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United Services Institute ACT Air Marshal Mark Binskin – Chief of Air Force 29 Oct 08.

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Presentation on theme: "United Services Institute ACT Air Marshal Mark Binskin – Chief of Air Force 29 Oct 08."— Presentation transcript:

1 United Services Institute ACT Air Marshal Mark Binskin – Chief of Air Force 29 Oct 08

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3 Scope Risks Priorities Challenges Future

4 Air Force Risks Maintaining capability during transition Resource limitations Working with other Service Groups Recruiting, Retention & Reshaping Air Forces Reputation

5 Air Force Priorities Providing Government with first-rate Air Power First Rate Air Power in Operations ranging from warfighting to humanitarian support. Moving to highly capable networked systems Primary Driver for force development is defence of Australia. Air Force automatically enabled for expeditionary operations. Structure for the most dangerous and adapt for the most likely.

6 Air Force Priorities Providing Government with first-rate Air Power Enhance the Air Force team and our relationships People are the key to capability. Nurture image and reputation to remain an employer of choice. Foster quality relationships with other Defence Groups. Development of an Enterprise Model to streamline process. Reinstatement of the Air Force Board. Project RESHAPE

7 Air Force Priorities Providing Government with first-rate Air Power Enhance the Air Force team and our relationships Develop Mastery of Air Power Fundamental reform of Air Forces educational culture. Strategically Focused Air Force. Air Force wide understanding of the broader context of the application of air power. Project AFTER – educational needs based on future organisational and capability requirements.

8 Air Force Priorities Providing Government with first-rate Air Power Enhance the Air Force team and our relationships Develop Mastery of Air Power Improve Strategy development and implementation To become an Air Force better designed to decide. Decision Superiority essential for the future networked force. Force designed, educated and trained to make superior decisions. Decision superiority in the field, in the office and in a committee.

9 Air Force Priorities Providing Government with first-rate Air Power Enhance the Air Force team and our relationships Develop Mastery of Air Power Improve Strategy development and implementation Improve our internal and external communications Develop capacity to communicate effectively, both internally and externally. Communication vital for coherence of our force, our unity of purpose and our effectiveness. Informing and educating the community about Air Force Air Force people capable of communicating the Air Force story.

10 What are the Challenges now Operationally stretched and deployment weary

11 Air Force Support Middle East Area of Operations AP-3C (CTE 633.2) MEAO 2 aircraft / 178 pers 1407 Mission flown since Jan 03 92% mission success (20% of P-3 assets) C-130 (CTE 633.4) MEAO 3 aircraft / 138 pers 47 million lbs cargo flown since Feb pax / 2284 AME / 2883 missions 114 CRU (CTE ) Kandahar Airfield 1 TPS-77 Radar / 75 pers since Jul 07 Controlling over ½ Afghanistan airspace - 24/7 Other AF personnel in MEAO (inc support to Army) Embedded HQ and Coalition staff / 34 pers Total of 425 AF pers in MEAO

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13 What are the Challenges now Operationally stretched and deployment weary Dealing with aging aircraft issues Growing new capability, while maintaining current capability Competing for a Skilled Workforce – Retention and Recruitment

14 YEAR PEOPLE (1000s) Workforce Numbers Current Challenges: - Some hollowness today - High operational tempo - Skills/Rank imbalances - Transition load

15 Sep 08 AF Personnel Strength Wastage – 7% (ideal) Recruiting (Meet Targets) Non effective LWOP MATL Medical 182 1,570Under Training 8,606 Actual Workforce available to operate Trained Staff DSG 789 DMO 856 Trainers 867 VCDF/JOC 445 Other Gps 581 The Bottom Line Approved AFS = Current Est. = (+216) Current Strength = (-160) Authorised FTE = 875 Actual FTE = 883 (+8)

16 Where are we Going Every major platform changing in the next 10 years

17 Force Transition F/A-18 F-111 AEW&C KC-30B Vigilare C2 UPGRADES JSF B 707 MRTT C-17 Super Hornet C-130H C-130J REPLACEMENT DHC4 AP-3C MUAS P8 MMA US/AS SSA PC9 New Pilot Trainer

18 Where are we Going Every major platform changing in the next 10 years Introduction into service of three new aircraft in the next two years

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20 Where are we Going Every major platform changing in the next 10 years Introduction into service of three new aircraft in the next two years With the introduction of each platform a change to the way we fight Changes in skill sets of the people Air Force needs Keeping pace with community expectations of an employer

21 Perceived Shortfall Proposed Growth Reengineering goal Personnel Numbers YEAR Rebalance Regenerate Rate – 200 p/a Rebalance Reshape F-111 Withdrawal MRTT Transition AEW&C Introduction JSF Introduction C-17 Introduction F-18F Introduction C-130H Transition Strategy Phase Capability Caribou Transition? Global Hawk Introduction PC-9 Replacement P-8 Introduction ~ 45 %

22 Air Force Improvement Program Govt Budget cuts Departmental 5% savings Defence Capability Plan Whitepaper Competitive labour market High operational tempo FASOC PressuresFuture Risks & Challenges Reshape, Re-engineer, Regenerate Issues The Air Force Improvement Team (AFIT) was established in January 2008 to develop a culture and systematic methodology which improves Air Force capabilities and makes best use of available resources with measurable sustained improvements in effectiveness and efficiency Change Management Communications Risk analysis Rewards Organisational culture Strategic Alignment & Direction Organisational strategy Leadership & behaviours Industry/DMO partnering Financial Management Budget management Accountability Cost benefit analysis Cost modelling Performance Measurement Organisational KPIs Performance metrics Training & Education Lean, 6 Sigma Theory of constraints Coaching & mentoring PMET

23 Questions?


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