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

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

SA AIR FORCE STRATEGIC APPROACH

Vision 2012

EMPOWER ORGANISATION

EMPOWER INDIVIDUALS

DYNAMIC STRATEGIC LEADERSHIPToday

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SCOPE

► Structure of the Plan.

► Planning Fundamentals.

► SA Air Force Vision 2012.

► Key Strategic Issues.

► Transformation Strategy.

► Considerations for Implementation.

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Structure of the Transformation Plan

SECTION 1

FUNDAMENTALS

SECTION 2

SAAF VISION 2012

SECTION 3

ENVIRONMENTAL ANALYSIS

SECTION 4

KEY STRATEGIC ISSUES

SECTION 5

TRANSFORMATION STRATEGY

SECTION 6

FORCE STRUCTURE & DESIGN

SECTION 7

IMPLEMENTATION GUIDELINES

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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.

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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.

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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.

SAAF Vision 2012: The Air Force of the Future

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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.

SAAF Vision 2012: The Air Force of the Future

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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

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.

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2003/04 Budget: R2,148,673,000

Fixed Cost: 84% (RM1,799,755,554)

Operational: 16% (R348,917,446)

Personnel

AMG

Contracts

Operational

16%16%

25%25%

9%9%

50%50%

Affordability and Sustainability

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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.

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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.

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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.

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Transformation PlanTransformation Plan

20032004

20052006

20072008

20092010

20112012

Vision 2012Vision 2012

TODAYTODAY

The Need for Change

SAAF Vision 2012

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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.

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► 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.

Transformation Plan - HR Component

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► 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.

Transformation Plan - HR Component

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Transformation Plan - Affordability

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

Personnel

(Incl. AMG)Contracts

Operational

30%30%

22%22%48%48%

Contracts

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► 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.

Transformation Plan - Affordability

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► 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.

Transformation Plan - Affordability

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► 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.

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.

Force Preparation Force Employment Initial Flying Training

Regular Force 18 000 26 000 9 000

Air Force Reserves 2 800 4 200

TOTAL 20 800 30 200 9 000

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► 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.

Transformation Plan: Force Preparation

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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.

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► 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.

Transformation Plan: System Integrity

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AFB LOUIS TRICHARDT2 GRIPEN85CFS HAWK17C A109

ORYX102 VARIOUS

AFB HOEDSPRUITLASSMDWC&C SCHOOL101 VARIOUS

AFB WATERKLOOF17 ORYX & A10921 INKWAZI, FALCON, CITATION 28 C130 HERCULES44 MED/LT TRANSPORT, C-185 41 C208 CARAVAN KING AIR & PC-1260 BOEING 707104 VARIOUS111 VARIOUS

AFB LANGEBAANWEGCFS ASTRA

AFS DURBAN

15 ORYXA109

105 VARIOUS

AFS PORT ELIZABETH

15C A109

108 VARIOUS

AFS YSTERPLAAT

22 ORYX

A109

35 C47-TP

80 NAV SCHOOL

110 VARIOUS

AFB OVERBERGVARIOUS TESTTYPES

AFB BLOEMSPRUIT87 ALO III & ORYX16 ROOIVALK106 VARIOUS

Transformation Plan: Force Structure 2012

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► 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.

Considerations for Implementation

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