The Chief Operating Officer (COO) organisation was created as a result of the Black Review of the Defence Accountability Framework. The organisation came into effect on 17 February 2012 and comprises Programs 1.6 Defence Support and Reform, 1.7 Chief Information Officer (CIO) and 1.8 People Strategies and Policy (PSP). The Strategic Reform Management Office (SRMO) and the Ministerial and Executive Coordination and Communication (MECC) Division have also transferred into COO from Program 1.1 Office of the Secretary and CDF, although they are still captured under Program 1.1 in the PBS. Defence Legal now reports directly to the COO rather than through Program 1.6 Defence Support and Reform.
The SRMO is responsible for oversighting strategic reform in Defence.
MECC is responsible for providing support to Ministers and senior Defence leaders in the areas of communication and media, strategic issues management, freedom of Information related matters and the full range of Ministerial support services.
Defence Legal provides legal services and advice to Defence and Ministers in the Defence portfolio.
The responsibilities for Defence Support and Reform, Chief Information Officer, and the People Group are outlined below.
Better integration of these Group outputs will ensure that the development and delivery of corporate services best support Defence’s ability to affect the necessary reforms under the Strategic Reform Program. The COO will also be responsible for implementing key parts of the Shared Services Review and achieving cost efficiencies and cultural change that the Government is seeking.
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Within the new COO structure, the Defence Support Group will continue to operate and perform its role as a key enabler of Defence’s mission and vision. The linkages within the COO organisation will develop the Defence Support Group as part of a single integrated support organisation, providing the backbone of Defence’s capability. This will emphasise accountability and responsibility while ensuring services are delivered to clients efficiently and cost effectively.
Work to integrate the programs of the new COO organisation is continuing.
Program 1.6 – Defence Support and Reform
Department outputs 2014-15: $4,086 million
The Defence Support Group provides a range of administrative, garrison, personnel and estate services to Defence. The Group is divided into three divisions. Infrastructure Division plans, builds and upgrades the Defence estate. Defence Support Operations Division provides on-the-ground services and support to Defence personnel throughout Australia including facilities maintenance and garrison support, including grounds maintenance, hospitality, training area management, base security, transport, air support and fire-fighting and rescue services. The Reform and Corporate Services Division is responsible for managing a range of whole-of-Defence shared services including payroll, simple procurement,
accounts processing and debt management along with business management, strategic planning and policy support services to the Group.
Defence Support Group
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Program 1.7 – Chief Information Officer
Department outputs 2014-15: $979 million
The Chief Information Officer Group is responsible for providing Information and Communications Technology (ICT) to Defence. The bulk of the Group resides in four divisions.
Chief Technology Officer Division develops and documents Defence’s ICT architecture, identifies relevant systems and defines ICT standards for Defence.
Information and Communications Technology Development Division designs and develops Software Systems for the Defence information environment.
Information and Communications Technology Operations Division delivers and supports the Defence Information and Communication infrastructure.
Information and Communications Technology Reform Division delivers ICT reform and associated savings across the Defence Portfolio.
Chief Information Officer
ICY Policy and Plans
*
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Program 1.8– Defence People
Department outputs 2014-15: $483 million
A new Defence People Group has been in operation since 2012-13 within the Chief Operating Officer Group structure to ensure the effective integration of People functions across the Defence organisation. The new structure is designed to better respond to key People priorities and service the needs of key stakeholders more effectively. The new Defence People Group brings together the former People Strategies & Policy Group and elements of the Defence Support Group, including the Defence Community Organisation, People Services Division, Defence People Solutions and the Directorate of Honours &
Awards.
The Defence People Group's key role is the formulation of personnel policy for Defence's workforce. Key priorities for the Group include the provision of a compelling employment offer to assist in attraction and retention, the implementation of Pathway to Change—
Defence's response to the culture reviews conducted during 2011-12—through the
establishment of an Organisational Development Unit, continuation of the human resources reforms identified as part of Defence's strategic reform and the development of tools to enable better decision-making through a better understanding of the Defence workforce and the implications of changes to key drivers of workforce cost.
