a plan for the future - department of defencecode of conduct breaches, january to march 2016 links...

DefenceISSUE 2 2016

Special White Paper edition

A PLAN FOR THE FUTURE

2 Defence Issue 2 2016

EDITORIAL

David Edlington Alisha Welch

Lawrence Dutrieux Richard Mihaich

PHOTOGRAPHYDavid McClenaghan

Lauren Larking

CONTACT [email protected]

(02) 6265 4650

Defence magazine is produced by the Ministerial and Executive

Coordination and Communication Division, Department of Defence.

FIND US ONLINEwww.defence.gov.au/

defencemagazine

3 SNAPSHOTS Code of Conduct breaches; latest

YourSay survey

4 WHAT WE GET Key features of the White Paper at a

glance

6 WE’VE ONLY JUST BEGUN The Minister says the challenge now is

to bring the White Paper to life

8 A MAJOR INVESTMENT The Secretary looks at the impact of the

Government’s funding commitment

10 AN EXCITING TIME The White Paper has been built on the

answers to two key questions

12 OUR PLACE IN THE WORLD Australia’s strategic footprint in the

international arena will grow

15 SP&I AT THE HELM Providing continuity between

development and implementation

16 INNOVATIVE SHIFT Industry Policy Division is committed to

once-in-a-generation change

19 A GRAD’S EYE VIEW What the White Paper means for the

next generation

20 DOUBLE ACT DELIVERS Count on the costings of the “two Neils”

and their wealth of experience

22 PEOPLE POWER The capability of the workforce is a key

deliverable

24 FUTURE FOCUSED The First Principles Review is vital to the

implementation of the White Paper

26 PROTECTING THE ESTATE Defence’s capability is tied to the

upkeep of its infrastructure

28 LET’S SHAKE ON IT New partnerships and innovation are

the backbone of the big spend

30 RETRO SYSTEMS BYTE DUST Information and communications

technology to get a big reboot

31 CYBER OFFENSIVE Resources will be marshalled for the

escalating fight against cyber attacks

DefenceThe official magazine of the

Department of Defence

Issue 2 2016

Contents

Prime Minister Malcolm Turnbull launches the Defence White Paper in Canberra. Photo: Lauren Larking

3Issue 2 2016 Defence

LEVEL BEHAVIOUR STATE SANCTION

APS 2 Failure to follow directions; bullied and harassed employee NSW Fine

APS4 Bullied and harassed employee WA Resignation

APS5 False information/claim; attendance issues NSW Reduction in salary

APS6 Failure to follow directions NSW Reprimand

EL1 Failure to follow directions; false information/claim ACT Reduction in classification

EL1 Inappropriate conduct - verbal ACT Resignation

EL1 Failure to follow directions ACT Termination of employment

Code of Conduct breaches, January to March 2016

Links to the APS Code of Conduct, APS Values and APS Employment Principles are available on the PeopleConnect intranet site.

WELCOME to this edition of the Defence magazine, which focuses on the 2016 White Paper and the associated Integrated Invest-ment Program and Defence Industry Policy Statement.

We hope you find the content – which includes contributions from Defence’s senior leadership and articles on some of our peo-ple who were heavily involved in the White Paper process – informative and interesting.

The only non-White Paper coverage is on this page. We will now publish the Code of Conduct breaches, at right, on page 3 every edition. This decision reflects the importance Defence places on accountability and adher-ence to responsible behaviour.

Looking ahead, our next edition will be published mid-year and will have an innova-tion focus.

Snapshot of findings from YourSay survey

THANK you to all who participated in the February 2016 YourSay survey. A growing number of people in Defence are actively informing the policies and programs that affect working life in the ADF and the APS. Here is a selection of survey findings:

Service pride and sense of belongingOver half of respondents felt a strong sense

of belonging to Defence (ADF 68%, APS 61%) and were proud to tell others they were a Defence member (ADF 80%, APS 65%).

Job satisfaction, development and career opportunities

Approximately two-thirds of respondents were satisfied with their job (ADF 68%, APS 62%). Over half of respondents also reported Defence provides access to effective learning and development

opportunities (ADF 58%, APS 59%). However, only half of ADF respondents and less than a third of APS respondents reported they were satisfied with their career opportunities (ADF 49%, APS 28%).

Work-life balanceOver half of respondents reported their

workplace encourages a healthy work-life balance (ADF 57%, APS 70%).

Diversity and inclusionThe majority of respondents reported their

supervisor works effectively with people from diverse backgrounds (ADF 80%, APS 75%) and that Defence has taken practical steps to become a more fair, inclusive and respectful organisation (ADF 76%, APS 66%).

Defence personnel get information on promoting

healthy lifestyle. Photo: David McClenaghan

More information about YourSay is available from the Directorate of People Intelligence & Research

intranet site (http://intranet.defence.gov.au/People/sites/StrategicPeopleResearch/). The YourSay research team can be contacted at your.

[email protected].

FROM THE EDITORIAL TEAM


WHAT WE GET: THE KEY FEATURES Largest rebalance of the work-

force in a generation to match personnel to priority roles

ADF to increase to about 62,400 permanent personnel by 2025-26, its largest size since 1993

1200 new APS positions to be created in critical areas, such as intelligence, cyber security and space-based capabilities

Positions to be accommodated in an APS workforce of about 18,200, down from about 22,300 in June 2012

ADF to invest $280 million in: leading-edge health care; mental-health programs and

services; improved personnel and

relocation services; recruitment and retention of

ADF personnel; and better links between

Defence and DVA to improve transition.

Airlift and sealift Eight heavy-lift C-17A

Globemaster transport aircraft (further heavy air lift capacity in future)

Twelve upgraded C-130J Hercules medium transport aircraft

Two new replenishment vessels by 2026, with a third replacement ship or additional logistics ship to follow

Two additional KC-30A air-to-air refuellers (total of seven), with two more later (total of nine).

Ten C-27J Spartan medium transport aircraft

Ten CH-47F Chinook medium-lift helicopters

Enhanced aero-medical evacuation and search-and-rescue capabilities

Life extension of the logistics support ship HMAS Choules

Land combat, amphibious warfare

People

Personnel at work in a deployable intelligence

surveillance and reconnaissance facility.

M1A1 Abrams tanks fire at targets

during an exercise at Puckapunyal.

New generation armoured combat reconnaissance and infantry fighting vehicles from about 2019 and 2024 respectively

Upgrades for the M1 Abrams Main Battle Tank fleet

Re-establishment of a riverine patrol capability from about 2022

New long-range rockets system from about 2026

Replacement of the general purpose fleet of light, medium and heavy vehicles

New armed reconnaissance helicopter acquired from mid-2020s replacing 22 Tiger Armed Reconnaissance Helicopters

Continuous personal equipment and force protection upgrades for our soldiers

Armed intelligence, surveillance, and reconnaissance unmanned aircraft in the early 2020s

Enhanced Special Forces capabilities, including a fleet of rapidly deployable light helicopters

Amphibious capabilities strengthened, centred on the two Canberra-class amphibious ships


WHAT WE GET: THE KEY FEATURES

Twelve regionally superior submarines – up from current six Three Hobart-class Air Warfare Destroyers by early 2020s Nine new anti-submarine warfare frigates from late 2020s –

replacing eight Anzac-class frigates Twelve new offshore patrol vessels from early 2020s – all

vessels delivered by 2030 Large-hulled multi-purpose patrol vessel to support border

protection and maritime resource security tasks Four Huon-class minehunters extended Fifteen P-8A Poseidon maritime surveillance and response

aircraft from the early 2020s New unmanned maritime tactical intelligence, surveillance

and reconnaissance aircraft from mid-2020s Twenty-four MH-60R Seahawk naval combat helicopters

Maritime, anti-submarine warfare

Key enablersUpgrades to: Defence bases, facilities and logistics

systems Defence information and communica-

tions technology architecture Simulators, training ranges and testing

facilities to support new equipment Investment in next generation

technologies research – about $730 million to 2025-26

Intelligence, space and cyber Air defence network upgrades New all-source intelligence systems Up to five electronic warfare support

aircraft from the early 2020s Seven high-altitude MQ-4C Triton

unmanned surveillance aircraft from early 2020s

Defence imagery capacity enhancements Improved space surveillance and

situational awareness Defence cyber capability significantly

strengthened

Seventy-two F-35A Lightning II Joint Strike Fighters from 2020 to complement the current fleet of 24 F/A-18 Super Hornet aircraft and replace Classic Hornets

Twelve E/A-18G Growler electronic attack aircraft from 2018

Upgrades to six E-7A Wedgetail airborne early warning and control aircraft in service to mid-2030s

New air-to-surface, air-to-air and high-speed and long-range strike and anti-ship weapons

Upgraded air defence surveillance system

Strike, air combatAn E-7A Wedgetail soars through clouds on a training sortie.

