‘Not Just Coders’: Why USSF’s In-House Software Developers Are Key to a Digital Service

‘Not Just Coders’: Why USSF’s In-House Software Developers Are Key to a Digital Service

Leaders have said they want the Space Force to be the nation’s first “digital service,” unsurprising given that it was founded in an era defined by new technology, coding, and artificial intelligence.

After four years, USSF is still working on implementing that vision, Space Force Chief Technology and Innovation Officer Lisa Costa said at an event hosted by the Mitchell Institute for Aerospace Studies last week. But a key ingredient, part of what Costa called the service’s “secret sauce,” is a small but growing group of Guardians called Supra Coders.

Supra Coders are military or civilian Guardians with a background in coding who went through an extensive training process to become a skilled software developer. But their value goes beyond simply knowing how to write code.

“Supra Coders are critically important to Space Force,” Costa said. “They are not just coders; I can buy coders. They are Guardians first. They have been trained usually in at least one operational area and they’re an expert in that operational area, but many of them have been cross-trained.”

Space Force spokesperson Maj. Tanya Downsworth added that Supra Coders are a secondary or tertiary work role for Guardians whose primary positional description is not software development.

Because Supra Coders have space-specific experience, they have a deeper understanding of the Space Force’s software needs and can more quickly make changes to systems as needed.

“They are able to put hands on and make changes with other operators in a multidisciplinary team and make changes in real-time,” Costa said, calling such an ability crucial to the vision of a digital service.

Making quick changes is also especially important given that Space Force officials have described cybersecurity as the “soft underbelly” of space operations, and global cyber attacks continue to increased, including targets on government and defense agencies. On top of that, the world’s space-faring nations plan to manage vast volumes of data through the development of software solutions.

Supra Coders’ current duties include web and mobile application development, on top of each unit’s specific challenges, Downsworth said.

“Oftentimes we’re able to pull together some Supra Coders to work on critical capabilities,” Costa added.

Since 2021, the program has produced 195 Supra Coders. There are currently 10 members in training with an estimated completion date of March 2024, according to Downsworth. Producing a Supra Coder takes time, acknowledged Costa.

“This really is a commitment by them and their commander,” Costa said. “Because you do not build a Supra Coder overnight. You send them to three months of immersive coding school, and then you send them to a three-month internship.”

On top of that, they have to maintain their proficiency through ongoing training.

While Supra Coders are on the front lines of the digital service transformation, Costa also pointed toward other changes in the works.

In particular, she highlighted the significant “tech debt” facing the Space Force—outdated technology and IT infrastructure it inherited that holds it back from being able to fully embracing cutting-edge technologies. Costa has previously suggested the service may not try to upgrade its existing systems and will instead “just leap over that” and start new.

Taken together, such infrastructure improvements and Supra Coders represent a two-pronged approach.

“Fundamentally, we’re looking at fixing the foundation, and then we are also upskilling our Guardians, creating Supra Coders … and then allowing that combination of modernization of the foundation with the real-time changes to capabilities by Supra Coders, that’s a huge game-changer,” said Costa.

Introducing MacDill’s New Mascot, ‘Champa Boom.’ Don’t Worry, His Blue Hair Is in Regs

Introducing MacDill’s New Mascot, ‘Champa Boom.’ Don’t Worry, His Blue Hair Is in Regs

He may be just an E-2, but Airman Champa Boom has already made a splash at MacDill Air Force Base, Fla., as the installation’s new mascot. Since being publicly announced Nov. 9, the aerial refueling boom operator has appeared at the base gate, a Tampa Bay Lightning hockey game, and area schools to represent MacDill’s 6th Air Refueling Wing and the larger Air Force.

“Champa Boom is an asset to help tell the story of the Air Force and inspire from a fun, educational and engaging aspect, especially to younger generations,” Capt. Danielle Hudson, chief of public affairs for the wing, told Air & Space Forces Magazine. “Champa leaves a lasting impression on kids of all ages.”

The name ‘Champa’ is a portmanteau of ‘Tampa’ and ‘Champion,’ in reference to the city’s decorated sports teams. ‘Boom’ refers to the refueling boom that connects tankers to receiving aircraft. The mascot’s head is designed to resemble the nose of the tankers flown at MacDill, with the stubs on either side representing the wings, and the panels around his eyes representing the windows of the cockpit.

The 6th Air Refueling Wing currently flies KC-135s but is expected to switch to KC-46s in the near future, and the wing wanted to convey its important role in helping other military aircraft get where they need to go.

“The 6th Air Refueling Wing plays a vital part in air superiority and everyone at the wing is key to making it happen,” Hudson said. “A KC-135 is what represents us and so it was an easy decision.”

champa boom
Champa Boom, the mascot of MacDill Air Force Base, Fla., meets with fans at a Tampa Bay Lightning Game, Nov. 9, 2023. (U.S. Air Force photo via Facebook)

Boom wears a flight suit and boots like any other tanker crew member, but his hair is Air Force blue. Surprisingly, he did not need a waiver for the unusual color.

“No, waivers are for colors that are unnatural,” Hudson explained. “For Champa Boom, his natural hair color is blue!”

It took about four months and $9,000 to create Boom, which involved working with a professional mascot maker, approving the design, and making sure the patches, measurements and other details were right. The wing even sent the manufacturer a flight suit so they could make one for Boom that resembles the real thing as much as possible. A team of actual Airmen wear the Boom suit at events, and apparently it is a popular position.

