Reform tabled - Department of Defence...Issue 3, 2010 magazine › Building begins on AWDs page 14...
Transcript of Reform tabled - Department of Defence...Issue 3, 2010 magazine › Building begins on AWDs page 14...
Issue 3, 2010
m a g a z i n e ›
Building begins on AWDspage 14
The Strategic Reform and Governance team is now in a position to provide advice on the specifics of the Strategic Reform Program, following the Government’s endorsement of the implementation plan.
Pictured above are Strategic Reform and Governance team members (L-R): Administration Officer Ms Gabrielle Burrell, the then Deputy Head Strategic Reform and Governance Rear Admiral Ray Griggs, Deputy Secretary Strategic Reform and Governance Mr Brendan Sargeant and Administration Officer Mr Troy Dickie. Photo: Bryan Doherty.
Full details from page 16.
Reform tabled
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CONTENTS
i n s i d e t h i s e d i t i o n
Columns
secretary: SRP: the opportunity to create and innovate 10
Chief of the Defence Force: Real reform can now begin 11
News
Snapshot 4
Pictorial: Anzac Day 2010 12
AWD update: what it takes to build a warship 14
More than words mark International Women’s Day 15
Cover story
Reform: a program for the people 16
The strategic Reform Program: what you need to know 18
Features
Freedom of Information: Information uncovered 20
Air Force: Deep reform keeps Air Force at cutting edge 22
Navy: Continuous improvement thrives in Navy conscience 24
Army: Reforming for a better fight 26
Chief Information Officer: New generation of reforms for ICT 28
Defence support: Joint action on payroll remediation 29
Defence Imagery and Geospatial Organisation: The warfighting edge 30
Defence security Authority: New governance bodies secure the risk 32
Capability Development Group: Reinforcing skills and procedures 33
People strategies and Policy: Shared services a model for all 34
science and Technology: Future-proofing Defence 35
Defence support: Leadership changes but business as usual 36
Defence Materiel Organisation: OTHR smart reforms 38
The Last Word: Head Acquisition and Reform in DMO, Michelle Kelly 39
Defence magazine
editor: Michael Weaver
Phone: 02 6265 7117
Deputy editor: Jack Foster
Phone: 02 6265 1949
Imagery support: Public Affairs Branch
Defence Magazine is produced by the Directorate of Internal Communication,
Public Affairs Branch.
ISSN 1446-229X
Design and layout: Graphics Services
Defence Publishing Service DPS: APR009/10
How to contribute to DeFeNCe MAGAzINe
Contact Michael Weaveror [email protected]
Phone: 02 6265 7117http://www.defence.gov.au/defencemagazine/
editorialThe story of the Strategic Reform Program (SRP) began last year with the unveiling of the Defence White Paper in the form of a document titled Defending Australia in the Asia Pacific Century: Force 2030.
With the planning phase now complete and Defence’s vision for implementation of the SRP endorsed by Government, the real work begins.
There are many chapters to this next phase and we have documented the very significant efforts of each Group and Service, many of which have worked together to achieve projected efficiencies for us all.
Indeed, the SRP is still only in its infancy and in many ways, is yet to reach its rebellious teenage years. However, as we all know, the peer pressure of being a teenager is something long forgotten upon maturity, and those in charge with implementing reform will hope the SRP traverses a similar trajectory – to reach a point where we don’t need to talk about reform programs, efficiencies and cost-consciousness – because they are a part of everyday business.
Suffice to say, this edition spells out in the plainest of English how each Group and Service is doing its bit to do its job more efficiently.
A line in the sand has been marked. There is a common goal. Yet the eventual success of this reform program rests with one more crucial element – the efforts of every person in Defence.
So, while there is little more to say here that has not already been said inside, you will definitely gain an insight into what the other areas of Defence have done and are planning to do, and how your workplace will look in the next few years.
An insight that makes your job easier may well be within.
- Michael Weaver, editor
PHOTO OF THe MONTH:Seaman CIS Bhup Inder salutes
upon raising the Australian National Flag during proceedings before the
annual Anzac Day AFL clash between Collingwood and Essendon at the
Melbourne Cricket Ground. Further images from Anzac Day appear on P12.
Photo: ABIS Andrew Black
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Remote Indigenous Australians answer the callMore than 40 indigenous applicants from remote communities across the Northern Territory and Kimberley region have travelled to Darwin for a week of assessments on their suitability to join NORFORCE, and further study on the Defence Indigenous Development Program (DIDP) in Katherine.Travelling from communities as far as Ramingining in Arnhem Land and Amoonguna down in the desert country near Alice Springs, indigenous mentor Lance Corporal James Woods from Maningrida aptly described the gathering of
applicants on Larrakeyah Barracks as “a call to protect our land”.
“Serving in NORFORCE is a big thing out in the communities. Most of the applicants here have a brother, uncle, or mate who served, so they understand what it’s about,” Lance Corporal Woods said.
“Coming into Darwin and staying on the barracks for a week of Army testing is a big worry for some of the remote boys. That’s why mentors like me are here, to explain some things and relax them.”
Commanding Officer of NORFORCE Lieutenant Colonel Chris Goldston said Defence Force Recruiting (DFR) and his unit’s training squadron were working well together, with the assistance
BeLOW: Indigenous mentor Lance Corporal James Woods with some of the applicants in the latest round of assessments to join NORFORCE.
of indigenous mentors from some of the remote communities.
“For most of the applicants this is their first exposure to the military, and coming to Larrakeyah Barracks in the middle of Darwin can be a little overwhelming,” LTCOL Goldston said.
The week-long testing period conducted by Defence Force Recruiting and Training Squadron includes fitness tests, health checks, and interviews.
In the coming month, successful applicants will be invited back to Darwin to attend their recruit induction course for service as a NORFORCE soldier.
One-stop-shop for vetting enquiriesBeginning operations in late February, the Client Service Centre in the Defence Security Authority (DSA) has been established to process all calls and emails relating to security clearances and vetting.This single point of contact will improve engagement with Defence clients on vetting matters. The Client Service Centre can be contacted on 1800 640 450 (freecall), or by email to [email protected].
All other security enquiries should be submitted to your local regional DSA office, details of which can be found on the DSA Intranet site, http://intranet.defence.gov.au/dsa
Another feature of the DSA Intranet site is the Security Newsroom, containing important updates and topical articles relating to security issues in Defence. Security Officers in particular should frequently visit the Security Newsroom, as updates to security programs, policy, forms and training are provided on a regular basis.
Lost sons returned homeThe remains of two soldiers lost in Indonesia for 43 years have finally been returned to Australian soil.
Lieutenant Kenneth Hudson and Private Robert
Moncrieff – members of the Special Air Service
Regiment (SASR) – were conducting border
security operations in West Kalimantan, during the
Indonesia Confrontation between the Federation
of Malaysia and Indonesia. The men were swept
away during a river crossing on 21 March 1966.
An Army investigation to find their remains began
in late 2008 and received Indonesian military
support soon thereafter.
Remains were recovered from two burial sites
in West Kalimantan in October 2009 and were
formally handed over by the Indonesian National
Defence Force at the Australian Embassy in
Jakarta on 12 April 2010.
ABOVe: The Bearer Party carry the coffins of Lieutenant Kenneth Hudson and Private Robert Moncrieff from the C-130 Hercules aircraft at RAAF Base Pearce in Perth. Photo: Corporal Melina Mancuso
A ramp ceremony was held in Perth, where an SAS
bearer party received the remains and delivered
them to the soldiers’ families for burial.
Special Operations Commander Major General
Tim McOwan said the men were proud, diligent
soldiers, dedicated to their role in the SAS and
their families.
“I thank the families of Lieutenant Hudson
and Private Moncrieff for their patience in an
understandably difficult time,” MAJGEN McOwan
said.
Lieutenant Hudson and Private Moncrieff are
the last SASR soldiers missing in action to be
found and brought home. Private Moncrieff was
buried following a private service in Perth, while
Lieutenant Hudson was buried in Brisbane.
ADF joins regional security exerciseWarships, combat aircraft and soldiers from the Australian Defence Force (ADF) will join the armed forces of Malaysia, New Zealand, Singapore and the United Kingdom in a major military exercise focussed on enhancing regional security.
Exercise Bersama Shield 2010 will be conducted under the auspices of the Five Power Defence Arrangement (FPDA) in various locations on the Malaysian Peninsula and in the South China Sea between 26 April and 7 May 2010.
About 240 personnel, 19 ships, 59 aircraft and various support elements are involved in the exercise that will enhance the interoperability of the combined air, ground and naval forces of the FPDA countries.
The ADF assets involved in this exercise include HMA ships Anzac and Success, eight F/A-18 combat aircraft from 75 Squadron and an AP-3C Orion maritime patrol aircraft from 92 Squadron.
Republic of Korea joins IsAFThe Chief of the Defence Force, Air Chief Marshal Angus Houston, has acknowledged that the NATO Secretary General has formally welcomed the Republic of Korea (ROK) as the 46th contributor to the International Security Assistance Force (ISAF) in Afghanistan.
Following an offer by the South Korean Government in November 2009 to deploy a Provincial Reconstruction Team (PRT) to Parwan province, the relevant certification processes have been completed and the ROK has been officially recognised as a non-NATO ISAF Contributing Nation.
"We warmly welcome the Republic of Korea as a non-NATO ISAF Contributing Nation and look forward to assisting the ROK PRT prepare for its deployment,” Air Chief Marshal Houston said.
"The ROK team will comprise 50-70 civilians, 30-50 police officers and 200-400 infantry troops. The troops will be tasked with protection of the PRT and will not play a combat role."
Australia is the largest non-NATO contributor to the ISAF mission in Afghanistan.
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Ocean whisperers NORFORCE patrolmen from Kimberley Squadron in Broome, Western Australia have returned from a patrol exercise in remote northern Australia to hone their surveillance and bush craft skills. The exercise focused on water operations where its soldiers were practicing clandestine insertion, manoeuvre and surveillance techniques.Patrolmen from communities within Kimberley Squadron’s area of operations including Kununurra, Derby, and Noonkanbah travelled to the Broome depot for the two-week training concentration period.
Private Navarone Salerno, 19, from Kununurra, said
it was a great experience to train alongside other
patrol members he’s known all his life, including
his uncle and cousin.
“It makes the team so much stronger because
everyone easily compensates for one another’s
strengths and weaknesses, and the result is an
efficient patrol that has a good time,” Private
Salerno said.
“I would never have had this opportunity anywhere
else.”
The courses Private Salerno has completed include
his induction course, patrolmen’s course, patrol
watercraft operator course, and the advanced
combat first aid course which provides the soldier
the training to administer first aid in a medivac
situation out on patrol.
LeFT: Mr Neville Tomkins shows his medal for making his 200th plasma donation to the Australian Red Cross Blood Service.
Rewarding 200 plasma donationsThe First Assistant Secretary Defence People Solutions in Defence Support Group, Neville Tomkins, visited the Canberra Australian Red Cross Blood Service in Woden to make his 200th plasma donation in late March.
During his donation the Australian Red Cross
Blood Service thanked Neville for the valuable
contribution he regularly makes to saving lives, and
awarded him with a medal recognising his efforts.
With full blood donation you can donate every
three months, though as a plasma donor, you can
donate every two to four weeks. Plasma is critical
in saving lives and can be used to treat medical
conditions such as leukaemia, severe burns and
kidney diseases.
Neville makes the trip to the Blood Bank at Woden
every second Monday where he is connected to a
specialised machine to separate the blood, take
out the plasma and return the red cells back to the
body.
If you would like more information on becoming a
donor, you can call 13 14 95 or visit donateblood.
com.au.
ABOVe: The Governor-General, Her Excellency Ms Quentin Bryce meets Captain Karina Cann at the Coalition Base in Tarin Kowt, during a surprise visit to Australian troops in the lead-up to Anzac Day. Photo: SGT Brett Tero
Governor-General surprises troops in AfghanistanAustralian troops in Afghanistan had a surprise pre-Anzac day visit from the Governor-General, Her Excellency Ms Quentin Bryce AC.
The Governor-General visited both Tarin Kowt and
Kandahar Airfield. She spent time having lunch
with the troops and was shown an equipment
display.
“I want you to know how much it means for me to
Funeral of senor Rufino Alves CorreiaAustralian Defence Force troops deployed to East Timor have attended the funeral of Senor Rufino Alves Correia, one of the last known surviving East Timorese to have supported 2/2nd Independent Company during World War II.
Together with hundreds of mourners in Dili, Australian Defence Force personnel honoured Senor Correia, with members of the Australian Joint Task Force carrying the casket through a guard of honour, before family, friends and colleagues sang hymns and offered prayer.
Commander International Stabilisation Force (ISF) COL Simon Stuart said attending the procession was a privilege.
"We were a part of something special and I think it is appropriate, as Australian soldiers, to remember the commitment of Rufino Correia and his many colleagues who supported Australian soldiers in East Timor during World War II,” Colonel Stuart said.
It was Senor Correia's special request to be draped with the Australian flag and slouch hat upon his passing, typifying an everlasting bond between Australian and Timorese soldiers.
CD marches to ANzAC tuneThe Australian Army Band Sydney and Canberra-based singer/songwriter Pete Gervasoni have joined forces to create a CD that is designed to encourage young Australians to understand and appreciate Anzac Day.
“This package is the definitive collection of music required for schools and community groups to conduct their own commemorative service and is a constant reminder of our veterans and what they are marching for,” Pete said.
“The video is a fitting tribute to the Australian Defence Force and provides a visual interpretation of the ANZAC spirit and the courage shown by the men and women that serve their country.”
The package features Pete Gervasoni’s commemorative song, What are they marching for performed by the Australian Army Band Sydney.
be here today as we approach Anzac Day,”
Ms Bryce said.
“To have this opportunity to express to you my
admiration and respect for what you do and what
you stand for – I want you to know that you are so
often in my thoughts.
“I see in you so much that makes me feel proud
of you, of our country, of our great traditions in
military service, in defending freedom, democracy,
the dignity and worth of every human being.”
Australian troops deployed to Afghanistan held a
traditional dawn service and gun-fire breakfast this
Anzac Day. Ms Bryce also travelled to Gallipoli for
the 95th Anzac Day commemorations in Turkey.
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Soldiers return homeThe second rotation of the ADF Force Support Unit (FSU-2) has successfully completed operations in the Middle East and returned to Australia.The Force Support Unit provides vital operational
logistic support to deployed forces in Afghanistan
and the Middle East, including warehousing and
distribution, as well as induction training for
deploying personnel.
Commander of Australian Forces in the Middle
East, Major General John Cantwell said that
the Second Force Support Unit did an absolutely
outstanding job in a demanding operational
environment.
“I want to thank you for a thoroughly professional
and excellent period of service,” Major General
Cantwell said.
“Every sailor, soldier and airman can go home
proud with their heads held high.”
FSU-2 comprised approximately 140 soldiers,
sailors and airmen from a multitude of bases
around Australia. The majority of the force was
an Army contingent from the 10th Force Support
Battalion in Townsville.
Commander of FSU-2 Lieutenant Colonel Craig
Dobson said that as the unit was a joint unit,
it was able to utilise the combined skills and
experience of Navy, Army and Air Force personnel
to deliver the right support at the right time.
“Our motto is ‘anything, anywhere, anytime,
bar nothing’, and I could not have asked for a
better group of men and women to achieve that
commitment to those we supported.”
