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- Hello again, and welcome to another edition

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of Strategic Studies Quarterly, Issues and Answers.

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Today it is my great pleasure to welcome

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a very special guest, the honorable Heather Wilson,

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Secretary of the United States Air Force.

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Secretary Wilson is the highest ranking civilian leader

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in the Department of the Air Force responsible for

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organizing, training and equipping airmen

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and air forces in defense of the nation.

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Madam Secretary, thank you for being here.

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- It's my pleasure.

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- So let's get to some of the large issues

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facing the Air Force today.

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And I'd like to start with an overarching question

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and see if you can give us an idea of what

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are some of your greatest short-term and long-term

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challenges for the Air Force that have

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National Security implications?

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^- We've actually set five goals for the Air Force.

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^The first is to restore the readiness of the force

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^and second is cost-effective modernization.

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^We've got modernization across the board

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^over the next 10 years, fighters, bombers, space assets,

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^the nuclear deterrent.

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The third is the development of leaders,

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which long-term matters more to the Air Force

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than just about anything else.

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If we can get the right leadership for the long-term

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and continue to develop leaders.

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The fourth has to do with innovation and driving innovation

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so that we stay ahead of the adversary for the long term.

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And finally, it's deepening our partnerships

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with our allies.

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- Those are all very,

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very important challenges and I'm glad you mentioned

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innovation because this is one of the things you talked

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about very early on in your tenure and it seems to mean

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integrating artificial intelligence and autonomous systems.

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So can you give us a sense of

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what Air Force areas are most promising for that?

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- Well, actually it's not limited to artificial intelligence

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or autonomous systems.

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It has to do with what are the basic

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and applied areas of research

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that we're looking at and how do we drive those

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into systems, how do we get from the lab bench

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to the flight line faster?

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So we've got a 12 month review on,

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on the science and technology strategy of the Air Force,

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where we're going to invest and then how

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we're going to do it.

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But the culture of innovation really also goes beyond

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just science, technology and acquisition of systems

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to the way in which we do our jobs and our business.

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The Air Force can be a little bit top-down sometimes

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and a little bit

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dependent on Air Force instructions and we want to

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get away from that so that we

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tell people what to do and not how to do it,

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and let them surprise us with their ingenuity.

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- Another point you mentioned that I'd like to

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focus on is since becoming Secretary,

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you've made some major changes in the space realm,

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and those have not gone unnoticed.

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So can you share with us the Air Force vision for space

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and where do we go next?

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- Well, we built,

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you know the Air Force has been really the leader

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for the services in space since the 1950s.

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We provide weather, we provide communications,

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we provide command and control for the President

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and the Secretary of Defense, we provide position,

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navigation and timing, GPS for the world so,

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and we provide indications and warning of missile launch.

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So there are a lot of important things that the

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Air Force does in space but we built all of those things

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at a time when there wasn't much of a threat in space.

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So, so we built a glass house

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before the invention of stones,

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and now we are in a situation where China in particular

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but also Russia are developing the ability to deny us

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access to space and the ability to function and operate

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in space.

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So we are shifting to a new environment,

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where we have to not only be able to operate,

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we have to be able to deter and defend in space.

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That is new

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and it will require both resources, changes in training,

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development of doctrine and operating concepts

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and then, of course,

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the equipment to be able to take a punch

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and keep on fighting.

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- One of the things we do a lot of publishing on

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in SSQ is nuclear issues.

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And in October, the Chief,

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on a visit to the nuclear force,

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to several of the nuclear bases,

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the Chief encouraged air men to think about

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beyond Cold Wars uses for ICBMs, bombers and

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nuclear cruise missiles and particularly

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he talked about thinking about new ways that

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nuclear weapons could be used for deterrents,

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not only for deterrents but also for

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even combat, so is this an early sign

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of a possible change in nuclear weapons policy?

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- We have the Nuclear Posture Review

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which we expect to be,

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to be

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released in

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early next year, but I think what the Chief

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was talking about was thinking about what our

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adversaries are doing and how they are likely

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to use nuclear weapons in a conflict?

