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special edition:

defencewhite paper

2009

prime Minister Kevin rudd, during the launch of the Defence White Paper on HMAS Stuart on 2 May 2009.

the people of defence, of the australian defence force, are a world-class group of professionals. they are the most valuable capability of a modern defence force. theirs is our nation’s highest calling. supporting them is one of our greatest responsibilities in safeguarding our nation’s security

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2www.defence.gov.au/defencemagazine

Contents d e f e n c e m a g a z i n e ›

Defence

magazineeditor: Michael WeaverPhone: 02 6265 7117

deputy editor: Jack FosterPhone: 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: Grey. GREY 17774

how to contribute to defence Magazine

Contact Michael Weaveror [email protected] Phone: 02 6265 7117http://www.defence.gov.au/defencemagazine/

editorialAs the dust settles on the Defence

White Paper 2009 and its development team

scurries back to former duties, we have

compiled an edition dedicated to almost

18 months of work to which all areas of

Defence can take ownership.

Beyond this page is an insight into

how the White Paper came to be and

furthermore, how the whole of Defence will

respond to its ramifications.

You will also see the Secretary of

Defence, Nick Warner, say that Defence has

a broken backbone, but more importantly,

outline how it is already being fixed.

And while this edition gives homage

to the White Paper, you will not need to

read between the lines to realise that

the legacy of the White Paper now relies

on the Strategic Reform Program – three

words that will get plenty more column

centimetres in editions to come.

The Strategic Reform Program (SRP)

outlines the challenges that Defence’s

Groups and Services face in their quest for

greater efficiency and the White Paper is

now the mandated vehicle from which the

SRP will be driven.

The White Paper dictates that many of

Defence’s vehicles will be upgraded, which in

turn generates efficiencies. However, the deep

reform required will be driven by the way in

which Defence’s capability is delivered.

Former Defence Secretary, the late Sir

Arthur Tange delivered similar reforms during

his nine years as Secretary from 1970-1979,

and Defence will now embark on an even

more rigorous program of reform.

In the words of Secretary Nick Warner:

“We were always waiting for the moment

when we had the roadmap for deep, holistic

and strategic reform that would realise

tangible and long-term change in Defence.

“That moment has now come.”

We hope you take a moment to read

what is in store.

- Michael Weaver, Editor

inside this edition

columnsMinister for Defence 9Secretary 10Chief of Defence Force 11

newsSnapshot 4

cover storyA White Paper for our generation 12The Strategic Reform Program 14

featuresNavy 16Army 18Air Force 20The Mortimer Review 22Capability Development Group 23Reserves 24Intelligence and Security 26Joint Logistics Command 27Chief Information Officer 28Defence Support 30Defence Science and Technology Organisation 32People Strategies and Policy 33 The Last Word: Mr Michael Pezzullo 34

cover shot: prime Minister Kevin rudd, the Minister for defence, hon Joel fitzgibbon Mp, and the chief of the defence force, air chief Marshal angus houston, ac, afc launch the defence white paper 2009 onboard hMas Stuart with service chiefs and defence committee members.


news

snapshotwhite Paper affirms international alliancesThe Defence White Paper reaffirms that alliances remain an indispensable element of Australia’s security.

Firstly, Australia will continue to pursue new options for enhanced cooperation with the United States.

“Without access to US capabilities, technology and training, the Australian Defence Force simply could not be the advanced force that it is today and must be in the future,” Minister for Defence the Hon Joel Fitzgibbon MP said.

Under the umbrella of the Enhanced Defence Cooperation Initiative (agreed in 2007), both countries are exploring ways to develop a combined Humanitarian Assistance and Disaster Relief capability to build on joint responses to catastrophic regional events.

Significant collaboration is also under way in the Intelligence, Surveillance and Reconnaissance field, with Australian and US officials actively pursuing new options for enhanced cooperation. Australia and the United States have also agreed to continue development of the Joint Combined Training Capability which both reduces the cost, and improves the quality, of unilateral and bilateral training. Australia will continue to provide access to training and exercise facilities for US forces.

The United States and Australia will continue collaboration on satellite communications. The US-Australia Military Satellite Communications Partnership Statement of Principles of 2008 commits both nations to exploring further technical collaboration and joint access to satellite communications capabilities. Without this collaboration, Australia would have to devote significantly more resources to develop the intelligence and communication capabilities it needs.

Both countries are also committed to fostering cooperation in other areas, such as: strategic planning; the harmonisation of capability requirements and interoperability; technology

access and acquisition; combined operational planning; regional engagement; research, development, test and evaluation; and logistics and materiel support.

The White Paper also reaffirms Australia’s proud history of contributing to the United Nations, highlighted by Defence's bid for a seat on the Security Council for 2013-14.

At least 30,000 Australian peacekeepers have taken part in more than 50 operations since 1947. Australia is the 12th largest contributor to UN peacekeeping budgets and Australian Defence Force personnel are currently serving in six UN operations around the world. Australia is also deeply engaged in other multilateral efforts to promote global stability and security.

The Government recently established the International Commission on Nuclear Non-proliferation and Disarmament (ICNND) seeking to shape a global consensus ahead of the 2010 Nuclear Non-Proliferation Treaty (NPT) Review Conference; Australia is an active member of the international Proliferation Security Initiative (PSI), which seeks to promote practical cooperation between states to stop global trafficking in Weapons of Mass Destruction; and remains committed to assisting regional states to implement arms control and non-proliferation treaties, and promote effective national export control regimes.

The Government has also reaffirmed its deep commitment to engagement with South-East Asia and the Pacific.

In South East Asia, Defence cooperation will continue to focus on supporting the development

of regional military capacity in areas such as counter-terrorism, humanitarian assistance, disaster relief, and peacekeeping.

Defence cooperation will also assist these militaries to develop greater capacity to jointly contribute to regional security when necessary.

In the Pacific, the Government will continue to lead efforts to promote economic security, good governance and internal stability.

More potent and capable submarine fleetIn recognition of the importance of Australia’s maritime approaches and trade routes to the security and prosperity of the nation, the Government has decided to make a substantial investment to double the Navy’s current submarine fleet.

Twelve new submarines will replace the current fleet of six Collins class, with technological and industry spin-offs from the project to reach across the entire nation.

snIPshot

a new defence white paper every five years

In order to periodically adjust Australia’s view of the challenges in its strategic outlook, the Government intends to prepare a new Defence White Paper at intervals no greater than five years. In order to ensure a closer alignment between strategic guidance, capability decisions and resources, the Government has directed that the Defence Planning Guidance (DPG) process be overhauled and strengthened. The DPG will

become the Government’s premier defence planning document between White Papers. The DPG will be reviewed annually and will look three to five years ahead to ensure that we are properly managing strategic risk. The new five-yearly cycle will act as a series of gates for progression for the key aspects of Defence planning. It will consist of the annual DPG cycle for the first three years; a strategic assessment, force structure review and independent audit update in the fourth year; and development and

release of a White Paper in the fifth year.

enhanced incident response regiment

The Incident Response Regiment will receive advanced equipment and training to enable it to effectively detect and respond to chemical, biological, nuclear, radiological and explosive threats.The Government will provide additional funding to enable the Incident

Response Regiment to develop a rapidly deployable chemical, biological, radiological, nuclear explosive capability in support of deployed forces. The Incident Response Regiment will be able to interdict and recover Weapons of Mass Destruction components. The proposal will include individual and collective training in a combined arms environment, an increased capacity for Science and Technology Operational Support, command and control enhancements, and new capabilities that support countering a chemical, biological, radiological, nuclear explosive threat.

Better integration between reserves and regular service The White Paper includes plans to better integrate and manage Reserve forces. Whether as individuals, small teams or sub-units, part-time members have served alongside their full-time colleagues in East Timor, the Middle East, Solomon Islands as well as during multi-national peacekeeping activities. They contributed to the Australian Defence Force support after the tsunamis that struck Banda Aceh, the Solomons and Papua New Guinea. Most recently Defence Reservists were involved in helping their fellow Australians faced with bushfires in Victoria and floods in Queensland. The Government is committed to continuing this integration by investigating additional employment models of part-time service. These may allow even greater opportunities for personnel to move between levels of commitment based on differing requirements during their working career. Reforms will focus on better integration between part-time and full-time service in the Defence Force and removing the barriers, to ensure Reservists can make a full contribution to the capability of the Australian Defence Force.

The distances involved in Australia’s maritime geography means that to defend Australia and our interests we must produce a conventional submarine with significantly higher levels of endurance and capability than exists anywhere else in the world. So while we may use sub-systems from other successful submarine designs, the overall design will be unique.

Additionally, the Government has announced it will ensure the capability offered by the Collins class remains high with further investment to the current fleet including replacement sonars and improved communications. Additional funding will also be invested in sustainment of the submarines in order to increase their operational availability.

Providing trained personnel to crew this increased submarine force requires a new approach. Navy has adopted a number of innovative initiatives under the New Generation Navy Strategy to ensure that the current shortfalls are addressed, and that a robust submarine workforce is built to meet this important challenge. These initiatives, combined with a range of recruitment and retention strategies also in train, will provide the basis for a sustainable submarine force into the future.

www.defence.gov.au/defencemagazine

5

aBove: United states and australian soldiers work together to conduct familiarisation training with the abrams on exercise talisman saber 07 at the shoalwater Bay training area. Photo: CPL Michael Davis

inset: Members of parliament visit hMas Collins alongside diamantina pier as part of the 2009 australian defence force parliamentary program at hMas Stirling in western australia. (l-r): senator Kate lundy, senator Mr steve irons, Ms nola Marino Mp and senator gary humphries. Main: hMas Collins sails out through the gage roads channel off hMas Stirling at sunrise. Photo: ABPH Lincoln Commane

A balanced and flexible ArmyThe Australian Army will be able to combine its combat and combat support units to generate 10 battalion-sized ‘battlegroups’ tailored for a wide range of operations.

The growth of the Australian Army through the Enhanced Land Force initiative will be complemented by further reform under the Adaptive Army Initiative, which seeks to better position the Army to generate and prepare land forces for current operations and other contingencies as directed by the Government.

The initiative includes the formation of Forces Command which will be located in Sydney and responsible for all individual and group training, as well as the logistics organisations required to support to this.

The Australian Army will complement this growth and strategic reform by developing a detailed plan for rebalancing the Army to be considered by the Government by the end of the year, with an expected implementation period of 2011-14.

This will improve the Army’s long-term capacity to sustain prolonged operational deployments and to flexibly surge in response to changing strategic circumstances, with particular reference to the capability contributions of the Reserve component of the land force.

Efforts to rebalance the Army will determine those capabilities that can be more efficiently provided by the Army Reserve or are a lesser priority in support of White Paper Strategic Guidance. Where it is determined that a current capability should be reduced, the relevant Army personnel will be diverted to higher priority requirements, allowing better management of Army capability against strategic priorities.

next generation of air combat capability for Air ForceThe Royal Australian Air Force will be better equipped, fully networked and better prepared to meet Australia’s air power requirements under acquisitions detailed in the 2009 Defence White Paper.

The Government confirmed it will acquire around 100 F-35 Lightning II Joint Strike Fighters, which represent the best value for money for the Australian taxpayer. A detailed review of the program also gave the Government confidence that the aircraft presented the best available option to guarantee the Royal Australian Air Force maintains air superiority in the Asia-Pacific region well into the future.

The review concluded that a fleet of around 100 fifth generation multi-role combat aircraft would provide Australia with a potent and flexible air combat capability to 2030 and that the F-35 Joint Strike Fighter is the preferred platform.

Other combat aircraft considered by the review were judged to be unsuited to Australia’s multi-role air combat capability requirements.

The findings of the review were subsequently supported through extensive analysis in support of the White Paper. Importantly the Force Structure Review considered the mix of military capabilities needed to ensure the security of our nation and to protect our strategic interests. This included the vital enabling capabilities provided by the KC-30A Multi-Role Tanker Transport and Wedgetail Airborne Early Warning and Control aircraft.

Separate projects will also be undertaken to acquire state-of-the-art air-to-air, air-to-surface and

maritime strike weapons to complete the capability that will be delivered for use by Australia’s Joint Strike Fighter multi-role aircraft.