Deputy Secretary People
***
Head People Policy &
Culture
**
Head People Capability
**
Policy & Employment Conditions
*
Head People Reform
**
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Program 1.9 – Defence Science & Technology
Department outputs 2014-15: $408 million
The Defence Science and Technology Organisation (DSTO) provides scientific advice and innovative technology solutions to the Government, Defence and Australia’s national security agencies. This includes supporting operations, sustaining and enhancing current capability, supporting the development and acquisition of future capability and investigating client-focussed future proofing concepts, contexts and capabilities. DSTO also has whole-of-government responsibility for coordinating scientific and technical support to national security.
The organisation is led by the Chief Defence Scientist, who answers to the Secretary and is supported by three deputies. DSTO was restructured in July 2013 in accordance with its Strategic Plan 2013-18 and is reshaping its science and technology capabilities to meet future challenges. The headquarters and one research division are located in Canberra, while remaining research divisions are concentrated in Adelaide and Melbourne. Below the level of Chief of Division, branch level entities in DSTO are led by Research Leaders. Scientific Advisers from the Program Office are outposted to Navy, Army, Air Force, Vice Chief of the Defence Force, Joint Operations Command, Capability Development Group, Defence Materiel Organisation, Intelligence & Security Group and Chief Information Officer Group.
Chief Defence Scientist
Chief Joint and Operations Analysis Division
COD-2 Chief Aerospace Division
COD-2
Chief Cyber and Electronic Warfare Division
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Program 1.10 – Vice Chief of the Defence Force
Department outputs 2014-15: $1,231 million
The Vice Chief of the Defence Force (VCDF) is the military deputy to the CDF. In addition, the VCDF is the Joint Capability Authority as well as being responsible for the following:
Military Strategic Commitments Division provides the strategic level advice and support in the planning and execution of ADF’s current operations and future commitments that enables the government to continuously review its national strategic interests. These responsibilities encompass; the strategic coordination of current and future ADF commitments, development and synchronization of strategic communication, the
development and review of the nature of service for ADF commitments, and the provision of an investigative service to support the CDF and Service Chiefs.
Joint Logistics Command provides logistics support to the Australian Defence Force including, management of warehouses, maintenance, and distribution facilities.
Joint Health Command is responsible for the delivery of all garrison health care to the ADF and exercises technical control through the Surgeon General Australian Defence Force.
Australian Defence College was established to develop the skills and knowledge of
Defence’s future leaders with an emphasis on joint professional military education and the delivery of joint training programs. Learning is offered through several learning centres providing an education continuum from the Australian Defence Force Academy, to the Australian Command and Staff College and the Centre for Defence and Strategic Studies.
Through the Defence Learning Branch, the Australian Defence College also provides strategic direction and coordination for Defence’s joint, common and APS training and education.
Joint Capability Coordination supports VCDF as the Joint Capability Authority responsible for ensuring that new and extant capabilities are developed in accordance with joint concepts and doctrine. Core functions of JCCD are to develop and provide the conceptual basis for the future joint force, advise on the state of ADF preparedness to meet Defence output of a prepared Joint Force in Being, and establish interoperability/integration requirements.
Cadet, Reserve and Employer Support Division works to enhance the capacity of Reserves to support ADF capability and provides a governance and accountability framework for the ADF Cadet Scheme.
Australian Civil-Military Centre is a whole-of-government initiative to improve Australia’s effectiveness in civil-military collaboration for conflict and disaster management overseas.
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Program 1.11 – Joint Operations Command
Department outputs 2014-15: $52 million
Joint Operations Command (JOC) is responsible for the command of all ADF operations and joint exercises on behalf of the Chief of the Defence Force. Located in a purpose built command facility in Bungendore NSW, JOC is assigned forces for operations from the three Services. The total ADF command arrangement is outlined below. At present, there are approximately 3,300 ADF personnel deployed on operations and somewhere around 750 personnel involved in planning, advising and commanding operations, of which around 750 (including contractors) reside in JOC and SOCOMD.
