Contents

1 2 3 4 5 6 7 8 13 17 18 20 22 24 26 27 29
Chief of the Air Staffs Foreword The Spirit and Character of the Royal Air Force Strategic Context and Defence Vision The Royal Air Force Vision Chief of the Air Staffs Strategic Priorities

Future Air and Space Operational Concept in Practice Core Air and Space Power Roles Royal Air Force Strategic Themes Transforming the Royal Air Force Royal Air Force Basing Personnel and Lifestyle Roadmap Basing and Organization Roadmap Aircraft and Weapons Roadmap

The Royal Air Force Strategy in the Defence Context Review and Communication

Annex The Royal Air Force Development Plan Strategy to Task Useful Defence and Royal Air Force Related Reference Material

(C) Crown Copyright, images from www.defenceimages.mod.uk

ROYAL AIR FORCE STRATEGY

Air Chief Marshal Sir Glenn Torpy, Chief of the Air Staff

ver the last 3 years the Royal Air Force has undergone signicant change. We have made excellent progress towards generating a capable and affordable force structure, which is able to cope with the unpredictable and complex security environment that exists today, and is likely to exist in the future. I believe that we now have a balanced Air Force, which is structured and orientated towards expeditionary operations. I intend, therefore, to build on the rm foundations set by my predecessors, consolidating where appropriate, whilst still ensuring that we are sufciently agile to adapt to emerging threats, and the opportunities offered by new concepts and technologies. Our objective in all this is to provide rapid, precise effects across the full spectrum of operations, from high intensity warghting to humanitarian relief operations. Agility is at the heart of our operational capability. But we also need to be sufciently adaptable to keep pace with changes in the security environment, and our equipment needs to have the embedded exibility to be capable of meeting new demands. As a consequence, single role platforms will, I believe, become increasingly something of the past; multi-role must be the way forward. We must also make sure that we have the right people to support the frontline and ensure that they are just as agile and adaptable as our equipment. In terms of priorities, I see support to operations at the top of the list. Air Power has repeatedly demonstrated the essential part it has to play in delivering success on operations, and we see this everyday in Iraq and Afghanistan. Secondly, I want to maintain and develop the coherence of our force structure, especially in the areas of Command and Control, ISTAR (Intelligence, Surveillance, Target acquisition and Reconnaissance) and integrated air/ land operations. These are key capabilities, which are fundamental to modern operations. We also need to develop our unmanned air vehicle capability and exploit the potential benets of linking platforms and sensors together in an effective network. The Internet has brought enormous changes to our day-to-day lives, and networking in the military environment will bring similar revolutionary changes to the way we operate, the tempo of operations and the effects we can deliver. My intent over the coming years is to ensure that we exploit emerging capabilities and develop our current capabilities so that we remain a world-class Air Force and the partner of choice for the United States Air Force. At the same time, however, we must be realistic about the constrained resource climate in which we operate today, and are likely to face in the future. Headquarters need to be smaller and more agile, and we need to streamline our

processes and eliminate waste and bureaucracy. I will, therefore, be encouraging people to think imaginatively about doing things more efciently and effectively, so that we can drive down operating costs and focus our resources where they are most needed which is in our capability, infrastructure and people. The principles that underpin todays Air Force are exactly the same as the ones that underpinned the creation of the Royal Air Force in 1918. Trenchards vision of an Independent Air Force was built on the principles of expeditionary warfare and jointness, the vital importance of understanding and harnessing emerging technologies, and a deep-seated belief that adaptability and success depended almost entirely on the people of the Royal Air Force and their training. In that respect, nothing has changed from Trenchards original vision for the Royal Air Force. The need for forward-thinking, well motivated and highly trained personnel, with the ability to cope with an increasingly complex and dynamic environment, remains key to successfully shaping the way we operate today, and develop for the future. I will, therefore, be placing great emphasis on the through-life education and training of our personnel, and the provision of realistic and relevant training environments. The motivation of our people relies heavily on our ethos and heritage, our shared interest in aviation and our collective desire to deliver the best possible Air Power capability for UK Defence. This requires strong leadership at every level, a clear idea of what we are trying to achieve and an understanding of how that will be delivered. This document provides my vision for the Royal Air Force out to 2025, and explains the key themes that should underpin our development over the coming years. The vision is necessarily aspirational. We have good clarity on the programmes and activities that are planned for the short to medium term, but the long term is less clear. It is our collective job to bring denition to this part of our vision, using our professional knowledge and imagination to identify and shape the capabilities that will be required to 2025 and beyond. This Strategy provides the framework for this work and should be used by personnel to guide their current and future thinking. Implementation of the Strategy will be delivered through the Royal Air Force Development Plan. These two documents provide - for the rst time a coherent mechanism for delivering the agile, adaptable and capable Air Force required as part of the UKs overall Defence capability. In achieving this we will produce an Air Force that is proud of its heritage, forward-looking in tackling the challenges of the future, affordable and operationally relevant across the spectrum of military activity - from high intensity warghting to humanitarian relief operations.

THE SPIRIT AND CHARACTER OF THE ROYAL AIR FORCE

he Royal Air Force exists to conduct military operations on behalf of the Nation including, if necessary, going to war. It is that function which distinguishes the Services from other professions, since the consequences of succeeding or failing are profound, both to the Nation and to the individual. In that sense our task is both unparalleled in civilian life, and the risks and difculties associated with carrying out that task are unique. The success of the Royal Air Force in any military endeavour is dependent upon the willingness of its uniformed cadre to ght and support the ght; this is what denes the moral component of air power, and the effectiveness of this component, in turn, relies on strong leadership, unwavering commitment and a shared set of core values. Those core values of Respect, Integrity, Service and Excellence evident in the behaviour of our forebears remain just as relevant in todays modern Royal Air Force. Establishing and maintaining control of the air has always been a complex undertaking, and it is perhaps the critical enabler for almost all other military activity. For airmen, control of the air enables them to exploit the third dimension where, free of the constraints on surface movement, aircraft can employ the qualities of speed, reach, lift, mobility and exibility to deliver precise and timely effects across the battleeld and deep into the enemys heartland. At the other end of the spectrum, these same qualities enable air power to support humanitarian operations. To complete this task is no light undertaking and represents a true and enduring test of our moral courage. To be successful in its application demands a certain mindset - and one which harnesses an innovative and adaptable nature which is unconstrained by process - and an ethos which codies the behaviour of our people; and is best captured as follows: the distinctive character, spirit and attitude which together inspire our people to face the challenge, and, on occasion, danger. It

is underpinned by tradition, esprit de corps and a sense of belonging. It encompasses the will to contribute to the delivery of effective air power that arises from condence in the chain of command, trust in colleagues and equipment, respect and individuality, sustainment of high professional standards and the courage to subordinate personal needs for the greater good. The expeditionary and effects-based nature of future operations sees us working ever closer with our sister Services, particularly in the land environment, and our history contains many valuable lessons drawn from the experience of our forebears. There can be no better example than the experience gained during the Western Desert campaign of 1940-43, which provided the essential backdrop for the development of British air/land cooperation. The step change that occurred during this time resulted from the combined efforts of ACM Sir Arthur Tedder and AM Sir Arthur Coningham who established better communication, properly trained staffs, collocated headquarters and joint procedures to the point where Montgomery was later to write: the greatest asset of air power is its exibility, and this enables it to be switched quickly from one objective to another. So long as this can be realized, then the whole weight of the available air power can be used in selected areas in turn; this concentrated use of air striking force is a battle winning factor of the rst importance. It follows that the control of the available air power must be centralized, and command must be exercised through Royal Air Force channels. Nothing could be more fatal to successful results than to dissipate the air resources into small packets placed under command of army formation commanders, with each packet working its own plan1. The UKs Joint capability is built on strong single-service pillars, the strength of which is grounded in our ethos, heritage, professional expertise and unity of purpose.