The Second Force Support Unit officially handed
over control to the Third Force Support Unit (FSU-3)
on 11 April, with a transfer of authority parade and
ceremony before returning to Australia.
Sea rescuers commended The ADF has begun presenting commendations to 51 Service men and women who helped rescue, treat and evacuate those injured from the explosion onboard Suspected Irregular Entry Vessel (SIEV) 36 on 16 April 2009.
The Chief of Joint Operations, Lieutenant General
Mark Evans, said the commendations were
awarded for the outstanding service, courage,
drive, dedication and compassion shown by those
involved in the rescue, treatment and evacuation of
people involved in the SIEV 36 incident.
“Our people worked professionally and with
empathy under severe pressure to ensure those
involved in the SIEV 36 incident were rescued,
treated and evacuated quickly,” LTGEN Evans said.
“Superior levels of teamwork and cohesion were
shown in developing pragmatic solutions to
extraordinarily complex and challenging problems.
“Special mention also needs to be made of the
exemplary performance of the Headquarters
Northern Command staff in Darwin who provided
coordination and support during the rescue and
evacuation of the critically injured. The Augmented
Operations Branch provided support to the
rescue and evacuation operation that was highly
complex.”
Further presentations will be made to Darwin-
based personnel in May due to crew availability
and at the first available opportunity for other
personnel who have since moved to postings in
other localities in Australia and overseas.
RIGHT: Two of the many ADF personnel involved in the rescue and treatment of those injured on SIEV 36, Leading Seaman Boatswains Mate Matt Keogh and Petty Officer Marine Technician Thomas Dawe of Ardent Four aboard HMAS Childers. Photo: ABIS James Whittle
The full story of the SIEV 36 incident can be found
on the Defence Internet at: http://www.defence.
gov.au/siev36/fullstory.htm.
Defence says goodbye to Traci hamiltonTraci Hamilton from the Defence Intelligence Training Centre (DIntTC) passed away in April while on a Mobile Training Team (MTT) in Bogor, Indonesia.
Traci was one of four members in the MTT that
was conducting an Intelligence Research and
Analysis Course for the Indonesian Army.
Towards the end of the course, Traci fell ill.
Indonesian health professionals, Australian
Embassy medical staff and contract emergency
medical personnel arranged by the Australian
Defence Staff in Jakarta did all that was possible
Quick-thinking cadet lands stricken aircraftAustralian Defence Force Academy Officer Cadet Patrick Humphries successfully landed his light aircraft on a Hobart highway after it suffered engine failure on 6 April.
Eighteen-year-old Officer Cadet Humphries was in his home state of Tasmania, visiting family during the Easter break. A private pilot, he was practicing aerobatic manoeuvres in a flying club-owned Victa Airtourer over Ralphs Bay when the engine failed.
Responding calmly and confidently, he determined the nearby Brooker Highway was the safest place to put the aircraft down.
“I considered several football fields and had a look at a couple of roads but quickly ruled them out because of the cars on them,” he told the Hobart Mercury.
OCDT Humphries manoeuvred the aircraft beneath an overpass before his right wing hit a concrete road divider. The aircraft then clipped a tree and spun before coming to rest on an embankment.
Unhurt, but concerned at the risk of causing a car accident, OCDT Humphries ran down the road and signalled cars to slow down, redirecting traffic until police arrived on the scene.
OCDT Humphries is studying for a Bachelor of Arts degree at ADFA in Canberra, with the goal of becoming a pilot in the Royal Australian Air Force.
Defence Magazine will publish an article with OCDT Humphries and another Officer Cadet who saved a member of the public from drowning in the next edition.
Aussie soldiers lend a hand Australian soldiers in Afghanistan have medically assisted two Afghan civilians after they were injured in a suspected unexploded ordnance incident.
The injured father and son were believed to have been scavenging material from an area used as a firing range by Afghan and coalition troops in the Baluchi Valley, Oruzgan Province when the incident occurred.
Personnel with the First Mentoring Task Force heard the explosion and responded at the scene. They provided immediate medical assistance before the two injured Afghans were airlifted for further treatment.
The Afghan pair was taken to a coalition medical facility in Tarin Kowt, Southern Afghanistan, where they were treated by Australian Defence Force personnel and later released.
during an 18-hour period to keep Traci alive. Sadly,
on Good Friday morning Traci lost the fight and
passed away.
Traci’s career in Defence started when she enlisted
in the Royal Australian Air Force (RAAF) to work in
the field of Signals Intelligence. She left the RAAF
after 10 years service and joined the Australian
Federal Police.
She then spent time with the National Antarctic
Research Expedition as a radio operator and
medic, before working with the Australian
Fisheries Management Authority, and later with
the Department of Immigration and Multi-Cultural
Affairs.
In 2002 Traci transferred to the Department
of Defence as an Instructor at DIntTC, Kokoda
Barracks, Canungra in Southeast Queensland.
Traci was a person who showed enormous passion
and dedication to her work, with an extraordinary
attention to detail and an enormous appetite for
work. She will be sorely missed by her friends and
work colleagues at DIntTC.
ABOVe: Traci Hamilton, along with work colleague Mr Steve Wiskar (far right), with some of the students who were taking part in the Intelligence Analysis Course.
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SECRETARY’S COLUMN
Strategic reform. It’s an all-pervasive phrase in Defence at the moment.
SRP: the opportunity to create and innovate
As most of you are now aware, the Strategic Reform Program (SRP) package was agreed by Government in late March, and was subsequently announced by the Minister for Defence on 7 April. Since then, the CDF, other members of the Defence Committee and I have been, through the last several months, discussing the SRP with members of Defence wherever possible – something we will continue to do.
The Government wants us to live within our budget, deliver on the SRP and deliver on Force 2030.
the Government has committed $2.4 billion during the term of the SRP to invest in reform activities.
At the time of the White Paper, the early reforms had very clear and implementable initiatives. DSTO has rolled out most of its initiatives, and we have already seen several improvements to the capability development process. We have changed the way we approach strategic planning, and are revising the way we undertake the White Paper process. We are increasing the role of our capability managers, and we have seen DMO become more commercial in its approach to business.
There will be benefits for all of us as members of Defence from SRP. The cost reductions from SRP are to be reinvested in current and future capabilities as outlined in the White Paper and in the Defence organisation itself.
The Information and Communication Technology reforms will significantly improve ICT services across Defence. Across the next decade, Defence will invest around $1.2 billion in its ICT systems. By 2012, we will have a single desktop environment using multi-level security technology that will allow unclassified, restricted and secret domains to be accessed from a single box, and will simplify software delivery and updating.
Reforms to the acquisition process of non-military goods and services will see us deliver cost reductions of about $4 billion across 10 years.
The Smart Sustainment stream is about sustaining ADF capability while ensuring it remains safe, effective and affordable. This represents the largest SRP stream in financial terms and combines more than 100 smaller reform projects, generating about $5.5 billion in savings for the next 10 years.
But the SRP is not about slash and burn. We have the opportunity to be creative and innovative.
We are taking the next step toward a more centralised shared services model. Defence will
convert around 700 contractor positions to APS jobs; during this financial year we have already converted 245 positions. Between 500 and 600 uniformed military support positions will be civilianised between 2010 and 2014, resulting in a benefit of around $400 million during the life of the program.
We understand that changes to an organisation’s workforce are not easy. However, as a result of previously planned growth and White Paper initiatives, Defence will see a net growth of its workforce including approximately 3800 additional ADF positions and 1500 APS positions during the decade (which is a larger number than previously advised).
So while the overall workforce will grow throughout the next decade, it will also have to handle much greater activity. As we move toward a leaner business model, the workforce mix will need to be re-balanced. Some areas, such as administrative processing and office functions, will see a reduction in workforce numbers, but changes in these areas will be carefully managed and reductions will be managed primarily through the attraction, re-training and relocation of staff.
Planning is one of Defence’s strengths, and the planning effort for the SRP has been meticulous, which means we are well-positioned for its implementation. However, to effectively implement a program of this scale, we all need to think and work smarter. For the organisation to change, the people must be prepared to change with it.
To support the implementation of the SRP, a set
of reform behaviours has been developed in
consultation with staff across the organisation,
which aligns with the Defence values and Code
of Conduct. I encourage you to spend some time
familiarising yourself with these behaviours, and
to consider how they relate to the way you work
each day.
“The SRP provides Defence with the chance to deliver its future force and to shape its own future, and we intend to grasp it.”
- Secretary of Defence Dr Ian Watt
The SRP provides Defence with the chance to deliver its future force and to shape its own future, and we intend to grasp it.
While the SRP presents us with a great opportunity, it also brings with it an even greater responsibility of using our resources wisely. We must make everything we do count – every minute, every dollar, every round.
Many of you will already be familiar with the origins and development of the SRP package, starting with the Defence White Paper, Force 2030, released in May last year.
In order to fund Force 2030, the Defence funding model needed to be enhanced. Our implicit agreement with Government is that the cost-reductions stipulated by the SRP will provide $20 billion in funding to help deliver Force 2030, and
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ChIEF OF ThE DEFENCE FORCE’S COLUMN
It is difficult to believe that it has already been 10 months since the concept of the Strategic Reform Program (SRP) was introduced to everyone. At that time, we established the SRP’s importance in achieving a more effective and efficient Defence organisation.
Real reform can now begin
The Government has now endorsed our
implementation plan and we are able to begin the
real work of the SRP. The Secretary and I are really
pleased to have reached this stage because we
can get down to the work of truly embarking on the
implementation phase of the SRP.
The strategic environment we face is ambiguous
and challenging, and we need to ensure our ADF
has the capability required to respond effectively in
such an uncertain environment. What the SRP does
is to deliver a stronger, more agile, harder-hitting
and muscular defence force for Australia.
The SRP will deliver gross cost reductions of
around $20 billion, to be re-invested into the
delivery of stronger military capabilities. It will also
go towards remediating areas where there has
not been enough funding in the past; and it will
modernise the Defence enterprise – all of which is
absolutely essential to support the ADF.
As an organisation, Defence must actively
minimise waste, improve processes, and ensure
that our time and money is being invested wisely.
Of course, the reforms required by the SRP are
not going to be easy, however there is a level of
senior leadership commitment to this program that
I have not seen in this organisation before. It is this
united leadership that I believe will take Defence
forward to ensure we can deliver Force 2030.
Cost reduction is vitally important to the Program,
but it has to be reform-led. I can assure you that
the success and safety of ADF operations, training
and people has stayed at the forefront of my mind
during the planning phase of the SRP. The ADF
has a hard-earned reputation for excellence on
operations and it is not one that I am prepared to
jeopardise – our people are first-class and deserve
to be supported in the best possible way.
The Prime Minister has made it very clear that he
regards Australia’s security as a key Government
objective. We need to be able to defend Australia
by having the ability to deter and defeat armed
attack. We also need to have the adaptability to
move into the South-Pacific – whether on natural
disaster missions, relief operations or stabilisation
and security operations. Similarly, we need the
option to be able to provide tailored Defence
contributions in the Asia-Pacific or further afield if
required. These capabilities constitute the essence
of our military strategy.
When each of the Services’ individual reform
programs are complete, I believe Force 2030 will
truly be a joint force that can excel on joint and
inter-agency operations and make a meaningful
contribution to coalition operations.
Now that the SRP has been endorsed by
Government, Defence is accountable for this
reform. I am very satisfied that we have developed
a robust and comprehensive performance
monitoring system with a very strong emphasis on
ensuring that reforms are not only implemented
but that Defence capability will not be adversely
affected.
The Government, the Defence Strategic Reform
Advisory Board, the Secretary and I believe we are
well-positioned for success, but the reform plan
is long-term and each step is vitally important.
Further, the SRP crucially relies on cultural and
behavioural change across the organisation;
indeed, it is paramount to its success. It is
therefore up to each and every one of us to
contribute and commit to this program of reform.
For that reason, I am encouraging everyone in
Defence to be innovative; to have confidence in
themselves, their team and our organisation; to be
resourceful; to collaborate across boundaries; to
take ownership of the reform and the plan; and to
challenge themselves and each other – and to start
today. Because we are building Force 2030 today
and every day from now on.
In closing, I would like to thank everyone who was
instrumental in developing the implementation
plan. The high levels of collaboration and
consultation have been evident throughout this
whole process, and your enthusiasm and careful
analysis have been particularly impressive.
“I am encouraging everyone in Defence to be innovative; to have confidence in themselves, their team and our organisation; to be resourceful; to collaborate across boundaries; to take ownership of the reform and the plan; and to challenge themselves and each other – and to start today.”
- Chief of the Defence Force, Air Chief Marshal Angus Houston
PICTORIAL: ANZAC DAY 2010
The Australian Defence Force paused on 25 April to remember those who have contributed to all Australian military operations past and present during the 95th anniversary of Australia's first significant military action.
"We remember not only the original Anzac’s who died on 25 April 1915, but every one of our service men and women who have served and died in all wars, conflicts, peacekeeping operations, disaster relief and humanitarian assistance missions," Chief of the Defence Force, Air Chief Marshal Angus Houston said.
Across all Australian military campaigns, more than 1.8 million Australians have enlisted into the Services to serve their country in times of need. Of these, more than 102,000 have died as a result of their service, more than 225,000 have been wounded, and more than 34,000 held as prisoners of war.
Approximately 3800 ADF members are currently deployed on operations in Afghanistan, other areas of the Middle East, East Timor, Solomon Islands and off Australia's northern coast line conducting border protection operations. Smaller numbers are deployed in Iraq, Egypt, Sudan and Darfur.
"On Anzac Day, we acknowledge the bravery and sacrifice of those who have contributed so much in shaping the identity of our nation,” Air Chief Marshal Angus Houston said.
"Anzac Day is also a time to remember the families of our deployed service men and women.
"We salute ADF families for their love, encouragement and support. Without this, our people would not be able to perform as well as they do."
1. A member of HMAS Sydney's ship’s company provides the Catafalque party for the HMAS Sydney II inaugural commemorative AFL match between the Sydney Swans and West Coast Eagles at the Sydney Cricket Ground. Photo: LSIS Phillip Cullinan
2. Australian Diggers mount the Catafalque guard as assembled Australian and Coalition Service men and women pay their respects at the Dawn Service in Tarin Kowt, which included the Minister for Defence, Senator John Faulkner, as a special guest. Photo: SGT Brent Tero
3. Members of the Turkish Defence Force stand in formation at the Çanakkale Martyrs' Memorial during the Turkish International Service. Photo: CPL Hamish Paterson
4. Ship’s company of HMAS Parramatta during a Dawn Service while conducting maritime security operations on patrol in the Middle East in support of Operation Slipper. Photo: ABET Nathan Jeal
5. The Governor-General of Australia, Her Excellency Ms Quentin Bryce, meets explosive detection dog Sarbi at Tarin Kowt in the lead-up to Anzac Day during a surprise visit to Australian troops deployed to Southern Afghanistan. Photo: SGT Brent Tero
6. A couple of proud ex-Service men catch up during the 2010 Anzac Day parade in Canberra. Photo: Mark Brennan
7. Australian Defence Force personnel serving in the International Stabilisation Force in Dili, East Timor wear autographed AFL jerseys donated by the Fremantle and Richmond clubs. Photo: CPL Scott Smedley
8. Aircraftwoman Nadia Benedetto meets with Sergeant (Ret’d) John Brown, who served with No. 4 and No. 5 Squadrons, as past and present personnel gathered for the Anzac Day march through Sydney. Photo: AC Chris Hall
9. Private Matthew Krause tossess the coins for a round of two-up on Anzac Day at Camp Holland in Afghanistan. The games extended for most of the morning with some troops heading into Poppy’s to watch the AFL at the MCG. After lunch, it was business as usual with most of the troops back on the job. Photo: SGT Mick Davis
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NEwS
More than 500 workers have begun shaping, welding and grinding steel to make the hull blocks for the ADf’s new Air Warfare Destroyers (AWD), marking the start of full shipyard production in one the biggest defence procurements ever attempted in Australia.
