Command and Control in the Australian Air Force

Australian Air Publication
AAP 1001.1

COMMAND AND CONTROL
IN THE
ROYAL AUSTRALIAN AIR FORCE

Australian Air Publication 1001.1—Command and Control in the
Royal Australian Air Force is issued for use by the Royal Australian
Air Force and is effective forthwith.

M.D. BINSKIN, AM
Air Marshal
Chief of Air Force
Air Force Headquarters
Canberra ACT 2600
1 September 2009

© Commonwealth of Australia, 2009

This work is copyright. Apart from any fair dealing for the purpose of private study,
research criticism, or review as permitted under the Copyright Act 1968, no part
may be reproduced by any process without prior written permission. Inquiries can
be made to the publisher.

National Library of Australia
Cataloguing-in-Publication

Author: Australia. Royal Australian Air Force.
Title: Command and control in the Royal Australian Air Force / Royal
Australian Air Force.
ISBN: 9781920800475 (pbk.)
Series: Australian air publication ; AAP 1001.1
Subjects:Australia. Royal Australian Air Force.
Command and control systems--Australia--Computer programs.
Australia--Armed Forces--Communication systems.

Dewey Number: 355.33.94

Compiled, edited and published by:
Air Power Development Centre
Level 3, 205 Anketell Street
Tuggeranong ACT 2900
Australia

Telephone: +61 2 6266 1355
Facsimile: +61 2 6266 1041
E-mail: airpower@defence.gov.au

FOREwORD

Command and Control (C2) is a critical enabler for all military organisations.
In particular, C2 of air power has unique characteristics that reflect the way
that professional airmen fly and fight. It is therefore vital that all members
of the Royal Australian Air Force understand Air Force’s C2 system. It is also
important that members of the wider Australian Defence Force and the
Department of Defence have a working understanding of Air Force C2.

It was with these factors in mind that the Chief of Air Force (CAF) directed
a handbook on C2 in the Royal Australian Air Force be written. CAF’s
intent was to have a handbook that clearly enunciated the Air Force C2
framework so Air Force personnel, and the broader Defence community
alike, understand how it interacts with them.

This handbook defines the terms command, control, leadership and
governance, and describes the nature of C2 within the Air Force noting
the key and enduring air power C2 tenet of centralised control and
decentralised execution. As such, the terms and definitions for C2 used
within this handbook are fully synchronised with ADDP 00.1—Command
and Control.

The handbook enunciates CAF’s responsibilities to Government and the
Chief of the Defence Force, and the processes used to discharge these
responsibilities. It identifies CAF’s two principal executives, the Deputy
Chief of Air Force (DCAF) and the Air Commander Australia (ACAUST), and
the processes and support structures they use to command and control
the Air Force on CAF’s behalf. In particular, the roles and responsibilities of
ACAUST are detailed because of how the raise, train and sustain aspects of
Air Force capabilities are managed so they are ready for operations, and
also how ACAUST oversees the Air and Space Operations Centre (AOC),
which is force assigned to Chief of Joint Operations (CJOPS).

iii

Historical vignettes have been included to amplify key elements of Air
Force’s C2 mechanism and to illustrate that the C2 framework has evolved
over time, incorporating lessons learned from past operations and Air
Force’s proud heritage. In this respect, attention is drawn to the historical
vignette on RAAF C2 in World War II and the subsequent impact of having
an ineffective C2 framework with unclear lines of responsibility.

All Air Force members should understand their chain of command and
the responsibilities and authorities of their commanders. It is also
expected that Air Force commanders use the Air Force C2 framework
to communicate their command decisions, intent and purpose in clear
and timely ways. While key aspects of C2 are the legal authorities—and
the mechanisms put in place that enable them—it relies on effective
leadership and command abilities. This is, in essence, the art of command,
and the critical enabler is professional mastery. It is for this reason that
all members of Air Force are expected to understand the contents of this
handbook, embrace its principles, and command and lead in accordance
with it.

Lastly, this handbook is commended to the ADF and wider Defence
community. For those who manage Air Force personnel in non-Air Force
groups, it will be of assistance in understanding your position within
their chain of command. It will also enhance the Defence community’s
understanding of Air Force and how it supports the wider ADF and
Government.

iv

ACkNOwLEDgEMENTS

The Air Power Development Centre acknowledges the valuable
input drawn from ADF joint and allied doctrine in preparing AAP
1001.1—Command and Control in the Royal Australian Air Force.

The Air Power Development Centre also acknowledges the use of imagery
from the Air Force and Defence websites, and that provided by individuals
and other agencies.

v

CONTENTS

Foreword. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .iii
Acknowledgements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . v

Chapter 1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-1

Chapter 2 The Nature of Air Force Command and Control . . . . . . . . 2-1
Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-1
The Command and Control of Air Power. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-2
Primary Tenet of Air Power Command and Control . . . . . . . . . . . . . . . . . . 2-2
The Air Force Chain of Command . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-7
Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-12
Governance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-12
Communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-13
Orders, Instructions and Publications. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2-14

Chapter 3 Chief of Air Force . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-1
Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-1
Chief of Air Force Charter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-2
Chief of Air Force Responsibilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-2
Assignment of Forces . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-4
Technical Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-6
National Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-8
Strategic Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-8
Committees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3-8

Chapter 4 Air Force Principal Executives and their Command
Authorities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-1
Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-1

vii

AAP 1000.1

Deputy Chief of Air Force . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-2
Air Force Headquarters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4-2
Air Commander Australia . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-3
Air Command . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4-3
Headquarters Air Command . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4-4
Air and Space Operations Centre (AOC) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4-6
Relationships with other Defence Groups and Services . . . . . . . . . . . . . 4-11

Chapter 5 Air Force Tactical Formations, Units and Bases . . . . . . . . . 5-1
Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-1
Force Element Groups . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-1
Wings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-2
Squadrons and Units . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-2
Flights and Sections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-3
Defence Materiel Division System Program Offices. . . . . . . . . . . . . . . . . . . 5-4
Air Bases . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5-4

Chapter 6 Air Force Command and Control in Operations. . . . . . . . . 6-1
Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-1
Command and Control Structures and Mechanisms in Operations . . . 6-1

Chapter 7 Conclusion. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7-1

Annexes
Orders, Instructions and Publications. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . A-1
Chief of Air Force Committees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . B-1
Air Force Headquarters – Roles and Functions . . . . . . . . . . . . . . . . . . . . . . . C-1
Headquarters Air Command – Roles and Functions . . . . . . . . . . . . . . . . . .D-1
The Common Joint Staff System . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . E-1

viii

CHApTER 1
INTRODUCTION

The handling of an Air Force is a life-study, and therefore the air part
must be kept under Air Force command.1
Field Marshal Lord Montgomery, 1943

1.1 Since the Australian Air Force was formed on 31 March 1921 (which
later became the Royal Australian Air Force on 13 August 1921), command
and control (C2) has been fundamental to the efficient and effective
application of air power in Australia. C2 within Air Force is therefore an
essential component of air power doctrine and it is important that Air Force
members fully understand it. C2 binds the people, systems, and processes
necessary for the Air Force to make capability, policy and operational
decisions, and to prepare forces for joint operations in order to achieve
national objectives. Air Force C2 is aligned with ADF joint C2 as described in
ADDP 00.1—Command and Control. This alignment harmonises Air Force’s
doctrine with those of the other Services and ensures the smooth transfer
of command and/or control of Air Force elements to joint commanders,
when required, for the conduct of operations.

1.2 Air Force’s C2 architecture is designed to enhance its effectiveness in
preparing for and conducting its principal core competency—warfighting.
To meet this requirement, the architecture has the necessary robustness
to ensure Air Force continues to generate and apply air power in even the
most demanding of circumstances. The architecture is also sufficiently

1
Terraine, John, 1985, The Right of the Line: The Royal Air Force in the European War,
1939–45, Hodder and Stoughton, London, p 380.

1-1

AAP 1000.1

The Air Force’s Birth Certificate – The Commonwealth of Australia Gazette No 28, 1921.

1-2

Introduction

flexible to allow the Chief of Air Force (CAF) to position Air Force optimally
to meet emerging challenges that will inevitably mark its journey into the
future.

1.3 The C2 architecture also ensures robust relationships between
CAF, CAF’s principal executives and their supporting infrastructure, and
other ADF commanders such as Chief of Joint Operations (CJOPS) and
other Service and Defence agencies. C2 is the means through which CAF
exercises legal authority, delegates command authority, and transfers
this command authority for forces assigned to joint commanders. The Air
and Space Operations Centre (AOC) is the principal mechanism by which
the centralised control and decentralised execution tenet is applied to air
operations. The AOC thus ensures air power is efficiently and effectively
managed by a single air commander for operations.

1.4 CAF and all Air Force commanders are personally responsible for
ensuring the C2 framework is both unambiguous and well understood by
all Air Force members.

1.5 This handbook describes Air Force’s C2 framework along
organisational lines from CAF, Deputy Chief of Air Force (DCAF) through Air
Force Headquarters (AFHQ), and the Air Commander Australia (ACAUST)
through Headquarters Air Command (HQAC). Where necessary, it includes
C2 linkages to the tactical levels of Air Force.