“Currently we have more volunteers than we can use,” Hudson said.

Not many Air Force bases have mascots, but the branch writ large wants to increase its presence in base communities to drum up greater interest in service. Recruiters across the armed forces warn of a decreasing familiarity between Americans and their shrinking military. Brig. Gen. Christopher Amrhein, head of the Air Force Recruiting Service, told reporters in September that events like school trips to bases largely shut down as security stepped up after 9/11, but now facility commanders are trying to host more visits, foster connections with underrepresented groups, and set up aviation- or STEM-inspiration programs.

Boom is “a huge part” of the recruiting effort, Hudson said, and serves to open “discussions on Air Force recruiting outside the gate and core values inside the gate.”

champa boom
Champa Boom, the mascot of MacDill Air Force Base, Fla., meets with fans on his first day on the job, Nov. 9, 2023. (U.S. Air Force photo by Airman 1st Class Sterling Sutton)

The mascot has a busy calendar ahead of him, with possible visits to schools, sporting events, airshows, children’s hospitals, commander’s calls, and more. He has already made friends with the Tampa Bay Lightning mascot, Thunderbug, though it was not immediately clear if Thunderbug will be signing an enlistment contract. Boom has a social media presence on Facebook, Instagram, and X.

As the Air Force prepares to operate from small airfields with fewer Airmen, Boom will also demonstrate multi-capable proficiency as he periodically crosstrains into other Air Force Specialty Codes (AFSCs).

“We couldn’t get tankers in the air and complete our missions without the support of every single AFSC on the base,” Hudson said. “While Champa Boom is a boom operator, you will see him changing AFSCs in the future as well as changing his look to be a part of local events in the Tampa Bay area.”

NATO Picks E-7 as Its New AWACS; Six Aircraft to Start

NATO Picks E-7 as Its New AWACS; Six Aircraft to Start

NATO has selected Boeing’s E-7 Wedgetail as its next airborne moving target indicator and air battle management aircraft, succeeding the aging Boeing E-3 Sentry AWACS, the alliance announced this week. The first of six aircraft will be operational by 2031, but the fleet may grow beyond that number.

The alliance joins Australia, South Korea, Turkey, the U.K., and the U.S. as having selected the Wedgetail; the U.S. Air Force plans to acquire 26 of the aircraft.

The Wedgetail beat out several other offerings for NATO, including the Saab Global Eye; a Bombardier Global 6500 equipped with mission equipment provided by L3Harris; and Northrop Grumman’s E-2D. Northrop is also a major supplier to Boeing on the E-7, as the builder of the Wedgetail’s main, dorsally-mounted Multi-role Electronically-Scanned Array (MESA) radar.

The value of the planned acquisition was not stated.

The Air Force announced its selection of the E-7 in February, capping the undefinitized development contract at $1.2 billion. An Air Force-specific prototype will enter production by 2025, and the first E-7 is to be in service by 2027, with the last delivered by 2032.

The Air Force’s acquisition of the E-7 is characterized by the service as “urgent,” as mission availability rates for its aging E-3s have fallen below 60 percent in recent years. That urgency required going with a non-developmental, off-the-shelf solution, officials said. However, USAF E-7s will be equipped with a unique mission gear suite, including more extensive communications functions and possible application as a controller of autonomous aircraft.

In a statement, NATO said the choice of the E-7 was made by “a consortium of Allies” who “gave their approval to the project, one of NATO’s biggest-ever capability purchases, this month.” Production is set to begin “in the coming years,” the release added.

“We appreciate the confidence from the [NATO Support and Procurement Agency, or NPSA] and participating NATO nations in the proven capabilities and interoperability benefits of the E-7 Airborne Early Warning & Control (AEW&C) aircraft,” Boeing said in a press statement.

The NSPA is comprised of Belgium, Germany, Luxembourg, the Netherlands, Norway, Romania, and the U.S.

The aircraft will be transferred under a Foreign Military Sales agreement with the U.S. rather than a commercial purchase. Factors weighing in the Wedgetail’s favor, according to NSPA officials, were its commonality with aircraft operated by NATO members and partners; the reach of its sensors; an active production line; its range and persistence; accommodations for crew size and crew rest; its proven design; and capability for growth.

NATO Secretary General Jens Stoltenberg said that by pooling their resources, the NATO allies “can buy and operate major assets collectively that would be too expensive for individual countries to purchase.”

The alliance started flying the E-3 in the 1980s and has updated its Sentry fleet several times since. However, like those in the U.S. and Britain, the NATO E-3 airframes are becoming increasingly difficult to support due to vanishing vendors and obsolescent technology; the NATO AWACS fleet is set to retire by 2035. The Wedgetail, based on a modernized 737 airframe, offers increased range, greater reliability and sharply reduced maintenance versus the E-3.

“This investment in state-of-the-art technology shows the strength of transatlantic defense cooperation as we continue to adapt to a more unstable world,” Stoltenberg said.

The E-7s will be headquartered at Geilenkirchen Air Base, Germany, where NATO’s 14-strong E-3 fleet has had its main operating location, but the aircraft are likely to deploy across the European theater. The NATO E-3 fleet has operated with mixed-nationality crews.

 “The AWACS have flown in every major NATO operation, including the fight against ISIS, as well as on NATO’s eastern flank following Russia’s invasion of Ukraine,” the alliance said. In the immediate aftermath of the 9/11 attacks in 2001, seven NATO AWACS were dispatched to the U.S. to help monitor U.S. airspace, a mission they conducted for seven months.

