the incoming round. An embedded optical sensor gives a profile of the round. “Based on a lot of shots, we know exactly where to hit that RPG to make it dud,” she said. Meanwhile, the vehicle crew is able to monitor the process, seamlessly networking the shooter’s location and threat type to other friendly forces. “It’s quite amazing what we have done,” Ms .Wood said of the system. “We are just marching on, developing these capabilities and hoping it is going to save Soldiers’ and Marines’ lives.” If the program gets adopted by the services, as Ms. Wood said she fully expects, she said it will bring tremendous additional capabilities to warfighters. “I’ve got the best job in the whole world,” she said. “It’s incredibly rewarding to have things go out that you know are going to protect our men and women.” With two nephews in the military, one who has seen combat in Iraq and a niece who will be deployed at the end of the year, Ms. Wood takes the mission personally. “If there’s anything I can do to help the warfighter, I’m all about it,” she said. “It’s very rewarding, and it’s very satisfying. e AIR POWER 2009

United States Air Force Going

Green and Clean By RYAN HANSEN Air Force Weather Agency, Public Affairs

lternative fuels, energy conservation and environmental compliance issues were just a few of the topics covered during “The Air Force Goes Green and Clean” environmental symposium held at Offutt Air Force Base (AFB), Nebraska.

Air Force senior environmental leaders, academic professionals, architects, business leaders and members of the U.S. Green Building Council gave presentations, participated in a round table discussion and highlighted environmental issues currently being faced by both business and government agencies around the country. “We wanted to communicate the full-spectrum of the Air Force’s environmental perspectives and initiatives,” said Lieutenant Colonel Mark White, 170th Air Refueling Group commander, who helped organize the event. “A common theme amongst the participants in the symposium appeared to be a genuine interest in the Air Force’s efforts in conserving our nation’s resources, including our natural as well as financial resources, while defending the nation.” The symposium was one of many happenings held during Air Force Week in the Heartland, a week-long schedule celebration in the Omaha area aimed at showcasing the Air Force, its

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people and multiple missions with the local community. “This was a tremendous event to have during Air Force Week,” said Major General Michael K. Lynch, mobilization assistant to the commander of Air Combat Command (ACC), who participated in the round table discussion. “This was a great chance to get the community involved and show everyone what the Air Force has done, is doing and planning to do in the future in regards to the environment.” The symposium was held at the Air Force Weather Agency’s (AFWAs) new headquarters building. It is Air Force’s latest and one of Air Combat Command’s first Leadership in Energy and Environmental Design green rated facility designated by the U.S. Green Building Council. “The federal government and the DOD are national leaders when it comes to green buildings,” said Mr. Tim Hemsath, chairman of the U.S. Green Building Council Flatwater Chapter, who gave attendees a presentation on Leadership in Energy and Environmental Design (LEED) facilities. “Education in this area is critical and events like this really provide a good opportunity for people to come together and learn about what is being done and what is available.”

The Effluent Pond is one of several environmental initiatives implemented at Dyess Air Force Base, Texas. The pond serves as a cooling tower for the base ice plant. The ice plant provides a cooling supply for fourteen buildings including the dorms, dining hall and B-1B Lancer simulator building. The base environmental office has implemented several energy-efficient programs as part of their go-green initiative. The base has already spent 1 million dollars less on energy this year compared to the same time last year. U.S. Air Force photo by Technical Sergeant Cecilio Ricardo.

Other participants in the symposium included: Brigadier General Timothy A. Byers, ACC’s director of installations and mission support, Dr. Alan Garscadden, chief scientist of the Air Force’s propulsion directorate, Mr. Kenneth Hahn, architect of the new AFWA building, Mr. Jim Harford, Nebraska Department of Environmental Quality, and Mr. Eldon Hix, Air Force Center for Environment and Engineering. “Equally important were the members of the audience representing Heartland academia, scientists, and engineers; green facility designers, builders, and operators; and compliance operators and regulators,” Colonel White said. “During the symposium’s round table forum, the interaction amongst the speakers and audience members capitalized on the strategic-to-local breadth of the forum.” The event concluded with tours of the Air Force Weather Agency headquarters building. “This allowed our Heartland partners to get ‘eyes on’ a recent, relevant example of the Air Force’s commitment to conserving our natural resources and was a fitting capstone to the overall forum,” Colonel White said. e

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A C-17 Globemaster III goes green. Flying over New York City after completing the first transcontinental flight on synthetic fuel. The airlifter flew from McChord Air Force Base, Washington, to McGuire AFB, New Jersey. U.S. Air Force photo by Randy Hepp.

