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Contents

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

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 ThemesTransforming 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

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processes and eliminate waste and bureaucracy. I will,therefore, be encouraging people to think imaginativelyabout doing things more efficiently and effectively, so thatwe can drive down operating costs and focus our resourceswhere they are most needed which is in our capability,infrastructure and people.

The principles that underpin todays Air Force are exactlythe same as the ones that underpinned the creation of the

Royal Air Force in 1918. Trenchards vision of an IndependentAir Force was built on the principles of expeditionary warfareand jointness, the vital importance of understanding andharnessing emerging technologies, and a deep-seated beliefthat adaptability and success depended almost entirelyon the people of the Royal Air Force and their training.In that respect, nothing has changed from Trenchards originalvision for the Royal Air Force. The need for forward-thinking,well motivated and highly trained personnel, with the abilityto cope with an increasingly complex and dynamic environ-ment, remains key to successfully shaping the way we operatetoday, and develop for the future. I will, therefore, be placinggreat emphasis on the through-life education and training ofour personnel, and the provision of realistic and relevanttraining environments. The motivation of our people reliesheavily on our ethos and heritage, our shared interest inaviation and our collective desire to deliver the best possibleAir Power capability for UK Defence. This requires strongleadership at every level, a clear idea of what we are trying toachieve and an understanding of how that will be delivered.

This document provides my vision for the Royal Air Forceout to 2025, and explains the key themes that shouldunderpin our development over the coming years.The vision is necessarily aspirational. We have good clarityon the programmes and activities that are planned for theshort to medium term, but the long term is less clear. It is our

collective job to bring definition to this part of our vision,using our professional knowledge and imagination toidentify and shape the capabilities that will be required to2025 and beyond. This Strategy provides the framework forthis work and should be used by personnel to guide theircurrent and future thinking. Implementation of the Strategywill be delivered through the Royal Air Force DevelopmentPlan. These two documents provide - for the first time -a coherent mechanism for delivering the agile, adaptableand capable Air Force required as part of the UKs overallDefence capability. In achieving this we will produce anAir Force that is proud of its heritage, forward-lookingin tackling the challenges of the future, affordable andoperationally relevant across the spectrum of military

activity - from high intensity warfighting to humanitarianrelief operations.

Over the last 3 years the Royal Air Force has undergonesignificant change. We have made excellent progresstowards generating a capable and affordable force

structure, which is able to cope with the unpredictable andcomplex security environment that exists today, and is likelyto exist in the future. I believe that we now have a balancedAir Force, which is structured and orientated towardsexpeditionary operations. I intend, therefore, to build onthe firm foundations set by my predecessors, consolidating

where appropriate, whilst still ensuring that we aresufficiently agile to adapt to emerging threats, and theopportunities offered by new concepts and technologies.Our objective in all this is to provide rapid, precise effectsacross the full spectrum of operations, from high intensitywarfighting to humanitarian relief operations.

Agility is at the heart of our operational capability. But wealso need to be sufficiently adaptable to keep pace withchanges in the security environment, and our equipmentneeds to have the embedded flexibility to be capable ofmeeting new demands. As a consequence, single roleplatforms will, I believe, become increasingly somethingof the past; multi-role must be the way forward. We mustalso make sure that we have the right people to supportthe frontline and ensure that they are just as agile andadaptable as our equipment.

In terms of priorities, I see support to operations at the topof the list. Air Power has repeatedly demonstrated theessential part it has to play in delivering success onoperations, and we see this everyday in Iraq andAfghanistan. Secondly, I want to maintain and develop thecoherence of our force structure, especially in the areas ofCommand 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 developour unmanned air vehicle capability and exploit the potentialbenefits of linking platforms and sensors together in aneffective network. The Internet has brought enormouschanges to our day-to-day lives, and networking in themilitary environment will bring similar revolutionarychanges to the way we operate, the tempo of operations andthe effects we can deliver. My intent over the coming years isto ensure that we exploit emerging capabilities and developour current capabilities so that we remain a world-class AirForce and the partner of choice for the United States Air Force.

At the same time, however, we must be realistic about theconstrained resource climate in which we operate today,

and are likely to face in the future. Headquarters need to besmaller and more agile, and we need to streamline our

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

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ROYAL AIR FORCE

STRATEGY


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The Royal Air Force exists to conductmilitary operations on behalf ofthe Nation including, if necessary,

going to war. It is that function whichdistinguishes the Services from otherprofessions, since the consequences ofsucceeding or failing are profound, bothto the Nation and to the individual. Inthat sense our task is both unparalleled in

civilian life, and the risks and difficultiesassociated with carrying out that task areunique. The success of the Royal Air Forcein any military endeavour is dependentupon the willingness of its uniformedcadre to fight and support the fight; thisis what defines the moral componentof air power, and the effectiveness ofthis component, in turn, relies on strongleadership, unwavering commitment and ashared set of core values. Those corevalues of Respect, Integrity, Service andExcellence evident in the behaviour ofour forebears remain just as relevant in

todays modern Royal Air Force.

Establishing and maintaining control of theair has always been a complex undertaking,and it is perhaps the critical enabler foralmost all other military activity. Forairmen, control of the air enables them toexploit the third dimension where, freeof the constraints on surface movement,aircraft can employ the qualities of speed,reach, lift, mobility and flexibility to deliverprecise and timely effects across the battle-field and deep into the enemys heartland.At the other end of the spectrum, these

same qualities enable air power to supporthumanitarian operations. To complete thistask is no light undertaking and repre-sents a true and enduring test of our moralcourage. To be successful in its applicationdemands a certain mindset - and onewhich harnesses an innovative and adapt-able nature which is unconstrained byprocess - and an ethos which codifies thebehaviour of our people; and is bestcaptured as follows:

the distinctive character, spirit and attitudewhich together inspire our people to facethe challenge, and, on occasion, danger. It

is underpinned by tradition, esprit de corpsand a sense of belonging. It encompassesthe will to contribute to the delivery ofeffective air power that arises fromconfidence in the chain of command, trustin colleagues and equipment, respect andindividuality, sustainment of highprofessional standards and the courage tosubordinate personal needs for thegreater good.