Bernard L. Montgomery, High Command in War (Tripoli, Libya: Mediterranean Expeditionary Force, 1943) 2.
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Strategic Context
The future is always uncertain and the further ahead we try to look, the more uncertain it appears. The greatest risk to the security of the UK is perhaps that the strategic environment will change faster than the UK can adapt to the change. It is unlikely that our national survival will be challenged in the next 20 years; however, religious, political and economic instability is likely to continue and may impinge on UK strategic interests and alliances. International terrorism poses a real and continuing threat to both our own security and regional stability. Similarly, the proliferation of technologies and capabilities associated with Weapons of Mass Destruction has a seriously destabilising effect beyond the threat of weapon use. These factors, together with problems such as climate change, population growth and competition for limited natural resources, especially water and energy supplies will contribute to regional instability. The situation will be made worse by weak and failing states, which are unable to maintain security within their borders. The now smaller but more capable military must contribute to preserving security and stability in an environment characterised by diverse and non-conventional challenges. It must do so with precision in a political and social climate that has a low tolerance for bloodshed and collateral damage. Achieving this is fundamental to maintaining public support and is closely tied to the need to operate within an increasingly complex legal framework. Efciency can, in part, be accomplished through exploiting rapid advances in technology, but equal attention must be given to developing the ability to deliver an EffectsBased Approach to Operations as the military contribution within the Comprehensive Approach that coherently applies diplomatic, economic and military power in pursuit of policy objectives. Military operations are likely to become more diverse requiring rapid response to a range of circumstances, potentially over strategic distances. Essentially expeditionary in nature, they will be Joint, most probably conducted as part of an alliance or coalition and in the case of large-scale operations will be US-led. Furthermore, the military will have to work
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closely with other government departments and non-government organizations as part of the Comprehensive Approach. As a key contributor to operational capability and success on joint and combined operations, the UK will retain and rene its ability to lead non-US led coalitions, drawing especially on its proven command and planning ability, and broad range of capabilities. The nature of the challenges will most likely require military operations to be concurrent, and often prolonged, as part of a Comprehensive Approach. They will be conducted in an ambiguous, non-linear and complex battlespace against an asymmetric threat where distinguishing between adversaries, belligerents and non-combatants is extremely difcult. These factors mean that there will be increasing and relentless emphasis on achieving the correct effect at the right moment. This will draw heavily on the need to exploit the opportunities offered by network enabled capability. Additionally, fused ISTAR, shared situational awareness, changes to organizations and processes, and enhanced quality and timeliness of decision-making are all essential if we are to operate successfully and effectively in the future environment in delivering the UK Defence Vision.

The UK Defence Vision

Defend the UK and its interests. Strengthen international peace and stability. Be a Force for good in the world.
We achieve this aim by working together on our core task to produce battle-winning people and equipment that are:

Fit for the challenge of today. Ready for the tasks of tomorrow. Capable of building for the future.

Delivering Security in a changing World - Defence White Paper dated December 2003

The Royal Air Force Vision

The Royal Air Force will build upon the successes of our past and on the characteristics that make air power essential across the full spectrum of operations in order to contribute to the Defence Vision. Our people lie at the heart of this capability. We rely upon their professionalism, dedication and courage. We must train them well and enable them to leverage the potential of technology to achieve our vision of:

An agile, adaptable and capable Air Force that, person for person, is second to none, and that makes a decisive air power contribution in support of the UK Defence Mission

Our ability to create rapid effect across the full spectrum of operations in a range of environments and circumstances.

Our ability to react in an appropriate time scale to new challenges and to seize new opportunities.

Having the right equipment and doctrine, together with sufcient, motivated and capable people to deliver precise campaign effects successfully, at range, in time.

This demands that the Royal Air Force should:

Generate air power (comprising equipment and trained personnel, at readiness) to achieve precise campaign effects across the spectrum of conict whenever and wherever they are required. Develop air power to face the challenges of the future, providing a decisive contribution to the security of the UK and supporting her role as a force for good. Be modern and exible, and proud of its heritage. Foster professionalism and team spirit founded on good leadership, commitment and self-discipline. Offer opportunity to all, a rewarding and enjoyable career and skills for life.

The Chief of the Air Staffs Strategic Priorities

In order to deliver the Royal Air Force Vision we must develop our speed and accuracy in analysing and delivering effects, underpinned by innovative and imaginative solutions resulting in reliable and effective decision-making at the lowest appropriate level.

Therefore, my Strategic Priorities for our Service over the next 5-10 years are to:

Support current operations Maintain and further develop an agile, adaptable and capable expeditionary air power contribution to the UKs overall Defence capability, which takes full account of emerging threats, concepts and technologies Improve the accuracy, speed and coherence of our ability to deliver effects across the battlespace by developing and exploiting the UKs network enabled capability Introduce Typhoon into operational service and, as swiftly as possible, provide the aircraft with a robust all-weather multi-role capability Harmonize our air power capability, concepts and doctrine with those of the US Forces Ensure our structures, organization and processes deliver rapid and accurate decision making at the lowest appropriate level Provide a World-class ying and ground training system and improve through-life education and training to produce well-motivated, highly trained, agile and adaptable warghters Develop a sustainable manning and personnel strategy that supports the RAFs expeditionary capability and takes account of the prevailing social environment Improve the quality of the RAFs operational, technical and domestic infrastructure Optimize investment in the RAF by delivering the outcomes of the Defence Aireld Review, further exploiting the benets of the Defence Logistic Transformation Process, building a strong relationship with Industry, and eliminating waste and bureaucracy across every strand of RAF activity Further enhance the image and reputation of the RAF with the public as a means of maintaining their enduring support and meeting our recruiting requirements Improve our peoples ability to clearly articulate the contribution that air power and the RAF - makes to UK Defence

Future Air and Space Operational Concept in Practice

The Next Iteration of Modern Air Power This short essay provides a glimpse of how air power might contribute to joint operations as we head towards the beacon of the Future Air and Space Operational Concept. The strategic context within which the military must operate presents a number of challenges. Not least of these is the global uncertainty driven by social, economic and environmental pressures within many regions that contribute to religious, political and economic instability. Consequently, crises will continue to occur rapidly, and potentially unexpectedly, resulting in military operations being conducted in an ambiguous, non-linear and complex battlespace against increasingly more diverse threats. Since its formation, the Royal Air Force has made a vital contribution to Defence, delivering decisive air power capability to the Joint Force. During future operations, control of the air will remain a critical enabler without which freedom of movement for all components and operational success is fatally compromised. As the custodians of the air environment, the Royal Air Force must nurture a powerful and decisive capability to establish and maintain control of the air against threats from the surface, the air, and potentially from, or through, space. Fundamental to this is the need to understand and harness emerging technologies along with an appreciation that adaptability, and therefore success, depends almost entirely upon the people of the Royal Air Force.