“The Wedgetail will be part of the Alliance’s future surveillance and control project which will field NATO’s next generation of surveillance systems from the mid-2030s,” NATO said.

NATO has signaled that, like the U.S., its ultimate solution to air- and ground-moving target indication will include space-based systems. Its Alliance Future Surveillance and Control construct also includes unmanned aerial surveillance (now performed by Global Hawk aircraft); land- and sea-based radars; a “Combat Cloud;” Multi-Domain Tactical Control; and a “digital backbone.”

While the initial purchase of six aircraft seems to indicate a greater reliance on those other elements, any delay in their development could mean more E-7s will be acquired. The six E-7s represent NATO’s minimum requirement for air battle management/air surveillance.

A Request for Information was issued by the NATO Support and Procurement Agency (NSPA) for an AWACS successor in late 2022. After reviewing industry responses, the NSPA—in language very like that used by the U.S. Air Force—said the E-7 is the “only known military off-the-shelf/non-developmental system” capable of meeting NATO’s requirements that could be delivered on the needed timeline.

Australia has been operating the E-7 since 2010, and former Air Force Chief of Staff—now Chairman of the Joint Chiefs—Gen. Charles Q. Brown Jr. said he has flown on the aircraft multiple times when he was commander of Pacific Air Forces and was favorably impressed with its capabilities.

In First Speech as Chief, Allvin Touts ‘DNA’ of Airpower in Responding to Pacing Challenge

In First Speech as Chief, Allvin Touts ‘DNA’ of Airpower in Responding to Pacing Challenge

JOINT BASE ANDREWS, Md.—The Air Force’s new Chief of Staff vowed to modernize the service’s capabilities with urgency, citing the need to deter the growing challenge from China in his first public address since taking on the top job.

“The evolving character of war is one that privileges speed and tempo, agility, range, flexibility, resilience, and precise lethality,” Gen. David W. Allvin said Nov. 17 at a welcome ceremony in his honor. “These elements run deep in the DNA of airpower, and it is our responsibility to the Joint Force and the nation to bring these to bear to meet our pacing challenge.”

Allvin became the service’s 23rd Chief of Staff chief on Nov. 2, hours after being confirmed by the Senate in a 95-1 vote, but he was ceremonially sworn in again with more pomp and circumstance and gave his first speech.

In his address, Allvin built on his first message to Airmen released a few days after becoming Chief in which he pledged to “follow through” on the initiatives put in place by Gen. Charles Q. Brown Jr., his predecessor as CSAF before he was elevated to Chairman of the Joint Chiefs of Staff, as well as other previous leaders.

“We have accelerated change, and now must turn this momentum into outcomes. The clock is ticking and the time to execute is now,” Allvin said.

Allvin was nominated to replace Brown over the summer, but his confirmation had been delayed by Sen. Tommy Tuberville’s blanket hold on military nominations to protest the Department of Defense’s reproductive health policies. As vice chief under Brown, however, Allvin took over as acting chief when Brown became Chairman, and the two men emphasized their alignment in assessing the needs of the Air Force.

“I couldn’t ask for a better person to follow through and build upon the many ideas we share,” Brown said, noting Allvin’s diverse career path—a mobility and test pilot by trade, he has command experience of aerial refueling, mobility, training, and expeditionary units, as well time on staff at U.S. European Command and the Joint Staff.

“When you look at most officers’ careers, there’s a typical logical flow of progression and specialization,” Brown said. “Dave has none of those. He didn’t follow a path, but he charted a way. It’s all provided him a wide foundation to drawn upon to lead the Air Force as it faces complex and volatile global security environment.”

Chairman of the Joint Chiefs of Staff Gen. C.Q. Brown Jr., left, and Air Force Chief of Staff Gen. David W. Allvin share a smile during Allvin’s welcome ceremony at Joint Base Andrews, Md., Nov. 17, 2023. U.S. Air Force photo by Eric Dietrich

In a speech in Hangar Three next to the flight line at Andrews during an unseasonably warm November morning, Allvin reiterated to the crowd of defense dignitaries that the Air Force needed to adapt—and fast.

“Among the biggest challenges in pursuit of our destination is time, as the future rushes toward us at a breathtaking pace,” Allvin said.

The new Chief, who has spent much of the last decade as a Pentagon leader, said the White House, the Office of the Secretary of Defense, the Joint Staff, and the Department of the Air Force all had “strong” alignment in their national security goals.

“The precise path ahead of us may be opaque, but the general direction is clear,” Allvin said.

Despite the current conflagration in the Middle East in the wake of the Israel-Hamas war and Russia’s invasion of Ukraine, the U.S. government is focused on China as its long-term challenge.

“The current environment is one in which our national interests are threatened in a way we have not seen in decades,” Allvin said.

Allvin’s ceremony was led by Secretary of the Air Force Frank Kendall, who has made modernization to face China his top priority.

“[There is] a theme in the remarks from Gen. Brown and Gen. Allvin and myself,” Kendall said. “And that theme is a sense of urgency. We are running out of time, and we have to make changes that we need to stay competitive, particularly with our pacing challenge.”