1.6 This handbook also enunciates the C2 arrangements covering
Air Force’s responsibilities for the generation and sustainment of forces
assigned to commanders for operations and tasks directed by the
Chief of the Defence Force (CDF). These C2 arrangements provide clear
lines of authority, and include requirements for formal instruments for
the handover and takeover of authority and tasking, and the issue of
directives. These arrangements are also flexible and can be adapted by all
commanders to accommodate new tasks.

1-3

AAP 1000.1

1.7 Air Force’s consistent and innovative use of its C2 process is an
essential enabler for it to realise its mission: Provide air and space power
for Australia’s security .

1-4

CHApTER 2
THE NATURE OF AIR FORCE
COMMAND AND CONTROL

Introduction

2.1 Command and Control is the system empowering designated
persons to exercise lawful authority and direction over assigned forces. It is
a critical enabler for all military activities. Together, Command and Control
are the lawful authorities provided to a commander to direct forces.1

The Australian Defence Doctrine Publication 00.1—Command and
Control defines:
Command as:
The authority that a commander in the military Service lawfully exercises
over subordinates by virtue of rank or assignment. Command includes the
authority and responsibility for effectively using available resources and
for planning the employment of organising, directing, coordinating and
controlling military forces for the accomplishment of assigned missions.
It also includes responsibility for health, welfare, morale and discipline of
assigned personnel.
And, in terms of C2, Control as:
The authority exercised by a commander over part of the activities of
subordinate organisations, or other organisations not normally under his
command, which encompasses the responsibility for implementing orders or
directives. All or part of this authority may be transferred or delegated.

1
For additional information, see Australian Defence Force Warfare Centre, 27 May
2009, ADDP 00.1—Command and Control, Defence Publishing Service, Canberra.

2-1

AAP 1000.1

The Command and Control of Air power

2.2 The C2 of air power reflects the combined experience of airmen
at the tactical, operational and strategic levels, during both operations
and peace, and across the full spectrum of conflict. C2 is fundamental to
air power and Air Force’s C2 structure has evolved throughout its history,
incorporating the many lessons learned from air power’s development
and employment around the world. These lessons reflect the inherent
characteristics of air power and have significantly influenced how C2 is
implemented by Air Force.2 The history of air power demonstrates that the
overall effect of air power requires command arrangements that ensure it
is employed holistically rather than as a collection of disparate sorties or
missions.

primary Tenet of Air power Command and Control

2.3 The centralised control and decentralised execution of air power
is a primary tenet of air power C2 and is fundamental to its effective
employment. This tenet has consistently proven to be the best means
of effectively and efficiently employing air power since military aviation
began nearly a century ago. By virtue of its inherent characteristics, air
power can simultaneously affect all three levels of war, and as such,
history has proven that a nation’s air power must be controlled by a single
commander with professional mastery of air power. Having air power
under one commander allows a theatre-wide perspective to be maintained,
rather than a penny-packeted force meeting only local objectives. This
theatre-wide perspective allows limited forces to be prioritised to achieve

2
Royal Australian Air Force, 2007, AAP 1000–D—The Air Power Manual, 5th edition,
Air Power Development Centre, Canberra, pp 78-101, defines the air power
characteristics as: perspective, reach, penetration, responsiveness, versatility,
flexibility, concentration of force, concurrent operations, tempo, precision, relative
impermanence, payload, platforms and technology.

2-2

The Nature of Air Force Command and Control

a multitude of tasks and flexed appropriately to meet the most important
objectives. Furthermore, a single air commander allows a joint commander
to concentrate assigned air power forces to achieve the required effects
and ensure that immediate requests for air power are balanced against
deliberate and planned requirements.

The Australian Air Publication 1000–D—The Air Power Manual defines:
Professional Mastery as:
knowledge and understanding, coupled with experience and confidence,
which empowers a person to realise the full potential of air power in
operations. Such mastery includes an understanding of space power.
Professional mastery also involves understanding and applying the moral
and intellectual aspects of air power, and has a strong focus on conducting
operations today while preparing the Air Force for the future. Professional
mastery is realised through both commanders and their supporting personnel
teaming to deliver shared and understood objectives.

2.4 The centralised control of air power is critical to its application and
has the following benefits:

a. the most effective use of limited or strategic assets;
b. concentration of force at decisive times and at places of a
commander’s choosing;
c. concurrent operations that support multidimensional manoeuvre;
d. enhanced responsiveness across the full spectrum of contingencies;
e. effective and efficient contribution to joint operations within the
wider battlespace; and
f. optimised management of force enablers (ISR, communications,
logistics, etc).

2-3

AAP 1000.1

2.5 As such, the centralised control of air power is undertaken by a
senior commander with a dedicated planning staff (the Air Staff ) to plan
air campaigns and operations, and an air and space operations centre
(AOC) to coordinate, integrate, execute, monitor and assess them. This
senior commander is at component commander level and is thus able to
maintain the necessary theatre-wide perspective.

2.6 While centralised control maximises the characteristics or air power,
it is also important to ensure that air power operations are not micro-
managed and that subordinates are allowed to retain their tactical initiative
in order to maintain tempo and maximise their magnified understanding
of the local battlespace.

2.7 Decentralised execution, enabled through the delegation of
authority, direction and resources to accomplish specific tasks, enables
a commander to plan and conduct operations and manage forces in a
timely, efficient and effective manner without undue interference. The
clear communication of an air commander’s intent is very important if
tactical commanders are to exploit local opportunities in accordance with
the overall scheme of manoeuvre and the joint commander’s theatre-wide
objectives.

2.8 When the tenet of centralised control and decentralised execution
is not adhered to, there are increased risks of the following:

a. Wasteful use of scarce air power resources that are often ‘high
demand but low density’, such as air mobility or ISR capabilities.
b. ‘Penny-packeting’ of air power resources so that all component
or environmental commanders have some air power, but no one
commander has enough to achieve the tasks allocated. This generally
means that the ability to concentrate force will not be an option and
scarce resources will be frittered.

2-4


c. Misapplication of air power by non-airmen because of a lack of
professional mastery of air power.

2.9 The centralised control and decentralised execution of air power
provides a theatre-level perspective while ensuring operational flexibility
to concentrate resources as required. As a result, air power’s efficiency and
effectiveness are maximised and flexibility is ensured.

Air Force’s battlespace management functions are critical to realising the centralised control
and decentralised execution of air power. Pictured is the AN/TPS-77 radar of the RAAF’s
Control and Reporting Centre at Kandahar, Afghanistan, as part of Operation SLIPPER, on
2 July 2008.

2.10 By their nature, Air Force’s capabilities are derived from sophisticated
technology, demanding the highest order of technical skills from its
people. Air Force’s success in operations is founded on the application of
these capabilities through its people’s professional mastery of air power.
The C2 framework provides the means by which CAF, and other Air Force
commanders, direct, exercise and exploit that mastery. Their actions and
leadership are therefore intrinsically personal endeavours that reflect the
art of command.

2-5

AAP 1000.1

CENTRALISED C2 IN THE NORTH AFRICAN
AIR CAMpAIgN, wORLD wAR II, 1942

By late 1942, the war in the Mediterranean seemed to have swung
decisively in the Allies’ favour, yet—despite superior numbers and
logistical advantages—the Allies encountered difficulties pursuing their
strategic goals of driving the remaining Axis forces from North Africa
and mounting a rapid invasion of Italy through Sicily. In particular, the
division of air power strength into multiple and separate commands
posed a significant problem, allowing the Germans and Italians to launch
a series of counterattacks in Tunisia which threw the Allied forces into
considerable disarray. Most troubling was the ability of the Luftwaffe,
operating from bases in Tunisia, Sicily and Sardinia, to inflict considerable
damage to Anglo-American shipping, supplies and ground forces, which
threatened to derail the entire Allied strategy in the Mediterranean.
Senior Allied air commanders strongly argued the need for some sort
of centralised control and pressed hard for a major reorganisation of air
forces, despite opposition from ground task force commanders who had
been given direct control of American air assets. In February 1943 the
Anglo-American Combined Chiefs of Staff placed Air Marshal Sir Arthur
Tedder in command of all Allied air forces, which included several RAAF
squadrons, in the Mediterranean.
Drawing on his recent and successful battlefield experiences in Egypt,
Tedder set about developing a coherent air campaign strategy for the
Mediterranean Theatre. The offensive operations, which his Mediterranean
Air Command began, were carefully targeted to achieve overall Allied
objectives, rather than the narrow requirements of the ground or naval
campaigns, or an independent ‘strategic’ air campaign. Tedder believed
that the air campaign was most effective when under the command and
control of experienced air commanders and integrated into an overall
theatre-wide air, sea and land strategy. Tedder also adopted the tenet
of centralised control and decentralised execution, allowing operational
air commanders considerable autonomy within an overall command
structure. The success of these arrangements was swiftly demonstrated
by the complete destruction of Axis forces in Tunisia in May 1943, and
the successful invasions of Sicily in July and Italy in September.

