Transcript
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CHIEFOFAIRFORCE
Air Marshal Geoff Brown, AM
Chief of Air Force
CommandersIntent
OneTeam:Swift,Decisive,
ResilientandRe
spected
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Commonwealth of Australia 2011
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CHIEF OF AIR FORCE
COMMANDERS INTENT
ONE TEAM: SWIFT, DECISIVE,
RESILIENT AND RESPECTED
Air Marshal Geoff Brown, AM
4 July 2011
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Chief of Air Force Commanders Intent
ONE TEAM
SWIFT, DECISIVE,
RESILIENT AND RESPECTED
In this 90th anniversary year, I am both honoured and proud to take
command of the Royal Australian Air Force. I am very conscious that we
must at all times build upon the strong foundations laid by past generations
of Air Force members as we move forward into the future. Terefore, I
present my Commanders Intent for the Air Force so that you know where
I want the Air Force to go as an organisation and the role you will play in
achieving our vision: One eamSwift, Decisive, Resilient and Respected.
I am the 24th Chief of the RAAF, and like the Chiefs before me I am the
custodian of the nations air force, responsible for its mission of delivering
air power for Australias national security. Air Force is in the midst of
an unprecedented period of change with most of our major capabilities
transitioning concurrently. For this to occur seamlessly, a well-considered,
collective and coordinated approach is vital in realising such change and to
maintain the health of the organisation. Further, I believe it is important to
understand that such significant change does not occur during the tenure of
one Chief alone and, as such, there will be much continuity in our planning
from Air Marshal Mark Binskins tenure, through my tenure, and the tenures
of future Chiefs.
I will command the RAAF with a view to not only meeting our currentmission and realising our future visionbut also to fulfil the expectations of
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both the Government and the nation we serve. I will continue to develop
Force 2030 while maintaining our current capabilities, and simultaneously
meeting our operational commitmentsall within the norms and values that
our society, Government and RAAF members hold.
Te Air Force is a critical element of the ADF and like our fellow Services, we
exist to conduct military operations across the spectrum of conflict to meet
the requirements of Government. Air Force provides swift and decisive air
power for Australias security and achieves this through four core air power
roles: control of the air; strike; intelligence, surveillance and reconnaissance
(ISR); and air mobility. Tese enduring air power roles reflect the distinctive
air power capabilities that we will continue to provide to protect Australiaand her interests. Importantly, the core roles are enabled by air base and
infrastructure support, engineering and maintenance, logistics, training and
education, and high quality command and control. And we do this in both
peace and war, in Australia and overseas.
Tis is the essence of what the Air Force does and whyand we have been doing
it for over 90 years. Air Force as an organisation, and you as a key member of
the Air Force, can take immense pride in the part it has played, alongside the
rest of the ADF, in defending Australias national security interests. Over the
next few years there will be significant anniversaries of key events in past wars
and Air Force will assume its rightful place during these national celebrations,
thus ensuring the achievements and sacrifices of the men and women who
have gone before us are appropriately remembered and honoured.
I strongly believe that the RAAF is one of the most capable air forces in the
world and the best in our region. I believe this because there is no other
air force in the region that has the balanced mix of capabilities that we have
and no other air force has the expeditionary and combat experience we have
acquired over the last 90 years, and in particular, the last decade. I also believe
that we are one of the most professional and innovative air forces in the world.
We will not compromise our reputation or our professionalism in any way
while I am Chief.
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Te Air Force faces a number of significant challenges as we look towards
the future. Firstly, we need to be able to maintain the tempo of our current
operations in the Middle East Area of Operations (MEAO), in support ofborder protection and the myriad of other operations across the globe we
undertake. Tese commitments put significant strain on our people in terms
of threat and operational tempo and, while I will ameliorate them whenever
I can, they are also a part of being members of the RAAF. While maintaining
our commitment to operations we also need to continue the replacement
of the majority of our capabilities in order to transition into Force 2030 as
detailed in the 2009 Defence White Paper and meet the expectations offuture Defence white papers. Tis transition is an enormous task and one
that will stretch the entire RAAF. I want us to embrace these challenges
as opportunities, and in doing so, use these challenges as opportunities to
innovate, improve how we do things and enhance our capability.
