PORTFOLIO ADDITIONAL - Department of Defence
Section 2: Defence Outcomes and Planned Performance
2.1 Outcomes and Performance Information
Government outcomes are the intended results, impacts or consequences of actions by the Government on the Australian community. Commonwealth programs are the primary vehicle by which government entities achieve the intended results of their outcome statements. Entities are required to identify the programs which contribute to government outcomes over the Budget and forward years.
Each outcome is described below together with its related programs. The following provides detailed information on expenses for each outcome and program, further broken down by funding source.
Note:
From 1 July 2015, performance reporting requirements in the Portfolio Budget Statements sit alongside those required under the enhanced commonwealth performance framework. It is anticipated that the performance criteria described in Portfolio Budget Statements will be read with broader information provided in an entity’s corporate plans and annual performance statements – included in Annual Reports from October 2016 – to provide an entity’s complete performance story.
1: Structure of Defence’s Outcomes
|Outcome 1: The protection and advancement of Australia’s national interests through the provision of military capabilities and the |
|promotion of security and stability |
Outcome 1 Strategy
Outcome 1 addresses the following strategic objectives:
• analysing international security circumstances to develop and provide advice to decision-makers on the strategic policy options available to Government in pursuit of Australia’s Strategic Defence Interests as outlined in the 2016 Defence White Paper;
• maintaining and building a defence capability that underpins Australia’s security and prosperity and provides options for a credible response wherever Australia's Strategic Defence Interests are engaged; and
• strengthening Australia’s defence relationships with our ally the United States and our international partners.
Defence strategy guides the Department in developing and maintaining the capacity to deter and defeat attacks on Australia, and defend our interests. The Strategic Policy Committee considers developing security challenges and possible Defence responses, proposals concerning Defence’s interests and objectives of our relationships with other countries, and current and future commitments to ADF and coalition operations.
Australia’s security is ultimately enhanced by the quality of our international relationships with partners in the region and globally. This is achieved by a continuing focus on defence international engagement, to build bilateral and multilateral relationships with regional defence and security forces.
A critical challenge under Outcome 1 lies in balancing support for current operations, and positioning Defence for the future, with the strategy and capability to manage an increasingly complex strategic environment.
The primary focus of Outcome 1 is on maintaining the capacity to support current commitments and provide strategic response options to the Government to meet the range of potential future security contingencies. It also includes working collaboratively with our neighbours and the broader international defence community, and contributing to coalition operations in support of Australia's national interests. As well as the provision of military capabilities, this outcome encompasses all of the policy, command and support functions undertaken by the organisation.
Defence's administered appropriations relating to superannuation, housing support services for current and retired Defence personnel and Other Administered are covered by Outcome 1. Apart from supporting current operations, which are described in detail under Outcomes 2 and 3, the priorities that will be progressed under Outcome 1 in 2016-17 are:
• implementing the 2016 Defence White Paper, Integrated Investment Program, and Defence Industry Policy Statement;
• implementing the recommendations of the First Principles Review of Defence; and
• continuing the commitment to the recruitment and retention of ADF personnel.
Linked programs
|Attorney General’s |
|Contribution to Outcome 1 made by linked program |
|Under the Service Level Charter, Australian Government Service Vetting Agency (AGSVA) work collaboratively with Government agencies to |
|implement, deliver and monitor security policy and procedures across the Commonwealth (excluding authorised vetting agencies) as well as |
|provide the delivery of security vetting functions on behalf of the Commonwealth in line with Government requirements. |
|Australian Federal Police |
|Contribution to Outcome 1 made by linked program |
|Under Memorandum of Understanding, deliver agreed Protective Security base support services to Defence. |
|Federal Policing and National Security addresses criminal and security threats through activities including: national and transnational |
|investigations, counter-terrorism, aviation operations, protective services, and joint taskforces with international, Commonwealth, state, |
|territory and private-sector partners. |
|Another Memorandum of Understanding has the purpose of assisting the participants to achieve their objectives in protecting the interests of |
|the Commonwealth of Australia in accordance with their statutory roles and obligations. The aim of the MOU is to establish a framework for |
|cooperation between the participants to strengthen and consolidate sharing of information. This promotes security and stability within |
|Australia as required by outcome 1. |
|Further, under the Service Level Charter, Australian Government Service Vetting Agency (AGSVA) work collaboratively with Government agencies to|
|implement, deliver and monitor security policy and procedures across the Commonwealth (excluding authorised vetting agencies) as well as |
|provide the delivery of security vetting functions on behalf of the Commonwealth in line with Government requirements. |
|Australian National Audit Office |
|Contribution to Outcome 1 made by linked program |
|Audit Fraud & Control Division conduct internal audits as well as coordinate Australian National Audit Office (ANAO) performance audit |
|activities in Defence. |
|Australian Security Intelligence Organisation |
|Contribution to Outcome 1 made by linked program |
|ASIO exercises its foreign collection powers under warrant at the request of the Minister for Defence or the Minister for Foreign Affairs. |
|Bureau of Meteorology |
|Contribution to Outcome 1 made by linked program |
|Under Memorandum of Understanding, provide weather station support to training area and range management for the support of Defence training |
|exercises |
|Comcover |
|Contribution to Outcome 1 made by linked program |
|Working with Department of Finance to ensure Commonwealth assets are adequately insured and where necessary claims are made in accordance with |
|Commonwealth guidelines and policy. |
|Commonwealth Superannuation Corporation |