HMAS Dechaineux on manoeuvres in the

South China Sea.

The high-altitude MQ-4C Triton unmanned surveillance aircraft.

For more information on the 2016 Defence White Paper, go to

defence.gov.au/White Paper


Minister for Defence Senator Marise Payne speaks at the launch of the White Paper at the Australian Defence Force Academy in Canberra. Photo: Lauren Larking


WE’VE ONLY JUST BEGUN

The release of the White Paper can be considered a success, but it is just the start of a much greater challenge to turn words into reality

Minister for Defence Marise Payne

DELIVERING a fully costed White Paper that for first time aligns strategy, capability and resources was a signifi-cant task for Defence and Government. A rigorous and methodical process was

conducted over two years to outline our strategic en-vironment, our defence priorities and objectives, and the capabilities needed to achieve these goals.

The release of the White Paper and the accompa-nying Integrated Investment Program and Defence Industry Policy is not the end of the process; it is the beginning.

The challenge is turning words into reality. The work that went into producing the White Paper is the foundation which the Government will use to ensure our security and prosperity over the coming decades.

The Government is determined the White Paper and its associated volumes will not be historical relics that sit on the shelf to become a snapshot in time of wishful thinking. We are determined to take the nec-essary and difficult steps to ensure their implemen-tation and to ensure the documents remain relevant with regular reviews and updates.

The White Paper makes clear that our alliance with the United States is at the core of our security and defence planning. The alliance gives Australia access to advanced technology that a nation of our size cannot feasibly develop on its own, and our interoperability with US forces is central to ensuring the ADF’s potency. Together with Australia’s mem-bership of the Five-Eyes community, the alliance ensures Australia has access to, and is able to share, vital intelligence for effective defence planning and countering the threat of terrorism.

At the same time that Australia deepens our relationship with US, we will increase our engage-ment with partners across the Indo-Pacific including Indonesia, Japan, South Korea, New Zealand, India and China.

As the recent abhorrent attacks in Brussels and Lahore have shown, terrorism is a global threat. The attacks remind us of the need to assist other govern-ments to maintain their own security and to work

with them to reduce the threat of returning foreign fighters to our region. And, most importantly, to protect our borders.

It is precisely why the Government’s approach to our security needs to be agile and responsive to threats as they develop. It is why we are committed to regularly reviewing our formal strategic assessments to ensure the implementation of the White Paper remains on track.

The Government recognises that our military must be at the cutting edge of science and technology. More emphasis will be placed on the joint force, bringing together different capabilities so the ADF can apply more force more rapidly and more effec-tively when required.

This means ensuring our Defence Force has the ability to capture and share information more quickly, which is why we are making significant investment in our intelligence, surveillance, reconnaissance, elec-tronic warfare, space and cyber capabilities.

It is clear that to deliver the future capability out-lined in the White Paper that Australian industry will need to be fully engaged.

Reforming our shipbuilding industry and im-plementing a continuous build strategy is the most significant of all the challenges. The White Paper is a clear and unambiguous statement that a strong, viable and sustainable sovereign naval shipbuilding industry is a vital element of our nation’s defence capability.

We are going to need educational institutions to train and skill the workforces we require; research and scientific organisations to help us stay at the lead-ing edge; unions and industry working co-operatively to ensure we have a sustainable industry at the right price; and state governments working together for the benefit of the whole nation.

Despite our complex strategic outlook, Australia is in an extremely enviable position. We are on the doorstep of Asia’s economic transformation and I’m confident the plans we are implementing will ensure our future security, enable us to support our neigh-bours in times of need, and ensure we seize the op-portunities this unprecedented development presents.

“WE ARE DETERMINED TO TAKE THE

NECESSARY AND DIFFICULT STEPS

TO ENSURE IMPLEMENTATION.”

SENATOR MARISE PAYNE, MINISTER FOR DEFENCE


A MAJORINVESTMENTIN DEFENCE

Secretary of Defence Dennis Richardson

THE 2016 Defence White Paper represents a significant investment in Defence by Government and it recognises that Australia has the capability and responsibility to

engage in the region and the wider world to contribute to the maintenance of a rules-based global order.

Defence spending will return to 2 per cent of gross domestic product by 2020-21, providing additional funding of $29.9 billion over the next decade. We will manage this increase in funding through strong central control of the investment program and the contestability mandated by the First Principles Review.

For the first time, the Defence White Paper has been fully costed, with private sector validation, to ensure that it is affordable and achievable.

This means we will be able to deliver a more capable, technologically sophisticated, adaptable and responsive Defence organisation that is more active and internationally engaged in protecting and promoting Australia’s strategic interests.

Another first for any Defence White Paper is the construction of a Defence Integrated Investment Program and a Defence Industry Policy Statement.

These documents are designed to give defence industry the certainty it needs to invest and plan for the future. The aim is to foster a new level of cooperation with industry, and most importantly, to harness the innovation and technological expertise that exists in Australian industry.

One of the big decisions in the 2016 White Paper is the commitment to a long-term continuous build of major warships and minor vessels in Australia. It is a watershed decision and one that emphasises the extent of the investment in our nation’s future defence capability.

We can also look forward to improvements to our information technology and communications infrastructure, as an additional $5 billion will be invested to 2025-26 to modernise Defence’s ICT architecture.

The White Paper is more than a road map to achieve a strong and sustainable defence force.

Allied with the First Principles Review, it will bring about the most significant rebalance in the Defence workforce in a generation. It will provide for 1200 new APS positions to be accommodated within an APS workforce of around 18,200.

The workforce rebalance will offer many career opportunities.

It will require 800 APS positions in intelligence, space and cyber security roles. Another 400 APS positions will open up in areas such as information technology, simulation, force design and analysis, and strategic and international policy.

The new APS positions, which are in areas of high priority, will be offset by natural attrition and reforms that stem from the implementation of the First Principles Review. These reforms are enduring and will lead to a shift away from lower priority functions.

The commitment of funding will ensure Defence achieves its capability plans and continues to contribute to the

maintenance of a rules-based global order

“IT WILL PROVIDE FOR 1200 NEW APS

POSITIONS TO BE ACCOMMODATED

WITHIN AN APS WORKFORCE OF AROUND 18,200.”

DENNIS RICHARDSON, SECRETARY OF DEFENCE


Secretary of Defence Dennis Richardson addresses the

audience at ADFA during the White Paper’s launch.

Photo: John Carroll

I would like to thank the team behind the release of this Defence White Paper.

Initially, the White Paper was supposed to be a 15-month task but this was extended because it was critical to get the decisions right and give the Government the time to understand their full implications.

We also went to the National Security

Committee 15 times during the White Paper’s conception, which is the most I have ever been to that Committee on one issue.

The White Paper is a comprehensive long-term plan that has been well received and I encourage you to look at the features in this edition of the Defence magazine, but also take the time to read the document itself.


AN EXCITING TIME

The development of the White Paper was informed by the answers to two key questions

Chief of the Defence Force Air Chief Marshal Mark Binskin

THE 2016 White Paper is a detailed, cost-effective, well-rounded strategic map for us to follow and then forge the ADF of the future.

Launching the White Paper at the ADFA was a symbolic gesture for the men and women who will own our future capabilities, and ultimately bear responsibility for our future force.

Significant analysis has occurred over the past two years to understand the emerging strategic and security environment. This assessment began with two fundamental questions: what will Government want us to do, and how much is Government prepared to spend to achieve that objective?

The answer to these questions informed the White Paper’s development, which in turn sets out our equipment and personnel requirements for the next generation ADF out to 2035 and beyond.

What we do in the future will be determined by the prevailing security environment. So while our region has enjoyed relative stability in recent decades, we cannot simply expect the current state of play will continue.

We need to be postured to respond to a range of security issues rather than any one specific threat. The ADF must be agile, adaptable and able so that we can undertake a broad range of missions.

To achieve this, we are strengthening key capabilities that will ensure the ADF evolves to become more potent, more agile and more engaged.

The ADF is a relatively small force, so we need to extract the most from every dollar the nation invests. The new capabilities detailed in the White Paper seek to maximise the ADF’s effectiveness as an integrated joint force. We cannot look at any one capability in isolation – individual capabilities must be viewed as layers

in a bigger system that come together to form an integrated force.

We need to be able to operate in the land, air and maritime environments, but the cyber domain is now crucial for us. Although there was a good lot of work done in 2009 and 2013 White Papers, the 2016 White Paper fills in the gaps of the generational changes outlined in 2000, including cyber warfare.

If you think back to the late 1990s and look at the capabilities we had then and compare them to the capabilities we have now, the 2000 White Paper set in train many of the capabilities that are in place today.

In another 15 or 20 years the 2016 White Paper will deliver yet another generational change in a rapidly changing digital landscape of the 21st century. It’s not just about operating in those four domains – we need to fight and win, and that is what we are all about in this business.