The first stage of the JSF acquisition will be to acquire no fewer than 72 aircraft, to provide three operational squadrons and a training unit. Acquisition of the fourth operational squadron of Joint Strike Fighters will be made at a later date in conjunction with a decision on the timing of the withdrawal of the 24 F/A-18F Block II Super Hornet bridging air combat fleet.

news

snapshotsnIPshot

care to comment?do you have an opinion on these stories? if so, we are seeking your constructive and concise comments in a ‘letters to the editor’ section. please send via email to: [email protected]

remote sensing satellite capability The Government has decided to plan for the acquisition of a remote sensing satellite capability, most likely to be based on high-resolution, cloud-penetrating, synthetic aperture radar. The Government will, in the longer term, make unprecedented investment in Australia’s regional imagery collection capabilities by acquiring a satellite with these capabilities.

substantial boost to simulator training The Government will fund new and improved simulation initiatives for the Australian Defence Force that will provide enhanced opportunities for both individual and collective training. Simulators can accurately depict and recreate real situations without putting people into harms way unnecessarily, and often at much reduced cost than using real military equipment in a training role. This simulated training includes a variety of live systems where people train on exact replicas of actual equipment, through to virtual systems that recreate simulated entities and environments. Development of the defence simulation environment will provide better support to Defence’s training requirements and help to clear bottlenecks in the training pipeline resulting from the limited availability of operational assets and equipment.

new focus on non-lethal weapon technology for adf Plans to equip members of the Australian Defence Force deployed on operations with a variety of non-lethal weapons capabilities will provide deployed forces with greater options other than the use of lethal force. These capabilities will provide operational commanders with a range of tactical options to protect the safety and security of deployed forces, which may include short-term incapacitating agents, physical barriers, visual and acoustic warning devices and non-lethal projectiles. Given the range of situations in which the ADF may employ soldiers, including alongside Australian Federal Police personnel, this capability enhancement will increase the effectiveness of the land force across a wide range of scenarios.

defence families to receive improved support Australian Defence Force families will receive an additional $55 million in support systems as a direct result of the Defence White Paper. This funding will be used to create eight new Community Development Officers to help Defence families make links with their communities and develop social networks and systems of support in each of their posting locations. In addition, post-deployment support will be introduced to families of Reserve members, including counselling and referral to other relevant community services. The Government is also extending the trial health care arrangements announced in the 2008-09 Budget, and has committed additional funding during the next three years to progressively deliver basic medical and dental care to Defence families.


7

left: able seaman steph cokanauto and able seaman aumau falepau are farewelled by family and friends as hMas Ballarat departed sydney for its northern trident 2009 deployment.

left: australian soldiers from the 1st Mentoring and reconstruction task force establish a cordon around an afghan Quala (mud-brick complex) prior to the area being searched for insurgent weapons and explosives.Below: sQnldr James pearson, air vice-Marshal chris deeble (program Manager, airborne early warning and control in the defence Materiel organisation), group captain stephen Meredith (officer commanding 42wg), and squadron leader chris loeliger with the wedgetail aircraft.Photo: ABPH Evan Murphy


news

snapshot

equipping our special Forces for the futureThe Government will enhance the capabilities of Australia’s Special Forces through the continued acquisition of advanced equipment, provision of state-of-the-art training facilities, and further recruiting and retention initiatives.

The Government intends to enhance the Australian Defence Force Special Operations capability, in order to maintain a capability edge over emerging threats to Australia’s national interests.

Defence will acquire a new fleet of purpose-built vehicles to support the tactical manoeuvre of Special Forces. This capability enhancement will focus on the key requirements of mobility, survivability, sustainability, knowledge and lethality.

The acquisition of a Networked Special Operations Capability will provide an integrated information environment and a range of electronic systems to support the broad spectrum of Special Operations. This system will be integrated into the wider Defence network and battle management system.

The Special Forces will also leverage off a range of broader land projects including direct fire support weapons; enhanced night fighting capabilities and the ability to detect and respond to a chemical, biological, radiological and nuclear explosive capability.

Multi-million dollar investment to reform Defence ICtMore than $940 million will be invested during the next four years to reform and remediate the Defence information environment and its supporting infrastructure.

In order to address long-term underinvestment in Defence ICT the Government will allocate $660 million across the next four years to reform access to, and management of, Defence information. An additional $280 million will also be spent on replacing obsolete hardware and improving information security.

In the future, Defence will have one standard underlying computer environment to enable secure access to information through a single user interface. Currently this requires multiple desktops and passwords.

This investment will improve computer systems to deliver a more integrated payroll and personnel management capability and better coordination of estate management. New capabilities such as the automation of procurement, personnel and pay administration, vetting, recruitment, estate management and management reporting will be progressively introduced.

Increasing diversity in DefenceDefence aims to increase the number of women recruited to the Australian Defence Force by improving awareness of the career options available to them and better preparing candidates for the physical and mental challenges they will face. The initiatives, some of which are already being employed include:

• having serving women visiting schools to share their experiences;

• a fitness program to assist women to pass their pre-enlistment physical fitness test; and

• a mentoring program to enable the establishment of networks and support frameworks prior to enlistment.A range of strategies will also be developed

to address the turnover rate of women in Defence including: career management, training, professional development, work/family balance, support mechanisms, flexible working arrangements, childcare, schooling, and housing.

Two new programs, aligned to the Government’s ‘closing the gap’ initiative, will prepare Indigenous Australian participants for life in Defence, assisting them to acquire skills that are transferable back to their community, and increase their participation in the workforce.

The Defence Indigenous Development Program is a nine-month course designed to provide remote Indigenous Australians with a broad range of skills to serve them in future work, including the Regional Force Surveillance Unit NORFORCE.

The Indigenous Pre-Recruitment Course Program will provide training in the recruiting process, personal grooming, interview skills, leadership and familiarisation tours to Defence establishments and recruit schools.

Attracting a greater number of people from ethnically diverse backgrounds to Defence will also be pursued through the development of an Australian Defence Force Multicultural Recruitment Strategy. This strategy will assist in raising the profile of Defence as an employer of choice for greater numbers of those from culturally diverse backgrounds, while also ensuring Defence continues to become more representative of the wider Australian community it serves.

MInIster For DeFenCe’s ColuMn

here is no greater responsibility for a government than the

defence of the nation, its people and their interests. The 2009 Defence White Paper

ensures that Australia’s defence capability requirements are achievable and shaped by our long-term strategic priorities.

The 2009 Defence White Paper represents

the most comprehensive government statement on

Defence ever produced. It affirms the Government’s

commitment to the defence of Australia, the

protection of our sovereign interests, the security

and stability of our region and the ongoing ability

to make contributions to coalition efforts where

our interests are challenged.

While the White Paper has made it clear that

it is the Government’s assessment that the United

States will continue to enjoy strategic primacy for

the next 20 years, it is also true that the rise and

rise of China, the emergence of India, and the re-

emergence of Russia have heralded the beginning

of the end of the so-called uni-polar moment. This

has clear implications for the Asia-Pacific region

and indeed, Australia,

The 2009 Defence White Paper was

developed in the shadow of a global recession.

The Government has demonstrated the

importance it puts on our national security by

not allowing the financial impact of the global

recession to affect its commitment to our long-

term Defence needs.

This White Paper produces a substantial

additional investment in the capability of our Navy,

Army and Air Force. Force 2030 will be capable of

dealing with a wide range of contingencies that

Australia may be required to face in the future.

The 2009 Defence White Paper clearly

outlines how the Government will manage our

security in a changing and uncertain world.

Importantly, it also clearly lays down the

Government’s expectations of the Australian

Defence Force.

Force 2030 is about ensuring that the

Australian Defence Force has all the capability

and people it needs to meet contingencies which

might arise in the future as a result of the changing

nature of the Region. It gives Australia a range of

flexible force packages to meet contingencies in

our region and beyond. To deal with high end war

fighting and to keep a fragile peace

We need forces able to complete a range

of tasks and the Government is committed to

ensuring those forces are developed, supported

and maintained at a high state of readiness.

What this White Paper has done is to create a

truly standing force. Not a force that can ramp

up to meet a crisis but rather a force that is

dealing with the missions of today and is ready to

conduct the missions of tomorrow.

Government heeds “greatest responsibility”

t


9

right: Minister for defence hon Joel fitzgibbon Mp tours hMas Stuart and talks to the ship's company in the junior sailors' mess before launching the defence white paper 2009.

aBove: a member of the army’s incident response regiment in training to maintain defence’s special forces capability.



seCretAry’s ColuMn

n the past 12 months, I’ve spoken about the need for reform and the need to fix Defence’s broken backbone. I’ve spoken about how the less visible parts of

our business, such as ICT, logistics and explosive ordnance have been compromising our reputation and the morale of our people. And I’ve spoken about how they had the potential to compromise the way we defend Australia and the national interest.

In the past 12 months, we started to fix the broken backbone of Defence, but we were always working at the edges and focused on the more immediate threats and high end risks.

We were always waiting for the moment when we had the roadmap for deep, holistic and strategic reform that would realise tangible and long-term change in Defence.

That moment has now come. The White Paper’s Strategic Reform Program

will drive savings and efficiencies in Defence and ensure we deliver the ADF of the future and improve the ADF of today.

Through its reform streams, the Program will change Defence at its core, middle and outer edges.

And in the process it’ll deliver very significant savings. But the savings won’t be delivered in the old fashioned way, by simply slicing and dicing existing budgets.

The savings will be delivered in a sustainable way, through direct and indirect means.

Yes, there’ll be cost cutting. But savings will also be delivered indirectly through significant changes to the way we do business. Changes that will mean that in about five years time Defence’s processes, systems, technologies and approaches to work will

look very different from the way they do today.They will be consolidated, integrated, standardised,

modernised, automated and wherever possible, world’s best practice – like our ADF operations.

In dollar terms, the Strategic Reform Program will deliver around $20 billion in savings over the next 10 years. These savings incorporate and build on the $10 billion savings initiative directed by the Minister last year. They’ve been earmarked for reinvestment in current and future capability. And they are absolutely critical to better supporting and equipping the ADF of today and tomorrow.

why is this different?I know that some will wonder if the Strategic

Reform Program is any different from the many other reform programs of the past.

I know that some will think that, given the way previous reform programs have gone in Defence, it’s just a question of time and waiting this one out. That it will all go away if we hold our breath long enough.

But this time it’s different.First, because we’ve learned lessons from

previous reform efforts.We’ve learned to pay close attention to

implementation planning and coordination, integration and oversight.

We’ve learned that effective communication and change management is imperative to success.

We’ve learned that senior leaders must be held to account for their contribution to reform.

And, most importantly, we’ve learned that genuine savings will only come through genuine reform of every part of the Defence business.

Probably the closest thing we’ve got to the scale of this reform program in recent history is the Defence Reform Program.

But while the Defence Reform Program did deliver savings, it did so by almost solely focusing on the bottom line, by placing too much emphasis on grabbing dollars and not enough on implementing initiatives to improve effectiveness and efficiency.

That’s where the Strategic Reform Program is different – and by its nature harder and more challenging. Because what we’re doing here is driving savings, while at the same time fundamentally changing the way we do business.

This Program also has buy in. It’s been developed by the senior executive, for their Services, Groups and the Defence Materiel Organisation.

It’s been the subject of countless Defence Committee meetings and consultations. It’s been created from close and constructive collaboration. Every Defence Committee member has agreed on the improvements that need to be made, and every Defence Committee member has agreed on how they’re going to be made.

This reform program has been grown by Defence to meet our future strategic and organisational objectives. It hasn’t been imposed on us – it’s been driven by us. And our decisions have been based on rigorous strategic, financial and organisational analysis.

This reform program is also very clear about who is responsible for achieving what. Senior executives will regularly report to CDF and to me on progress.

Blockers and blockages will be exposed and removed.

The Strategic Reform Program savings targets are ambitious and the changes that underpin it won’t be easy.

But the Program will fundamentally overhaul Defence, driving efficiencies without compromising effectiveness and creating significant savings.

The Strategic Reform Program will give Defence a genuinely strategic and national advantage – because the savings will be reinvested in capability and our call on national resources constrained.

The future of the ADF – the ADF of the future – and indeed the future of Defence, depends on the successful and complete implementation of the reform program.

Without the Strategic Reform Program savings, we will not be able to deliver the White Paper.

ChIeF oF the DeFenCe ForCe’s ColuMn

ou would be aware that the Prime Minister has released

the 2009 Defence White Paper, Defending Australia in the Asia

Pacific Century: Force 2030.

This White Paper is a very good outcome for

the Australian Defence Force (ADF). It is exactly

what we need to ensure we have the long term

guidance, planning and force structure to provide

Australia with a military that has the capacity to

protect Australia and her interests.

Since becoming Chief of the Defence Force in

2005, my vision for the ADF has been that we will

be a balanced, networked and deployable force,

staffed by dedicated and professional people who

operate within a culture of adaptability and excel

at joint, interagency and coalition operations. This

White Paper will deliver this force for Australia.

Force 2030 will be a joint force. Our single

Service capabilities and systems will be bound

together into a seamless whole. Joint task forces

will be the standard. Force 2030 will be networked.

Maritime, land, air and the intelligence,

surveillance and reconnaissance elements will

share information that will provide unprecedented

situational awareness. Force 2030 will be balanced

and flexible—a force with depth that is able to

adapt rapidly to diverse tasks.

I am delighted with the capability decisions

that have been made and the balance between

the three services. The Service chiefs are equally

delighted with the White Paper decisions

applicable to their Service. Force 2030 will be

able to achieve an operational tempo and level of

precision not previously possible.

However, this commitment from the

Government requires a return commitment from

us all to improve the way we do business. The

White Paper process highlighted hollowness

and degradation within Defence caused by the

prioritisation of urgent equipment acquisition

over less urgent but important parts of Defence.

