Case for Air Force Reorganization.

摘要

In light of the US Air Force s largest baseline budget decrease since 1994 and the most acute Department of Defense (DOD) budget decline since 1991 (with more cuts likely), financial pressures have forced the service to reduce costs and improve efficiencies in certain areas. This article examines matters not often addressed in Air Staff money drills and capabilities assessments specifically, it looks at the Air Force s top-level organizational structure, primarily targeting the organization and personnel categories of the doctrine, organization, training, materiel, leadership and education, personnel, and facilities (DOTMLPF) framework. The argument presented here would remove a layer of the organization to flatten the structure, eliminating the major commands (MAJCOM) and increasing responsibilities of the Air Staff and numbered air forces (NAF). Given this new structure, the Air Staff would absorb a large number of administrative functions currently held by the MAJCOMs. The NAFs would align regionally with combatant commands (COCOM), providing the crucial links to war-fighting commanders, and dedicate air staffs to handle regional conflicts and requirements. This proposed organization should improve support to COCOMs, advance Air Force regional expertise and focus through the NAFs, adapt more quickly to global situations, and ensure that the service s history and traditions endure. If these suggested recommendations improve organizational agility, increase combat capability, and reduce longterm costs, the Air Force could enhance operational effectiveness and save finite resources for other critical programs.