2-6


Well pleased with this outcome in the Mediterranean, General
Eisenhower decided to adopt the same arrangement for the command
and control of air power during the Allied invasion of France in 1944.
He appointed Tedder as his Deputy Supreme Commander, from which
position Tedder commanded all Allied air forces during the liberation of
Western Europe, with the rank of Air Chief Marshal.
Comment: These command and control lessons were codified in the US
War Department Field Manual (FM 100-20) ‘Command and Employment
of Air Power’, promulgated by the US in July 1943.

Group portrait of Allied war leaders taken in North Africa on 24 June 1943.
Left to right: Air Chief Marshal Sir Arthur Tedder, Admiral of the Fleet Sir Andrew
Cunningham, General Dwight Eisenhower and General Sir Harold Alexander.

The Air Force Chain of Command

2.11 The Air Force chain of command has evolved, through peace
and war, and has proven to be a very effective and efficient mechanism.

2-7

AAP 1000.1

It reflects the RAAF’s heritage and linkages with the Australian Flying
Corps, Royal Flying Corps and the Royal Air Force, and includes specific
mechanisms developed for the Australian environment and the Australian
way of war.

2.12 Figure 2–1 details the traditional chain of command and the
respective rank and authority levels as applied currently within Air Force.
Units and formations are commanded by officers that exercise Full Command
on behalf of CAF. This command authority allows them to lawfully execute
their tasks and missions and direct their subordinates. Below commanding
officers, officers are delegated control by their commanding officer to lead
their respective sub-units. Within units and formations, officers may be
delegated different levels of authority to deal with financial and discipline
matters.

Unit Level Title Command Authority Rank Level
Air Force Chief of Air Force Full Command AIRMSHL
Command Air Commander Exercise Full Command AVM
Australia on behalf of CAF
Group Commander Exercise Full Command GPCAPT-AIRCDRE
(CDR) on behalf of CAF
Wing Officer Exercise Full Command WGCDR-GPCAPT
Commanding on behalf of CAF
(OC)
Squadron Commanding Exercise Full Command SQNLDR-WGCDR
Officer (CO) on behalf of CAF
Flight Flight Delegated WOFF-SQNLDR
Commander Control authority
Disciplinary authority
Financial authority
Section Section Delegated NCO-FLTLT
Commander Control authority

Figure 2–1: RAAF chain of command and respective rank and authority levels.

2-8


2.13 Officers who are selected for command positions are appointed
by CAF and are presented with an Appointment to Command by him. The
wording for the certificate is shown at Figure 2–2. It is also normal practice
for commanders to issue directives or charters to subordinate commanders
or principal staff officers outlining their responsibilities in detail.

AppOINTMENT TO COMMAND
Presented to
xxxxx
Your appointment as Commanding Officer, XX Squadron, RAAF Base
Xxxxxx, accords you both a privilege and a responsibility. I expect you
to maintain the highest personal example, exemplifying the form and
substance of our Air Force Values. The Air Force Values are to be the
guiding principles of your command decisions. You are charged with
developing within your team an understanding and pride in those values.
Lead your team—give it meaning through a clear understanding of your
unit’s goals and objectives. Having established that understanding, allow
the team to do what is required—create an environment of mutual trust.
Nurture and value the relationships you must build within your team.
Maintain your self-control and discipline at all times, ensuring that your
integrity is beyond reproach. I expect you to work tirelessly to ensure
the health, welfare and safety of all your people. Address harassment or
prejudice within your command swiftly. Take action firmly and decisively
when it is warranted. Do not command through fear. Communicate with
your team, listen to them, consider their views but always be prepared
to make the decisions necessary for the long-term benefit of the unit
and the Air Force. Consider the implications of your decisions to both
your unit and the Air Force—think beyond your tenure.
Your unit will be a reflection of your performance as a commander.

Figure 2–2: The Air Force Appointment to Command.

2-9

AAP 1000.1

wINg COMMANDER RICHARD ‘DICk’ CRESSwELL
COMMANDINg OFFICER No 77 SQUADRON, kOREAN wAR, 1950
In September 1950, Squadron Leader Dick Cresswell became
Commanding Officer of No 77 Squadron in Korea, replacing Wing
Commander Lou Spence, who was killed in action. Spence’s death
shocked the unit and weighed heavily on its members. As the new
commander, Cresswell immediately set about restoring morale with
strong leadership and personal example. He flew four combat sorties
on his first day and a total of 11 during the first week. His leadership
from the front quickly earned him the respect of his pilots and he soon
restored the Squadron’s confidence.
Cresswell’s leadership was not limited to combat; his highest priority
was always the welfare of the men under his command. He ensured the
entire squadron—officers and airmen, aircrew and support personnel—
were fully informed through nightly briefings. He worked tirelessly to
ensure that his men had suitable clothing for the harsh Korean winter
and the best accommodation and amenities that could be provided in
the often inhospitable conditions.
Cresswell led the Squadron through almost 12 months of non-stop
combat and he guided his unit through some extraordinary challenges
including the in-theatre conversion from Mustangs to Meteors, and the
new role of air-to-air combat in fighter sweeps through ‘MiG Alley’.
As a commander, Cresswell used outstanding leadership to refocus
the men of No 77 Squadron on the war effort after the loss of their
commanding officer. Upon Cresswell’s return to Australia, he left behind
a squadron with an outstanding record in combat operations and whose
members were confident, capable and proud.
Dick Cresswell was promoted to wing commander approximately six
weeks before he returned to Australia from Korea.

2-10


Squadron Leader Dick Cresswell (centre) addressing No 77 Squadron pilots at Kimpo, South
Korea, prior to conducting a mission over North Korea, on 18 August 1951.

2.14 In recent years, the nature of the Air Force chain of command has
become more complex with many Air Force members operating in non-
Air Force organisations. Command, control and management in such
organisations are often matrixed and require considerable understanding,
deconfliction and relationship building to ensure all clearly understand
their command chain. For example, the commanding officer of a member
in a service provider agency will probably be in a separate unit providing
administrative support across a base or region.

2-11

AAP 1000.1

Leadership

2.15 Leadership is defined as ‘the process of influencing others in order
to gain their willing consent in the ethical pursuit of missions’.3 As such,
leadership has a direct relationship with command. Whereas command
confers an authority to direct somebody to do a task, leadership is that
human dimension of being a commander where subordinates are inspired
to perform the task.

Leadership is doing the right thing – Governance is doing things right.
General Peter Cosgrove, AC, MC

governance

2.16 The Macquarie Dictionary defines governance as a ‘method or
system of government or management’.4 Although Defence has no formal
definition, a commonly accepted definition that more aptly reflects the
accountability aspects of governance is ‘Governance is the process by
which an organisation is led, managed and held to account’.5 Governance
includes organisational culture and values, key principles of accountability
and stewardship, and review functions which provide confidence about
both performance and conformance. Governance is a critical element
of leadership and command in Air Force. All Air Force commanders
are accountable for governance in their respective commands and,
together, governance and leadership are critical components of being a
commander.

3
Australian Defence College, 22 March 2007, ADDP 00.6—Leadership, Defence
Publishing Service, Canberra, p 1–4.
4
The Macquarie Library, 1995, The Macquarie Dictionary, Macquarie University,
Sydney, p 758.
5
Corporate Management Services, Governance Branch, Canberra, http://intranet.
defence.gov.au/scg/gi/resources.htm, accessed 20 February 2009.

2-12


Communication

2.17 The fundamental importance of Air Force’s people requires that the
C2 architecture and its embedded processes continuously connect the
organisation from CAF, and Air Force’s most senior commanders, down
to the most junior member of the RAAF. This means that communication
pathways within Air Force are an essential partner to the exercise of
command and control.

Direct contact is an important mechanism for CAF to communicate with Air Force members.
Pictured above, the Chief of Air Force discusses issues with a senior non-commissioned
officer during a visit to Tarin Kowt, Afghanistan, on 16 August 2008.

2-13

AAP 1000.1

2.18 The Air Force’s C2 processes are designed to ensure the effective and
unambiguous exercise of, or transfer of, authority. However, the pathways
through which CAF communicates his intent and directs the Air Force are
often less formalised, and are the means through which commanders at
each level apply innovation and mastery to ensure that the efforts of their
subordinates are optimised in order to achieve CAF’s intent with precision
and timeliness. The C2 communication flows enhance decisions and
actions by not creating delay or diluting the positive transfer of authority
from the most senior commanders in the Air Force.

Orders, Instructions and publications

2.19 The administration of Air Force and the wider Department of
Defence is regulated by a series of policy and procedural instruments.
These instruments have varying degrees of enforceability, permanence,
precedence and applicability, and are intended to facilitate the operations
and administration of Defence. These instruments are collectively known
as the System of Defence Instructions (SoDI).6

2.20 DI(G) ADMIN 0-0-001—The System of Defence Instructions provides
the authority for this framework. Of note, the SoDI does not deal
with policy issues which are covered completely by law or whole-of-
government policy. Any amendments or updates to these policy issues are
publicised via a DEFGRAM or other communication tools. See Annex A for
a fuller explanation of the SoDI.