We have now reached a point where our budget,

capability and support services require immediate

remediation. It is imperative that Defence’s support

functions be managed effectively and efficiently—

these systems will be critical to our Force 2030.

In addition to this remediation, Defence

will be undergoing a Strategic Reform Program

(SRP). The SRP comprises a comprehensive set

of reforms that will overhaul Defence, producing

efficiencies and creating significant savings of

about $20 billion, which the Government has

agreed to reinvest in capability. The reforms will be

comprehensive and cover areas such as: capability

development, estate, information communications

and technology, intelligence, sustainment,

logistics, non-equipment procurement,

preparedness, personnel and operation costs,

reserves, science and technology, shared services,

strategic planning, and workforce management.

In total, these reforms will generate savings of $3

billion over the next four years alone. I stress that

while efficiencies can be found in support areas,

safety and quality will not be compromised.

I know you might have some concerns about

these reforms. However I assure you they will be

carefully planned, led and managed on a whole-

of-Defence basis. There will be a high level of

collaboration and cooperation across the groups

and services. You will be critical to the process.

We will draw on your skills, knowledge and

commitment, and we will communicate regularly

with you about how you can contribute and the

changes you can expect. Together, we will make

Defence a more business-like organisation and a

better place to work.

This White Paper has been a lengthy,

consultative and comprehensive task. I stress

that every facet of our organisation has had the

opportunity to contribute to the development of

this document. I congratulate all involved Defence

members on a job well done. The future security of

our nation has been strengthened with the release

of this White Paper.

Defence senior leadership—that is myself,

the Secretary, the Vice Chief, the Service chiefs,

the Deputy Secretaries, CEO DMO and the chiefs

of Joint Operations and Capability Development—

fully endorse this White Paper. We all look forward

to embarking on this exciting transition with you.

I will be making some base visits over the

coming weeks. I look forward to meeting with you

and to answering any questions you may have

about the White Paper, the remediation of our

support services and the SRP.

Defending Australia in the Asia Pacific Century: Force 2030

ADF of the future depends on reform

Y

‘‘this white paper has been a lengthy, consultative and comprehensive task. i stress that every facet of our organisation has had the opportunity to contribute to the development of this document. i congratulate all involved defence members on a job well done. the future security of our nation has been strengthened with the release of this white paper.’’


13

COVER STORYhe previous four defence white papers were

delivered in 1976, 1987, 1994 and 2000, while the 2009 version represents the most comprehensive government

statement on defence ever produced.

This White Paper affirms the Government’s commitment to the defence of Australia, the security and stability of the regional security environment, and a rules-based global security order.

The White Paper confirms the centrality of the alliance relationship with the United States and reaffirms Australia’s commitment to the United Nations system. The White Paper notes the increasing uncertainty of the strategic environment and better positions Defence to respond to conflicts, contingencies and humanitarian and disaster relief activities in that future environment.

But beyond these motherhood statements, the White Paper dictates that Australia’s military strategy will be predominantly a maritime one where we will seek to control the air and sea approaches to Australia, if necessary by defeating hostile forces in their bases or staging areas, or attacking them in transit.

The key long-term force structure choices made by this Government are to replace the current six submarines with 12 to be built in South Australia, build a new class of frigates that will be optimised to detect and destroy submarines, provide more than 1100 new combat vehicles to the Army as well as increasing its general firepower, mobility and survivability, and equip the Air Force with around 100 Joint Strike Fighters.

The Government is making a significant long term investment in the capability of the Australian Defence Force while at the same time remediating the current and projected force.

To achieve this, the Government has directed the most complex and far reaching reforms of

Defence business ever undertaken, including within the Defence Materiel Organisation, with the redirection of significant internal Defence resources to the development of new capability.

Fundamental reform to Defence personnel management arrangements will enable Defence to manage its workforce in an integrated way, optimising the mix of military, civilian and contractor personnel, based on funding available rather than specific number targets and caps.

To ensure Defence optimises the resources available for its core business, Defence will streamline its core business processes and make greater use of shared services for payroll, human resources systems, procurement and financial services.

Government has agreed to a new funding model for Defence, including the continuation of the three per cent real growth in Defence funding to 2017/18, with a commitment to growth, in real terms, at 2.2 per cent per annum beyond that.

the white paper process A Ministerial Advisory Panel provided

external advice on key issues associated with the White Paper. The panel members were retired Major General Peter Abigail, Dr Mark Thomson and Professor Ross Babbage. A further Community Consultation Panel included chair Mr Stephen Loosley, deputy chair Mr Arthur Sinodinos, and panel members Rear Admiral Simon Harrington (Retd), Professor Tanya Monro and Mr Peter Collins.

The Community Consultation program’s public meeting schedule began in Darwin on 8 July and finished in Bendigo and Ballarat on 17 September.

The development of the White Paper was characterised by close inter-agency consultation and cooperation. This is consistent with the Government’s intent for Defence matters to be considered as part of a holistic, national security approach that encompasses all elements of national power.

force structure review A separate Force Structure Review (FSR)

drew on a range of policy and strategy analysis to assess the force structure and capabilities Australia needs to provide appropriate response options for the Government.

Through various interactions with Government and expert analysis, the FSR identified the likely tasks for the ADF; determined the joint capabilities needed to undertake these tasks; and developed an appropriate force structure to deliver these joint capabilities.

The focus throughout was to ensure the nature of future joint, inter-agency and coalition operations was understood as well as a careful consideration of key issues such as concurrency, preparedness and sustainability.

Above all, the FSR delivered a force structure for a capable, sustainable joint force which leverages the whole Defence establishment.

internal reviews In addition to the Force Structure Review,

a series of accompanying reviews (including Companion Reviews) were conducted across a range of Defence business areas in order to inform development of the new White Paper.

The reviews addressed the processes associated with the development of the Defence Capability Plan; preparedness, personnel and operating costs; uniformed and civilian workforce; the estate; intelligence; information technology requirements; the defence industry capacity we require, as well as science and technology and logistics management needs.

These reviews provided important input into the development of defence business and budget priorities as part of the White Paper and, in particular, identifying potential reform proposals to be implemented as part of the Strategic Reform Program.

Beyond these pages, you will be able to read further details pertaining to how the 2009 Defence White Paper and subsequent Strategic Reform Program affects Defence’s array of Groups and Services.

A WHITE PAPER

For our generAtIon

d e f e n c e m a g a z i n e ›

What has changed since the last White Paper?Much has changed in the world duirng the past nine years that requires Defence to fundamentally re-assess what the future threats to Australia’s security are and what place the use or threatened use of military force plays in our national approach – this can only be done through a White Paper.The specific changes are:• Theglobalshiftsinthedistributionofpowerhavebecomemore

obvious with China’s rise and other changes within the Asia-Pacific region seeing significant military modernisation;

• Terrorismhasbecomeglobalwithnonationimmunefromitseffects as Australia has tragically seen;

• Australia’smilitaryforcesarefightinginAfghanistanandhavefought in Iraq, and closer to home we have sent our forces to East Timor, Indonesia, PNG, the Solomon Islands and Tonga;

• Statefragilityinournearerregionhasincreased;

• Globalchallengessuchasclimatechange,resourcedepletionand patterns of persistent poverty have increased and all have potential security impacts;

• Thethreatsfromcyberwarfareandweaponsofmassdestruction have increased;

• Thesecurityeffectsoftheglobaleconomiccrisisareyettobefully understood.

These changes mean that we are facing a fundamentally uncertain future – it could become one characterised by friendly competition but it could also turn out to be a much more threatening one. Defence must hedge against the future with a readiness and capacity to act with military force in support of our national interests, which will be a positive influence and ultimately deter aggression.

On 22 February 2008, the development of Defence’s fifth White Paper began in earnest. On 2 May 2009, the 140-page document was launched by Prime Minister Kevin Rudd in spectacular fashion on Royal Australian Navy frigate HMAS Stuart, with Sydney Harbour as an appropriate backdrop.By Michael Weaver

What’s it all going to cost?The Government’s financial plan for Defence will fully fund the force structure, readiness, sustainment, personnel, infrastructure, and other objectives outlined in the White Paper. For the period 2009/10 to 2012/13, Defence will receive $104.4 billion from the Government in revenue. In addition Defence will generate $3.4 billion in net savings and efficiencies during the same period.

Collectively, these amounts will enable Defence to deliver White Paper initiatives totalling $6 billion over the forward estimates. The ongoing economic crisis and financial uncertainty has been taken into account as part of the Government’s considerations of the Defence White Paper. Fluctuations in exchanges rates and other price indices that impact on the Defence budget have informed these considerations.


strAtegIC reForM ProgrAM

ithin two working days of the release, more than 300 members of the senior

leadership group from around australia gathered at parliament house in canberra for a comprehensive briefing on both

the white paper and the associated strategic reform program (srp).

The focus of the meeting was to equip senior leaders with the information and tools to enable them to brief their own personnel, and to provide a sound understanding of the Government’s vision for the entire Defence enterprise, its planned direction and the impact the SRP will have on the organisation.

In his messages to staff and the SLG, the Secretary of the Department of Defence, Nick Warner, said the future of Defence depended on the successful and complete implementation of the Strategic Reform Program.

“The Program will give Defence a genuinely strategic and national advantage – all the savings will be reinvested in capability and our call on national resources will be constrained,” Mr Warner said.

“The future of every Group and Service, of the DMO – of all our ‘tribes’ – depends on the SRP savings and the changes that underpin them."

With hundreds of Defence members contributing to the creation of the White Paper, the companion reviews and the SRP, it is clear all areas of Defence have played a role in the planned reforms.

In his addresses to the SLG and recent staff presentations around Australia, the Secretary has emphasised the significant contributions by all areas into the development of the Strategic Reform Program.

“We have worked as a group to put this together. That means that there is a buy-in, in Defence, for this reform program,” Mr Warner said.

The Chief of the Defence Force, ACM Angus Houston, has also been forceful in his support of the SRP and like the Secretary has started the ball rolling with a series of staff presentations on the White Paper and the SRP.

"This White Paper is a very good outcome. It is exactly what we need to ensure we have the long term guidance, planning and force structure to provide Australia with a military that has the capacity to protect Australia and her interests in an uncertain future,” ACM Houston said.

“However, this commitment from the Government requires a return commitment from Defence to improve the way we do business. I fully endorse the SRP — it is essential to delivering the White Paper’s Force 2030 and improving the

Defence Organisation we have today."The recently-appointed Deputy Secretary

Strategic Reform and Governance, Margot McCarthy, said the SRP will provide the savings necessary to deliver Force 2030 while improving the Defence force of today.

“Sustainable reform will flow from every one of us asking ourselves the question, ‘how can I improve the way I do this?’, whether we are developing policy, delivering internal services or maintaining Defence equipment,” Ms McCarthy said.

The SRP is based on rethinking how Defence does business and includes a comprehensive set of reforms that will overhaul the entire Defence enterprise, produce efficiencies and create significant savings.

It draws on a detailed analysis of almost every aspect of the Defence business including: strategic planning, capability development, the estate; information and communications technology, intelligence, sustainment, logistics, non-equipment procurement, preparedness, personnel and operating costs, science and technology, shared services, and workforce management. These reforms will generate savings of $20 billion in the next 10 years to fund the White Paper and fundamentally reform the way Defence does business.

srP delivering Force 2030

wWhen the 2009 Defence White Paper was launched on 2 May, it made headlines around Australia.

A Strategic Reform and Governance Executive has been established to coordinate the reform program, report on its progress, and ensure that the reforms are implemented in a sustainable way that will deliver the savings required.

In addition to this, a Defence Strategic Reform Advisory Board with a mix of public and private sector members will provide advice on how the reforms should be implemented and report to Government on the reforms.

The SRP will be delivered through 15 key areas or “streams”. Out of these streams, six will produce the majority of the savings. These are:

workforce and shared servicesIn workforce and shared services alone, it is anticipated about $3.3 billion of savings will be made. This will be achieved by focusing on three key areas:• civilianising military support positions• converting contractors to APS members, and• creating a leaner, more effective business

support model across the whole of Defence.Workforce reform will see savings of about $1.9

billion during the next decade. And in a first for the Defence organisation, the Government has agreed to allow Defence to manage its workforce in an integrated way based on the funding available rather than specific targets and caps for individual categories.

“This means Defence will be able to manage its military, civilian and contractor mix in its own way, which will not only deliver savings, but provide a far more flexible and adaptive workforce,” Mr Warner said.

In the area of shared services, there will be savings of about $1.4 billion during the next decade. This will see an improved level of core business processes, including things such as payroll, HR, and financial services and procurement.

CDF emphasised that the workforce reforms would be achievable and sustainable through careful planning and a phased roll out of the reforms during five years.

“These reforms will impact on all areas of Defence – in some areas it will lead to increased job opportunities, while in other areas roles will go,” ACM Houston said.

