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Title: Presentation%20to%20the%20Portfolio%20Committee%20on%20Defence%20on


1
Presentation to the Portfolio Committee on
Defence on Transformation and Integration in
the SA Air Force
Lt Gen Roelf Beukes Chief of the South African
Air Force 8 April 2003
1
2
SCOPE OF THE PRESENTATION
  • SA Air Force Strategic Transformation Plan
    Towards Vision 2012 - CAF.
  • Representivity in the SA Air Force - CAF.
  • Representivity in Core Musterings - CDAPP.
  • Aviation Awareness (Project SIYANDIZA) - CDAPP.

2
3
SA AIR FORCE STRATEGIC APPROACH
EMPOWER ORGANISATION
Today
Vision 2012
EMPOWER INDIVIDUALS
3
4
SCOPE
  • Structure of the Plan.
  • Planning Fundamentals.
  • SA Air Force Vision 2012.
  • Key Strategic Issues.
  • Transformation Strategy.
  • Considerations for Implementation.

4
5
Structure of the Transformation Plan
SECTION 1 FUNDAMENTALS
SECTION 2 SAAF VISION 2012
SECTION 5 TRANSFORMATION STRATEGY
SECTION 3 ENVIRONMENTAL ANALYSIS
SECTION 6 FORCE STRUCTURE DESIGN
SECTION 4 KEY STRATEGIC ISSUES
SECTION 7 IMPLEMENTATION GUIDELINES
5
6
Planning Fundamentals
? Mandate To provide and manage the Air Defence
capability of the Department of Defence on
behalf of the DOD, thereby participating in
the service to ensure the sovereignty ... ?
Focus Air Power Excellence. ? Motto Our People,
Our Air Force, Our Future. ? Mission The South
African Air Force provides combat ready air
capabilities for the SANDF in service of our
country. ? Strategic To establish the South
African Air Force as a provider of Approach
combat ready air power by means of transforming
our people and optimising our assets through
dynamic strategic leadership.
? Mission The South African Air Force provides
combat ready air capabilities for the SANDF
in service of our country.
6
7
SAAF Vision 2012 The Air Force of the Future
? The SA Air Force is able to maintain an
affordable and sustainable balance between the
structural elements of air power Equipment,
People, Doctrine - each element developed to
its full potential and employed with maximum
efficiency. ? It can conduct all operations
entrusted to it with an exceptional degree of
dependability and skill. ? It can afford its
force design, sustain all required force
preparation and force employment, and maintain
high standards of aviation safety.
7
8
SAAF Vision 2012 The Air Force of the Future
  • ? It has a rejuvenated, affordable, sustainable,
    representative and skilled "one force" human
    resource component, consisting of Regular
    Force, Reserve Force, Public Service Act
    Personnel and out-sourced human resources, which
    it develops and maintains through a
    well-established and comprehensive human resource
    strategy formulation and planning process.
  • ? It is free of racial stereotypes and gender
    biases, and offers opportunities for all its
    members to find self-fulfilment and contribute
    meaningfully to the creation of air power
    excellence, and it is free of crime from within
    its own ranks.
  • ? It has well-developed strategies and plans
    aimed at the optimum application of air power,
    and its personnel are proficient in air power
    fundamentals.

8
9
SAAF Vision 2012 The Air Force of the Future
? It has a common, shared Air Force culture and
ethical code which promotes unity amongst its
members who share a common passion for military
aviation. ? It is able to respond efficiently
and timeously to national priorities as and when
called upon. ? It has successfully integrated
all new aircraft systems into the SA Air Force,
and can operate them at the intended flying rates
with a high degree of operational
efficiency. ? It consistently achieves high
levels of efficiency and organisational
effectiveness through a mature systems
management approach.
9
10
Key Strategic Issues
  • Human Resources Development and Utilisation.
  • Affordability and Sustainability.
  • Structural Aspects.
  • Force Preparation and Force Employment.
  • Common Air Force Culture and Ethics.
  • Integration of New Aircraft Acquisitions.
  • System Integrity.
  • Air Power Knowledge and Doctrine.

10
11
Human Resources Development and Utilisation
  • It is not representative of the South African
    nation.
  • Much needed expertise and skills leave the Air
    Force.
  • The different elements of the Air Force are not
    coordinated in a cost effective, single force.
  • The human resource management process is not
    optimised for the needs of individuals and the
    Air Force.

11
12
Affordability and Sustainability
Operational
16
Contracts
25
50
Personnel
9
AMG
2003/04 Budget R2,148,673,000 Fixed Cost 84
(RM1,799,755,554) Operational 16 (R348,917,446)
12
13
Force Preparation and Force Employment
  • Insufficient flying hours for force preparation
    and force employment.
  • This impacts on readiness levels, morale and
    retention.
  • Inability to meet all national expectations for
    external force employment and support to the
    people of South Africa at the same time.

13
14
Integration of New Aircraft Acquisitions
  • Integration of the first new aircraft (Agusta
    A109) into the Air Force to start in November
    2003.
  • Preparation of the infrastructure and support
    system to accept the new aircraft.
  • Training of representative and competent
    aircrew and technicians required to successfully
    employ the new systems.

14
15
System Integrity
  • Most aircraft systems and air bases have, to
    some degree, deteriorated over a period of time
    due to persistent under- funding.
  • Air bases, support systems and some aircraft
    are in need of upgrades and repairs.