Air Mobility Command Goes Green with Aircraft Engine Washes By TRISHA GALLAWAY ir Mobility Command bases are using a new aircraft engine wash system that’s not only better for the plane, but is also better for the environment.

EcoPower wash representatives come out to Charleston AFB where the jet is ready and waiting for them to install the wash system nozzle onto the engine’s inlet, Sergeant Bodle said.

The EcoPower Engine Wash System is a system that uses atomized water, collects the effluent water and purifies it for recycled use.

“Using the EcoPower service has reduced the time we previously needed to wash the engines,” Sergeant Fults said.

EcoPower builders claim washing the engines will reduce engine fuel burn by as much as 1.2 percent.

After the nozzle is installed, Charleston AFB Airmen in the cockpit receive direction from another Airman on the flightline to motor the engines while the EcoPower wash runs water through the C-17 engine thoroughly cleaning it, Mr. Babcheck said.

“C-17 (Globemaster III) engines washed using the EcoPower Engine Wash System have shown measurable improvements in fuel efficiency and cooler operating temperatures,” said Master Sergeant Richard Fults, the AMC C-17 propulsion superintendent. “The cooler exhaust gas temperatures also decrease heat stress on these engines, which benefits us in two ways. First, we see the engines are staying on the wing longer, and second, we are seeing gains in terms of preventive maintenance.” Twice a year, 437th Airlift Wing C-17s go through a home station check, and part of that check includes the routine washing of the four engines. “Charleston AFB has been using the EcoPower wash system for about the last year,” said Staff Sergeant Matthew Bodle, a 437th Maintenance Squadron aerospace propulsion craftsman.

EcoPower wash builders claim the fine mist penetrates deeper into the engine’s core, saturating and cleaning all surfaces. “Once the wash is complete, the contractors remove the wash manifolds, water collectors and tubing while Air Force personnel reinstall the water traps and prepare for the engine run procedure that is required to thoroughly dry the gas path of the engine before returning the aircraft to service,” Mr. Babcheck said. Not only does the engine wash system keep engines on the jets longer, but also it has environmental benefits as well. The “closed-loop” system collects and recycles the runoff water, keeping potentially contaminated water off of the flightline and running off into the surrounding areas.

Once the C-17 has completed the home station check and it’s time for the engines to be washed, a call goes out to the local EcoPower wash service representatives and Charleston AFB maintainers prep the C-17 on the flightline, Sergeant Bodle said.

EcoPower wash contractors also claim that by using their system, as much as three pounds of carbon dioxide emissions for every pound of fuel saved will be eliminated from the atmosphere.

“The routine for the post home station check engine wash begins with Air Force personnel first preparing the engines by removing the electronic engine control water trap plugs from the affected engines,” said George Babcheck, a 437th Maintenance Squadron propulsion element foreman. “Next, an inlet and exhaust inspection is accomplished by the three-person engine run crew.”

“Today, we are trying to more efficiently utilize our resources, expand our conservation of energy and be better stewards of our environment,” said Major General Robert H. McMahon, the Headquarters Air Force director of logistics. “Few opportunities exist for us to address all three simultaneously. Engine washes are one of those initiatives that does.” e AIR POWER 2009

Academy Earns T e n Ye a r A c c r e d i t a t i o n By Technical Sergeant CORTCHIE WELCH U.S. Air Force Academy Public Affairs

Master Sergeant Karl Bradley leads the Air Force Academy Band during a parade in honor of the Air Force’s 62nd birthday at the U.S. Air Force Academy in Colorado Springs, Colorado, September 18, 2009. U.S Air Force photo by Mike Kaplan.

n May of 2009, the U.S. Air Force Academy earned a maximum 10 year accreditation after undergoing a comprehensive and intense evaluation by a team of distinguished leaders in higher education a month of earlier.

visit in 10 years. The team, consisting of leaders from diverse and well-respected institutions nationwide, cited 16 points of commendation and only four concerns for the Academy.

