a proactive three-year initiative to protect and ... · pentagon, congress, contractors, robins’...

A PROACTIVE THREE-YEAR INITIATIVE TO PROTECT

AND STRENGTHEN ROBINS AIR FORCE BASE

A Vital Economic Engine for middle Georgia and a Critical National Defense Asset

ROBINS 2021

2019– 2021

We are pleased to announce the launch

of “Robins 2021,” an expanded, proactive

three-year initiative to protect and

strengthen Robins Air Force Base, and

we write to ask you to join this initiative

in the spirit of those generous and

enlightened middle Georgia business and

civic leaders who gave birth to Robins at

the outset of World War II and countless

other business, civic and political leaders

that have nurtured Robins over the years.

Protecting and growing Robins is “job

number one.” Why? It simply is because

Robins’ missions are important to national

security; it is because they are being

executed here, not elsewhere. As Robins

goes, so goes middle Georgia.

The 21st Century Partnership

is a narrowly focused

development entity dedicated

solely to preserving and growing Robins

and its $2.87 billion annual economic

impact. The strength and vitality of the

Partnership is directly linked to the

continuing strength and vitality of Robins.

Robins competes for missions with other

military bases that have well-funded

development entities like the Partnership.

Robins also competes with the private

sector.

We hope you will join a broad coalition

of generous business, civic and political

leaders committed to funding the

Partnership’s Three-Year Initiative.

We personally look forward to working

with you to drive this campaign and

initiative to success.

Respectfully,

Robert F. Hatcher

Chairman, 21st Century Partnership

Foundation

Dan Slagle Chairman, 21st Century Partnership of Middle

Georgia

2 ROBINS AIR FORCE BASE

WORKFORCE AND COMMUNITY

Personnel from the C-17 System Program Office, Boeing and aircrew members from the

437th Airlift Wing pose for a photo in front of a C-17 Globemaster III at Robins Air Force

Base, GA.

Patricia Brock, 561st Aircraft Maintenance Squadron aircraft mechanic, said, “When

I’m helping to check the aircraft, it’s like I’m flying and landing the jet myself. My job is

interesting, challenging and different.”

Albert Brown, 560th Aircraft Maintenance Squadron sheet metal mechanic, repairs a

C-130 paratroop door as part of a programmed depot maintenance at Robins.

21st CENTURY PARTNERSHIP 3

H I STO RY OF 21ST CE N T U RY PA RT N E R S H I P

1993, 1995 AND 2005 BRAC ROUNDS

Prior to 1993, there was no development entity specializing in addressing threats to

and pursuing opportunities for Robins Air Force Base. During the 1993 BRAC process,

Robins, and the installations hosting the other four Air Logistics Centers were added

to the BRAC list for evaluation. At the request of Senator Sam Nunn, the 21st Century

Partnership was quickly formed to defend Robins — and middle Georgia — during

the critical BRAC process. Because the 1993 efforts of the Partnership were clearly

beneficial in fending off significant BRAC damage to Robins and the economy of middle

Georgia, the business, civic and political leaders that created the Partnership wisely kept

it intact.

Two years later, Robins and the four installations

hosting the other Air Logistics Centers were

added to the BRAC 1995 list again!

Fortunately, in part due to the work of the

Partnership, Robins and the economy of middle

Georgia were once again spared. However, two

other bases were closed/realigned (Kelly AFB, TX

and McClellan AFB, CA) since their respective Air

Logistics Centers were closed.

In what has now become a worrisome pattern,

the military value of Robins and its surrounding

community were once again evaluated in BRAC

2005. With leadership from the Partnership,

not only did Robins survive, but it also gained

additional missions.

LOOKING BACK


POST-2005

Following the 2005 BRAC, the Partnership continued its work to protect and grow

Robins. Indeed, the Partnership’s structure, mission and approach have matured

tremendously, but we are not the only ones upping the ante. Today we find ourselves

both in partnership and competition with sophisticated, well-funded development

entities associated with other military installations. And we’ve witnessed many

significant changes at Robins. These changes resulted from non-BRAC budgetary and

other programmatic decisions made by the Air Force. And they have had an impact

similar to what an actual BRAC could have had – but without the protections of

congressional oversight.

Here’s one significant example. In 2012, Robins’ parent command, Air Force Materiel

Command (AFMC), established the Air Force Sustainment Center (AFSC) at Tinker

AFB, OK and the Air Force Life Cycle Management Center (AFLCMC) at Wright

Patterson AFB, OH. Their functions are to separate the oversight of depot operations

and program management respectively. This effort not only resulted in a complete re-

organization of all AFMC resources, but also changed reporting structures, effectively

lessening the clout of Robins as a stand-alone organization. For decades, a two-star

general commanded the Robins depot. The current structure reduces the rank to a one-

star who reports to a three-star at the AFSC headquarters at Tinker AFB. Additional

changes have occurred with the standup of the Air Force Installation and Mission

Support Center (AFIMSC) in San Antonio. Again, this effort will shift oversight of

Robins’ installation management activity from Robins to San Antonio further diluting

Robins leadership impact. The Partnership is actively working to remedy these issues

through the standing up of the Air Force Sustainment Alliance.