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What is their doctrine

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and potential use of them?

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So I think

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if we look at,

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at the future of warfare, it is not inconceivable

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that you might have an adversary use nuclear weapons

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in a way that's

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limited in conflict and we won't just have a

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nuclear conflict, it may be a conventional conflict

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in which a nuclear weapon had been used

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by an adversary.

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What does that mean for us as an Air Force?

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How do we operate in that environment

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and continue to prevail?

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And I think that's probably what he was talking about,

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that we need to think about that.

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It may not be with,

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beyond the realm of possibility and that's also

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potentially true in the North Korean threat as well.

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- This is something we would not have,

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have not historically thought about?

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- Historically when we think about deterrents

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and deterrents of the use of nuclear forces and then

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certainly in the Cold War, the possibility of,

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of what happens if deterrents fails facing, at that time,

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the Soviet Union, the presumption was that once

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something went nuclear

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that it was,

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it was all nuclear.

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I don't think that's the presumption anymore,

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or that we can make that presumption anymore

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and we need to be thinking about what would happen

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if a power used a nuclear weapon in the context

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of a largely conventional fight?

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- I want to go back to

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something you mentioned in the answer to the first question,

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and that's the idea of readiness.

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So Congress is debating whether to authorize another

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round of space closures.

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What is your perspective on BRAC and what is,

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what do you think the probability is that it will occur?

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- The Congress did consider it this year in the

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Bill that the President of the United States

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just signed this morning.

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There is no authorization for

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Base Realignment and Closure.

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I think the thing they were thinking about this year

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was authorizing another round of

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Base Realignment and Closure out in the future

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so that the services could do the full analysis of what

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we really need and that that round of

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Base Closure could be better informed.

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They actually didn't do that in this year's

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Defense Authorization Bill.

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Of course, they can do it any year.

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I think it would be highly unlikely they would do it

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in an election year, it's very hard to get the votes

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for Base Realignment and Closure particularly in the House,

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and it's even harder to get those during an

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election year.

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- You also talked about and mentioned the,

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the difference between the demand signal and the,

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and the supply balance between what the combatant commanders

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are asking for and what the services can deliver.

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So,

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how close is the Air Force to saying no to some of that

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demand and if that's the case,

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where might that happen first?

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- We are too small for all that the nation is asking of us.

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And it has affected our readiness.

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Our readiness rates are far too low.

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^And it's not, it's not that we're not ready for the

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^missions that we're doing now, particularly against ISIS,

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^it's that those wings and squadrons that are,

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^that are forward deployed and in the fight against ISIS

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are not simultaneously prepared for a high-end fight

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against an adversary,

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you know, a high-end adversary.

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So, so, we are,

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we are not ready for

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all of the missions assigned to us.

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Now that doesn't mean we won't go.

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We will go.

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But what the nation needs to understand is that

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fewer people will come back.

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That's what lower levels of readiness mean.

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With respect to, you know,

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when do we come to point where we tell the

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combatant commander we can't do this,

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and the Air Force airmen are all in.

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We are after the mission.

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We do what the nation demands.

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The only area where we have said we can not do more

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than x,

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was in the remotely piloted aircraft community where

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we have said we can't do more than 60 combat air patrols.

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That's what we can do until we get well.

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And it was because we had

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crews that were flying, you know, 12 on, 12 off,

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six days a week with no

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break in sight and we had to be able to man that force

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and have it be a more reasonable expectation

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for the long-term.

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- So this is an, should be an easier question then,

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related to readiness.

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If you had complete authority to change three things

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within the DOD, what would you change?

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- Well, that's an interesting question.

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The first one,

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probably has to do with operations tempo

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and the size of the force.

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We are too small and so,

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so I would increase the size of the Air Force.

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I would probably do it to prepare for the high-end fight

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but also to reduce the cost

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of the fight against violent extremism.

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What do I mean by that?

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I don't think we really need

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and F 22 to go after a narcotics factory in Afghanistan.