By Jack Foster
Built out of shipyards in Adelaide, Melbourne and Newcastle, the hull blocks will evolve into three of the world’s most advanced warships, capable of engaging with enemy aircraft and missiles at ranges in excess of 150 kilometres.
Minister for Defence Materiel and Science Greg Combet said the workforce number would increase to more than 3000 as the project moved to deliver the first completed AWD, HMAS Hobart, in December 2014.
The two remaining ships – HMAS Brisbane and HMAS Sydney – will be completed in 2016 and 2017 respectively.
“This is an important milestone for this national project, and I wish to congratulate everyone involved in helping us reach this point,” Mr Combet said.
Mr Combet said that the AWD capability supported the recent Defence White Paper’s emphasis on a strong maritime force.
Mr Combet also talked of the broader aspects of the AWD Project, saying that benefits would be realised outside of the three main shipyards. He added that the project would attract many young people as well as skilled workers.
“Each of you has an important part to play in the success of the project,” Mr Combet said.
Mr Combet said AWDs were being built under an alliance strategy that integrated Defence and industry to ensure best-for-project outcomes based upon shared outcomes.
“The AWD project is currently on budget and schedule, and I thank everyone involved with the AWD Alliance for their commitment and hard work,” he said.
Alliance CEO Rod Equid said: “With this model,
you can bring the best people together, working as
a unified team to deliver complex projects like the
Air Warfare Destroyer”.
Mr Equid said the AWD Program would also
maximise Australian defence industry involvement
wherever possible.
“The sonar technology for example is from a global
company, yet we have an agreement to carry
out at least 50 per cent of the sonar work within
Australia,” he said.
The completed hull blocks will begin to arrive
in Adelaide for consolidation into the complete
warship by mid-2011.
A feature article on the AWD Project will appear in
Issue 5/2010 of Defence Magazine.
14 www.defence.gov.au/defencemagazine
What makes an Air Warfare Destroyer?› 4770 tonnes of steel
› 137,839 litres of paint
› More than 150 kilometres of steel piping
› Almost 500 kilometres of electrical cable
› Nearly 5000 mechanical valves
› About six kilometres of rope, and
› More than one-and-a-half million nuts, bolts and other fasteners.
15www.defence.gov.au/defencemagazined e f e n c e m a g a z i n e ›
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International Women’s Day
By Rose Hays
LefT: Professor Kerryn Phelps addresses the conference. cenTRe: Sophie Hunter (left) explains what Defence Housing can provide to Shannon Frazer at the Defence International Women’s Day celebrations. RIgHT: Deputy Secretary People Strategies and Policy Mr Phil Minns addresses the guests at the Defence International Women’s Day celebrations at Adams Hall, ADFA.
Photos: Mark Brennan
What is Defence doing for women?In 2009, the Chief of the Defence Force launched the Defence Women’s Action Plan, which is a step in the right direction to improve the recruitment and participation rates of women. The Action Plan aims to improve workplace flexibility, career management, accountability, mentoring and communication across Defence, while raising retention and Defence’s profile as an employer.
This will be achieved by supporting both women and men and includes supporting members to access existing flexible work practices such as career breaks, job sharing, allowing the purchase of additional annual leave and the right to work part-time within two years after the birth or adoption of a child.
It is vital the Action Plan not be seen to isolate men. It is intended that women and men have equal access to support mechanisms. Defence values the experience, talent and professionalism of everyone, and by getting a few things right, Defence can retain these people through all the phases of their lives.
More than words mark
More than 1000 Defence personnel across Australia have celebrated International Women’s Day, with breakfasts, morning teas, lunches and words of wisdom.
In Canberra on 12 March, Defence held an event at the Australian Defence Force Academy (ADFA), with celebrations also held regionally at a range of Defence sites and establishments.
The Canberra event was opened by Deputy Secretary People Strategies and Policy Mr Phil Minns and officially launched by Vice Chief of Defence Force Lieutenant General David Hurley, who said that International Women’s Day is not about affirmative action, tokenism or setting women up on a pedestal.
“It’s about celebrating how far Australian society and Defence in particular has come in providing equality for women and engaging women in the workforce,” LTGEN Hurley said.
“This day also provides an opportunity to highlight the ongoing work Defence is undertaking to actively and creatively engage women in rewarding and enduring careers”.
The keynote speaker for the event was Adjunct Professor at Sydney University and medical practitioner Kerryn Phelps, who spoke about women’s identity, the history of women in the ADF and of her personal career journey.
Air Force Officer and ADFA PhD candidate, Wing Commander Deanne Gibbon, presented her research regarding the recruitment and retention of women in the ADF, particularly in aviation and engineering.
Director General Defence Community Organisation
Mr Michael Callan gave a presentation on the Defence Community Organisation and its relevance to both genders.
The day had a festival ambience with internal and external stalls providing information and advice about their services throughout the day including: Defence Community Organisation, Defence Housing Australia, Chaplains, Defence Force Recruiting, Women’s Information Referral Service and YWCA.
In conjunction with the seminar, the New Generation Navy My Mentor program for women was launched by Professor Kerryn Phelps and Head Navy People and Reputation Rear Admiral Trevor Jones. My Mentor provides a structured program of support and development for women in Navy. Further information is available at www.navy.gov.au/Navy_launches_mentoring_program_for_women.
Director General Fairness and Resolution John Diercks said he was proud of Defence’s Rights and Responsibilities directorate for its effort in coordinating the events, which he described as a major step towards gender equality in Defence, celebrating the achievements of women in Defence.
Mr Diercks envisages the 100-year anniversary of International Women’s Day in 2011 will be celebrated even more broadly and enthusiastically across Defence.
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REFORM: A PROGRAM FOR ThE PEOPLEAnd the implementers want your inputBy Michael Weaver
COVER STORY
“Reform of any sort really relies on what people
actually do in the workplace and their vision of
what their workplace will look like as a result of
the reform and the desire that they have to bring it
into reality,” Mr Sargeant said.
“My experience is that reforms tend to succeed or
fail at that level. So it is really how individuals in
their workplaces perceive the opportunities that
reform creates and then take advantage of this to
make something better.
“Reforms always unleash a lot of energy in an
organisation. The leadership challenge, which
everyone shares, is to allow that energy to result in
genuine and sustainable change and improvement.
The worst thing that can happen is that a reform
unleashes energy, people start to do things and
then the organisation, for whatever reason, loses
its nerve or gets anxious.
“So it is a real balance between ensuring that the
reforms achieve their strategic purpose as well as
providing people with the capacity to innovate and
make changes that are real in the context of their
workplace.
“One feature of the SRP’s design that is very
important and a real driver of change, is that
it comprises hundreds of specific projects and
activities that give people lots of opportunities to
create better ways of doing their work where they
work.
Mr Sargeant admits that there is a long road ahead
to achieve meaningful and lasting reform, and
there will be some changes to the structure of the
workforce. However, he said the real question is
how Defence manages its impending growth to
ensure that people are able to take advantage of
the opportunities available.
“We have to recognise that this is a 10-year
program that requires us to start thinking about
what sort of organisation we need to have and
how we need to work in order to deliver and
sustain Force 2030,” Mr Sargeant said.
A prime example is the reforms to Defence’s
information and communication technology (ICT).
There will be some big investments in this area,
but the result, a more integrated ICT system, will
create many opportunities for further innovation.
“What we want to do is develop a culture where
the reform process effectively creates its own
momentum and people are confident of taking
the benefits that have come from various reform
activities and then to build on them,” Mr Sargeant
said.
“To me, that’s the really big measure of success.
It is easy to get cost reductions; it is much harder
to ensure they are sustainable, and that you get
long-term sustainable performance improvements
as a result of that.”
“The biggest hurdle is that change is always
difficult, even for people who embrace it.
“In periods of change, a lot of energy is released
and we can see that energy express itself in
innovation and good ideas and commitment, but
we can also see it expressed in frustration and
irritation. So, the challenge is keeping focussed
on what we want to be. We need to be talking
about that vision all the time, and then to take that
energy and use it to create a better organisation
and a more capable defence force.
“The challenge is not to lose focus and not be
overwhelmed by the difficulties of seeing the
SRP through. The emotion and energy released is
normal. It shows that what is being done matters.”
“The SRP is not something that’s going to flash through on Monday and be gone by Wednesday. It is real, it is here and it is going to stay.”
- Deputy Secretary of Strategic Reform and Governance, Mr Brendan Sargeant
The new sRP booklet is now available on the sRP website.
DEFWEB http://www.defence.gov.au/srp/index.htm
SRP intranet http://intranet.defence.gov.au/SRG/sites/SRP/comweb.asp?page=38679.
For breaking news on the SRP check out the Headlines and DEFGRAMS on the DEFWEB homepage or your Group, Service or Unit newsletters.
Hear about the SRP from the members of the Defence Committee, who will provide briefings at Defence establishments during the coming months to speak about the SRP. They will be speaking specifically about how SRP may impact your particular work environment and what you can do to contribute to it.
The recently-appointed Deputy secretary of strategic Reform and Governance, Mr Brendan sargeant, has some very clear advice for those concerned about how their day-to-day work will be affected by the strategic Reform Program (sRP).
“Let me say that the Defence budget is not being
cut,” Mr Sargeant told Defence Magazine.
“It is growing by three per cent in real terms to
2017-18 and then 2.2 per cent thereafter. The SRP
is a means by which we achieve cost reductions
in some areas to support our ability to build Force
2030. The SRP reallocates resources within the
budget. It does not reduce resources for Defence.”
This key message also walks hand-in-hand with
another equally key philosophy that Mr Sargeant
holds true: organisations are all about people.
“The SRP really needs to live in each individual; it’s
not something that’s outside the organisation.”
And if there are questions to be asked, the team
tasked with helping make the SRP a reality will
support anyone, anywhere.
“I am very interested in what people have to say.
I am happy for people to contact me or the team
directly, and we will also communicate through our
website,” Mr Sargeant said.
“We are here to support people as they work
through this change. I want to listen and I want to
help, and I am happy to talk to anyone anywhere
about the SRP.
“The program is right at its beginning stage. It
has been planned very deliberately because it is
large, complex and will have a long life. It is not
something that’s going to flash through on Monday
and be gone by Wednesday. It is real, it is here and
it is going to stay.”
Mr Sargeant returns to Defence following his most
recent tenure at the Department of Finance and
Deregulation.
Mr Sargeant began his career in Defence in 1983
as an assistant research officer, and has since
worked in a wide range of policy and management
appointments, both in Defence and other
Government departments.
He is also no stranger to reform programs, having
worked on similar programs in Defence and other
Government departments. Mr Sargeant said that
previous reform initiatives in Defence have been
successful in allowing the organisation to take
stock of itself, and put its structures and processes
under the spotlight. The extent to which these
programs sought to achieve sustainable change
has varied. One of the strengths of the SRP has
been its very comprehensive planning and the
effort to learn the important lessons from previous
reform activity.
“In the future we need to build into our DNA the
ability to make reform part of everyday business,”
Mr Sargeant said.
“There are many parts of Defence that already do
this, and they do it well. The issue is how do we
spread that capacity and just make it our normal
way of business.
“In my view, this ability to sustain ongoing reform
will be what the world will demand of us in the
future. You already see that in other parts of
government and you see it in other countries as
well.”
Mr Sargeant said that there are some important
lessons from past experience.
Copies of the SRP booklet will be distributed through your Group or Service coordination point. If you have not received a copy and would like one, please email us at strategicreformprogram @defence.gov.au.
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By the Strategic Reform and Governance Executive
At the Senior Leadership Group meeting on 31 March 2010, the Minister for Defence announced the Government’s endorsement of the Strategic Reform Program, culminating six months of dedicated scoping, diagnostics and planning across the entire Defence organisation.
The Defence White Paper, Defending Australia
in the Asia Pacific Century: Force 2030, was
released in April 2009. It sets out the Government’s
plan for Defence to the year 2030 and describes
what Government, on behalf of the Australian
people, expects from Defence. The Strategic
Reform Program (SRP), established to ensure the
Defence organisation could deliver Force 2030,
will comprehensively transform the organisation,
making it more efficient and effective, and creating
significant cost reductions which will be redirected
towards building a stronger Defence organisation.
Prior to the White Paper, the broader perception
in Canberra was that Defence was a little
overfunded, which in some areas was actually
true, rather accident prone and not at all cost-
conscious. More profoundly, there was also a
recognition that the world is changing and that the
task of ensuring Australia’s security will get more
demanding in the future. This led to the need to
rethink policy, which was undertaken through the
White Paper process.
The result is a very ambitious vision of the future
ADF that Australia will need. It is a vision grounded
in the reality of hard-headed assessments of our
strategic circumstances in a changing world.
In agreeing to Force 2030, the Government
endorsed a more capable, muscular and hard-
hitting defence force. This includes everything
from now to 2030 outlined in the White Paper
– from the Cyber Security Operations Centre to
building air power with the Super Hornets and
the Joint Strike Fighter; to Air Warfare Destroyers
and Offshore Combatant Vessels; from the Light
Armoured Vehicle replacement and self-propelled
artillery; to remediation of infrastructure and ICT as
part of repairing the backbone of Defence.
Government also recognised that in order to
build and sustain this future force, we needed to
create a very different Defence organisation. This
meant repairing what had been neglected, and
STRATEGIC REFORM AND GOVERNANCE EXECUTIVE
Government endorses plan for Force 2030
building a new organisation for the future. These
requirements, along with the Defence Budget
Audit, which helped inform the White Paper, has
provided the foundation for the SRP.
The SRP is one of the largest change programs
ever undertaken by a Government agency,
unmatched in complexity and size. It consists
of more than 300 individual reform initiatives,
grouped into 15 reform streams. The arrangements
for implementing it are designed to integrate
the reforms and maximise our opportunities for
success. Overall, each reform is aimed at one or
more of the following:
› simplifying our internal processes to reduce time
and/or waste
› consolidating where process work is conducted
so it is not duplicated in other parts of the
organisation
› aligning some of our more complex processes,
like the acquisition of new capability, so there is
a clear linkage between the identified need and
the final product
› ensuring our policies reflect contemporary
standards
› improving our decision-making around expending
resources
› reducing our demand for goods and services, and
› building a cost-conscious culture in Defence.
Many of the SRP reforms will not directly
reduce costs but will improve planning, strategic
alignment and improve overall efficiency.
The SRP is a 10-year reform program. During that
time, Defence will achieve a range of reforms that
will permit around $20 billion in cost reductions
which will be reinvested in Defence capability.
The SRP will also deliver a significant cultural shift
in our organisation so that Defence becomes an
organisation that is cost conscious, accountable
and agile in its business processes. Ultimately,
SRP roll-out begins in earnest
It’s the morning of the Government’s announcement that it has considered and endorsed the implementation plan for the Strategic Reform Program (SRP), and the man tasked with making it happen is calmly making the usual last-minute changes, as the flow of information to both the Defence workforce and the public begins in earnest.