Much has been said about the $195 billion investment in new defence capabilities, but more important is the significant investment in our people. New technologies will require new, diverse skills and a more integrated workforce.

On the surface that means an additional 5000 full-time uniformed positions to build the total ADF workforce to 62,400 people over the next 20 years.

When you drill down into the detail, there is another $280 million allocated over the next 10 years in addition to salaries and allowances. That money is for important initiatives such as mental health care, recruitment and retention, support and welfare, housing and more – all of which helps us look after ADF members and their families.

Whether you are focused on raise, train and sustain; current global operations; or positioning us for the future, this is a very exciting time to be in the ADF.

The Chiefs have their say

Prime Minister Malcolm Turnbull and Chief of the Defence Force Air Chief Marshal Mark Binskin talk to Army cadets after the launch of the White Paper.Photo: Lauren Larking

Vice Admiral Ray Griggs, Vice Chief of the Defence ForceWE HAVE reached a significant milestone. For the first time all major Defence capital investments have been brought together to enable coherent, efficient and sustainable development of the future force structure. The Integrated Investment Program (IIP) is an important body of work underpinned by clearer accountabilities, a stronger strategic centre and an end-to-end Capability Life Cycle (CLC). The IIP will maximise the effectiveness of the new CLC model by providing consistency and predictability for Defence and industry.

Behavioural change will be required from our organisation but ultimately the integrated, whole-of-capability and whole-of-life investment planning focus will achieve better outcomes. We have been given an incredible opportunity to make better informed and more agile investment decisions which will allow the ADF to develop into a truly integrated joint force.


Vice Admiral Tim Barrett, Chief of NavyOVER the next decade, we will see one of the largest regenerations of our maritime capabili-ties, but this is only part of the story.

The announce-ment of significant platform investment is a national endeavour that Navy can only achieve working closely with industry. The Navy will become more potent over the next two decades through the acquisition of more capable subma-rines, ships and aircraft, and better integration of combat and supporting systems across Defence.

We have to make sure we manage the growth in expectations – we have to consider the great integration that it is going to be required from us across the ADF. This is all about opportunity. We have to think big. We have to think enterprise. We have to think risk management. But, more im-portant, we have to think differently.

Air Marshal Leo Davies, Chief of Air ForceAIR Force has al-ready started build-ing for the White Paper through Air Force Improvement, our cultural reform changes and Plan Jericho.

The White Paper confirms our path for the future; rec-ognises the importance of personnel, including better support for mental health; provides for the integrating capabilities we need under Plan Jericho, such as improved information technology systems; and comes with the funding to help us achieve these things.

With the release of the White Paper we now have a formal plan for build-ing our future force. The initiatives will mean a range of work for personnel across Air Force, Capability Acquisition and Sustainment Group, and other groups, to enable platforms before they are delivered to a squadron or take their first flight.

Lieutenant General Angus Campbell, Chief of ArmyTHE Government will invest around 18 per cent of Defence capital expenditure by 2025-26 in land combat and amphibious warfare capabilities.

These enhancements will increase Australia’s capacity for both combat and non-combat operations, including security and stabilisation operations, and the provision of humanitarian assistance and disaster relief.

Defence will continuously monitor, adapt and improve the personal equipment and weapon systems to respond quickly to evolving operational requirements.

I’m pleased that the Government has committed to the Land 400 program to replace the combat reconnaissance vehicle and infantry fighting vehicle.

The Chiefs have their sayVice Admiral David Johnston,Chief of Joint OperationsTHE White Paper has provided a clear defence strategy under which we can plan and coordinate the conduct of operations now and into the future. The enhanced capabilities defined in the White Paper will deliver a force that is more agile and potent and capable of conducting broad-ranging operations to defend Australia and protect her national interests. As our strategic environment becomes more complex, it is increasingly important to build international partnerships and improve our interoperability with regional and global allies and partners. Joint operations and exercises remain at the forefront of this engagement. Increasing ADF preparedness will ensure Defence has greater capacity and agility to achieve the full range of roles expected of it by Government, and to respond when military support is required.


INTERNATIONAL engagement is a core strategic element of the 2016 Defence White Paper, which Deputy Secretary Strategic Policy and Intelligence Peter Baxter describes as the most

comprehensive Australia has developed.Extensive international consultation with

key partners formed an integral part of the development of the first fully costed and externally cost-assured Defence White Paper.

Peter says the White Paper became the subject of conversation in every bilateral meeting of any substance that Defence engaged in over the past two years.

Just hours before the White Paper launch at ADFA in Canberra on 25 February, Peter had been so involved in international engagement that he was losing his voice.

A week earlier he was in Indonesia, which had an “enormous appreciation” of his visit.

“I had about a dozen generals firing questions at me for an hour in a simultaneous translation session, so it was full on,” Peter says.

Transparency was at the forefront of the engagement process, including with the Chinese.

“We talked about transparency; we talked about the pace and the scale of Chinese land reclamation activity in the South China Sea,” Peter says.

“Greater transparency in the development of rationale for military modernisation plans will help to alleviate suspicion and mistrust, and I think Australia takes the lead in the region in terms of our commitment to transparency.

“You can never do too much in terms of explaining to people why you’re doing things and what you’re trying to achieve by particular initiatives.”

Peter says the White Paper will, for the first time, prioritise and fund international engagement as a “core Defence function that generates military capability” – one that recognises the role Defence engagement plays in positively shaping Australia’s security environment.

In the next two decades, Defence will build

on its already strong network of global partners, including bolstering Australia’s alliance with the US and extending its cooperation with partners in the Indo-Pacific region.

Peter says the Government will increase investment in international defence engagement, of which training, exercises and routine operations with international partners are an important part.

“One of the challenges for us in the international engagement space is to have a clear strategy behind what we’re doing, and with which countries we’re prioritising,” he says.

Implementation of the US force posture initiative that enhances Defence capability, provides training opportunities for the ADF and supports improved interoperability with the US will continue to be a focus.

“The White Paper makes it clear that a strong and deep alliance with the US is at the core of Australia’s security and defence planning,” Peter says.

Under the White Paper, Australia will double the training of foreign military forces in Australia by 2031, increase the number of Defence personnel working overseas and strengthen Defence’s international presence, with a particular focus on the Indo-Pacific.

“The White Paper recognises that Australia’s security and prosperity is tied directly to regional security and stability, and the maintenance of a rules-based global order,” Peter says.

“Defence’s regular presence in the Indo-Pacific and the scale and frequency of its engagement activities with regional partners will be substantially increased, including by increasing Defence participation in multinational exercises.

“Globally, we will maintain partnerships with international organisations such as the United Nations and NATO to bolster the stability of the rules-based order.”

Continued page 14

OUR PLACE IN THE WORLD

Australia’s strategic footprint in the international arena will become bigger. Deputy Secretary Strategic Policy and Intelligence Peter Baxter explains

why the 2016 White Paper is the perfect launch pad

Deputy Secretary Strategic Policy and Intelligence Peter Baxter addresses the senior

leadership group meeting after the White Paper launch.

Photo: Corporal Sebastian Beurich

Lawrence Dutrieux

“THE WHITE PAPER RECOGNISES THAT

AUSTRALIA’S SECURITY AND PROSPERITY IS TIED DIRECTLY TO REGIONAL

SECURITY AND STABILITY, AND THE MAINTENANCE

OF A RULES-BASED GLOBAL ORDER.”

PETER BAXTER, DEPUTY SECRETARY STRATEGIC

POLICY AND INTELLIGENCE


From page 12

Investment in people is also important, so Defence plans to train people to work overseas. Language and cultural awareness training will also be increased.

Peter says the White Paper’s strategic policy framework began its evolution on a positive footing by encouraging the nation’s political leaders to think two decades into the future.

In a series of deep dives on a long-term strategic outlook, thought-provoking questions were posed, such as: Where will China be in 2035? Where will the US be in 2035? Will the US still be the world’s global pre-eminent military power? Where will US power be relative to the growing military strength of China?

Peter says there was a comprehensive strategic assessment of Australia’s outlook to 2035. This was achieved by close cooperation with agencies such as the Office of National Assessments and departments such as Foreign Affairs and Trade and Prime Minister and Cabinet.

“In the end we made the unremarkable judgement that there’s no more than a remote prospect of a military attack on Australian territory by another country over the next 20 years,” he says.

“There will be tremendous economic opportunities in our region, but also a far more complex and uncertain strategic environment, given the pace of change in our immediate environment and beyond.”

The White Paper identifies six key drivers that will shape the development of Australia’s security environment until 2035. They are:

US-China relations The relationship between the US and China is fundamental for regional security for at least the next 20 years, and the ability to manage differences is critical.

Challenges to stability of the rules-based global order Australia’s security and prosperity relies on a stable, rules-based global order that supports the resolution of disputes by peaceful means and allows free and open trade.

