Chapter Four - Outcome Performance > Outcome Four: Air Force Capabilities > page 2 of 7
| |

Outcome Four: Air Force Capabilities

Planned Mitigation of Key Risks


Air Force maintained a focus on, and commitment to, the personnel element of capability. While the separation rate of the trained workforce has increased slightly to 8.2 per cent, this provided a healthy balance between retention and advancement opportunities for personnel, while comparing favourably to the ten-year average of 9.5 per cent.

Targeted initiatives including remuneration, access to professional development training and accreditation, and the introduction of specialist officer career structures in some specialty employment groups, have resulted in higher retention rates for logistics officers and aerospace engineers and an improved retention rate for legal officers. More broad based personnel initiatives resulted in generally good retention levels across most other employment groups. While the Temporal Discipline methodology has been applied to the pilot workforce, measurable results will not be evident for a number of years as this is a long-term sustainment philosophy. Initiatives to maintain the overall workforce strength include enhanced career management and individual career planning, focusing on consultation and negotiation of postings to provide members with greater confidence in plans for future job and location preferences.

Strategic reviews of workforce structure and employment groups continue to evaluate the relationship between directed Capability Outcomes and workforce structure, and direct the shape of the future workforce to maximise its contribution to capability. Reviews of the imagery and ground defence workforce have been completed, and reviews of the non-pilot aircrew and force protection workforces are under way.

Recruiting achievement continued at high levels despite the competitive national labour market, complementing retention measures in balancing the workforce and maintaining overall personnel capability.

Regional Capability Edge

Air Force has maintained a regional capability edge through ongoing upgrade programs. Following its successful test firing in June 2005, Air Force is integrating the AGM-142 stand-off weapon into its strike capability. Air Force is moving towards its network enabled goals through incremental developments in the Tactical Information Exchange Domain and in other communications and information technology areas.

Warfighting Skills

Warfighting skills, especially in maritime patrol, have been carefully managed to remedy the shortfall generated by the protracted P-3 operational deployment that has restricted opportunities for continuation training. These have been addressed through the targeted training, particularly of selected crews, on specific tactical courses, domestic and overseas exercises such as Lungfish, Rimpac, Comptuex, Aswex and Fincastle. These exercises have focused specifically on maintaining and enhancing surface and anti submarine warfare skills. Programs have also been put in place to address the recent lack of collective training needed to maintain high-end combat support skills at Combat Support Group.

Enabling Support

The Air Force has continued to work closely with enabling groups and owner support groups such as the Defence Science and Technology Organisation, to achieve the level of support required to deliver Air Force capabilities, within available resources. The refined customer supplier agreement between Air Force and Corporate Services and Infrastructure Group signed in December 2004 increased the focus on relationship management. Air Force has been working with Defence Materiel Organisation to articulate the level of service required to inform the implementation of agency agreements under the new Defence-Defence Materiel Organisation business arrangement. These agreements will form the basis of the Air Force and Defence Materiel Organisation relationship in the future.

| | « Previous | Home | Next » |