The expeditionary and effects-based natureof future operations sees us working evercloser with our sister Services, particularlyin the land environment, and our historycontains many valuable lessons drawn fromthe experience of our forebears. There canbe no better example than the experiencegained during the Western Desert campaignof 1940-43, which provided the essentialbackdrop for the development of Britishair/land cooperation. The step changethat occurred during this time resulted

from the combined efforts of ACMSir Arthur Tedder and AM Sir ArthurConingham who established bettercommunication, properly trained staffs,collocated headquarters and jointprocedures to the point whereMontgomery was later to write: thegreatest asset of air power is its flexibility,and this enables it to be switched quicklyfrom one objective to another. So long asthis can be realized, then the whole weightof the available air power can be used inselected areas in turn; this concentrated useof air striking force is a battle winning factor

of the first importance. It follows that thecontrol of the available air power must becentralized, and command must beexercised through Royal Air Force channels.Nothing could be more fatal to successfulresults than to dissipate the air resourcesinto small packets placed under commandof army formation commanders, with each

packetworking its own plan1.

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THE SPIRIT AND CHARACTEROF

THE ROYAL AIR FORCE

1 Bernard L. Montgomery, High Command in War (Tripoli, Libya:Mediterranean Expeditionary Force, 1943) 2.

The UKs Joint capability is built on strongsingle-service pillars, the strength ofwhich is grounded in our ethos,heritage, professional expertise and unityof purpose.


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Defend the UK and its interests.

Strengthen international peaceand stability.

Be a Force for good in the world.

Strategic ContextThe future is always uncertain and the furtherahead we try to look, the more uncertain itappears. The greatest risk to the security of theUK is perhaps that the strategic environmentwill change faster than the UK can adapt to thechange. It is unlikely that our national survivalwill be challenged in the next 20 years; however,

religious, political and economic instability is likelyto continue and may impinge on UK strategicinterests and alliances. International terrorismposes a real and continuing threat to both ourown security and regional stability. Similarly,the proliferation of technologies and capabilitiesassociated with Weapons of Mass Destruction hasa seriously destabilising effect beyond the threat ofweapon use. These factors, together with problemssuch as climate change, population growth andcompetition for limited natural resources, especiallywater and energy supplies will contribute toregional instability. The situation will be made

worse by weak and failing states, which are unableto maintain security within their borders.

The now smaller but more capable military mustcontribute to preserving security and stabilityin an environment characterised by diverse andnon-conventional challenges. It must do so withprecision in a political and social climate thathas a low tolerance for bloodshed and collateraldamage. Achieving this is fundamental tomaintaining public support and is closely tied tothe need to operate within an increasingly complexlegal framework. Efficiency can, in part, beaccomplished through exploiting rapid advances

in technology, but equal attention must be givento developing the ability to deliver an Effects-Based Approach to Operations as the militarycontribution within the Comprehensive Approachthat coherently applies diplomatic, economic andmilitary power in pursuit of policy objectives.

Military operations are likely to become morediverse requiring rapid response to a rangeof circumstances, potentially over strategicdistances. Essentially expeditionary in nature,they will be Joint, most probably conductedas part of an alliance or coalition and in thecase of large-scale operations will be US-led.Furthermore, the military will have to work

closely with other government departments andnon-government organizations as part of theComprehensive Approach. As a key contributorto operational capability and success on joint andcombined operations, the UK will retain and refineits ability to lead non-US led coalitions, drawingespecially on its proven command and planningability, and broad range of capabilities. The natureof the challenges will most likely require militaryoperations to be concurrent, and often prolonged,as part of a Comprehensive Approach. They will beconducted in an ambiguous, non-linear and complexbattlespace against an asymmetric threat wheredistinguishing between adversaries, belligerentsand non-combatants is extremely difficult. Thesefactors mean that there will be increasing andrelentless emphasis on achieving the correct effectat the right moment. This will draw heavily on theneed to exploit the opportunities offered by networkenabled capability. Additionally, fused ISTAR, sharedsituational awareness, changes to organizations andprocesses, and enhanced quality and timeliness ofdecision-making are all essential if we are to operate

successfully and effectively in the future environmentin delivering the UK Defence Vision.

2The UK Defence Vision

We achieve this aim by working together on ourcore task to produce battle-winning people andequipment that are:

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Fit for the challenge of today.

Ready for the tasks of tomorrow.

Capable of building for the future.

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


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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 theUK Defence Mission

Our ability to react in anappropriate time scale to newchallenges and to seize newopportunities.

Having the right equipment and doctrine,together with sufficient, motivated andcapable people to deliver precise campaigneffects successfully, at range, in time.

Our ability to create rapid effectacross the full spectrum of operationsin a range of environments andcircumstances.

The Royal Air Force VisionThe 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 tocontribute 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 enablethem to leverage the potential of technology to achieve our vision of:

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This demands that the Royal Air Force should:

Generate air power (comprising equipment and trained personnel,at readiness) to achieve precise campaign effects across thespectrum of conflict whenever and wherever they are required.

Develop air power to face the challenges of the future, providinga decisive contribution to the security of the UK and supportingher role as a force for good.

Be modern and flexible, and proud of its heritage.

Foster professionalism and team spirit founded on goodleadership, commitment and self-discipline.

Offer opportunity to all, a rewarding and enjoyable careerand skills for life.


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The Chief of the Air StaffsStrategic Priorities

In order to deliver the Royal Air Force Vision we must develop our speed and accuracyin 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 next5-10 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 flying and ground training system and improve through-life education and

training to produce well-motivated, highly trained, agile and adaptable warfighters

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 Airfield Review,

further exploiting the benefits 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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Future Air and SpaceOperational Concept inPractice

The Next Iteration of Modern

Air Power

This short essay provides a glimpse ofhow air power might contribute to jointoperations as we head towards thebeacon of the Future Air and SpaceOperational Concept.

The strategic context within whichthe military must operate presents anumber of challenges. Not least ofthese is the global uncertainty drivenby social, economic and environmentalpressures within many regions that

contribute to religious, political andeconomic instability. Consequently,crises will continue to occur rapidly, andpotentially unexpectedly, resulting inmilitary operations being conducted inan ambiguous, non-linear and complexbattlespace against increasingly morediverse threats.

Since its formation, the Royal AirForce has made a vital contribution toDefence, delivering decisive air powercapability to the Joint Force. During

future operations, control of the airwill remain a critical enabler withoutwhich freedom of movement for allcomponents and operational success isfatally compromised. As the custodians ofthe air environment, the Royal Air Forcemust nurture a powerful and decisivecapability to establish and maintain controlof the air against threats from the surface,the air, and potentially from, or through,space. Fundamental to this is the needto understand and harness emergingtechnologies along with an appreciationthat adaptability, and therefore success,

depends almost entirely upon the peopleof the Royal Air Force.

