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Association of Defense Communities Brief Our Air Force…. Our Future

Association of Defense Communities Brief Our Air Force…. Our Future. Ms Kathleen Ferguson Deputy Assistant Secretary of the Air Force Installations. DoD Priorities.

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Association of Defense Communities Brief Our Air Force…. Our Future

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  1. Association of Defense Communities BriefOur Air Force….Our Future Ms Kathleen Ferguson Deputy Assistant Secretary of the Air Force Installations

  2. DoD Priorities “…we launched a comprehensive effort to reduce the department’s overhead expenditures. The goal was, and is, to sustain the U.S. military’s size and strength over the long term by reinvesting those efficiency savings in force structure and other key combat capabilities.” Robert M. Gates, Secretary of Defense Statement on Department Budget and Efficiencies, January 06, 2011 Meeting real-world requirements Doing right by our peopleReducing excessBeing more efficient Squeezing costsSetting priorities and sticking to themMaking tough choices 1

  3. Air Force Priorities “…our approach has been, and remains, to ensure we balance investments across our core functions, and focus on the combat and enabling capabilities necessary for joint and coalition warfighting at any point across the potential spectrum of conflict.” Michael B. Donley, Secretary of the Air Force “State of the Air Force”, September 13, 2010 Continue to Strengthen the Nuclear Enterprise Partner with the Joint and Coalition Team to Win Today’s Fight Develop and Care for Airmen and Their Families Modernize Our Air, Space and Cyberspace Inventories, Organizations and Training RecaptureAcquisition Excellence …by reducing overhead and support functions and shifting resources to warfighter and readiness programs 2

  4. Efficiencies and Enhancements Enhancements Efficiencies • Force Structure, Modernization, Readiness • Long Range Strike Family of Systems • Normalize MC-12W • Sustained Procurement of Reapers • Economical Production of EELV • F-15 Radar Modernization • F-35 Simulators • Recapitalizing MC-130H/W • Improving B-52 Computer Infrastructure • - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - • Increased Cost of Operations • Pay and Allowances • Weapon System Sustainment Requirements Growth • Fuels • Reduce Overhead/Support Functions • Numbered Air Force/Air Operations Center Consolidations • Weapon System Sustainment • Reduce Energy Consumption • Information Technology • Reduce Personnel Overhead • Streamline Logistics • CAF Flying Training Review • Program Management Administration/Knowledge-Based Contractors • Facility Sustainment Restoration and Modernization • Buy More Efficiently • Evolutionary Acquisition for Space Efficiency • Evolved Expendable Launch Vehicle Reduce Excess Overhead Costs and Apply Savings to Force Structure, Modernization, and Readiness

  5. The Air Force Budget $170.8B $166.3B MILPERS O&M $119.0B Blue Baseline $119.6B Blue Baseline MILCON, BRAC & MFH RDT&E Procurement FY11 PB FY12 PB Numbers may not add due to rounding

  6. FY12 PB Request – Blue $ $166.3B OCO NON-BLUE MILPERS $30.2B -- 25% O&M $45.3B -- 38% Day-to-Day Ops 63% MILPERS O&M MILCON, BRAC & MFH RDT&E PROCUREMENT $22.5B -- 19% MILCON, BRAC & MFH $2.0B -- 2% PROCUREMENT RDT&E $19B -- 16% Numbers may not add due to rounding Excludes Non-blue and OCO 5

  7. Military Construction, BRAC & Military Family Housing Numbers may not add due to rounding • MILCON: $97M increase over FY11 PB • Eight projects focusing on replacing lowest quality & BMT recruit dorms • Projects for initial beddown of F-35 (Nellis, Luke) & F-22 (Hill & Hickam); aircraft realignment beddown projects for B-52 (Minot), F-16 (Holloman) • Ten facility/infrastructure improvement projects supporting commanders’ most critical needs • Supports COCOMS highest priorities: STRATCOM HQs, TRANSCOM air freight terminal (Guam), CENTCOM dorm complex (QATAR); three joint base barracks projects • Continues Global Posture emphasis – three Guam Strike/aircraft maintenance projects • BRAC focus now environmental clean-up for 28 Legacy BRAC closures and 6 2005 BRAC closures • MFH: Improves 1,300 units in Japan & United Kingdom; maintains/oversees owned, leased & privatized units; will privatize 100% of CONUS, Hawaii, & Alaska homes Supporting Weapon System Beddown While Meeting COCOM Needs & Taking Care of Airmen 8 9 9 6