During its visit, the eight-member team representing the Higher Learning Commission of the North Central Association of Colleges and Schools reviewed the Academy’s ongoing ability to meet the commission’s criteria for accreditation.

“This is like an institutional grand slam home run for us,” said Lieutenant General John F. Regni, the Academy superintendent. “The team cited 16 points of commendation and noted that was an unusually high number for an accreditation visit.”

The commission released preliminary results of its report, recommending the Academy receive its next accreditation site

“All of us at the Academy can take great pride in this accomplishment,” said Brigadier General Dana H. Born, the

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dean of the faculty. “Although we did a good deal of specific preparation, the overwhelming success of this accreditation visit has to be attributed to the daily pursuit of excellence by every cadet and permanent party member in all the mission elements.” The Academy has been accredited at the bachelor’s degree level by the NCA/HLC since 1959. In 50 years since that unprecedented action, the school has been continuously accredited at maximum 10 year intervals. The Academy is widely recognized as one of the finest higher

education institutions in the nation. U.S. News and World Report, ranks the school as the top Baccalaureate College in the West. Forbes lists the Academy as the 16th best college in the nation (out of 569) and Barron’s lists the Academy as one of the “most competitive” colleges in the country. United States Air Force Academy The United States Air Force Academy offers a four-year program of instruction and experience designed to provide cadets the knowledge and character essential for leadership,

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Air Force Academy Basic Cadet Ryan McKilligan keeps his rifle high at the Jacks Valley Assault Course near Colorado Springs, Colorado. U.S. Air Force photo by Dennis Rogers.

and the motivation to serve as Air Force career officers. Each cadet graduates with a Bachelor of Science degree and a commission as a second lieutenant in the Air Force. Cadets are exposed to a balanced curriculum that provides a general and professional foundation essential to a career Air Force officer. Special needs of future Air Force officers are met by professionally oriented courses, including human physiology, computer science, economics, military history, astronautics, law and political science. The core curriculum includes courses in science, engineering, social sciences and humanities. Cadets take additional elective courses to complete requirements for one of 25 major areas of study. About 60 percent of the cadets complete majors in science and engineering; the other 40 percent graduate in the social sciences and humanities. Some of the most popular majors include management, astronautical engineering, international affairs and political science, history, behavioral science, civil engineering, aeronautical engineering, electrical engineering and engineering mechanics. The majority of the academyâ&#x20AC;&#x2122;s nearly 600 faculty members are Air Force officers. They are selected primarily from careerofficer volunteers who have established outstanding records of performance and dedication. Each has at least a masterâ&#x20AC;&#x2122;s degree and more than 35 percent have doctorates.

In addition to imparting knowledge, each faculty member must assist with the development of character and qualities of leadership essential to future Air Force career officers and the motivation of service to country. To provide greater contributions by a diverse faculty, the academy has several distinguished civilian professors and associate professors who serve one or more years. Officers from other services are members of the faculty as well, and a small number of officers from allied countries teach in the foreign language, history and political science departments. Distinguished civilian and military lecturers also share their expertise with the cadets during the academic year. The academyâ&#x20AC;&#x2122;s athletic program is designed to improve physical fitness, teach athletic skills and develop leadership qualities. To achieve its goals, the academy offers some of the most extensive physical education, intramural sports and intercollegiate athletic programs in the nation. Cadets take at least three different physical education courses each year. An aerospace-oriented military education, training and leadership program begins with basic cadet training and continues throughout the four years. Seniors are responsible for the leadership of the cadet wing, while juniors and sophomores perform lower-level leadership and instructional tasks. Cadets are projected into as many active leadership roles as possible to prepare them to be effective Air Force officers.

AIR POWER 2009

Air Force Academy Basic Cadet Ryan McKilligan keeps his rifle high at the Jacks Valley Assault Course near Colorado Springs, Colorado. U.S. Air Force photo by Dennis Rogers.