Control of the air allows air power toexploit the capability for overwatch,which contributes to rapid creation of anaccurate picture fundamental to timelyand effective strategic and operationaldecision making. This picture is created as

a result of deploying a range of airborneISTAR assets and by drawing on otherspace-based capabilities which combineto create persistent wide area sensing andcommunications relay functions projectedfrom long range. The result is the abilityto cue detailed observation and pinpointtargets of interest using advanced sensortechniques including optical, radar, bioand chemical tracking, and enable rapidexchange of related data. Together, ISTARand responsive command and controlassets enable the creation of a network ofdecision-makers and commanders who,

with shared situational awareness, startto shape the environment as part of theComprehensive Approach.

Under the umbrella of control of theair, air power plays a key role in swiftlydelivering Early Entry Forces to theatrethrough strategic lift. It then sustainsthem and provides mobility with fixed-wing and rotary tactical lift until slowerbut heavier assets arrive. Air powercontributes to protection for the deployedforce throughout the operation. It does

so by maintaining control of the air,and by striking against specific threats,enabling the footprint of deployed forcesto be minimized which reduces bothpolitical and logistics risks, and ensuresthat mobility can be optimized. A robust

AGILE

ADAPTABLE

CAPABLE


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sAir Command and Control

s Integrated Air Operations

s Counter-Air Operations(Control of the air)

s Rapid Global Mobility

s Air Operations for Strategic Effect

s ISTAR

Together, these CASPR inform air power concept, force and capability development.

Core Air and SpacePower Roles

The Future Air and Space OperationalConcept (FASOC) describes how theUKs air and space power capabilitywill operate out to 2020 3. The FASOCvision of agile air power encapsulates 6enduring core air and space power roles(CASPR):

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

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air-minded force protection capability, plusflexible and responsive logistics support,maintains air powers capability to optimizethe Joint Force advantage in prosecutingits mission. Fully integrated across allenvironments, air power simultaneouslydelivers timely and precise effects,

leveraging technical superiority, speedand precision to deliver an asymmetricresponse that paralyses the opponent. Fordeep targets, air power continues to employconventional manned aircraft in the AirPower for Strategic Effect role. In addition,low-observable, unmanned combat airvehicles may enter the force mix for certaintypes of task. In all circumstances, air poweremploys speed, timeliness, high precision

and scalable weapon effects from directedenergy through to conventional highexplosives alongside non-kinetic meansto minimize collateral damage, anddeliver mission success.

The air power contribution to future

operations is underpinned by a robust,networked air command and controlsystem, populated by air-minded officers,that is resilient to cyber attack, counter-ISTAR information and conventionalattack. The responsive Command andControl system provided by air powerthat combines man-in-the-loop analysis,with machine-to-machine interfacing,automated target recognition and artificialintelligence enables air and surfacecomponent commanders to operate asone. Operational headquarters haveadjusted their structures, composition andprocedures to exploit the opportunitiesprovided by the network to tackle fleetingtargets within an ambiguous battlespace.Similarly, the networking and the fullintegration of the joint headquartersassures access to air power through aflexible, adaptable and more responsiveAir Tasking Order mechanism that enablesprecise synchronization with the othercomponents.

Overall, air powers central task ofestablishing and maintaining control

of the air remains the critical enablingumbrella under which all other operationalactivity takes place. Air power bringslift, especially for Early Entry Forces, itmaintains mobility, delivers strike and,critically, provides many of the sensorsand the network that fuses therevolutionary and highly responsiveCommand and Control system together,enabling the timely and preciseEffectsBased Approach to Operations.


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Challenges. As the Royal Air Force becomes leaner, it must become more agile to cope with the globaluncertainty resulting from an ambiguous, complex and unpredictable security environment. We mustrecruit 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, supportingpeacetime organization and processes to deliver swift, accurate decision making, with the minimum ofbureaucracy to meet the fast-changing needs of a leaner and more flexible air force.

Royal Air ForceStrategic Themes

Drawing on the conceptual work of theFASOC together with the direction laid

down in Chief of the Air Staffs strategicpriorities, a number of strategic themeshave been chosen that reflect where theService must concentrate its development.Each theme will contain a number ofdevelopmental objectives out to the 2025timeline and, viewed as a whole, willcomprise the Royal Air Force DevelopmentPlan that seeks to build on the firm baseof the Royal Air Force today, and ensureits continuing relevance into the future.Further details about he Royal Air ForceDevelopment Plan can be found at the Annexto this document.

Agility

Definition. Agility lies at the heart ofthe Royal Air Forces future capability.Agility is a quality that we must embraceif we are to remain a capable force in anincreasingly uncertain world. Agilitycomprises responsiveness, adaptability,

flexibility, robustness and interoperability.Our people, who adapt the use of ourstructures, processes and equipment invaried, innovative and responsive ways,create our corporate agility. This enablesus to maximize our efficiency in dealingwith the expected, and to react swiftly andeffectively to deal with the unexpected;agility must be nurtured and expanded.

Vision. To embrace the concept of agilitythat will be necessary to enable theRoyal Air Force to be more strategically,operationally and tactically effective

and efficient across the breadth of itsactivities.

StrategicThemes

Global Engagement

Effects

Agility

Decision Superiority

Rapid Global Mobility

Integrated Operations

Space

Technology Exploitation

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Effects

Definition. Effects are ultimately what we set out to

achieve; they are the outcomes of our actions, and canbe the ends and our purpose. Effects are the physicalor cognitive consequences of one or more military ornon-military actions, at any level within the operatingenvironment.

Vision. To be able to create the full range of desiredeffects across the operating space, at the right time,and with the minimum collateral damage andundesired consequences.

Challenges. Where needed to be a force for good in the world, the Royal Air Force must use its speed andreach 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 ofhumanitarian 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 upby 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. Thisbalanced force requires individual and corporate agility underpinned by specific, immediate preparation fortasks and missions. Maintaining forces at Very High Readiness is demanding, but is fundamental to the swiftcontribution air power makes to Defence. We must train appropriately, both individually and collectively, tomaintain this advantage.

Decision Superiority

Definition. 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 andCombined Interoperability; shared situational awareness; and the timely exploitation of assured andrelevant 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-centricoperations since the invention of radio and radar. Our focus has always been responsiveness and speedof 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 accuratedecision-making, for all environments. In achieving this we must avoid linear processes and risk aversionwhich delay decision making. We must better balance the desire to minimize risk in decision making withthe need for speed. Additionally, we must empower decision making at the lowest appropriate level toachieve the necessary degree of agility (Mission Command). Since we are becoming increasingly relianton networks and high fidelity information to conduct Effects Based Operations, we must develop robustcounter-ISTAR and network protection measures.