The growing terrorism threat to Australia’s security Terrorist groups such as Daesh will continue to be a threat and, over the next 20 years, it can be expected that new terrorist groups will emerge. Peter says tackling this threat will be factored into Defence’s operational and capability planning.

State fragility within our own neighbourhood Peter says risks arise from uneven economic growth, rapid population growth, crime, climate change, social and governance challenges. Climate change is likely to increase the demand for humanitarian assistance and disaster relief. For example: “A cyclone like Cyclone Winston, which hit Fiji, and Cyclone Pam, which hit Vanuatu, can literally set back those countries in their development terms by a decade or more.”

The pace of military modernisation in our region Australia’s ability to maintain technology and capability superiority in the region will be challenged by the growth of more capable

and modern military forces in the Indo-Pacific region to 2035 and beyond. For example, Hugh White, the author of the 2000 White Paper, “wasn’t writing about the submarine programs in Vietnam, Singapore, Malaysia and Indonesia. That’s something that we were faced with when we were writing this White Paper,” Peter says.

Increasing security threats in space and cyberspace “The cyber threat to Australia is growing. It represents a real and present risk to the ADF’s warfighting capability, our national security and economic prosperity,” Peter says.

Peter says from assessments of the strategic environment and the six key drivers, new Defence policy settings were formed.

“Importantly, the paper acknowledges that Australia’s strategic circumstances mean that Australia’s defence strategy cannot be constrained by historical notions of defending Australia at our borders and in the air-sea gap,” he says.

“Strategic defence objectives recognise that events far away from Australia obviously impact our national interest, whether it’s Daesh at the moment or other forms of instability in the Middle East, or threats to global energy supplies and trade routes.”

He is pleased the White Paper provides a “comprehensive long-term plan for the safety and security of the Australian people and the defence or our territory and interests”.

Guidance about the priorities for international engagement will be in the Defence International Engagement Policy that will be issued mid-year.

An Australian soldier instructs an Iraqi counterpart at the Taji Military Complex north-west of Baghdad as part of our contribution to the fight against Daesh. Photo: Captain Bradley Richardson


DEFENCE’S newest group, Strategic Policy and Intelligence (SP&I), provides continuity between the development of the 2016 Defence White Paper and its implementation.

As part of its previous incarnation as Strategy Group, it was the architect of the White Paper and the accompanying Integrated Investment Program and Defence Industry Policy Statement.

Now SP&I Group will be at the forefront of Defence’s implementation of these initiatives.

Key people and areas that developed the documents will be involved in this process, which underscores how invested the Group is in delivering the White Paper’s objectives.

Deputy Secretary SP&I Peter Baxter also provides continuity as he oversaw the White Paper’s creation as the head of Strategy Group.

SP&I Group, which was formed on 8 February, unites Defence’s policy, intelligence and contestability

functions, which are key recommendations of the First

Principles Review.Peter says the First

Principles Review reforms are critical to building a Defence organisation that

can deliver the plans in the White Paper.

“Strong central leadership will set strategic priorities, manage resources and be responsible for steering the whole Defence organisation to implement the Government’s defence policies,” Peter says.

“And a more streamlined end-to-end

capability development process will be a key

enabler for the delivery of the Government’s force

modernisation programs in the White Paper.”He says the Government wants

to ensure that the rigorous and

methodical approach adopted for the White Paper will be the standard for Defence business.

“The alignment of strategy, capability and resources will be maintained across Defence planning, led by clear direction and contestability of decision-making,” he says.

The Contestability Division in SP&I Group was established to provide a credible, arm’s-length internal contestability function for capability and investment proposals and to ensure Defence’s capability needs and requirements are aligned with strategy and resources.

“The contestability function will ensure the force structure, portfolio of capability investments and individual projects deliver the Government’s policy objectives and strategic needs in the White Paper and the Integrated Investment Program,” Peter says.

“Contestability will be applied across the entire capability life cycle from concept through to disposal. Contestability is about cultivating a mindset and behaviours that welcome the testing of assumptions.

“Contestability will not advocate particular outcomes but will support better decision-making by ensuring we produce the best business cases possible for our future acquisitions.”

Peter says the organisation and internal processes of the Group will evolve over time to capitalise on the intent of the First Principles Review.

He is looking forward to the Group’s role in carrying forward the initiatives of the White Paper and its associated documents.

“We are very focused on the effective implementation of these initiatives,” Peter says.

“It is worth remembering that we have an integrated workforce. Both civilian and ADF members bring their respective strengths to the organisation, and are working towards the common purpose of delivering on the White Paper, the Integrated Investment Program and the Defence Industry Policy Statement.”

David Edlington

Strategic Policy and Intelligence Group at helm of White Paper

“IT IS WORTH REMEMBERING THAT WE HAVE AN INTEGRATED

WORKFORCE. BOTH CIVILIAN AND ADF MEMBERS BRING THEIR

RESPECTIVE STRENGTHS TO THE ORGANISATION, AND ARE

WORKING TOWARDS THE COMMON PURPOSE OF DELIVERING ON THE WHITE PAPER, THE INTEGRATED

INVESTMENT PROGRAM AND THE DEFENCE INDUSTRY POLICY

STATEMENT.”

PETER BAXTER, DEPUTY SECRETARY STRATEGIC POLICY

AND INTELLIGENCE

SP&I Group consists of five divisions and three intelligence agencies.

The Group brings together Defence’s policy, intelligence and contestability functions to deliver high quality advice to Government, the Secretary and the Chief of the Defence Force.

The Group comprises: Strategic Policy Division International Policy Division Defence Industry Policy Division Contestability Division Ministerial and Executive

Coordination and Communication Division

Australian Geospatial–Intelligence Organisation

Australian Signals Directorate Defence Intelligence Organisation

Snapshot


THERE is such an air of excitement at the Defence Industry Policy Division it seems infectious. The new division, formed in December 2015, is fully committed to a “once

in a generation” change to Defence’s approach to industry engagement and innovation.

First Assistant Secretary Kate Louis and her small but dedicated team devoted two years to publish their “radical” Defence Industry Policy Statement (affectionately known as DIPS), which was revealed at the 2016 White Paper launch on 25 February at ADFA.

The other team members are Senior Adviser Naval Shipbuilding Glenn Alcock, and Assistant Directors White Paper Enterprise Management Lois Wake and Nathan Rufus.

Each has a common passion for the “massive” challenge involved in reshaping industry policy.

“We really are in a once-in-a-generation change, particularly in the innovation space – we’re looking at some important changes. I guess I can look maybe 10-15 years into the future and see things that we are doing now that could really make a difference to warfighters and their capability,” Kate says.

“The stars are aligning in terms of great Government backing and intent, senior Government buy-in and a great framework.”

Kate says the team was focused on generating a policy statement that represents a shift in Defence’s approach to innovation and industry.

“A small team was critical to the success. I don’t think anyone would say that coming up with a policy statement for a White Paper is an easy exercise to do,” she says.

Lois says the experience over two years for her was a “real emotional roller-coaster”.

Nathan describes the launch of the Industry Policy Statement, the first time such a document was released with a White Paper, as a highlight given the long incubation period.

“It has been behind closed doors for a such a long time it was good to see it out in the

real world,” says Nathan, who adds that on a personal front he started two years ago with a girlfriend, who then became his fianceé and is now his wife.

Glenn says juggling the family and work balance was difficult over the past two years as his 12-month-old boy grew to a three-year-old.

“That was huge part of the mix – challenging home life with a huge expectation of work. What pushed us through that was the team and our ability to keep going through what was our single principle – the passion and belief,” he says.

So how do you forge a brand new policy statement?

“I can just remember that first day thinking: this is very daunting. What we can do with industry policy? What was the problem we were trying to solve? There were literally endless solutions that you could come up with. I found that first year quite challenging but once it started to come together it was like a snowball,” Kate recalls.

Two years later there is no sign of that snowball losing momentum. The team is now busily implementing key initiatives and measures. The Government announced on 8 March that the Centre for Defence Industry Capability will be headquartered in Adelaide.

The centre, co-chaired by Defence and the private sector, will have $230 million in funding over the decade to provide business development and to facilitate innovation nationwide.

The team is now also focusing on a second initiative, “a new approach to innovation”, which consists of two funded parts: the Next Generation Technologies Fund and the Defence Innovation Hub.

Over the next decade, $730 million has been set aside for the fund for research into cutting-edge technologies. The hub will be funded at $640 million over the decade to fund collaborative innovation projects to be shared between Defence, industry and academia.

According to Kate, these two initiatives are

Through thick and thin a small team devoted two years to redefining Defence’s industry policy. We look at who they are and what drove them

INNOVATIVE SHIFT

Lawrence Dutrieux

ground-breaking and are at the heart of the industry policy.