Fundamental concepts of military organization â&#x20AC;&#x201C; drill, ethics, honor, Air Force heritage and physical training â&#x20AC;&#x201C; are emphasized the first summer during basic cadet training. Freshmen then study the military role in U.S. society as well as the mission and organization of the Air Force. Sophomores receive instruction in communicative skills, and juniors study the combat and operational aspects of the Air Force. Military studies for the senior class focus on military thought. The academy offers courses in flying, navigation, soaring and parachuting, building from basic skills to instructor duties. Cadets may fly light aircraft with the Cadet Flying Team. Those not qualified for flight training must enroll in a basic aviation course. Astronomy and advanced navigation courses also are available. Students bound for pilot training enroll in the flight screening program at the academy and fly the DA-20 Katana aircraft. Summer training for cadets is divided into three, three-week training periods. There are a variety of programs available, and each cadet is required to complete two training periods each summer with leave during the other period. All new cadets take six weeks of basic cadet training in their first summer. Combat survival training is a required three-week program during cadetsâ&#x20AC;&#x2122; second summer. For other second-summer training periods, cadets have options such as working with young airmen in an operational unit at an Air Force installation, airborne parachute training, soaring or basic free-fall parachute training. During their last two summers, all cadets are offered leadership training as supervisors or instructors in summer programs, such as basic cadet training, survival training, free-fall parachuting and soaring.

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Extracurricular activities also are an integral part of the education program. The cadet ski club, drum and bugle corps, cadet chorale and forensics are a few of the programs available. In 1948 a board of leading civilian and military educators was appointed to plan the curriculum for an academy that would meet the needs of the newly established Air Force. The board determined that Air Force requirements could not be met by expanding the other service academies and recommended an Air Force academy be established without delay. In 1949, then Secretary of the Air Force W. Stuart Symington appointed a commission to assist in selecting a site and on April 1, 1954, President Dwight D. Eisenhower authorized creation of the United States Air Force Academy. After considering 580 sites in 45 states, the commission narrowed the choice to three locations. The summer of 1954, Secretary of the Air Force Harold Talbott selected a site near Colorado Springs, Colorado. The state of Colorado contributed 1 million dollars toward purchase of the property. In July 1955, the first academy class entered interim facilities at Lowry Air Force Base, Denver, while construction began. It was sufficiently completed for occupancy by the cadet wing in late August 1958. Initial construction cost was 142 million dollars. Celebrating the finish of the Jacks Valley Assault Course, Air Force Academy Basic Cadet Carly Serratore gets drenched with cold water. The Class of 2013 will swear the Honor Oath at their August 5, 2009 acceptance parade, when they earn status as fourth-class cadets. U.S. Air Force photo by Mike Kaplan.

Women entered the academy on June 28, 1976, as members of the class of 1980. Nominations to the academy may be obtained through a congressional sponsor or by meeting eligibility criteria in other categories of competition established by law. For information on admission procedures, write to HQ USAFA/RRS, 2304 Cadet Drive, Suite 200, USAF Academy, Colorado 80840-5025.e AIR POWER 2009

AAFES Celebrates 61 Years of Service to the Air Force By Chief Master Sergeant JEFFRY HELM

88 AIR POWER 2009

fter spending the first year of its existence under the then 53-year-old Army Exchange Service (AES), the Air Force became a joint operator of its exchanges in 1948 and the Army & Air Force Exchange Service (AAFES) was born. Since then, AAFES has enjoyed a long and proud history of service and support of Air Force Families the world over.

More than 50 years later, AAFES remains committed to its mission to provide quality merchandise and services at competitively low prices and generate earnings to support Services programs.

At 444,000 square feet, the Kaiserslautern Military Community Center’s (KMCC) BX/PX, which opened September 21, 2009, is the largest AAFES store in the world.

