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Hanscom Regional PDI

Hanscom Regional PDI. Brigadier General Trent H. Edwards SAF/FMBO. Agenda. My Background FY18 Recap FY19 Budget FY20 Budget Request Leadership. My Background. 28 years, 20 assignments (4 overseas ) 2 SQ/CC, 1 GP/CC, 2 WG/CC 3 Deployments (GITMO/Iraq/Afghanistan) Combat Comptroller

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Hanscom Regional PDI

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  1. Hanscom Regional PDI Brigadier General Trent H. Edwards SAF/FMBO

  2. Agenda • My Background • FY18 Recap • FY19 Budget • FY20 Budget Request • Leadership

  3. My Background • 28 years, 20 assignments (4 overseas) • 2 SQ/CC, 1 GP/CC, 2 WG/CC • 3 Deployments (GITMO/Iraq/Afghanistan) • Combat Comptroller • American Airman • Husband and Father • Passionate about AF & Airmen

  4. FY18 Recap

  5. FY18 Recap • FY18 O&M Appropriations • 99.7% of the $51.0B Active Duty account • 99.3% of the $3.2B Air Force Reserve account • 99.8% of the $6.9B Air National Guard account • Congressional Adds • Full Spectrum Readiness - $736M • Aircrew Chemical Defense Ensembles & Flight Equipment • Security Forces Operations & Communications Equipment • Ability to Survive & Operate (ATSO) Gear & Material • Restore Readiness - $162M • Battlefield Airmen • Tactical Communication • Special Programs • Squadron Innovation Fund - $64.1M (96% executed) • Commanders Readiness Fund - $51.7M (102% executed) Exceptionally successful FY18… Focused on Readiness, Lethality, and Innovation Lead Organization: SAF/FMB POC: Capt Eric Hulshizer CAO: 1430EST 9 Oct 18

  6. FY18 O&M Execution($50.4B/99.7% Obligated) • Air Force Story: “Delayed enactment challenged us to reach 80/20 by 31 Jul” • 2018 Bipartisan Budget Act • Raised FY18 DoD BCA caps by $80B • Provided AF O&M portfolio $50.4B -- ~$885M above FY18 PB request • FY18 Highlights: • Appropriation passed on 23 Mar 18 • Initial Distribution on 4 May 18 • 31 Jul 18: We hit 81.8% • CSAF/SECAF Priorities • Readiness & Lethality • Pacing Units • Pacing Platforms • Battlefield Airmen • Enterprise IT as a Service Exceeded 75/25 = 81.8% on 31 Jul Congressional 75/25 FY18 Approp Passed 23 Mar 18 • Need to replicate FY18 success in FY19!

  7. FY19 Budget

  8. FY19 Budget Compete, Deter and Win In A Complex, Global Security Environment 2019 budget builds on progress made in 2018 Aligned to National Defense Strategy Prioritizes long-term competition with China & Russia Moves in the direction of multi-domain operations

  9. FY19 Budget Priorities Accelerate Warfighter Readiness Safe, Secure and Effective Nuclear Deterrent Move Faster to more Defendable Space Cost-Effective Modernization Network Battle Management Strengthen Alliances Reinforce Budget Discipline to maximize AF Readiness & Leathality

  10. FY19 O&M Execution • Air Force Story: FY19 Appropriation Bill signed on time -- First time in 10 years • FY19 Highlights: • Appropriation passed on 28 Sept 18 • Initial Distribution on 11 Dec 18 • CSAF/SECAF Priorities ($1.2B) • Readiness & Lethality • SECDEF 80% Mission Capability Rate • IMSC Utilities & Big 3 Service Contracts • Squadron Innovation Funds • Commander’s Readiness Fund • Special Warfare Airmen • Cloud Hosted Enterprise Services & Common Computing Environment • Special programs (a/o 12 Mar 19) • Hurricane Michael - $382.4M • JB Elmendorf-Richardson Earthquake - $34.0M est. • DoD Support to Border Security - $12.4M • Offutt Flooding - $350M est. • AF EOM July Goal – 81.0% • Current EOM July Projection – 88.5% obligated • 12 Mar Obs– 47.5% ($24.1B) of $50.8B acct • Straight line = 44.7% • Current Burn Rate – $148M per day • On Time Budget = $3.9B ahead of last year obligation

