Development Planning A Strategic Approach to Future Air Force Capabilities (2014) / Chapter Skim
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The semantic disagreements surrounding the term "development planning" are symptomatic of all the different ways that the act of planning for future Air Force capabilities is perceived, even by those closest to the process. DEFINITION OF AIR FORCE DEVELOPMENT PLANNING This definitional ambiguity dates back decades, at least as far back as the former Air Force Systems Command's establishment of Vanguard, the first comprehensive, formal development planning system.
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Air Force, Integrated Life Cycle Management, Air Force Instruction (AFI) 63-101, March 7, 2013, http://static.e-publishing.af.mil/production/1/saf_aq/publication/afi63-101/afi63-101_20-101.
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The group consisted of representatives from the intelligence community, warfighters, acquisition professionals, the science and technology community, industry and independent research and development, cost estimators, logisticians, and some of the nation's best analysts who, together, identified the gaps, proposed solutions to mitigate the gaps, and built capability roadmaps that integrated technology needs and program needs over a 20-year period. The Vanguard product was briefed to all the Air Force four-star generals, briefed to the Chief of Staff of the Air Force, approved by the Secretary of the Air Force, and was used to justify the annual Air Force budget submitted to Congress.4 Given how development planning was viewed and used in the past, and given what the committee learned during this study of development planning, the committee is able to recommend an organizational construct, which is fully described in Chapter 3 and shown in Figure S-2.5 The process begins with strategic inputs from the national, Office of the Secretary of Defense, and Air Force level.
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The Air Force should redefine development planning as "a key process to support the Secretary of the Air Force and the Chief of Staff of the Air Force in strategic decisions that guide the Air Force toward mission success today and in the future, within available funds and with acceptable risk."
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The decision to start a new capability 7 Thecapability collaboration team concept was a product of the science and technology Tiger Team, which included participation by all major commands, the Product Centers, Air Force Research Laboratory, and Headquarters Air Force representatives, that developed the current science and technology planning process and governance structure, which was subsequently codified in Air Force Instruction 61-101. Air Combat Command was the first major command to formally establish capability collaboration teams and the major command that most enthusiastically incorporated the capability collaboration team concept into their planning process (Stephen Munday, Office of the Deputy Assistant Secretary of the Air Force for Science, Technology, and Engineering, personal communication to National Research Council staff member Carter Ford, September 29, 2014)
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The key element of the development planning process provided by the Deputy Chief of Staff for Operations, Plans and Requirements is the targeted Core Function Support Plan, which starts with the 12 Core Function Leads identifying and prioritizing capability gaps. The resources needed should provide focused support from the Core Function Leads, the necessary analyti cal and technical capabilities of the personnel comprising and supporting the Chief of Staff of the Air Force planning teams and the capability collaboration teams, and the financial means to achieve the desired planning analysis and recommendations.
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BOTTOM LINE Development planning, properly used by experienced practitioners, can provide the Air Force leadership with a tool to answer the critical question, Over the next 20 years in 5-year increments, what capability gaps will the Air Force have that must be filled? Development planning will also provide for development of the workforce skills needed to think strategically and to effectively define and close the capability gap.
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