Over the last few years we have successfully introduced into service the
C-17A Globemaster III, F/A-18F Super Hornet, Heron remotely piloted
aircraft (RPA), King Air 350, Wedgetail, and the Vigilaire air defence system.
RAAF Kittyhawk Squadron at Milne Bay, August-September 1942, paintingby Sir William Dargie (1969); Australian War Memorial AR27628. Te 70thanniversary of this famous battle will be commemorated in 2012.
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Te KC-30A multi-role tanker transports are being delivered and over the
next decade we will introduce the P-8A Poseidon to replace the AP-3C Orion
and the F-35 Lightning II Joint Strike Fighter to replace the Classic Hornet
and, in time, the Super Hornet. At the same time, we will continue operatingsome extremely important but ageing platforms. While introducing the new
and maintaining the old, we will need to redesign elements of our workforce
to match the requirements of our new platforms and systems. Te success
we have so far realised in these endeavours reflects Air Forces tradition of
agility that enables the force to quickly adapt to new technology, develop and
implement new ways of operating, and overcome emerging challenges. I will
continue to rely on you to deliver that agility.Te space and cyberspace domains are vitally important to Air Force. Air
Force is increasingly exploiting the space domain to better deliver air power
effects. Indeed, space is now a critical enabler for all first-rate air forces, and
the RAAF is no different in this regard. As such, Air Force will continue
to develop its space capabilities so that they may be integrated into the air
campaign for joint effect. In the cyberspace domain, Air Force is critically
dependent on its networks, data links and information, and we must ensurethat our operations are unhindered by further developing our capabilities to
operate in cyberspace.
o remain the best, we must continue to work as a team in order to produce
the best outcomes we can with the resources provided by Government.
Tis will require originality and innovation, but as Air Force is effectively
an organisation built on innovation, I have no doubt that we will succeed.
Innovation will ensure we can operate in the best way possible with what wehave and will ensure that we use the resources available to us in responsible
cost conscious ways.
For all the changes we have experienced, the importance of people to the
Air Force has remained unchanged over the last 90 years and will remain so
into the far distant future. Tis means that today every uniformed member
of the RAAF (permanent or reserve) has a mission to perform. Additionally,
every APS member and contractor who works in the RAAFs interests has a
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part in the Air Force story. We all need to understand our roles and how we
contribute to the broader Air Force effort. We are one team.
Te RAAF has world-class aircrew and a fine air combat tradition forged
through warbut at its heart, a successful air force is also a complex
engineering, logistics and support organisation that is totally reliant on the
quality of the support of its non-flying personnel. Tis makes us uniquely
different to our fellow Services. Te professionalism and skills of this
deeper level of capability ultimately determine the effectiveness of any air
force, because there is no more useless implement of war than an aircraft
that cannot fly. In the words of the famous American air commander in the
South-West Pacific during World War II, General George Kenney, Havingthe second-best air force is like having the second-best hand of poker it gets
you nothing yet costs you money.
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MY PRIORITIES
I have always been extremely proud to be a member of the RAAF, and our
Air Force is rightly perceived as a distinctly professional organisation which
always makes valuable contributions in achieving Governments objectives.
Our Air Force is regarded by the Government and our major allies as being
among the worlds most capable and professional forces. I believe that this
truly reflects the ability and commitment of our people: permanent, reserve
and civilian. Terefore, I want to make sure our reputation for professionalism
and excellence is not only maintained but enhanced wherever possible. o do
this, my priorities for the RAAF are:
People
Capability and Operations
Education, raining and Development
Communications and Partnerships
Innovation and Improvement
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People
Over the last decade Air Force has built a culture that values our people and
I want us to continue to work and live in accordance with the RAAFs Values.
