Defence Update

In an opening message in the new Defence Corporate Plan, Mr Ayers and General Gration say the Plan provides a link between the Government’s Defence objectives, the mission and goals of the Defence organisation (ie the Australian Defence Force and the Department of Defence), the objectives of the eight Defence programs, the detailed plans, activities and resource utilisation set out in the Defence Program Performance Statement, and the achievements described in the annual Defence Report.

The outline that the Plan focuses on the period 1991-95, with particular emphasis on the more important objectives for the next 12 months. “For the benefit of both management and staff, it defines our strategic direction, specifies firm outcomes and indicates the criteria by which performance will be assessed,” Ayers and Gration say.

They add that it will also facilitate examination by the Government, Parliament and the Australian public of the way in which Defence goes about its business. “The Plan incorporates the actions necessary to implement the Force Structure Review – the central objective of which was to create a more capable and efficient force for the defence of Australia,” they explain further. “Four key elements in this regard are increased combat effectiveness with an emphasis on joint operations, a focus on northern and western areas of Australia, greater use of reserves and greater use of commercial support and the national infrastructure. ”

Ayers and Gration say these initiatives constitute a blueprint for significant change, which will have an impact on the professional interests and career aspirations of Defence’s Service and civilian personnel at all levels. The changes will be managed carefully and gradually, taking full account of the interests of Defence’s most important asset – its people, they conclude.

The contents cover the Defence Mission and Goals; Defence Planning and Management, the Defence Program Statements and References. The eight Defence Programs cover the Forces Executive headed by Vice Admiral Alan Beaumont, the Royal Australian Navy (Vice Admiral Ian MacDougall), the Australian Army (Lt General John Coates), the Royal Australian Air Force (Air Marshal Ray Funnell), Strategic and Intelligence (Mr Allan Hawke), Acquisition and Logistics (Mr Andrew Podger), Budget and Management (Mr Ron McLeod) and SciEmce and Technology Divisions (Dr Robert Ward).

In this article we concentrate on the Air Force, whose Program Objective, under the Chief of Air Staff, Air Marshal RayFunnell, is to provide an Air Force capable of:

• Conducting effective strategic and tactical air operations as an independent force, or as part of a joint or combined force in pursuit of Australia’s defence and national interests; and

• Expanding in a timely manner against warning of more substantial conflict. ‘air power is essential for the defence of Australia,” the document outlines. ‘air power plays a major role in surveillance and intelligence gathering in our sea and air approaches, in controlling these approaches in times of threat, and in defeating an enemy should he attempt to cross the seas or land on our shores. ”

The Corporate Plan sets out that the Air Force is structured around: 1. The Combat Forces Sub-Program, which consists of about 10,000 personnel and 200 aircraft organised into five operational groups that are structured for independent air operations and support for maritime and land operations.

The Tactical Fighter Group (TFG) conducts counter air and combat air support operations. The Strike Reconnaissance Group (SRG) conducts reconnaissance and strike against maritime and land targets.

The Maritime Patrol Group (MPG) carries out sea surveillance, maritime targeting and strike and anti-submarine warfare. The Air Lift Group (ALG) conducts long range transport, tactical transport and air-to-air refuelling, and the Operational Support Group (OSG) provides support to land and air operations in forward areas.

2. The Executive Sub-Program, which is responsible for policy development and planning, and command and control of all Air Force activities and resources.

3. The Logistics Support Sub-Program, which includes engineering, maintenance, supply and administrative support from Logistics Command. The objective of logistics support services is to provide support to the deployment and operation of air combat forces, commensurate with ADF standards of readiness; and 4. The Training Sub-Program, which includes the training and support infrastructure for basic and post-graduate, air and ground training of RAAF personnel under Training Command. The Command also conducts training for the Navy, Army, public service, other approved public and private authorities and foreign nationals.

Major RAAF Activities are listed as:

• Developing a mature National Air Defence and Airspace Control (NADACS). The mature NADACS will consist of elements from all three Services. The RAAF elements will include the Air Defence Ground Environment (ADGE), the Jindalee Operational Radar Network (JORN), Airborne Early Warning and Control (AEW&C) aircraft and air defence fighter aircraft.

• Rationalising Air Force basing and force structure.

• Developing a tactical air transport capability for beyond 2000.

• Enhancing electronic warfare capability to support the RAAF.

• Implementing Government decisions on the Force Structure Review (FSR), the Defence Regional Support Review (DRSR), the Defence Logistics Redevelopment Program (DLRP), and the Commercial Support Program (CSP).

• Developing information systems for the RAAF.

• Integrating RAAF logistics plans, including the DLRP and development of the RAAF Logistics Strategic Plan.

• Developing RAAF Reserve Forces, including the RAAF Ready Reserve to supplement a reduced permanent force.

• Developing a plan to provide a cohesive implementation strategy for major ADF and RAAF reviews, plans and projects.

• Maintaining and developing appropriate levels of expertise in

air operations by conducting independent exercises and participating in joint Service and combined national exercises.

The Corporate Plan indicates that the RAAF’s key results areas will be in:

(a) Operational readiness and sustainability by achieving targets specified in the CORD (Chief of the Defence Force’s Operational Readiness Directive).

(b) Trade restructure implementation whereby the first multiskilling courses will be completed in 1991-92 and the new trade structure will commence in 1992-93.

(c) Commercial support and civilianisation with a target of approximately 200 contractors/civilian support in 1992/93.

(d) RAAF Ready Reserve recruitment of 450 for an Airfield Defence Squadron, with an initial target of around 90 personnel in 1991-92.

(e) Meeting Government endorsed reductions in uniformed personnel numbers in the RAAF of up to 4,000 over the decade, including the replacement of up to 2,000 through commercialisation initiatives – the RAAF to be reduced by approximately 450 positions in 1991-92.

The Performance Indicators for Air Force in 1991-92 are set out thus:

• The extent to which combat forces meet capability standards, agreed tasking and the CORD requirements.

• The extent to which weapons systems meet availability and reliability targets.

• The extent to which commercial support and civilianisation targets are met.

• The extent to which RAAF Ready Reserve recruitment and training targets are met.

• The extent to which RAAF meets independent, joint Service and combined national exercise objectives and training targets. Estimated RAAF Outlays in 1991-92 are put at $1. 6 billion.

Staffing (in staff years) is shown as 24,237 (or down 157 on the actual staff years in 1990-91). The Staff Years estimates take in 10,962 for Combat Forces, 1,598 for the Executive, 5,512 for Logistics and 6,165 for Training