Capability Planning and Analysis to Optimize Air Force Intelligence, Surveillance, and Reconnaissance Investments (2012) / Chapter Skim
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2 The Current State of the Air Force Intelligence, Surveillance, and Reconnaissance Investment Planning Process
2 The Current State of the Air Force Intelligence, Surveillance, and Reconnaissance Investment Planning Process
Pages 24-46
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From page 24... ...
There is no coordi 1Enterprise" is defined as the set ofall U.S. ISR capabilities operating in multiple domains, irrespective of which U.S.
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"Core Function Lead Integrator (CFLI) Construct and GIISR Capability, Planning, and bitmap Analysis." Presentation to the committee, January 25, 2012.
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The Deputy Chief of Staff of the Air Force for ISR (AF/A2) and others desire that the Air Force conduct its ISR Capability Planning and Analysis (CP&A)
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2011. "Intelligence, Surveillance, and Reconnaissance: Actions Are Needed to Increase Integration and Efficiencies of DOD's ISR Enterprise." Available at http://www.gao.gov/products/ GAO-11-465.
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From page 28... ...
9The Vice Commander of the Air Combat Command used another example of the need for an ISR Capability Planning and Analysis process that can bend and adjust existing programs of record so that they produce capabilities that take advantage of NTISR. He noted that while new fighter aircraft have immensely powerful ISR collection capability, they lack the ability to get the ISR information into the hands of those who can use it.
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The Air Force is but one, albeit large, ISR capability provider to the nation. Decisions made regarding Air Force ISR capabilities need to take into account the organizations listed in Figure 2-3.
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or service Major Commands (MAJCOMs) are prioritized by the COCOM/MAJCOM leaders and sent to the Joint Staff and the military services to prioritize and provide solutions according to a "time to field" focus, with a target of less than 12 months to field a solution.
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From page 31... ...
and was intended, along with the Air Force ISR Strategy, to be the Air Force Core Master Plan for Global Integrated ISR.16 The major tool used in creating the ISR Flight Plan was the ISR Capabilities Analysis Requirements Tool (ISR-CART) , which is a database and searchable repository of requirements and ISR programs and capabilities (see Box 2-2)
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, the ISR Flight Plan was put together in a collaborative, iterative process led by AF/A2, with representation and subject-matter experts from the MAJCOMs, including the Air Force Materiel Command's (AFMC's) Air Force Research Laboratory, the Air Force ISR Agency (AFISRA)
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From page 33... ...
The Core Function Lead Integrator Construct In 2010, the Secretary of the Air Force and Chief of Staff of the Air Force de cided that each of the Air Force's 12 Service Core Functions would have an annual Core Function Master Plan (CFMP) developed under the guidance of an Air Force MAJCOM commander acting as a Core Function Lead Integrator (CFLI)
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From page 34... ...
At this writing, the two processes have not been fully reconciled, with consequences that are discussed later in this chapter. THE CURRENT AIR FORCE ISR CAPABILITY PLANNING AND ANALYSIS PROCESS The current Air Force ISR CP&A process, as shown in Figure 2-4, is informed and guided by strategic direction provided by the White House National Security Council, the U.S.
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Air Force, "Air Force ISR CP&A Overview." Presentation to the committee, October 6, 2011. with capabilities is completely manual, and therefore labor- and time-intensive, the ISR-CART information repository serves as a highly valuable "one-stop shop" for obtaining vital information needed to support the Needs and Gap Analysis processes.
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From page 36... ...
First, CFMPs for two Service Core Functions -- GIISR and Command and Control -- are unique among CFMPs because they are enablers for all other Service Core Functions. Second, the Space Superiority and Cyber Superiority Service Core Functions, both of which have strong connections to the ISR enterprise, are led by a different CFLI (Air Force Space Command [AFSPC]
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In the non Air Force POM analysis, AF/A2 acts as the service interface with the IC and others outside the Air Force and has the preferred vantage point for understanding gaps in and outside the Air Force. AF/A2 is also required to influence and interpret the Quadrennial Defense Review and the Defense Planning Guidance and to produce its own guidance as the ISR Capability Portfolio Manager.
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From page 38... ...
As with the ISR Flight Plan, the GIISR CFLI work took months, consumed many hours of work by subject-matter experts, and utilized no tools other than parametric analysis and the ISR-CART. Further, it was necessary to cross-check with the CFLI staffs developing the CFMPs for Space Superiority and Cyberspace Superiority to eliminate underlap and overlap with the ISR needs of those core functions, and it is not clear to the committee
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From page 39... ...
It seems that more clarifica tion and communication are required among those CFLIs whose responsibilities overlap in ISR capabilities, specifically Space Superiority, Cyberspace Superiority, and GIISR. Cyberspace Superiority Owing to the emerging nature of cyberspace operations, the committee offers additional analysis on the concept of Air Force cyberspace operations, the role of the Air Force in the context of the overall DoD/IC cyberspace enterprise, and the relationship of the Air Force to the ISR CP&A and CFLI planning processes.
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/GOTS cyber infrastructure in support of ISR missions should be included in a "Cyber for ISR" portfolio planning process -- that is, a GIISR CFLI to Cyberspace Superiority CFLI interaction. Conversely, the "ISR from Cyber" relationship is illustrated by considering how ISR can be executed during cyberspace operations, particularly during cyberspace force application (exploitation)
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From page 41... ...
ISR Capability Planning and Analysis and Core Function Master Plan Link with Planning, Programming, Budgeting, and Execution The next consideration in this discussion is how the ISR CP&A and the CFMP link with PPBE. This should begin with a discussion of how the Air Force organizes itself to produce a balanced, annual input to the DoD budget, which is submit ted to the Congress for review, adjustment, approval, and funding.
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From page 42... ...
It does not necessarily present a portfolio having optimized ISR capabilities. This lack of optimization is generally the result of the need for the Air Force to take from one element, such as an ISR need, in order to pay for a more pressing non-ISR need.
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From page 43... ...
Given the large amount of resources included in Air Force TOA for national intelligence activities, there should be considerably more attention given to this issue in the Corporate Air Force process beyond AF/A2. FINDINGS Developing an enterprise approach to ISR investment planning is a difficult and complex challenge, and the Air Force processes that have been put in place to wrestle with this challenge are relatively new and still evolving.
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Finding 2-2. The Air Force ISR planning process lacks adequate process defini tion and formal interaction between the Space Superiority, Cyberspace Superi ority, and GIISR CFLIs.
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CONCLUDING THOUGHTS Over the past few years, the Air Force has made a significant, concerted effort to organize a comprehensive planning process for the Air Force ISR portfolio. The evolution of this planning process began with the ISR Flight Plan, which was rapidly overtaken by the CFLI/CFMP process.
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From page 46... ...
The following chapters examine (1) the corresponding processes used in the other services, the IC, and private-sector organizations, with a view to identifying best practices that could be applied to improve the Air Force ISR CP&A process (Chapter 3)
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