Clearly, the vitality and strength of the Partnership is as critical now as it ever was. Too

much is at stake for middle Georgia. And knowing that generous business, civic and

political leaders will step forward to provide the needed resources, we have developed

two goals aimed at securing the continued growth and vibrancy of Robins. But before

delving into these, here’s a summary of what we do, how we do it and our recent

activities.

WHAT WE DO AND HOW WE DO IT

The Partnership is a highly specialized development entity that focuses exclusively

on protecting and growing Robins, middle Georgia’s economic engine. We do this

in partnership with other middle Georgia public and private entities, most notably

local governments, chambers and development authorities. We both have and

continuously develop and build invaluable relationships, contacts, experience and

expertise concerning growth opportunities and threats for Robins’ military missions

and related commercial contracting. And we work, typically with many partners, to

pursue the opportunities and stave off the threats. Our staff is lean and always active.

Our board is engaged and includes key middle Georgia business, civic and political

leaders. We prioritize our work to principally focus on near term (next 3 to 4 years)

opportunities and challenges. And we “shake every tree,” tapping resources in the

Pentagon, Congress, contractors, Robins’ leaders and employees, local community

and development leaders, a wide spectrum of industry representatives plus national

experts and consultants to help us identify and execute our to-do lists.


• Increased efforts to enhance

community and government

awareness of Robins, established

dialogue, and formed new

relationships with ever-changing

leadership in strategic locations,

such as Washington, D.C. and Atlanta

and Air Force Command Centers in

Dayton and Oklahoma City.

• Ensured continuity of the JSTARS

and transition to the Air Battle

Management System by working

with the Congressional Delegation

to ensure full funding for JSTARS and

advocacy for the follow-on mission.

• Stood Up the Air Force Sustainment

Alliance to partner with the States

of Utah and Oklahoma to better

advocate for the needs of the three

Air Force depots.

• Established regular meetings with

union leadership on Robins in order

to continue to improve production /

performance, lower grievances and

promote “buy in” from the civilian

employees on Robins.

• Developed solutions to the

encroachment issue working closely

with local business and community

leaders and partnered with the Clean

Air Coalition to address air quality

issues for Robins.

• Participated in an Air Force

Secretariat-level pilot program

(Public/Public and Public/ Private

Initiatives) designed to improve

Robins’ operating efficiency and

reduce costs.

• Fostered STEM activities in

developing the region’s workforce.

Working with the Museum of

Aviation, regional chambers of

commerce and the Aerospace

Industry Committees (AIC) on three

STEM summits to address the future

needs of the aerospace engineering

industry.

• Stood up the middle Georgia STEM

Alliance to facilitate collaboration of

industry, military and academia with

the mission of growing the supply of

STEM-skilled workers to meet the

demand required by robust economic

development.

• Prevented the relocation of the 5th

Combat Communications Group to

Tinker AFB.

RECENT WORK AND ACCOMPLISHMENTS


GOAL 1:

ADVOCATE FOR ROBINS AND COMMUNITY

The Partnership plans to increase the frequency of regular meetings with local, state,

federal and military officials in order to collaboratively shape legislation and policy

benefiting Robins. Areas of particular interest are noted below:

I. Advocate with Legislators and the Department of Defense. There are a host of

decisions that take place without a BRAC process that could have a significant impact

on the workload and future missions at Robins. For that reason, we must assume there

is a target on our back and/or a prize hidden just over the horizon. The alternative

to BRAC is commonly referred to as “death by a thousand cuts” or “growth in steady

increments” as decisions are made to shift workload, cut personnel, retire aircraft

and move missions. These decisions are made inside the Pentagon and without the

transparency and protections of the BRAC process. We need to influence these

decisions on the front side and inside the Pentagon before they are made.

II. Revitalize the Congressional Depot Caucus. We are convinced all depot

communities must work together to revitalize and support the Congressional Depot

Caucus. In the past, this Caucus rallied stakeholders to ensure that the unique value

depots provide to our national security was well understood in the Pentagon and on

Capitol Hill. This critical task must continue.

THE THREE-YEAR INITIATIVE IS COMPRISED OF TWO GOALS:


III. “Go-to” Information Source. The

Partnership will continue to serve as the

trusted source for up-to-date information

about Robins’ news of relevance to the

community, continuing to generate or

contribute local and regional media stories

highlighting the current defense landscape and

issues that could impact the Robins region now

or in the future.