The then Deputy Head of Strategic Reform
and Governance, Rear Admiral Ray Griggs first
introduced his ‘we can if’ attitude to the SRP last
year.
Now, he is aiming to get to a stage where,
ideally, people stop talking about reform because
everything the SRP aims to achieve has been
embedded into everyday business.
“The key now really is cost-consciousness,” RADM
Griggs said.
“Our focus is to ensure we live within our means
as we improve the organisation.”
Across Defence however, RADM Griggs said there
has been a real eagerness for information, but
he is quick to reiterate that despite the reforms
already underway, the SRP is still in its infancy and
there are still enormous opportunities for people in
Defence to contribute to the reform process.
“From the hundreds of people we’ve been
dealing with, there is still very much a ‘we can if’
approach, and now we are seeing an acceptance
of the Program more broadly as people understand
the crucial link between the SRP, the delivery of
Force 2030 and the future of our organisation,”
RADM Griggs said.
With Defence already on track to deliver $797
million in cost reductions scheduled for 2009-10,
the Government likewise is impressed with the
commitment to making the planned reforms
sustainable and successful.
When Minister for Defence Senator John Faulkner
addressed Defence’s Senior Leadership Group on
31 March, he acknowledged the work Defence had
put into developing the full implementation plan.
“The detailed planning work that has been
underway since May 2009 is critical to the success
of the SRP,” Senator Faulkner said.
“I congratulate and thank all those Defence
personnel who have worked so hard to develop the
implementation plan.
“To be blunt, while we have already started to
build Force 2030 through decisions over the past
year, achieving it in its full potential will not
be possible without achieving the SRP in all its
dimensions.”
ABOVe: Minister for Defence Senator John Faulkner addresses Defence’s Senior Leadership Group to announce the Government’s endorsement of the implementation plan for the Strategic Reform Program. Photo: Steve Dent
the SRP is focused on delivering an organisation that will be sustainable long into the future and an organisation that will be able to fulfil the vision of Force 2030.
Defence will not succeed in delivering the SRP, and therefore Force 2030, without the commitment, creativity and collaboration of everyone in the organisation. We have embarked on one of the most significant periods of change for decades as we build Force 2030.
As you become more familiar with the SRP and begin to see its impacts, it will be important that you ask yourself how you can play your part in making this program a success. Some key questions to keep in mind as the SRP gains momentum are:
› How can I play a role in making Defence a better organisation?
› How can I apply the reforms in my workplace?
› How can I make improvements in the way I do my job?
› How can I ensure I am spending dollars and time on the right things?
› How can I communicate my ideas on reform?
The planning that has gone into the SRP represents only the start of our task. SRP will, over time, touch every part of Defence and challenge all of us to consider how we do our work. It will challenge us to innovate, to think differently about what we do and how we achieve our purpose. It will create new opportunities and call into question long established habit and custom. There is no improvement to a process or reduction in cost that is too small. We must be flexible and agile enough to look for, generate and seize new opportunities as they present.
Our biggest challenge is to turn a well planned program into a well executed program that delivers the benefits it promises. Delivering on this program means delivering Force 2030 and providing the force that Australia needs for the future.
“Cost-consciousness is critical if we are to sustain
the reforms – without sustained reforms we won’t
be able to reduce costs.”
Armed with a small and enthusiastic group that is
the Strategic Reform and Governance Executive,
RADM Griggs said the need for a centralised team
to oversee, coordinate and integrate the Program
has been well proven.
“We’ve been able to assist the various reform
streams to ensure they have the tools they need to
make the development of genuine
reforms a reality,” RADM Griggs said.
“We’ve also had enormous support from the
stream reform teams, groups and services, which
has made the process thus far a real team effort.”
RADM Griggs has not shied away from what
has been described as ‘as large and as complex
a reform program as ever seen’ in Australia,
seeing his team’s role as letting the organisation
take ownership of their reform initiatives, while
maintaining a neutral yet supportive role.
One thing that many people do not realise is that
there has already been a great deal of reform
implemented.
“Some of the streams such as Strategic
Planning, Capability Development and Science
and Technology have largely completed the
development and implementation of their reforms.
“Others, like the smart sustainment stream
and non-equipment procurement, involve either
complex policy or process changes and will take
two to three years to be fully rolled out,” RADM
Griggs said.
As the Defence Magazine was going to print, Rear Admiral Ray Griggs was appointed, at short notice, to the position of Deputy Chief of Joint Operations, based at Bungendore. Air Vice Marshal Ian Smith (pictured above) was promoted on 4 May to the position of Deputy Head Strategic Reform and Governance.
By Michael Weaver
20 www.defence.gov.au/defencemagazine 21www.defence.gov.au/defencemagazined e f e n c e m a g a z i n e ›
FREEDOM OF INFORMATION AND INFORMATION MANAGEMENT bRANCh
INFORMATION UNCOVEREDDefence steps up to meet FOI reformsBy Michael Weaver
Backed by the recently-established Freedom of
Information and Information Management Branch,
Defence has already made significant steps to
meet its obligations to disclose information to the
public.
As well as meeting its current obligations, the
branch has been preparing Defence for the
introduction of the new FOI reform initiatives.
The first stage has already been completed with
the introduction of the Freedom of Information
(Removal of Conclusive Certificates and Other
Measures) Act 2009 which commenced in October
2009, meaning Defence no longer has the ability to
claim conclusive certificates over documents.
The second stage of the reform is the overhaul
of the FOI Act. The Freedom of Information
Amendment (Reform) Bill 2009 was introduced into
Parliament in November last year. It is expected to
be enacted on 1 July 2010.
Assistant Secretary Freedom of Information and
Information Management, Mr Tony Corcoran said
“The Government-mandated scheme will have
a significant impact on Defence record-keeping,
including electronic records, especially email.
“This will mean a major cultural change to
organising and managing Defence information.
The magnitude of the change cannot be over-
emphasised.”
Minister for Defence Senator John Faulkner
highlighted the Government’s impending culture
of transparency when he addressed a Freedom of
Speech Conference in March last year.
“There is a growing acceptance that the right of
the people to know whether a Government’s deeds
What is Defence doing?Specific measures adopted since June 2009 to ensure that Defence meets its obligations under the FOI Act include:
› creating a new Branch responsible for FOI and related functions including records management and archives administration in June 2009. This has increased the profile of FOI in Defence
› creating cultural change through improved communication, visibility and accountability for FOI requests
› providing FOI training for decision makers, and
› closer liaison with action areas to ensure that requests are processed efficiently to the required deadlines.
Time is informationAverage Federal Government agency response times for requests completed within the 30-day statutory deadline increased from 68 per cent in 2007-08 to 83 per cent in 2008-09. In contrast, Defence only met the deadline in 38 per cent of responses for 2007-08 and that decreased to 15 per cent in 2008-09.
› Defence has improved response times significantly in the last nine months – from 33 overdue requests in June 2009 (including 21 over 90 days) to zero currently
› Due to a significant backlog inherited from 2008-09, including some requests two or more years old, the compliance rate (30-calendar-day response time) for 2009-10 is currently sitting at 74 per cent
› The completion rate in meeting the statutory deadline on requests made since 1 July 2009 is currently at 92 per cent
› Defence has completed 205 requests this financial year, including 52 from previous years.
The Government’s key objectives for the new legislation are to:› give the Australian community access to information held by the
Government
› increase public participation in Government processes, with a view to promoting better-informed decision making
› increase scrutiny, discussion, comment and review of the Government’s activities
› increase recognition that information held by the Government is to be managed for public purposes, and is a national resource, and
› ensure that the powers and functions of the Act will facilitate and promote public access to information promptly, and at the lowest reasonable cost.
“Those of you handling or advising on FOI applications have a vital role to play in ensuring that changes in FOI law are carried through to changes in FOI practice. We will be relying on you to ensure that these reforms actually deliver more open and accountable government.”
- Minister for Defence Senator John Faulkner
match its words, to know what information the
Government holds about them and to know the
information that underlies debate and informs
decision-making is fundamental to democracy.”
“The FOI Act has been fundamentally unchanged
for 27 years. Reforming it is neither simple, nor
easy, but it is a task this Government is committed
to. “Yes, FOI is burdensome and it comes at
considerable cost. It involves agency time. But
for this Government it remains a key part of our
commitment to more public processes,” Minister
for Defence Senator John Faulkner said.
The reforms also demand greater openness and
timeliness, with penalties being enforced for non-
compliance.
Defence currently has no overdue FOI requests
and has been compliant with the FOI legislation
for the first time since the Act was introduced in
December 1982.
Departments and agencies will be required to
publish a wide range of information with the
introduction of an Information Publication Scheme.
This will include the provision to the public of
documents released under the FOI Act.
Currently Defence is looking at the technical
difficulties and the cultural barriers that need to
be addressed, as well as implementing policies
to encourage pro-disclosure and more online
engagement with the public. Defence will have 6
months to implement the scheme after the reforms
are passed.
In advance of the newly-mandated scheme, the
FOI Directorate will make documents which have
been released under the Act available to the public
through an online application process.
While Defence already makes available certain
documents under Section 9 of the FOI Act, the
move to pro-disclosure means this list will need to
be more comprehensive. All Groups and Services
will need to assist in making these documents
more readily available.
Of course, not all documents can be released under
the Act. There will always be some documents,
including classified documents, for which
disclosure is not in the public interest and which
should be exempt under the Act.
Tony Corcoran says a significant effort over
several years will need to be made by Defence
to embed an organisational culture in which
Defence members, both civilian and military, feel
comfortable in releasing government information
as a matter of course, unless it is subject to
national security classification.
Did You Know?› Defence gets around 200 FOI
requests a year.
› These roughly comprise:
› one-third simple, personal requests,
› one-third complex personal requests (eg redress or conduct) and business requests (eg dissatisfied tenderers), and
› one-third from journalists and politicians.
› It cost $1.6M to administer FOI in 2008-09.
“It must be clear to decision makers that the starting point for considering FOI requests should be a presumption in favour of giving access to documents,”
- Minister for Defence Senator John Faulkner
22 www.defence.gov.au/defencemagazine 23www.defence.gov.au/defencemagazined e f e n c e m a g a z i n e ›
Air Force has an exciting future ahead with the majority of its platforms and systems being replaced by cutting-edge technology to develop the modern Air Force.
The Strategic Reform Program (SRP) provides a
solid foundation for successful transition to Force
2030, and through the Air Force Improvement
(AFI) program, Air Force will deliver deep and
sustainable reform.
AFI is an approach that is capability-led, people-
focussed, cost-conscious, and is already delivering
substantial benefits, particularly in the area of
smart sustainment.
A number of pilot sites have been trialled to
develop and test the improvement methodology,
with several early and ongoing successes.
At RAAF Base Richmond, Air Lift Group, in
partnership with the Air Lift Systems Program
Office, have identified, and are implementing, real
capability and efficiency improvements within the
Hercules medium air lift capability.
Also at Richmond, 1 Combat Communications
Squadron in Combat Support Group has refined
its processes to reduce the amount of expensive,
high-priority freight required to deliver combat
communications support.
At RAAF Base Edinburgh, the Surveillance and
Response Group is working with the Over the
Horizon Radar Systems Program Office and its two
industry partners to develop options for improving
the operation of Jindalee Over the Horizon
Radar Network, and to find ways of lowering the
operating costs.
In addition to the activities already underway, Air
Force, in partnership with the Defence Materiel
Organisation, is poised to implement a rolling
wave program that will see each of the Force
Element Groups (FEGs) conduct an end-to-end
review of capability delivery and sustainment.
The reviews will result in a range of improvement
projects, aimed at assisting the FEG and DMO to
be more effective and efficient in the delivery of
capability.
One of the keys to the success of this work will
be the close partnership with the DMO, DSG and
other groups.
The work done to date with these partners is
already starting to deliver tangible improvements
to Air Force capability and the workplaces involved.
The challenge is to carefully and deliberately build
on early successes and remain focused on the
ultimate outcomes: maintained capability, a cost-
conscious culture and a permanently lowered cost
of doing business through the elimination of waste
and redundant processes.
AIR FORCE
As part of the Air Force Improvement (AFI) program, Air Combat Group (ACG) recently set up an Air Combat Reform Team (ACRT) to coordinate and implement continuous improvement projects within the FeG.
The Air Lift Group’s effort to improve efficiency has resulted in significant reductions in the time required for servicing the C-130 Hercules aircraft by 37 squadron at RAAF Base Richmond.Commander Air Lift Group, Air Commodore John Oddie said the outcome has enabled extra aircraft to be available to fly each day, while a new training regime for the 37 Squadron team has also been implemented.
“During 2009, there was a lot of effort to improve the efficiency of a C-130 servicing program at 37 Squadron,” AIRCDRE Oddie said.
“A range of detailed plans and improved procedures has been established and arrangements have been made to ensure that necessary parts and supplies are readily within reach when needed.”
These achievements were made by 37 Squadron personnel, without the assistance of outside experts, but with support from the local Air Force Improvement team.
AIRCDRE Oddie said that recognising the results the Air Lift Group achieved through its efforts can sometimes be difficult, and so some of the commanders at headquarters took the time to hear what supervisors and technicians had to say.
“We wanted to understand what they had done, how they felt about the change and
Air Lift Group reflects on success
LeFT: Pallets packed with humanitarian aid and supplies are loaded into a 36 Squadron C-17 Globemaster during Operation Samoa Assist in October last year.
Photo: AC David Said
The ACRT is part of Headquarters ACG and is responsible for supporting the Air Combat Reform Board by facilitating the identification of possible improvements to ACG’s capability delivery. The ACRT is also supported by the local AFI team.
A continuous improvement project was recently conducted at 6 Squadron at RAAF Base Amberley to review the F-111 supply chain and introduce a continuous improvement culture to the Squadron.
The project was called Project Pipeline and ran for a number of months, facilitated by the Amberley AFI team. The project team consisted of members from 82 Wing Operational Maintenance Section (OMS), 6 Squadron Logistics Section and maintenance staff.
Stakeholders included 82 Wing and 6 Squadron executives, maintenance and logistics staff, Strike Reconnaissance Systems Program Office, business units and Joint Logistics Unit-South Queensland.
The project goal was to improve an existing priority demand process, so the team learnt and implemented the methodology of ‘Define-Measure-Analyse-Improve-Control’ and was provided training to develop a Voice of Customer (VOC) and Value Stream Maps (VSM).
The project team gathered data on the supply chain including the time and distance travelled for each demand, the time required to complete a demand, and the location of the stock.
The data gathered produced some surprising results. For example, more than 60 per cent of demands were ordered against the OMS, and there was only a 20-minute time difference for priority demands and standard demands from OMS (due to the time required to complete priority demand paperwork).
ABOVe LeFT: Commander of Air Combat Group, Air Commodore Mel Hupfeld compliments No. 1 Squadron on the great work achieved in preparing the next-generation Super Hornet aircraft for the series of flights to Australia at Naval Air Station Lemoore in California.
Photo: ACW Kylie Gibson
ABOVe RIGHT: The Air Combat Reform Team is coordinating and implementing continuous improvement projects with the Air Combat Group.
what they thought they had achieved,” AIRCDRE Oddie said.
“Visits by senior staff to really understand these matters can cause some nervousness, but after 10 minutes or so we all got comfortable and started to share real understanding of the journey.”
The initial focus was on productivity achievements, but the real human achievements emerged when the team discussed their new workplace after having been deployed overseas for many months.