2.21 CAF is authorised by CDF under Section 9A of the Defence Act to
create Single Service Instructions relating to Air Force. Single Service
Instructions contain long-term, higher level and legally enforceable

6
All information on the SoDI is credited to the Directorate of Administrative Policy
within the Office of the Secretary and the Chief of the Defence Force.

2-14


policy relating to the command, operations and administration of a single
military Service.

2.22 In the SoDI hierarchy, Single Service Instructions are equal to
Standing Instructions and Standing Orders and, if they contain conflicting
advice to a Defence Instruction (General) (DI(G)) or Chief Executive
Instruction (CEI), the DI(G) and CEI have precedence.

2.23 Air Force does not reissue DI(G)s as Single Service Instructions.
Single Service information that is a Service-specific amplification or
implementation of a DI(G) should, wherever possible, be published as
an annex to the DI(G), or in an appropriate single Service procedural
document.

2.24 Single Service Instructions are enforceable in accordance with the
normal military chain of command and noncompliant activity may be
dealt with under the Defence Force Discipline Act 1982 (DFDA). For Air Force,
the main DI(AF)s related to orders, instructions and publications are:

a. DI(AF) ADMIN 06–01—The System of Orders, Instructions and
Publications of the Royal Australian Air Force; and
b. DI(AF) ADMIN 6–8—Production and Control of Australian Air
Publications .

2.25 Standing Instructions (SI) and Routine Instructions (RI) may be
issued by commanders to communicate instructions to subordinate
organisations or personnel. CAF Directives are the highest form of
Standing Instruction within Air Force.

2.26 Of note, Australian Air Publications (AAPs), as detailed in DI(AF)
ADMIN 6–8—Production and Control of Australian Air Publications, are not
included within the SoDI hierarchy, but are nevertheless issued under the
authority of CAF.

2-15

AAP 1000.1

No 1 Squadron, Australian Flying Corps, with their Bristol F.2B and B.E.2e aircraft, while on
operations in Palestine, February 1918. The Squadron’s commanding officer, Lieutenant
Colonel Richard Williams (at front with cane), later Air Marshal Sir Richard Williams, became
the first Chief of the Air Staff of the Royal Australian Air Force after it was formed in 1921.

Task Group 633.2, including Task Unit 633.2.4 (AP-3C), Task Unit 633.2.2 (Combat Support
Unit) and Task Unit 633.2.1 (Headquarters) while deployed to the Middle East for Operation
SLIPPER, June 2009, as part of the Air Component to Joint Task Force 633. See Chapter 6 for a
more detailed explanation of the Task Organisation framework.

2-16

CHApTER 3
CHIEF OF AIR FORCE

Introduction

3.1 The Chief of the Defence Force (CDF) commands the ADF and the
Service Chiefs command their respective Service, as expressed in Section 9
of the Defence Act. CAF exercises Full Command of the RAAF, unless aspects
of that command are assigned to Chief of Joint Operations (CJOPS) for
operations under Theatre Command by CDF directive.

Control defines:
Full Command as:
The military authority and responsibility of a commander to issue
orders to subordinates. It covers every aspect of military operations and
administration and exists only within national services.
Theatre Command (TCOMD) as:
The authority given by CDF to CJOPS to command assigned forces to
prepare for and conduct operations (campaigns, operations, combined
and joint exercises, and other activities as directed).

3.2 The Full Command held by CAF includes the authority required
to command, lead and manage the Air Force in preparation for, and
participation in, operations. CAF exercises Full Command in accordance
with Section 9 of the Defence Act and the CAF Charter. RAAF commanders
exercise Full Command, on behalf of CAF, of their command, group, wing
or squadron/unit as shown in Figure 2–1.

3-1

AAP 1000.1

Chief of Air Force Charter

3.3 The Chief of Air Force Charter is jointly issued by the CDF and the
Secretary of Defence. The Charter is issued directly to the incoming CAF
and it is periodically reviewed and re-issued as required.

3.4 The CAF Charter identifies specific requirements of CAF including:
a. commanding the Royal Australian Air Force;
b. Air Force outputs;
c. Air Force performance levels;
d. Air Force Directed Level of Capability (DLOC); and
e. risk management.

Chief of Air Force Responsibilities

3.5 CAF appoints all Air Force commanders from Command to Squadron
level and in doing so, establishes the human leadership dimension of the
Air Force C2 framework. CAF’s expectations and requirements of Air Force
commanders are codified in the Appointment to Command (see Figure
2–2) issued by CAF to all commanders.

3.6 CAF is responsible to CDF for the raise, train and sustain (RTS)
functions of Air Force at a level of preparedness specified by CDF for
operations. CAF provides direct advice to the Minister for Defence on
issues relating to the command of the RAAF and provides advice to the
Minister, through CDF, on other issues whenever necessary. CAF is CDF’s
principal adviser on air power and aviation-related aspects of Defence
policy, military strategy and the employment of forces. In discharging
RTS responsibilities, CAF informs CJOPS of any activity or development
that may have an operational impact on current forces assigned and/or
subsequent rotations.

3-2

Chief of Air Force

Chiefs of Air Force are appointed by the Governor-General on the advice of the Government.
Air Marshal Geoff Shepherd, AO hands over the Queen’s Colour of the Royal Australian Air
Force to Air Marshal Mark Binskin, AM, signifying the change of command of the RAAF on
3 July 2008.

3.7 CAF is responsible for ensuring that Air Force is prepared in
accordance with the Directed Level of Capability (DLOC) requirements
agreed with CDF and the Secretary, and described in the Organisational
Performance Agreement (OPA). CAF exercises command in this regard

3-3

AAP 1000.1

by issuing the CAF Capability Directive (CAFCD) to the Air Commander
Australia (ACAUST). The CAFCD defines the levels of force preparedness
ACAUST is to maintain across Air Command.

The Australian Defence Glossary defines:
Raise, Train, Sustain as:
The generation, preparation, and maintenance of Defence capability
by designated capability managers at the level of capability specified in
preparedness directives.
Capability Manager as:
Raises, trains and sustains in-service capabilities through the coordination
of fundamental inputs to capability.

3.8 CAF retains Full Command of all Air Force personnel irrespective of
whether they are in Air Force or non-Air Force groups. While personnel in non-
Air Force groups operate under the management (effectively Operational
Control) of agency heads in accordance with various agreements, CAF retains
Full Command of Air Force personnel within these agencies.

Assignment of Forces

3.9 When directed by CDF, CAF assigns Air Force elements to CJOPS
under Theatre Command for operations and joint exercises. Even when
Air Force elements have been assigned to CJOPS or other specified
joint task force (JTF) commanders for operations, exercises or other
selected activities, CAF remains responsible for those residual command
arrangements not covered by the operational commander’s delegated
authority, such as the Technical Control of airworthiness matters.

3.10 Air Force elements may be placed under Operational Command
(OPCOMD), Operational Control (OPCON), Tactical Command (TACOMD)
or Tactical Control (TACON) for specific tasks as deemed necessary. CAF

3-4

Chief of Air Force

retains Full Command authority in all instances. C2 authorities may be
delegated as appropriate within the definition of each authority.

Control defines:
Operational Command (OPCOMD) as:
The authority granted to a commander to specify missions or tasks to
subordinate commanders, to deploy units, to re-assign forces and to retain
or delegate OPCON, TACOMD and/or TACON as may be deemed necessary.
It does not of itself include responsibility for administration or logistics.
A commander assigned OPCOMD of forces may delegate TACOMD,
OPCON or TACON to a subordinate commander.
Tactical Command (TACOMD) as:
The authority delegated to a commander to specify missions and tasks
to forces under his command for the accomplishment of the mission
specified by higher authority.
A commander assigned TACOMD of forces may delegate TACOMD or
TACON to a subordinate commander.
Operational Control (OPCON) as:
The authority delegated to a commander to direct forces assigned so
that the commander may accomplish specific missions or tasks which are
usually limited by function, time or location; deploy units concerned and
retain or delegate TACON of those units. It does not include authority to
allocate separate employment of components or the units concerned.
Neither does it, of itself, include administrative or logistic control.
A commander assigned OPCON of forces may delegate OPCON or
TACON to a subordinate commander.
Tactical Control (TACON) as:
The detailed and, usually, local direction and control of movements or
manoeuvres necessary to accomplish missions or tasks assigned.
A commander delegated with TACON may delegate TACON to another
commander.

3-5

AAP 1000.1

Administrative Control (ADCON) as:
Direction or exercise of authority over subordinate or other organisations
in respect to administrative matters such as personal management,
supply services and other matters not included in the operational
missions of the subordinate or other organisations.

3.11 In many cases, Administrative Control (ADCON) will be assigned to
supporting elements to enable units to provide support to specific forces.

Technical Control

3.12 CAF, as the ADF Airworthiness Authority, exercises Technical Control
over all ADF aviation assets, providing advice regarding any proposed
employment of those assets.1 For Air Force units, CAF may exercise
Technical Control directly, or through ACAUST.