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Integrated Operations

Definition. Almost all Royal Air Force activity is integratedwith other organizations and levers of power be they otherServices, Other Government Departments, civilian and industrialorganizations (including Non Governmental Organizations) orcoalition partners. The theme Integrated Operations highlights

the importance of effective integration and co-operation betweenthe Royal Air Force and non-Royal Air Force organizations. Thismay be at the joint, multi-agency or multi-national level.

Vision. To integrate air power effectively in joint andcombined military, and civil-military operations consistentwith the requirements of the Comprehensive Approach andthe Effects-Based Approach to operations.

Challenges. Inherently responsive, with speed, reach and firepower, air power willoften be the first choice to react to crises whether a hard or soft effect is required. Shortresponse times dictate that contingency planning and integration are activities that mustbe maintained between and prior to operations. This has particular application withthe other Services, especially the Land Component, Other Government Departments,and prospective coalition partners, and places a significant demand on our resources.Developing interoperability requires trained and skilled personnel who can advocatethe use of air convincingly, and help identify opportunities for integration. Building onthis, we must exploit training opportunities to maximize cross component capabilities inorder to support mutual understanding and build trust. We must adapt our processes andstructures and secure the resources to introduce equipment and command informationsystems that will support efficient and pragmatic integration. This will enhance sharedsituational awareness and enable timely and effective decision making, which is essentialto mission success. Tackling these challenges is particularly important at the key Air/Landinterface, where the majority of the Royal Air Forces activity takes place.

The Development, Concepts and Doctrine Centre currently has the lead on the EffectsBased Approach to operations, and the Permanent Joint Headquarters leads on operationalplanning. 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 influence, other

agencies much better than at present. Furthermore, our well-trained personnel are ideallyplaced to interpret it, and to provide best advice on appropriate responses to commanders.

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Rapid Global Mobility

Definition. Rapid Global Mobility is achieved throughthe Royal Air Forces inherent responsiveness and reach,and our ability to project assets rapidly. Rapid promisesdisproportionate shock through unanticipated speed ofdelivery. Global recognizes the need to engage throughoutthe world as a force for good, but also in support of counterinsurgency and counter terrorism. Mobility recognizes theagile reach of air power, unhindered by physical boundarieswithin and between theatres.

Vision. To provide rapid strategic projection, sustainmentand recovery of Defence capabilities.

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Challenges. In an uncertain world where events develop at incredible pace, there will always be a need for UKDefence 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 roleof Air Transportation provider, to one of an expeditious projector of very high readiness, mission-optimizedcapabilities for joint effect. The agile Air Force will be a critical enabler in supporting the emerging concepts suchas Medium Weight Capability, and the Early Entry Forces, including intra-theatre mobility through Tactical AirTransportation and Rotary Wing assets. Critical to its sustainment role will be a complementary and robust assettracking system. The C17 programme, coupled with the introduction of the A400M and the Future Strategic TankerAircraft, 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 responsivecounterpart to sea lift. Rapid Global Mobility has the potential to go beyond the early shaping of the battle-spaceby acting in the cognitive domain on an adversarys will, securing influence and possibly deterrence.

Technological Exploitation

Definition. Technological exploitation is key to addressing our futurecapability needs. Our equipment must be adaptable if it is to be usedresponsively and innovatively by agile people for the foreseen and unforeseentasks of the future. This is not about focusing on seductive technologyfor its own sake; it is about innovation, experimentation and harnessingemerging and affordable commercial technological opportunities for militaryapplication to achieve more effective air and space power objectives.

Vision. To explore the cutting edge of scientific and technical advances,so that we are able to field interoperable, agile, battle-winning air forcescapable 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 wewill become over-dependent on the very technology that gives us our edge. Our reliance on technologies such asGlobal 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 oursystems, and in our countermeasures. Technological experimentation offers an opportunity to identify innovativesolutions to the delivery of future capabilities. However, if experimentation is to have any value, we need anacquisition system that has the flexibility to include innovation into new programmes, and the agility to harnesstechnological 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 aredelivered with the potential for future growth, if we are to have an agile and adaptable air force.


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Space

Definition. In the context of this theme, space is defined asthose capabilities that are delivered from or through space-based 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 effectivenessacross Defence4.

Global Engagement

Definition. Global engagement is about building trust andunderstanding with others in order to gain influence and assure

future access.

Vision. To influence others across the globe through relationships

built upon trust, understanding and friendship in order to

promote peace and stability, through interoperability and accessin 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 thisstrength in the Royal Air Force and use our ability to grasp nuances and adapt quickly to operate with awide diversity of cultures with a view to gaining the confidence and respect of international partners. Ourfocus must be first in educating carefully-selected people to gain an instinctive understanding of globalengagement, and secondly in developing them to be culturally sensitive to ensure that they contributepositively in influencing 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 personalitiesof key individuals and the cultures of adversaries and allies. We must take great care to develop long-lasting relationships, built on understanding and mutual respect, that will support cooperation in facing the

challenges of the future. Successful global engagement will take time.

4 The Defence Vision for space is to have sufficient assured access to space-basedcapability to maximize and sustain military effectiveness across Defence.

Challenges. Key strengths of space-based capabilities are global presence and an ability to offer wide-areasurveillance and communications coverage without political sensitivities or over-flight restrictions. While theRoyal Air Force has much space expertise, Defence is only just beginning to address the education, processesand structures necessary to understand, maximize and develop the potential benefits of space capability. Ourreliance 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. Wemust ensure that threats to our space capability are identified, understood and either neutralized or mitigated.Fundamental to this is building on our existing space situational awareness and then delivering a RecognizedSpace Picture for Defence. The UKs data exploitation and missile warning capabilities cement our close linkswith US space-based capabilities; this linkage should not be underestimated. UK industry leads the world in thedevelopment, launch and operation of cost-effective, very capable and small satellites. Harnessing such world-leading capability with the Royal Air Forces space expertise could significantly enhance delivery of the DefenceMission and the UKs ability to influence allies, partners and adversaries.


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Building on Success

The next 5 years represent a continuingperiod of fundamental yet exciting changefor the Royal Air Force as we adapt the waywe are organized, both in the UK and onoperations, introduce improved trainingand personnel policies, and receive intoservice state-of-the-art equipment.Collectively, these advancements willunderpin our position as a leading capableair force, and bring us closer to the Chiefof the Air Staffs vision of an agile air force

that is seen as relevant to the Nation, witha secured place in future Combined andJoint operations. Furthermore, over thenext 20 years we will continue to build onan outstanding track record of success onoperations and exercises.