“But overall, the workforce will grow by an additional 3000 military and 300 APS during the next 10 years.”

An interview with Head Defence Support Operations, Defence Support Group, MAJGEN Liz Cosson, focusing on shared services is featured on page 30.

smart sustainmentIn the area of sustainment, the maintenance of military equipment and inventory and supply chain management will be made more efficient.

By focusing on eliminating waste and reducing inventory costs through smarter procurement processes and reducing the size of inventory holdings, about $5 billion will be saved.

CDF said that not only did these reforms involve the Navy, Army, Air Force and the Defence Materiel Organisation, but that industry suppliers to Defence would also play a large part in the success of the SRP.

“The sustainment reform stream will be undertaken in a planned and structured way over the next five years. All major fleets of military equipment across the three Services will be carefully scrutinised to identify possible efficiencies,” ACM Houston said.

“But I want to make it clear that the reform to this area will not compromise capability, safety or quality to save costs.”

non-equipment procurementDefence spends about $5 billion a year across the 23 categories of non-military goods and services from external suppliers such as travel, building maintenance, professional services, clothing, training, research and development, advertising, freight and cartage, health services and removals.

The comprehensive reforms in this area will see an estimated saving of about $4 billion during the next 10 years.

The Secretary said Defence had attempted to reform the non-equipment procurement arena for many years with only partial and short-lived success – working smarter would be one of the key ways in which the reforms would be achieved.

“The first step will involve smarter and more commercially savvy procurement and negotiation of contracts to deliver real value for money,” the Secretary said. “This will be done through a centre of procurement and contracting excellence based in DSG.”

This stream will also drive changes in the way we use services to ensure we constrain demand across the organisation.

logisticsA flexible and responsive logistics system is vital to support military capability. It must be able to

provide integrated end-to-end management to maximise effectiveness and minimise costs.

The Strategic Reform Program will see Defence improve its logistics infrastructure network – its planning, management and execution.

ACM Houston said currently Defence’s logistics was far behind commercial best practice.

“We are not exploiting available technology, our processes are outdated - the SRP will see an investment in logistics technology that will give greater visibility of the whole supply chain,” ACM Houston said.

An article focusing on logistics reform is featured on page 27.

information communication and technology (ict)Defence personnel will see significant improvements to ICT services from the planned ICT reforms.

The new Defence Information Environment will support both Defence war fighting and business reform objectives through to 2030.

Staff will find that the DIE, which will be one network connecting fixed and deployed locations, will include all security levels and be able to determine the right person has the right authority to access information. Secure voice and video will be available to the desktop in most fixed and deployed locations.

A feature article on Defence’s ICT future is available on page 28.

reservesPart-time members of the Australian Defence Force are critical to the organisation’s operations – both at home and off-shore.

Defence will grow its High Readiness Reserve capability. Other changes under the SRP will generate about $380 million in savings during the next decade.

As part of the SRP, Defence will develop a plan to ensure an improved and more effective use of part-time members.

This will include investigating the use of Sponsored Reserves in the ADF. A feature article on Sponsored Reserves in on page 24.

other streamsThe other eight streams will increase effectiveness and efficiency across Defence, placing downward pressure on costs. More detail on these reforms can be found on the DefWeb. The other streams are:• Strategy-led planning• Capability Development• Output-focused Budget Model• Estate• Preparedness, Personnel and Operating Costs• Intelligence• Science and Technology• Procurement and Sustainment (Mortimer)


By Rana Rowland

d e f e n c e m a g a z i n e ›left: defence's senior leadership group listens intently during its most recent gathering at parliament house in canberra. right: secretary nick warner addresses the senior leadership group. Photos: Kevin Piggott


nAVy wIll rIse to whIte PAPer ChAllengeBy LCDR Fenn Kemp

d e f e n c e m a g a z i n e ›nAVy

he chief of navy, vice admiral russ crane, says the defence

white paper will force navy to confront major change in the coming decades.

“The White Paper contains exciting new capabilities for us but there are hard yards ahead,” VADM Crane said. “The biggest challenge will be implementing the reforms needed to ensure such capabilities are realised.”

The White Paper forecasts an extra 700 Navy uniformed personnel and VADM Crane says the New Generation Navy (NGN) program is critical in ensuring Navy grows the right way.

“Navy is currently structurally hollow,” VADM Crane said.

“Far too many of our people are being stretched too thinly to cover for positions which can’t be filled. We have to be more flexible and work smarter.”

The New Generation Navy program is already laying the ground work for major change to the way Navy does business. The program has begun rolling out major structural and cultural reforms to improve the management of Navy’s workforce.

Another NGN priority is improving training. The White Paper also foreshadows greater use of simulators; something which VADM Crane says is great news for all Navy people.

“We’ve under-funded training opportunities over the past 10 years or so,” VADM Crane said.

“Simulators will allow us to do a lot more of our training ashore and we will also be able to carry out better competency checks before our people go to sea.”

Naturally, more assets will dramatically increase pressure on recruitment. While there has been much talk about how Navy will crew its 12 new submarines, VADM Crane remains confident the measures announced recently will improve retention and grow the submarine force.

“The 2008 Submarine Sustainability Review identified a range of problems and made 29 recommendations for urgent reforms to the way Navy manages its submariners and its submarines. I am implementing all of them,” VADM Crane said.

VADM Crane has also been quick to dismiss accusations by some Defence commentators that the balance in the Australian Fleet has been weighted too far.

“What we will have available to us in 2030 to achieve our mission is a balanced force with the right mix of air, surface and sub-surface platforms capable of meeting our responsibilities to CDF and the Government we serve.”

Another major concern addressed in the White Paper is the future of the Navy’s aviation force. The loss of the Sea Sprite project and the ageing Seahawk helicopter fleet has left Navy in a delicate state.

VADM Crane says the White Paper’s forecast of another 24 combat helicopters will go far in improving that situation.

“I am pleased to see the Government acknowledge that these aircraft will be acquired as a matter of urgency and I look forward to the receiving them as soon as possible,” VADM Crane said.

The White Paper is about providing Navy with the ability to play its part in delivering the joint effects the ADF needs to meet Government requirements in a maritime environment.

“But we need to do this by focusing on our people – not the assets,” VADM Crane said. “Navy has every right to be very pleased and excited by the White Paper’s content, but we have a lot of work to do now to deliver.

‘‘what we will have available to us in 2030 to achieve our mission is a balanced force with the right mix of air, surface and sub-surface platforms capable of meeting our responsibilities to cdf and the government we serve

’’Chief of Navy vice admiral russ crane

What the White Paper means for Navy

The 2009 Defence White Paper has focused significantly on enhancing Australia’s maritime capabilities for the 21st century,

During the next 20 years, Navy’s force structure will include new major destroyers and frigates, submarines, amphibious ships, offshore combatant vessels, naval combat helicopters and other advanced enabling capabilities. Key capability decisions relevant to this enhanced maritime force include:• Afleetof12newSubmarinestoreplacethecurrentsixCollins

Class submarines. The program will span three decades and will be Australia’s largest single defence project.

• EnhancementstotheweaponssystemsofthethreenewAirWarfare Destroyers, with consideration of acquiring a fourth vessel in the future;

• Afleetofeightnewlargerfrigates,withanemphasisonAnti-Submarine Warfare to replace the current ANZAC Class frigates;

• ContinuationofacquisitionoftwonewLandingHelicopterDock(LHD) ships that will invigorate the Australian Defence Force’s amphibious capability;

• Anewstrategicsealiftshipbasedonaprovendesigntostrengthen the Navy’s amphibious and transport capability;

• Afleetofatleast24newnavalcombathelicopters,equippedwith dipping sonars to detect submarines at greater ranges;

• SixnewMRH-90helicoptersthatwillreplacethegeneralutilityservice previously provided by the Sea King fleet;

• 20 new offshore combatant vessels equipped with modular mission systems that will incorporate the capabilities presently provided by the separate patrol boat, hydrographic and mine-hunter fleets;

• Sixnewocean-goingheavylandingcraftwithgreaterrangeandspeed than the aging Balikpapan class Landing Craft Heavy;

• ReplacementoftheNavy’soldestsupplyship,HMASSuccess, with a new replenishment and logistic support ship which will enter service at the end of the next decade.

The Government will also provide additional funding for 700 positions within Navy’s workforce structure. This initiative will address the significant workforce challenges presently being experienced by Navy and will meet future requirements associated with the significant capability upgrades foreshadowed by the 2009 Defence White Paper.

Navy has already announced its plan to increase the size of the submarine workforce through a new approach as part of the New Generation Navy strategy. By providing targeted incentives for submariners that include training, adjusting crew numbers and formations, conditions of service, seatime and other initiatives, Defence will ensure that the current shortfalls are addressed, and that a robust submarine workforce is built for the future.

Combined with a range of recruitment and retention initiatives and strategies, this new approach will provide the basis for a larger and more sustainable submarine force.

The New Generation Navy project, which seeks to address these workforce pressures, is the basis for improvement in the retention of Navy personnel through improved leadership, more effective organisational structures, streamlined training procedures and better sharing of the workload across Navy.


sub lieutenant paul aitken plots hMas Sydney's position en route to the Malacca straits for the first leg of operation northern trident, a worldwide deployment aimed at supporting australia's priorities in selected western, european, north america and asian countriesPhoto By: LSPH Nadia Monteith


What the White Paper means for Army


18

ArMyhe defence white paper’s release ends an exhaustive

and rigorous development process, which chief of army lieutenant general Ken gillespie says is undoubtedly a very

good outcome for the nation and its defence force.

LTGEN Gillespie said he was fully engaged in the White Paper process and is more than happy with Army’s significant inputs and resultant outcomes.

“I was deeply involved in each stage of the paper’s development. I was supported in my engagement by a small team of experts from Army Headquarters led by the Deputy Chief of Army,” LTGEN Gillespie said.

“Army did have a significant input to the process, both from an individual Service and a corporate stakeholder perspective, and Major General John Cantwell was a key member of the White Paper Team.

“The White Paper reinforces the pivotal role of the Australian Army in the nation’s defence and in advancing the nation’s interests. But, so too am I happy with the results for the other two Services and the various Defence groups.

“This White Paper has been produced inside an environment of integrated corporate debate and decision making not seen before in Defence White Paper development.

“The cooperation between the Services has been outstanding and some capabilities, such as amphibious vessels, air warfare destroyers, and additional C130J and Caribou replacements are as important to Army capability as they are to the RAN and the RAAF.”

LTGEN Gillespie emphasised that certain core projects must be provided and resourced to the maximum extent possible throughout the process.

“My core projects centred on our people, networking – whether networking individuals or

vehicles; protected mobility and fighting vehicles; soldier survivability and lethality; and, close combat capabilities.

“These projects were my ‘vital ground’ during the development of the White Paper and consideration of its budget implications.

“I think you will agree, as you see the detail of the White Paper, that the results are something to be happy about, particularly in these challenging financial times.

On the matter of financial challenges, LTGEN Gillespie said the White Paper gives clear funding guidance for Defence during the life of the Force 2030 strategy.

“The outcome is good, but that is not to say that we will be immune to some of the financial constraints that will confront the Government and the nation over the next few years. We will need to continue with many of the fiscal, materiel and structural reforms we’ve commenced under the Adaptive Army initiative, and which will be formalised more widely throughout Defence in a program to be known as the Strategic Reform Program.

“The results you’ve achieved for me early in my command gives me great confidence that we will continue to make considerable savings and that our reforms, in Army or more widely, will in no way challenge my claim that we are, and will continue to be, the best small Army in the world.

LTGEN Gillespie will brief as many Army personnel as possible to communicate the workings of the White Paper.

“Throughout all of this, I want to assure you that the 2009 White Paper is a defining document for the Australian Army, that it has my full support, and that it gives me and my commanders certainty that we will bring to a successful conclusion the Hardened and Networking and Enhanced Land Force initiatives, as well as enable my vision for Adaptive Army.

“It is what I hoped for. Its communication and implementation is now my highest priority.”

t ChieF heralds ‘Very gooD outCoMe’ For ArMy By Michael Weaver

Army in the 21st century will be equipped with world class technology, with significant funding to increase the combat power and survivability of the Army as well as enhancing its ability to operate as a modern networked, mobile and highly adaptable force. Improvements to a number of elements of the Australian Army include:• Anewcombatvehiclesystemwhichwillprovidearound

1100 vehicles with greatly improved firepower, protection and mobility. The system will be equipped with the Army’s integrated battle management systems from inception;

• Around7000supportvehiclestocompletelyreplacethevariousfleets of wheeled transport and logistic support vehicles and trucks;

• Greatlyimprovedcommunicationsandcommandandcontrolsystems for land forces;

• ImprovedmobilitythroughtheacquisitionofsevennewCH47F(Chinook) medium-lift helicopters;

• Enhanced firepower through new artillery, both self-propelled and towed, as well as replacement mortars and a new direct fire anti-armour weapon;

• Continuedinvestmentinincreasingtheeffectivenessandprotectionoffered to individual soldiers in dismounted close combat;

• TheArmy’sfiresupportwillbeaugmentedbythenewAustralian-assembled ‘Tiger’ Armed Reconnaissance Helicopters currently undergoing operational acceptance testing;

• AcquisitionoftheMRH-90helicopterswillcontinue.ThirtyMRH-90s will replace the Army’s Black Hawk troop lift aircraft. They will enter service with the Army in 2011;

• TheGovernmentwillreplaceorupgradetheArmy’sground-based air defence system (currently based on the RBS-70 missile) with more advanced systems that will also include a new counter-rocket and mortar capability to protect land forces from artillery, rockets and mortar fire.