  11. FY20 Budget Request

  12. Strategic Environment • The United States faces an increasingly complex global security environment, characterized by overt challenges to the free and open international order and the • re-emergence of long-term, strategic competition between nations. • - 2018 National Defense Strategy • Growing China and Resurgent Russia Challenging U.S. Dominance • Air, Land, Sea, Space and Cyberspace • Information warfare • Ambiguous or denied proxy operations • Subversive action • Air Force must Compete, Deter, and Win across Five Priority Missions • Defend the homeland • Provide a safe, secure, and effective nuclear deterrent • Defeat a powerful conventional enemy • Deter opportunistic aggression • Disrupt violent extremists in a cost effective manner The future “Air Force We Need” has 386 Operational Squadrons I n t e g r i t y - S e r v i c e - E x c e l l e n ce

  13. A More Lethal and Ready Force • People and Training • Grows Total Force military 4,400 Airmen; maximizes flying hours; updates ranges • Cost-effective Maintenance and Logistics • Resources Enterprise Sustaining Engineering efforts • Aviation Safety • Funds Next Generation Ejection Seat • Safe, Secure and Effective Nuclear Deterrent • Continues recapitalization of two-thirds of the nuclear triad • Modernization • Continues B-21 development; modernizes fighters with F-35 and F-15EX purchases • Cyber Dominance • Funds cyber mission forces; Joint Cyber Command and Control System • Accelerating Defendable Space • Initiates Space Force Headquarters; procures first GPS III Follow-on satellite

  14. Fielding Faster and Smarter • Prototyping and Experimentation • Leverages technology across DoD for Hypersonics • Expands Light Attack experiment with new aircraft types and technologies • Tailored Acquisition Strategies • Employs digital modeling for B-52’s Commercial Engine Replacement Program • Accelerates F-15 Eagle Passive Active Warning Survivability System • Agile Software Development • Expands Kessel Run Experimentation Lab expertise • Expanded Competition • Leverages private/public partnerships for National Security Space Launches • Leads innovative approaches with small business and start-up “Pitch Day” • Fosters culture of performance among Airmen through Spark Tank challenge

  15. FY20 Budget Request FY20 PB Comparable $204.8B FY20 PB Submission $204.8B FY19 Enacted $194.3B Air Force Controlled Budget Authority $165.6B Air Force Controlled Budget Authority $155.8B Includes Space Force HQ OCO includes Direct War and Enduring requirements Numbers may not add due torounding OCO includes all categories Numbers may not add due torounding

  16. Leadership

  17. What I’ve Learned • Give people your Intent • Constructively disruptive • Ask people for their commitment • Harmony vs balance • The team includes spouses • The team includes civilians • People hear differently • Calendar management • AFI 1-2...Commander responsibilities and duties • Set Expectations…in writing • Your Report Card – 4 major graded areas • Execute the Mission, Lead People, Improve the Unit, Manage Resources

  18. What I’ve Learned • Sometimes you don’t give clear guidance • Your body language speaks volumes • Get mad then get over it • Get comfortable being uncomfortable • Fail Forward • The moment you lose situational awareness is when you get it back…you represent the institution at all times • What you allow in your presence becomes your standard • Removing Command leadership…sucks • Bad days happen • Facebook…worked for me • Presentain…even better

  19. What I’ve Learned • Change in bosses…you adjust up…boss doesn’t adjust down • Concentrate on the grass • At the end of the every decision is an Airmen • Take calculated risks and empower your Commanders to the same • Personnel is always more important than personal • Invest time, energy and effort into your people…ROI is amazing • Be deliberate about the development of your Squadron Commanders • Domestic Assault and domestic violence is real…and a real problem…the Group needs to know where you stand

  20. What I’ve Learned • Be as transparent as possible – yes, be vulnerable…people want to connect – Be authentic • Qualified vs Qualifiable • Start with why and tie actions to the larger picture • When you are honest with people on feedback they are more likely to be honest with their subordinates…have a conversation • Protect your signature • Play the hand you’ve been dealt…but it’s ok to ask for another card • If it’s not going the way you envisioned…look in the mirror…own what’s yours

  21. What I’ve Learned • Leadership by walking about works…go to where the people work…the mission is the Airmen and the Airmen are the mission • Building a culture takes times and starts with changing the way people think • The world is moving fast…structures and process that worked before, may not work now…challenge conventional wisdom and status quo • Create a sense of urgency around a big opportunity • Identify an influencer to communicate the change vision • Remove barriers • Build quick wins • Invite everyone on the journey…personally • Air Force heritage is important…talk about it

  22. Questions?

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