Control of the air allows air power to exploit the capability for overwatch, which contributes to rapid creation of an accurate picture fundamental to timely and effective strategic and operational decision making. This picture is created as a result of deploying a range of airborne ISTAR assets and by drawing on other space-based capabilities which combine to create persistent wide area sensing and communications relay functions projected from long range. The result is the ability to cue detailed observation and pinpoint targets of interest using advanced sensor techniques including optical, radar, bio and chemical tracking, and enable rapid exchange of related data. Together, ISTAR and responsive command and control assets enable the creation of a network of decision-makers and commanders who, with shared situational awareness, start to shape the environment as part of the Comprehensive Approach. Under the umbrella of control of the air, air power plays a key role in swiftly delivering Early Entry Forces to theatre through strategic lift. It then sustains them and provides mobility with xedwing and rotary tactical lift until slower but heavier assets arrive. Air power contributes to protection for the deployed force throughout the operation. It does so by maintaining control of the air, and by striking against specic threats, enabling the footprint of deployed forces to be minimized which reduces both political and logistics risks, and ensures that mobility can be optimized. A robust

AGILE ADAPTABLE CAPABLE

air-minded force protection capability, plus exible and responsive logistics support, maintains air powers capability to optimize the Joint Force advantage in prosecuting its mission. Fully integrated across all environments, air power simultaneously delivers timely and precise effects, leveraging technical superiority, speed and precision to deliver an asymmetric response that paralyses the opponent. For deep targets, air power continues to employ conventional manned aircraft in the Air Power for Strategic Effect role. In addition, low-observable, unmanned combat air vehicles may enter the force mix for certain types of task. In all circumstances, air power employs speed, timeliness, high precision

and scalable weapon effects from directed energy through to conventional high explosives alongside non-kinetic means to minimize collateral damage, and deliver mission success. The air power contribution to future operations is underpinned by a robust, networked air command and control system, populated by air-minded ofcers, that is resilient to cyber attack, counterISTAR information and conventional attack. The responsive Command and Control system provided by air power that combines man-in-the-loop analysis, with machine-to-machine interfacing, automated target recognition and articial intelligence enables air and surface component commanders to operate as one. Operational headquarters have adjusted their structures, composition and procedures to exploit the opportunities provided by the network to tackle eeting targets within an ambiguous battlespace. Similarly, the networking and the full integration of the joint headquarters assures access to air power through a exible, adaptable and more responsive Air Tasking Order mechanism that enables precise synchronization with the other components. Overall, air powers central task of establishing and maintaining control of the air remains the critical enabling umbrella under which all other operational activity takes place. Air power brings lift, especially for Early Entry Forces, it maintains mobility, delivers strike and, critically, provides many of the sensors and the network that fuses the revolutionary and highly responsive Command and Control system together, enabling the timely and precise EffectsBased Approach to Operations.

Core Air and Space Power Roles

The Future Air and Space Operational Concept (FASOC) describes how the UKs air and space power capability will operate out to 2020 3. The FASOC vision of agile air power encapsulates 6 enduring core air and space power roles (CASPR):

s s s s s s

Air Command and Control Integrated Air Operations Counter-Air Operations (Control of the air) Rapid Global Mobility Air Operations for Strategic Effect ISTAR

Together, these CASPR inform air power concept, force and capability development.
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http://adastra.rafweb.raf.r.mil.uk/live/general/fasoc.htm

Royal Air Force Strategic Themes

Drawing on the conceptual work of the FASOC together with the direction laid down in Chief of the Air Staffs strategic priorities, a number of strategic themes have been chosen that reect where the Service must concentrate its development. Each theme will contain a number of developmental objectives out to the 2025 timeline and, viewed as a whole, will comprise the Royal Air Force Development Plan that seeks to build on the rm base of the Royal Air Force today, and ensure its continuing relevance into the future. Further details about he Royal Air Force Development Plan can be found at the Annex to this document.
Agility

Strategic Themes

Effects Decision Superiority Integrated Operations Rapid Global Mobility Technology Exploitation Space Global Engagement

RAF Vision and FASOC

Agility
Denition. Agility lies at the heart of the Royal Air Forces future capability. Agility is a quality that we must embrace if we are to remain a capable force in an increasingly uncertain world. Agility comprises responsiveness, adaptability, exibility, robustness and interoperability. Our people, who adapt the use of our structures, processes and equipment in varied, innovative and responsive ways, create our corporate agility. This enables us to maximize our efciency in dealing with the expected, and to react swiftly and effectively to deal with the unexpected; agility must be nurtured and expanded. Vision. To embrace the concept of agility that will be necessary to enable the Royal Air Force to be more strategically, operationally and tactically effective and efcient across the breadth of its activities.

Challenges. As the Royal Air Force becomes leaner, it must become more agile to cope with the global uncertainty resulting from an ambiguous, complex and unpredictable security environment. We must recruit outstanding people, educate them, empower them, and promote a Service-wide sense of agility. Our tactical structures are inherently agile, but they are constrained by their governance, their equipment, their training and resources. We must develop our career management system, headquarters, supporting peacetime organization and processes to deliver swift, accurate decision making, with the minimum of bureaucracy to meet the fast-changing needs of a leaner and more exible air force.

Effects
Denition. Effects are ultimately what we set out to achieve; they are the outcomes of our actions, and can be the ends and our purpose. Effects are the physical or cognitive consequences of one or more military or non-military actions, at any level within the operating environment. Vision. To be able to create the full range of desired effects across the operating space, at the right time, and with the minimum collateral damage and undesired consequences.

Challenges. Where needed to be a force for good in the world, the Royal Air Force must use its speed and reach to provide lift and, in extremis, combat capability in support of political ends. Intelligence, Surveillance, Target acquisition and Reconnaissance; Search and Rescue; Air Transportation and rapid delivery of humanitarian aid are all particular Royal Air Force strengths. We must be more effective in using soft effects, and develop our abilities to affect non-state actors. We must have an overt and credible capability, backed up by the political will to use it, if we are to deter potential aggressors. We must keep our capability balanced, although our niche skills may be particularly valued where our allies have corresponding gaps. This balanced force requires individual and corporate agility underpinned by specic, immediate preparation for tasks and missions. Maintaining forces at Very High Readiness is demanding, but is fundamental to the swift contribution air power makes to Defence. We must train appropriately, both individually and collectively, to maintain this advantage.

Decision Superiority
Denition. Decision Superiority is about making winning decisions at a greater tempo than the adversary. This is achieved through: the understanding of commanders intent and desired End State; Joint and Combined Interoperability; shared situational awareness; and the timely exploitation of assured and relevant information. Vision. To ensure timely, accurate decision-making at all levels of command.

