The document outlines a five-year initiative called "Robins 2020" to protect and strengthen Robins Air Force Base in Georgia. The initiative has two main goals: 1) advocate for Robins and the surrounding community through increased engagement with officials, and 2) strengthen Robins and the community by retaining current missions, sourcing new ones, evaluating partnerships, and promoting economic diversification. Robins has a significant economic impact on the region as the largest single industrial site in Georgia, providing over 55,000 total jobs and $2.7 billion in annual impact. The initiative aims to maintain this impact amid declining defense budgets.

1. ROBINS 2020
A Proactive Five-Year Initiative to Protect
and Strengthen Robins Air Force Base
a Vital Economic Engine for Middle Georgia
and a Critical National Defense Asset
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2. The Honorable Jim Marshall
GENERAL CAMPAIGN CHAIR
Macon, Georgia
November 11, 2015
I am pleased to announce the launch of “Robins 2020,” an expanded, proactive
Five-Year initiative to protect and strengthen Robins Air Force Base, and I write
to ask you to join this initiative in the spirit of those generous and enlightened
middle Georgia business, civic and political 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 was “job number one” for me when I served
in Congress. Why? It wasn’t simply because Robins’ missions are important to
national security; it was because they were being executed here, not elsewhere.
As Robins goes, so goes middle Georgia.
In my Congressional efforts to protect and grow Robins, I had no better ally
than the 21st Century Partnership, a narrowly focused development entity
dedicated solely to preserving and growing Robins and its $2.7 billion annual
economic impact. The strength and vitality of the Partnership is closely 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.
In the past year alone, the economic impact of Robins has declined by $150
million — $900K in payroll and $600K in contract dollars. We need to slow or
reverse this trend. And the best way to do that is to strengthen the Partnership.
I hope you will join a broad coalition of generous business,
civic and political leaders committed to funding the Partnership’s
Five-Year Initiative.
I personally look forward to working with you to drive this campaign and
initiative to success.
Very respectfully,
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3. 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.
Workforce and Community
3
Albert Brown, 560th Aircraft
Maintenance Squadron sheet
metal mechanic, repairs a
C-130 paratroop door as
part of a programmed depot
maintenance at Robins.
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.
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4. 4
1993
21st Century Partnership created
1995
SURVIVED
2005
SURVIVED AND GREW
H Looking Back
HISTORY OF 21st CENTURY PARNTERSHIP
1993, 1995 AND 2005 BRAC ROUNDS
Prior to 1993, there was no development entity specializing in addressing
threats to and pursuing opportunities for RobinsAir Force Base. During
the 1993 BRAC process, Robins and the four installations hosting the
otherAir 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 as well.
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 (KellyAFB,TX and McClellan
AFB, CA) since their respectiveAir 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.Again
with leadership from the Partnership, not only did Robins survive, it also gained additional missions.
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) atTinker AFB, OK and the Air Force Life Cycle Management Center
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5. 5
2015 - 2017 2017 - ? ? ? ?
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(AFLCMC) atWright 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 newly
established three-star at the AFSC headquarters atTinker AFB. More changes
are on the horizon with the standing up of the Air Force Installation Management
Center (AFIMC) in San Antonio. Again, this effort will shift oversight of Robins’
installation management activity from Robins to San Antonio.
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.
RECENT WORK AND
ACCOMPLISHMENTS
H Conducted 15 studies to assess the
military value, in relation to the BRAC
measures, of Robins both inside and
outside “the fence.”
H Increased efforts to enhance community
and government awareness of Robins,
establish dialogue, and form 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.
H Enhanced Partnership communication
initiatives through both social and
traditional media outlets to ensure
middle Georgians are aware of the
potential impact, both positive and
negative, of the likely future BRAC as
well as ongoing non-BRAC budgetary
and programmatic changes.
H 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.
H 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.
H Participated in anAir Force Secretariat-level
pilot program (Public/Public and Public/
Private Initiatives) designed to improve
Robins’ operating efficiency and reduce costs.
H Developed / hosted S.H.A.R.E. (Sharing
Help Assistance Resources for Everyone)
events to provide support to those
negatively impacted by sequestration
and furloughs/reductions at Robins.
H Fostered S.T.E.M. activities in developing
the region’s workforce.The 21st Century
Partnership has been working with regional
chambers of commerce and the Aerospace
Industry Committees (AIC) on three S.T.E.M.
summits to address the future needs of the
aerospace engineering industry.
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The Five-Year Initiative is comprised of two goals:
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.To his credit, Representative Austin Scott, has been working to keep the
Congressional Depot Caucus alive and effective.
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 at the Depot. Robins workload
is coveted by a host of public and private sector entities.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, and they, their families
and their workload could well leave middle Georgia.The Partnership will work to protect “50-50”.
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55,653
total
regional
jobs