  8. Operation & Maintenance Numbers may not add due to rounding • Focuses resources on new / emerging requirements and funds on-going missions • Implements Secretary of Defense Efficiencies Initiatives moving support into mission • Continues increasing Irregular Warfare capability for today’s fight – builds on progress made in FY11 to reach 65 CAPs by end of FY13 • Supports 1.2M flying hours; sustains fleet of over 5.5K aircraft • Continues to optimize flying hour program through simultaneous submission of OCO and baseline budget – balances peacetime training and contingency operations • Weapon System Sustainment supports aircraft availability – funded at 65% (84% w/ OCO) • Pay and benefits for 182K civilian personnel – no pay raise in FY11 or FY12 • Holds end-strength at FY10 levels – with limited exceptions • * Transfers 1.8K positions to RDTE • Ensures day-to-day operations at 80 major installations -- facilities sustainment funded at 80% • Includes operations at 2 space lift ranges – Patrick AFB and Vandenberg AFB Reinvesting Efficiencies to Enhance Warfighter Capabilities 7 8 9 9

  9. The Future:Managing Our Assets w/ Integrated Approach Real Property as a Foundation - Adopted industry best practices - Space Optimization –CBRE/JJL - Streamlined demolition process - Enhanced Use Leasing CE and Infrastructure Energy Strat Plans Global Energy Stewards - Renewable Energy Sources - Metering - Alternate Fuels - Enhanced Use Leasing - Improve Infrastructure/UP Streamlined Work and Project Mgt - Activity Management Plan Concept - IT supports new business processes - Facility Condition Index/Mission Dependency Index to prioritize assets • NextGen IT: FOC 2012 • -Centralized IT Mgt • Enterprise database • Transparent data • Enterprise architecture • BEA compliant Centers of Expertise & Strategic Sourcing - Centralized MILCON /MFH/ERA - Facility Energy Center - O&M Reach back & Readiness services - Strategic Sourcing Division at AFCESA

  10. 20/20 by 2020Reduction Goals • 20/20 by 2020 Goals • 20% net reduction in AF physical plant by 2020 • 20% reduction in operating cost for remaining portfolio by 2020 • FY06 20/20 by 2020 baseline = 401 MSF • Net reduction goal = 80 MSF • 20/20 by 2020 in perspective • 80 Major installations in AF • Average installation size = 4.8 MSF • Langley 5.3 MSF • Hurlburt Field 4.3 MSF • Net SF reduction equivalent to ~16 installations to be spread across entire AF

  11. 100% 69% Housing Privatization: Goal is 100 % • Completed Projects: 9,052 units • Buckley, Dyess I, Elmendorf I & II, Kirtland, Lackland I, Robins I, Wright-Patterson I, Dover, Scott • Awarded/Under Const: 28,799 units • ACC II (Davis-Monthan, Holloman), AETC Group I (Altus, Luke, Tyndall, Sheppard), AETC Group II (Columbus, Goodfellow, Laughlin, Maxwell, Randolph, Vance), AFSPC Tri-Group (Peterson, Los Angeles, Schriever), AMC East (Andrews, MacDill), BLB (Barksdale, Langley, Bolling), Hickam I & II, Hill, McGuire/Fort Dix, Nellis, Offutt, Robins II, Vandenberg, USAFA, AMC West (Tinker, Travis, Fairchild), McChord (w/ Ft Lewis – Army lead), Falcon Group (Patrick, Moody, Little Rock, Hanscom), Lackland II • In Concept Development: 16,586 units • Wright-Patterson II • Western Group: FE Warren / Malmstrom / Whiteman / Beale • Southern Group: Shaw / Arnold / Charleston / Keesler • Northern Group: Minot / Mountain Home / Cavalier / Grand Forks / Ellsworth / Cannon • Continental Group: Seymour Johnson / Hurlburt / Eglin / McConnell / Edwards / Eielson • Joint Base Elmendorf-Richardson • ACC III: Second phases Dyess/Moody

  12. Enhanced Use Lease Current Project Pipeline Values Targeted Project Strategy Values Portfolio Expansion Strategy Values A:Current Pipeline ~$.78B B:Mid-term ~$3.6B C: Long-term ~$3.7B Real Estate $301.3M 38% Energy 30% Energy $482.0M 62% Innovation 60% Traditional Real Estate 10%


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