During the next 20 years, the Army force structure will include land combat and combat support forces (infantry, armoured, artillery, combat engineers, and aviation) that are able to operate as combined-arms teams. They will be supported by enabling combat support elements (intelligence, signals and construction engineers) and combat service support systems (logistics and health).

To do this they must also be highly mobile and adaptable within the physical and social environments they find themselves. Together with the other elements of the Australian Defence Force they must be capable of assuming a leadership role for a coalition combat, stabilisation or reconstruction operation.

Conventional land forces will continue to be based on three combat brigades (of around 4000 troops) consisting of multiple battalion-sized units. The growth of the two additional infantry battalions established under the Enhanced Land Force initiative will continue.

The Army will be able to combine its combat and combat support units to generate 10 battalion-sized ‘battlegroups’ tailored for a wide range of operations.

The generation of operationally-ready land forces will be enhanced by the formation of Forces Command, located in Sydney, which will be responsible for all individual and group training. Forces Command will also take charge of the deployable logistics organisations supporting this process, along with a helicopter brigade comprising three battalion-sized units of reconnaissance, lift, and utility helicopters.

Headquarters 1st Division, located in Brisbane, will be re-roled to provide troops with final, mission-specific, preparation for operations.

Headquarters Special Operations Command, located at Bungendore, will continue to provide the majority of individual, group and mission-specific training for Special Forces personnel.

The Government is determined to further enhance the reforms currently being undertaken by Army under the ‘Adaptive Army’ initiative. The Government has directed Defence to develop a detailed implementation plan by the end of 2009, ensuring that the Army’s internal balance and mix of full-time and part-time land force elements can meet these objectives.

top: live firing on the woomera range of a hellfire missile from a tiger armed reconnaissance helicopter.

aBove: chief of army lieutenant general Ken gillespie talks with a soldier during defence's recent assistance to the victorian bushfires.Photo By: POPH Dave Connolly

Main: an australian ch-47 arrives with vital supplies including an engine for a Bushmaster at the construction site of a bridge in afghanistan. Photo By: Corporal Neil Ruskin


• Around100fifth-generationF-35LightningIIJointStrikeFighteraircraft and associated weapons systems;

• HalfofAustralia’sF/A-18FBlockIISuperHornetfleetwillbeconfigured on the production line to enable them to be converted to the EA-18G ‘Growler’ electronic attack variant should later strategic circumstances dictate;

• DeliveryoffiveKC-30AMulti-RoleTankerTransportforair-to-airrefuelling, that will increase the range and endurance of combat and surveillance aircraft;

• SixnewWedgetailAirborneEarlyWarning&Control(AEW&C)aircraft to provide surveillance, command and control functions to other networked Australian Defence Force platforms;

• EightnewMaritimePatrolAircraft,whichwillprovideadvancedanti-submarine and anti-surface warfare capabilities as well as sophisticated maritime search capabilities;

• Enhancedairtransportcapabilityoptionsthroughtheacquisitionof a further two additional C-130J Hercules to bring the total fleet number to 14 aircraft;

• Approximatelysevennewhigh-altitude,long-enduranceUninhabited Aerial Vehicles (UAVs), to compliment the new Maritime Patrol Aircraft and replace the current AP-3C Orion fleet with a more comprehensive and advanced maritime surveillance capability;

• Upto10newtacticalbattlefieldairlifterswithasignificantlygreater range, speed, payload and protection measures than the retiring Caribou;

• Newandupgradedsystemstocollectandfuseairsurveillanceinformation from multiple sources to create a recognised air picture of the Australian Defence Forces’ primary operational environment;

• Improvedmilitaryairtrafficcontrol,navigationandcommunicationssystems that will permit closer alignment of the national systems for both military and civilian air traffic management;

• Theuseofmoderntechnologytodeliverimprovedtrainingoutcomes through the application of high fidelity simulation and mission rehearsal systems.

The facts:

AIr ForCe d e f e n c e m a g a z i n e ›


20

WaTershed WhiTe PaPer FOr AIr ForCeThe 2009 Defence White Paper will be marked as a watershed document for the Royal Australian Air Force, which will transition the majority of its force in the next 10 years.By Michael Weaver

hief of air force air Marshal Mark Binskin said the scale of the transition is unprecedented and will involve changes to all platforms except the hawk lead-in fighter, c-17 globemaster

and c-130J hercules aircraft.

“Operational tempo is as high as it’s ever been in Air Force and I don’t see it decreasing in the coming years, which is an important factor to take into consideration as we transition to a future force,” AIRMSHL Binskin said.

“To change the majority of our force in just over a 10-year period is something that I don’t think we’ve seen before – certainly not to this scale.

“If you think about the war years of World Wars One and Two, you used to change out your aircraft on a regular basis; Air Force was forever transitioning.

“The last time we did a big transition was at the end of the Hornet introduction at the end of 1989. Since then, we’ve had the C-130Js when they came in for basically a one-for-one replacement of the C-130Es, but we haven’t had a big ticket change-out go through the majority of the force, so it is a big challenge for us.”

Rising to that challenge is something Air Force has been well prepared for after identifying the future force capability about three years ago. An Air Force improvement team was created about 18 months ago and stood up 12 months ago, with a funding secured for an initial five years.

The improvement team will also ensure the transition occurs without any appreciable reduction in operational capability to leave Air Force in the best

position to introduce new capabilities. The team will also lead Air Force’s part in the Strategic Reform Program.

AIRMSHL Binskin said transition teams will be set up early in the life of a new system, with the teams to learn the system and have a direct voice about how it will be developed and introduced into service.

“We will hit the ground running with a good idea of what we’re going to do as opposed to getting the system and then learning how to use it. That will allow us to stand up the capability fairly quickly,” AIRMSHL Binskin said.

“We know that we need to have a robust air combat capability; we know that we need to have a good airlift capability; we also know we need to cover humanitarian operations right through to high-end war fighting.

“These are areas that the White Paper delivers on, so we then make sure we can field the kinds of forces that are required in those operations.”

Two of the high profile items in Air Force’s new air capability are undoubtedly the Joint Strike Fighter and Super Hornet aircraft and AIRMSHL Binskin is completely cognisant of being held accountable with regard to their introduction into service.

Air Force will take delivery of its first Super Hornet on 8 July this year and will bring the first six aircraft home in about March next year. Initial operational capability is planned for the end of 2010, with full operational capability scheduled for the end of 2012.

The JSF goes to second pass phase during the middle of this year, with dates for phasing in the aircraft to be agreed after that time.

AIRMSHL Binskin said that while the JSF attracts the most attention, there are other

platforms equally deserving of space in magazines and newspapers.

“There are the battlefield airlifters to replace the Caribous, the new maritime patrol aircraft and the maritime uninhabited aerial system, which all play a significant part in what we do. They just haven’t got the big banner of the JSF,” AIRMSHL Binskin said.

“But it’s not just the aircraft. There’s a lot of people who work to make the capability – maintenance and logistics support and force multipliers like the KC-30, Wedgetail, JORN (Jindalee Operational Radar Network) and Surveillance and Response Group assets that manage the battle space.

“So as a whole package, this will give us far

greater combat reach and combat effect than we currently have.” Supplementary to this is managing the infrastructure and Air Force’s commitment to the Strategic Reform Program, which will see AIRMSHL Binskin visit all Air Force bases during the coming months for discussions on the White Paper and Strategic Reform Program.

He envisages some short-term pain to achieve the long-term gains, but said he will monitor the progress and impact on Air Force people very closely.

“In 10 or 15 years time you’d like to be able to look back and say ‘yep, we had a stretched target, it was hard, but we got there and because of it we now a very, very good defence force’, rather than sit there and not have the force that we could have,” AIRMSHL Binskin said.

“While we will have to change the way we fly and fight, it’s just a natural evolution for an air force to go through.”

a super hornet aircraft creates a vapour trail during flight. twenty-four Block ii f/a-18f super hornets are being acquired as australia’s Bridging air combat capability to de-risk the transition to a mature new air combat capability.

aBove: a no.2 squadron wedgetail, airborne early warning and control aircraft, flying over tomaree headland, port stephens, off raaf Base williamtown.

aBove: chief of air force air Marshal Mark Binskin reads the defence white paper in his office. Photo: FSGT John Carroll

c



etter advice to government on planning, capability and acquisition strategy, a more flexible approval process, accountability reinforced through charter

agreements, and a stronger role for capability managers are just some of the reforms to be delivered following the government’s consideration of the defence procurement and sustainment review (the Mortimer review).

The Government's response to Mortimer’s recommendations was formalised and released alongside the Defence White Paper. The implementation of the Mortimer Review initiatives will form part of the overall strategic reform package.

The Mortimer Review reforms will build on the

Defence procurement reforms implemented as a result of the 2003 Kinnaird Review.

The reforms cover the complete life-cycle of capability systems, with the primary desired outcome being that the Australian Defence Force (ADF) gets the capability it needs.

For example, a key area covered in the report is the critical role of the capability managers

in decision-making, setting of sustainment requirements and the disposal of capabilities.

“The general view that Mortimer relates only, or even mainly, to DMO is wrong,” said the DMO’s Chief Executive Officer Dr Steve Gumley.

“In fact, 23 of the 46 recommendations made by Mr Mortimer relate primarily to Defence and only 20 to DMO.”

The reforms follow two themes, namely imposing commercial discipline on defence procurement and sustainment processes and making the DMO more business-like.

Announcing the Government’s response to the Review, the Minister for Defence, the Hon. Joel Fitzgibbon MP, stressed the comprehensive nature of the reform to be undertaken in capability acquisition.

“It is imperative that we achieve the best performance we can in the delivery of military equipment to ensure that the Australian Defence Force is able to respond to different strategic

threats and that our men and women in uniform have the capability they need to perform every task as safely, effectively and efficiently as possible,” Mr Fitzgibbon said.

“The implementation of this response will see earlier engagement by the Defence Materiel Organisation in the major capital equipment acquisition process,” Mr Fitzgibbon said.

“In particular the Defence Materiel Organisation will assume greater responsibility for provision of cost, risk, and schedule of information to the Government.

Of the 46 recommendations, 42 were accepted in full. Three will be partially implemented. One recommendation, that the DMO be made an Executive Agency, has not been agreed.

A 20-point plan and response to the Review developed by Defence and endorsed by Government will guide implementation of the recommendations, which will occur as part of the Strategic Reform Program.

Full implementation of some of the recommendations will take some time, possibly up to two years. However, on the direction of Government, Defence has already initiated action on a number of recommendations.

Project directives and charters are being established for the managers of complex and demanding projects and products in the DMO. The DMO has also advertised the new General

Manager Commercial position and the control that the CEO DMO has over staffing matters has been clarified.

The report of the Defence Procurement and Sustainment Review and the Government’s response to the Review can be found at http://www.defence.gov.au/header/ publications.htm.

the MortIMer reVIew

Mortimer reforms:

making a difference

it is imperative that we achieve the best performance we can in the delivery of military equipment to ensure that the australian defence force is able to respond to different strategic threats and that our men and women in uniform have the capability they need to perform every task as safely, effectively and efficiently as possible

– chief executive officer, defence Material organisation, Mr steve gumley.

‘‘

Defence Capability Plan to roadmap White Paper

DeFenCe CAPAbIlIty DeVeloPMent grouP

dB

By Sean Burton

’’

i think the group itself is really focused on the job at hand. the people in the group are working well as a community, and i get a real sense that the prospect of playing a personal role at the front of the effort to deliver force 2030 has captured a lot of imaginations.

‘‘

efence’s capability development group (cdg) will be responsible for delivering a vast array of new capabilities outlined in the new

defence white paper. with the group now firmly in the spotlight, chief cdg, vice admiral (vadM) Matt tripovich said the challenge has well and truly begun.

“Implementing the Government’s direction

contained in the White Paper is a big task, there is

no doubt,” VADM Tripovich said. “But it can be done

if we all get personally involved in the Strategic

Reform Program and do our bit to make it work.”

Critical to delivering Force 2030, CDG’s

nearly 350 military and APS staff remain busy

developing and managing the Defence Capability

Plan (DCP) – an account of major capital

equipment proposals that are currently planned

for Government consideration (either first or

second pass approval) in the next few years.

“If we are to collectively deliver Force 2030,

and leave a truly remarkable legacy for Defence

in the future, then the work has to start today

and continue unabated until the deep reforms

become business as usual, and the way we think

about capability development becomes second

nature,” VADM Tripovich said.