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I think we may be able to do that with,

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with different kind of

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lower-end air power or less,

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you know, we don't need stealth aircraft

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to be able to do that.

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And so how can we do that at a,

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a lower cost?

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I would say that so,

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so increasing the size of the service

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is probably one of the most important things.

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The second thing is to continue to streamline acquisition

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so that we can get capability to the war fighter faster,

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and that's across the board.

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That's the setting of requirements,

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that's using experimentation and prototyping,

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it's not having to do,

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to take two years

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to do an analysis of alternatives

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to be able to set requirements.

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We need to move faster when it comes to acquisition

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and that means taking some more risks.

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There are gonna be some things that fail.

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Well let's fail fast and learn from it

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and then move on to the next thing.

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- I'd like to change focus slightly

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and focus on a couple of,

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on a personal question

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on a personal level.

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What are the, or were there some formative events

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in your life that you feel may have helped prepare you

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to become Secretary of the Air Force?

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- There's probably nothing that prepares you

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for a job like this.

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I think,

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so I grew up around Airmen.

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I mean, my grandfather was a flyer, my father was a flyer,

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built airplanes as well as,

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so both my father and grandfather were mechanics

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as well as pilots.

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So I grew up around flyers

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and of course went to the Air Force Academy.

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So I think that sense has helped me.

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I don't come from completely outside the ethic

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of the service but I would also say that I've had

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a really unusual career.

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I've served in the Congress, I've been a college President,

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I've worked with the National Labs,

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I've started a company.

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I've done a lot of different things.

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And every day in this job,

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there is some experience in life that I'm drawing on.

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And it's a,

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when I remember being a kid, I lived at the end of this

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dead end road in rural New Hampshire.

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And my dad would,

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remember the snap-on tool truck?

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They come to the,

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they had a traveling salesman,

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you know the red box with the snap-on tools?

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He'd come around and he'd,

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whenever my, that guy came to our house,

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my dad lit up like it was Christmas.

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And he'd go out and he'd lean against the truck

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and he'd laugh with this guy and they'd talk and so on

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and eventually my dad would buy some tool, you know,

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some new socket wrench or some, you know,

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set of screws, whatever it was.

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The guy would come about every month or so, you know,

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and he'd, my dad would just be chuckling and walk back

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in the garage and he had a box, a tool box,

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and he'd put another tool in his box.

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Life's like that, you know?

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We're always putting tools in our box

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and you never know

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when one of those tools that you got

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couple years ago for something

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can come in handy for a new job.

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And so I think that my best advice

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and my best thing in life has been to always keep

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putting tools in my box.

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- Wow, that's good, and don't throw them out.

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So 2017 marks the 70th anniversary of the Air Force.

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What do you see as the promise for the next 70 years?

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^- I think 70 years from now

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^we will be an Air and Space Force,

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^or maybe even a Space and Air Force.

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^You know, I was talking to an Airman this morning,

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^and he said, he told me this story,

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^it was a wonderful story, that he remembers

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when he was eight years old,

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walking into the theater in Cape Cod, Massachusetts

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and watching Luke Skywalker get into his craft

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and flying from the Earth into space

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and then back.

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It wasn't Earth, it was one of those planets

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in Luke Skywalker but,

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in Star Wars,

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but we're gonna,

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we're gonna be there where,

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where that boundary

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between Earth and space doesn't make as much

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difference to us.

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And I think,

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I think that's coming for the Air Force.

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I think we will have integrated domains,

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air, space and cyber to protect this country.

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And I think we will continue to be

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a bunch of bicycle mechanics who innovate

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and get after it.

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- Madam Secretary,

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you've given us a lot to think about

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and detailed quite well

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the challenges and the opportunities

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facing the Air Force.

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So on behalf of team SSQ

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and all of our viewing audience,

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thanks very much for sharing your ideas and

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your valuable time with us.

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And we wish you all the best

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as Secretary of the Air Force.

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- Thank you, sir, appreciate it.

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- You're welcome.

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(whimsical music)