Headquarters Joint Operations Command Minister for Defence
Chief Joint Operations
***
Support Intelligence Plans Operations Communication Training HQ Special Operations
**
Air & Space Operations
*
Deputy Chief of Operations
**
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Program 1.12 – Capability Development
Department outputs 2014-15: $1,423 million
The Capability Development Group develops and manages the Defence Capability Plan (DCP) and prepares Defence capability investment approval proposals for Government
consideration. Two divisions, Capability Systems and Capability Investment and Resources, constitute the core of the Group.
Capability Systems Division is largely staffed by military personnel and manages the development of future capability options for Government consideration. It is divided into four branches; three environmentally-based (land, sea and air), and one dealing with integrated capabilities that cross environmental lines. Another element is the Rapid Prototyping Development and Evaluation organisation, which works collaboratively with Australia’s defence industry to develop innovative solutions to complex issues affecting capability and current operations.
Capability Investment and Resources Division is largely staffed by civilian personnel and provides independent analysis and contestability of capability proposals as their core function. The Division is responsible for management of the DCP, including conducting the regular review of the capital and Net Personnel and Operating Costs (NPOC) estimates of DCP projects and gaining Government approval for updates to the DCP. It is divided into two core branches; Investment Analysis and Cost Analysis.
Four other elements within the Group are: the Capability and Plans Branch provides policy services on the capability process, portfolio management office functions and coordinates CDG links to industry and international partners.; the Australian Defence Test and Evaluation Office that provides independent T&E support, trials and demonstrations to Defence
throughout the capability systems life cycle; Group Support Branch that provides a range of corporate services across the Group; and an embedded DSTO support cell that links CDG to DSTO services.
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Program 1.13 – Chief Finance Officer
Department outputs 2014-15: $557 million
The Chief Finance Officer Group is responsible for Defence’s financial planning, budgeting and reporting.
Chief Finance Officer
***
Financial Services Division
**
Resource & Assurance Division
**
Resource Assurance and Analysis Branch
*
Financial Coordination Branch
*
Financial Professionalization, Controls and Skilling Branch
*
Financial Business Information Branch
*
Financial Services Branch
*
Budget Management, Financial Reporting and Accounting Policy Branch
*
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Program 2.1 – Ops in the immediate neighbourhood
Department outputs 2014-15: $3 million
• Op Gateway: Indian Ocean and South China Sea maritime patrols (since 1981)
• Op Solania: Conduct South West Pacific maritime surveillance patrols (since 1988)
• Op Render Safe: Provide enduring explosive ordnance disposal support to the nations of the South West Pacific. (since 2011)
Program 2.2 – Ops supporting wider interests
Department outputs 2014-15: $350 million
• Op Paladin: Contribute to the UN Truce Supervisory Mission in the Middle East (since 1956)
• Op Mazurka: Contribute to Multinational Force and Observers in the Sinai (since 1982)
• Op Slipper: Contribute to ISAF in Afghanistan (since 2001)
• Op Palate II: Liaison Officer to UN Mission in Afghanistan (since 2005)
• Op Aslan: Contribute to the United Nations mission to the South Sudan (since 2011)
• Op Accordion: Provide support to Operations SLIPPER and MANITOU from within the Gulf States. (since 2014)
• Op Manitou: Contribute to international maritime security operations in the Middle East Area of Operations (since 2014)
Program 3.1 – National support tasks
Department outputs 2014-15: $68 million
• Op Resolute: Contribute to whole-of-government maritime enforcement effort (since 2006)
• Op G20: Contribute security assistance to the whole-of-government effort as host of the G20 Summit in 2014.
Defence’s contribution to national support tasks ranges from the ongoing routine allocation of Patrol Boat and AP-3C Maritime Patrol Aircraft time, to the allocation of specific
capabilities at short notice in a national support emergency. National support tasks include security, ceremonial, civil maritime surveillance, search and rescue, bush fire response and support to the Army / ATSIC community assistance program.
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2.7: Budgeted Financial Statements [PBS Section 3: pp. 81 – 112]
The budgeted financial statements for Defence appear in Section 3 of the PBS. Once again consolidated financial statements for Defence and DMO have been included.
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