|Contribution to Outcome 1 by linked program |
|The Departments of Finance and Defence provide funding through third party access arrangements to Commonwealth Superannuation Corporation for |
|the propose of providing payments of retirement and insurance benefits for scheme members and beneficiaries, including past, present and future|
|employees of the Australian Government and other eligible employers and members of the Australian Defence Force. |
|Department of Finance |
|Contribution to Outcome 1 made by linked program |
|Procurement/Travel – working with the Department of Finance to centralise whole of Government standing offer arrangements to ensure the |
|Commonwealth gets best value for money and open and effective competition is maintained. |
|Department of Foreign Affairs & Trade |
|Contribution to Outcome 1 made by linked program |
|Defence will increase its investment in international engagement over the next 20 years to build cooperation with key partners and improve the |
|coordination of responses to shared challenges such as terrorism and humanitarian disasters and help reduce the risk of military confrontation.|
|International engagement will become an integrated core function across the entire Defence portfolio, aligned with the Strategic Defence |
|Objectives. To do this the Government will increase the number of Defence personnel overseas to conduct more liaison, capacity building, |
|training and mentoring with partner defence and security forces. The Defence-Department of Foreign Affairs and Trade Service Level Agreement |
|supports the posting of Defence personnel to Department of Foreign Affairs and Trade managed overseas posts. |
|Defence Housing Australia |
|Contribution to Outcome 1 made by linked programs |
|Under a Services Agreement and in accordance with the Defence Housing Australia Act 1987, DHA provides suitable housing and housing related |
|services in order to meet the operational needs of the Defence Force and the requirements of the Department. |
|Department of Human Services |
|Contribution to Outcome 1 made by linked program |
|The Department of Human services administers claims to individuals and businesses affected by the closure of Hunter River and Port Stephens |
|fisheries. |
|Department of Industry, Innovation and Science (through AusIndustry) |
|Contribution to Outcome 1 made by linked program |
|Defence funds the DIIC and, from the second half of 2016, the CDIC which will be delivered by AusIndustry under a Memorandum of Understanding. |
|The CDIC is a key initiative of the Defence Industry Policy Statement 2016 and commences operations this financial year. The purpose of the |
|CDIC is to provide strategic leadership for the defence sector, and to help build the capability and capacity of Australian industry to support|
|the ADF. The CDIC is designed to best meet the needs of both industry and Defence and will build on the success of the DIIC, which will be |
|subsumed into the new centre. |
|Department of the Prime Minister & Cabinet |
|Contribution to Outcome 1 made by linked program |
|MECC implements Departmental Parliamentary Workflow Solution managed by the Department of the Prime Minister and Cabinet (PM&C). MECC works |
|within PM&C guidelines and policies to publicise Defence activities and strengthen Defence capabilities in media related activities. |
|Further, under the Service Level Charter, Australian Government Service Vetting Agency (AGSVA) work collaboratively with Government agencies to|
|implement, deliver and monitor security policy and procedures across the Commonwealth (excluding authorised vetting agencies) as well as |
|provide the delivery of security vetting functions on behalf of the Commonwealth in line with Government requirements. |
|Department of Veterans’ Affairs |
|Contribution to Outcome 1 made by linked program |
|Defence continues to work collaboratively with the Department of Veterans’ Affairs to improve the mechanisms for providing support to current |
|and former members of the Australian Defence Force and their families. |
|Under a Memorandum of Understanding, DVA provides services for the administration of the Defence Homeowners Assistance Scheme (DHOAS) and the |
|Defence Homeowners Scheme (DHOS), including the accurate and timely processing of subsidy payments, member applications and issuing of Subsidy |
|Certificates. |
Outcome 1 Resources
Total Budgeted Resources Available for Outcome 1[1]
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Table 12: Total Budgeted Resources Available for Outcome 1[1] (Continued)
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Contributions to Outcome 1
|Program 1.1: Strategy (this program ceased with effect 8 February 2016) |
|Program 1.1 Objective |
|The Strategy Group's primary objective in delivering Program 1.1 is to provide policy advice to enable the Government to make sound |
|judgements on, and respond to changes in Australia’s strategic environment. |
|The Strategy Group provides policy advice on the central issues of Australia's defence policy, including ADF operations, international |
|defence relations, arms control, and defence export controls. Strategy Group is also responsible for developing long-term strategic |
|guidance on defence and security issues; advancing Australia’s international security relationships through a network of Defence Attachés |
|and Advisers, and managing the Defence Cooperation Program, which aims to build the security capacity of partner nations, consistent with |
|Australia’s strategic interests. |
|During 2015-16, the Group will continue to provide the Government with comprehensive and timely policy advice on ADF operations, current |
|and emerging security issues, and implement the 2016 Defence White Paper. |
|The Group currently comprises the International and Strategic Policy Divisions, and the White Paper Team. |
|Delivery |Provide policy guidance for ADF operations consistent with Government direction. |
| |Lead the development of and implement the 2016 Defence White Paper. |
| |Ensure Defence's international relationships promote security, particularly regionally, consistent with |
| |Government policy goals. |
| |Ensure delivery of the Defence Cooperation Program within available resources. |
| |Provide policy advice on strategic issues including arms control, counter-proliferation, counter- terrorism, |
| |international engagement, cyber, space and integrated air and missile defence policy, major capability |
| |acquisitions, foreign investment, and industry and innovation policy. |
| |Improve the management of export control of defence and strategic goods. |
| |Administer use of the Australia-United States Defence Trade Cooperation Treaty by Australian Government agencies|
| |and defence industry. |
| |Regulate non-Defence user access to the Woomera Prohibited Area. |
|Performance information |
|Year |Performance criteria[1] |Targets |
|2015-16 |Policy guidance is forward-looking, timely, innovative|No targets were prepared for performance criteria in |