“They were just easing back into work and still rebuilding family achievements, but the new, highly-productive workplace gave them the certainty of engagement with their family – they knew when they were knocking off, and they knew when they were starting,” AIRCDRE Oddie said.
“One comment was: ‘I get to kick the soccer ball around with my kids each day and they know I will be there’.”
AIRCDRE Oddie said the team also discussed the frustration that arises in an unmanaged workplace and discovered the sense of professional pride in planning the work and having the plan succeed.
“We recognised the value of reduced frustration through not having to re-enter a part of the aircraft numerous times to enable different bodies of work to be done.There were many other small benefits found that day.
“The learning for us came from realising that when a team discovers a new and better way of doing business, the achievements can easily be wider than we expect.
“Many small things can create substantial improvements when taken together and occasionally we need to sit down and reflect upon our achievements to really understand what we have achieved together.
“Sometimes the exceptional can be right in front of us but we need someone else to point it out,” AIRCDRE Oddie said.
The 37 Squadron team now relies on better internal and external relationships, a renewed willingness to look at its own workplace from an informed perspective and the recognition that there is no alternative but to change if they want better outcomes.
AIRCDRE Oddie said the lessons learnt have also made a real impression at the executive level and bode well for replicating the 37 Squadron successes throughout Air Lift Group.
Deep reform keeps Air Force at cutting edge
Project pipelines
continuous improvement
By Flight Lieutenant Belinda Lister
One of the suggestions from the VOC was a Repco-style shopfront for the maintenance staff to access F-111 parts which would allow maintenance staff to immediately access most parts and therefore reduce waiting and travelling times. This sparked an idea to move the 82 Wing OMS from its previous location approximately 300 metres from the Squadron to within the 6 Squadron facilities.
Key stakeholders were briefed on the project outcomes and recommendations, and approval was granted for the OMS move to go ahead in early 2010. Excellent teamwork was integral to the move as the necessary arrangements were made for the OMS warehouse and staff to move into 6SQN facilities.
In a dove-tailed solution, 82 Wing OMS is now operating alongside 6 Squadron Logistics Section and maintenance staff can access most parts almost immediately.
Overall, the project resulted in more efficient processes and a reduction of double handling. It is a step in the right direction to reduce waste in inappropriate processing, waiting time and motion for maintenance and logistics staff. The project is now being reviewed and the original data will be measured again to document the cost reductions.
24 www.defence.gov.au/defencemagazine
NAVY
Continuous improvement thrives in Navy conscience
The New Generation Navy (NGN) Program has reached the end of its first year, with many aspects of the Program already business as usual across Navy.
RIGHT: Chief of Navy Vice Admiral Russ Crane, Able Seaman Kristy Debnam and Warrant Officer of the Navy Warrant Officer Mark Tandy cut up the cake to celebrate the first birthday of the New Generation Navy (NGN). Photo: LSIS Phillip Cullinan
NGN PROJeCTsProjects under NGN include changes to the way leadership training is delivered to all ranks, with a focus on what makes an effective, inclusive and ethical leader. These leadership principles are now delivered as three-day workshops to senior sailors and senior officers, and as modules in existing training programs for junior officers, and in promotion courses for junior sailors.
Culture change projects include improving technical training, getting people to sea earlier, improving the effectiveness of the rejoining process, increasing awareness of flexible work practices, and reviewing respite and predictability across the fleet.
The signature behaviours were an early outcome of NGN, and are now being embedded in Navy through the Making the Change program, which is being facilitated through the divisional system. These behaviours are a guide to Navy’s preferred culture, and demonstrate attention to people, performance and professionalism.
All Navy people will now have their performance assessed against these behaviours as part of their NOPARs and SPARs, with work underway to align the Navy’s promotion and advancement systems with NGN.
For further information on the NGN projects, log on to the NGN site on the Navy intranet.
Those in Navy’s Directorate of Navy Continuous Improvement (DNCI) are keeping busy with several projects that will develop a culture of cost consciousness by equipping commanders and managers with the tools to deliver capability more effectively and efficiency.
MAIN: A rainbow catches the harpoon launcher of HMAS Anzac as she approaches HMAS Sirius for a replenishment-at-sea during the Fleet Concentration Period. Photo: ABIS Andrew Dakin
Continuous improvement projects underway
include the Mine Warfare and Clearance Diving
Continuous Improvement Program (MCDCIP) and
the Seahawk Support Systems Improvement
Project (SSSIP).
The MCDCIP project is halfway through phase
two and involves extensive further examination of
improvement opportunities. Importantly, this will
involve detailed measurement, fact finding and
comparative analysis to present robust business
cases in support of identified improvement
opportunities.
SSSIP started in March 2010 and focuses on
support systems such as operational maintenance
and deeper maintenance programs.
The ANZAC Ship Capability Improvement Project
(ASCIP) commenced in April 2010.
DNCI is also rolling out a suite of training products
throughout the RAN. Training available for selected
personnel includes a one-day lean overview
workshop, a four-day level one practitioner course
and a five-day level two specialist course.
This development provides an exciting opportunity
for sailors, civilians and officers to be involved
in improving our Navy from the bottom up, with
training and top level support, to really make a
difference.
In time, Navy will build a large footprint of all
levels of lean practitioners, to ensure our journey
as a continuous improvement organisation is
successful and fulfills Navy’s requirements under
smart sustainment.
If you would like further information on lean
training or any of the improvement projects
currently underway, please visit the DNCI website,
accessible through the New Generation Navy /
Strategic Reform Program webpage.
DNCI was established in July 2009 with the
responsibility for identifying opportunities for
improving the way Navy does its business and
developing a culture of cost consciousness.
ABOVe: Leading Seaman Writer Reyannon Sansom ensures all ship’s company of HMAS Anzac are looked after with pay and allowances during the Fleet Concentration Period. Photo: ABIS Andrew Dakin
New Generation Navy comes of age
25www.defence.gov.au/defencemagazined e f e n c e m a g a z i n e ›
At the launch of NGN, Chief of Navy Vice
Admiral Russ Crane said that improving Navy’s
culture was his number one priority.
“I am proud to say that in the last twelve months
there has been a positive change in our culture,
but we need to do more,” VADM Crane said.
“There has been a tremendous amount of work
done by the NGN personnel to implement and
deliver initiatives and changes for the RAN and
its sailors, and there have been successes and
positive reactions right throughout the Navy.
Navy Warrant Officer (WO) Mark Tandy agrees
that the impact of NGN is beginning to be felt
across the fleet, but change would need to be
initiated and managed by leaders of all ranks.
“Sailors are genuinely excited about NGN and
what the future holds, however they want to see
results in their workplace,” WO Tandy said.
“This will be the focus for Navy in the second
year – ensuring that we lead by example. If we
are going to make a real difference in our culture
then workplace leadership will be the key.”
VADM Crane acknowledged that there is a still
more to do to create Navy’s desired culture, and
that the changes would continue to be felt for
some time.
“NGN is a five-year program, and culture change
is too challenging and far too important to rush,”
VADM Crane said.
“The Australian people expect us to perform and
behave to a higher standard, and to ensure we
are a Navy renowned for excellence in service
to our nation. This vision must be consistently
interpreted and shared by all throughout the
Navy.”
26 www.defence.gov.au/defencemagazine
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27www.defence.gov.au/defencemagazined e f e n c e m a g a z i n e ›
INSERT TITLEARMY
Reforming for a better fightBy Jack Foster
The Strategic Reform Program message is simple for Army – work smart, train hard, fight easy.
Army has committed to executing the changes SRP represents with rigour and discipline, and early wins over this last year demonstrated the potential of Army’s commonsense, pragmatic approach. As Deputy Chief of Army Major General Paul
Symon points out, early reform initiatives within
Army, such as modifications to Army’s non-
technical inspection (NTI) regimes for many of
its vehicles, will reduce not only costs, but
soldiers’ time.
Supported by engineering analysis from DMO,
Army has changed the frequency of periodic NTIs
for its B vehicle fleet from monthly to quarterly.
This has resulted in a significant workforce
productivity gain for Army.
For Army’s soldiers, adjustments to administrative
processes like the NTI regime mean that they will
be able to focus more effectively on the crucial
training needed to prepare for their core role –
warfighting.
MAJGEN Symon said that to continue with reforms
like this, Army’s leaders are aiming to leverage
soldiers’ and public servants’ knowledge and skills.
This means encouraging Army’s people to identify
waste and propose ideas for dealing with it.
He also said that work is well advanced in
developing processes and mechanisms for doing
this. He referred to comments by Chief of Army,
Lieutenant General Gillespie, who recently said,
“our workforce has never been as well educated
and clever as it is now, and the collective IQ
of the Army should now firmly be based on the
full strength of 50,000, not just on its senior
leadership’s intellect”.
When addressing Army Headquarters’ staff
on 21 April, MAJGEN Symon pointed out how
approachability and willingness to listen to
soldiers’ ideas is already enabling exactly the sort
of behaviour that Army wants to see.
Army sees SRP as a great opportunity and
and tools to help improve efficiency by reducing
waste, streamlining processes, and addressing
the sometimes unreasonable constraints Army
imposes on itself in trying to do the right thing with
the taxpayers’ dollar.
MAJGEN Symon indicated to Army Headquarters
that they should think of Lean simply as a
framework for applying common sense and rigor to
solving problems.
He said Lean emphasises initiative and innovation
and is therefore highly compatible with Army’s
culture of mission command, courage, initiative
and teamwork.
As LTGEN Gillespie foreshadowed in his Order of
the Day, some of the changes ahead in the SRP
may be uncomfortable for some and ultimately
require behavioural change.
“But one thing that will not change is the need to
do our business more effectively so that we can
focus on training for war,” LTGEN Gillespie said.
ABOVe: Private Anthony Doig was surprised by his parents Alby (left) and Chris Mannak (right) on his return to Townsville after deployment with the second rotation of the ADF Force Support Unit in the Middle East. Anthony’s parents secretly flew from Adelaide to be in Townsville to welcome him home. Photo: LCPL Mark (Doc) Doran
MAIN: A soldier keeps his focus while performing drill movements during an Anzac Day dawn service conducted by the member countries of the Five Power Defence Arrangement (FPDA) in Penang, Malaysia, on the eve of the commencement of Exercise Bersama Shield. Photo: LAC Casey Smith
realisation of that opportunity as a key priority,
second only to maintaining ongoing operational
commitments. Realising the opportunity will mean
encouraging Army’s people to speak up about
waste and put forward ideas to deal with it.
This is the essence of Army’s approach to long-
term, sustainable reform through SRP and was
outlined in LTGEN Gillespie’s Order of the Day on
SRP dated 31 March.
The Chief directed Army’s members “to use the
chain of command and the Army Suggestion
Scheme to bring to my attention issues beyond
your power to influence”. The Chief will soon direct
an Army-wide back-briefing process, in the latter
part of 2010, to ensure he hears of all the local
reform ideas.
But generating good ideas without support to the
organisation to develop and progress them will not
assist in making reform sustainable.
To provide support, Army will use Lean concepts
28 www.defence.gov.au/defencemagazine
INSERT TITLE
New generation of reforms for ICTA $1.2 billion investment during the next decade will enable important Information and Communitcations Technology (ICT) infrastructure remediation and other key ICT reforms to be realised by the Chief Information Officer Group.
ICT reform program; other groups’ reform initiatives
that rely on ICT to enable their outcomes; and
Greenbook and Defence Capability Plan projects
with ICT components.
“We’re working together with other groups to
support their business reform efforts. For example,
business reform and IT reform are interdependent
as we refresh and then upgrade our outdated
payroll and HR management systems,” Mr Lines
said.
“Enterprise-wide platform decisions will drive
standardisation, simplification and efficiency, as
we move towards a shared services model across
Defence.”
The ICT Reform head stated that reform is holistic
and will cover four key areas of technology,
process, culture and organisation.
“We will be working with our people to develop
an innovative culture that executes the strategic
vision and we can only do this with a united
Defence team,” Mr Lines said.
“The reform effort will require some changes in
the way we operate and we need to rebalance our
effort.
“We’re currently running at close to 93 per cent
sustainment and seven per cent project work.
We’re moving to a model more consistent with
industry best practice, aiming for 70 per cent
sustainment and 30 per cent project effort.
“Our staff will need to be flexible with assignments
as we move people onto priority projects, while
significant growth opportunities will exist working
on new leading-edge technologies,” Mr Lines said.
The CIOG reform office will have an heightened role in managing the changes ahead, with division heads responsible both for business-as-usual work, and also for driving reform projects forward.
ChIEF INFORMATION OFFICER GROUP
cIOg RefORM effORTs:
› published the ICT Strategy which was recently released by the Minister
› published the Single Information Environment Architectural Intent 2010
› established the reform office and reform program
› developed portfolio of projects as part of the integrated plan of work
› completed Defence-wide ICT cost baseline
› established a specialist solutions design capability.
› developed a new operating model for how CIOG interacts with other parts of Defence
› realised savings target of $49m for 2009/10, and
› commenced reform communications to both CIOG and Defence.
CIOG achievements in the last six months:
› more responsive and stable network (more than 30 per cent less outages)
› ICT infrastructure remediation commenced
› new DRN search engine (Google)
› expanded Internet gateway
› unified communications on DSN
› more streamlined DSN and SIPRNET connectivity (ICI)
› less customer complaints and introduction of dedicated stakeholder and customer engagement staff
› more activist capability management by CIOG: - Satcom, Crypto, Spectrum, TIE and deployed LANs
› transparent Defence ICT budget
› acquired UHF payload on IS-22 SATCOM in IOR, and
› approached industry with pre-briefings for our ICT bundling strategy.
THe nexT geneRATIOn DesKTOPDefence is seeking to achieve both efficiencies and improvement to operations with the next generation desktop. Defence is looking to industry to provide less expensive end-user desktops, improvements to user experience and to simplify the management of the ICT environment.
The next generation desktop will be a significant change for the delivery of Defence's end-user computing, with Defence planning to introduce the new desktop in early 2011. Defence is looking, via an invitation to register, to industry for advice on its ability to implement the next generation desktop and timeframe required for this change.
The next generation desktop project is linked to another ICT reform initiative, data centre consolidation, with the two initiatives having projected cost reductions of around $420m within 10 years.
First Assistant Secretary ICT Reform, Clive
Lines said that ICT reform is essentially about
consolidation, rationalisation, standardisation and
simplification.
“The creation of a single desktop environment,
what we’re calling the ‘new generation desktop’,
will enable Defence users to access the
unclassified, restricted and secret networks from a
single box,” Mr Lines said.
“We’re also consolidating the 200 or so data
centres currently managed within Defence down to
less than 10 by 2012.”
Mr Lines also said the CIO Group will rationalise
the number of contracts it has by utilising a
smarter, more centralised approach to how
software and hardware is sourced.
“A centralised approach such as this will create
efficiencies and will simplify the way we currently
do business.”
Mr Lines said there is a need to work closely
with fewer strategic industry partnerships, in an
integrated way delivering end-to-end processes, to
collectively focus on delivering Defence outcomes.
An integrated program of ICT work has been
developed and will be sequenced and delivered
in accordance with customer-driven business
priorities and interdependencies.
Under the Strategic Reform Program, Defence-
wide ICT expenditure will be planned and
prioritised, with the focus on delivering priority one
and two projects.