15
16
SAAF Vision 2012
TODAY
Vision 2012
16
17
Transformation Plan - HR Component
  • Formulation and urgent implementation of a
    comprehensive, integrated Air Force Medium Term
    HR Strategy (approved in Feb 03), compilation of
    an Air Force HR Short-term Support Plan with
    specific HR objectives and targets (approved in
    Feb 03, and annually in Jan).
  • Effective utilisation of the Air Force Reserves
    as a means of optimising all resources at the
    disposal of the Air Force.
  • Retention of people in core musterings,
    focusing on career management, remuneration,
    and working and living conditions.

17
18
Transformation Plan - HR Component
  • Aviation awareness program (SIYANDIZA) focusing
    on the recruitment of military aviation
    specialists to continue.
  • Culturally fair selection process which makes
    adequate provision for all culture groups to be
    developed and implemented.
  • Learning opportunities to be structured so that
    transformation goals and operational
    requirements are met at the same time.
  • Overseas learning opportunities to be actively
    sought out and utilised.
  • Invitations to SADC countries to send students
    for training in the SA Air Force.

18
19
Transformation Plan - HR Component
  • Exploiting common ground in aviation training
    between the SAAF and commercial aviation
    sector.
  • Military leadership, the ethics of airmen, the
    art of officership, and a general military
    ethos must be a high priority in military
    aviation training.
  • Enabling environment to be created at all SAAF
    training institutions to foster an atmosphere
    conducive to learning.
  • Requirement identified for the flight
    screening of candidates to confirm flying
    aptitude, reducing the risk of later suspension.

19
20
Transformation Plan - Affordability
Operational
30
Personnel (Incl. AMG)
48
22
Contracts
Contracts
2003/04 Budget R2,148,673,000 Fixed Cost 70
(R1,504,071,100) Operational 30
(R644,601,900) Additional for Operational
R295,684,454
20
21
Transformation Plan - Affordability
  • HR component maximum of 10 000 (including PSAP
    and AMG) by Mar 06 AMG to reduce to 500
    personnel variable within 10 000 total 90 in
    core technical musterings.
  • Logistic restructuring in accordance with a new
    logistic support philosophy to improve cost and
    work share with industry to be completed by Dec
    03 financial benefits to be redistributed to
    increase flying hours and restore system
    integrity.

21
22
Transformation Plan - Affordability
  • A mechanism for cost recovery for services
    rendered to clients external to the DOD to be
    firmly established.
  • Implementation of Public Private Partnerships
    (PPPs) to reduce the cost of ownership of
    selected air bases.
  • Implementation of South African Excellence
    Model for continuous improvement and increased
    internal efficiency.

22
23
Transformation Plan Force Preparation
  • Air Force Board has set a strategic goal to fly
    an annual average of 60 000 hours per year by
    2010.
  • Increase of 24 000 hours from 2003 average
    increase of 3 000 hours per year (from 2003).
  • Additional funds allocated to flying hours in
    2003 provides an increase of 5 000 flying hours.

23
24
Transformation Plan Force Preparation
  • Strong emphasis to be placed on operational
    readiness status through a structured measuring
    and reporting process.
  • Increased emphasis to be placed on annual force
    preparation exercises, such as Golden Eagle,
    to practice the planning and execution skills
    of the SAAF. This will, where possible and
    practical, be combined with other Services and
    regional partners.

24
25
Transformation Plan New Aircraft
  • First Agusta A109 in South Africa for hot and
    high trials.
  • First Hawk has arrived in South Africa for
    engine performance trials.
  • Specific career paths and training programs
    being developed to ensure representative,
    competent and well-trained crews.
  • Infrastructure development programs being
    compiled to meet the needs of the new aircraft.

25
26
Transformation Plan System Integrity
  • A Systems Integrity Recovery Plan scheduled for
    completion by Jun 03, and the integrity of all
    major systems to be restored by 2005.
  • Income from the sale of excess items to be
    used to restore system integrity, and a Disposal
    Plan of Excess Defence Articles scheduled for
    completion by Jun 03.
  • Restoration of Base facilities and
    infrastructure a high priority.

26
27
Transformation Plan Force Structure 2012
AFB LOUIS TRICHARDT 2 GRIPEN 85CFS HAWK 17C A109
ORYX 102 VARIOUS
AFB WATERKLOOF 17 ORYX A109 21 INKWAZI,
FALCON, CITATION 28 C130 HERCULES 44
MED/LT TRANSPORT, C-185 41 C208 CARAVAN
KING AIR PC-12 60 BOEING 707 104
VARIOUS 111 VARIOUS
AFB HOEDSPRUIT LASS MDW CC SCHOOL 101 VARIOUS
AFS DURBAN 15 ORYX A109 105 VARIOUS
AFB LANGEBAANWEG CFS ASTRA

AFB BLOEMSPRUIT 87 ALO III ORYX 16
ROOIVALK 106 VARIOUS
AFS YSTERPLAAT 22 ORYX A109 35
C47-TP 80 NAV SCHOOL 110 VARIOUS
AFS PORT ELIZABETH 15C A109 108 VARIOUS
AFB OVERBERG VARIOUS TEST TYPES
27
28
Considerations for Implementation
  • Air Force Board adopted all Key Strategic
    Issues as focus areas for direct control in
    2003/04.
  • The success of Vision 2012 depends on
    incremental successes in the implementation of
    the Transformation Plan. A detailed
    implementation matrix managed by the senior
    leadership in the SA Air Force will ensure that
    set milestones are achieved.
  • Emphasis on operational readiness is retained
    throughout. All directors and Base Commanders
    report to CAF at the quarterly Operational
    Readiness Forum.
  • Low tolerance levels for non-achievement of
    targets.

28
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