Control defines:
Technical Control as:
The provision of specialist and technical advice by designated authorities
for the management and operation of forces.
Technical control is applied as follows:
– Technical control is exercised by capability managers, or by
designated authorities through the capability manager.
– For forces assigned to operations, technical control is exercised
through CJOPS, where it directly effects operations only.
– Technical control advice may not be modified but may be rejected in
part or in total by a commander in consideration of operational factors.

1
Department of Defence, 11 October 2002, DI(G) OPS 02–2—ADF Airworthiness
Management, Department of Defence, Canberra.

3-6

Chief of Air Force

3.13 For forces assigned to operations, Technical Control is exercised
through CJOPS, where it directly effects operations only. Therefore,
Technical Control is exercised with the full knowledge and concurrence
of the capability manager, CJOPS and where applicable the appropriate

The Raise, Train and Sustain of forces are critical factors in the operational success of those
forces during operations. Pictured is a No 75 Squadron F/A-18 Hornet refuelling from a
United States Air Force tanker during Operation FALCONER, April 2003.

JTF commander(s). Commanders, through CJOPS when required, retain
authority and may reject in part or in full (but cannot modify) technical
advice in consideration of operational factors.

3-7

AAP 1000.1

National Tasks

3.14 CAF may also be directed by CDF to conduct Air Force activities
and Peacetime National Tasks, such as selected air traffic control services.
In these circumstances, CAF may command such operations personally, or
delegate such command to ACAUST.

3.15 In exercising Full Command, CAF directs ACAUST to prepare and
assign forces. Additionally, where necessary, CAF directs the Deputy
Chief of Air Force (DCAF) to conduct any aspects of strategic preparation,
including direct liaison with ACAUST and CJOPS, that may be necessary
prior to force assignment. This liaison may include the necessary
interaction with other Defence or Government agencies or other nations.

Strategic planning

3.16 CAF issues the Air Force Plan which details how the Air Force will
effectively, efficiently and ethically achieve the outcomes required by
Government and Defence. The Air Force Plan outlines the strategies and
strategic objectives through which the outputs will be achieved. The
strategies and objectives are derived through the Air Force strategic
planning process, including a risk management process. The planning
process includes an assessment of the strategic risks involved and
resources required to realise the delivery of the outputs. The Air Force Plan
is the basis for all further Air Force planning.

Committees

3.17 In exercising the relevant responsibilities to CDF and Air Force, CAF
is a member of, or chairs, a range of Defence and Air Force committees.

3.18 Defence Committees. In the Defence committees, CAF represents
Air Force and provides advice to CDF and/or the Secretary of Defence, on
Air Force, airworthiness and air power related issues of Defence planning

3-8

Chief of Air Force

and decision-making. CDF may also direct CAF to undertake specified Air
Force tasks.

3.19 Air Force Committees. An Air Force committee structure supports
CAF in the governance of Air Force and allows consultation with the Senior
Leadership Team (SLT) on strategic issues facing Air Force.2 The Air Force Board
(AFB) and Chief of Air Force Advisory Committee (CAFAC) assist CAF and
CAF may direct Air Force’s principal executives through them. Additionally,
DCAF chairs the Air Force Capability Committee (AFCC) and ACAUST chairs
the Force Element Group Commander’s Conference.

3.20 Annex B provides a summary of the roles and functions of the major
Defence and Air Force committees.

2
The SLT comprises all air commodores and above (and selected group captains)
from all Defence groups and the Band One civilian positions of Assistant Secretary
Resources and Planning and the Air Force Scientific Advisor. The SLT meets
quarterly to discuss senior leadership issues and issues facing Air Force in the
future, and to get a shared understanding of matters affecting Air Force and Air
Force people across the whole team.

3-9

AAP 1000.1

THE FAILURE OF RAAF C2 DURINg wORLD wAR II

On 5 May 1942, Air Commodore George Jones was unexpectedly
promoted to Air Vice-Marshal and appointed, ahead of several more
senior officers, to replace Air Chief Marshal Sir Charles Burnett as Chief
of the Air Staff (CAS). Shortly afterwards, the United States Army Air
Forces (USAAF) appointed Major General George Kenney as the new
commander of Allied Air Forces in the South-West Pacific Area. Kenney
instituted a thorough reorganisation of his command and separated the
American and Australian elements assigned to him into the 5th Air Force
and RAAF Command respectively. Air Vice-Marshal William Bostock was
appointed Air Officer Commanding RAAF Command.
Command of the RAAF was, therefore, divided between two officers
of equal rank. Jones was the nominal head of the RAAF and answered
directly to the Australian Government for raising, training and sustaining
the RAAF but had no authority over the way the Air Force was employed.
Bostock was responsible primarily to General Kenney for planning and
conducting most RAAF operations but had no control over the support
services necessary to fight the war. It is possible that goodwill and a
cooperative attitude could have made this awkward arrangement work.
Jones and Bostock, however, constantly worked against each other as
they engaged in a personal feud that lasted throughout the war. Jones
tried unsuccessfully to have Bostock removed and on occasion asserted
his authority by withholding vital support services. Bostock, for his part,
ignored Jones as much as possible and often resisted his instructions by
appealing them over his head to General Kenney.
These activities obviously had a serious impact on the RAAF’s ability to
deliver air power. It polarised the Air Force into two rival camps, undermined
the morale of the entire force, and diminished the RAAF’s standing and
credibility with our American allies. As result, in the final two years of the war,
as the USAAF undertook major air operations against the Philippines and the
Japanese home islands, Australian airmen were sidelined to supporting the
recapture of Borneo and mopping up operations against Japanese troops
on bypassed islands and garrison duties.
Comment: Overall, the wartime RAAF C2 framework effectively had
Bostock acting in an ACAUST position and Jones in a DCAF position,
without a CAF to command, direct and arbitrate.

3-10

Chief of Air Force

Air Vice-Marshal George Jones (left), the newly appointed Chief of the Air Staff (but still
wearing Air Commodore rank), and Air Vice-Marshal William Bostock (centre), Chief of Staff
Allied Air Forces SWPA (later AOC RAAF Command), with outgoing Chief of the Air Staff, Air
Chief Marshal Sir Charles Burnett (right), 12 May 1942.

3-11

CHApTER 4
AIR FORCE pRINCIpAL ExECUTIvES AND THEIR
COMMAND AUTHORITIES

Introduction

4.1 CAF commands the RAAF through two principal executives, DCAF
and ACAUST. DCAF is primarily responsible for the organisational tasks,
including strategic planning and the provision of policy advice for Air Force.
ACAUST is primarily responsible for Air Force’s operations and the raise,
train and sustain (RTS) function that ensures Air Force capabilities are at the
levels of preparedness directed by CAF for assignment to operations. As
shown in Figure 4–1, CAF retains Full Command over all Air Force members,
even those in non-Air Force groups through their agency heads.

CDF

CAF

DCAF ACAUST

AFHQ Non-Air Force groups Air Command
Strategic Planning, Policy Management/ Capability Management
and Personnel Command Structure (Operations and RTS)

Air Force Personnel

Figure 4–1: CAF’s principal executives and command chain.

4-1

AAP 1000.1

Deputy Chief of Air Force

4.2 DCAF leads AFHQ, which is the organisation through which CAF
discharges relevant responsibilities for commanding Air Force at the
strategic level. It is through AFHQ and its agencies that DCAF manages
Air Force doctrine, strategy, policy, capability and planning to determine
current and future Air Force activities and priorities for CAF. DCAF
performs the duties of Acting CAF in the absence of CAF.

4.3 DCAF interacts directly with ACAUST on issues relating to personnel,
training, resources and other aspects of Air Force’s RTS functions.

Air Force Headquarters
4.4 Air Force Headquarters (AFHQ) and its agencies manage and
conduct the interaction between Air Force, the other Services, other
Defence Groups, other Government agencies and Government, and has
responsibility for the overall management of the personnel element of Air
Force capability.

4.5 AFHQ and its agencies also undertake capability management
and strategic planning, and provide policy and doctrine advice to the rest
of Air Force, Defence and Government in regard to Air Force activities,
reputation, capability and Defence airworthiness issues.

4.6 Of note, the AFHQ agencies that are responsible for safety,
airworthiness and aviation capability improvement have dual Air Force
and joint responsibilities.

4.7 Annex C details AFHQ roles and functions.

4-2

Air Force Principal Executives and their Command Authorities

Air Commander Australia

4.8 ACAUST is responsible to CAF for the capability management of
operational forces and the RTS of forces for employment on operations.
ACAUST manages Air Force capabilities in order to maintain these elements
at levels of capability directed by CAF through the CAF Capability Directive
(CAFCD).

4.9 ACAUST reports directly to CAF on all aspects relating to the
delivery of Air Force capability to meet CAF and CJOPS tasking. ACAUST
and DCAF coordinate and synchronise their responsibilities to ensure that
the desired Air Force outcome is realised.

4.10 ACAUST is responsible for Peacetime National Tasks that are tasks
for which the Air Force has enduring responsibility. Such tasking includes
VIP air transport tasks, provision of Air Force air traffic control services to
support domestic aviation activities, and specific surveillance operations.