AAFES’ motto, “We Go Where You Go,” best summarizes its commitment to the Air Force’s modern fighting force. Today, AAFES provides exceptional support to troops serving in deployed areas. Currently, there are more than 450 volunteer AAFES associates deployed in support of our deployed Airmen. To date, more than 4,500 AAFES associates have deployed to dangerous places around the world. Those associates who deploy are true heroes, dedicated to proudly serve those who serve. AAFES often provides the only source of comfort items and necessities in combat and contingency locations. Service members depend on AAFES for day-to-day health and comfort items, such as soap, shampoo and toothpaste. Also, AAFES is the primary provider of snacks, beverages and entertainment items. AAFES even provides select uniform items and clothing. Name brand fast food continues to be popular downrange. AAFES’ fast food concepts provide a small touch of home. Service members often volunteer for missions that will take them to a camp where their favorite restaurant is available. AAFES currently operates 246 name brand fast food outlets across OPERATIONS ENDURING FREEDOM and IRAQI FREEDOM (OEF/OIF) including Burger King, Taco Bell, Pizza Hut, Subway, Popeye’s Chicken, Cinnabon, Baskin Robbins and a variety of coffee shops, a commodity in high demand. AAFES also offers a variety of services in the contingency theater to include barber shops, beauty shops, alterations, photo and gift shops and even relaxing day spas in the contingency theater. Through contract

AIR POWER 2009

Airmen enjoy the wide variety of restaurants at the KMCC Food Court.

arrangements with local vendors, AAFES is able to provide access to local wares and souvenirs including artwork, jewelry and rugs. The merchandise assortment in deployed environments typically includes basic health and hygiene items and snacks. Over time, that assortment has expanded to other items needed and requested by troops downrange. Today, AAFES sells electronics, magazines and even small appliances downrange. In the future, we will continue to adjust the stock assortment to meet the unique needs of our deployed Airmen. Since the beginning of OPERATION ENDURING FREEDOM, AAFES has worked to partner with the American public to safely and effectively send support to troops serving far from home. AAFES gift cards allow any American to make a direct impact on the morale of deployed troops around the world.

“Gifts from the Homefront” gift cards can be purchased 24 hours a day, seven days a week, everyday of the year by calling 877-527-2345 or logging onto www.aafes.org. From there, a PX/BX gift card is sent to an individual service member (designated by the purchaser) or distributed to “any service member” through charities such as the American Red Cross, Air Force Aid Society, Fisher House Foundation or the USO. Because they can be used for merchandise already stocked at AAFES locations in OEF/OIF, AAFES gift cards provide safe alternatives to traditional care packages. Furthermore, Airmen are sure to get exactly what they need. Reports from downrange indicate that the certificates distributed most recently are being used for the latest DVDs, comfort items such as snacks and beverages and phone cards for those all-important calls home. In fact, the demand for phone cards alone was so strong that AAFES created an additional program dubbed “Help Our

AIR POWER 2009

An Airman checks out at an AAFES BX using her MILITARY STARSM Card. Profits generated from MILITARY STARSM Card purchases are shared with military communities through contributions to Air Force Services.

Troops Call Home” in April 2004.

operations from Baghdad to Barksdale.

Today, any American can help troops in contingency locations call home with an Exchange Global Prepaid Phone Card. Up until the “Help Our Troops Call Home” effort began, those wishing to lend a helping hand had no other alternative but to purchase other retailer’s prepaid cards that, in many cases, were not designed for affordable international calling. Now, anyone (even those not in the military) can help Airmen in contingency operations call home from one of the many AAFES call centers in OPERATIONS ENDURING and IRAQI FREEDOM.

AAFES is also a multi-channel retailer, offering merchandise to authorized customers via catalog and online at www.aafes.com. The Exchange Catalog and Exchange Online Store now offer troops and their families more than 18 million items via the online site, thousands of items from virtual vendor partners and hundreds of thousands of items from Exchange Online Mall partners. Because AAFES supports an extremely mobile customer base, the internet and catalog offerings provide the ability to extend the exchange benefit to customers worldwide, regardless of where they are called to serve.

Helping service members stay in touch with friends and family has never been easier. Anyone can log on to www.aafes.org and click the “Help Our Troops Call Home” link or call 800-5272345. From there, those wishing to pay for troops to call home can send a prepaid phone card to an individual at his or her deployed address or to “any service member” deployed or hospitalized. Like the “Gifts from the Homefront” program, AAFES also coordinates distribution of donated phone cards addressed to “any service member” via partner charities. Beyond contingency activities, AAFES continues to offer a robust selection of retail services on military installations throughout the world. Approximately 132 Main Stores (commonly referred to as the PX or BX), offering an assortment of merchandise troops would expect to find in a department or discount store back home, are the heart organization. In addition to Main Stores and convenience stores called Shoppettes, AAFES also operates gas stations, car care centers, bookstores, video rentals and class six stores. All totaled, AAFES today operates more than 8,000 retail

