France: Budget 2019: l'armée se débarrasse de ses vieilleries

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  November 26, 2020 | International, Aerospace

  Stop the budgetary bleeding to get the Air Force we need

  By: Douglas Birkey In 2018, then-Secretary of the Air Force Heather Wilson sounded the alarm regarding the size of her service: “The Air Force is too small for what the nation expects of us.” Her response was direct: The service needed to grow from 312 to 386 operational squadrons. Given the concurrent demands presented by China and Russia at the high end of the threat spectrum, Iran and North Korea in the middle, and the continued danger posed by nonstate actors at the lower threat tier, this imperative for growth was grounded in clear requirements. However, instead of marking a positive turning point for the service, subsequent years saw the Air Force grow smaller, older and more fragile. The burgeoning security environment demands that this downward spiral end now. This is exactly why the Senate's version of the fiscal 2021 National Defense Authorization Act includes specific aircraft inventory floors for the Air Force. With positive intentions having fallen short year after year, it is time for legislation to stop the bleeding. No form of power projection is possible without the capabilities afforded by the Air Force. Ships at sea, forces on land and rear echelon operating locations will not survive long if not defended from aerial attack. Long-range strike affords the unique ability to hit critical targets deep behind enemy lines. Air mobility empowers joint force operations. Intelligence, surveillance and reconnaissance was the most in-demand mission area over the past two decades, and remains so today. Added to this, the Air Force also provides two-thirds of the nuclear triad. Despite the value provided by these missions, the Air Force has struggled to earn its fair share of the defense budget. It absorbed the largest fiscal cuts out of all the services in the years after the Cold War. Between 1989 and 2001, the Air Force saw procurement funding drop by over 52 percent — nearly 20 percent more than the other services. FY13 saw aircraft procurement funding hit the lowest levels in Air Force history. To add insult to injury, the Air Force also sees nearly 20 percent of its top-line budget diverted to the intelligence community — enough money to buy over 400 F-35 fighter jets a year. No other service gets hit like this. With budget pressures a perennial problem, the Air Force has continually sought to divest aircraft to free up cash. The problem is that the demand for Air Force missions never went away. Quite the opposite, it increased. In 1990, the Air Force had 2,893 fighters; today it has around 1,800. This same period saw bombers drop from 327 to 157. Combat operations have been unending since 1991, which means a smaller number of aircraft and crews simply get spun harder to meet demand. This is an unsustainable pattern, with the B-1B bomber standing as a cautionary tale. It has been flying combat missions on a nonstop basis since the 9/11 attacks. The Air Force retired a third of the B-1B inventory in the 2000s to save money that could be reinvested in the remaining aircraft. Budget pressures in subsequent years saw these savings evaporate, maintenance dollars run too thin and the aircraft pressed to the limit. They hit the breaking point last year, with less than 10 percent of the Air Force's B-1Bs mission-capable. With nearly every mission area in the Air Force inventory labeled as “high demand, low density,” expect to see similar challenges proliferate. These stresses are also a major driver behind the pilot crisis. Shrinking the Air Force in the hopes that expected savings could fund modernization has served as a continual mirage for Air Force planners. Indeed, the Air Force's answer to funding the Advanced Battle Management System and other priorities in the FY21 budget submission was to retire more aircraft. Better networks are of little use without the ability to complete the kill chain, and that takes aircraft. Presumed areas of growth hang precariously years into the future. There's little chance that cash will remain protected given COVID-19 budget pressures. The problem is that even when divestiture plans appear plausible on internal spreadsheets, service officials are not the ultimate arbiters of their resources. The broader Department of Defense, Office of Management and Budget, and Congress each have a vote on how funds are managed. This pattern clearly has not worked for the Air Force for the past 30 years. Playing this losing hand again will break the force at fundamental levels. That is why the Senate's proposed aircraft floor is not just a good idea — it is a necessity. A prudent negotiator does not enter a meeting with a high-risk position as the starting point, but that is exactly what the Air Force has done for far too long. The time has come to openly articulate what is required to meet national security requirements. That is what the 386 operational squadron goal is all about. It comes down to acknowledging what airmen will need to fly into harm's way, get the job done and come home safe. This takes both capability and capacity. It is time to rebuild the Air Force we need. Douglas Birkey is the executive director of the Mitchell Institute for Aerospace Studies, where he researches issues relating to the future of aerospace and national security. https://www.defensenews.com/opinion/commentary/2020/11/25/stop-the-budgetary-bleeding-to-get-the-air-force-we-need/