IV. Ensure Enforcement of the “50-50” Rule.

The “50-50” rule requires that at least 50% percent of depot maintenance work be

performed in public sector depots by public sector employees; the remaining work

may be performed by civilian contractors. Repeal of the “50-50” legislation could have

devastating consequences to Robins and the region as more than 9,000 public sector

workers directly support depot operations at Robins. If the depot work were to be

reallocated to contractors, numerous federal employees would be laid off.

A big concern is that Robins’ workload is coveted by a host of both public and private

sector players. Obviously with reduced acquisition budgets, the Original Equipment

Manufacturers (OEMs) like Boeing, Lockheed and Northrup Grumman would like a

bigger slice of the maintenance budget above the 50 percent ceiling mandated by

the 50-50 rule. The Partnership will work to ensure federal legislators are aware of

the importance of “50-50” legislation and are working to enforce it. The Partnership

advocates critical organic capability as there could be serious repercussions in a time

of war.

57,423total

regional jobs


GOAL 2:

STRENGTHEN ROBINS AND COMMUNITY

The Partnership is proactively preparing for the wave of Department of Defense

drawdowns executed through programmatic cuts (e.g. “stealth BRAC”) and eventually

through a BRAC process. We are also assessing the competitiveness of Robins/middle

Georgia and are seeking new areas of opportunity. Below illustrates areas of focus in

these efforts:

I. Retain Current and Source New Missions. In today’s defense landscape, limited

fiscal resources are forcing the services to think differently about accomplishing the

mission. Therefore, we must widen the aperture of the way we have done business

in the past when sourcing new opportunities for Robins. We must not only consider

the opportunities within the Air Force, but also look at potential workload from

sister services, other federal agencies, private industry, etc. As we look to bolster the

long-term capability of our base and community, we must evaluate all opportunities

regardless of source.

II. We must promote regional Science Technology Engineering and Math (STEM)

education through the middle Georgia STEM Alliance and work to “home grow”

our future workforce for Robins AFB in specialized disciplines (e.g. engineering,

computer science).

III. Evaluate Potential Depot Maintenance Partnerships. There is no doubt that the

Original Equipment Manufacturers (OEMs) like Boeing, Lockheed and Northrup

Grumman would like to play a more significant role in the depot level maintenance

of their products throughout the entire life cycle. The challenge and the path to

victory for the depots may well be to seek partnerships with the OEMs and thus

find ways to obtain private sector efficiencies by integrating the OEMs into depot

operations. Pending such a development, however, the Partnership must work to

ensure public ownership of the relevant data rights and specialized processes and

equipment needed for public sustainment and modernization of current and new

Air Force platforms.


IV. Continue to Assess Competitiveness. The Partnership has identified 15

community topical areas / critical factors likely to be considered during the

BRAC process, factors that are routinely considered in non-BRAC budget and

programmatic decisions. These community factors include:

Air Quality | Cost of Living | Child Care | Transportation Infrastructure | Innovation Index | Capacity For New Missions | Education | Veterans Services | Health Care | Crime | Encroachment | Capacity to Grow | Housing | Economic Impact | Community Cost Reduction Initiatives

The Partnership continues to work these areas with regional stakeholders to

“move the needle” in a positive direction.

Important note: By assessing these critical factors and collaborating with community

partners to develop and implement action plans to address transportation, crime, education,

etc., the Partnership improves the “environment for business,” effectively supporting all

local economic development efforts. Accordingly, an investment in the Partnership can be

viewed as a “2 for 1” – the invested dollar supports the strength of Robins AND area business

recruitment efforts and other economic growth strategies.

V. ImprovingBaseEfficiency/Effectivenessthrough

Community Partnerships. We will continue to

participate in the P4 initiative already mentioned.

This involves discussions between Robins and

community leaders to identify capabilities and

resources outside Robins that might serve Robins

and benefit the community simultaneously.

VI. PromoteEconomicDiversificationinmiddleGeorgia.A substantial portion

of earned wages in the region (28%) comes from Robins, so it is critical for the

Partnership and its economic development partners to facilitate new business

growth to protect the region in the event of changes at Robins.

VII. Continue to foster community partnerships in support of the base. E.g. Middle

Georgia State University, Mercer University, Fort Valley State University, Houston

County Board of Education, Bibb County Board of Education, Regional Chambers,

Middle Georgia Regional Commission, and many others.

28%regionally

earnedwages


$2.87billionannualeconomicimpact

Since 1942, Robins has been a critical asset to our national

defense and a powerful economic engine in middle Georgia.

