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Annual Report 2014–15

Volume 1, Part 2 : Performance

Programme 1.6
Chief Operating Officer—Defence Support and Reform

The Deputy Secretary Defence Support and Reform, Mr Steve Grzeskowiak, is responsible for delivering most of the shared services that support the ADF and Defence Groups. The Group is fundamental to generating Defence capability through the services it provides, including legal services; personnel administration; ministerial and parliamentary coordination and communication; housing; a range of personnel support functions; business services; base support services including catering, accommodation, cleaning and grounds maintenance; and managing, developing and sustaining the Defence estate.

Delivering a strategically aligned, affordable, safe and sustainable estate is fundamental to Defence achieving the capability and service levels it requires.

In 2014–15, a key estate and infrastructure priority was progressing whole-of-life asset management as the core principle of planning, management and use of the estate. Improvements were made to planning and prioritisation, appraisal and estate management systems. Consolidation of the Defence estate was another priority. This will enable a more efficient estate that is better able to support Defence capability requirements. Chapter 11, ‘Asset management, procurement and capital investment’, contains further information on the progress of capital facilities projects.

Ten new base services contracts, worth approximately $1.1 billion a year, were in operation by December 2014. The large-scale, complex transition from the previous 21 contracts to the new contracts occurred between November and December 2014, on schedule. These contracts support working operations at domestic bases and training areas and offer greater standardisation through national service delivery arrangements and standards.

In 2014–15, Defence’s ministerial team processed 7,631 submissions and items of correspondence. Defence brought forward 123 cabinet submissions, memorandums and briefings to Cabinet and the National Security Committee of Cabinet. The Minister for Defence was provided with 270 briefings on Defence’s and other departments’ submissions to Cabinet.

In 2014–15, Defence supported 63 entertainment productions that were released and seen by 17,209,188 people. A further 58 productions are either in various stages or are awaiting release in the 2015–16 financial year.

In 2014–15, Defence’s communication and media teams distributed 1,202 media alerts and releases, posted 55,000 images on the Defence image gallery, produced 23 editions of Service newspapers and 118 video news releases, and published 937 tweets, with 38 rated in the top 10 daily government tweets.

Defence legal highlights in 2014–15 included:

  • provision of advice on the legal framework for the US Force Posture Agreement, including ratification and implementation aspects, and also in relation to MH17 
  • provision of legal advice to and support for ADF military operations in Iraq (Operation Okra) at the strategic, operational and tactical levels
  • playing a key role in finalising a long-running and complex intellectual property dispute with a US-based software company. The dispute involved concurrent litigation in both the Federal Court and the Copyright Tribunal. More than $88 million in damages and injunctive relief had been sought against Defence. The litigation settled at mediation in February 2015 on terms favourable to Defence
  • contributing to various Defence-related legislative packages, including those to establish ADF Cover from
    1 July 2016 and the development of the Defence Legislation (Enhancement of Military Justice) Act 2015
  • involvement in the implementation of the Re-Thinking Systems Review, including through the coordination of amendments to the Defence Act and new defence guidelines on fact-finding and decision-making.
Table 3.18: Programme 1.6 deliverables

Deliverable

Status

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Key

Met

• • •

Substantially met

• •

Partially met

• •

Not met

• • •

Click to view the full user guide

Provide accurate, timely, high-quality advice and support to the Defence ministers, CDF, Secretary and the Government to support effective risk management, decision-making and policy engagement.

Status Met • • •

Provide high-level integration, coordination, reporting and oversight of Defence strategic reform programmes.

Status Met • • •

Provide specialist legal advice and support to Defence ministers, the Secretary, CDF, Defence and the Government, and legal advice and support for ADF operations.

Status Met • • •

Continue to implement reforms to the military justice system.

Status Substantially Met • •

Defence is pursuing reforms to the military discipline and administrative systems as part of recent external and internal cultural and military justice reviews. The first tranche of legislation to enhance the military justice system has received royal assent. Further legislation will be introduced to make the new military discipline arrangements permanent and make necessary consequential amendments.

Formulation of concept, policy, legislation and procedure for the Defence legislative programme.

Status Met • • •

Deliver base support services and other services in Defence.

Status Met • • •

Maintain single Service, joint, combined and coalition capability by providing training area and range management, estate development services, and coordinating support to major domestic operations and exercises.

Status Substantially Met • •

Major joint combined exercises were successfully supported by the training estate throughout 2014–15. Prioritisation of maintenance, refresh or replacement of training areas and ranges is ongoing, and ensures that Defence continues to meet capability and operational requirements within resource allocations.

Manage and sustain the Defence estate to meet government and Defence requirements by developing and delivering major infrastructure, property, base security improvement, and environment plans and programmes.

Status Substantially Met • •

The Group continues to develop and deliver the Defence estate investment programme, including the Major Capital Facilities Programme (developed using a risk-based prioritisation methodology that aligns with government and Defence requirements), leasing, property disposals; and environmental remediation. Further detail on delivery of the 2014–15 Major Capital Facilities Programme is provided online.

Increase public awareness of Defence activities and achievements and strengthen Defence capabilities in media-related activities to promote Defence’s reputation.

Status Met • • •

Table 3.19: Programme 1.6 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

Timeliness and quality advice, including Cabinet documentation, provided by the department meets requirements.

Status Substantially Met • •

Not all advice was as timely as it should have been.

Business outcomes are improved as part of broader Defence reform.

Status Substantially Met • •

The Group has continued to reform its service delivery, standardising and providing consistent services, and improving contract management.

Transition to the new suite of base services contracts provided Defence with an opportunity to align base services contracts with the Defence reform agenda and secure the best value for money.

The successful transition was supported by a new operating model, contract management structures (including the establishment of internal shared service for contract administration) and business processes. Further development of the new contracts and model will continue into 2015–16.

Agreed support services are delivered to support Defence capability requirements.

Status Substantially Met • •

Implementation of service-level partnering agreements is improving accountability and transparency in the delivery of services, and aids capability preparedness through affordable, consistent and standardised service delivery.

The Defence estate is managed and maintained to meet current and future Defence capability and government priorities.

Status Substantially Met • •

A key challenge facing Defence is developing and managing the Defence estate to meet required capability and compliance requirements within limited resources. Ongoing improvements to estate planning, prioritisation and estate appraisal processes will ensure that Defence continues to meet capability and operational requirements.

Approved major capital facilities projects are delivered within budget and schedule, compliant with legislative and other statutory requirements, standards and policies.

Status Substantially Met • •

The Group continues to deliver the programme of approved major capital facilities projects. Some projects were affected by schedule delay; however, the overall impact on current and future operational capability is considered to be minimal. The programme of activity remains responsive to budget and scope changes. In delivering the programme, areas of non-compliance with legislative and other statutory requirements, standards and policies are addressed as they are identified. Further detail on delivery of the 2014–15 Major Capital Facilities Programme is provided online.

Defence meets its legislative and regulatory obligations.

Status Substantially Met • •

Defence faces continuing exposure to both non-compliance with the Work Health and Safety Act 2011 and the occurrence of safety incidents. The areas of risk are known and mitigation strategies are in place.

Defence legal support, including specialist legal advice, is provided to Defence ministers, the Secretary, CDF and the Government in support of effective decision-making and policy engagement.

Status Met • • •

ADF operational capability is supported, including through the deployment of ADF lawyers to provide access to relevant and timely legal support.

Status Met • • •