“We’re ramping up our recruiting process,

rolling up our sleeves and cracking on to deliver

against the new DCP, at the same time we’re

getting on with our part of the Strategic Reform

Process the success of which will be key to us

achieving our goals.”

“We are responsible, as sponsor, for

developing capability proposals, consistent with

strategic priorities, funding guidance, legislation

and policy, for consideration and approval by

Government,” VADM Tripovich said.

CDG maintains a sponsor role during any

acquisition process and has close relationships

with a range of stakeholders including the

Defence Material Organisation (DMO) and

Capability Managers.

Appointed to Chief CDG in 2007, VADM

Tripovich reflects on three of the Group’s major

achievements since his tenure began, giving an

insight to his future expectations.

“First of all the Group can be proud of the

quality of advice we have provided to Government

for the DCP projects that have been considered

during that time,” VADM Tripovich said.

“Second, I think we have worked hard at

cementing the relationships with the Defence

Science and Technology Organisation, DMO,

Defence Support Group, and the Capabilities

Managers, and that is really paying off in

the collegiate approach Defence is taking on

Ministerial and Cabinet proposals.

“And thirdly, I think the Group itself is really

focused on the job at hand. The people in the

Group are working well as a community, and I

get a real sense that the prospect of playing a

personal role at the front of the effort to deliver

Force 2030 has captured a lot of imaginations.”

’’

chief capability development group, vice admiral Matt tripovich.



reserving Industrytop left: army reservists lance corporal tim Brooks and trooper Justin Kennedy mix with the solomon islands children while during their recent operation anode deployment to the solomon islands.

aBove: a range of options is available to defence reservists, both in military and civilian life. ne of the key outcomes of the defence white paper 2009 recognises the need for the australian defence force to manage and make use of its reserve forces in a more

effective and innovative manner. the sponsored reserves concept is one way in which the adf can work towards achieving this goal.

“The Sponsored Reserves concept is an initiative that would see Defence contract a private sector organisation to provide a specific capability to Defence. It would involve using selected employees (who become Sponsored Reserves) and their equipment, to target niche requirements for the ADF,” Sponsored Reserves project officer Lieutenant Colonel Matt Vertzonis said.

LTCOL Vertzonis has been a member of the Australian Army Reserves for the past 35 years. Currently working full-time in the tri-Service Reserve and Employer Support Division (RESD), LTCOL Vertzonis has spent the past year developing a range of Reserve workforce options, including the Sponsored Reserves concept. Details of the concept were considered as part of the internal review process which informed development of the new White Paper,

something he is particularly excited about.“The ADF doesn’t currently utilise Sponsored

Reserves. It is a approach used by the United Kingdom where they have been operating for some years. Given the similarities between the ADF and the UK military, we see real potential for the Sponsored Reserves proposal to work in Australia and enhance Defence’s operational capability. I know that it has been looked at to some degree in the past, but perhaps we were not ready for it then. The new White Paper directs us to consider this idea in the light of contemporary circumstances,” LTCOL Vertzonis said.

“This capability is not likely to involve large numbers of people; nor would they be employed in direct combat duties. The Sponsored Reserves concept is about using a group of selected people for their civilian skills, putting them in uniform, and deploying them for specific operational tasks.”

In the UK, Sponsored Reserves are contracted in a variety of areas including the transportation of heavy equipment, operation of Roll-on Roll-off Ships, maintenance of specialised aircraft, meteorological capability, specialist engineering and other services.

“The use of Sponsored Reserves would allow Defence to draw on skill sets from the private sector in areas where the ADF may not require

large numbers of people. And because Sponsored Reserves offer niche capabilities which are not needed on a full-time basis, Defence can achieve real cost benefits,” LTCOL Vertzonis said.

Since the UK introduced Sponsored Reserves in 2000, they have realised a number of significant benefits including a 12 per cent saving in manpower costs, improved assurance and flexibility of service and an operational capability that would otherwise be uneconomical for the Services to grow or maintain.

As part of the Strategic Reform Program (SRP), Defence has been directed to look at how Sponsored Reserves might be employed and what capabilities they could deliver.

“Once the three Services have identified their requirements, RESD, as the interface between the ADF and the business community, will work with them to support the development of employment and policy details that add value and synergy across Navy, Army and Air Force,” LTCOL Vertzonis said.

Previously known as Reserve Policy Division, RESD is also responsible for developing tri-service Reserve policy and the management of employer and industry engagement activities that enhance the image of ADF Reserves, and the wider Defence Force.

“Few employers and human resource staff have first-hand experience of service life these


24

o days, and sometimes their perceptions are shaped more by Hollywood than by the reality that exists in a professional military organisation like the ADF,” LTCOL Vertzonis said.

“Reservists receive considerable training during their ADF service and develop important skills that are transferrable to other parts of their working lives. Skills such as teamwork, communication, use of initiative, problem solving and decision making are very valuable in commercial settings. This means that employers receive a direct benefit from having Reserves as employees, without the training cost.

“The managerial and interpersonal skills gained from a career in the ADF Reserves are significant. Furthermore, it provides employers with an opportunity to display their corporate citizenship responsibilities to the Australian community,” LTCOL Vertzonis said.

RESD has effective business relationships in place with a wide range of private and public sector organisations, and will be a key link in supporting the creation of Sponsored Reserves.

Reserves are a valued part of the ADF. Over the past six years, more than 7000 Reservists have been deployed in domestic and offshore operations. These have ranged from Operation Anode (the Regional Assistance Mission to the Solomon Islands) and Operation Resolute (Border Security), to short notice assistance for the recent ADF response to the Victorian bushfires. ADF Reserves have also served, and are currently serving, in almost every theatre and United Nations mission in which we have been committed to since East Timor in 1999.

“There is still considerable work to be done before Sponsored Reserves can be implemented in Australia. Prior to any contract being negotiated, Defence needs to articulate the capability requirement and consider a suite of factors – employment, risk, contractual demands, equipment, family support and other issues. However, preliminary discussions with private sector organisations indicate it is a viable and welcome proposal,” LTCOL Vertzonis said.

LTCOL Vertzonis’ enthusiasm for the potential of the Sponsored Reserves concept is clear. He is also a

genuine supporter of the White Paper and SRP, seeing it as an opportunity for positive change that will be integral to the future sustainability of the ADF.

“From my civilian experience in the private sector, I have seen the Australian workforce evolve considerably. Fifty years ago people joined an organisation with the intention, and generally the expectation, that they would be working there forever. Nowadays, a change in career is not only considered to be normal, but is actively embraced by most. Single–employer work histories will be the exception for Gen X, Gen Y and those that follow. This mindset brings about a new set of workforce challenges for employers. They need to be flexible, innovative and agile to attract and retain good people, whether full time or part time.

“I anticipate that the Sponsored Reserves will be an important, but only one, part of the ADF’s workforce solution, but we need the whole Defence organisation to get behind the SRP and to believe in where it can take us. How well we do the job now will impact the future members of the

ADF,” LTCOL Vertzonis said.

By Shelley Daws

sPonsoreD reserVes


25



IntellIgenCe AnD seCurIty JoInt logIstICs CoMMAnD

he recent white paper announcements will

provide the defence logistics community with clear direction to undertake deep reform in support of the wider defence

strategic reform program.

Commander Joint Logistics Major General Grant Cavenagh said Defence must be capable of providing a robust, flexible and responsive logistics system for future support to operations and other Defence activities.

“Logistics improvement is a continuous process and during the past decade or so, Defence logistics has been tracking on a journey of logistics improvement,” MAJGEN Cavenagh said.

“The Logistics Companion Review to the White Paper and the Defence Budget Audit confirmed our direction and provided the impetus for the necessary deeper reforms to improve both our efficiency and effectiveness. These were announced by Government as part of the Defence White Paper and recent budget decisions.”

The Government is committed to a broad spectrum of reform areas, including considering the modernisation of Defence’s warehousing and distribution system throughout the country, new infrastructure in Townsville and Darwin to support the two new amphibious ships and the introduction of leading-edge technology to improve the management of inventory.

“These developments are the most significant and exciting change in the operation of Defence logistics for several decades,” MAJGEN Cavenagh said.

“The logistics reforms being put in place focus on those critical development areas in need of close attention and investment. By providing a more resilient, flexible and responsive logistics system

and supporting infrastructure, greater efficiencies and productivity gains will be realised.

“We will be better placed to support operations and sustain capability, while at the same time contribute to the savings that need to be made in the next decade.

“We aim to introduce best practice systems and facilities that will be capable of rapidly responding to routine and priority logistic business in accordance with industry benchmarks. The Defence logistics system will be flexible, capable of change and seamlessly integrate with weapon system supply chains.

“Our modernisation of the wholesale storage and distribution network, underpinned by significant Government investment, will enable us to modernise our aging and dispersed estate of warehouses.

“We need 21st century facilities, supported by 21st century technologies integrated with our current systems. This will allow us to provide more effective support to our front line troops and supporting commands.”

Tightly linked to the modernisation of Defence’s wholesale storage and distribution network is investment in Automated Identification Technology. The activities planned include the capturing of volumetric and weight

data, greater use of barcodes, and the introduction of an automated warehouse management system.

These initiatives will enable Defence to optimise its inventory holdings and better manage the inventory as a whole.

“The collective program of logistics reform, together with the work already underway, is an ambitious and challenging program. It not only requires total support from within Defence, but more generally, support across industry and other Government departments to ensure successful implementation and timely delivery,” MAJGEN Cavenagh said.

Major General Cavenagh and other senior leaders in Defence will outline the program of Strategic Logistics Reform to a Defence audience at the Australian Defence Logistics Conference in Canberra in July.

Introducing strategic logistics reform By Group Captain Steven Winterton

ta cyber security operations centre will become the new frontline under a white paper initiative to provide better situational awareness and the ability to facilitate

responses to cyber security incidents.

The Internet is a vital business tool for Defence, government and businesses within Australia and beyond. Practically all organisations maintain websites, communicate via email and use the Internet to conduct business online. The Department of Defence is also now conducting more operations in this new medium of cyberspace.

While cyberspace presents new opportunities for doing business, at the same time it also presents opportunities for people and organisations to undertake malicious activities ranging from incidents designed to cause embarrassment, to more serious attacks intended to disrupt or harm Australia’s defence capabilities.

so how do we protect defence’s information – the creation of the cyber security operations centre

The new Cyber Security Operations Centre will be staffed by skilled experts to maximise the Government’s ability to detect and rapidly respond to fast-evolving aggressive cyber attacks.

It will do this by drawing on an array of sources in the intelligence, law enforcement and

industry communities to provide a comprehensive picture of threats to Australian information and systems. It will also act as a coordination point for responses by Government agencies and will work in close collaboration with overseas partners.

The Centre will operate 24 hours a day, seven days a week with a capability that is able to respond immediately to cyber threats as they are detected.

This new Centre will be located in the Defence Signals Directorate which already possesses significant cyber security expertise and is the national authority for information security.

The Centre’s staff will also include Australian Defence Force and Defence Science and Technology personnel.

what about the protection of australian government networks?

While the Cyber Security Operations Centre will reside in Defence and support ADF operations, it will also have a strong focus on serving broader national security goals. This will include assisting responses to cyber incidents across other Government departments and also advising on how best to protect critical infrastructure in the private sector.

Whole-of-government coordination will be achieved through the representation of relevant Government agencies in the Centre. This will include the Attorney General’s Department as the lead agency for e-security policy across Government, as well as the Australian Federal Police and other agencies of the Australian intelligence community.

CyBER:

the new frontline for Cyber security operations Centre

aleft: commander Joint logistics Major general grant cavenagh. Below: leading aircraftwoman rebecca lavis checks the stock in a defence storage warehouse against the reports as part of her role at 322 expeditionary combat support squadron. Photo: LAC Casey Smith

aBove: trooper scott newman, 2nd/14th light horse regiment (Queensland Mounted infantry), runs through a cyber battle near samawah in iraq, as part of mission-specific training at shoalwater Bay in preparation for deployment to iraq with overwatch Battle group (west)-4. Photo: Warrant Officer Class Two Graham McBean



defence’s Information Communications Technology (ICT) reform agenda will be made available through a single ICT work plan and an overarching

ICT strategy with a mission to enable improved Defence capabilities through the effective use of ICT.

The ICT Reform Program will build an improved Defence Information Environment and Governance Framework that can effectively support war-fighting and business reform efforts to 2030. The Government will invest more than $940 million over the next four years to reform and remediate the Defence information environment and its supporting infrastructure.

Delivering the Defence ICT Reform and Remediation Program will address overdue ICT infrastructure upgrade, improve Defence ICT to better enable and support operational and business needs, reduce potential for business continuity risks and deliver improved ICT services at a lower cost.

“A typical desktop set up available to all Defence sites will be a single screen that can display multiple security sessions. Secure voice and video will be available to the desktop in most fixed and deployed locations,” said Chief Information Officer Greg Farr.