I believe we are a professional, highly motivated and dedicated team that
values diversity and every members contribution to our capability.
Te safety of our people is of paramount importance to me. We have very
robust airworthiness and aircraft safety programs developed through long
experience, and we need to apply the same vigour and techniques to lift our
performance in the area of Workplace Health and Safety. While Air Force
does inherently dangerous things such as flying and fighting, we must dothem as safely as possible while understanding all threats and risks.
I believe that leadership is vital at all levels in the Air Force, not just at the
top, as the principal means of making the right things happen. We need to
continue to develop leaders at all levels of the RAAF with clearly defined
responsibilities, and appropriate and unambiguous levels of authority. I
expect my commanders to develop their team and lead their organisations in
realising my intent.
As a husband and father, I recognise that we must all maintain an appropriate
work-life balance. Tis will be a challenge for many of us; and on occasions it
will be impossible as one aspect of our lives will assume priority over the other.
Tat said, we must all recognise that our profession and our responsibilities
require us to last the distance and be the best professional, partner and parent
we can be.
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Capability and Operations
We continue to have a very high operational tempo and I do not believe that
it will markedly lessen. I think what we have experienced over the last decade
or so is now the norm. We should recognise and take pride in this factor;
it reflects Governments and societys respect and appreciation for what we
deliverair power to protect and promote Australias national interests. Te
RAAF is a vital element of the ADF and, in turn, the ADF is a critical element of
national power that contributes to and integrates with government solutions
to manage and address diverse security challenges across the spectrum of
conflict, from humanitarian assistance to war. Australia has global interests
and I have no doubt that with recent capability acquisitions we now have
such global reach that we can and do have global impact.
We continue to undertake combat operations in Afghanistan as part of
Operation SLIPPERAustralias military contribution to the international
campaign against terrorism, maritime security in the MEAO and countering
piracy in the Gulf of Aden. Tis is todays war and we must undertake our
role in it with the professionalism, will, energy and commitment required to
achieve our military and national objectives. Failure on operations is simply
not an option Australia and Australians will accept.
We must also prepare for future warsand these wars will probably be
unlike the one in which we are currently engaged. Tis is why we must
continue to acquire new high-end capabilities, train for and practise high-
end warfighting techniques and find new ways of doing them better. Te
development and maintenance of these capabilities and skills is of paramount
importance because they are quickly lost and difficult to replace and rebuild.
Tis requirement will probably see new capabilities introduced into Air Force
that we have not previously had. Te challenges will be significant but the
rewards high.
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Education, Training and Development
Being a member of the RAAF is not just a job, it is a profession, and a key
part of being a member of a profession is the life-long process of education.
We must balance our technical mastery in terms of flying, maintaining and
supporting, with the professional mastery required to ensure we effectively
contribute to joint operations and whole-of-government national security
objectives. I want us to be an Air Force that can strategically influence events
across the ADF, Government, Australian society, our region and allies, and
the broader global community.
Education is both formal and informal and it is key to developing our futurecapabilities and leaders and how we will ensure decision superiority in the
battlespace. Terefore, we will continue to facilitate the development of the
professional mastery of air power through professional military education
and training (PME), through formal and informal developmental and
educational courses and programs, and through the building and retention
of individual technical skills. I have personally benefitted from the RAAFs
PME programs over my career and I take very seriously the role of PME in
the professional development of all members of the RAAF. Completion of the
relevant PME courses is mandatory for promotion and is a significant factor
for selection for command and other significant postings.
I have also benefitted from reading widely as it has exposed me to new concepts
and ideas to which I, ordinarily, would not have been exposed. It must be
remembered that what you learn through PME is not all you should knowit
is the minimum that you need to know. Terefore, each of us has a responsibility
to supplement our training and education by personally expanding our
knowledge and increasing our broader professionalism and value to the RAAF.
New capabilities with new engineering and logistics support paradigms will
challenge many of our pre-existing ideas and practices. We must adapt to these
new challenges in order to ensure we continue to develop the practitioners
and leaders we will require into the future. Tis will challenge our current
notions of musterings and specialisations and how we interact with nationaland global supply chains.
