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

United Services Institute ACT

Air Marshal Mark Binskin – Chief of Air Force 29 Oct 08

Scope

• Risks• Priorities• Challenges• Future

Air Force Risks

• Maintaining capability during transition• Resource limitations• Working with other Service Groups• Recruiting, Retention & Reshaping• Air Force’s Reputation

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.


• 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



• Enhance the Air Force team and our relationships

• Develop Mastery of Air Power

• Fundamental reform of Air Force’s 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.




• 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.




• 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.

What are the Challenges now

• Operationally stretched and deployment weary

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 03

97343 pax / 2284 AME / 2883 missions

114 CRU (CTE 633.12) 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

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

88 90 92 94 96 98 00 02

23

21

19

17

15

13

11

YEAR

PEOPLE (1000s)Workforce Numbers

• Current Challenges: - Some hollowness today - High operational tempo - Skills/Rank imbalances - Transition load

13896

01 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

DSG789

DMO856

Trainers867

VCDF/JOC445

Other Gps581

The Bottom Line

Approved AFS = 14056

Current Est. = 14272 (+216)

Current Strength = 13896 (-160)

Authorised FTE = 875

Actual FTE = 883 (+8)

Where are we Going

• Every major platform changing in the next 10 years

Force Transition

F/A-18F-111

AEW&CKC-30B

Vigilare C2

UPGRADES

JSF

B 707MRTT

C-17

Super Hornet

C-130H

C-130JREPLACEMENTDHC4

AP-3C

MUAS

P8 MMA

US/AS SSA

PC9 New Pilot Trainer

2020201920182017201620152014201320122011201020092008200720062005

Where are we Going


• Introduction into service of three new aircraft in the next two years

http://upload.wikimedia.org/wikipedia/en/c/c0/Aust_Wedgetail.jpg

Where are we Going


• 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

Perceived Shortfall

Proposed Growth

Reengineering goal

Per

son

nel

Nu

mb

ers

YEAR

Rebalance

RegenerateRate – 200 p/a

88 92 96 00 04 08 12 16 20

RebalanceReshape

F-111 WithdrawalMRTT TransitionAEW&C IntroductionJSF IntroductionC-17 Introduction

F-18F IntroductionC-130H Transition

Strategy Phase

Capability

Caribou Transition?

Global Hawk IntroductionPC-9 ReplacementP-8 Introduction

~ 45 %

Air Force Improvement Program

Govt Budget cutsDepartmental 5% savingsDefence Capability Plan

WhitepaperCompetitive labour market

High operational tempo

FASOC

Pressures Future

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

CommunicationsRisk analysis

RewardsOrganisational culture

Strategic Alignment & Direction

Organisational strategyLeadership & behavioursIndustry/DMO partnering

FinancialManagement

Budget managementAccountability

Cost benefit analysisCost modelling

PerformanceMeasurement

Organisational KPIsPerformance metrics

Training& Education

Lean, 6 SigmaTheory of constraintsCoaching & mentoring

PMET

Questions?

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

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