Challenges. As a primarily technological Service, we have pioneered and championed network-centric operations since the invention of radio and radar. Our focus has always been responsiveness and speed of action; we should exploit this experience by taking the lead in the provision of Intelligence, Surveillance, Target acquisition and Reconnaissance and, in so doing, provide direct input to enable timely and accurate decision-making, for all environments. In achieving this we must avoid linear processes and risk aversion which delay decision making. We must better balance the desire to minimize risk in decision making with the need for speed. Additionally, we must empower decision making at the lowest appropriate level to achieve the necessary degree of agility (Mission Command). Since we are becoming increasingly reliant on networks and high delity information to conduct Effects Based Operations, we must develop robust counter-ISTAR and network protection measures.

Integrated Operations
Denition. Almost all Royal Air Force activity is integrated with other organizations and levers of power be they other Services, Other Government Departments, civilian and industrial organizations (including Non Governmental Organizations) or coalition partners. The theme Integrated Operations highlights the importance of effective integration and co-operation between the Royal Air Force and non-Royal Air Force organizations. This may be at the joint, multi-agency or multi-national level. Vision. To integrate air power effectively in joint and combined military, and civil-military operations consistent with the requirements of the Comprehensive Approach and the Effects-Based Approach to operations.

Challenges. Inherently responsive, with speed, reach and repower, air power will often be the rst choice to react to crises whether a hard or soft effect is required. Short response times dictate that contingency planning and integration are activities that must be maintained between and prior to operations. This has particular application with the other Services, especially the Land Component, Other Government Departments, and prospective coalition partners, and places a signicant demand on our resources. Developing interoperability requires trained and skilled personnel who can advocate the use of air convincingly, and help identify opportunities for integration. Building on this, we must exploit training opportunities to maximize cross component capabilities in order to support mutual understanding and build trust. We must adapt our processes and structures and secure the resources to introduce equipment and command information systems that will support efcient and pragmatic integration. This will enhance shared situational awareness and enable timely and effective decision making, which is essential to mission success. Tackling these challenges is particularly important at the key Air/Land interface, where the majority of the Royal Air Forces activity takes place. The Development, Concepts and Doctrine Centre currently has the lead on the Effects Based Approach to operations, and the Permanent Joint Headquarters leads on operational planning. The Royal Air Force has become a core provider of information and intelligence. In providing this we have an opportunity to integrate with, and therefore inuence, other agencies much better than at present. Furthermore, our well-trained personnel are ideally placed to interpret it, and to provide best advice on appropriate responses to commanders.

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Rapid Global Mobility

Denition. Rapid Global Mobility is achieved through the Royal Air Forces inherent responsiveness and reach, and our ability to project assets rapidly. Rapid promises disproportionate shock through unanticipated speed of delivery. Global recognizes the need to engage throughout the world as a force for good, but also in support of counter insurgency and counter terrorism. Mobility recognizes the agile reach of air power, unhindered by physical boundaries within and between theatres. Vision. To provide rapid strategic projection, sustainment and recovery of Defence capabilities. Challenges. In an uncertain world where events develop at incredible pace, there will always be a need for UK Defence to have the capability to move and support men, material and assets at speed over strategic distances. Rapid Global Mobility represents an attitude of engagement, transforming the Royal Air Forces traditional role of Air Transportation provider, to one of an expeditious projector of very high readiness, mission-optimized capabilities for joint effect. The agile Air Force will be a critical enabler in supporting the emerging concepts such as Medium Weight Capability, and the Early Entry Forces, including intra-theatre mobility through Tactical Air Transportation and Rotary Wing assets. Critical to its sustainment role will be a complementary and robust asset tracking system. The C17 programme, coupled with the introduction of the A400M and the Future Strategic Tanker Aircraft, sees an air force that contributes pivotally to the swift strategic projection, sustainment and recovery of a fully integrated Defence battle-winning capability, and one that provides a rapid, cost-effective and responsive counterpart to sea lift. Rapid Global Mobility has the potential to go beyond the early shaping of the battle-space by acting in the cognitive domain on an adversarys will, securing inuence and possibly deterrence.

Technological Exploitation
Denition. Technological exploitation is key to addressing our future capability needs. Our equipment must be adaptable if it is to be used responsively and innovatively by agile people for the foreseen and unforeseen tasks of the future. This is not about focusing on seductive technology for its own sake; it is about innovation, experimentation and harnessing emerging and affordable commercial technological opportunities for military application to achieve more effective air and space power objectives. Vision. To explore the cutting edge of scientic and technical advances, so that we are able to eld interoperable, agile, battle-winning air forces capable of creating the full range of effects. Challenges. In our quest for greater discrimination, tempo, precision and array of effects, there is a danger that we will become over-dependent on the very technology that gives us our edge. Our reliance on technologies such as Global Positioning System and communications nodes may result in them becoming a critical vulnerability. We will, therefore need to maintain the technological advantage over potential adversaries in both our platforms and our systems, and in our countermeasures. Technological experimentation offers an opportunity to identify innovative solutions to the delivery of future capabilities. However, if experimentation is to have any value, we need an acquisition system that has the exibility to include innovation into new programmes, and the agility to harness technological advances rapidly. Incremental technology insertion may reduce the delivery risks associated with large and complex programmes, but we must also set realistic requirements, whilst ensuring that capabilities are delivered with the potential for future growth, if we are to have an agile and adaptable air force.

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Space
Denition. In the context of this theme, space is dened as those capabilities that are delivered from or through spacebased assets (e.g. satellite surveillance and communications) or those capabilities used in the surveillance of space. Vision. To lead in the development and application of space-based capabilities to maximize military effectiveness across Defence4. Challenges. Key strengths of space-based capabilities are global presence and an ability to offer wide-area surveillance and communications coverage without political sensitivities or over-ight restrictions. While the Royal Air Force has much space expertise, Defence is only just beginning to address the education, processes and structures necessary to understand, maximize and develop the potential benets of space capability. Our reliance on space is increasing (for example: precision navigation and timing, communications and surveillance) and could be a critical vulnerability unless we understand the weaknesses of space and exploit its strengths. We must ensure that threats to our space capability are identied, understood and either neutralized or mitigated. Fundamental to this is building on our existing space situational awareness and then delivering a Recognized Space Picture for Defence. The UKs data exploitation and missile warning capabilities cement our close links with US space-based capabilities; this linkage should not be underestimated. UK industry leads the world in the development, launch and operation of cost-effective, very capable and small satellites. Harnessing such worldleading capability with the Royal Air Forces space expertise could signicantly enhance delivery of the Defence Mission and the UKs ability to inuence allies, partners and adversaries.

Global Engagement
Denition. Global engagement is about building trust and understanding with others in order to gain inuence and assure future access. Vision. To inuence others across the globe through relationships built upon trust, understanding and friendship in order to promote peace and stability, through interoperability and access in times of crisis. Challenges. The UK has a long history of global engagement ranging from our established NATO bedrock, through Partnership for Peace to emerging and ad hoc coalitions of the willing. We should build on this strength in the Royal Air Force and use our ability to grasp nuances and adapt quickly to operate with a wide diversity of cultures with a view to gaining the condence and respect of international partners. Our focus must be rst in educating carefully-selected people to gain an instinctive understanding of global engagement, and secondly in developing them to be culturally sensitive to ensure that they contribute positively in inuencing others. That context stretches across the full breadth of the strategic environment, the full range of activities, strengths and weaknesses in the physical environments, and the personalities of key individuals and the cultures of adversaries and allies. We must take great care to develop longlasting relationships, built on understanding and mutual respect, that will support cooperation in facing the challenges of the future. Successful global engagement will take time.