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Communications and Partnerships
Sending our people into operations and ensuring they have the right training
and support, now and into the future, will always be my greatest responsibility.
However, we cannot do this without the support we receive through a range
of important partnerships. Tese partnerships are critically important and
we must continue fostering quality relationships within the Air Force and
with the other Services, Defence, Government, and our industry partners.
Tese partnerships are at all levelswhether they are between members of
the RAAF and APS or contractors on the bases, or between us and the service
provider groups such as Defence Materiel Organisation (DMO), Defence
Support Group (DSG), Chief Information Officer Group (CIOG), Defence
Science and echnology Organisation (DSO), and the intelligence agencies,
etc. Tese groups are essential to our ability to generate and apply air power.
We must all contribute to the Air Force engagement and partnership with
such groups.
Our preparedness to conduct operations has always passed the test when we
have been called upon to execute air operations, but there are some critical
relationships and lines of communications that we have undervalued in the
past. Ensuring that we better understand how our capability is sustained, and
maintaining the relationships with our support partners that underpin our
capability, is critical to our success. In this respect, we must have greater respect
for, and work more closely with, a range of agencies as trusted partners. Tis
trust will be founded on our honesty and fairness in dealing with partners,
and the effectiveness of our air power when called upon to do so. We will be
a force that others want to deal with, because we communicate clearly andeffectivelywithin Air Force and Defence, and with Government, our allies
and with our support partners. Tese relationships will allow us to make the
right decisions and do the right things to deliver the outputs expected of us.
More importantly, they will be critical to our ability to successfully complete
the missions Government requires of us.
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Innovation and Improvement
Innovation and improvement are not newwe have a great legacy of
adaptation and innovation in war and peace, such as transitioning to
Meteor jets from Mustangs in Korea, introducing the Caribou aircraft into
service in Vietnam and fielding the Heron RPA in Afghanistan. Innovation
and improvement are particularly important right now. Air Force is
committed to improving its processes in order to realise and implement
the capabilities that are being delivered under Force 2030. In doing so, we
have an opportunity to ensure that Force 2030 will be achieved by balancing
resources, preparedness and our ongoing commitment to transforming
our processes. We now have a better understanding of the organisational
requirements of the future Air Force, and I intend to continue with the
changes to our organisation that are currently underway through the
Strategic Reform Program and other initiatives. We will get this right and
be a more capable Air Force as a result.
Te operating model articulated in the Air Force Plan is the primary guidance
for how we will do this. In this model, there is a role for everyone and a clear
focus on the importance of strategy and direction. I intend to provide that
direction with both clarity and purpose through a range of communication
methods. I value your input and hope to meet and talk with as many of you
as possible in the coming years.
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CONCLUSION
Te Government and the Australian people measure our success by what
we achieve and how we achieve it. Over the next three years, I want us to set
the basis for such success by delivering capability and conducting effective
air operations, empowering our people to enable those aspects, supporting
innovation and improvement, and communicating and working with our
partners. Tis can only be achieved through hard work, dedication and
professionalism. odays Air Force is a service that is more than capable of
writing the next chapter in Air Forces long and proud historyone that will
be worthy of being recorded alongside our past achievements.
As Chief of Air Force, I am looking forward to the next three years and the
opportunities we have as an Air Force. In this respect, it is important that you
understand my Intent to ensure we are all on the same flight plan in seizing
and realising these opportunitiesso that we know where we are going and
how we are going to get there. We have much to do but I look at what we have
achieved and know that we can do what is required together. Te RAAF is
a great team, one I am proud to be both part of, and lead. I look forward toworking with you over the course of my tenure as your Chief.
ONE TEAMSWIFT, DECISIVE,
RESILIENT AND
RESPECTED
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My Priorities
People
Capability and Operations
Education, Training and Development
Communications and Partnerships
Innovation and Improvement
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