“We can't do everything, but the focus will be
on balancing the capability need versus cost
reductions and trade-offs,” Mr Lines said.
“Our time and resources need to be spent wisely.”
The ICT integrated program of work has been
categorised into four components: delivering
military operational requirements; delivering the
29www.defence.gov.au/defencemagazined e f e n c e m a g a z i n e ›
DEFENCE SUPPORT
Defence is undertaking a significant reform program that will concentrate on improving the integrity and accuracy of pay processes, as well as modernising the technology that supports the payroll system.
Joint action on pay: Defence Payroll Remediation Task Force
Defence employees need to have confidence in
the integrity of their pay and personnel processes.
The sheer size of the Defence payroll, ageing
technology and the complex array of allowances
have in the past led to payroll errors.
As part of the overall pay reform, the now Minister
for Defence Materiel and Science, Greg Combet,
announced on 2 February 2010 the immediate
establishment of a high-powered ADF Payroll
Remediation Task Force.
“The Government understands that the volume of
manual transactions, which last year amounted to
more than 3 million, means human error is always
a possibility,” Mr Combet said.
“The function of the Task Force will be to rectify
current deficiencies in the ADF payroll system and
to accelerate the introduction of an improved pay
system.”
The Task Force, co-chaired by the Vice Chief of the
Defence Force and the Deputy Secretary Defence
Support, will bring about improved business
processes and undertake an analysis of all ADF
pay issues. It will issue official advice on improving
payroll processes and consolidate all ADF payroll
processes under one area of responsibility within
18 months.
Following the establishment of the Task Force, a
joint directive on the establishment of the Defence
Payroll Remediation Task Force and Defence
payroll remediation was released by the Secretary
and the Chief of the Defence Force on 15 February
2010.
The joint directive outlines, amongst other things,
the obligations of members, commanders and
administrative staff in checking and rectifying
any pay anomalies. It also provides the payroll
remediation team (the operational team supporting
the Task Force) with authorisation to liaise directly
with all Service chiefs, Group and executive heads
and their staff.
A highly-cooperative, joint approach has already
allowed the Task Force to improve pay processes
and assurance. The Task Force has also facilitated
the use of 1800 DEFENCE (1800 333 362) as the
central point of contact for pay remediation issues.
The payroll remediation team has also developed
strong and productive working relationships with
pay and administrative staff deployed in the
Middle East Area of Operations (MEAO) and at
Headquarters Joint Operations Command. The
team is also working closely with deployed units to
provide families with the ability to enquire about
pay (with the member’s consent), allowing families
to resolve pay issues for deployed members with
minimal bureaucracy.
Where to next…?Mr Combet has directed the Task Force to achieve
ten objectives:
1. Review and report on the adequacy of existing
payroll procedures and compliance with them
2. Create a small specialist deployed civilian
payroll administration cell that will drive
consistency between the in-theatre and in-
country payroll processing
3. Undertake quality assurance checks of
International Campaign Allowance payments
4. Promote a common customer access channel
including the 1800 DEFENCE number for
members and their families to contact about pay
related issues
5. Review the entire process for payment of
deployed allowances and put in place revised
checks and balances to ensure members are
paid correctly
6. Enhance quality assurance processes that
provide greater focus on control, supervision
and checking of personnel data from local
commander to the transactional processing area
7. Widen the current performance management
regime to include control and compliance
reporting on payment of ADF allowances
8. Develop a systematic forward-looking audit
program to support the controls and compliance
reporting around payroll processing
9. Emphasise the mutual responsibilities and
accountabilities of all personnel involved in the
pay process, to meet their responsibilities on
pay administration, and
10.Issue further official advice outlining the steps
being put in place to improve the payroll system.
This advice will also emphasise the obligation
of personnel to meet their responsibilities on
payroll matters including review of payslips and
notification of errors as soon as possible.
Keep an eye out for future editions of the Defence Magazine. Each edition has a 'Spotlight on Reform' article that provides information on one of the SRP streams. Also the Service Newspapers are a great information source as the articles tend to reflect what SRP means to the men and women 'on the ground'.
30 www.defence.gov.au/defencemagazine 31www.defence.gov.au/defencemagazined e f e n c e m a g a z i n e ›
DEFENCE IMAGERY AND GEOSPATIAL ORGANISATION
Deputy Secretary Intelligence and Security Mr Stephen Merchant recently welcomed Mr Steve Meekin into the role of Director, Defence Imagery and Geospatial Organisation (DIGO). As well as welcoming Mr Meekin to the role of Director, Mr Merchant recognised the progress made by DIGO under previous directors Mr Ian McKenzie and Mr Clive Lines.
“DIGO has forged a strong relationship with the ADF through its very good work in supporting operations in Afghanistan, and other operational areas,” Mr Merchant said.
“DIGO is now not only well recognised and respected in the Australian and allied intelligence communities for its imagery analysis capability, but also for playing an increasingly important role in supporting capability development.
“DIGO has worked hard to provide a much more coherent approach to the provision of geospatial information to enable critical ADF capabilities.
“As the Group Head overseeing the largest of the Defence geospatial agencies, DIGO, I fulfil the
Geospatial information superiority - supporting the warfighting edgeBy Helen Owens
role of the Coordinating Capability Manager for Geospatial Information (CCM GI) for Defence,” Mr Merchant said.
“And I rely on DIGO, and in particular, Mr Meekin
as Director DIGO, to really drive that function.
The CCM GI role provides a single point of
coordination for all aspects of geospatial capability
development, and works across Defence and
whole-of-Government to achieve geospatial
interoperability.”
Mr Meekin joined the Australian Public Service
on 1 February 2010, having discharged from the
Australian Army after more than 30 years of
service.
“I consider myself extremely privileged to be
appointed as Director DIGO and I am keen to learn
as much as I can about the geospatial challenges
facing the Defence organisation as we work
toward delivering Force 2030,” Mr Meekin said.
“We know that new enabling technologies
which are currently going through the capability
development process are increasingly dependent
on a significant investment in geospatial,
information and services,” Mr Merchant said.
“Without the right geospatial information at the right time we will not be able to reach the full potential of our operating capability, and Mr Meekin is eminently qualified to ensure that we deliver this capability.”
Mr Meekin said his vision is to establish the
intelligence and capability edge over our
adversaries by ensuring that Defence has fully-
networked sensors, platforms, and command and
control systems, which are enabled through the
seamless transfer of geospatial information and
access to advanced geospatial functionality.
Promoting geospatial interoperability across the
whole Defence organisation is one of the key
governance aims of the Coordinating Capability
Manager for Geospatial Information, but this
cannot be achieved if the geospatial components
of the systems being acquired are stove-piped and
incompatible.
“Through effective governance we have to work
hard on breaking down these stovepipes,” Mr
Meekin said.
“I am keen to continue building on our
previous work in strengthening the governance
arrangements in the capability development process. Much has already been done, but we have a way to go.
“I am learning that there are a significant number of stakeholders in the Defence geospatial community and reaching agreements on standards, our approach to open architectures, how data is managed, and what software is in place must also be achieved through effective governance,” Mr Meekin said.
The CCM GI role has heavy responsibilities, but is light on control. It is expected to deliver coherent and compatible geospatial services to capabilities, but has no control of the project development phases or the acquisition process.
“So we are approaching this with a view to enabling Defence to deliver geospatial capability through the co-development of business process re-engineering and ICT systems delivery,” Mr Merchant said.
“Modular and iterative development processes will be necessary and this will be the initial focus of Joint Project 2064 Phase 3 – a Project that reaches across most Defence operational, intelligence and corporate ICT systems.
“Importantly, I see this work as true strategic reform being delivered at the grass roots level. If we are successful in our endeavours we will achieve better capability for less money by re-engineering business processes, and that is what our reforms should be focussed on,” Mr Merchant said.
Mr Meekin added that work had already begun to define the key responsibilities of the heads of Defence geospatial agencies forum and the various geospatial working groups (of which there are many).
“At the next meeting I have called for a dedicated discussion on governance arrangements,” Mr Meekin said.
“As a team we are building strong relationships with the key stakeholders across Defence from CIOG, CDG, DMO, DSG and the other geospatial producers.
Mr Merchant said DIGO has devoted specific resources from its baseline staffing numbers to ensure that geospatial agencies continue to move forward and achieve success.
“A coordinated approach to geospatial capability development is pivotal. We must consult widely
“I am learning that there are a significant number of stakeholders in the Defence geospatial community and reaching agreements on standards, our approach to open architectures, how data is managed, and what software is in place must also be achieved through effective governance.”
- Director Defence Imagery and Geospatial
Organisation, Mr Steve Meekin
ABOVe: Deputy Secretary Intelligence and Security Mr Stephen Merchant (right) welcomes Mr Steve Meekin to the position of Director Defence Imagery and Geospatial Organisation. Photo: CPL Guy Young
with the services and supporting groups if we are to achieve the strategic outcomes for Defence, both from a capability and a strategic reform perspective,” Mr Merchant said.
Meanwhile, Mr Meekin’s handover is complete and he is now some months into his new job.
The new Director DIGO understands that a fully networked ADF must have complete access to integrated geospatial services, based on open standards and architectures that are interoperable with other government agencies, our allies and key coalition partners.
“This is a true challenge. And all of us involved in this capability will have a huge amount of satisfaction when that challenge is met and overcome,” Mr Meekin said.
“The hallmark of our success will be ensuring that the ADF gains the warfighting edge enabled by responsive and interoperable geospatial information and services that underpin Force 2030.”
32 www.defence.gov.au/defencemagazine 33www.defence.gov.au/defencemagazined e f e n c e m a g a z i n e ›
DEFENCE SECURITY AUThORITY CAPAbILITY DEVELOPMENT GROUP
While the Capability Development Reform Stream may not be about producing savings per se, it shares the same objective as the saving streams – to deliver Force 2030 as set out in the Defence White Paper.
Skills and procedures ensure capabilities develop
The Capability Development Reform Stream is
about ensuring people have the right skills and the
right procedures in place to ensure Government
receives timely, affordable and well-researched
capability options.
The result should assist in an overarching objective
of Force 2030. This allows Defence to get the best
value-for-money capability from the funds that the
Government has agreed should be expended on
projects in the Defence Capability Plan.
Through the Capability Development Reform
Stream, the Capability Development Group (CDG)
has put in place an improved training program.
The desk officer skilling program covers a wide
range of topics, from the basic principles of project
management, facilitating the fundamental inputs
into capability, working with DMO and industry, to
preparing capability submissions for Government
consideration.
Alongside this is a cost estimation training
program, which will improve the basis,
transparency and accuracy of cost estimates
provided to Government as part of major capital
equipment proposals.
The Capability Development Reform Stream
has also focused on improving processes.
The committee structure that is important for
developing high quality advice to Government on
capability proposals has been re-defined.
All the senior key Defence stakeholders are now
part of the decision-making process at the right
time.
The Capability Development Reform Stream,
working in close relationship with the Mortimer
Reform Stream and alongside the Strategic
Planning and Science and Technology Reform
Streams, has reviewed and improved the entire
capability development process.
The result of these efforts is the new version of the
Defence Capability Development Handbook, now
available on both the CDG Intranet webpages as
an interim version. When finalised in the middle of
2010, it will be a very comprehensive best practice
guide for capability development in Defence.
The Capability Development Reform Stream
will be an ongoing process, as CDG monitors
implementation of the changes introduced by the
Capability Development Reform Stream, and looks
for other opportunities for further improvement
arising from related initiatives in other reform
streams.
By Tim CaddeyDefence Security Authority (DSA) has established two protective security governance bodies, the Defence Security and Counter-Intelligence Board (DSCIB) and the Defence Security Advisory Group (DSAG), to ensure that security risks are managed through a coordinated approach that is relevant and responsive.
New governance bodies secure the risks
In Defence, security is everyone’s responsibility. By
integrating it into business processes, we protect
our people, information and assets from harm –
safeguarding Defence’s capability and mission.
The DSCIB, Defence’s peak protective
security body, oversees the development and
implementation of protective security policies and
practices to ensure they comply with Government
policy, meet Defence’s evolving business needs,
and promote a positive and layered security
environment.
Defence’s Chief Security Officer (CSO) Frank
Roberts said that this layered approach formed
the cornerstone of the organisation’s security
environment.
“What it means is that we don’t rely on any one
measure to achieve the security level we’re looking
for. If we do have a failure in one area, there are
back-ups in others,” Mr Roberts said.
“Security is an individual responsibility and
collectively we can achieve positive outcomes.”
Comprised of the security executives from each of
the groups and services, the DSCIB also reviews
Defence security planning and performance, and
reports to the Defence Committee through the
DSCIB’s Chair, the Deputy Secretary for Intelligence
and Security.
The DSCIB is supported by the Defence Security
Advisory Group (DSAG). Chaired by Mr Roberts
and comprised of security advisors from the across
Defence, the DSAG provides working-level support
to assist with the development and implementation
of improved security practices in Defence.
“The two governance bodies bring together
individuals that collectively possess a sound
understanding of the security issues confronting
Defence across the full breadth of its activities,”
Mr Roberts said.
“This corporate knowledge allows the DSCIB
and DSAG to play a pivotal role in shaping the
evolution of Defence’s security policies, practices
and culture to ensure they remain relevant and
responsive to the organisation’s needs.”
Following the August 2009 arrest of several
individuals allegedly planning an armed attack
on an ADF base, the DSCIB and DSAG guided
the development and progression of initiatives to
provide improved security for personnel at Defence
bases and facilities.
The DSCIB then scoped a range of initiatives
culminating in the Government-endorsed Base
Security Improvement Program (BSIP).
Mr Roberts said that Defence personnel were
generally security consciousness, and believed
the organisation would support new measures to
control access to bases and establishments.
“The initial part of this work will be to address
the terrorist offensive arrangements that may or
may not be in place at the moment,” Mr Roberts
said. “Any response to a threat is done through an
intelligence-led, risk-based approach.”
Mr Roberts said measures may also be considered
to strengthen the department’s SAFEBASE policy
to clarify command and control arrangements, as
well as identifying legislative changes required
to support more rigorous inspection and search
regimes.
“These measures will address aspects such
as an integrated security response system,
access control, alarm systems and monitoring,
guarding and patrolling, and incident response
arrangements,” Mr Roberts said.
The BSIP, which is being managed by the Defence
Support Group, will be progressively implemented
across a number of years.
Other key initiatives that the DSCIB and DSAG
have overseen include:
› the development of a new online Defence
Security Manual, outlining protective security
policy in a more accessible and responsive
format
› the creation of the Defence Security
Community—designed to improve mutual
support and information sharing amongst
security practitioners, commanders and
managers, and general Defence personnel
› the conduct of a cultural survey to benchmark
Defence’s security culture and determine its
strengths and areas for improvement, and
› the introduction and review of the bi-annual
Defence Security Performance Assessment
Report, which evaluates security performance
across Defence and identifies significant risks
requiring further remediation.
BeLOW: Defence Security Authority is looking to strengthen the Department’s SAFEBASE policy to clarify command and control arrangements, as well as identifying legislative changes required to support more rigorous inspection and search regimes. Photo: Corporal Chris Moore
This year, the two governance bodies will
also coordinate Defence’s input into the
Attorney-General Department’s review of the
Australian Government protective security policy
framework. They will also consider the outcomes
of a review of the Defence Security Industry
Program and consider how best to deliver shared
security services as part of the Strategic Reform
Program.
To find out who performs the role of your Group
or Service security executive and security
adviser, please visit the DSA intranet site >
Governance bodies.