Equipment and Weapons

sTyphoon. High technologyenhancement will characterize ourequipment development, headlined byTyphoon as the mainstay of our air defence

capability. A highly agile fighter with aformidable air-to-air weapons suite,Typhoon will confer the UK with asignificant advantage over any likelyadversary in achieving control of the air.The follow-on programme to equip theTyphoon with a powerful air-to-groundcapability will complete the performancesuite, making Typhoon an outstandingmulti-role aircraft.

sAir Transport. Significantly, our abilityto deploy rapidly and support expedition-ary operations will be underpinned by the

introduction of A400M, and an aspirationto acquire a fifth C17.

sProjection. Looking further ahead,our ability to project air power will begreatly enhanced through the advent ofJoint Combat Aircraft and Future StrategicTanker Aircraft.

s ISTAR. The Royal Air Force willimprove its contribution to the ISTAR rolethrough a number of new capabilities. Theintroduction of Sentinel and its AirborneStand-off Radar will provide a long-range,

target-imaging and tracking radar for theAir and Land Components, and will havesurveillance applications in peacetime,wartime and crisis operations.The Nimrod MRA4 will replace the MR2,but will provide increased capabilities insupport of Defence and Other GovernmentDepartments. As we progress toachieving a Network Enabled Capability,ISTAR assets will fulfil a significant role inthe prosecution of time sensitive targets.

s Brimstone. The introduction of

Brimstone into service will provide theRoyal Air Force with a significantimprovement in anti-armour capability.A fully autonomous fire-and-forget anti-armour weapon, Brimstone will be effectiveagainst all known and projectedarmoured threats.

s Stormshadow. The Royal Air Forcesrequirement for a long-range, stand-off,precision-guided, air-to-ground missileis provided through the introduction ofStormshadow. Carrying a powerfulconventional warhead, the missile is

able to destroy hardened targets withgreat accuracy.

Transforming the Royal Air Force

13


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we will continue to focuson our core values of Respect,Integrity, Service and

Excellence

14

Basing and Organization

s TRENCHARD. Project TRENCHARD willdeliver an agile air force characterized by strengthin air power capability, flexibility, interoperabilityand agility, with the emphasis on expeditionaryemployment. It will be a slimmer, yet more

effective air force, located at approximately 20core sites, including 6 fast jet bases, a singlelocation for 2 command headquarters, and fewersmall units than today. Royal Air Force runningcosts will be minimized through rationalizationof the Royal Air Force estate, further exploitingthe benefits of the Defence Logistics Transforma-tion Process, building a strong relationship withindustry, and leaning processes across everystrand of the Royal Air Force activity.

s Concept and Doctrine. As we improve ourinteroperability, we will simultaneously adjustour processes and structures, especially those that

act at the environmental boundaries to ensurewe optimize the effectiveness of Joint capabilities.The resultant growth in cross componentunderstanding and trust will enable us toexamine critically how we work. We mustremain receptive to new ideas and concepts anddevelop mechanisms to bring promising ideasrapidly into service.

Without the right people ...we cannot deliver an agile,

adaptable and capable airforce

s Joint Organization. A significant percentageof our people will be making a key contributionfrom within Joint organizations. Therefore, whilstwe adjust our own processes and structuresthey must remain consistent with the requirementto operate with the other Services, othergovernment departments and allies. This willbe particularly true in ensuring the Jointoperational headquarters have the necessary levelof interoperability.

s Station Structures. The re-configuration ofour stations will confer maximum flexibility tothe provision of combat ready forces and aircraftfor deployed operations. Of note, MainOperating Bases will have greater responsibilityfor the generation and management of their ownaircraft fleets, including close links with industrywhere appropriate.

s Expeditionary Air Groups and Wings. Theintroduction of Expeditionary Air Groups andExpeditionary Air Wings will achieve 2 aims:Firstly, to identify deployable elements that

would be recognized by both politicians and

the other Services. Secondly, to help establish asense of belonging and esprit de corps amongstformed and non-formed units. It is intended thatthe personnel in an Expeditionary Air Wing willtrain together each year, so that they will be ableto deploy as a cohesive element when required.Expeditionary Air Wings will be established atnine Main Operating Bases and will include ForceElements, personnel from non-formed units andCombat Service Support Units. Additionally,Air Component Headquarters Al Udeid will benominated as an Expeditionary Air Group, andExpeditionary Air Wing identities will beassigned to our current Joint Operating Basesat Al Udeid, Basrah, Seeb and Kandahar.


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15

we intend to give ourpeople the greatest possiblemeasure of stability andpersonal choice in their livesaway from work

Personnel and Lifestyle

The provision of sufficient high quality equipmentis the bedrock of any modern air force, but so tooare the people that operate this equipment. Withoutsufficient, capable and motivated people we cannotdeliver an agile, adaptable and capable air force.

Delivering the agenda for Royal Air Force personnelinto the future will seek a balance between:

sPersonal Flexibility versus OperationalAssurance

sFamily Stability versus Operational Mobility

s Individual Development versus OperationalEffect

s Personal Flexibility. In an increasinglycompetitive recruiting environment, improved

return of service in key areas will become the criticalfactor in achieving and maintaining manning levels.To achieve the return of service we need, we willseek more flexible terms and conditions of service.These will be aimed at balancing the needs of theindividual with those of the Service at critical pointsin their life, potentially through a seamless abilityto move between regular and reserve service. Wewill seek greater freedom to use financial incentives,where justified, bringing much required agility andresponsiveness to our personnel policies.

s Family Stability. Continuing with the theme ofchoice, we will take advantage of our reduced

basing footprint by seeking increasedopportunities for geographical stability. We mustrecognize, however, that there will be periods ofpersonal turbulence for some, both in the bed-downperiod as we move into new structures, and in thelonger term in the interests of career developmentand overriding manning requirement. However, inan era where operations away from home base mustbe seen as the norm, we intend to give our peoplethe greatest possible measure of stability andpersonal choice in their lives away from work.

s Individual Development. Revised branch andtrade structures will be critical in ensuringthat we meet the challenges and exploit theopportunities created by advances in technology,

as well as equipping our people to fill key postsacross Defence. Training will be critical in boththese areas and in all of our endeavours. Herewe will be seeking to develop and harness thepotential of everyone in the Service throughmore joined-up and progressive individualtraining and education. In this context, and in

order to maintain the highest levels ofpreparedness amongst our personnel, we willneed to continue the evolution of the ForceDevelopment concept; formalizing its structureand ensuring that the initiatives reach all RoyalAir Force personnel wherever they serve.Following on from the introduction of improvedinitial training, we shall be developing acomprehensive system of through life trainingfor all of our people. In making theseimprovements, we aim, in parallel, to providemore coordinated external accreditation of alltraining, ensuring that our people have access tohigh-level civilian qualifications.

