TARGET 160: RAF Valley sets a record.

by Adrian Gates.Armourer.

Work wise life never became routine working for BRAMA at RAF Valley as there were constant challenges and something new was always happening. BAe were considering introducing the Hawk 128 into Valley as a private venture and we were asked to submit our estimate for the operation. My thoughts now return to 1994 when I worked for SERCO. For 2 solid weeks BAE, SERCO, Rolls Royce and members of the RAF were discussing a joint project where the civilian firms were proposing to virtually take over the running of the Hawks at RAF Valley. I remember we were locked in deep discussions on how such a system could work and the outcome from the RAF was 'how on earth could civilians possibly run such an operation'. The BRAMA contract which stated in 1997 was a half-way house, but I believe that a very similar proposal to that put forward in 1994, and totally rejected, is now in successful operation at RAF Valley.

In about 2002 the RAF authorities were of the opinion that they needed to train more pilots and would need up to 160 sorties a day from RAF Valley on a regular basis to achieve this task, this task was to be known as T160 and was to became the most significant challenge BRAMA had to face. However there were insufficient Hawks available to meet the task using the operational perimeters in place at the time. We concluded that if the turn round time could be consistently be reduced to 20 minutes, the task could be achieved. In reality, besides virtually doubling the number of aircraft handlers to carry out a 2 man turn round, the number of oxy/nit trolleys, fuel bowsers, towing vehicles, line supervisors, training staff, logistics and personnel staff would have to be increased as would the number of maintenance staff to keep pace with the increased flying rate. Communications on the line would need to be improved and a greater flexibility would have to be shown by all the work force. Dramatic changes would have to be introduced by the aircrew, and of course a building program would need to be carried out to provide the extra accommodation; Portacabins as usual!

OC 208 Sqn, a Wg Cdr Meadows, was the main instigator behind the project and I must say he firmly believed it was critical to the future of RAF Valley and persuaded the powers that be to fund the project. His posting away from RAF Valley came prior to the official implementation of T160 (there were still many outstanding works services and a shortage of manpower, both BRAMA and RAF) but we agreed to cooperate and try to achieve the magic 160 sorties in a day. This was a Station target, so the other Sqn at Valley, 234 Sqn, were also involved, with mainly weapon sorties, but I suspect they were not quite as keen to succeed as 208 Sqn. One wonders what the requirement is now, following the recent swinging defence cuts!

The chosen day arrived and by the time I arrived on one of the flight lines the weather was fine and everything was going very well. I was fully aware that all the BRAMA staff wanted the task to be met but I was concerned that in their enthusiasm short cuts might be taken or the Managers might 'push' too hard. My self-appointed task was to keep an eye out for any such practices, to ensure that safety came first, and if necessary slow things down. To my delight everything was going like clockwork. As soon as a Hawk returned from a sortie it was met by 2 handlers and within minutes an oxy/nit trolley and refueller arrived. What did surprise me was that nobody seemed to actually move, they just seemed to appear in the right place and at the right time. Even the various control points were functioning smoothly and problems were being efficiently resolved. Morale was high, but as shift change approached I wondered if tiredness would set in, or confusion reign during the changeover briefings. All went well and continued to do so throughout the day. The Aircrew were pleased with how things were going and when Wg Cdr Meadows returned from the final sortie of the day, he was truly delighted.

I certainly was, as it was the culmination of about a year of planning and effort, and probably the most satisfying professional day of my life. Little did I realize that when I left Halton as a 'plumber' in 1958, that some 45 years later, as the equivalent of OC Eng Wing, I would oversee civilians capable of supporting 160 sorties a day, and that I would have had a pivotal input into the organisation, together with the recruitment and training required to complete such a mammoth task.