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The Defence Vision for space is to have sufcient assured access to space-based capability to maximize and sustain military effectiveness across Defence.
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Transforming the Royal Air Force

Building on Success
The next 5 years represent a continuing period of fundamental yet exciting change for the Royal Air Force as we adapt the way we are organized, both in the UK and on operations, introduce improved training and personnel policies, and receive into service state-of-the-art equipment. Collectively, these advancements will underpin our position as a leading capable air force, and bring us closer to the Chief of the Air Staffs vision of an agile air force that is seen as relevant to the Nation, with a secured place in future Combined and Joint operations. Furthermore, over the next 20 years we will continue to build on an outstanding track record of success on operations and exercises.

Projection. Looking further ahead, our ability to project air power will be greatly enhanced through the advent of Joint Combat Aircraft and Future Strategic Tanker Aircraft.

Equipment and Weapons

Typhoon. High technology enhancement will characterize our equipment development, headlined by Typhoon as the mainstay of our air defence capability. A highly agile ghter with a formidable air-to-air weapons suite, Typhoon will confer the UK with a signicant advantage over any likely adversary in achieving control of the air. The follow-on programme to equip the Typhoon with a powerful air-to-ground capability will complete the performance suite, making Typhoon an outstanding multi-role aircraft.

ISTAR. The Royal Air Force will improve its contribution to the ISTAR role through a number of new capabilities. The introduction of Sentinel and its Airborne Stand-off Radar will provide a long-range, target-imaging and tracking radar for the Air and Land Components, and will have surveillance applications in peacetime, wartime and crisis operations. The Nimrod MRA4 will replace the MR2, but will provide increased capabilities in support of Defence and Other Government Departments. As we progress to achieving a Network Enabled Capability, ISTAR assets will full a signicant role in the prosecution of time sensitive targets.

Brimstone. The introduction of Brimstone into service will provide the Royal Air Force with a signicant improvement in anti-armour capability. A fully autonomous re-and-forget antiarmour weapon, Brimstone will be effective against all known and projected armoured threats.

Air Transport. Signicantly, our ability to deploy rapidly and support expeditionary operations will be underpinned by the introduction of A400M, and an aspiration to acquire a fth C17.

Stormshadow. The Royal Air Forces requirement for a long-range, stand-off, precision-guided, air-to-ground missile is provided through the introduction of Stormshadow. Carrying a powerful conventional warhead, the missile is able to destroy hardened targets with great accuracy.

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Basing and Organization

TRENCHARD. Project TRENCHARD will deliver an agile air force characterized by strength in air power capability, exibility, interoperability and agility, with the emphasis on expeditionary employment. It will be a slimmer, yet more effective air force, located at approximately 20 core sites, including 6 fast jet bases, a single location for 2 command headquarters, and fewer small units than today. Royal Air Force running costs will be minimized through rationalization of the Royal Air Force estate, further exploiting the benets of the Defence Logistics Transformation Process, building a strong relationship with industry, and leaning processes across every strand of the Royal Air Force activity.

Concept and Doctrine. As we improve our interoperability, we will simultaneously adjust our processes and structures, especially those that act at the environmental boundaries to ensure we optimize the effectiveness of Joint capabilities. The resultant growth in cross component understanding and trust will enable us to examine critically how we work. We must remain receptive to new ideas and concepts and develop mechanisms to bring promising ideas rapidly into service.

Without the right people ... we cannot deliver an agile, adaptable and capable air force
s
Joint Organization. A signicant percentage of our people will be making a key contribution from within Joint organizations. Therefore, whilst we adjust our own processes and structures they must remain consistent with the requirement to operate with the other Services, other government departments and allies. This will be particularly true in ensuring the Joint operational headquarters have the necessary level of interoperability. the other Services. Secondly, to help establish a sense of belonging and esprit de corps amongst formed and non-formed units. It is intended that the personnel in an Expeditionary Air Wing will train together each year, so that they will be able to deploy as a cohesive element when required. Expeditionary Air Wings will be established at nine Main Operating Bases and will include Force Elements, personnel from non-formed units and Combat Service Support Units. Additionally, Air Component Headquarters Al Udeid will be nominated as an Expeditionary Air Group, and Expeditionary Air Wing identities will be assigned to our current Joint Operating Bases at Al Udeid, Basrah, Seeb and Kandahar.

Station Structures. The re-conguration of our stations will confer maximum exibility to the provision of combat ready forces and aircraft for deployed operations. Of note, Main Operating Bases will have greater responsibility for the generation and management of their own aircraft eets, including close links with industry where appropriate.

Expeditionary Air Groups and Wings. The introduction of Expeditionary Air Groups and Expeditionary Air Wings will achieve 2 aims: Firstly, to identify deployable elements that would be recognized by both politicians and

we will continue to focus on our core values of Respect, Integrity, Service and Excellence

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Personnel and Lifestyle

The provision of sufcient high quality equipment is the bedrock of any modern air force, but so too are the people that operate this equipment. Without sufcient, capable and motivated people we cannot deliver an agile, adaptable and capable air force. Delivering the agenda for Royal Air Force personnel into the future will seek a balance between:

s s s s

Personal Flexibility versus Operational Assurance Family Stability versus Operational Mobility Individual Development versus Operational Effect

Personal Flexibility. In an increasingly competitive recruiting environment, improved return of service in key areas will become the critical factor in achieving and maintaining manning levels. To achieve the return of service we need, we will seek more exible terms and conditions of service. These will be aimed at balancing the needs of the individual with those of the Service at critical points in their life, potentially through a seamless ability to move between regular and reserve service. We will seek greater freedom to use nancial incentives, where justied, bringing much required agility and responsiveness to our personnel policies.

as well as equipping our people to ll key posts across Defence. Training will be critical in both these areas and in all of our endeavours. Here we will be seeking to develop and harness the potential of everyone in the Service through more joined-up and progressive individual training and education. In this context, and in order to maintain the highest levels of preparedness amongst our personnel, we will need to continue the evolution of the Force Development concept; formalizing its structure and ensuring that the initiatives reach all Royal Air Force personnel wherever they serve. Following on from the introduction of improved initial training, we shall be developing a comprehensive system of through life training for all of our people. In making these improvements, we aim, in parallel, to provide more coordinated external accreditation of all training, ensuring that our people have access to high-level civilian qualications. Underpinning the concepts of personal exibility, family stability and individual development requires work in a number of areas:

Accommodation. In accommodation terms, we wish to sustain a mixed economy of

Family Stability. Continuing with the theme of choice, we will take advantage of our reduced basing footprint by seeking increased opportunities for geographical stability. We must recognize, however, that there will be periods of personal turbulence for some, both in the bed-down period as we move into new structures, and in the longer term in the interests of career development and overriding manning requirement. However, in an era where operations away from home base must be seen as the norm, we intend to give our people the greatest possible measure of stability and personal choice in their lives away from work.

