The Army's primary objective is to provide capabilities for land and special operations. The Army also provides forces for peacetime national tasks, including forces with a capability to enhance the national domestic security response to terrorist, chemical, biological, radiological or explosive incidents.
The Army achieved a number of significant milestones over the year, which will assist in the delivery of a modernised land force. Initial operational capability, an important early milestone in the delivery of a complete capability, was reached for various projects, including joint counter improvised explosive devices, additional Chinook helicopters, navigation warfare capability and lightweight howitzers.
A number of projects achieved their final operational capability, signifying the achievement of mature capability by the Army. Among the capabilities achieved were the counter-rocket, artillery and mortar/missiles capability, the chemical, biological, radiological and nuclear defence capability (to better protect ADF personnel against such weapons), tactical electronic warfare systems, and the joint theatre distribution equipment capability.
Several projects achieved significant equipment deliveries over the year, including water purification systems along with appropriate training upgrades delivered to all 431 armoured personnel carriers, and the delivery of 853 trucks and 555 trailers.
In response to operationally urgent requests for requirements received from deployed forces, the Army, in conjunction with the DMO, deployed lightweight hand-held mine detectors, new mortar systems, improved combat helmets, blast gauge sensors and man-portable electronic warfare equipment on operations. Electronic countermeasures were installed on armoured sports utility vehicles and a new weapon mount was installed on the Bushmaster protective mobility vehicle. Counter improvised explosive device capabilities were improved by the introduction of an expedient route-opening capability.
Through the establishment of soldier recovery centres, health and wellbeing officers and member support coordinators, the Army has continued to develop and refine its support to wounded, injured and ill personnel. The Army continues to work closely with Joint Health Command and other stakeholders, particularly in the area of mental health, to ensure a continuum of care and support is provided to its personnel.
The plan to increase capability through diversity continues to raise the representation of women in the Australian Regular Army and is on track to increase it from 11 per cent to 12 per cent of the Permanent Force by June 2014. The Army Indigenous Strategy has expanded in scope and seeks to increase Aboriginal and Torres Strait Islander representation to 2.7 per cent, in line with Australian Government targets. A large number of recruiting and retention initiatives now support these two plans. The Army will continue to build on its existing cultural strengths through the implementation of Pathway to Change.
|Prepare, sustain and lead assigned forces to deliver Army capability to meet government requirements||Substantially met|
|Conduct force generation and force preparation for Special Operations, and maintain preparedness of Army capability as directed by the CDF||Met|
|Continue to contribute to domestic security operations||Met|
|In consultation with Capability Development Group and the DMO, continue to develop the Army's combat capabilities through improvements in mobility, firepower and force protection||Substantially met|
|Introduce new capabilities that meet operational requirements||Substantially met|
|Provide accurate and timely advice to the Government, the CDF and the Secretary||Substantially|
|Develop programs to increase diversity within the Army's workforce||Met|
|Continue to improve programs that provide support for the Army's seriously wounded and ill personnel||Substantially met|
|Undertake collective training to ensure force elements are prepared for deployment||Met|
|Improve linkages between resource inputs and collective training outputs within the Army's force generation and preparation continuum||Met|
|Deliver a single training continuum that unifies the majority of the Army's conventional individual and collective training||SMet|
|Implement reform through the Adaptive Army framework, Army Continuous Modernisation Plan and the Army Plan while continuing preparation of Force Elements for operational commitments and contingencies||Substantially met|
|Deliver group-specific reform and savings without compromising agreed levels of Army capability, including the revamping of governance, risk, and budgeting and performance achievement management||Met|
|Comment||6 CH-47D Chinook 2,000 hrs||Substantially met||89% (1,777 hrs) achieved. The loss of A15-103 on 22 Jun 2012, cancelled training due to Victorian bushfires, major modification programs, and hail damage to MEAO aircraft reduced the ROE (the issue was resolved prior to 30 June 2013).||34 S-70A-9 Black Hawk 7,500 hrs||Met||103% (7,710 hrs) achieved. There was a small overfly of ROE due to Defence Aid to the Civil Community tasking in the Bundaberg area for Operation Queensland Flood Assist II, and additional national tasking.||41 B206 Kiowa 6,000 hrs||Substantially met||96% (5,722 hrs) achieved. The lower than planned ROE was due to a reduction in student throughput was the primary cause of underachievement for Kiowa.||22 Armed Reconnaissance Helicopter (ARH) Tiger 7,147 hrs||Partially met||74% (2,361 hrs) achieved. The Tiger ROE was lower than expected due to a large period of lost time as a result of fumes incidents (20 weeks, issue was resolved prior to 30 June 2013), an increased number of special technical inspections, and a reduced number of aircrew and key maintenance personnel in the 1st Aviation Regiment. Defence continues to work with Australian Aerospace and other agencies to address these issues.||46 Multi-Role Helicopter (MRH-90) 3,020 hrs||Partially met||82% (2,464 hrs for Army and Navy MRH90 combined) achieved. Underachievement of the ROE was due to having a smaller operating fleet than expected due to delays with new aircraft deliveries, as well as issues with general reliability and logistics support.|
|Key performance indicator||Status 2012-13||Comment|
|Achieve levels of preparedness as directed by the CDF||Met||The Army continued to meet this key performance indicator.|
|Achieve a level of training that maintains core skills and professional standards across all outputs||Met||Forces Command achieved the Army Headquarters directed training requirements within tolerances.|
|Execute force generation and preparation in a manner that balances operational commitments and contingency planning||Met||The Army continued to meet this key performance indicator in 2012–13. Chief of Army Preparedness Directive (CAPD) 13, version 2 has been implemented and planning for CAPD 14 has commenced.|
|Provide timely, accurate and considered advice on Army capabilities to the Government, the CDF and the Secretary||Met||The Army continued to meet this key performance indicator by producing timely, accurate and high-quality ministerial correspondence. The Army maintained open lines of communication with key staff at all levels and actively participated in the ADF Parliamentary Program. Principal staff visits to Parliament House were also conducted to support this key performance indicator.|