“We are hoping that there’s a start-up out there that needs to be linked in with our new initiatives. Somewhere out there is the company that is going to transform the landscape,” she says.

“If we have set up a framework that can find them, nurture them, bring them through and deliver Defence capability then we will have done our job. Developing that Australian industry capability is at the heart of what we are trying to do.”

Glenn, who is heavily involved with the innovation hub, agrees.

“OUR SMALL TEAM WAS CRITICAL TO THE SUCCESS. WE REALLY ARE IN A ONCE-IN-A-

GENERATION CHANGE, PARTICULARLY IN THE INNOVATION SPACE –

WE’RE LOOKING AT SOME IMPORTANT CHANGES.”

KATE LOUIS, FIRST ASSISTANT SECRETARY

DEFENCE INDUSTRY POLICY


“Defence innovation is at the heartland of capability managers. They are extremely passionate – it is their next generation, it’s their edge,” he says.

Now that the White Paper has been made public, Kate and the team are prepared for a long road of policy implementation.

“We feel we’ve been the mountaineers – and we are just at base camp. We are very proud of the products and proud of where we have got to with the industry policy statement, but now we will need to find the resources within ourselves to do the next big push up to the summit,” Kate says.

She says the framework is now in place

that has a government objective, intent and, importantly, a budget. “Now we have to complete the real detailed design, now is the time to actually set the initiatives up and get them running.”

The team collectively agree their working relationship with the private sector industry has been “fantastic”.

“They have been extremely cooperative – they all took off their individual company hats. They are passionate about Defence industry broadly and growing that base,” Kate says.

“It was really a high point for me to work with industry in that capacity. They have shaped so many ideas and the thoughts – this isn’t

something the Defence has done in an ivory tower.” She believes this collaboration will continue in the implementation phase.

Nathan says throughout the entire process “the senior management buy-in has been absolutely fantastic”.

“This has not been developed in isolation at a lower level and someone has just rubber-stamped. We went through 12 Cabinet submissions through the entire process in two years,” Nathan says.

The formation of DIPS will bring about a cultural shift within the Department, according to Glenn.

Continued page 18

The Defence Industry Policy team, from left, Kate Louis, Nathan Rufus, Glenn Alcock and Lois Wake. Photo: Lauren Larking


From page 17

“A lot of different areas in Defence are impacted by these documents and by the DIPS particularly. We want to bring those areas to an understanding that every single way that Defence engages with industry is important,” he says.

The Division has three branches – Defence Capability and Innovation Branch, Defence Export Controls Branch and Defence Industry Branch – and comes under the umbrella of the Strategic Policy and Intelligence Group, established on 8 February as a key recommendation of the First Principles Review.

There will be exciting roles for Defence public servants to consider in the near future as the Group offers opportunities for career development. Kate says there are around 70 positions in her Division, which will climb to around 100 once DIPS is fully implemented.

“We are trying to finalise the design of the Division now, but I think there will be opportunities and we hope we can attract some great talent to support us. We think we have got some really interesting and exciting initiatives, and the three branches together make a great division to work in,” she says.

Lois adds the Division will have national links with government, agencies and enterprises.

She says the CDIC initiative is going to be a close collaboration with AusIndustry.

“Having that ongoing dialogue and ongoing relationship with numerous other federal agencies is something that not all APS personnel get to experience working in Defence,” Lois says.

Kate and her team have previously channelled JRR Tolkien’s Lord of the Rings to tell the story of their “journey” of achievement. And they do seem to share a similar bond to the special fellowship at the heart of that story. In their case, it’s a fellowship that has forged one of the most innovative policies for Defence in recent history.

GETTING to the heart of cutting really good policy was massive but an “extremely exciting” task, according to Senior Adviser Naval Shipbuilding Glenn Alcock.

“We are all so just passionate about our own little areas of expertise,” says Glenn, who also had a big hand delivering the naval shipbuilding element of the Government’s policy.

He says being part of a small team gave them an edge.

“It was emotionally draining – it was a massive, massive task we were trying to take on, but everyone was able to bring their expertise to the table,” he says.

“Every word matters, every data point matters – because we operate in the sphere of senior executive level it was that pressure of making sure you had everything right.”

Glenn says to get the point of implementing the policy, the team was able to ride through internal debate by maintaining a great sense of humour.

“We were creating something that was really complex and important and if you don’t have someone who is challenging you on something, or a view that you have, then I think you don’t refine and you don’t move forward. So we had a lot of those robust conversations.”

ASSISTANT Director White Paper Enterprise Management Lois Wake believes that a distinguishing feature of the Defence Industry Policy Division is its part in both writing and implementing policy.

“We are carrying that bible of the policy we wrote with us. We’ve got that ownership, so having developed the policy we can then implement it – that is really great to be able to follow the journey all the way through.”

The Centre for Defence Industry Capability, which was announced in March to be headquartered in Adelaide, has been Lois’s main focus recently. She says the centre will foster innovation for both Defence and industry and will have a national reach.

Lois has loved working with a small dynamic team, which faced plenty of curve balls since it came together two years ago and there are likely to be more during the industry policy’s implementation.

However, Lois says the team will be able to handle the pressure. “It is going to have different challenges; we will just have to face those as we have done all the way along.”

Lois adds becoming part of an expanded Division is exciting as there will be “new colleagues to bring on the journey with us”.

NATHAN Rufus, Assistant Director White Paper Enterprise Management, was “thrown in the deep end” when joining the industry policy team, as it was his first experience with a major policy exercise.

“It is a challenge to always try and meet the mark. In other roles I was once deployed overseas for seven months – I think that was a walk in the park compared to doing this because you have got to keep your game up for so long,” Nathan says.

“We wanted every word to actually make sense and not be hollow. It had to deliver something that industry could understand, believe in and really embody that relationship that we want to create with industry.”

Nathan says Prime Minister Malcolm Turnbull’s national innovation agenda was something that the team wanted to tap into.

“We were actually quite excited about that emphasis, but being able to understand what was going on in other areas and then making sure it was aligned and synchronised was pretty challenging,” he says.

Nathan is looking forward to the implementation stage of the policy. “We are staying, the journey is only half finished.”

Passion the secret to ‘cutting good policy’

Making senseOwnership key

Glenn Alcock

Lois Wake

Nathan Rufus


BEFORE starting at Defence, I had heard of the White Paper, but I had no idea what a big deal it was. From my first day, I realised everything in the Department was

leading up to the release of this significant document and that its contents would have a direct impact on the work I would be doing throughout my graduate year and into the future.

I had the privilege to attend the White Paper launch at ADFA on 25 February with a number of other graduates from my cohort. On arrival, we were surprised to see that we, along with ADFA cadets, had been given the best seats in the house. Prime Minister Malcolm Turnbull spoke directly to us, as the “future leaders of Defence”, and he described how the direction put forward in the White Paper would shape Defence policy and provide capability throughout our careers.

It was also clear that the White Paper is not merely a document about the future but a reflection of the past. It represents the culmination of many years of collective knowledge and hard work across Defence to determine our approach into the future. Coming away from the launch I felt I had a deeper appreciation for this and a responsibility to learn more about Defence’s history.

To me, a key focus of the White Paper is the development of a plan for navigating the balancing act of Australia’s international relationships across the next decade.

Arriving at Russell Offices for the first time, the first thing that caught my eye was the giant eagle at Sir Thomas Blamey Square, a conspicuous and unambiguous reminder of Australia’s relationship with the US. I brushed it off as a tribute to historical ties with the US in times gone by. The release of the White Paper proved me wrong: our relationship with the US remains a key feature of Defence’s international strategy.

Of course, this is complicated by the dynamics of our position in the Asia-Pacific

region, and our proximity to and relationship with China. The relationship between China and the US is obviously a significant factor driving Australia’s defence strategy in the White Paper. Australia has much to gain from a co-operative relationship between the US and China. On the other hand, we have much to lose from competition and tension between the two powers and, in my view, the White Paper’s commitment to increased capability in many ways represents a contingency plan in the form of a modern and independent ADF.

From my perspective, there is a difficulty in creating a plan for a future that we do not yet know. The rapidly changing dynamics in our region, the challenges of terrorism and the growing technological advancements all make it impossible to predict the future. No doubt, there are experts who have put many months of work into weighing up all of these contributing factors when making their conclusions about our Defence needs in the future. However, from where I stand, it seems impossible to foresee with certainty what the world will look like when my graduate cohort is leading Defence.

As a young female it is exciting to be beginning my career in Defence at a time where we have our first female Defence Minister, Marise Payne, and I was pleased to be able to hear from her at the launch. However, while the Minister gave her address I looked at the stage

of senior Defence leadership sitting behind her, and then to the audience around me, and from where I was sitting Defence looked decidedly white and male. Since starting with Defence, I have heard a lot about equity and diversity and I know this is something Defence is working hard on.