Individual Development. Revised branch and trade structures will be critical in ensuring that we meet the challenges and exploit the opportunities created by advances in technology,

we intend to give our people the greatest possible measure of stability and personal choice in their lives away from work

housing options. We will continue to seek improvement in our family and single accommodation through Defence Estates and the SLAM programme. At the same time, we look to introduce measures enabling those that wish to do so, to enter the housing market. Additionally, we wish to take advantage of other central government initiatives in the form of key worker status, and by working more closely with Housing Associations. Accommodation patterns are likely to continue to evolve in the future, and we will need to review and update our community support structures. This will ensure that when service personnel deploy, their

15

families continue to receive the support they deserve. Equally, on stations, the introduction of Pay-As-You-Dine provides an opportunity to change the way in which we deliver a range of services, whilst preserving our shared ethos and reecting modern leisure patterns and the desire for choice.

Medical provision on operations remains the highest priority ... but we must work toward delivering comprehensive End-to-End medical care at home base
s
Health, Fitness and Medical Care. The demands of deployed operations, often in austere conditions, requires healthy and physically robust people at all levels. Maintaining optimum health and physical tness must be seen as core business for the individual and for the chain of command in sustaining a ghting force. We will ensure that all are involved in health promotion, and that a lifestyle that delivers optimum health and physical tness is available in all environments in which we live and operate. In support of the healthy force, high quality medical care, particularly on operations, has been sustained despite manning challenges, and remains the highest priority for our medical staffs. Similarly, at the home base we must work to deliver coherent end-to-end processes for health and healthcare, from health promotion, through attendance at the Station Medical Centre, referral for investigation and treatment, to rapid return to operational tness. We must all work to sustain a healthy force that is t to ght.

Quality training marks the difference between success and failure

s
Joint Training and Ethos. We will develop an end-to-end approach to training. Training will be delivered in 3 seamless phases. Within a single Service environment we will inculcate our ethos, standards and a warrior spirit. Next, our specialist skills in concert with the RN, Army and civilian partners through the DTR and MFTS initiatives; through these we will provide a modem training estate and innovative training solutions. Subsequently, we will train and educate our people throughout their service, shaping this through the Review of Ofcer and Airman Development. Our Force Development training will provide the bedrock of our leadership and warghting skills.

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RAF Basing by 2015

6 5

6 5

5 6

Possible second JCA base Subject to the Defence Training Review implementation

17

Personnel and Lifestyle Roadmap 2006

Armed Forces Bill before Parliament Complete Review of Ofcer and Airman Development (ROAD) New Initial Ofcer Training (initial course graduating Jul 06) AF Pension Scheme 05 Roll out JPA Complete Manpower Capability & Structures Group Study (MCSG)

2007
Project SLAM 2200 Beds

UK MFTS ISP

Defence Training Review Partnership

Community Support Review

.The People Campaign Plan will

have developed a more forwardlooking Personnel Strategy to meet the needs of our people while achieving the required operational output.

.JPA will have been implemented.

.In recognition of the importance

It will be simpler and quicker for individuals to submit claims and leave requests, etc. Admin staff will then be able to concentrate on specialist tasks such as supporting the preparation of personnel for deployment.

.Introduction

personal tness plays in operational effectiveness, there will be more opportunities to improve tness and quicker treatment when required (for operational and business reasons).

.RAF manpower will be at the required .

.Through life training will improve .The Armed Forces Bill will

the ability of people to carry out their primary role while arming them with recognized qualications. establish a single system of Service law. This will create a fairer and more efcient system of discipline in an environment where the RN, the Army and the RAF increasingly train and operate together.

level by 2008. Manpower numbers will be regulated more pro-actively than has been evident in the past. The result will Community be less uncertainty about the future for support will have individuals, allowing them to plan ahead been reviewed with greater condence. and optimized for expeditionary SLAM will have provided 2200 enoperations. suite rooms. Although the project will still be ongoing, improvements offered will already be beneting many single personnel.

and extension of Separated Service Recording Systems will enable us to understand better the personnel impact of operations.

.Increased stability for many, may mean

.Career management processes will

be reviewed in light of the MCSG Study with a view to enabling employing agencies and individuals to participate more effectively in their career management.

more families wish to enter the housing market. Initiatives such as assisted house purchase and the earlier eligibility to claim LSAP (after just 4 years service) should help.

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Personnel and Lifestyle Roadmap 2008

PAYD Implemented RAF Manpower 41,000 Armed Forces Act Implemented Deliver the RAF element of the Managed Military Health System PMA moves to High Wycombe

2009
Project SLAM additional 2000 beds

2012

2020
Our aspiration is to:

. . . . . . . . . . . .

UK MFTS FSP Revised Terms of Conditions and Service Package Deliver Integrated Individual Training System Defence Living Accommodation Strategy

Provide Service personnel and their families with a mixed economy of living accommodation both high quality publicly funded housing and attractive alternatives. Target limited funds for maximum effect to provide community support, recreation facilities and sporting/ expedition activities. Introduce a reward package that recognizes the value and needs of our personnel. Introduce more exible Terms of Service allowing for variable commitment according to personal circumstances. Develop an acceptance of the need for diversity and respect at all levels within the Service, and a work place free from harassment. Develop an air force of war ghters, physically and mentally prepared for operations. Develop a professional and integrated Reserve cadre that is appropriately structured and trained to deliver useable and relevant capabilities. Ensure all RAF personnel understand the key contribution air power brings to Defence and recognize that the RAF is the specialist in the air environment. Improve personnel development so that everyone can achieve their maximum potential. Educate personnel to make timely decisions, taking an appropriate level of risk when necessary. Ensure manpower management harmonizes individual and Service needs. Enhance the career management strategy for Other Ranks.

.Due to the reduced number of stations and the consequent .Project SLAM will be complete. Modern single living

requirement for fewer quarters, funding for improvements to Service Families Accommodation will have been focused on those locations where it is most required. Service families will see the benets in signicantly improved accommodation. accommodation will be available on all stations. The improvements delivered by SLAM will be a clear example of the modernization evident across the Service and the importance the RAF places on providing quality facilities for its people.

.The RAF of 2020 will have been transformed into a leaner,

agile and adaptable air force. The guiding themes driving the changes to the RAF throughout the preceding years will have been creating choice and opportunity: family stability/ operational mobility, personal exibility/operational assurance, and individual development/operational effect.

.Following the ROAD study, deliver a coherent through-life individual training system .Deliver a mixed economy of housing options, enabling
greater choice for individuals between public and private accommodation according to their needs.

.Deliver the Managed Military Health System to enable healthy

lifestyles, get patients tter faster and maximize the number of people t for task. personnel will have more choice and improved dining and leisure facilities will be available on stations.

.PAYD will have been implemented across the Royal Air Force;

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Basing and Organization Roadmap 2006 2007

Coltishall Closes FP Hub at Honington A4 Hub at Wittering ISTAR Hub at Waddington

Collocated Headquarters Reorganization to 2 gps

A6 Hub at Leeming

.Improved effectiveness and

efciency will be delivered through collocation and rationalization of Command HQs.