Air Command
4.11 Air Command comprises Headquarters Air Command (HQAC) and
the following six Force Element Groups (FEGs):

a. Aerospace Operational Support Group (AOSG);
b. Air Combat Group (ACG);
c. Air Force Training Group (AFTG);
d. Air Lift Group (ALG);
e. Combat Support Group (CSG); and
f. Surveillance and Response Group (SRG).

4.12 ACAUST exercises command of Air Command through HQAC and
the FEGs through the following principal senior officers:

4-3

AAP 1000.1

a. Director General Air Command Support (DGACSPT)/Chief of Staff
Headquarters Air Command (COS HQAC); 1
b. Director General Air Command Operations (DGACOPS)/Director
General Air (DGAIR); 2 and
c. Force Element Group (FEG) Commanders.

Headquarters Air Command
4.13 The mission of HQAC is to provide support to ACAUST in the
execution of relevant command responsibilities for the production and
delivery of air power. HQAC therefore functions as the C2 FEG for ACAUST.

4.14 HQAC’s structure is detailed in Figure 4–2. Annex D describes the
roles and functions of HQAC in further detail.

4.15 Annex E describes the North Atlantic Treaty Organisation (NATO)
Common Joint Staff System (CJSS) as employed by Australia. HQAC and
some subordinate headquarters use the CJSS.

4.16 Director General Air Command Support (DGACSPT)/Chief of Staff
Headquarters Air Command (COS HQAC). DGACSPT is responsible for
Air Command capability management and the provision of support to
operations and activities from HQAC’s support elements. The A7/A8/A93
and financial resource staff provide the support mechanism that enables
DGACSPT to fulfil these responsibilities, although DGACSPT can use all of

1
One O-7 level officer fills both positions—one position holds responsibilities
for HQAC (COS) and the other holds wider Air Command responsibilities
(DGACSPT).
2
One O-7 level officer fills both positions—one position is within HQAC (DGACOPS)
and the other within HQJOC (DGAIR).
3
Within HQAC, the A1 to A6 position titles are as for the CJSS. A7 is titled Directorate
of Training, A8 is titled Directorate of Development and A9 is titled Directorate of
Air Command Maintenance.

4-4


the Air Staff for capability management issues. COS HQAC is responsible
for the efficient management of HQAC. The duality of the position
facilitates the synchronisation of support activities across Air Command.

CJOPS CAF
Full Command
Theatre Command
Tasking Authority
ACAUST
CDR JTF

JFACC DGAIR DGACOPS COS DGACSPT

‘Manage Air Ops’ ‘Raise, Train, Sustain ‘Manage ‘Support Air
• AOC Air Force Ops’ HQAC’ Force Ops’
• A1 • A2 • A7
• A3/5 • A4 • A8
• A6 • A9
• DBWM

CDR ACG CDR AFTG CDR ALG CDR AOSG CDR SRG CDR CSG

Wings

Forces Assigned
Squadrons

Figure 4–2: Air Command staff and command relationships.

4.17 Director General Air Command Operations (DGACOPS)/Director
General Air (DGAIR). DGACOPS/DGAIR also has shared responsibilities and,
subject to the situation, manages Air Force RTS activities under command
of ACAUST or supports CJOPS in directing the AOC as DGAIR (see Figures
4–2 and 4–3). This duality provides unity in capability employment, thus
enabling the management of air operations functions to be synchronised

4-5

AAP 1000.1

with preparedness activities. This reflects the flexibility and adaptability of
Air Force’s C2 framework. Key aspects of the duality are:

a. ACAUST tasks DGACOPS to plan and execute tasks as directed by
CAF and to coordinate, plan and control activities to ensure Air Force
units are at the levels of capability directed in the CAFCD. DGACOPS
is supported in this responsibility by the Air Command A1/A2/A3/A4/
A5/A6 and AOC staff, although DGACOPS can use all of the Air Staff
for capability performance functions.
b. Under the direction of CJOPS, he also performs the functions of
DGAIR and is responsible for the AOC. The AOC is force assigned by
CAF to CJOPS under Theatre Command . DGAIR directs the AOC to
plan, task and control all routine and exercise Air Force activities, and
directed operational activities, for CJOPS and on behalf of CAF. CJOPS
may also appoint DGAIR as either a JTF commander, or a joint force
air component commander, for exercises and operations. The AOC
is therefore the means through which DGAIR manages and, when
appointed, commands, the centralised control and decentralised
execution of Air Force’s assigned assets in ADF joint operations.

Air and Space Operations Centre (AOC)
4.18 The AOC is the peak element of the Tactical Air Control System
(TACS).4 It is the primary agency for the planning and execution of current
air operations, although execution of specific tasks may be delegated as
appropriate. The AOC is therefore the organisation where DGAIR, or other
appointed air component commander, plans and directs air missions
as a part of the air campaign within an ADF joint campaign, combined
operation or joint exercise. Air campaigns are the means by which the

4
For additional information, see Australian Defence Force Warfare Centre, 20
October 2008, ADDP 3.3—Joint Airspace Control, Defence Publishing Service,
Canberra. In US joint doctrine, TACS stands for Theatre Air Control System.

4-6


RAAF plans and conducts the application of air power as a vital partner in
the ADF’s contribution to national security.

4.19 The campaign or operation planning process is predominantly a
joint activity where DGACOPS/DGAIR and the AOC and Air Staff participate
in joint planning to identify the Air Force elements that are necessary
to achieve the joint mission and to plan their employment. Forces are
recommended by DGACOPS/DGAIR, through ACAUST, to be approved by
CAF for assignment to CJOPS for operations.

Air Campaign
An air campaign is the controlled conduct of a series of interrelated air
operations to achieve specified objectives.5

4.20 The AOC is the single portal between AFHQ, HQAC and HQJOC for
matters relating to the assignment of Air Force elements to CJOPS and the
subsequent employment and sustainment of assigned Air Force elements
for operations and exercises. DGAIR may assign other AOC staff as points
of contact for this interaction. This portal is also the sole point of entry for
CJOPS interaction with ACAUST on matters relating to the preparation and
assignment of Air Force elements and is the pathway through which CAF’s
agreement to assign forces is communicated.

4.21 The AOC comprises a core group of personnel that have the required
professional mastery to execute an air campaign. These personnel may
require augmentation from Air Force’s operational elements as directed
by ACAUST. The AOC also utilises specialist planning and coordination

5
Kainikara, Dr Sanu and Richardson, Wing Commander Bob, 2008, CAF Occasional
Paper No 2 – Air Campaigns: The RAAF’s Application of Air Power, Air Power
Development Centre, Canberra, p 1.

4-7

AAP 1000.1

elements from Air Command Force Element Groups to undertake specialist
tasks. The AOC structure and relationships are shown in Figure 4–3.

The AOC is the peak element of the Tactical Air Control System and allows the centralised
control and decentralised execution of air power. This image shows the AOC Combat
Operations Division during Exercise TALISMAN SABER 2007 on 15 June 2007.

4-8


Full Command
CAF CJOPS
Theatre Command

Forces Assigned

ACAUST COS

DGACOPS/DGAIR J1/J4 SPT J3 OPS J6 CIS

J2 INT J5 PLANS J7 JCE

AOC
Director

Command, Control, Comms and Computers
A1 Pers, Deployments
and Exercise Manning
Strategy and Combat Plans Division

Strategic Aeromedical Evacuation
Combat Operations Division

Joint Airspace Control Cell
A2 Intelligence
ISR Division

A3/A5 Operations and
Plans

A4 Logistics

A6 Comms and
Information Systems

Air Staff AOC
(HQAC) (HQJOC)

FEG based planning and execution Centres of Excellence

Figure 4–3: The DGACOPS/DGAIR C2 Structure.

Note: All Air Staff (A1 to A9) may support DGACOPS in the planning,
coordination and execution of air operations.

4-9

AAP 1000.1

THE FIRST AUSTRALIAN JOINT AIR COMPONENT
COMMANDER EXPERIENCE
OPERATION WARDEN, EAST TIMOR, 1999
In 1999 Australia led a United Nations endorsed multinational
peacekeeping force to assist in the restoration of peace in East Timor.
Australian forces were committed to Operation WARDEN (provision of
Australian Theatre support) and Operation STABILISE (Australian forces
deployed to East Timor).
The Commander Deployable Joint Forces Headquarters (DJFHQ), Major
General Peter Cosgrove was appointed Commander International
Force East Timor (INTERFET) and his DJFHQ staff formed the staff cadre
for Headquarters INTERFET. A RAAF Air Commodore was appointed
Combined Air Component Commander (CACC) and was assigned all
aerial assets in the AO, including Army Blackhawk helicopters, as part of
an INTERFET Combined Air Wing (ICAW). Army Kiowa light observation
helicopters providing direct tactical support to 3rd Brigade were not
assigned to the CACC. Likewise, Australian-based RAAF assets, such as
P-3C and F-111 aircraft that were assigned to support INTERFET, were
not force assigned to the INTERFET CACC. The ICAW was multinational
comprising forces from Australia, Germany, Italy, New Zealand Singapore,
Thailand, United Kingdom and the United States. A RAAF Group Captain
commanded the ICAW, performing the functions of a Task Group
Commander. A Combined Air Operations Centre was established at
Darwin with a forward deployed Air Operations Centre element located
in Dili supporting the ACC.
Comment: In current and future operations the Air Component
Commander will be supported by an Air Staff. Depending on the
operational circumstances, the Commander Task Group (CTG) may also
have an AOC with the headquarters or may have to rely on the HQJOC
AOC operating in a reachback capacity. Alternatively, the Air Component
Commander may be integrated into a forward coalition structure and
therefore be required to provide integrated or embedded personnel
within the Coalition AOC (CAOC) in order to ensure Air Force capabilities
are appropriately integrated into the coalition air effort in accordance
with Australian national guidance and objectives, Australian law,
Australian rules of engagement and associated directives.