Air Force Chief of Staff Gen. David W. Allvin recites the oath of office to Secretary of the Air Force Frank Kendall during his welcome ceremony at Joint Base Andrews, Md., Nov. 17, 2023. Allvin was officially sworn in as the 23rd Air Force chief of staff on Nov. 2 at the U.S. Air Force Academy in Colorado Springs, Colo. U.S. Air Force photo by SSgt. Stuart Bright

Allvin said the Air Force is particularly well-suited to adapt to a Pacific, near-peer threat given that airpower has long been one of America’s most flexible ways to employ its military might.

The Air Force, a service whose leaders have often spent thousands of hours flying hundreds of miles per hour, could not be lumbering in its moderation efforts—nor should it attempt to be perfect, he said.

The Air Force must “not be shackled by a false perception that we must have a flawless plan with precision in the prediction of its outcome before executing,” Allvin said. “Instead, we must solve for agility—initiating action in the right direction and building in the flexibility to learn and adjust while in motion.”

Air Force Chief of Staff Gen. David W. Allvin speaks to the audience during his welcome ceremony at Joint Base Andrews, Md., Nov. 17, 2023. U.S. Air Force photo by SSgt. Stuart Bright
JSTARS Flies West: USAF Retires Its Last E-8C

JSTARS Flies West: USAF Retires Its Last E-8C

Editor’s Note: This story was updated Nov. 20 to correctly identify Robins Air Force Base, Ga., as the base from which the last E-8 departed.

It’s official: JSTARS is finished flying for the Air Force. 

The final E-8C Joint Surveillance Target Attack Radar System aircraft left Robins Air Force Base, Ga., on Nov. 15, a spokesperson for the 116th Air Control Wing confirmed to Air & Space Forces Magazine. 

The airframe first entered USAF service in 1991, rushed into duty while still in development, to assist in Operation Desert Storm. Over the next 32 years, the fleet conducted some 14,000 operational sorties, racking up more than 141,000 flying hours in support of every geographic combatant command. 

JSTARS played a key role during the Global War on Terror and flew missions over Eastern Europe in the run-up and immediate aftermath of Russia’s 2022 invasion of Ukraine. 

Air Force leaders had been planning to retire the planes for years, announcing in June 2021 their intent to cut the aircraft from Robins, which had hosted the E-8s since 1996. Facing modern integrated air defenses, the Air Force needed a more survivable means to do the moving target indicator and battle management jobs JSTARS did. One official said in 2022 that operating JSTARS in contested airspace was untenable, saying, “They’d be gone in a minute.”  

The first E-8 departed Robins in February 2022. A month later, the service announced its intent to divest 12 of 16 aircraft in fiscal 2023 and 2024, and Congress expedited the move by repealing a previous law requiring the Air Force to maintain at least six E-8s. In March, the Air Force budget request revealed a plan to accelerate the divestment plan, with the entire fleet retiring in fiscal 2024, which started Oct. 1. 

The E-8’s final operational sortie took place from Ramstein Air Base, Germany, on Sept. 21. Robins hosted a private farewell ceremony for alumni of the JSTARS program on Nov. 4, with more than 800 people in attendance. 

According to a 116th ACW release, the final JSTARS aircraft to leave Robins flew to Kelly Field, Texas, “where it will serve as a training aircraft for future Airmen.” Other JSTARS planes have gone to the Boneyard at Davis-Monthan Air Force Base, Ariz., but one remained in Georgia to become a static display at the Museum of Aviation.

In place of its JSTARS unit, Robins is getting a Battle Management Control squadron, an E-11A Battlefield Airborne Communication Node (BACN) squadron, a Spectrum Warfare group, and support units focused on the service’s Advanced Battle Management System (ABMS). The first E-11 arrived in April.

Electric Aircraft Starts Flight Testing at USAF Base with Its Own Version of ‘Hot Pitting’

Electric Aircraft Starts Flight Testing at USAF Base with Its Own Version of ‘Hot Pitting’

The Air Force and contractor BETA Technologies started flight testing “Alia,” a sleek, quiet, electric aircraft, last week at Duke Field, Fla.

The electric aircraft, delivered to Duke Field on Oct. 26, is owned and operated by BETA crew, but the Air Force’s rotary wing test squadron, the 413th Flight Test Squadron, wrote the test and safety plan.

On Nov. 7, Alia flew 68 nautical miles from Duke to Tyndall Air Force Base, Fla,, landed and recharged, and returned. The aircraft took about an hour to fully recharge.

“This process is similar to the military flight operation, hot-pitting, where an aircraft flies a mission, lands for refueling and then flies again. Only with Alia, the fuel is electricity,” the service noted in a release.

It was also the aircraft’s first mission without being accompanied by a chase aircraft.

Since that first test flight, the aircraft has been undergoing two flight missions per day to check how the battery performs during flights over a set distance with different power settings and assess ground operations for consecutive flights.

The tests are also focused on the aircraft’s potential in aiding flexible combat logistics, involving testing the aircraft’s payload capacity up to 1,000 pounds.

The aircraft’s heat patterns are also being recorded during takeoffs and landings, providing essential data to establish a standard in infrared technology for the team.

“We want to compare electric aircraft IR (infrared) signatures to conventional fuel aircraft signatures,” said Josh Bohannon, 782nd TS senior electronics engineer. 

The infrared engine signature is the heat emitted by an aircraft’s engine. A lower signature makes the aircraft more difficult to be detected and traced by the heat-seeking missiles.

Alia is 50 feet wide and can fly up to 250 miles at a maximum speed of 138 mph. It is also 90 percent quieter than helicopters and produces zero emissions.

