// Our Story
The introduction of 28 new or upgraded aircraft over the next five years symbolises the exciting future of the RNZAF. Our commitment to this level of development is solid, and we will not waver from this.
However, the RNZAF is not exempt from the financial recession facing the world, and we must adapt our practices to operate successfully in this new environment.
Innovation and leadership will be the keys to our success, and we will look to new and non–traditional methods to move forward. We will continually ensure that our people, finances, infrastructure and equipment are all employed to optimum efficiency. Concurrently we will continue to explore new avenues, such as private/public partnerships, to develop our organisation in order to continue delivering military air operations for our country; after all, this is our sole purpose and reason for being.
To achieve success in this new environment, our strategy is organised around four Strategic Goals: Operational Capability, Resource Optimisation, Enabling Processes and Learning and Growth.
To successfully achieve our first strategic goal, we must meet two objectives – continuing to deliver directed operational requirements, while introducing new capabilities into service across the RNZAF’s operational and training fleets. To do this we will carefully manage conflicting priorities and adapt as needed.
SG2 requires us to make the best use of the resources we currently have available. In this time of global recession, we will continually ensure that our people, finances, infrastructure and equipment are all employed to optimum efficiency. Our resource allocation is critically dependent on continuing to improve our reputation as a professional and trusted organisation. Our stakeholders must always be assured that
they are getting value for money.
Everyone must feel empowered and encouraged to be risk–aware rather than risk–averse. We will enable our people to continually look for ways to ensure that, at every level, we are doing the right things as well as doing things right. SG3 holds the key to ensuring that we apply optimum effort to meet all the tasks ahead, while at the same time requiring everyone to look for ways to improve our processes and eliminate those that are unnecessarily cumbersome and time consuming. Never has it been more important for us as an organisation to eliminate waste.
We must grow our people and develop the tools required for the future of the RNZAF. Over the next five years we will continue to develop and introduce exciting new technologies. We’re moving from a baseline of mid–twentieth century aircraft, equipment and infrastructure to modern and, in many cases, leading edge technology. Making that leap will require significant changes to the way we have traditionally worked, and we will have to learn new skills and a different approach to many of our existing processes.
The four goals are underpinned by the bedrock formed by our people and the foundations of our values, our culture, our warfighting ethos and the need for continuous improvement.
