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Intent Statement for 2009
Chief of Air Force
By Chief of Air Force AVM Graham Lintott
As you all must be well aware NZ – like the rest of the world – is facing a serious economic situation, the full impact of which, according to some commentators, is still to be felt. The RNZAF is not immune to this recessionary impact and we owe it to the people of New Zealand – some of whom may well become unemployed as a result – to ensure that not only are we spending every tax dollar responsibly but that we are also continually looking at ways to spend smarter and spend less.
Nationally, the Government has called for a collective effort in addressing this challenge. In particular, it has directed the public sector to take increased leadership in lessening its burden on the public purse by reducing bureaucracy to a minimum and exploring alternative ways to deliver our outputs.
Within the NZDF, CDF and the other Executive Leadership Team (ELT) members are fully committed to this requirement and I am determined that the RNZAF will make a tangible contribution to the national effort.
Our main challenge therefore is to work out the best way through this trying period and the main purpose of this statement is to clarify what I see as the key priorities for the short to medium term. Basically we must build on our strategy of doing things to the same or better standards but with greater simplicity, thereby delivering meaningful savings. I see this as a RNZAF-wide effort on two fronts: firstly, we will need to further refine our current processes; and secondly, we need to regard the current fiscal environment as an opportunity to explore innovative options that could better utilise RNZAF resources for New Zealand.
On the first point, I do not see the request for process refinement as anything new but rather as a robust maintenance of our continuous improvement culture. However, what I do expect is a greater display of that culture becoming part of our day to day work process throughout the organisation. This will demand inspirational individual leadership from Aircraftman to Air Vice-Marshal, and sound planning and innovative approaches – all of which we have in our people – to realise the benefits. Also, it is my intent that a percentage of the savings realised at the Unit level be returned to that level for other initiatives to commence. That is, I want there to be incentives for investing in process improvements and efficiency.
In terms of exploring innovative options, the RNZAF will initially investigate opportunities that may exist in the three following areas: growth in our numbers; public-private partnership (PPP); and the better use of RNZAF infrastructure. I see us growing our people numbers in line with current plans as much as we can, and using our excellent reputation as trainers to provide skills that will be required nationally in due course – after all, we not only provide talented technicians and operators, but excellent citizens for New Zealand.
In the area of PPP, the RNZAF will target its strategic alliances with the commercial sector with the view that, where it is beneficial to do so, the eventual partnership will need to produce meaningful savings and/or revenue for the Crown. Where viable potential exists, the RNZAF will work with the appropriate HQ NZDF entities.
With respect to infrastructure, the RNZAF will examine how to better use this resource for the benefit of the whole community, who after all are the principal owners of those assets, entrusted to us. This does not mean that we will relax or compromise our core capabilities, our professional standards, or our extant security requirements; rather, we will look for ways to achieve both outcomes.
Clearly the RNZAF has the ability to make a meaningful contribution to the national effort and, while some things can be implemented quickly, others will need to be developed further before they can even be considered for implementation. As such I have tasked various levels of senior command to investigate which initiatives can be implemented in the short to medium term with the aim of developing the next version of our Strategic Plan.
I also expect Commanders to reach down within their own Wings and Squadrons and empower all of our personnel to seek out initiatives that put us, as an Air Force, on the front foot. Many of our recent successful innovative ideas have come from the heart of our Air Force, not necessarily from our strategic commands. More information will be rolled out as it develops and I have no doubt that all of us will do our bit with integrity.
As I mentioned earlier we are facing a big challenge but one that I am confident we will successfully navigate our way through, coming out of it in better shape as well as establishing our credentials as a responsible organisation. My confidence is based on two fundamental things: first is the competence and character of each and every member of the RNZAF team; and second is our ability to fully apply our enduring organisational attributes of agility, teamwork, creativity and industry to work our way through this trying period.
Finally please allow me to express how delighted I am to be allowed to work with you all for another year – it is truly an honour.