BETA Technologies Alia aircrew perform preflight checks on their aircraft Nov. 7 at Eglin Air Force Base, Fla. The aircraft performed its first official test flight traveling to Tyndall AFB and back recharging and then flying again. (U.S. Air Force photo/Samuel King Jr.)

The Air Force Research Laboratory’s innovation arm AFWERX first partnered with BETA in December 2019 to explore zero-emission aviation. BETA has since won multiple contracts and supplied the Air Force with three simulators, including a mobile one for pilot training, and two Level-3 electric chargers.

One of the chargers was installed at Duke Field earlier in October, becoming the Department of Defense’s first and so far only on-site electronic aircraft recharging station.

AFWERX’s Agility Prime program has been focused on bolstering innovation in the eVTOL (Electronic Vertical Take-off and Landing) space and has taken steps to broaden field testing this year.

In September, the Air Force’s first “electric air taxi,” a six-rotor eVTOL aircraft from Joby Aviation was unveiled at Edwards Air Force Base, Calif. That aircraft has undergone three hover tests, with a second aircraft expected to arrive in early 2024.

Alia comes in conventional and vertical takeoff configurations. The version at Duke Field is a conventional takeoff and landing (CTOL) model.

How to Make Air Force Bases Safer and Security Forces Happier

How to Make Air Force Bases Safer and Security Forces Happier

With more than 38,000 Airmen, security forces is the largest career field in the Air Force. It is also one of the most overworked, with a higher suicide rate than most other job specialties. A new paper from a lifelong Defender proposes a solution: give base leaders more authority to shape their own security procedures. The result, he argues, may be more efficient systems that would make Air Force bases safer and give defenders more time with their friends and families.

“Today, many SF members at Air Force installations worldwide have limited operational effectiveness due to redundant security concepts and restrictive security procedures,” wrote Senior Master Sgt. Brandon Dinkins, a 19-year Defender, in a paper published in the fall issue of Air University’s Air & Space Operations Review.

“A new security management approach for SF posting and response can help create a more lethal, educated, effective, and ready force to meet the dangerous threats of today,” wrote Dinkins, the superintendent of operations and training for the 45th Security Forces Squadron at Patrick Space Force Base, Fla.

Back-Breaking

Defenders have a lot on their plates. As the Air Force’s law enforcement body, they write tickets, investigate on-base incidents, and patrol installations. But they also have to maintain infantry combat skills in order to protect the base from attacks. Those duties add up, especially when training, temporary duty travel, and deployments are factored in.

“We try to adhere to eight-hour shifts, but once we can’t maintain that policy, we often move to a 12-hour shift schedule,” Dinkins told Air & Space Forces Magazine, emphasizing that his views do not necessarily represent those of the Air Force or the Department of Defense. “That creates duty instability, mental fatigue, physical injury, and more on-the-job accidents.”

Dinkins pointed to himself as an example. He loves his job, but he also has back issues from working 13-hour shifts in body armor, and many of his colleagues feel similar physical and mental pain.

“A lot of Defenders seek out mental health for reasons that are compounded by working 12-hour shifts; it might create strains on your marriage or your personal life,” he said. 

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U.S. Air Force Senior Airman Ian Willis, 23rd Security Forces Squadron installation entry controller, permits entry access to personnel at Moody Air Force Base, Georgia, Nov. 6, 2023. U.S. Air Force photo by Senior Airman Rachel Coates

Reactive vs. Proactive

Security forces Airmen pull shifts at posts determined by security requirements. The problem is that many of those requirements come from Headquarters Air Force, and the one-size-fits-all approach does not work for all installations. For example, Joint Base Andrews, Md., has a special focus on providing security for the president and other senior leaders, while Patrick Space Force Base has a waterfront and a boat security mission. 

The top-down requirements also emphasize protecting critical assets such as flightlines and aircraft. These are important to protect, but they also usually have more built-up security infrastructure in the form of cameras, alarms, fences, and other systems to delay and deter intruders. Current requirements do not leave much space for securing the rest of the base.

“I might have five patrols available, four of which might be strictly tied to a resource such as the flightline or a space-based system,” Dinkins said. “I might have only one patrol available to respond to any other incident on that base, whether it be a high-risk traffic stop, a threat at the gate, or a shoplifting case.”

Dinkins would prefer a proactive stance where defenders can deter crime by maintaining a larger presence in high-population areas such as base housing, the gates, the commissary, and the base exchange (BX). 

Gaps in perimeter security can also have an effect on the safety of those critical assets deeper inside the fence line, such as in February when an intruder entered Andrews, and in 2021, when a different intruder made it inside a C-40 transport jet before being arrested.

“Security Forces can utilize patrols as high-visibility deterrence, which helps increase the probability of detecting and deterring criminal acts and security breaches,” Dinkins wrote.

A more proactive security posture would have to be informed by data and intelligence. For example, Dinkins has visited Army bases where a criminal intelligence analyst studies peak traffic, peak crime times, and other factors that military police use to guide their patrols. 

“If we know that there is a higher probability of theft at the BX, or a large number of break-ins at the gym around 5 o’clock, those statistics help you develop a proactive strategy,” he said.

security forces
U.S. Air Force 52nd Security Forces Squadron Defenders assigned to Spangdahlem Air Base, Germany, conduct a security patrol at the 86th Air Base, Romania, in support of NATO’s enhanced Air Policing (eAP) capabilities, Sept. 24, 2023. (U.S. Air Force photo by Airman 1st Class Albert Morel)

Delegate Down

Theoretically, defense force commanders (DFCs) can seek waivers to form tailored security strategies, but there is an unspoken taboo against it.