For more information on the governance
framework for protective security policy, please
refer to Part 1 of the DSM, available on the DSA
intranet site > eDSM > Protective Security Policy
& Governance.
By Hilary Hall
Want to know what SRP will mean for you and your workmates? Talk to your manager. The Secretary and CDF have asked all Defence managers to communicate with their people about what SRP means, to discuss how you can contribute to the outcomes, and what behaviours are expected of you to support the success of the SRP.
34 www.defence.gov.au/defencemagazine 35www.defence.gov.au/defencemagazined e f e n c e m a g a z i n e ›
DEFENCE SCIENCE AND TEChNOLOGY ORGANISATIONPEOPLE STRATEGIES AND POLICY
The Government and senior Defence leaders have agreed to the creation of shared service models for Defence, and functional owners will now lead the implementation of these models.
Shared services a model for allBy Lisa Smallacombe
Deputy Secretary People Strategies and Policy Group (PSP), Phil Minns retains responsibility for implementing the career management, and education and training shared service models. Deputy Secretary PSP will also review other functions within the HR domain that, although unsuited to shared service arrangements, can be further improved to deliver a better customer experience.
Deputy Secretary Defence Support (DS) will have carriage of implementation of the payroll and personnel administration shared service model.
Chief Finance Officer Group will lead reforms in finance across Defence including implementation of shared service recommendations. Deputy Secretary DS will support this through implementation of accounts payable recommendations as the point of intersection between finance and the non-equipment procurement (NEP) shared service model.
Defence Support Group will lead the implementation of NEP shared service in conjunction with the NEP stream of SRP.
And, Chief Information Officer Group will lead Information Communication Technology (ICT) reforms through the ICT reform stream of SRP.
The Head of Workforce and Shared Services Reform (HWSSR), Craig Pandy, guided the development of these models, since taking on the role of HWSSR in November 2009.
Mr Pandy’s task is to implement effective shared services and technology solutions across the Department in support of the Workforce Strategic Reform Program.
Mr Pandy said his team’s focus has been on planning, with considerable effort invested into completing the diagnostic and modelling stages of the reform.
He said this stage of the Workforce and Shared Services path to reform has involved broad consultation, including consideration of similar past projects within Defence.
“There have been approximately 800 stakeholder meetings with key Defence personnel to ensure genuine understanding of the current organisation structure, service delivery models and user needs,” Mr Pandy said.
“Through this process we have identified key issues, such as the fragmentation of Service/Group ownership and accountability, which we have addressed in the shared service models and implementation plans.
“In the past, we know that this fragmentation has led to ad-hoc or little collaboration, and no framework within which prioritisation and sharing of resources could be agreed.
“The approved shared service models aim to address this by establishing a single point of accountability with a robust governance framework that addresses funding and resourcing, service charters, business rules, governance membership and processes,” he said. The overall objective of WSSR is to provide corporate services, such as HR, finance, and non-equipment procurement to
“We don’t want to see people auctioning office furniture to make cost reduction targets”
- Head of Workforce and Shared Services Reform (HWSSR), Craig Pandy
› ensure access to specialised military knowledge/experience required to adequately perform a function
› meet ceremonial requirements, and
› to allow for situations where the role provides a necessary broader development for an ADF career stream.
A number of Defence personnel will be affected by workforce or shared service reforms. Mr Pandy said that planning to assist staff through the changes taking place is a crucial consideration for the Workforce and Shared Services Reform (WSSR) team.
“Managers responsible for implementation will consult affected staff and key stakeholders to ensure their experience, knowledge and views are considered in the detailed planning,” he said.
“Staff transition plans will be developed with a focus on supporting, consulting, preparing and skilling individuals and teams affected by changes.”
Timelines for the implementation of the WSSR initiatives vary depending on the initiative, although generally the significant reform activities are planned to occur in the next two to five years.
In the immediate future, the WSSR process will continue to involve smaller, less visible, steps such as bringing teams together and reviewing processes and policy. This will lead to later phases which will see the cessation of old ways of doing business and more visible change.
“The reforms which underpin the savings must be sustainable. The shared services reforms are not about doing the same tasks with less people. They are about changing to a different operating model that will provide savings that are sustainable and deliver genuine business reform through enablers such as improved Information Communication Technology. All outcomes that will enhance Defence capability.
“We don’t want to see people auctioning office furniture to make cost reduction targets,” Mr Pandy said.
For more information on specific initiatives, visit the SRP and WSSR websites on the Defence Intranet.
the entire Defence organisation as efficiently and effectively as possible.
Defence intends to achieve reform in the WSSR stream through civilianisation of some ADF support positions, contractor conversions and shared services.
ADF positions considered for civilianisation are non-deployable roles. Mr Pandy noted that in keeping with the findings of the 2008 Audit of the Defence Budget, the planned changes will affect only a small percentage of non-deployable roles.
WSSR planning retains uniformed personnel in non-deployable roles to:
› provide sufficient respite postings to support necessary military rotations and to provide rehabilitation and career stability support necessary for retention
Future-proofing DefenceReforming science and technology for Force 2030
By Lorraine Mulholland
“The future operating environment of the ADF will be shaped in very large measure by changes in military technology and its employment, especially in the Asia-Pacific region. Superiority in combat and other forms of military operations will hinge on continual advances in military technology, especially in areas such as EW, precision targeting, stealth and signature management, battlespace awareness, command and control and information networking.”
- Defending Australia in the Asia Pacific Century: Force 2030, p.131
Delivering the technology required by Force 2030 will provide Australia’s defence scientists with a major challenge.With technology developing at a faster rate than
can be acquired and put into service, the Defence
Science and Technology Organisation (DSTO) is
undertaking a significant review of how it does
business, in order to understand how to better field
its physical and financial resources to meet this
challenge.
The 2009 Defence White Paper, Defending
Australia in the Asia Pacific Century: Force 2030,
outlined the role DSTO will play in ensuring
Australia maintains the strategic capability
advantage it requires during the next few decades
and beyond.
The White Paper also outlined four areas in which
DSTO needed to reform its business processes to
meet this challenge:
› future-proofing Defence by increasing the
resources available to focus on the early stage
of capability development
› implementing an enhanced governance model
for the DSTO
› simplifying the mechanisms for prioritising the
DSTO’s funding to support the development of
capability, and adjusting the DSTO’s internal
business and management structures, and
› providing greater clarity around the delivery of
Defence science and technology to support non-
Defence national security capabilities.
DSTO has been working to realign its business
processes since mid-2009, with the major
changes now being implemented, including the
establishment of the DSTO Advisory Board. While
all changes are an important part of strategic
reform, the establishment of the Corporate
Enabling Research Program forms the core of
DSTO’s science and technology program.
Together with an increase in funding in key areas
such as cyber security, intelligence, surveillance
and reconnaissance, future electronic warfare
and next-generation over-the-horizon-radar, DSTO
is placing added emphasis on program delivery
– particularly the development of transition
plans to improve the direct impact of technology
development on Defence capability.
Alongside the renewed focus of future-proofing
Defence capability is an enhancement to DSTO’s
capability to provide science and technology
support to the Defence Capability Plan, as well
as support to the force-in-being and current
operations.
The Government has also decided to provide
DSTO’s workforce allocation as a block rather
than on a project-by-project basis. This certainty
of funding will enable more seamless planning
and better development of the skills and capacity
required for future capability – developing science
and technology skills has a long lead time.
DSTO’s senior leadership has challenged every
person across the group to embrace the changes
being implemented as part of the Strategic Reform
Program.
“DSTO has made a number of significant reforms
to the way we do business, which will better
position us as an organisation to deliver the
technology required by Force 2030,” Deputy Chief
Defence Scientist (Platforms & Human Systems)
Dr Ian Sare said.
“But this is not enough. We are working with our
clients, particularly the three services and DMO,
to look for opportunities to help them achieve their
SRP objectives.
“We see this as a team effort and we are looking
for every employee across DSTO, be they a
research leader or business manager, to identify
ways we can help the rest of Defence contain
their costs while delivering science and technology
support to help them achieve their principal
objectives.”
34 www.defence.gov.au/defencemagazine
PEOPLE STRATEGIES AND POLICY
The Government and senior Defence leaders have agreed to the creation of shared service models for Defence, and functional owners will now lead the implementation of these models.
Shared services a model for allBy Lisa Smallacombe
Deputy Secretary People Strategies and Policy Group (PSP), Phil Minns retains responsibility for implementing the career management, and education and training shared service models. Deputy Secretary PSP will also review other functions within the HR domain that, although unsuited to shared service arrangements, can be further improved to deliver a better customer experience.
Deputy Secretary Defence Support (DS) will have carriage of implementation of the payroll and personnel administration shared service model.
Chief Finance Officer Group will lead reforms in finance across Defence including implementation of shared service recommendations. Deputy Secretary DS will support this through implementation of accounts payable recommendations as the point of intersection between finance and the non-equipment procurement (NEP) shared service model.
Defence Support Group will lead the implementation of NEP shared service in conjunction with the NEP stream of SRP.
And, Chief Information Officer Group will lead Information Communication Technology (ICT) reforms through the ICT reform stream of SRP.
The Head of Workforce and Shared Services Reform (HWSSR), Craig Pandy, guided the development of these models, since taking on the role of HWSSR in November 2009.
Mr Pandy’s task is to implement effective shared services and technology solutions across the Department in support of the Workforce Strategic Reform Program.
Mr Pandy said his team’s focus has been on planning, with considerable effort invested into completing the diagnostic and modelling stages of the reform.
He said this stage of the Workforce and Shared Services path to reform has involved broad consultation, including consideration of similar past projects within Defence.
“There have been approximately 800 stakeholder meetings with key Defence personnel to ensure genuine understanding of the current organisation structure, service delivery models and user needs,” Mr Pandy said.
“Through this process we have identified key issues, such as the fragmentation of Service/Group ownership and accountability, which we have addressed in the shared service models and implementation plans.
“In the past, we know that this fragmentation has led to ad-hoc or little collaboration, and no framework within which prioritisation and sharing of resources could be agreed.
“The approved shared service models aim to address this by establishing a single point of accountability with a robust governance framework that addresses funding and resourcing, service charters, business rules, governance membership and processes,” he said. The overall objective of WSSR is to provide corporate services, such as HR, finance, and non-equipment procurement to
“We don’t want to see people auctioning office furniture to make cost reduction targets”
- Head of Workforce and Shared Services Reform (HWSSR), Craig Pandy
› ensure access to specialised military knowledge/experience required to adequately perform a function
› meet ceremonial requirements, and
› to allow for situations where the role provides a necessary broader development for an ADF career stream.
A number of Defence personnel will be affected by workforce or shared service reforms. Mr Pandy said that planning to assist staff through the changes taking place is a crucial consideration for the Workforce and Shared Services Reform (WSSR) team.
“Managers responsible for implementation will consult affected staff and key stakeholders to ensure their experience, knowledge and views are considered in the detailed planning,” he said.
“Staff transition plans will be developed with a focus on supporting, consulting, preparing and skilling individuals and teams affected by changes.”
Timelines for the implementation of the WSSR initiatives vary depending on the initiative, although generally the significant reform activities are planned to occur in the next two to five years.
In the immediate future, the WSSR process will continue to involve smaller, less visible, steps such as bringing teams together and reviewing processes and policy. This will lead to later phases which will see the cessation of old ways of doing business and more visible change.
“The reforms which underpin the savings must be sustainable. The shared services reforms are not about doing the same tasks with less people. They are about changing to a different operating model that will provide savings that are sustainable and deliver genuine business reform through enablers such as improved Information Communication Technology. All outcomes that will enhance Defence capability.
“We don’t want to see people auctioning office furniture to make cost reduction targets,” Mr Pandy said.
For more information on specific initiatives, visit the SRP and WSSR websites on the Defence Intranet.
the entire Defence organisation as efficiently and effectively as possible.
Defence intends to achieve reform in the WSSR stream through civilianisation of some ADF support positions, contractor conversions and shared services.
ADF positions considered for civilianisation are non-deployable roles. Mr Pandy noted that in keeping with the findings of the 2008 Audit of the Defence Budget, the planned changes will affect only a small percentage of non-deployable roles.
WSSR planning retains uniformed personnel in non-deployable roles to:
› provide sufficient respite postings to support necessary military rotations and to provide rehabilitation and career stability support necessary for retention
35www.defence.gov.au/defencemagazined e f e n c e m a g a z i n e ›
DEFENCE SCIENCE AND TEChNOLOGY ORGANISATION
Future-proofing DefenceReforming science and technology for Force 2030
By Lorraine Mulholland
“The future operating environment of the ADF will be shaped in very large measure by changes in military technology and its employment, especially in the Asia-Pacific region. Superiority in combat and other forms of military operations will hinge on continual advances in military technology, especially in areas such as EW, precision targeting, stealth and signature management, battlespace awareness, command and control and information networking.”
- Defending Australia in the Asia Pacific Century: Force 2030, p.131
Delivering the technology required by Force 2030 will provide Australia’s defence scientists with a major challenge.With technology developing at a faster rate than
can be acquired and put into service, the Defence
Science and Technology Organisation (DSTO) is
undertaking a significant review of how it does
business, in order to understand how to better field
its physical and financial resources to meet this
challenge.
The 2009 Defence White Paper, Defending
Australia in the Asia Pacific Century: Force 2030,
outlined the role DSTO will play in ensuring
Australia maintains the strategic capability
advantage it requires during the next few decades
and beyond.
The White Paper also outlined four areas in which
DSTO needed to reform its business processes to
meet this challenge:
› future-proofing Defence by increasing the
resources available to focus on the early stage
of capability development
› implementing an enhanced governance model
for the DSTO
› simplifying the mechanisms for prioritising the
DSTO’s funding to support the development of
capability, and adjusting the DSTO’s internal
business and management structures, and
› providing greater clarity around the delivery of
Defence science and technology to support non-
Defence national security capabilities.
DSTO has been working to realign its business
processes since mid-2009, with the major
changes now being implemented, including the
establishment of the DSTO Advisory Board. While
all changes are an important part of strategic
reform, the establishment of the Corporate
Enabling Research Program forms the core of
DSTO’s science and technology program.
Together with an increase in funding in key areas
such as cyber security, intelligence, surveillance
and reconnaissance, future electronic warfare
and next-generation over-the-horizon-radar, DSTO
is placing added emphasis on program delivery
– particularly the development of transition
plans to improve the direct impact of technology
development on Defence capability.
Alongside the renewed focus of future-proofing
Defence capability is an enhancement to DSTO’s
capability to provide science and technology
support to the Defence Capability Plan, as well
as support to the force-in-being and current
operations.
The Government has also decided to provide
DSTO’s workforce allocation as a block rather
than on a project-by-project basis. This certainty
of funding will enable more seamless planning
and better development of the skills and capacity
required for future capability – developing science
and technology skills has a long lead time.
DSTO’s senior leadership has challenged every
person across the group to embrace the changes
being implemented as part of the Strategic Reform
Program.
“DSTO has made a number of significant reforms
to the way we do business, which will better
position us as an organisation to deliver the
technology required by Force 2030,” Deputy Chief
Defence Scientist (Platforms & Human Systems)
Dr Ian Sare said.
“But this is not enough. We are working with our
clients, particularly the three services and DMO,
to look for opportunities to help them achieve their
SRP objectives.
