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Annual Report 2014–15

Volume 1, Part 2 : Performance

Programme 1.10
Vice Chief of the Defence Force

The Vice Chief of the Defence Force (VCDF), Vice Admiral Ray Griggs, AO, CSC, RAN, is the military deputy to the CDF and is the acting CDF under standing acting arrangements when necessary. The VCDF’s responsibilities include providing strategic-level management and situational awareness of current and potential ADF commitments for Defence and other government agencies; joint military professional education and training; joint and combined ADF doctrine; joint capability management policy; joint logistics; joint health; input to joint capability development; policy, governance and accountability structure for the ADF Cadet Scheme; and initiatives to develop the capacity of the ADF Reserves to support ADF capability.

The VCDF Group’s mission is to develop, deliver, enable and ensure Defence joint capability in order to protect and advance Australia’s national and strategic interests.

The Group has responsibility for the Australian Civil–Military Centre, which was established by the Government in 2008 to support the development of national civil–military capabilities to prevent, prepare and respond more effectively to conflicts and disasters overseas.

In addition, the Group has responsibility for the ADF Parliamentary Programme, the Federation Guard, ADF ceremonial activities and the Counter Improvised Explosive Device Task Force.

The Group is committed to driving cultural reform in line with Defence’s Pathway to Change: Evolving Defence Culture programme.

Key achievements in 2014–15 included the following:

  • The Group established sustainable Defence preparedness levels to provide military response options for government and commenced the development of the Joint Concepts Framework.
  • The Counter Improvised Explosive Device Task Force was the joint winner in the Risk Initiative category of the Comcover Risk Management Excellence Awards for the counter threat functions approach.
  • Joint Logistics Unit infrastructure works were delivered successfully as part of the Defence Logistics Transformation Programme. 
  • The end-to-end fuel supply chain made a successful transition from the Defence Materiel Organisation to the Group; this change established a single point of accountability.
  • More than 7,000 students from over 49 nations received military training.
  • Coordinated inter-agency capability was delivered in support of the civil–military objectives of Exercise Talisman Sabre.
  • The Defence eHealth System was fully implemented—this achievement was the first successful roll-out of a national electronic health records system in Australia. 
  • 1,858 young Australians (approximately 30 per cent of them women) participated in Defence Work Experience Programme placements.
  • The Group provided military strategic advice, planning guidance and Defence coordination with other government agencies for a range of ongoing Defence operations, and new operations, including Hawick (Defence support to the aftermath of the Malaysia Airlines flight MH17 disaster in Ukraine) and Okra (Iraq), and disaster relief operations in Vanuatu and Nepal and within Australia.
Table 3.26: Programme 1.10 deliverables

Deliverable

Status

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Key

Met

• • •

Substantially met

• •

Partially met

• •

Not met

• • •

Click to view the full user guide

Lead the preparation of departmental military strategic advice to government via ministerial submissions, ministerial representations, Question Time briefs and Cabinet submissions.

Status Met • • •

Provide military strategic planning and communication expertise to the CDF in order to prepare direction from the CDF to subordinate headquarters.

Status Met • • •

Provide investigative and policing advice and deliver investigative services to maintain discipline within the ADF.

• • • •

Not applicable.

The ADF Investigative Service transitioned to the Office of the Secretary and CDF on 1 July 2014, as amended in the Portfolio Additional Estimates Statements 2014–15.

Deliver agreed savings and reforms within the VCDF Group, including in the areas of logistics, Reserves, and preparedness and personnel and operating costs.

Status Met • • •

Deliver coordinated logistic advice and services to the ADF, and provide oversight and assurance of the Defence logistic capability.

Status Met • • •

Provide policy advice and deliver services to optimise the health of ADF personnel.

Status Substantially Met • •

There has been a delay in the promulgation of the ADF Rehabilitation Strategy and follow-up implementation plan due to significant feedback from stakeholders. This has not impacted on the delivery of rehabilitation services and the strategy is expected to be finalised prior to December 2015.

Provide Defence, inter-agency, combined and joint capability coordination and preparedness management.

Status Substantially Met • •

The preparedness system monitors performance expectations established by the CDF Preparedness Directive on operational tempo and concurrency.

The development of an operational concept/roadmap for the Joint Battlespace Networked Environment and a networked interoperability framework is nearing completion and set for delivery in the fourth quarter of 2015.

Build and sustain a learning environment that links education, training and skilling to Defence capability.

Status Met • • •

Enhance the capacity of Reserves to support Defence capability.

Status Met • • •

Provide a coordinated, coherent and well-governed approach to youth development programmes in the Australian Defence Organisation in order to provide a positive youth development experience.

Status Met • • •

Promote best-practice civil–military engagement through the Australian Civil–Military Centre.

Status Met • • •

Table 3.27: Programme 1.10 key performance indicators

Key performance indicator

Status

Click to view the User Guide page

Key

Met

• • •

Substantially met

• •

Partially met

• •

Not met

• • •

Click to view the full user guide

Timely, accurate and widely consulted advice provided to government.

Status Met • • •

High level of engagement with Joint Operations Command, International Policy Division, Strategic Policy Division, Australian Civil–Military Centre, and other government agencies, for operational matters.

Status Met • • •

Advice is readily sourced and made available to the Offices of the CDF and VDCF to support strategic decision-making.

Status Met • • •

ADF operational tempo is managed within concurrency constraints.

Status Met • • •

Group-specific reform and savings have been achieved.

Status Met • • •

ADF operations and exercises receive effective and efficient logistics and health support and services.

Status Met • • •

ADF joint and combined operational capability is enhanced.

Status Met • • •

Delivery of learning outcomes that deliver the skills required for defence capability.

Status Met • • •

Planning and policy frameworks for the contribution of the Reserves to Defence and the wider community are enhanced.

Status Met • • •

Governance and accountability frameworks enhance the youth development experience within the ADF Cadets and the Defence Work Experience Programme.

Status Met • • •

Australian Civil–Military Centre delivers its goals effectively and efficiently in accordance with government instructions.

Status Met • • •

Timely, accurate and widely consulted advice on nature of service classifications.

Status Met • • •

Timely and accurate advice on strategic communications.

Status Met • • •

Delivery of Australian best practice policing and investigative support to the ADF.

• • • •

Not applicable.

The ADF Investigative Service transitioned to the Office of the Secretary and CDF on
1 July 2014, as amended in the Portfolio Additional Estimates Statements 2014–15.

Group-specific outcomes and programmes are delivered on time and within agreed resources.

Status Met • • •