“It comes down to optics, right? Why can’t you meet requirements?” Dinkins said. “That might not totally be the case, but I believe people feel a bit of peer pressure to maintain the status quo.”

Defenders are not the only military community with rigid, top-down requirements, but allowing installation leaders to tailor their security posture could save man-hours at a time when the Air Force is strapped for personnel.

“Tracking criminal trends and threats allows DFCs to utilize their force more effectively, thus reducing inefficient policing and security posting,” Dinkins wrote. “DFCs can reallocate forces to other base patrolling activities and not restrict area security patrols to resources where infrastructure and layered defense can deter and delay adversarial threats.”

Those strategies could be further augmented by automated or autonomous systems—such as the robot dogs brought on for testing last year at Patrick Space Force Base. Besides making installations more secure, Dinkins hopes such changes could also give some time and purpose back to Defenders.

“Nothing’s worse than feeling like you are wasting your time,” he said, adding that many of the ideas in the paper were inspired by years of spit-balling on post with other Defenders. “I’ve been on post plenty of times asking ‘Why am I here?’ Sometimes as Defenders we are not even told what we’re guarding. It is good to know why we do things.”

Dinkins said now is the time to optimize security forces. The last time the career field underwent major changes was in the wake of the 1996 Khobar Towers bombing at Dhahran Air Base, Saudi Arabia, where 19 Airmen died and hundreds more were wounded.

“We have to be proactive and deliberate in our ability to stay ahead and think ahead,” he said. “I would rather make changes before it was needed than after it was needed.”

New Report: US Must Modernize Nuclear Posture for Tri-Polar World

New Report: US Must Modernize Nuclear Posture for Tri-Polar World

To confront a world with not one but two major nuclear powers—neither of which is willing to enter arms talks—the U.S. must revive its atrophied nuclear weapons enterprise with all speed and build up its stock of conventional weapons in order to deter war, the chairs of a bipartisan strategic posture panel told the House Armed Services Committee on Nov. 15.

The U.S. has no margin left for modernizing its nuclear forces, and it’s doubtful that planned upgrades will arrive on time, Madelyn R. Creedon and former Sen. Jon Kyl (R-Ariz.), chair and vice chair of the Congressional Commission on the Strategic Posture of the United States, told lawmakers after spending the last year studying the issue.

Threat Environment

China has built up its nuclear weapons stockpile at a pace that is “unprecedented” and “very surprising,” Creedon said, echoing observations from the Pentagon and outside experts.

At the current rate, China is targeting nuclear parity with the U.S. and Russia by the mid-2030s. But Kyl noted that one of the witnesses before the commission pointed out that the Chinese are “always ahead of schedule. Whenever they say they’re going to achieve a certain system by a certain time, they beat that schedule.”

Given that aggressive growth, the commission argued in its final report released in October that China must no longer be treated as a “lesser included threat” on the strategic stage.

At the same time, Kyl told lawmakers that in all nuclear systems, and in some emerging technologies like hypersonics, “we are playing catch-up.” Russia has completed more than 90 percent of its strategic nuclear modernization and has also deployed new kinds of nuclear weapons for which the U.S. has no analogy, Kyl said. These include “tsunami” weapons that would inundate a coastline after being set off underwater.  

The result, a tri-polar nuclear world, “is an existential challenge for which the United States is ill-prepared, unless its leaders make decisions now to adjust the U.S. strategic posture,” the commission wrote in its report. The U.S. and its allies must be prepared to deter or defeat both adversaries “simultaneously,” the commission added, as the risk of conflict with Russia and China “is increasing.”

As things stand now, “the United States lacks a comprehensive strategy to address the looming two nuclear-peer threat environment and lacks the force structure such a strategy will require,” the report states.

In crafting its final report, the commission started with five assumptions, Creedon told lawmakers:

  • Russia and China will continue “their respective adversarial paths, each growing the quality and quantity of their nuclear arsenals.”
  • Both will also grow their conventional, space, and cyber forces, and continue “aggressive foreign policies” with the goal of supplanting the U.S. as a world leader.
  • “Today’s ‘one major war’ strategy construct is no longer viable, particularly given China’s current trajectory.”
  • America’s nuclear modernization “program of record must be fully implemented as rapidly as possible to deter Russia and China.” However, the program isn’t sufficient to meet the projected threat.
  • Both the Pentagon and National Nuclear Security Administration’s industrial base and nuclear infrastructure require investment.

Major Takeaways

The 160-page report, compiled by a 12-person expert panel, did not provide cost estimates for any of their recommendations—a fact that rankled some of the representatives at the hearing, including ranking member Rep. Adam Smith (D-Wash.)—but this was not part of the commission’s charter, Kyl said.

“The commission’s report is threat-informed, forward-looking bipartisan consensus,” Creedon said. It “provides high level guidance to shape and ensure future decision makers have real options while generally refraining from choosing specific systems. We provide characteristics of recommended capabilities but do not pick the winners and losers.”

Several members of the committee pressed the witnesses on whether the U.S. should develop the nuclear Sea-Launched Cruise Missile that the Biden Administration decided not to pursue, but while they said it could play an important role in enhanced deterrence, they reiterated that they would not single out specific programs.   