“Much higher levels of consolidation and standardisation of equipment will be introduced to drive down costs. Our remediation program will deliver a reduction in the number of computing facilities and data centres from approximately 200 to less than 10,” Mr Farr said

Procurement and approvals for ICT investments will be modified to shorten time to market while maintaining high levels of project assurance.

The strategy is based upon developing a single Defence information environment, new governance arrangements and an investment program clearly aligned to Defence priorities and directed towards achieving a considered architecture. In essence, the ICT strategy will be a roadmap for our future.

The Defence ICT Strategy will provide guidance across all elements of Defence’s ICT operating model and has four strategic imperatives.

The first imperative is to optimise the value of defence’s ict investment. This imperative requires Defence to clearly define ICT accountabilities and responsibilities, improve ICT cost transparency and stakeholder communication, establish governance forums for resource allocation, and improve the efficiency of ICT services and support.

ChIeF InForMAtIon oFFICer grouP

Defence’s CIO Greg Farr was recently appointed by the Secretary and CDF as the Coordinating Capability Manager for the whole Defence Information Environment (DIE). The newly formed Defence Information Communication Technology Committee (DICTC) is chaired by Secretary CDF and comprises senior Defence leaders, “where the ultimate decisions on prioritising expenditure on all ICT investment in support of the Strategic Reform Program will be made,” Mr Farr said.

“This high-level committee has ultimate responsibility for ensuring our ICT Portfolio spending is aligned to Defence priorities. This will enhance the development of the DIE, control sustainment costs in addition it will allow Defence to take advantage of emerging ICT technologies.”

The second imperative is to better align ict and stakeholder needs. With this imperative we have migrated to a stakeholder-aligned organisation model designed to improve understanding of stakeholder business needs, improve engagement and collaboration to resolve problems, and implement Defence-wide ICT governance mechanisms.

Based upon the Defence Business Model, stakeholder engagement teams have been formed to support the Intelligence and Security Portfolio, our Warfighter Portfolio and Corporate Business/Support Services Portfolio.

“While meeting the particular requirements of these groups we recognise the overarching imperative to ensure interoperability between the groups, and our blueprint for that will be our target ICT architecture which will be governed through our Defence ICT Infrastructure Portfolio,” Mr Farr said.

The third strategic imperative is to deliver agreed current and future ict solutions by establishing an enterprise-wide operating model and enterprise architecture, underpinned by the stabilisation, standardisation and optimisation of existing technologies. We have recently appointed a Chief Technology Officer who is working on establishing the Defence wide or Enterprise

Architecture Standards that will underpin our whole

of Defence business process reform outcomes.

“To support and enable business process

reforms across Defence we will work collaboratively

to introduce new capabilities such as the

automation of procurement, personnel and pay

administration, vetting, recruitment, estate

management and management reporting.

“Capabilities will be introduced to easily

retrieve, display and analyse information regardless

of where it is held in Defence,” Mr Farr said

“Our standards and ICT architecture will be

built to support Defence business process reform and

support our ADF (Warfighter) we are working very

closely with CDG and DMO to achieve this outcome

for Defence,” Mr Farr said.

The fourth strategic imperative is to

strengthen ict capability across defence

– including culture, leadership, processes, skills,

sourcing and resource planning – to deliver against

the needs of the Defence organisation.

ICT services will be procured through more

centralised frameworks and processes and through

more strategic and enduring arrangements with

fewer vendors.

“In considering our people, the Department

of Defence decided that it must take a holistic

approach to the management of its ICT workforce.

Our future workforce will be built on creating

centres of excellence and on building Defence’s ICT

professionalism,” Mr Farr said.

ICT workforce planning across Defence

will be consolidated. The ICT reform program

will deliver improved Defence ICT career path

management and workforce planning, including

optimising the workforce profile mix between

APS, ADF and contractors.

“It is important that I stress that these

initiatives do not amount to a reduction in our ICT

workforce. Rather it is a rebalancing between APS,

ADF and contractors," Mr Farr said.

“Taking a whole-of-Defence approach to

the management of ICT personnel will also

deliver to Defence the flexibility to reassign this

valuable resource across the portfolio as our ICT

priorities change.

“Times have changed. The ICT personnel

market pendulum is now swinging in our favour.

Broadly speaking, this means that we will be able to

fill APS ICT positions more readily.”

A number of ICT positions with Defence

were recently advertised. These were categorised

in the following professional streams of

Spectrum Management Engineers, Satellite

Communications, Network Specialists, Enterprise

Architects, ICT Business Analysts, Applications

Developers, and ICT Project Managers.

As the economic environment rebounds, and

it inevitably will, these ICT professionals will

again be tempted to head to the private sector.

“We need then, to create an environment

now, a value proposition — a career path, that

encourages ICT professionals to stay within the

Defence environment for the long term regardless

of the economic environment,” Mr Farr said.

And when asked what he sees as the

biggest challenges to Defence ICT reform, Mr

Farr said: “We have a comprehensive reform

agenda; however standardisation, consolidation,

rationalisation and reuse will allow us to move

forward quicker with our agenda. It will allow

us to control costs and focus our efforts on new

technologies and solutions to support the ADF

and Defence Business Reform.

“This is going to require new ways of

working. We will need to ensure that everyone

who works in Defence ICT has knowledge and

an understanding of the Defence ICT Reform

Program and work with us collaboratively to

achieve the outcomes sought for Defence as

outlined in the Strategic Reform Program.”

defence iCT enabling business reform

d e f e n c e m a g a z i n e ›

aBove: defence employees at work with the many different types ict services that will come under the defence ict reform and remediation program.

top right: chief information officer greg farr is at the forefront of reforming the defence information enviroment.

a typical desktop set up available to all defence sites will be a single screen that can display multiple security sessions. secure voice and video will be available to the desktop in most fixed and deployed locations

- chief information officer greg farr

‘‘

’’

By Denise Thomas


he strategic reform program recommends that

defence support take the lead in the non-equipment procurement stream and establish a contracting and

procurement centre of excellence.

Head Defence Support Operations Major

General (MAJGEN) Elizabeth Cosson, spoke

with Defence Magazine, on behalf of Defence

Support, to outline some of the new directions and

challenges that lay before Defence as Defence

Support works to do business smarter, and

contribute to savings to reinvest into capability.

“Defence currently spends $5.2 billion

on non-equipment procurement that is spread

across 23 different areas, including base services

such as messing, hospitality, catering, cleaning,

grounds maintenance, waste and access control,”

MAJGEN Cosson said.

“Defence Support will be working with each

of the Groups and Services to identify and develop

a standard level of service for all bases.

“We will work together in a collegiate manner

to look at options that could consolidate some

messing services. For instance, where there are

three messes with three kitchens, we may talk

with our contractors about potential opportunities

to prepare meals from a single central kitchen and

have them distributed to the different messes.

We really need to think smart and develop better

business models.”

Whilst there still is a lot of detail that needs

to be worked through, MAJGEN Cosson said

Defence Support is confident that a cooperative

approach with the Groups and Services will see

these efficiencies achieved.

“We need to maintain flexibility to make

this work,” MAJGEN Cosson said. “If I can’t find

savings by consolidating messes for example, then

we all need to agree to find it in other areas.”

“So far, everyone wants to be a part of the

discussion, and everyone recognises that to

achieve the capability investment outlined in our

White Paper, we need to have this reform.”

Defence Support is also working with

Personnel Services and Policy Group in another

key area of the Strategic Reform Program, the

workforce and shared services stream.

The new shared services structure of Defence

will see Defence Support, through consolidation

and centralisation, over time take on the majority

of core business areas such as payroll, human

resources, procurement and financial processing

for the whole of Defence.

“The Strategic Reform Program has directed

Defence to examine its core business processes

to eliminate unnecessary work and identify

opportunities to streamline and automate processes.

The key focus is on consolidating, centralising

and standardising many of Defence’s ‘back office’

functions that fit within the shared services structure.

“The White Paper identified significant

savings in productivity that can be achieved

through a shared services model and found direct

benefits through consolidating services into the

one Defence Group,” MAJGEN Cosson said.

“Across Defence we have different processes for

the same function and even within Defence Support

we have many ways of doing the one thing. So first

we need to look at improving and standardising our

own processes before we can expand our services to

support the other Groups and Services.

“A good example of this is payroll, where

Defence Support currently manages all the

payroll for Defence’s APS staff and about half

of the Australian Defence Force members. As

part of the shared services structure, it makes

sense to now explore opportunities to extend

this for additional military pay and HR functions,”

MAJGEN Cosson said.

Another example is the accounts processing

function which resides in Defence Support. The

existing structure includes two transactional

centres, at Puckapunyal, Victoria and Edinburgh,

South Australia to process Defence’s accounts.

However, accounts are also processed outside

these transactional centres. As part of the

shared services structure, Defence Support will

investigate opportunities to expand this service

and consolidate its delivery.

“In this one area alone, we have the potential

to achieve considerable reductions in our

processing costs,” MAJGEN Cosson said.

In relation to non-equipment procurement

and shared services reforms, MAJGEN Cosson

also said: “There will be greater transparency of

what it costs to come to work every day, or to live

on a base, and I think our staff will have greater

ownership in the workplace, and we’ll take better

care of what is given to us to use”.

When asked what Defence Support sees

as the challenges facing this process, MAJGEN

Cosson said: “We can’t confuse a reduction in

service with creating efficiencies. And while we’re

all keen to deliver savings, it is a real balancing act

for the organisation.

“We need to streamline our processes and

work together to find better ways to do what we do.

We’re all part of the one organisation and I know

that if I find a saving as part of the reform it will be

invested into the front end of Defence capability.”

MAJGEN Cosson is confident that

the Strategic Reform Program governance

arrangements will ensure costs savings are

captured and reinvested in ADF capability, and

emphasised the need for lateral thinking across

all lines.

“We can’t put up the boundaries, or return

to our stovepipes, which Defence has a tendency

to do,” MAJGEN Cosson said. “We need to work

together and communicate to every level of

the organisation, from the soldiers, sailors and

airmen, to their commanders and the APS staff

who provide essential support to ADF capability,

as both the shared services and non-equipment

procurement reforms will bring about significant

changes to Defence’s processes.”

Defence supports shared servicesDefence Support is embarking on new and improved ways of doing business, as part of ongoing improvement and to contribute to the Defence White Paper’s Strategic Reform Program. This will see the standardisation of service delivery and a continuation of the move to shared services to achieve operating efficiencies in support of future capability requirements. By Shelley Daws

DeFenCe suPPort d e f e n c e m a g a z i n e ›



30

‘‘there will be greater transparency of what it costs to come to work every day, or to live on a base, and i think our staff will have greater ownership in the workplace, and we’ll take better care of what is given to us to use

Head Defence Support Operations Major general elizabeth cosson’’

t

Military and civilian personnel at work at the customer support centre raaf williamtown.

32www.defence.gov.au/defencemagazine www.defence.gov.au/defencemagazine

33

PeoPle strAtegIes grouP

ore than $600 million will be spent throughout the next four years on targeted improvements to the areas of defence health care, housing,

and family support for our serving men and women.

Set to benefit from $400 million worth of improvements to Defence housing and accommodation policy changes, those in uniform who have dependants will now have greater flexibility to maintain family stability.

“ADF members, particularly those deployed should not be distracted in the performance of their mission by concerns about housing and relocation of their families,” Minister for Defence the Hon. Joel Fitzgibbon MP said.

And for those deployed for six months or more, there will no longer be any member contribution to pay to retain their accommodation while away.

To further support Defence families, and as a direct result of the new Defence White Paper, $55 million will be spent on family support systems.

Eight new Community Development Officers will be established to help families make links with their communities, and develop social networks in each of their posting locations.

This forms part of the “empowering” strategy to provide Defence families with the tools they need to settle into their new communities.

The Government will also extend the trial health care arrangements announced in the 2008-09 Budget and has committed additional funding for the next three years to progressively deliver basic medical and dental care to families.

The Minister for Defence Science and Personnel, the Hon. Warren Snowdon MP, said that in addition to these measures, post-deployment support would be introduced to families of Reserve members.

“Currently, Reservists are deploying on operations for war-like service, peacekeeping or in humanitarian roles alongside their regular counterparts,” Mr Snowdon said.

“This initiative will mean that if the family is experiencing difficulty during the year after deployment, they can access appropriate advice and support services to ensure that emerging issues are dealt with by the family as a whole.”

Mr Snowdon also said that the timely and affordable delivery of high-quality health care options to better achieve patient satisfaction and efficiency for serving members remains a key priority for Government. Approximately $150 million will be spent during the next four years to improve health services.

“In an environment where health care costs are growing, Defence needs to reform its health care delivery options to better achieve patient satisfaction and efficiency,” Mr Snowdon said.

“Current rates of deployment are very high and the future outlined in the White Paper is one

where the nation will continue to ask a lot from our uniformed men and women.