Underpinning the concepts of personalflexibility, family stability and individualdevelopment requires work in a numberof areas:

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

housing options. We will continue to seekimprovement in our family and singleaccommodation through Defence Estates andthe SLAM programme. At the same time, welook to introduce measures enabling those thatwish to do so, to enter the housing market.Additionally, we wish to take advantage of othercentral government initiatives in the form ofkey worker status, and by working more closelywith Housing Associations. Accommodationpatterns are likely to continue to evolve in thefuture, and we will need to review and updateour community support structures. This will

ensure that when service personnel deploy, their


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16

families continue to receive the support theydeserve. Equally, on stations, the introductionof Pay-As-You-Dine provides an opportunity tochange the way in which we deliver a range ofservices, whilst preserving our shared ethos andreflecting modern leisure patterns and thedesire for choice.

s Health, Fitness and Medical Care.The demands of deployed operations, often inaustere conditions, requires healthy and physi-cally robust people at all levels. Maintainingoptimum health and physical fitness must beseen as core business for the individual and forthe chain of command in sustaining a fightingforce. We will ensure that all are involved inhealth promotion, and that a lifestyle that deliv-ers optimum health and physical fitness is avail-able in all environments in which we live andoperate. In support of the healthy force, highquality medical care, particularly on operations,

has been sustained despite manning challenges,and remains the highest priority for our medicalstaffs. Similarly, at the home base we must workto deliver coherent end-to-end processes forhealth and healthcare, from health promotion,through attendance at the Station Medical Cen-tre, referral for investigation and treatment, torapid return to operational fitness. We must allwork to sustain a healthy force that is fit to fight.

s Joint Training and Ethos. We will developan end-to-end approach to training. Trainingwill be delivered in 3 seamless phases. Within asingle Service environment we will inculcate ourethos, standards and a warrior spirit. Next, ourspecialist skills in concert with the RN, Armyand civilian partners through the DTR and MFTSinitiatives; through these we will provide amodem training estate and innovativetraining solutions. Subsequently, we will trainand educate our people throughout theirservice, shaping this through the Review ofOfficer and Airman Development. Our ForceDevelopment training will provide the bedrock

of our leadership and warfighting skills.

Medical provision onoperations remains thehighest priority ... but wemust work toward deliveringcomprehensive End-to-Endmedical care at home base

Quality training marks thedifference between successand failure


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5 5

5

RAF Basing by 2015

175 Possible second JCA base6 Subject to the Defence Training Review implementation

5

66


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20072006


Roll out

JPA

.The People Campaign Plan willhave developed a more forward-looking Personnel Strategy to meetthe needs of our people whileachieving the required operationaloutput.

.In recognition of the importancepersonal fitness plays in operationaleffectiveness, there will be moreopportunities to improve fitness andquicker treatment when required (foroperational and business reasons).

.Through life training will improvethe ability of people to carry out theirprimary role while arming them withrecognized qualifications.

.The Armed Forces Bill willestablish a single system of Servicelaw. This will create a fairer andmore efficient system of discipline inan environment where the RN, theArmy and the RAF increasingly trainand operate together.

.Career management processes willbe reviewed in light of the MCSGStudy with a view to enablingemploying agencies and individualsto participate more effectively intheir career management.

.JPA will have been implemented.It will be simpler and quicker forindividuals to submit claims and leaverequests, etc. Admin staff will then beable to concentrate on specialist taskssuch as supporting the preparation of

personnel for deployment.

.RAF manpower will be at the requiredlevel by 2008. Manpower numbers willbe regulated more pro-actively than hasbeen evident in the past. The result willbe less uncertainty about the future forindividuals, allowing them to plan aheadwith greater confidence.

.SLAM will have provided 2200 en-suite rooms. Although the project willstill be ongoing, improvements offered

will already be benefiting many singlepersonnel.

.Increased stability for many, may meanmore families wish to enter the housingmarket. Initiatives such as assistedhouse purchase and the earlier eligibilityto claim LSAP (after just 4 years service)should help.

.Introductionand extensionof SeparatedService RecordingSystems willenable us to

understand betterthe personnelimpact ofoperations.

.Communitysupport will havebeen reviewedand optimizedfor expeditionaryoperations.

CompleteManpowerCapability &Structures Group Study(MCSG)

UK MFTS

ISP

AF PensionScheme 05

Armed Forces Billbefore Parliament

CompleteReview ofOfficer and AirmanDevelopment (ROAD)

New InitialOfficer Training(initial course graduatingJul 06)

Defence Training

Review Partnership

18

Project SLAM

2200 Beds

CommunitySupport Review


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202020122008 2009

Our aspiration is to:

.Provide Service personneland their families with a mixedeconomy of living accommodation both high quality publicly fundedhousing and attractive alternatives.

.Target limited funds for maximumeffect to provide community support,recreation facilities and sporting/expedition activities.

.Introduce a reward package thatrecognizes the value and needs ofour personnel.

.Introduce more flexible Termsof Service allowing for variablecommitment according to personalcircumstances.

.Develop an acceptance of the needfor diversity and respect at all levelswithin the Service, and a work placefree from harassment.

.Develop an air force of warfighters, physically and mentallyprepared for operations.

.Develop a professional andintegrated Reserve cadre thatis appropriately structured andtrained to deliver useable andrelevant capabilities.

.Ensure all RAF personnelunderstand the key contributionair power brings to Defence andrecognize that the RAF is the

specialist in the air environment.

.Improve personnel developmentso that everyone can achieve theirmaximum potential.

.Educate personnel to make timelydecisions, taking an appropriate

level of risk when necessary.

.Ensure manpower managementharmonizes individual and

Service needs.

.Enhance the career managementstrategy for Other Ranks.

.Due to the reduced number of stations and the consequentrequirement for fewer quarters, funding for improvements toService Families Accommodation will have been focused onthose locations where it is most required. Service families willsee the benefits in significantly improved accommodation.

.Project SLAM will be complete. Modern single livingaccommodation will be available on all stations. Theimprovements delivered by SLAM will be a clear example of themodernization evident across the Service and the importance theRAF 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 drivingthe changes to the RAF throughout the preceding years willhave been creating choice and opportunity: family stability/operational mobility, personal flexibility/operational assurance,and individual development/operational effect.