.Expeditionary Air Groups and

.Nos 1, 2 and 3 groups have

recongured into 2 groups: 1 Gp (Air Combat) and 2 Gp (Air Support).

.Some HQ staff and functions .RAF stations will be

have moved to key stations in order to optimize structures and improve output. recongured in peacetime to ensure maximum exibility and to enhance the ability of stations to generate force elements for operations.

Expeditionary Air Wings have been established both in the UK and on operations overseas in support of the transformation of the RAF to become a more agile and expeditionary air force. This will achieve 3 main objectives: Firstly, to assist in developing an understanding across Defence of our deployable capabilities and how they can be scaled to meet operational requirements. Secondly, to give a greater sense of identity and cohesion to our people on operations and, nally, to enhance our collective training.

.Estate rationalization

will continue to be implemented. This will provide personnel and their families with greater opportunity for stability within the UK. In addition, it will enable optimum allocation and utilisation of resources across the RAF estate.

.The creation of hubs for

A4, A6, FP and ISTAR will create economies of scale and will provide opportunities to develop operational effectiveness through Sector Level Training.

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Basing and Organization Roadmap 2008 2009 2012 2020

Our aspiration is to:
RAF Manpower 41,000 PMA Moves to High Wycombe St Mawgan Enclave Typhoon Operational at Leuchars JCA at Lossiemouth NASOC IOC Lyneham Closes Boulmer Closes GR4 overspill at Kinloss
7

. . . .

Restructure the UK-based RAF organization to achieve Defences requirement for a rapidly deployable Air Power capability. Ensure that RAF personnel are suitably empowered such that decision making can be made at the lowest possible level, thereby achieving agility (Mission Command). Ensure the RAF estate is optimized to provide efciency in force development and operational synergy. Deliver a NASOC to replace NATO CAOC 9, thereby contributing to the continued integrity of the UK airspace; managing UK air assets; and coordinating force development training. In addition, it will provide an operational focus for space.

.On the closure of RAF Lyneham, RAF Brize Norton

will become the single site for RAF Air Transport aircraft and the single Airport of Embarkation. Rationalization, collocation of aircraft and their support will ensure that the RAF is able to provide relevant support to Defence and thus optimize the UKs ability to deploy, sustain and recover our forces worldwide.

Introduce the organization, infrastructure and tools that will enable collaborative planning within a networked environment to deliver agile Command and Control.

NASOC - National Air and Space Operational Centre

21

Aircraft and Weapons Roadmap 2006 2007 2008 2009

Small Satellite Demonstrator

ASTOR ISD at Waddington

Typhoon Operational at Coningsby Tor F3 OSD Leeming Typhoon Operational at Leuchars Paveway IV ISD Intelligent customer for UCAV

Stormshadow ISD

JFH FOC at Cottesmore RAPTOR IOC Jaguar OSD Improved Missile Warning

C17

Brimstone ISD

.The MOD small satellite .Stormshadow is an air-

demonstrator (TOPSAT) is validating the utility of wide area and persistent satellite coverage. launched , long-range, stand-of, precision-guided, air-to-ground missile carrying a powerful conventional warhead. The missile is able to destroy hardened targets with great accuracy. Stormshadow will be delivered from Tornado GR4 and Typhoon aircraft.

.The introduction of Sentinel .3 Sqn has become the

and its ASTOR (Airborne Stand-off Radar) will provide a long-range, battleeldintelligence, target-imaging and tracking radar for the RAF and the Army, and will have surveillance applications in peacetime, wartime and crisis operations. strategic air lift capability, we aspire to introduce a fth C17 into service.

.In order to improve Defences .Paveway IV will provide

the RAF with an all weather precision bombing capability and is designed to minimize collateral damage without compromising operational exibility or effectiveness.

RAFs rst operational Typhoon sqn. The Typhoon is a highly capable air-to-air aircraft with an austere airto-surface capability. Typhoon sqns, supported by the Sentry, will provide the UKs air defence capability and will be based at RAF Coningsby and RAF Leuchars.

.Brimstone is a fully

autonomous re-and-forget anti-armour weapon effective against all known and currently projected armoured threats.

.RAPTOR (Reconnaissance

Airborne Pod for Tornado) provides the ability to transmit via a real-time data link imagery to image analysts at a ground station or can be displayed in the cockpit during ight.

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Aircraft and Weapons Roadmap 2012 2015 2020

A400M

C130J at Brize Norton

GR9 OCU to Cottesmore Space based wide area Surveillance FSTA AT FOC for lift element of Future Rotorcraft Capability

Our aspiration is to:

.
GR9 OSD Cottesmore

MRA4 at Kinloss Puma OSD NATO ACCS IOC

FSTA AAR MR2 OSD Kinloss

Develop a robust network enabled capability linking sensors, decision makers and weapons platforms that will allow the right information to be delivered to the right person in the right format at the right time.

. . . . . . . .

JCA Lossiemouth

Develop ISTAR and the ability to manage information. Develop our ability to x eeting targets and our speed in delivering effects. Ensure we have the ability to interoperate with the other Services, multi-agency and international coalition partners. Exploit technology such that our equipment contributes to achieving the vision of an agile and adaptable air force. Evolve space-based capabilities to provide persistent global coverage free of political sensitivities or overight restrictions. Develop air powers ability to support the rapid projection, sustainment and recovery of high readiness forces wherever and whenever required. Deliver an equipment programme with adaptability designed into new acquisition, in order to maximize operational effectiveness. Develop the ability to deliver a full range of effects across all levels of conict.

.The RAF will take delivery of 25 A400M which will be based at

RAF Brize Norton. The A400M will replace 25 C130K aircraft but will have approximately twice the cargo capacity of the C130. The additional capability provided by A400M will make an important contribution towards our achievement of Rapid Global Mobility.

.FSTA (Future Strategic Tanker Aircraft) will replace the ageing VC10 and Tristar, and is expected to be based upon the A330-200. .MRA4 will replace the MR2 and will be located at RAF Kinloss. .NATO ACCS (Air Command and Control System) will replace .A spaced-based wide area surveillance capability is part of the
developing conceptual architecture contributing to deep and persistent surveillance goals.

The aircraft will perform SMT tasking, counter-drugs operations, support to Special Forces and Search and Rescue. the UK Integrated Air Defence System and contribute towards the NATO Integrated Air Defence System.

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The Royal Air Force Strategy in the Defence Context

The diagram above shows the means through which Defence and Royal Air Force Planning underpin the tasks carried out by Headquarters Strike Command and Headquarters Personnel and Training Command. In terms of Defence Planning, wider strategic themes ow down through the Joint Vision8, Joint High Level Operational Concept9 and Defence Strategic Guidance and are fundamental to the Ministry of Defences short and

longer-term nancial planning processes: the Short-Term Plan and the Equipment Plan. To ensure that the Royal Air Force remains relevant, its planning is conducted within the context of Defence Planning. Based on the Future Strategic Context and bounded within the constraints of Defence Resources and Plans, Royal Air Force planning is contained within a number of air environment-specic documents:

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8 9

http://www.chots.mod.uk/jointwar/srcs/ukjv.pdf http://www.chots.mod.uk/jointwar/srcs/hloc.pdf

The Future Air and Space Operational Concept (FASOC)10

The FASOC and its supporting papers describe the highest level air operational concept for the UKs (Joint) air and space environment. It describes the UKs concept for air capability out to the 2020 time-frame and brings together Air, Land and Maritime air capabilities, aspirations and conceptual visions.