Today, Robins is the largest single site industrial complex in

the state of Georgia. It has approximately 22,257 civilian,

military and contract employees, with an annual federal

payroll of $1.38 billion. Additionally, Robins serves about

26,000 military and civilian retirees, with an annual federal

payroll of $699 million.

The table below, prepared from an analysis by Georgia Tech, depicts a seven-year

snapshot of the economic impact from Robins. It illustrates the effects of declining DoD

budgets and sequestration.

Note: The change from 2012 to 2013 Total Economic Impact reflects a change in calculation.

CY YEAR MILITARY CIVILIAN OTHER TOTALTOTAL

PAYROLLRETIREES

RETIREE PAYROLL

CONTRACT DOLLARS

TOTALECONOMIC

IMPACT

2011 6,611 15,640 930 23,181 $1.7B 24,935 $620M $5.5B $4.27B

2012 6,939 15,972 813 23,724 $1.81B 25,143 $628M $5.34B $4.49B

2013 6,534 15,285 2,873 24,692 $1.41B 25,338 $692M $7.85B $2.87B

2014 6,482 14,632 2,393 23,507 $1.39B 23,682 $645M $5.1B $2.85B

2015 6,093 13,603 2,563 22,259 $1.3B 25,559 $699M $4.5B $2.7B

2016 5,563 13,313 2,586 21,462 $1.3B 25,327 $672M $6.7B $2.86B

2017 5,938 13,686 2,633 22,257 $1.4B 25,610 $685M $7.4B $2.87B

STEEL = HIGH RED = LOW

CURRENT ECONOMIC IMPACT Robins AFB total employment impact:

22,257 direct jobs

57,423 total jobs in the middle GA region

28.86% of middle GA region workforce employment

58.45% of Houston County workforce employment

$1.4 billion payroll (includes civilian, military and contractors)

$1.04 billion personal consumption expenditures (using .8000 natl. avg. rates)

1.46 jobs multiplier for Robins AFB – for every one job created at Robins,

an estimated 1.46 jobs are created within the Robins region.

ECONOMIC IMPACT

1 = 1.58 jobs

regionally

new job at Robins


*The Expenditure percentage is derived from the annual Consumer Expenditure Survey conducted by the Bureau of Labor Statistics (BLS) and provides information on the buying habits of American consumers and data on their expenditures in four regions (Northeast, Midwest, South, and West).

Millions $0 $100 $200 $300 $400

Housing $341.12

Transportation $188.24

Food $136.24

Personal Insurance and Pensions $112.32

Health Care $71.76

Entertainment $54.08

Cash Contributions $36.40

Apparel $36.40

Education $15.60

Miscellaneous $14.56

Personal Care $13.52

Tobacco Products $9.36

Alcoholic Beverages $8.32

Reading $2.08

DISTRIBUTION OF CONSUMER EXPENDITURES(MAJOR CATEGORIES)

If a 300 person mission was moved from Robins/or gained to Robins:

$17,520,900 reduction in wages paid/addition in wages gained

$14,016,720 not being spent in the local economy/spent in the local economy

A portion of total earnings is used for personal consumption expenditures. That portion

is addressed below as an expenditure detail, again prepared from an analysis conducted

by Georgia Tech, in which the personal consumption expenditures disperse following

a consumption pattern consistent with the South region. The expenditure detail

determines the estimated annual impact to regional companies — with knowledge of

their regional market share. A few spending categories were adjusted to reflect middle

Georgia’s unique economic and social characteristics. Even with these adjustments,

the breakdown of the expenditure categories does not show a full picture of spending

patterns in the region.


BUDGET AND FUTURE CHALLENGES

CATEGORY ANNUAL BUDGET Advocate for Robins and the Community $250,000

Advocate with Legislators and the DoD

“Go to” Information Source

Strengthen Robins and Community $250,000

Source New Missions

Improve Base Efficiency & Effectiveness

Annual Total $500,000

Three-YearTotal/CampaignGoal $1,500,000

PROJECTED GROWTH OF STAFF 1. Director Middle GA STEM Alliance / Grant Writer / RAFB workforce developer

dedicated to:a. Strengthening Robins and Community workforce through promotion of STEM

education while proactively gauging the demand signal for workforce needs on

the installation.

b. Assisting and partnering with area organizations for recruitment and to develop

opportunities inside and outside the fence.

c. Increasing community engagement and awareness.


“The Community must play offense and defense to ensure middle

Georgia is a vital component of the Department of Defense”

— Chrissy Miner

PRESIDENT AND CHIEF EXECUTIVE OFFICER

RememberEDIMGIAFAD

804 PARK DRIVE | WARNER ROBINS, GA 31088 | 478.225.9005

www.21stcenturypartnership.com

a proactive three-year initiative to protect and ... · pentagon, congress, contractors, robins’...

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