.Following the ROAD study, deliver a coherent through-lifeindividual training system.Deliver a mixed economy of housing options, enablinggreater choice for individuals between public and privateaccommodation according to their needs.

.Deliver the Managed Military Health System to enable healthylifestyles, get patients fitter faster and maximize the number ofpeople fit for task.

.PAYD will have been implemented across the Royal Air Force;personnel will have more choice and improved dining andleisure facilities will be available on stations.

Project SLAM

additional

2000 beds

PAYD

Implemented

RAF Manpower

41,000

Armed Forces

Act Implemented

PMA moves toHigh Wycombe

19

UK MFTS

FSP


Revised Terms

of Conditions andService Package

Deliver IntegratedIndividual Training

System

Defence Living

AccommodationStrategy

Deliver the RAFelement of the ManagedMilitary Health System


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.Improved effectiveness andefficiency will be deliveredthrough collocation andrationalization of CommandHQs.

.Nos 1, 2 and 3 groups havereconfigured into 2 groups: 1Gp (Air Combat) and 2 Gp (AirSupport).

.Some HQ staff and functionshave moved to key stations inorder to optimize structures andimprove output.

.RAF stations will bereconfigured in peacetime toensure maximum flexibility and

to enhance the ability of stationsto generate force elements foroperations.

.The creation of hubs forA4, A6, FP and ISTAR willcreate economies of scale andwill provide opportunitiesto develop operationaleffectiveness through SectorLevel Training.

.Expeditionary Air Groups andExpeditionary Air Wings havebeen established both in the UKand on operations overseas insupport of the transformation of

the RAF to become a more agileand expeditionary air force. Thiswill achieve 3 main objectives:Firstly, to assist in developing anunderstanding across Defenceof our deployable capabilitiesand how they can be scaled tomeet operational requirements.Secondly, to give a greater senseof identity and cohesion to ourpeople on operations and, finally,to enhance our collective training.

.Estate rationalizationwill continue to beimplemented. Thiswill provide personneland their families with

greater opportunityfor stability withinthe UK. In addition, itwill enable optimumallocation and utilisationof resources across theRAF estate.

Collocated

Headquarters

FP Hub atHonington

A4 Hub atWittering

ISTAR Hub at

Waddington

A6 Hub at

Leeming

Coltishall

Closes

Reorganization

to 2 gps

20

20072006


23/32


.On the closure of RAF Lyneham, RAF Brize Nortonwill become the single site for RAF Air Transport aircraftand the single Airport of Embarkation. Rationalization,collocation of aircraft and their support will ensure thatthe RAF is able to provide relevant support to Defenceand thus optimize the UKs ability to deploy, sustain andrecover our forces worldwide.

7 NASOC - National Air and Space Operational Centre

NASOC

IOC

Lyneham

Closes

Boulmer

Closes

GR4overspillat Kinloss

Our aspiration is to:.Restructure the UK-basedRAF organization to achieveDefences requirement for arapidly deployable Air Powercapability.

.Ensure that RAF personnelare suitably empowered suchthat decision making can bemade at the lowest possiblelevel, thereby achieving agility(Mission Command).

.Ensure the RAF estate isoptimized to provide efficiencyin force development andoperational synergy.

.Deliver a NASOC to replaceNATO CAOC 9, therebycontributing to the continuedintegrity of the UK airspace;managing UK air assets; andcoordinating force developmenttraining. In addition, it will

provide an operational focusfor space.

.Introduce the organization,infrastructure and tools thatwill enable collaborativeplanning within a networkedenvironment to deliver agileCommand and Control.

JCA at

Lossiemouth

St Mawgan

Enclave

PMA Moves toHigh Wycombe

RAF Manpower41,000

21

7

Typhoon

Operational atLeuchars

202020122008 2009


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C17

.The MOD small satellitedemonstrator (TOPSAT) isvalidating the utility of widearea and persistent satellitecoverage.

.Stormshadow is an air-launched , long-range,stand-of, precision-guided,air-to-ground missile carryinga powerful conventionalwarhead. The missile is able todestroy hardened targets withgreat accuracy. Stormshadowwill be delivered from TornadoGR4 and Typhoon aircraft.

.Brimstone is a fullyautonomous fire-and-forget

anti-armour weapon effectiveagainst all known andcurrently projectedarmoured threats.

.RAPTOR (ReconnaissanceAirborne Pod for Tornado)provides the ability to transmitvia a real-time data linkimagery to image analystsat a ground station or can bedisplayed in the cockpitduring flight.

.The introduction of Sentineland its ASTOR (AirborneStand-off Radar) will providea long-range, battlefield-intelligence, target-imagingand tracking radar for the RAF

and the Army, and will havesurveillance applications inpeacetime, wartime andcrisis operations.

.In order to improve Defencesstrategic air lift capability, weaspire to introduce a fifth C17into service.

.Paveway IV will providethe RAF with an all weatherprecision bombing capabilityand is designed to minimizecollateral damage withoutcompromising operationalflexibility or effectiveness.

.3 Sqn has become theRAFs first operationalTyphoon sqn. TheTyphoon is a highlycapable air-to-air aircraftwith an austere air-

to-surface capability.Typhoon sqns, supportedby the Sentry, willprovide the UKs airdefence capability andwill be based at RAFConingsby andRAF Leuchars.

2006 2007 2008 2009

22

Small SatelliteDemonstrator

ASTORISD at

Waddington

Stormshadow

ISD Tor F3 OSDLeeming

RAPTORIOC

BrimstoneISD

Jaguar

OSD

JFH FOC at

Cottesmore

TyphoonOperational at

Coningsby

Paveway IV

ISD

ImprovedMissile

Warning

TyphoonOperational at

Leuchars

Intelligentcustomer for

UCAV



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A400M

MRA4at

Kinloss

PumaOSD

NATOACCS

IOC

2012 2015 2020

23

.The RAF will take delivery of 25 A400M which will be based atRAF Brize Norton. The A400M will replace 25 C130K aircraft butwill have approximately twice the cargo capacity of the C130.The additional capability provided by A400M will make animportant contribution towards our achievement ofRapid Global Mobility.

.FSTA (Future Strategic Tanker Aircraft) will replace the ageingVC10 and Tristar, and is expected to be based upon the A330-200.

.MRA4 will replace the MR2 and will be located at RAF Kinloss.The aircraft will perform SMT tasking, counter-drugs operations,support to Special Forces and Search and Rescue.