The commission did urge the full implementation of the strategic program of record, “which includes replacement of all U.S. nuclear delivery systems, modernization of their warheads, comprehensive modernization of U.S. nuclear command, control, and communications (NC3), and recapitalizing the nuclear enterprise infrastructure at the DOD and DOE/NNSA.”

Recommendations

All told, the panel included 81 recommendations in its report, mostly oriented toward generic capabilities needed to counter or offset those fielded by China, Russia and other nuclear powers or prospective ones.

Creedon said the report’s subtlety has led to some confusion about its findings.

“We are not recommending substantial increases in the new U.S. nuclear force posture. We want to avoid a new nuclear arms race, and most importantly, we want to avoid a nuclear conflict and thus we need a credible conventional and nuclear deterrent,” she said.

“We do recommend that we plan and be prepared for a more challenging future while fully supporting diplomatic and whole-of-government operations to reduce tensions and ensure strategic stability.”

However, diplomatic efforts have proven increasingly futile, as Russia has exited nearly all its arms treaties with the U.S. and China has declined to engage strategic arms talks.

“Prospects for agreements on nuclear arms control now appear bleak, [and] we must consider that we may be in a situation where there is no strategic arms control treaty,” Creedon acknowledged, while arguing that “if there are opportunities for arms control or other strategic stability talks, military to military talks, Confidence Building Measures or other opportunities, they should all be explored.”

The commission also recommended the U.S. be able to deter or defeat “simultaneous Russian and Chinese aggression in Europe and Asia using conventional forces.”

Rep. Mike Gallagher (R-Wis.) asked the commission leaders if U.S. stockpiles of conventional long-range, precision fires—specifically, the Joint Air-to-Surface Standoff Missile and its naval counterpart, the Long-Range Anti-Ship Missile—are adequate.

“The answer is, yes, it’s inadequate today,” Kyl said.

Among other non-nuclear capabilities, the commission emphasized the importance of deploying “a more resilient space architecture” and ensuring the U.S. and its allies are on the “cutting edge” of new technologies “such as big data analytics, quantum computing, and artificial intelligence (AI)—to avoid strategic surprise and potentially enhance the U.S. strategic posture.”

Should that not happen, the report noted, the U.S. strategy would need to change to reflect an increased reliance on nuclear weapons to maintain deterrence.

Running out of Time

Kyl told the committee that, with no time margin left for nuclear modernization and the inevitability of programmatic setbacks, “there will be gaps” in some elements of the nuclear deterrent. The report said that delays should be mitigated to prevent “early age-out” of current systems.

“We don’t have any more time,” Kyl said. “We’ve used up all of our work-around and the schedules, both for the refurbishment of the nuclear warheads, and the development of the new platforms is a tight schedule.

“… The reality is, we found delays here and there and it’s very difficult to imagine that we could meet the schedule. As a result, there are a couple of charts in our report, which show the potential for a deterrence gap.”

U.S. strategic forces “should be modified to address the larger number of targets due to the growing Chinese nuclear threat,” the report said, but Creedon and Kyl said that didn’t necessarily mean more of any particular systems, leaving how to accomplish that task up to “future decision-makers.”

The commission did say, though, that the U.S. needs to keep up with advances in Russian and Chinese missile defenses and deploy systems that can get past them.

Additionally, the report said the President needs more “nuclear response options” to deter the use of theater nuclear weapons. The U.S. also needs to “address the need” for more theater nuclear weapons in the Indo-Pacific theater, and “compensate for any shortfall in U.S. and allied non-nuclear capabilities in a sequential or simultaneous two-theater conflict against Russia and China.”

Congress also needs to act in a timely fashion to pass defense bills and ensure “funding stability” for the nuclear enterprise, Creedon said, urging a shift from single-year defense budgets to a two-year cycle.

Failure to do any of these things risks the U.S. not having a credible deterrent and losing the confidence of its partners and allies, who may turn elsewhere. Wherever possible, the U.S. should shore up and expand such alliances. Conversely, withdrawing from alliances “would directly benefit adversaries, invite aggression that the United States might later have to reverse, and ultimately decrease American, allied, and partner security and economic prosperity,” the report states.

Since the last such posture assessment in 2009, “the security environment has dramatically worsened and new existential threats have emerged,” the report said.

“This Commission concludes that the United States now faces a high-stakes challenge that requires urgent action,” the report goes on. “Nevertheless, the Commission has not seen the U.S. government demonstrate the urgency and creativity required to meet the challenge. Nothing other than synchronized steps taken by the Executive and Legislative Branches will craft the strategy and build the posture the nation requires. The challenges are unmistakable; the problems are urgent; the steps are needed now.”

Kyl told the committee that every Defense Secretary and Chairman of the Joint Chiefs during his years of government service have said that the nuclear deterrent is the foundation of all defense and is their “number one priority.”

“We have to act like it,” he said.