There are many leaders who are leading by example through their commitment to cultural change. Nevertheless, I realised that despite our best efforts these things do not occur overnight. To develop innovatively and meet our capability requirements into the future it is clear that we will need to draw upon a range of viewpoints. To do this, we all need to play a part in a continued effort to embrace diversity.

My short time with Defence has so far been within the Estate and Infrastructure Group. This leaves me looking at the White Paper from a particular perspective. In the days following the release I was surprised to see that the media focus was on Defence’s new submarines, when I thought the White Paper dealt mainly with base upgrades, maintenance and industry contracts.

The vastness of the White Paper’s coverage, and the sheer size of the numbers involved, highlights the huge complexity of Defence. This organisation has a massive application and I’m sure my understanding of the White Paper will shift as I gain experience across Defence and see its impact in different areas.

What does the Defence White Paper mean for the next generation? A

graduate at Defence People Group shares her insights

A GRAD’S EYE VIEW

“THIS ORGANISATION HAS A MASSIVE APPLICATION

AND I’M SURE MY UNDERSTANDING OF THE WHITE PAPER WILL SHIFT AS I GAIN EXPERIENCE.”

OLIVIA LESLIE, DEFENCE GRADUATE

Defence graduate Olivia Leslie. Photo: Lauren Larking

Olivia Leslie


EVEN the Prime Minister and Defence Minister call them the “two Neils”. They are Air Vice Marshal Neil Hart and Neil Orme, who combined a collective 60

years’ experience to help deliver the first fully costed White Paper that takes into account infrastructure and personnel.

The two Neils developed the 2016 Integrated Investment Program, which was a key output from the Force Structure Review that was undertaken as part of the White Paper process.

“It was the first time Defence has described in detail, in a public document, the rationale for its plans for a future force,” Neil O says, speaking of the Integrated Investment Program.

“And the first time Defence has consciously put together, in a single plan, those different elements of investment like equipment, facilities and workforce with the Integrated Investment Program.

“Our mantra has been to align strategy, resources and capability.”

Traditionally, Defence had separate costings but the Integrated Investment Program brought all inputs together into a single plan.

This meant looking at costings beyond simply purchasing new systems, according to Neil H.

“We don’t have an Air Force without airfields, we don’t have a Navy without wharves and ports, and we don’t have an Army without training ranges,” he says.

“We have a pretty potent set of equipment and capabilities, but what we hadn’t focused on as effectively over the past five to 10 years were the joint enablers like infrastructure and estate.”

Neil O says they had to balance major capabilities with everything that makes them viable.

“The enablers are the glue that binds together the elements of a modern defence force,” he says.

“We used to talk about ‘glue projects’ and in the competition for resources those enabling functions tended to run second.”

After the Force Structure Review was

approved by Government, the two Neils and the team moved on to the Integrated Investment Program using the newly increased Defence budget, in what Neil H calls the “funding envelope”.

“You can’t focus on one system this year and another next year. We needed the appropriate balance of investment to fund a number of areas simultaneously at an achievable rate,” he says.

The two Neils also strived for benchmarks to see if they were getting value, whether there was time for people to be trained in a new system, and how quickly industry could respond.

“Some projects were robust and well known but we had external costing companies come in to make sure we had thought of everything and had the right numbers,” Neil H says.

“With the capabilities that were new, we really had to get those costing companies to develop estimates and work from there.”

The Chief Finance Officer Group set up a panel of eight private companies to conduct about 70 cost assurance activities across the Integrated Investment Program and the entire Defence budget.

With about 400 projects to take into account, Neil O says they had to weigh up competing priorities and not leave any capability gaps when new equipment was introduced.

“Juggling that vast array of projects to get the optimum mix of capabilities was the biggest challenge,” he says. “We were making calls on what we would allocate to a particular capability, work out the timeframe and how much funding should be allocated.”

Neil H joined the Air Force as a pilot more than 30 years ago and has flown more than 3000 hours in fighters like the Mirage and F/A-18 Hornet.

Neil O joined the APS in the mid-1980s as a stores clerk at the Navy Supply Centre in Sydney before moving up the ranks to become a First Assistant Secretary.

“I know how Government works and I’m good with words,” Neil O says. “Neil H has a very deep knowledge of military capability

and he’s good with numbers. That’s the ideal combination in terms of bringing together what is probably one of the most complex pieces of policy advice you can have.

“Most people know who we are because we’ve been around forever and we both have an extensive network.”

Neil O says they avoided military or doctrinal terms when putting the work together.

“Any reasonably informed citizen can read that document and have a pretty clear understanding of what the intent is,” he says.

Both Neils were pleased they had helped assemble Defence’s $1.2 trillion plan for the next 20 years.

“While not everyone got everything they wanted, you’d be hard pressed to find an area that didn’t get some level of enhancement, additional capability, training, or facilities in meeting the agreed strategy,” Neil H says.

“We’ve published a 20-year view, factored in glue projects and made sure all our existing or planned capabilities aren’t bought and forgotten.

“They have support mechanisms and they maintain their relevance through technology upgrades.”

Neil O has now moved to the Australian Geospatial–Intelligence Organisation and Neil H is working to implement the First Principles Review.

“It’s now time to move into the execution phase of the White Paper and it’s important to have a new team to bring a fresh perspective,” Neil O says.

“I think bringing to bear that combination of experienced military and civilian officers will be the key ingredient to success.”

Neil H hopes the program will be remembered as an integrated starting point for developing future capabilities.

“We have a simple and understandable capability framework,” he says. “Some things will change and adapt, but I’m hoping our approach is taken forward and we never buy a ship without considering wharves, aircraft without airfields, or other systems without networks.”

DOUBLE ACT DELIVERS

Neil Hart and Neil Orme drew on their wealth of experience in Defence to help deliver the first fully costed White Paper

Corporal Max Bree

“THE ENABLERS ARE THE GLUE THAT

BINDS TOGETHER THE ELEMENTS OF A MODERN DEFENCE

FORCE.”NEIL ORME,

DIRECTOR AUSTRALIAN GEOSPATIAL–INTELLIGENCE ORGANISATION


Neil Orme and Air Vice Marshal Neil Hart with copies of the finished product.Photo: David McClenaghan

“THE ENABLERS ARE THE GLUE THAT

BINDS TOGETHER THE ELEMENTS OF A MODERN DEFENCE

FORCE.”NEIL ORME,

DIRECTOR AUSTRALIAN GEOSPATIAL–INTELLIGENCE ORGANISATION


AKEY deliverable of the 2016 White Paper is the capability of the workforce. Defence must attract, recruit, develop and retain the right people in order to meet future

requirements. As part of the Defence People Group’s (DPG)

role of enabling the delivery of capability, the Group is undertaking two high-level initiatives through the First Principles Review – the APS Skills Census and the Strategic Workforce Plan. These initiatives will assist Defence to achieve the workforce needed to deliver the White Paper’s outcomes.

First Assistant Secretary People Policy and Culture Justine Greig says the White Paper acknowledges people are the foundation of the organisation’s effectiveness and reputation.

“Senior leaders have expressed their commitment to ensuring proper skilling is readily available for staff who feel they could be

better equipped to carry out their roles now, and into the future,” Justine says.

In the next few months, Defence APS employees will be asked to complete the Defence APS Skills Census.

“The skills census will be used to gain a clearer understanding of the current capabilities of the Defence workforce. For staff, the census will assist individuals in identifying their skills and knowledge, and areas that might require some further development,” Justine says.

The census has been developed on Campus, Defence’s e-learning platform, and will be staggered over three rounds from April to August.

“The census will help identify training and development courses and will enable meaningful discussions with individuals’ managers for furthering their career development aims,” Justine says.

The aggregated results from the census will

Dianna Woods and Carla Roscoe

PEOPLE POWER

The team behind the Defence People Group’s Strategic Workforce Plan. Photos: Corporal Bill Solomou

“SENIOR LEADERS HAVE EXPRESSED THEIR

COMMITMENT TO ENSURING PROPER SKILLING IS READILY AVAILABLE FOR STAFF WHO

FEEL THEY COULD BE BETTER EQUIPPED TO CARRY OUT

THEIR ROLES NOW, AND INTO THE FUTURE.”

JUSTINE GREIG, FIRST ASSISTANT SECRETARY PEOPLE POLICY AND CULTURE

The Defence People Group is busily implementing two initiatives to enhance capability through Defence’s workforce


The people who are delivering the Defence

APS Skills Census.

be available at a number of levels, including managers, group and job family. The results will inform future workforce planning, including the development of the Strategic Workforce Plan, and investment in skilling and development.

Once an understanding of the relevant skills gap in the organisation has been identified, job family plans will be developed, including which areas of development are most important to furthering the capability of the APS workforce.

Director Workforce Modelling, Forecasting and Analysis Colonel Paul Robards is leading the team responsible for the Defence Strategic Workforce Plan.