.NATO ACCS (Air Command and Control System) will replacethe UK Integrated Air Defence System and contribute towards theNATO Integrated Air Defence System.

.A spaced-based wide area surveillance capability is part of thedeveloping conceptual architecture contributing to deep andpersistent surveillance goals.

Our aspiration is to:

.Develop a robust networkenabled 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.

.Develop ISTAR andthe ability to manage

information.

.Develop our ability to fixfleeting targets and our speed

in delivering effects.

.Ensure we have the abilityto interoperate with the

other Services, multi-agency

and international coalition

partners.

.Exploit technology such thatour equipment contributesto achieving the vision of an

agile and adaptable air force.

.Evolve space-basedcapabilities to provide

persistent global coverage

free of political sensitivities

or overflight restrictions.

.Develop air powersability to support the rapid

projection, sustainment and

recovery of high readiness

forces wherever and

whenever required.

.Deliver an equipmentprogramme with

adaptability designed into

new acquisition, in order

to maximize operational

effectiveness.

.Develop the ability todeliver a full range of effects

across all levels of conflict.

C130J at

Brize Norton

FSTA AAR

MR2 OSDKinloss

JCA

Lossiemouth

GR9 OCU toCottesmore

Space based wide areaSurveillance

FSTA AT

GR9 OSD

Cottesmore

FOC for

lift elementof FutureRotorcraft Capability


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24

The Royal Air Force Strategy in the Defence Context

8 http://www.chots.mod.uk/jointwar/srcfls/ukjv.pdf9 http://www.chots.mod.uk/jointwar/srcfls/hloc.pdf

The diagram above shows the meansthrough which Defence and Royal AirForce Planning underpin the tasks carriedout by Headquarters Strike Commandand Headquarters Personnel and TrainingCommand. In terms of Defence Planning,wider strategic themes flow downthrough the Joint Vision8, Joint High LevelOperational Concept9 and Defence Strategic

Guidance and are fundamental to theMinistry of Defences short and

longer-term financial planning processes:the Short-Term Plan and the Equipment Plan.

To ensure that the Royal Air Force remainsrelevant, its planning is conducted withinthe context of Defence Planning. Based onthe Future Strategic Context and boundedwithin the constraints of Defence Resourcesand Plans, Royal Air Force planning

is contained within a number of airenvironment-specific documents:


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

Royal Air ForceStrategy

Royal Air Force Strategy draws on thestrategic context and articulates the visionfor the Royal Air Forces contributionto Defence. It looks out to 2025 andprovides more comprehensive guidanceon the developmental strategy for theRoyal Air Force and its personnel.

The Future Air andSpace OperationalConcept (FASOC)10

The FASOC and its supporting papersdescribe the highest level air operationalconcept for the UKs (Joint) air and space

environment. It describes the UKsconcept for air capability out to the 2020time-frame and brings together Air, Landand Maritime air capabilities, aspirationsand conceptual visions.

The Royal Air ForceManagement Plan

The Royal Air Force Management Plandetails the funded targets agreed bythe Defence Management Board duringthe Short Term Planning process, plusthe associated performance targets andreporting arrangements used by theAFBSC. Together with the Royal AirForce Balanced Scorecard and the RoyalAir Force Strategic Risk Register, theManagement Plan allows the AFBSCto review and manage Royal Air Forceperformance in delivering air power, andalso in achieving near-term DevelopmentPlan objectives.

The Royal Air Force Development Plan

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

25


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Royal Air Force StrategyReview.

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

Chief of the Air Staffs Forum.

The Chief of the Air Staffs Forumcomprises approximately 50 Royal AirForce personnel selected from acrossthe ranks and with a cross-section ofbackgrounds and experience. It meetstwice a year and provides an opportunityfor Royal Air Force personnel to beinvolved in the Royal Air Force Strategydevelopment process, to gain an insightinto the thought processes of the Royal AirForces most senior commanders and toexpress their own views and those of theircolleagues on the development of the

Royal Air Force.

Review and Communication

Royal Air Force Engagement Strategy.

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

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

26


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The Royal Air Force Development Plan Strategy to Task

Figure 2 Illustrative Objective

Coordination & ProgressMonitoring

Development Objectives will becoordinated by Sponsoring Officers,normally at 2* level as individuals,although some objectives may need tobe developed collectively, who will beresponsible to the Chief of the Air Staff andthe AFBSC for their delivery. SponsoringOfficers will direct and guide ObjectiveTask Groups comprising staff (acrossboundaries) who are collectively involved

in delivering the objectives. SponsoringOfficers will report progress annually tothe Air Force Board Standing Committee 2*Executive Group. The 2* Executive Groupwill consider overall progress against theDevelopment Plan, prioritizing and seekingAir Force Board Standing Committeedirection as necessary.

The Strategy Framework

Development of the Royal Air Force willbe coordinated within the frameworkdescribed by Royal Air Force Strategy.Together, the Chief of the Air Staffs Vision,and the FASOC that sets out the jointlyendorsed concept for air power, representthe ENDS or outcomes that are soughtby the Strategy. The Strategic Themes

represent the WAYS or paths that willensure actions are directed coherentlytowards the ENDS. The final pieces ofthe strategy framework are the MEANSto secure resources and execute plans.These will take the form of DevelopmentObjectives placed by time on each ofthe Strategic Themes. The relationshipbetween the 3 elements of the Royal AirForce strategy framework is illustrated inFigure 1.

Figure 1 - The Royal Air Force Strategy

Framework

Development Objectives

Development Objectives will describeoutcomes that are required along eachTheme. Collectively, the Objectives ona Theme will satisfy the Vision for thatTheme. Each Objective will be supportedby a range of actions and enablingactivities. A simplified illustration of anObjective on the Rapid Global Mobility

Theme is shown in Figure 2.

27

t t tt

t t tt

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


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28

The Chief of the Air StaffsStrategic 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 flying and ground training system and improve through-life education and

training to produce well-motivated, highly trained, agile and adaptable warfighters

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 Airfield Review, further

exploiting the benefits 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

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 theUK Defence Mission

The Royal Air Force Vision


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Useful Defence and Royal Air Force Related Reference Material

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

High Level Operational Concept:http://www.chots.mod.uk/jointwar/srcfls/hloc.pdf

Royal Air Force Development Plan:http://centre.defence.mod.uk/scripts/rafdevplan/other/default.htm

Royal Air Force Management Planhttp://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

29


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Documents

03 Raf Strategy