92 AIR POWER 2009

Besides fulfilling immediate needs, all AAFES retail activities provide a long-term benefit in the form of Services dividends. Roughly two-thirds of AAFES earnings are paid to Services programs. In the past 10 years, 2.4 billion dollars has been contributed by AAFES to Air Force Services and Army MWR programs to spend on quality of life improvements, including: sports programs, swimming pools, youth activities, tickets and tour services, bowling centers, hobby shops, music programs, outdoor facilities and unit functions. Last year’s dividend of 264.5 million dollars provided a per capita dividend of 276 dollars for every Airman. AAFES’ partnership to Air Force quality of life programs reflects loyalty and dedication to the service member beyond the sale at the cash register. In addition to funding Services programs, AAFES earnings are used to build new stores or renovate existing facilities without expense to the Federal government. Funds to contract these

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An Airman shows his satisfaction after shopping at an AAFES BX in Kuwait.

new or replacement facilities come entirely from the sale of merchandise and services. In fact, the two largest exchanges in AAFES history were opened this year. The Kaiserslautern Military Community Center BX/PX on Ramstein Air Base (AB), coming in at 444,000 square feet, opened its doors on September 21, 2009. Just over a week later, the ribbon was cut on the Kadena Shopping Center and its 324,000 square foot building. Despite the small amount of DOD (taxpayers’) money AAFES uses, it’s still considered an arm of the DOD, the equivalent of a major command. AAFES is overseen by a military board of directors with nine Army and nine Air Force positions. The Chairman of the Board rotates between the Army G4, Deputy Chief of Staff, Logistics, and the Air Force Deputy Chief of Staff, Installations and Logistics. The Commander of AAFES is a military two-star position that alternates between Army and

94 AIR POWER 2009

Air Force. The Deputy/Vice Commander is always a one-star from the opposite service so both military services are represented. AAFES is one of the largest employers (if not THE largest employer) of military family members. In fact, about 25 percent, or more than 10,000 of AAFES’ 43,000 associates, are military family members. Despite a changing world environment, the focus of AAFES and its associates has not changed since its inception in 1948. Whether an Airman is deployed to Iraq, rebuilding after a Hurricane or stationed in Korea, AAFES will be there. At war and in peacetime AAFES strives to be a valued benefit to the military community, providing Air Force Families with the service and merchandise they need to make their lives more comfortable while enhancing their quality of life through Services contributions.

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With a rich history comes a promising future of an even stronger exchange benefit. As the largest and most senior exchange service of the uniformed services, AAFES continues to seek efficiencies and initiatives that will improve the customer’s shopping experience. AAFES Private Label program, for example, provides high-quality items with prices that are approximately 48 percent lower than equivalent national brands. The “Exchange Select” effort currently offers nearly 600 quality products including health and beauty care, baby products, vitamins, toiletries and household products. AAFES is also introducing new retail concept shops such as Dollar Stores, Home Accents and junior’s apparel areas. These concepts allow the customer to do all of their shopping in one easy-to-find location. AAFES is no longer just a main store, a shoppette and a gas station. AAFES is now an integrator and provider of goods and services across a broad spectrum of military life. Since its establishment, AAFES has been involved in 14 major contingencies (to include the Spanish-American War, WWI, WWII, Korea, Vietnam, Grenada, Panama, the Balkans and OPERATIONS ENDURING and IRAQI FREEDOM) and several dozen humanitarian and disaster relief contingencies. Today, AAFES operates worldwide in more than 30 countries, five U.S. territories and all 50 states. The scope and intensity of AAFES operations is a clear sign that wherever our Airmen serve, AAFES is dedicated to providing them uniformly low prices on the services and merchandise they need, and want, in order to enhance their quality of life.e

An AAFES-run to Burger King at Camp Stryker in Iraq, AAFES operates 246 name brand fast food outlets across OPERATIONS ENDURING and IRAQI FREEDOM including Burger King, Taco Bell, Pizza Hut, Subway, Popeye’s Chicken, Cinnabon, Baskin Robbins and various coffee shops.

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