Royal Air Force Strategy

Royal Air Force Strategy draws on the strategic context and articulates the vision for the Royal Air Forces contribution to Defence. It looks out to 2025 and provides more comprehensive guidance on the developmental strategy for the Royal Air Force and its personnel.

The Royal Air Force Development Plan

The Royal Air Force Development Plan is the means through which Transformation is managed. The AFBSC 2-star group has ownership and maintains oversight of the Development Plan, reporting progress annually to the AFBSC. The Development Plan sets out the key objectives on the Royal Air Force Strategic Themes out to the Defence Planning horizon (20 years). It is being reviewed in 2006 to reect the FASOC and the Royal Air Force Strategy. An explanation of how the Royal Air Force Strategy is articulated in the Development Plan, including oversight and control arrangements, is at the Annex.

The Royal Air Force Management Plan

The Royal Air Force Management Plan details the funded targets agreed by the Defence Management Board during the Short Term Planning process, plus the associated performance targets and reporting arrangements used by the AFBSC. Together with the Royal Air Force Balanced Scorecard and the Royal Air Force Strategic Risk Register, the Management Plan allows the AFBSC to review and manage Royal Air Force performance in delivering air power, and also in achieving near-term Development Plan objectives.

10

http://adastra.rafweb.raf.r.mil.uk/live/general/fasoc.htm

25

Review and Communication

Royal Air Force Strategy Review.

The Royal Air Forces vision and strategy must remain aligned with the Ministry of Defences strategic policy and planning. This Royal Air Force Strategy will, therefore, be reviewed in line with the Ministry of Defences 2-yearly update of the Defence Strategic Guidance.

Crucial to the success of the Royal Air Force Strategy is effective communications. Two important elements to this communication are the Royal Air Forces Engagement Strategy and the Chief of the Air Staffs Forum.

Royal Air Force Engagement Strategy.

The Royal Air Force Engagement Strategy draws in all Service engagement to ensure our message is clearly understood by the right audiences throughout our Service, the Government, the Public and our international partners. Its aim is to provide a framework within which the Chief of the Air Staffs vision for the Royal Air Force can be communicated, in order to inuence the Royal Air Forces audiences.

Chief of the Air Staffs Forum.

The Chief of the Air Staffs Forum comprises approximately 50 Royal Air Force personnel selected from across the ranks and with a cross-section of backgrounds and experience. It meets twice a year and provides an opportunity for Royal Air Force personnel to be involved in the Royal Air Force Strategy development process, to gain an insight into the thought processes of the Royal Air Forces most senior commanders and to express their own views and those of their colleagues on the development of the Royal Air Force.

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The Royal Air Force Development Plan Strategy to Task

The Strategy Framework

Development of the Royal Air Force will be coordinated within the framework described by Royal Air Force Strategy. Together, the Chief of the Air Staffs Vision, and the FASOC that sets out the jointly endorsed concept for air power, represent the ENDS or outcomes that are sought by the Strategy. The Strategic Themes represent the WAYS or paths that will ensure actions are directed coherently towards the ENDS. The nal pieces of the strategy framework are the MEANS to secure resources and execute plans. These will take the form of Development Objectives placed by time on each of the Strategic Themes. The relationship between the 3 elements of the Royal Air Force strategy framework is illustrated in Figure 1.

Figure 2 Illustrative Objective

Coordination & Progress Monitoring

Development Objectives will be coordinated by Sponsoring Ofcers, normally at 2* level as individuals, although some objectives may need to be developed collectively, who will be responsible to the Chief of the Air Staff and the AFBSC for their delivery. Sponsoring Ofcers will direct and guide Objective Task Groups comprising staff (across boundaries) who are collectively involved in delivering the objectives. Sponsoring Ofcers will report progress annually to the Air Force Board Standing Committee 2* Executive Group. The 2* Executive Group will consider overall progress against the Development Plan, prioritizing and seeking Air Force Board Standing Committee direction as necessary.

Figure 1 - The Royal Air Force Strategy Framework

Development Objectives
Development Objectives will describe outcomes that are required along each Theme. Collectively, the Objectives on a Theme will satisfy the Vision for that Theme. Each Objective will be supported by a range of actions and enabling activities. A simplied illustration of an Objective on the Rapid Global Mobility Theme is shown in Figure 2.
1

The Medium Weight Capability Concept brings together a cluster of enablers (C17, A400M, SH, Future Rapid Effect System, Battleeld Radios) with JRRF assets into a force deployable in 7 days to provide aggressive, protected manoeuvre which is more capable than light forces, but more agile than traditional heavy forces.

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The Royal Air Force Vision

An agile, adaptable and capable Air Force that, person for person, is second to none, and that makes a decisive air power contribution in support of the UK Defence Mission

The Chief of the Air Staffs Strategic Priorities

Support current operations Maintain and further develop an agile, adaptable and capable expeditionary air power contribution to the UKs overall Defence capability, which takes full account of emerging threats, concepts and technologies Improve the accuracy, speed and coherence of our ability to deliver effects across the battlespace by developing and exploiting the UKs network enabled capability Introduce Typhoon into operational service and, as swiftly as possible, provide the aircraft with a robust all-weather multi-role capability Harmonize our air power capability, concepts and doctrine with those of the US Forces Ensure our structures, organization and processes deliver rapid and accurate decision making at the lowest appropriate level Provide a World-class ying and ground training system and improve through-life education and training to produce well-motivated, highly trained, agile and adaptable warghters Develop a sustainable manning and personnel strategy that supports the RAFs expeditionary capability and takes account of the prevailing social environment Improve the quality of the RAFs operational, technical and domestic infrastructure Optimize investment in the RAF by delivering the outcomes of the Defence Aireld Review, further exploiting the benets of the Defence Logistic Transformation Process, building a strong relationship with Industry, and eliminating waste and bureaucracy across every strand of RAF activity Further enhance the image and reputation of the RAF with the public as a means of maintaining their enduring support and meeting our recruiting requirements Improve our peoples ability to clearly articulate the contribution that air power - and the RAF - makes to UK Defence

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Useful Defence and Royal Air Force Related Reference Material

UK Joint Vision:
http://www.chots.mod.uk/jointwar/srcs/ukjv.pdf

High Level Operational Concept:

http://www.chots.mod.uk/jointwar/srcs/hloc.pdf

Royal Air Force Development Plan: Royal Air Force Management Plan

http://centre.defence.mod.uk/scripts/rafdevplan/other/default.htm http://www.publications.raf.r.mil.uk/live/document/docindex.asp

The point of contact for Royal Air Force Strategy is: Directorate of Air Staff - Strategy Cmd & Inf MOD Main Building Ext 81592 DII: DAS-Strategy Cmd Inf Version 2

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