The plan will address Defence’s integrated workforce, consisting of permanent and reserve ADF members, APS employees, contractors engaged by Defence for specific roles, and defence industry engaged to deliver outsourced services.

“Developing a strategic workforce plan is a large and complex undertaking. It requires

a clear understanding of the implications of the One Defence model and Defence’s future capability requirements,” Paul says.

Through research into the broad operating environment of Defence, potential workforce challenges and opportunities will be identified. Examining the political, economic, social, technological, environmental and legal environments will provide the context to assist in developing a plan.

Analysis of the current workforce supply and demand will identify where challenges currently exist. The White Paper has already identified the need for necessary enhancements to intelligence, space and cyber security capabilities, as well as additional recruiting and retention of Australians with science, technology, engineering and mathematics skills. The plan will further reshape the workforce and identify initiatives that have to be developed to address workforce issues and gaps required beyond the next decade.

“Effective workforce planning requires an

understanding of workforce requirements and the skills that the workforce has to meet those requirements,” Paul says.

“The APS job families provide some of this information, however, they are still a work in progress and, consequently, it has not been possible for APS workforce planning to reach the same maturity level as it has in the Services. The Defence Strategic Workforce Plan will help address this, ensuring that the ADF and APS workforces are appropriately planned and managed.”

The plan will also provide the foundation for Service and Group workforce plans, which will be progressively delivered over the next 18 months. The plan will be ready for release in the second half of 2016.

More information about the APS Skills Census can be found at intranet.defence.gov.au via the PeopleConnect tab


WHILE the White Paper provides the comprehensive long-term strategy to deliver an ADF that is more capable, agile and potent, the First

Principles Review will ensure that Defence has the necessary structures and processes in place to achieve this.

First Assistant Secretary Governance and Reform Roxanne Kelley says the First Principles Review Implementation Office is assuring the delivery of a wide range of initiatives to enable Defence to become a higher performing organisation capable of delivering on Government requirements outlined in the White Paper.

At its heart, the implementation of the First Principles Review is focused on strengthening decision-making and accountability.

Roxanne says that “building a strong strategic centre is about strengthening our decision-making”.

Practically, this has involved a smaller Defence Committee that is the primary decision-making body in Defence supported by two subsidiary committees – the Enterprise Business Committee, which monitors in-year performance, and the Investment Committee, which manages future investments.

It has also involved standing up the new Strategic Policy and Intelligence Group, the purpose of which is to strengthen the quality of advice to Government.

Delivering military and enabling capability is a tangible expression of the decision-making process.

Roxanne says the move to implement a more streamlined end-to-end capability development process, which began on 1 April, is vital for the delivery of the Government’s force modernisation programs in the White Paper.

“Investment approvals will be informed, contested and timely,” she says.

“There will be tailored approval mechanisms depending on the risk and complexity of the project. It will also require us to be a smart buyer, which means being more commercially oriented, making better use of industry and delivering value for money in our procurement and sustainment of Defence capabilities.”

The work on strengthening decision-making goes hand-in-hand with strengthening accountability.

“This means we all must take responsibility and be held accountable for what we do and how we do it,” Roxanne says.

“Delivering on the real intent of the First Principles Review requires us all to behave differently. It is important that our behaviours show we understand our role in delivering on Government requirements, that we demonstrate intellectual honesty in our advice, and that leaders are making decisions that are in the interest of Defence as a whole, not just their individual Service or Group.”

She says the Defence People Group is leading initiatives aimed at strengthening the accountability of the senior leadership group.

“This includes a ‘Leadership Climate Scorecard’, which will provide our leaders with simple, easily digestible information about the health of their work areas provided from surveys such as ‘YourSay’,” Roxanne says.

“They will be asked to share this information with staff and together develop strategies to improve the performance of work areas.

“This initiative and others focused on strengthening accountability will help us to become an employer of choice for Australians as identified in the White Paper, so we can attract, recruit and retain the right people to deliver the capability plans.”

FUTURE FOCUSED

Angela Hamilton

The implementation of the 2016 Defence White Paper hangs on the First Principles Review ensuring the

correct structures and processes are in place

“THERE WILL BE TAILORED APPROVAL

MECHANISMS DEPENDING ON THE

RISK AND COMPLEXITY OF THE PROJECT.”

ROXANNE KELLEY, FIRST ASSISTANT SECRETARY GOVERNANCE AND REFORM

First Assistant Secretary Governance and Reform Roxanne Kelley.Photo: Lauren Larking


Our integrated workforce will be very involved in delivering the White Paper’s capability plans.

David McClenaghan


THE White Paper’s focus is on maximising capability and the job of Estate and Infrastructure Group (E&IG) is to support this by providing a sustainable and

affordable estate. Deputy Secretary E&IG Steve Grzeskowiak

says Defence’s capability is intrinsically linked to the efficiency and effectiveness of the Defence estate, encompassing some 600 sites with about 30,000 assets.

“The imperative for E&IG is to provide an environment where personnel can live, work and train efficiently and safely,” Steve says.

“Our strategic priorities are to reduce the risk profile and enhance the affordability of the estate, as well as to position the estate so it can continue to meet present and future capability requirements.”

Maintaining such a large and geographically dispersed asset base requires considerable funding for both maintenance and capital investment. Many of the sites are old and without proactive maintenance their condition can deteriorate quickly.

The 2016 Integrated Investment Program provides for redevelopment and refurbishment of existing facilities, as well as the introduction of new facilities across the country. Funding has been allocated to allow Defence to address estate maintenance issues on a more systematic basis, thereby protecting the estate and reducing the cost of future works.

Many key ADF bases are in need of significant remediation or expansion. New platforms, such as the Canberra-class amphibious ships and Hobart-class Air Warfare

ENHANCING DEFENCE’S

ESTATEThe organisation can’t deliver on its responsibilities without

investment in the maintenance and renewal of its infrastructure

Olivia Leslie and Leila Fetter

Destroyers, will require more suitable facilities. As operating platforms and assets change, all bases will need attention.

With the enhanced Defence presence in northern Australia, there is a growing need for supporting infrastructure in the region. This will involve upgrades to a number of bases as well as to facilities on Cocos (Keeling) Islands. The climate in the region is brutal on facilities and reduces the lifespan of a building by up to 50 per cent if not rigorously maintained.

“Our weapons ranges and training areas are becoming degraded and in some cases are increasingly not fit for purpose,” Steve says.

“A high priority of the Integrated Investment Program is to upgrade these training and testing facilities and ensure they support the

introduction of new ADF weapons systems into the future.”

Additional investment in airfields is also programmed to ensure that Defence’s facilities can support new, modern aircraft. Upgrades will include runways, taxiways and hardstand refurbishments, along with airfield ground lighting upgrades and compliance works. A high priority has been placed on monitoring and maintenance to preserve the effectiveness of Defence airfields once they have been remediated.

The investment will also involve modifying the Defence estate footprint to accommodate new high technology capabilities and larger platforms, and to ensure Defence is appropriately placed to meet future strategic

Deputy Secretary E&IG Steve Grzeskowiak


“THE IMPERATIVE FOR E&IG IS TO PROVIDE AN ENVIRONMENT WHERE

THE ADF CAN LIVE, WORK AND TRAIN EFFICIENTLY

AND SAFELY.” STEVE GRZESKOWIAK,

DEPUTY SECRETARY ESTATE AND INFRASTRUCTURE GROUP

From left, Defence Support Officer Tindal Sharon

Durbidge, Base Support Manager RAAF Base Tindal

Neal McDonald, and Airfield Engineer Flying Officer

Rebecca Sweeney check the plans and progress of the

new development at RAAF Base Tindal.

Photo: Corporal Terry Hartin

requirements. During the next 50 years, this will involve developing new bases, wharves, airfields and training and weapons testing ranges. Equally important, it will involve disposing of property and facilities that no longer meet requirements.

“Defence is looking to continually improve the efficiency and effectiveness of the Defence estate by minimising the cost to run facilities and by meeting the user and capability requirements of this infrastructure, justified on a whole-of-life basis,” Steve says.

“The White Paper’s investment in the maintenance and renewal of the estate underlines how important E&IG’s work is in enabling Defence to deliver on its responsibilities to Government and the country.”


THE 2016 Defence White Paper offers a significant increase in spending over the next decade by the magnitude of $29.9 billion. This will have a significant impact on

the way Capability Acquisition and Sustainment Group (CASG) does business, according to Deputy Secretary CASG Kim Gillis.

The funding represents a total of about $195 billion investment in Defence capability over the same period. Further to this, it is anticipated that around 120 projects are planned to go before Government for approval in just the next five years.

“These are both impressive and challenging statistics that will see the value of CASG acquisition and sustainment work growing to an unprecedented level,” Kim says.