Fighting the US Military’s Slow Creeping Enemy: Corrosion

Fighting the US Military’s Slow Creeping Enemy: Corrosion

When left unchecked, the corrosion of metals and alloys is inevitable and extraordinarily costly. U.S. companies spend an estimated $276 billion annually on corrosion prevention, mitigation and repair – more than 3% of gross domestic product (GDP).[1] And for the U.S. government, unmanaged corrosion can pose serious problems across its assets and infrastructure, impacting mission readiness, crew safety and systems reliability. That’s why the U.S. Department of Defense (DoD) spends around $20 billion annually on corrosion maintenance – almost 20% of every dollar budgeted for maintenance purposes.[2]

Battelle has helped the DoD with many of its corrosion challenges. The independent nonprofit science and technology research organization has multidisciplinary and comprehensive materials science and engineering expertise that uniquely position it to solve the most challenging material problems. And with its well-equipped facilities and multidisciplinary resources, Battelle can perform systematic material characterization assessments like material development, performance, qualification and specific failure analysis. When Battelle’s full material capabilities are brought to the table, myriad challenges – from unique materials selection to specific corrosion issues – can be solved to minimize maintenance costs and ensure critical systems are always mission ready in support of the warfighter. 

Fighting Corrosion Requires Tailored Solutions

The U.S. DoD agencies deploy a wide array of equipment and assets that execute wide variety of missions under various states of duress in a plethora of environments. As such, the exposure profiles and corrosion impacts on these assets in deployment are diverse and unique to their mission. There is no one-size-fits-all solution to military corrosion challenges. For example, the operating environments for a Naval Ship, a Coast Guard Cutter, a Marine Corp Mine-Resistant Ambush Protected (MRAP) or an Air Force fuselage vary significantly, depending on location, specific usage, the materials involved, the age of the equipment and much more.

Battelle has multiple indoor and outdoor facilities for research and development, characterization and the testing and evaluation of advanced materials. At its Center for the Characterization of Advanced Materials (CCAM), Battelle has laboratories explicitly designed for coatings research and development, as well as advanced characterization systems for spectroscopy, microscopy, failure prediction and analysis. The Center also houses equipment for weathering and cyclic exposures, which enables Battelle researchers and scientists to evaluate the impact of various environmental conditions on specific materials.

At its one-of-a-kind Florida Materials Research Facility (FMRF), Battelle can conduct outdoor materials characterization to assess atmospheric and marine exposure of materials. (See Figure 1.) It’s located in one of the most corrosive environments on Earth and the property includes the only commercial oceanfront facility for subtropical exposure studies in the U.S.[3] It’s also equipped with a wide array of exposure racks and fences that conform to American Society for Testing (ASTM) materials and two acres of beachfront exposure area that’s less than 70 meters from the Atlantic Ocean. This means Battelle can expose sample materials to nature’s harshest elements – like sun, wind, seawater spray and more – at any angle. Located on the Intracoastal Waterway via the Halifax River, FMRF also boasts access to tropical and subtropical marine fouling organisms with a level of biodiversity that is not achieved further north or south. This enables Battelle to test marine materials, antifouling coatings and foul release products in fully submerged, floating waterline and splash zone exposures on its marine immersion dock in the harshest of fouling conditions available. With the ability to perform both ASTM and Military Spec testing, Battelle can support failure analysis, material evaluation and qualification against the most rigorous standards.

In addition to testing, Battelle excels at studies on material compatibility and analysis of alternatives (AoAs). With its extensive capabilities and background in failure analysis, Battelle can identify key material properties and conduct AoAs to achieve system requirements. For example, Battelle has assessed coating vulnerability for specific applications and environments and proposed formulation enhancements to ensure the coating’s integrity and its ability to protect the substrate.

Additionally, Battelle has a team of subject matter experts evaluating impacts of biological growth (such as fungi, bacteria etc.) on coatings used on a variety of substrates within the DoD. As part of a recent project for the U.S. Air Force, Battelle worked with a coatings manufacturer to improve the weathering performance and resistance to microbially influenced corrosion of a powder coating used on aircraft ground support equipment in Pacific locations with hot and humid operating conditions. Battelle also recently evaluated an in-field corrosion repair technique used by the U.S. Naval Air Systems Command (NAVAIR), assessing the application of inorganic coatings to prevent galvanic corrosion of dissimilar substrates. In addition, Battelle is currently evaluating nine coatings of five different U.S. Army manufacturers in support of their acquisition decision on non-developmental items.

Combating the Slow Creep of Corrosion

Figure 2: Battelle’s marine dock features the most aggressive of marine environments. Here, fouling organisms and warm seawater will put robust materials to the test and expose corrosion concerns in short order as seen in this marine exposure test article.

Corrosion occurs at a slow pace – by the time it is visible to the eye, the damage can be especially costly to repair. To help the U.S. government stay ahead of the curve, Battelle can perform accelerated life testing to make informed predictions about root cause material failure and its probability for occurrence. This is especially useful for mitigating risk with military vehicles and equipment during deployment – from tactical vehicles to ground support equipment. As part its Corrosion Prevention and Control (CPAC) program with the U.S. Marine Corps, Battelle has assessed new coatings and corrosion prevention compounds, reviewed repair processes, created systems to more effectively preserve equipment, and identified where future investments could be made.[4]

When it comes to fighting corrosion, proactive planning and prevention not only mitigates risks, but can also save millions of dollars. Worldwide corrosion authority NACE International estimates that proper corrosion management could save as much as $375 to $875 billion annually.[5] For the U.S. and the various branches of U.S. military, Battelle’s unmatched expertise and ability to conduct total life cycle management is particularly germane and beneficial. With these capabilities, it’s possible to extend the service life of vital government and military assets, which reduces overall ownership costs while improving mission readiness – a true win-win scenario.

Visit Battelle.org to learn more about the company’s advanced materials expertise.