“The Government is committed to improving the mental health support to Defence members and will implement the recommendations of the independent Review of Mental Health Care in the Australian Defence Force and Transition through Discharge, conducted by Professor David Dunt.”

Defence members will also benefit from strategic alliances with State Government and private institutions to provide inpatient health care from state-of-the-art facilities. Direct and practical assistance, through improvements to the rehabilitation and discharge processes, will also be provided to those that are critically ill and/or injured.

People initiatives for the ADF

M

aBove: petty officer stores naval Jason lynch with his wife lisa and daughter erin prior to the departure of hMas Warramunga to the Middle east earlier this year. Photo: POPH Damian Pawlenko

he 2009 defence white paper presents dsto with

the challenge to continue leading defence efforts aimed at maintaining australia’s capability edge in a world

of rapidly-evolving military technology.

DSTO will be focused on exploiting and applying relevant technologies that are crucial in ensuring the ADF has access to highly advanced and networked capabilities.

New technology upgrades for its Melbourne and Adelaide laboratories and other facilities are among the headline new initiatives for DSTO from the White Paper. This includes investing some $10 million during the next four years to upgrade its Missile Simulation Centre, used to evaluate current and future generations of weapons systems, and the Phased Array Radar Testbed that assesses the latest developments in microwave radar and electronic warfare.

The technology refresh is particularly important for DSTO to continue providing high levels of support for the ADF’s new platform acquisitions such as the JSF, future submarine and unmanned aerial vehicles.

Maximising the operational effectiveness of the current and future Defence Force will remain a priority for DSTO. It will continue to provide vital operational support, command and control enhancements, improved simulation and analysis and new capabilities to help the ADF counter emerging and unconventional threats.

This includes direct assistance to current ADF operations through the attachment of specifically-trained DSTO analysts and technologists who provide immediate support to deployed ADF units.

The White Paper has identified a number of advanced technology areas for further investigation and development, and DSTO will be prioritising its research efforts to focus on electronic warfare, intelligence, surveillance and reconnaissance, cyber, underwater warfare and networked systems.

At the same time, DSTO will be exploring forward-looking enabling technologies such as

hypersonics, computer security, electro-optics, biotechnology, nanotechnology and smart materials which impact future defence capabilities.

The White Paper has reaffirmed the crucial role that DSTO plays in assisting the ADF to make timely, cost-effective decisions across its equipment acquisition programs. In view of the ADF’s multi-billion dollar investments in new acquisition projects, DSTO will continue to provide wide-ranging professional advice on technical risks and risk-mitigation strategies in close partnership with the Capability Development Group and Defence Materiel Organisation.

Support to major projects will also be strengthened by providing early input in the acquisition process. New funding arrangements to support CDG and DMO between first pass and introduction into service will also be adopted.

The White Paper has given DSTO the opportunity to undertake a vigorous external engagement program that leverages maximum returns from the ADF’s science and technology activities. This engagement involves DSTO working closely with Australian industry and universities as

well as defence science organisations overseas. There will be greater and deeper opportunities for collaboration using mechanisms such as international project arrangements, Centres of Expertise and Defence Future Capability Technology Centres.

To deliver on its White Paper commitments, DSTO is implementing a strategic reform program that involves simplifying priority setting processes for science and technology requirements and rebalancing its workforce to achieve a more efficient, streamlined organisation aligned to a high-tempo and high-technology acquisition program.

Other reforms are also being put in place to improve DSTO’s governance and accountability and its business procedures through initiatives such as the establishment of an independent external advisory board, simplified budgeting and planning processes, and a flatter management structure in Canberra.

With the implementation of these reforms and the White Paper as its roadmap, DSTO is well-placed to deliver on the targeted science and technology programs that will be crucial in maintaining the ADF’s smart edge for the next 20 years.

Technology takes centre stage

t

DeFenCe sCIenCe AnD teChnology orgAnIsAtIon

aBove: dsto's research facilities will be upgraded under initiatives announced in the defence white paper. right: launch of hycause/hyshot sounding rocket in 2007.the hyshot/hycause hypersonic flight program is a collaboration between many organisations including dsto defence advanced research agency and the University of Queensland. Photo: FSGT Ian Gosper

By Jack Foster


the lAst worD


35

the lAst worD

what makes this white paper stand apart from it predecessors?

The key difference would be the scale and the comprehensiveness of the final product, including the outcomes. I don’t think anyone could argue with the proposition that it will result in what’s described as Force 2030 being the largest, most powerful and indeed most integrated force that we’ve ever contemplated in peace time.

There are also some key points of continuity which relate principally to the fact that the foundational policy framework remains the defence of Australia in terms of its territory, population and infrastructure. So in another sense, that’s a very traditional focus for White Papers, but it’s got a very 21st century flavour and dimension to it now.

In terms of the process, we pushed it out at the Band 2 / 2-Star level down. It went down and out into the organisation more than any previous attempt. I would argue as a result of this networked approach, there are probably literally hundreds of people who have got a piece of the White Paper. They either directly worked on, or at least to some extent, significantly contributed to the White Paper. They worked very hard, it was a very challenging timeline and was made even more challenging by the fact that it was done in the context of a formal budget cycle and also of course with the parallel process of the independent budget audit.

Notwithstanding all of that, it was a very networked and federated approach that we took and a lot of people should take a lot of heart out of the outcome and should in their own little way, feel very heartened by the outcome.

I think in terms of process, I would also argue this was a revolutionary new approach that really engaged the entire organisation – not just with some small elite team locked away in some building, but a team that was very much living and breathing and working amongst all of their colleagues, and where Service chiefs, Group

heads and the head of DMO all empowered either their deputies or very senior officers, who then built their own teams and networked and federated into their own organisations.

So literally, all of the groups and services have got a piece of this and should feel very proud. So not only are the policy settings new and contemporary, but also the process was quite different, and in my view superior.

how will this white paper shape the future of defence? and how will the white paper shape defence’s position in the world considering the current economic situation?

On the one hand, Force 2030 will give a future government, once the force is built, a wider range of options and more capable options in a wider range of scenarios. And that’s pretty self-evident from the scale of the modernisation program envisaged.

But more so than previous white papers, the roll-out and enactment of the Strategic Reform Program (SRP) will fundamentally change the way Defence works as an enterprise – whether it’s non-equipment procurement or more efficient shared services, or smarter maintenance techniques that will actually change the Defence workplace to make it more business-like, more efficient and more effective.

And the great incentive about those two linked thoughts (Force 2030 and the SRP) is that the SRP program will create monetary gains that will be fed into the development of Force 2030. So everyone in the Defence workplace will be able to take some satisfaction out of the fact that the more business-like culture that they’re developing, the new enterprise practices that they are putting in place, actually help to build the force that’s described at the front end of the White Paper.

No White Paper before now has really connected the reform of the enterprise – the unlocking of efficiencies and the realising of

monetary gains out of that process – to the building of the future force.

It’s a blueprint not just for the sharp end – the capability development process, the acquisition of platforms, the development of new force elements and so on – but it’s also a blueprint for everyone in the Defence environment. It’s a blueprint for our enterprise functions, be they logistics, ICT, facilities, estate and so on. And I think everyone quite literally is covered by elements of the White Paper.

Now obviously, the White Paper itself presents high-level guidance at an unclassified level and there’s going to have to be a lot of work done in cascading out more detailed guidance. That really shines the light on the responsibilities that leaders and managers have to translate the high-level guidance into detailed strategies. Whilst it’s a very comprehensive document, it’s still only 140 pages long to cover 21 years, so in that sense, it’s still a very high-level picture. So there’s going to be a huge onus on managers and leaders at all levels to help their workforces understand how the more detailed elements of Force 2030 and the SRP relate to and affect them, but also more importantly, how they contribute to both the development of the force and the realising of the new Defence environment under SRP.

has there been a particular outcome you’ve been happiest with?

We must always acknowledge the fact that even if we worked very long hours and it was our sole project, it’s always the government’s document and we need to remain dispassionate and detached from it in that sense, as obviously the government of the day gives us direction as to what their policy priorities are. But that said, obviously it’s something which gave both my team, and me personally, enormous satisfaction.

I wouldn’t like to highlight one watershed moment, although there were certainly plenty of positive moments and also plenty of challenging

Deputy secretary white Paper, Michael Pezzullo

moments, but what I will place emphasis on was the very detailed engagement that NSC ministers had with the document. They spent hours discussing, debating it; they engaged in dialogue with both Defence and other agencies. The enormous amount of focus, attention and personal time devoted to it by the Secretary and the CDF, who of course have other duties and responsibilities, was another critical factor amongst many. But they were able to prioritise their time so that they gave it an enormous amount of attention. Group heads, Service chiefs and the head of DMO and their senior leaderships also invested a lot of time and energy into it.

But most importantly, I’d like to single out a series of contributions at the level below what I’ve just described. There was a very wide spread network of people who were working either with Major General John Cantwell on the force structure side or with First Assistant Secretary Maria Fernandez on the companion review side. There was an enormous network of folk that John and Maria were able to tap into. They are the true heroes of the White Paper result.

what kind of response have you had so far to the white paper?

There’s been very significant media interest in it and there’s been a lot of interest within our diplomatic community and from foreign partners and certainly just in terms of simple metrics like demand for the White Paper and people looking to collect their copy. It certainly seems to be destined to be a bit of a ‘best seller’. And so the level of interest is certainly very high.

In terms of the nature of the response and the interest, I think people have by and large come to the view that it’s a very comprehensive document. Some of the expert commentators felt that some of the policy formulations perhaps weren’t as they would have had it. Some of the policy experts were of the view that some of the formulations in fact aren’t necessarily the best strategic approaches. They are of course legitimately entitled to those opinions.

I think as far as Defence commentators and industry are concerned, there’s been an almost uniform appreciation of the level of detail provided, in particularly to chapter nine in terms of the capability priorities. It’s going to give industry a very clear steer, particularly when you couple it with the Defence and Industry Conference that’s coming up later in the year, and the Government has stated on several occasions since launching the White Paper that we’ll be putting out more detail at that time in relation to the Defence Capability Plan.

So I think taking the launch on 2 May of the White Paper, coupled with the Budget when the financial detail was more exposed and then towards the end of June when you’ll have the capability plan out there, the Australian community, our international partners and Defence industry will have a very comprehensive view of Defence planning for the next 20 years.

Our job now is to take notice of all commentary and respond appropriately. If the Government requires assistance on how to respond to comments, then we are providing it. It is not our role to sit back and be pained by such commentary, or to rejoice in it. Our job is to have a very dispassionate view and to support the government of the day in dealing with the public debate.

what must defence do now to ensure the white paper achieves its desired outcomes?

I think two things are critical and they themselves break into a whole series of sub-streams. One is, of course, to commit to and deliver the Strategic Reform Program. Without the changed way of doing business, without the reforms to our enterprise, without the savings and efficiency initiatives, the Government has stated quite clearly that funding will fall short. So whether you’re a veteran of previous reforms and efficiency drives, whether you’re a cynic or a sceptic, whether you’re indifferent or an enthusiast, we’ve all got to commit to the same goal and that is the SRP mustn’t simply be a

slogan or a bumper sticker, it’s actually got to come to life and be operationalised and be delivered. Why? Because the plan doesn’t work without it – it’s as simple as that.

Issue two, and linked to that of course, is at the end of the day the Defence organisation exists to provide a war fighting capability and more generally a military capability to the Government of the day to use. And that is now wrapped in our plan Force 2030.

So the other central priority will of course be to drive the capability process to ensure that we deliver through acquisition – through capability development generally, through training our people and so on – the Force 2030 in the timeframes the government has mandated.

Now some of that will fall to the formal two-pass Kinnaird process in terms of cabinet submissions going forward, approvals being given and acquisition being undertaken and the like, but some of it will also fall to the training of our people, the non-DMO type procurement activities, so it doesn’t just fall to the Capability Development Group and DMO to deliver Force 2030 – we all have to.

what was the sense of achievement like once the job was done?

Again, our prime focus is to be of dispassionate and apolitical service to the government of the day, but I think even as public servants we’re allowed at least a small window of satisfaction and celebration. Certainly on a personal note, I’ve got to say that the Saturday afternoon after the launch was certainly a highlight of my career, just experiencing the buzz and sensation of such a major policy statement delivered in such a wonderful amphitheatre of my home town in Sydney. So any chance to get on or close to Sydney Harbour is always close to my heart. And of course, to have a policy document introduced by the Minister and launched by the Prime Minister would be a thrill for any public servant.

But of course I just want to emphasise that none of that represents self-congratulations to which I am entitled, because frankly without the whole team effort and not just the core White Paper team, with my two deputies John Cantwell and Maria Fernandez so prominent, but also that extended family of, if you like, White Paper warriors in all of the groups, we could not have delivered this policy. I think they all ought to indulge in a little celebration – only a little bit – and then the task is now to get on with it.

‘‘no white paper before now has really connected the reform of the enterprise – the unlocking of efficiencies and the realising of monetary gains out of that process – to the building of the future force

’’

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