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  May 15, 2018 | International, Aerospace

  CAE USA awarded contract to provide instructor support services for United States Navy

  CAE today announced that CAE USA has won a contract to provide the Chief of Naval Air Training (CNATRA) with Contract Instruction Services (CIS) that will support the delivery of ground-based training to the United States Navy. Under terms of the five-year CNATRA CIS contract, which was awarded as a base contract with four one-year options, CAE USA will provide classroom and simulator instructors at five Naval Air Stations (NAS) to support primary, intermediate and advanced pilot training for the U.S. Navy. “We are pleased to be selected for this highly competitive program to support U.S. naval aviation pilot training,” said Ray Duquette, President and General Manager, CAE USA. “Over the past several years, we have demonstrated our capabilities to the Navy on the T-44C program as a world-class provider of comprehensive training solutions and services. CAE USA looks forward to expanding our support of the primary and advanced flight training that will produce future naval aviators for the United States Navy.” CAE USA will provide classroom and simulator instructors at five U.S. Navy training bases: NAS Whiting Field, Florida – training base for primary phase of training utilizing T-6B Texan aircraft; NAS Corpus Christi, Texas – training base for primary phase of training utilizing T-6B Texan aircraft; NAS Meridian, Mississippi – training base for intermediate and advanced phase of jet training utilizing T-45C Goshawk aircraft; NAS Kingsville, Texas – training base for intermediate and advanced phase of jet training utilizing T-45C Goshawk aircraft; NAS Pensacola, Florida – training base for naval flight officer (NFO) training. The CNATRA CIS program provides classroom and simulator instructor support services for the primary phase of naval aviation training, which is the start of training for all future Navy pilots. The CNATRA CIS program also supports intermediate and advanced strike training, which is the training pipeline for future fighter and attack, or “Tailhook” aviators; and NFO training, which provides the basic training for operating the advance systems onboard naval aircraft. CAE USA already supports the training pipeline for advanced multi-engine training as part of the contractor-owned and operated T-44C Command Aircraft Crew Training program at NAS Corpus Christi. The naval aviator training pipeline for rotary-wing is supported under a separate training support program. “The CNATRA CIS training program is another example of the U.S. military outsourcing to industry some of the training support required for aircrew training,” said Duquette, a retired naval aviator and former instructor at NAS Kingsville. “As a company focused on training, we are in a good position to partner with our military customers to help train and prepare their next-generation aviators.” https://www.cae.com/news-events/press-releases/cae-usa-awarded-contract-to-provide-instructor-support-services-for-united-states-navy

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  September 13, 2018 | International, C4ISR

  DISA opens a new operations floor in Utah to boost resiliency

  By: Daniel Cebul WASHINGTON — The Defense Information Systems Agency (DISA) has opened a second operations watch floor to help operate and secure global information-sharing and command and control capabilities, according to a Sept. 12 press release from the agency. The organization opened the new floor July 15 at Hill Air Force Base in Utah. The center is now known as DISA Global West. The original operations watch floor, DISA Global Operations Command, headquartered at Scott AFB, Illinois will now be known at DISA Global East. Opening a second watch floor improves the survivability and redundancy of global network operations, the DISA statement said, and allows for what's described as 24/7 “Active-Active” operations. “Active-Active” means that DISA is continuously available to provide operational and security capabilities, even if one of the two operation centers goes down. This added layer of redundancy is viewed as critical in an increasingly hostile cyber environment. “In a world where our cyber adversaries are becoming more and more sophisticated in their abilities to infiltrate networks and interfere with services, Active-Active operations allows DISA Global to reduce continuity risks and make the Defense Information Systems Network and DISA services more agile and responsive,” said Laura Williams, the agency's Active-Active program manager. While dividing the work force between locations introduces new difficulties to operations, the agency is confident the move will improve resiliency without compromising capability. “It's always a challenge when you have a geographically separated work force,” said Army Col. Lisa Whittaker, DISA Global commander said in the release. “But we are a tremendous team coming together for this effort. The teammates that work at DISA Global West are closely integrated with those at DISA Global East. They work in the same divisions, have the same leadership, and use the same tools, techniques, tactics, and procedures on a daily basis.” One reason teammates are able to stay on the same page despite being over 1,300 miles apart is the agency's use of an Enterprise Virtual Watch Desk, which provides organizations across the agency a common picture of the operational network. https://www.c4isrnet.com/disa/2018/09/12/disa-opens-a-new-operations-watch-floor-in-utah-to-boost-resiliency