7. 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. 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.
III. 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:
AirQuality | Cost of Living | ChildCare | Transportation Infrastructure | Innovation Index | Capacity For
New Missions | Education | Veterans Services | HealthCare | Crime | Encroachment | Capacity toGrow |
Housing | Economic Impact | andCommunityCost 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. In a very real sense, 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.
IV. Improving Base Efficiency / Effectiveness through 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.
V. Promote Economic Diversification in Middle Georgia. 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.
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28%
regionally
earned
wages

8. Economic Impact
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
23,000 civilian, military, and contract employees, with an annual federal
payroll of $1.3 billion. Additionally, Robins serves about 26,000 military
and civilian retirees, with an annual federal payroll of $699 million.
The table below, prepared using GeorgiaTech economic modeling and
data reported by the Middle Georgia Regional Commission , depicts a
five-year snapshot of the economic impact from Robins and illustrates the effects
of declining DoD budgets and sequestration.
note: FY2015 reflects 5yr lows in all categories except retirees and retiree payroll.
CURRENT ECONOMIC IMPACT
Robins AFB total employment impact:
22,259 direct jobs
33,394 indirect jobs (based on multiplier)
55,653 total jobs in the middle GA region
28.86% of middle GA region workforce employment
58.45% of Houston County workforce employment
$1.3 billion payroll (includes civilian, military and contractors)
$1.04 billion personal consumption expenditures
(using .8000 natl. avg. rates)
2.62 jobs multiplier for Robins AFB – for every one job created
or lost at Robins, an estimated additional 1.62 jobs are
created or lost within the Robins region.
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$2.7
billion
direct
annual
impact
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STEEL = HIGH RED m = LOW
TOTAL RETIREE CONTRACT DIRECT
CY YEAR MILITARY CIVILIAN OTHER TOTAL PAYROLL RETIREES PAYROLL DOLLARS ANNUAL
IMPACT
2013 6534 15285 2873 24692 $1.41B 25338 $692M $7.85B $2.87B
2014 6482 14632 2393 23507 $1.39B 23682m $645M $5.1B $2.85B
2015 6093m 13603m 2563 22259m $1.3Bm 25559 $699M $4.5Bm $2.7Bm
2.62
jobs
regionally
1=job at
Robins
The plus or minus reality

9. 9
On average, if a 300 person mission was moved
from Robins, an additional 486 jobs would be
lost due to the Robins job multiplier effect of 2.62:
786 total jobs lost
$39,109,020 in lost wages
• $17,520,900 (salary for 300 jobs on Robins)
• $21,588,120 (median income outside Robins x 486)
$195,545,100 not being spent in the local economy (using the economic
multiplier effect of 5 for dollar circulation).
The majority of Robins’ $2.7 billion in payroll, retiree and contract dollars are spent locally and a significant
portion of those spent dollars circulate locally. Ignoring money circulation but including the 2.62 jobs multiplier
and using only median income, the following graph roughly depicts how dollars brought in or created by Robins
annually are spent in middle Georgia. And these totals are significantly less than they would be if average
money circulation effects were included! The table reflects only the first round of local expenditures.
DISTRIBUTION OF CONSUMER EXPENDITURES (MAJOR CATEGORIES)
*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, andWest).
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=m300Robins
personnel
m$195
millionlocal consumption

10. Budget and Future Challenges
CATEGORY ANNUAL BUDGET
Advocate for Robins and middle Georgia $200,000
• Advocate with Legislators and the DoD
• “Go to” Information Source
Strengthen Robins and middle Georgia $150,000
• Source New Missions
• Improve Base Efficiency & Effectiveness
Operations $350,000
• Personnel
• Travel
• Contracts
Communications / Marketing $100,000
BRAC “Surge” Defense Fund* $200,000
* The “Surge“ Defense Fund may be needed to address threats to major Robins’ missions
– including possible repeated travel toWashington D.C. / Atlanta for response team or a study /
response to a significant environmental issue associated with Robins.
AnnualTotal $1,000,000
Five-YearTotal / Campaign Goal $5,000,000
PROJECTED GROWTH OF STAFF
1. Project Manager / Special Projects Coordinator dedicated to:
a. Strengthening Robins and middle Georgia through public/public and
public/private partnerships by promoting the strengths and opportunities
available on Robins.
b. Assisting and partnering with area economic development organizations
to develop opportunities inside and outside the fence.
2. Communications / Marketing Coordinator dedicated to:
a. Increasing community engagement and awareness.
b. Increasing awareness and engagement in CFC (Combined Federal Campaign)
to increase civilian base employees “buy in” on protecting Robins.
c. Engaging the local federal retiree community.
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11. “In order to implement the Initiative
and protect middle Georgia’s greatest
asset, we must increase our capacity,
resources and opportunities.”
— Lt. General (Retired)
Charles “Charlie” Stenner Jr.
PRESIDENT AND CHIEF EXECUTIVE OFFICER
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“As Robins goes, so goes middle Georgia.”
— Congressman Jim Marshall
And Remember
EDIMGIAFAD

12. 804 PARK DRIVE
WARNER ROBINS, GA 31088
478.225.9005
WWW.21STCENTURYPARTNERSHIP.COM
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