4-10


Air Force Ground Defence elements provide security of Air Force capabilities during
operations from forward operating bases. Here, an officer from No 2 Airfield Defence
Squadron farewells an Indonesian Air Force Special Forces officer, at Comoro Airport, near
Dili, East Timor, during Operation STABILISE in 1999.

Relationships with other Defence groups and Services

4.22 Air Force develops and maintains relationships with organisations,
both internal and external to the Department of Defence. The Department
of Defence comprises a large number of Groups and Services and is thus
very complex—with a significant number of interdependencies. The
effective maintenance of these relationships is of paramount importance
to Air Force’s ability to undertake its mission. Within Air Force, DCAF and
ACAUST liaise with a range of other headquarters and Defence service
providers.

4-11

AAP 1000.1

4.23 For example, at the strategic level, Vice Chief of the Defence Force
(VCDF) Group has several key organisations, such as Military Strategic
Commitments (MSC), Joint Logistics Command (JLC) and Joint Health
Command (JHC), that interact with DCAF on a continual basis. DCAF
also has close working relationships with the Chief Finance Officer (CFO)
Group, Capability Development Group (CDG) and the Defence Materiel
Organisation (DMO) due to resource management, capability development
and strategic logistics responsibilities. Additionally, ACAUST deals regularly
with CJOPS on operational matters as well as Navy and Army operational
level commanders.

4.24 Key organisations, such as the Defence Intelligence and Security
agencies, Defence Science and Technology Organisation (DSTO), Chief
Information Officer Group (CIOG) and Defence Support Group (DSG),
interact with Air Force at the strategic, operational and tactical levels
depending upon the level and location of the issue.

4-12

CHApTER 5
AIR FORCE TACTICAL FORMATIONS,
UNITS AND BASES

Introduction

5.1 The command and control of the Air Force’s tactical elements is
based on a series of cascading building blocks organised along functional
lines with delegated command authority starting from the Air Force, led by
CAF, down to the groups, wings and squadrons; each commanded by an
officer appointed by CAF. This chain of command is shown in Figure 2–1.
Additionally, there are specific C2 arrangements for each of the Air Force’s
air bases.

Force Element groups

5.2 The Force Element Group (FEG) is the highest tactical formation and
each FEG has a unique functional output within Air Command. The FEGs
are the capability management components of Air Command; for example,
Air Lift Group is responsible for Air Force’s airlift capability. FEGs comprise
a headquarters and one or more wings.

5.3 Each FEG Commander (FEG CDR) is directly responsible to ACAUST
for the management and development of the FEG’s respective elements
in order to deliver Air Force capabilities, and exercises Full Command of
their FEG on behalf of CAF. FEG CDRs have forces assigned by ACAUST on
a standing basis to realise the specific air power functions and roles for
which they are responsible.

5.4 Several FEGs maintain elements that have responsibilities for
the planning, coordination and/or execution of tasks related to their
areas of expertise on behalf of the HQAC Air Staff and/or the AOC.
These responsibilities include the deliberate and immediate planning of

5-1

AAP 1000.1

operations and exercises, and the execution of operational or preparedness
tasks.

5.5 FEG CDRs are accountable to ACAUST for:

a. the command of the FEG;
b. implementing the goals and objectives of the FEG;
c. providing direction and leadership toward the achievement of
the FEG philosophy, mission, strategy, and its annual goals and
objectives; and
d. the operations of FEG wings and squadrons/units on a day-to-day
basis, including the management of risk.

wings

5.6 A wing is a formation that comprises one or more squadrons. Wings
are the operational elements of Air Command. The Officer Commanding
(OC) of a wing exercises Full Command of their wing on behalf of CAF.

5.7 The complete wing or part thereof, the wing HQ, individual
squadrons or other wing elements may be force assigned under Theatre
Command of CJOPS for the conduct of operations, exercises or other
activities. Additionally, wing elements may be required to provide specialist
personnel in support of the C2 of such activities and thus augment HQAC’s
Air Staff or the AOC.

Squadrons and Units

5.8 Squadrons and units of squadron size are the core tactical elements
around which the Air Force operates. The function and role of the squadron
or unit will normally be based around a single output, support function
or platform. A squadron Commanding Officer (CO) is the lowest level at
which a commander exercises Full Command on behalf of CAF.

5-2

Air Force Tactical Formations, Units and Bases

5.9 Like wings, the complete squadron, or part thereof, may be force
assigned under Theatre Command of CJOPS for the conduct of specified
operations, exercises or activities.

Flights and Sections

5.10 While squadrons comprise flights and flights comprise sections,
their C2 is based on delegated control authority appropriate to rank and
position rather than exercising Full Command authority on behalf of CAF.
Flights are the first level of sub-unit within a squadron or unit.

Force Element Groups manage the capability to deploy and sustain air power. Pictured is
the first operational C-17 Aeromedical Evacuation (AME) flight conducted in support of
Operation SLIPPER on 7 September 2008. This is an example of two Force Element Groups,
Air Lift Group (No 86 Wing/No 36 Squadron) and Combat Support Group (Health Services
Wing), working together to achieve a single outcome utilising both permanent and reserve
personnel.

5-3

AAP 1000.1

Defence Materiel Division System program Offices
5.11 The Defence Materiel Organisation (DMO) is responsible for the
acquisition and sustainment of specialist military equipment and services
for the ADF, and it is responsive as appropriate to VCDF, the Service Chiefs
and CJOPS for the delivery of acquisition and sustainment outcomes.
DMO delivers its acquisition and sustainment outcomes through System
Program Offices (SPO) and System Support Offices (SSO). The SPOs,
which primarily deliver outcomes to Air Force and which contain a large
proportion of RAAF personnel, are commanded by a RAAF officer with the
title of Officer Commanding (OC). The OC is appointed by CAF as per other
RAAF commanders. CAF will also normally appoint a Commanding Officer
(CO) in each SPO for command and discipline of the RAAF workforce in the
SPO.

5.12 SPOs have the same status as wings in terms of their importance
to the Air Force mission, but they are not operational units within Air
Command, instead being in the DMO chain of command. SPOs are
also comprised of units normally based around functions (engineering
management, project management and logistics management) or by
products (aircraft or support systems).

Air Bases

5.13 Air bases are a key aspect of Air Force’s ability to sustain and project
air power. Air bases, whether they are permanent main operating bases or
impermanent forward bases, give Air Force the capability to carry out two
important functions: firstly they allow the raising, training and sustaining
of Air Force capabilities so that they are prepared for operations; and

5-4

Air Force Tactical Formations, Units and Bases

secondly, they allow Air Force to project air power during both peace and
war, to achieve Government’s objectives.

5.14 Under the implementation of the Base Accountabilities Model
(BAM), the CDF and the Secretary of Defence directed CAF to appoint
a Senior Australian Defence Force Officer (SADFO) for each Air Force air
base.1 2

Air Bases
Air bases are the geographical locations from which the Royal Australian
Air Force flies, fights and commands air operations. The RAAF’s ability to
provide the Government with effective air power for Australia’s security
is dependent on the capability of the force to optimally operate as a
system combining its airborne platforms, air power support systems and
air bases. This ability to produce and effectively apply air power across
the full range of military operations is critically reliant on assured access
to secure air bases, in the right locations and with adequate base utilities,
essential support personnel and services.2

5.15 There are unique C2 arrangements for ADF members on bases
within Australia because, while members within military units operate
under their traditional military C2 structures, the SADFO has the authority
to take command and control of the base when needed to enable a
unified response to a base security, emergency or similar incident. The
SADFO is also the ADF authority for Base Orders, Instructions and Plans.
The SADFO has the additional management responsibilities of being CDF’s

1
Secretary and Chief of the Defence Force Directive 04/08—Control, Management
and Accountability at Defence Bases and Establishments, 3 November 2008.
2
Kainikara, Dr Sanu and Richardson, Wing Commander Bob, 2008, CAF Occasional
Paper No 3 – Air Bases: The Foundation of Versatile Air Power, Air Power Development
Centre, Canberra, p 1.

5-5

AAP 1000.1

and CAF’s (in the case of those personnel on air bases) representative and
is responsible for Defence’s reputation and relationship with the local
community. CAF appoints the SADFO for Air Force bases.