“We see this as a team effort and we are looking
for every employee across DSTO, be they a
research leader or business manager, to identify
ways we can help the rest of Defence contain
their costs while delivering science and technology
support to help them achieve their principal
objectives.”
36 www.defence.gov.au/defencemagazine 37www.defence.gov.au/defencemagazined e f e n c e m a g a z i n e ›
DEFENCE SUPPORT
Whilst there have been some big changes in the senior ranks of Defence Support, reform activity within the Group continues its momentum.
Leadership changes but business as usual
DSG is a major contributor to the Defence
Strategic Reform Program, including leading the
reform of non-equipment procurement (NEP),
which will deliver cost reductions of $4 billion
across Defence during the next decade. DSG is a
significant contributor to the workforce and shared
services (WSS) stream, led by People Strategies
and Policy Group.
DSG will also continuing to drive forward with its
internal reform agenda.
In terms of leadership changes, DSG has
farewelled Deputy Secretary Defence Support
(DEPSEC DS) Martin Bowles, as he has taken on a
temporary role within the Department of Climate
Change and Energy Efficiency to oversee the
Renewable Energy Bonus Scheme.
First Assistant Secretary Strategic Support Reform
Dr Ian Williams also took a temporary move
to support Martin in this new role. DSG then
welcomed Mr Simon Lewis from the Department
of Finance and Deregulation from 6 April to fill the
role of Deputy Secretary Defence Support until
Martin returns.
Defence Support ReformDespite these changes, the ongoing work of
reform continues to gather momentum across
the Group as Defence Support continues its hard
work to deliver on its mission: to be an agile and
cost effective support service that enables and
enhances the delivery of defence capability.
“While our fundamental role is to provide
timely and effective support, to achieve this
we must operate in an increasingly constrained
environment, and to be smart in how and what we
deliver to our military and civilian customers,”
Mr Lewis said.
“Reform is occurring at many different levels
across Defence Support and it is not just about
cost reductions – it is mainly about improving our
business processes. 2010 has become the year of
implementation as Defence moves forward with
implementation of the Strategic Reform Program.
DSG will also continue its ongoing internal reform
to improve what and how we do business.”
Activities Defence Support is progressing to be a
more effective organisation include:
› the development of an Occupational Health
and Safety (OHS) Management System – an
interactive online tool incorporating Base OHS
management plans, asbestos management
plans and reporting tools which also provides
staff with the references and guidance required
for legislative compliance
› the establishment of ISIS Centralised Accounts
Processing Centres (CAPC) to meet Government
expectations that invoices will be paid within
30 days
› the investigation of new technologies by
Defence Publishing Service (DPS) which will
put them in control of production to increase
efficiency for customers, and
› consolidating and streamlining from 12 to five
Defence Support regions.
Non-Equipment ProcurementA significant number of procurement decisions are
made every day across Defence in non-equipment
procurement – from travel, to payments to industry
for the provision of products and services such as
garrison support services, to stationery.
This is a key area that everyone across Defence
needs to carefully consider and make cost-
conscious decisions every day. This is about
how resources are used including decisions on
expenditure on non-equipment procurement
activities. Managers also need to ensure
transparency in the decision-making process and
accept accountability for those decisions.
One way DSG will contribute to building and
sustaining a cost-conscious culture across Defence
is the establishment of a centre of procurement
and contracting excellence.
“Defence currently spends of the order of $3 billion
each year on non-equipment procurement across
a range of areas including financial and business
support, training, travel and catering,” DSG’s Chief
Operating Officer Kieran Gleeson said.
“The establishment of a contracting and
procurement centre of excellence within DSG
will assist people across Defence in undertaking
procurement and contracting.”
The centre will provide guidance and strategies
to ensure Defence non-equipment procurement is
undertaken with an improved commercial approach
and ensure efficiencies and consistencies in
contracting and procurement processes across
Defence.
Workforce and Shared Services reformWhile DSG provides shared services to Defence
in a range of areas including HR management,
payroll, finance and procurement, these services
are often administered in conjunction with other
Groups and Services.
“During the past 12-18 months, DSG has been
working towards a genuine shared services
delivery model which will lead to a greater
consistency in services provided across Defence
through the streamlining and standardising of
processes,” Mr Gleeson said.
“We have been working with the groups and
services, particularly in the areas of payroll and
finance to identify areas for improvement with
the aim to introduce a range of reforms which will
improve consistency and standardisation of service
delivery.”
Defence estateThe Defence estate is one of the largest real
estate portfolios in Australia, with around 350
owned and another 350 leased properties. DSG
is looking into more efficient and effective ways
to manage the Defence estate to ensure it meets
Defence’s capability needs.
“Estate reform is a non-savings stream of the
Strategic Reform Program. Improving the way we
do business will mean an estate that is better able
to support capability now and in the future,”
Mr Lewis said.
Estate reform, which is being actively progressed
by DSG’s Infrastructure Division, is being driven by
a focus on the stewardship of the Defence estate,
including the built infrastructure and services and
bases and training areas.
“Recent reviews have highlighted that
maintenance and management of the estate need
more strategic financial investment, which the
Government has recognised and committed to
support through the Defence White Paper 2009,”
Mr Lewis said.
Head of DSG’s Infrastructure Division (ID) Mr John
Owens said the estate reform program will allow
the estate to spend resources in a much more
effective and efficient way and address the issue
of property ownership, acquisition, disposal and
leasing.
A major achievement to date is the work being
undertaken by ID, in conjunction with the groups
and services, to develop the first Defence Estate
Investment Plan 2010 2030. The initial plan, a
program for estate investment during the next
20 years, includes facilities for new capability
projects, remediation funding provided as part of
the Defence White Paper 2009, baseline funding
for major capital facilities and facilities operations
programs, with future versions to include Defence
leasing and disposals.
“Putting all this together under one plan will help
Defence make informed strategic decisions on
the management of one of the largest real estate
Representing the enormity of the Defence estate, a 1 Squadron F-111 sits in the hangar under a starry night at RAAF Base Curtin during a recent Exercise Pitch Black. Photo: LACW Alice Gardiner
portfolios in Australia,” Mr Owens said.
The future in Defence Support“This is an exciting and challenging time to be
working in Defence,” Mr Lewis said.
“The SRP implementation, and DSG’s contribution
to it, is vital for Defence to improve its planning,
accountability and productivity so it can deliver on
the Defence White Paper’s vision of Force 2030.
“Defence Support has an important role to play
in partnership with the groups and services to
drive cultural change in Defence and build a
cost-conscious culture for everyone throughout the
organisation.
“Much of the reforms this Group is responsible
for delivering can only be achieved by having
the commitment and support of everyone across
Defence. It is only by working together to be more
efficient and effective that DSG can continue
to work towards its vision: to support Defence
capability and enable Defence priorities.
“Overall, I am impressed by the level of interest
and dedication of all DSG staff in contributing
to ongoing reform to ensure that, as a Group,
we successfully contribute to the wider Defence
Strategic Reform Program.
“I look forward to working with people in DSG,
across the broader Defence organisation and my
Defence Committee colleagues to ensure we work
collegiately to deliver upon the cost reductions
and efficiencies demanded of us through
implementation of the Strategic Reform Program,”
Mr Lewis said.
“Much of the reforms this Group is responsible for delivering can only be achieved by having the commitment and support of everyone across Defence. It is only by working together to be more efficient and effective that DSG can continue to work towards its vision: to support Defence capability and enable Defence priorities.”
- Acting Deputy Secretary Defence Support,
Mr Simon Lewis
38 www.defence.gov.au/defencemagazine
ThE LAST wORDDEFENCE MATERIEL ORGANISATION
The demand for deep reform under the smart sustainment stream of the Strategic Reform Program has quickly become a reality for the team at Surveillance and Response Group (Air Force) and the Over The Horizon Radar Systems Program Office (OTHRSPO) in Adelaide.
OThR smart reforms at DMO
Based at RAAF Edinburgh, the OTHRSPO
is responsible for through-life support and
acquisition/project work for all high frequency
(HF) radar systems operated by the ADF. The
three-radar network provides critical wide area
surveillance coverage of the northern Australian
sea and air approaches to Australia.
Officer Commanding of OTHRSPO, Group Captain
(GPCAPT) Rob Amos said that the initial reform
scoping exercises had been conducted in line with
the capability-led, people-focussed approach of the
Air Force Improvement program.
“This meant getting everyone involved—from the
senior decision-makers through to the people with
the day-to-day responsibility for delivering support
services,” GPCAPT Rob Amos said
“We had been to pull in as many different views as
we could, drawing on people’s experience and gut-
feel initially, but also conducting more detailed and
technical analysis as part of the ongoing review
and reform process.
“All of those different perspectives are being
captured. Our customer has a strong voice, key
stakeholders such as the DSTO are represented,
and our suppliers are walking in step with us.
“It is certainly a busy time, as identifying and
making improvements has to happen in tandem
with the everyday business for the team.”
Director General Surveillance and Control
Air Commodore (AIRCDRE) Steve Sheedy
acknowledged the importance of the partnership
between Defence Materiel Ogranisation (DMO)
personnel and the Air Force as a customer.
“To succeed this needs to be a joint initiative
all the way – and from the outset we have both
the Air Force Improvement team and the DMO’s
Sustainment Reinvestment Office working with our
people on these reforms,” AIRCDRE Sheedy said.
“Stakeholder buy-in has been very strong. Our
contractors are actively engaged in the opportunity
identification phase and key stakeholders
like DSTO are represented on our Wide Area
Surveillance Reform Board.”
Importantly, AIRCDRE Sheedy said that scoping
work had not focused solely on cost reduction
activities. He said that initiatives aimed at
improving the operational efficiency of the Air
Force’s 41 Wing units were being pursued in
tandem with in-service support enhancements
delivered by the DMO.
GPCAPT Amos said that by working together, the
team had identified about 15 significant initiatives
that are currently being assessed in more detail in
terms of potential cost reductions.
“But there are also a number of other improvement
initiatives in the mix and more are likely to be
proposed as the reform process gains momentum,”
GPCAPT Amos said.
“This fits with the overall goals of the Strategic
Reform Program – to realise cost rductions but also
to implement genuine improvements in the delivery
of capability.”
An added dimension to the challenge is that wide
area surveillance was identified by Government as
a priority industry capability in the Defence White
Paper.
The reform work has been running in earnest since
October 2009, and has the potential to make an
important contribution to the Smart Sustainment
savings target for Air Force and the DMO.
Everyone involved recognises there is a long way
to go, but the right building blocks are in place and
the right people are on board to get the job done.
The Head of Acquisition and Reform Division in DMO recently spoke to the Aerospace Systems Division’s senior leadership team about the opportunities and challenges of the Strategic Reform Program (SRP). Michelle also answered the following questions for Defence Magazine.You spoke in some detail about personal behaviours. Why is that so important in a big, organisation-wide change program like SRP?It is my firm belief that whether we succeed
or not will depend on individual behaviour.
To achieve enduring reform, we need every
individual involved in using, maintaining or
managing military equipment to be looking
for new and better ways of doing business. In
DMO and I think across Defence as well, past
reform efforts have shown that improvements
will only be sustained in the long-term if they
result in real changes in individual behaviour
at all levels in the organisation.
Michelle Kelly Head of Acquisition and Reform Division in DMO
There is certainly scope for ongoing improvement. That was the view of the Kinnaird and Mortimer
reviews, it was the view of the Pappas audit team and it’s the Government’s view. From discussions to
date, I think I’m on safe ground to say that it is also industry’s view. The challenge now for the DMO,
Defence and industry is to achieve reform – not just acknowledge the need for it or talk about it.
When people ask “what we need from leaders across DMO”, my response is all about modelling and encouraging the right behaviours in the
workplace. Our strong message within DMO has been that this is a reform program in which cost
reductions are just one of the three measures of success. This is not just a savings program where
reform would be nice if we could get it.
In the case of the Smart Sustainment program, which includes all the Capability Managers and
represents the central DMO financial contribution to SRP, the expected cost reductions have already
been taken out of the 10-year view of Defence’s budget. That is, we are already budgeting to
operate without those funds. To ensure that we continue to support a highly-efficient, world-class
defence force, we need to pursue efficiency-based improvements and adapt to new and smarter ways of doing business and making decisions.
Essentially, we need a shift to a culture that is agile and responsive to what the customer needs,
and that is affordable in the long-term.
How is your central program office connecting with people at all levels across DMO’s divisional structure?We have established a small central sustainment
reinvestment office (SRO) to play a coordination
and program management role. Connected to that
office are individual directors of reform from each
of the DMO operating divisions. These people
still belong to and report to their division head but
are in effect dual-hatted and closely linked to the
SRO. This group has a lot of thankless tasks, but
they are an important part of the DMO approach
to reform.
One of the continuing demands on the SRO will be
to provide a complete toolkit in support of reform
and information on what is actually happening at
the coalface. One example is training our people.
We have had some success to date with our Lean
level one and level two training courses, but the
training need for DMO and capability manager
personnel extends beyond Lean, and so we need
to do more work in this area. Another example
is connecting the dots in relation to support for
SPOs (systems project offices) engaging directly
in reform activity. Whether it be sharing lessons
learned, or support with contracting templates,
this information should either be available from
the SRO or through the SRO. Equally, we need to
be clear that some people’s contribution might not
be through a direct Smart Sustainment initiative.
It might be one of the enabling improvements
through Mortimer reforms, contracting reform or
our standardisation efforts that are being assisted
by people across DMO in the various communities
of practice (COPs).
Standardisation is important to the overall
reform effort because it offers us opportunities
to become a more consistent performer for our
Defence customer and for Government, to deal
with our supply chain more efficiently, to reduce
re-work and to enhance our training programs.
Standardisation will strip out processes that hinder
us, and invest in processes that help us.
How confident are you that the SRP program will succeed?I think we can be very confident. The planning
work is largely done, now for the real test of
implementation. It will depend on all of us doing
our bit – in DMO, Defence and in industry. We
don’t plan to fail, and we don’t like to lose. We
have smart and dedicated people in the DMO,
Defence, and in industry. We have it in us to
achieve the SRP goals.
We have made a good start, but there is a long
way to go. The readiness survey we conducted
across DMO in November last year certainly told
us that. Some of our early pilot initiatives have
been very promising. This is not easy work, but it is
vitally important. In the end, it always comes back
to the issue of behaviour. Reform won’t happen
by accident and every time I do a quick ‘heads up’
to see if we are getting anywhere, I keep being
reminded of the importance of leadership and
behaviour – at all levels in the organisation.
How have you communicating with your people up to now?We have done a lot of presentations and used
most of the traditional methods in DMO – for
example the DMO Bulletin, and the SRP is part of
each of the CEO’s business plan review sessions.
We are also giving presentations at divisional
levels and to designated communities within
DMO like finance, HR, procurement etc. We
have incorporated sessions on reform into our
leadership programs and we are adapting our
business acumen course.
Our websites have some really useful information
– not just about the background to reform but
about training available for our people and
supporting toolkits for people who are already
working in a reform program. And just recently,
I have started to provide a fortnightly electronic
update that goes from my office to each division
head, for them to distribute within their own
commands. For people outside of DMO, these are
available on our intranet site.
Is your approach to communications changing as you shift from planning to implementation?We know that we have to increasingly focus our
communications in three areas: getting input
from our people, and from industry; sharing
the experiences and lessons from early reform
activities; and challenging all of our people to look
at how reform opportunities can be maximised by
applying them across branches, across divisions or
even across DMO.
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