“It goes without saying that the work CASG undertakes to deliver these capabilities will be crucial to the ADF, Government and our national security for decades to come. The key to delivering these outcomes will be the successful implementation of reforms outlined in the First Principles Review.”

Several of the reforms have a particular impact on how CASG will do business, and they are as follows.

Capability Life Cycle: Under the sponsorship of the Vice Chief of the Defence Force, a new Capability Life Cycle is being developed that is more efficient, tailored to risk and will enable timely delivery of capability along with improved sustainment of that capability over its life.

CASG Business Framework: As recommended by the First Principles Review, CASG is developing a comprehensive Business Framework that streamlines operations, provides end-to-end capability delivery and improves overall efficiency. It will clearly articulate how CASG does business.

Smart Buyer: This is a key component of the Capability Life Cycle and is fundamental to delivering the White Paper’s outcomes. This will entail the development and use of acquisition, sustainment and project

management approaches that are tailored to the risks involved, thereby delivering an optimised risk, capability, schedule and cost outcome.

Along with the White Paper, the Defence and Industry Policy Statement (DIPS) was also released and underscores CASG’s commitment to forging a new relationship with defence industry.

“Historically, when Defence developed papers like this it has done so mostly in isolation. This represents the first time we’ve openly collaborated with industry in the development of the paper, the strategies and the path forward, and that is an indicator of the industry engagement model that CASG will adopt from now on,” Kim says.

Even before the release of the White Paper, CASG and Strategic Policy and Intelligence (SP&I) Group staff were working closely with their defence industry colleagues to reset and refocus the Defence and industry partnership.

“Now that the White Paper has been released, we need to maximise the opportunity for a competitive Australian industry. For example, a key requirement is to streamline the delivery of defence industry programs. We had too many industry programs that were too difficult for industry to understand,” Kim says.

As stated in the DIPS, the objective of industry policy is to deliver the defence capability necessary to achieve the strategy set out in the White Paper, supported by an internationally competitive and innovative Australian defence industrial base.

“We are also transforming the way Defence approaches innovation by establishing a single innovation pipeline from initial concept through to prototyping and the introduction into service,” Kim says.

“Under the revised Capability Life Cycle, CASG will operate from the concept stage of a capability, all the way through to its disposal.

“These single pipelines, as opposed to hand-offs and trade-offs between organisations, will maximise opportunities for Australian industry through business development and export facilitation, and make it easier to do business with Defence by cutting red tape

LET’S SHAKE ON IT

Deputy Secretary Capability Acquisition and Sustainment Group Kim Gillis says new partnerships and innovation are the backbone of the big spend

and streamlining tendering and contracting processes.

“As part of this, Defence will co-lead the Centre for Defence Industry Capability to drive the strategic vision for the defence industry sector. This will focus on industry development by facilitating innovation, business competitiveness and exports.”

With CASG working alongside the Industry Policy Division team in SP&I Group, Defence is determined to better engage with Australian industry in a formal capability development process by helping to better match the development of new capabilities with Australian

“WE NEED TO MAXIMISE THE OPPORTUNITY

FOR A COMPETITIVE AUSTRALIAN INDUSTRY.”

KIM GILLIS, DEPUTY SECRETARY

CAPABILITY ACQUISITION AND SUSTAINMENT GROUP

John Clarke


Above, BAE Systems Chief Executive Australia Glynn

Phillips and Deputy Secretary Capability Acquisition and

Sustainment Group Kim Gillis shake hands during the handover of HMAS Adelaide.

Photo: Leading Seaman Peter Thompson

Left, Fleet Divisions on the flight deck of HMAS Adelaide.

Photo: Petty Officer Kelvin Hockey

industry’s ability to deliver them. This will include a series of Defence and industry roundtables across the nation in the near future – an initiative called for by Minister for Defence Marise Payne.

The roundtables will draw together Defence representatives, interested local industry and other Government officials.

“Now that the White Paper has been released we all have a responsibility to deliver the military capability the Government expects and the people of Australia demand for our future security,” Kim says.


A $5 BILLION boost to Defence’s information and communications technology (ICT) over the next decade will deliver a modern, flexible and integrated ICT

environment to an increasingly high-technology Defence organisation.

The significant ICT investment was allocated in the Defence White Paper and will be delivered under the Integrated Investment Program as part of the Defence ICT Strategy developed by the Chief Information Officer Group (CIOG).

Major areas of investment include remediation and upgrading of networks and desktop environments, modernisation of infrastructure and applications, and streamlining and consolidation of systems and processes.

The funding will also assist in the rollout of the Next Generation Desktop Project, which is delivering Defence networks and applications through a single desktop to improve the computer environment for end users.

The Defence ICT environment is one of the nation’s largest, supporting more than 100,000 workstations across Australia and overseas and operating about 800 networks, 200 processing locations and 3000 applications. This includes an array of geographically dispersed fixed, deployable and mobile networks.

Transforming and modernising the ICT environment will ensure Defence can support its increasing needs for real-time, high

capacity, mobile and secure information and communications systems on operations and domestically, while maintaining a technological edge in the rapidly evolving ICT field.

Chief Information Officer Dr Peter Lawrence says the White Paper investment reaffirms the role of ICT as a critical enabler for Defence.

“It recognises the importance of being able to provide a lot of the core underpinning facilities that we all need to work. Whether it’s in a deployed context or in the office context, our ICT is critically important,” Peter says.

He says while it is difficult to predict the future digital landscape, with the funding plan now in place, his priority is to gain an integrated view of what needs to be done so CIOG can begin delivering on the investment.

“Practically, three to five years is about as much view as you can really have around the reality of what’s going to happen with technology, but we do have a view and it is to build around the concept of a single information environment,” he says.

At the forefront of shaping the ICT environment for Defence is CIOG’s Chief Technology Officer Division, led by Chief Technology Officer Aiyaswami Mohan.

The Division has developed a whole-of-Defence ICT strategy to guide future investment decisions and will play a key role in the transformation of the ICT environment over the next 10 years.

Mohan says the division is currently liaising

with stakeholders on the ICT strategy and work is under way to realise plans outlined in the White Paper and Integrated Investment Program.

“All Groups and Services of Defence will be involved and consulted in this process,” Mohan says.

“As stated in the White Paper, as well as by the Defence Minister, ICT is an integral part of Defence capability and that is being reflected in the funding provided for ICT in the White Paper.”

A workforce strategy has been developed, which is aligned to the ICT strategy and driven by the White Paper and Force Structure Review.

“This will mean the introduction of certain new roles and professionalisation and development of existing resources,” Mohan says.

“Like any other major transformational activity, this work will be undertaken by a mix of APS and ADF staff, as well as industry representatives and contractors. The design of the workforce and structure will be determined based on the workforce strategy. ”

Mohan says the key priorities for investment in Defence ICT, as outlined in the White Paper include: sustainment of the current ICT environment, stabilisation of the core ICT infrastructure, and modernisation of Defence ICT with the introduction of contemporary infrastructure and applications.

‘RETRO’ SYSTEMS

BYTE THE DUST

Simone Liebelt

Minister for Defence Marise Payne told those at the White Paper launch of her first-hand experience with ‘retro’ Windows XP on the DRN. All that is about to change as ICT gets a massive reboot

Left, Chief Information

Officer Dr Peter

Lawrence.

Below, Chief

Technology Officer

Aiyaswami Mohan.


CYBER OFFENSIVEBolstering Defence personnel and systems are fundamental to the White Paper’s

strategy of pulling the plug on the rise of cyber attacks

THE Government will strengthen the Defence cyber workforce and systems over the next decade to deter and defend against the threat of cyber attack.

The 2016 Defence White Paper makes it clear that the Government is fully committed to ensuring Australia is protected from cyber threats, which are a real and present risk to national security and economic prosperity.

The Government has committed to considerable new investments over the next decade to strengthen the Defence cyber workforce and systems to defend Defence and broader Government networks.

Defence forecasts around 800 new APS and ADF positions will be created to meet the increased demands of the cyber workforce and systems.

Australia is experiencing increasingly sophisticated attempts to infiltrate networks in public and private sectors. The threat comes from a wide range of sources, including individuals, issue-motivated groups, criminal syndicates and state-based actors.

As the White Paper notes, the security environment of the future – both in times of peace and armed conflict – will feature increased threats from offensive cyber.

Cyber attacks are a direct threat to the

ADF’s warfighting ability given its reliance on information networks, and as the White Paper reveals, this trend will continue.

Defence already has considerable cyber capabilities and will continue to make a significant contribution to the Government’s cyber security efforts. Measures will include co-ordination of cyber security capabilities and working with industry and academia to counter the threat of cyber attack.

Cyber attacks can occur with little or no warning, therefore under the Government’s direction set out in the White Paper, the ADF will have enhanced capability to deter and defend against cyber attack.

Phot

o: La

uren

Lark

ing

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