5.16 Communication and good relationships between Air Force
commanders, members and the respective SADFOs are essential to
ensuring command relationships are clearly understood and deconflicted
on bases. They are also vital to the SADFO’s broader community
relationship responsibilities.

5.17 Additionally, in recognition of the key role that the air base plays in
Air Force’s ability to project air power, an Air Base Executive Officer (ABXO)
for each base is appointed who is primarily responsible to the SADFO for
the delivery of the air base capability and for the airworthiness of the
associated emergency systems.

5.18 Additionally, the Defence Support Group (DSG) Base Support
Manager (BSM) is responsible for the provision of support services and has
an important role in the management of the common areas of each base
and in the coordination and administration of base plans.

5-6

CHApTER 6
AIR FORCE COMMAND AND CONTROL IN
OpERATIONS

Introduction

6.1 Air Force personnel, elements and/or units may conduct operations
from either permanent main operating bases in Australia, or from deployed
forward operating bases in Australia or overseas. C2 mechanisms are
therefore designed to ensure that robust and redundant C2 arrangements,
which are congruent with the air power C2 tenet of centralised control
and decentralised execution and joint operational principles, are in place.
The C2 structures and levels of authority will vary according to the size of
the force, the complexity of the operation and the nature of the area of
operations.

Command and Control Structures and Mechanisms in Operations

6.2 Air Force elements will normally conduct operations as part of a
joint force. In such cases, Air Force elements are integrated into a joint C2
structure implemented specifically for the operation. The joint C2 structure
may be simple or complex depending on the mission, operation or
campaign, and/or the area of operations. C2 is operation-dependent and
will not be exactly the same in different operations; differing significantly
to peacetime Air Force C2.

6.3 The ADF uses the Task Organisation system—a standardised C2
organisational framework used by the United States, the United Kingdom

6-1

AAP 1000.1

and the North Atlantic Treaty Organisation. The system is based on a series
of subordinate organisations as detailed in Figure 6–1.1

Task Force
Commander Task Force

Task Group Task Group Task Group
Commander Commander Commander

Task Unit Task Unit
Commander Commander

Task Element
Commander

Task Element
Commander

Figure 6—1: The Task Organisation C2 structure framework.

6.4 CJOPS will appoint a JTF Commander to command a specific
operation within a defined area of operations (AO). The commander
may be of any Service—but this is often dependent on the nature of the
operation and whether it is oriented towards a particular type of military
activity. The JTF will comprise a headquarters and one or more Task
Groups.

1
For additional information, see Royal Australian Air Force, 2006, AAP 1002—The
Operational Air Doctrine Manual, Second Edition, Headquarters Air Command,
RAAF Glenbrook (AL1 to Revision 1 (Foreword) 23 February 2009).

6-2

Air Force Command and Control in Operations

The Australian Defence Glossary defines:
Joint Task Force (JTF) as:
A force composed of assigned or attached elements of two or more
Services established for the purposes of carrying out a specific task or
mission.

6.5 Air Force elements will normally be organised into one Task Group
and a RAAF officer will be appointed as its Commander Task Group
(CTG). This officer will function as the JTF commander’s air component
commander and principal air power adviser. Dependent on the operational
circumstances, a range of joint ADF air power elements may be grouped
into the one task group. In accordance with the air power tenant of
centralised control and decentralised execution, and the principle of war
of unity of command, the air component commander should control all
air power elements in order to ensure the effective and efficient use of
available air and space power resources and to prevent the often disastrous
results that occur when air power is parcelled out in small quantities.

6.6 The Task Organisation system is employed during all operations—
whether they are single Service, joint or combined. If operating in a
combined (or coalition) environment, an Australian commander will
at all times hold National Command. Operational/Tactical Command
or Operational/Tactical Control may be delegated, depending on the
operational requirements, to foreign commanders by CDF, but National
Command is retained at all times by the senior deployed Australian
officer to ensure that the ADF is used in accordance with the Australian
Government’s direction and objectives.

Control defines:
National Command (NATCOMD) as:
A command that is organised by, and functions under the authority of a
specific nation.

6-3

AAP 1000.1

RAAF C2 WITHIN A MAJOR COALITION AIR CAMPAIGN
OPERATION BASTILLE/SLIPPER, IRAQ, 2003

On 1 February 2003, the Australian Government announced it was
deploying ADF elements to the Middle East on Operation BASTILLE to
join the US-led Coalition preparing for possible military actions against
Iraq. Operation BASTILLE was the initial pre-deployment of forces,
acclimatisation and in-theatre training, and Operation FALCONER
covered combat operations to disarm Iraq. Operation SLIPPER, the ADF
support to the international coalition against terrorism, continued in
Afghanistan.
On CDF advice, and in close consultation with CAF, the Australian
Government committed to Operation BASTILLE/FALCONER F/A-
18 Hornet fighters, C-130 Hercules transport aircraft, an Air Forward
Command Element, and their respective aircrews and support personnel.
These elements joined the AP-3C detachment already in theatre for
Operation SLIPPER which was subsequently also force assigned to
Operation FALCONER.
During the operations, the ADF retained command of Air Force elements
at all times. CAF assigned the elements directly under the Theatre
Command of Commander Australian Theatre (now Chief of Joint
Operations) for deployment to the Middle East. In theatre, Commander
Australian National Headquarters - Middle East Area of Operations
exercised National Command of all ADF forces deployed on Operations
BASTILLE, FALCONER and SLIPPER at all times. Meanwhile, CAF retained
Full Command of the deployed forces.
With the commencement of hostilities, ADF elements were required
to operate under the Operational Control of Coalition component
commanders. This arrangement let Coalition commanders assign
specific tasks to ADF forces while they remained under the Operational
Command of Australian officers. Although ADF force elements worked
towards the overall Coalition campaign plan, there were also processes
in place to ensure that Australian forces were always employed in
accordance with Australian Government policies. For example, the
appointment of a Commander Air Task Group with a Forward Command
Element collocated in the US AOC ensured the seamless allocation

6-4

Air Force Command and Control in Operations

of Coalition tasks to Australian air elements. The overall C2 construct
ensured centralised command chains and unity of purpose but also
provided significant flexibility to enable command processes to flex and
adapt to changing requirements.

Group Captain Geoff Brown (Commander, Australian Air Task Group) alongside General
Tommy Franks (Commander, US Central Command), Lieutenant General T. Michael ‘Buzz’
Moseley (Commander, US Central Command Air Forces) and Air Vice-Marshal Glenn Torpy
(Commander, United Kingdom Air Contingent) briefing the President of the United States
via video conference the night before the strategic air campaign against Iraq commenced
on 20 March 2003.

6-5

CHApTER 7
CONCLUSION

7.1 Air Force’s C2 system is the means through which CAF commands
the RAAF in order to meet the responsibilities as directed by Government,
CDF and the Secretary of Defence. CAF commands through a C2 framework
that facilitates effective organisation, the RTS of forces, the planning for
and conduct of operations, and continual liaison within Air Force and with
external partners. These C2 structures are formal and directed by CAF.
They include links between the military and civilian components of Air
Force and are designed so that, when CAF deems necessary, they can be
adapted to meet the demands of emerging circumstances.

7.2 This publication describes Air Force’s C2 arrangements at the
highest level, focusing on the direct links between CAF and his most
senior commanders—DCAF and ACAUST—that strategically bind the
Air Force’s organisational and operational dimensions into a seamless
enterprise. Through this structure, CAF commands Air Force and, where
appropriate, authorises DCAF and ACAUST to communicate his intent and
to command and employ forces. This hierarchical arrangement empowers
DCAF and ACAUST to develop and exercise C2 relationships tailored
to their responsibilities. It also ensures the effective and unambiguous
understanding of these responsibilities in order to meet CAF’s intent.

7.3 All Air Force commanders are directed by CAF to carry out his
intent and to command and employ their forces to achieve Air Force’s
objectives. This includes the processes which are designed to provide the
clear and unambiguous delegation of command and control authorities.
This delegation focuses staff effort and ensures that Air Force continues to
make the superior decisions that are essential to its operations. Air Force’s
C2 is carefully designed and applied to ensure that it achieves the desired
outcomes in the most demanding of circumstances and in support of the

7-1

AAP 1000.1

nation’s security. It accomplishes this through a centralised control and
decentralised execution framework derived from lessons learned from the
employment of air power and captured in Air Force’s air power doctrine.

7.4 Although the command relationships described in this publication
are those that are exercised at the highest levels of Air Force, it is important
that all members understand that the direction they receive is based on
CAF’s authority and founded on his intent. Likewise, commanders must
use the Air Force C2 framework to communicate their command decisions,
intent and purpose in clear and timely ways. In this respect, while a key
part of C2 is the framework and mechanisms put in place to enable it, C2
largely comes down to being an art where one’s leadership abilities dictate
how successful Air Force C2 will be. Of note, the direction provided by
commanders at all levels of the Air Force is at all times provided through
the unbroken delegated authority of CAF.

ANNExES

7-2

Command and Control in the Australian Air Force

Command and Control in the Australian Air Force

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