| |and practical. |2015-16. Improved performance criteria and targets have |
| |Expected to be met. |been developed for 2016-17, in accordance with |
| | |Commonwealth Performance Framework requirements. |
| |Staff skills are developed and continually enhanced. | |
| |Expected to be met. | |
|Purposes[2] |Purpose 1 – Provide advice to Government. |
Notes
1. New or modified performance criteria that reflect new or materially changed programs are shown in italics.
2. Refers to updated purposes that will be reflected in the 2016-17 Corporate Plan.
Cost Summary for Program 1.1 Strategy[1]
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|Program 1.1: Strategic Policy and Intelligence (this program commenced 8 February 2016) |
|Program 1.1 Objective |
|Provide policy advice and intelligence support to enable Government to make informed judgments on and respond to Australia’s strategic |
|environment. Provide strategic guidance on defence and security issues, including ADF operations and international defence relationships, |
|and manages the network of Defence Attachés and advisers. Lead the implementation of the Government’s Defence industry policy, the creation|
|of a strategy-led program of industry engagement and innovation, ADF operations, arms and export controls and the department ministerial, |
|parliamentary, communication and media functions. |
|Delivery |The program will be achieved by: |
| |Implementing the 2016 Defence White Paper. |
| |Ensuring effective intelligence support to Government decisions and ADF operations. |
| |Providing policy guidance for ADF operations consistent with Government direction. |
| |Ensuring Defence's international relationships promote security, particularly regionally, and are consistent |
| |with Government policy goals. |
| |Ensuring delivery of the Defence Cooperation Program within available resources. |
| |Providing policy advice on strategic issues including arms control, counter-proliferation, counter- terrorism, |
| |international engagement, cyber, space and ballistic missile defence policy, major capability acquisitions, |
| |foreign investment, and industry and innovation policy. |
| |Regulating non-Defence user access to the Woomera Prohibited Area. |
| |Collaborating with the Department of Industry, Innovation and Science to establish the Centre for Defence |
| |Industry Capability. |
| |Establishing a Defence Innovation Hub and associated structures to manage a consolidated innovation program and |
| |associated portfolio of investments in Defence. |
| |Delivering effective controls on the export of defence and dual-use goods and technologies. |
| |Providing effective support and advice to the Australian approved community for the Australia-United States |
| |Defence Trade Cooperation Treaty. |
|Performance information |
|Year |Performance criteria[1] |Targets |
|2015-16 |N/A[2] | |
|2016-17 |Government has confidence in the relevance and quality|Minister expresses high to very high confidence in |
| |of Defence advice. |Defence advice. |
| |Defence Intelligence outputs align with Government |Whole-of-Government and Australian Defence Force |
| |intelligence priorities. |intelligence requirements are met. |
|2017-18 and beyond |As per 2016-17. |As per 2016-17. |
|Purposes[3] |Purpose 1 – Provide advice to Government. |
| |Purpose 2 – Deliver and sustain Defence capability and conduct operations. |
|Material changes to Program 1.1 resulting from the following measures: |
|2016 Defence White Paper - additional funding. |
|Cyber Security - implementation of Australia’s Cyber Security Strategy. |
Notes
1. New or modified performance criteria that reflect new or materially changed programs are shown in italics.
3. Strategic Policy & Intelligence Group merged the former Strategy and Intelligence & Security Groups. As such, the 2015-16 performance criteria are reflected in Program 1.1 Strategy and Program 1.6 Intelligence & Security.
4. Refers to updated purposes that will be reflected in the 2016-17 Corporate Plan.
Cost Summary for Program 1.1 Strategic Policy and Intelligence[1][2]
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|Program 1.2: Navy Capabilities |
|Program 1.2 Objective |
|To provide maritime forces that contribute to the ADF’s capacity to defend Australia, contribute to regional security, support Australia’s |
|global interests, shape the strategic environment and protect national interests. |
|Delivery |This program will be achieved by: |
| |Providing maritime patrol and response, interdiction and strategic strike, amphibious operations, protection of |
| |shipping and offshore territories and resources, maritime intelligence collection and evaluation, hydrographic |
| |and oceanographic operations, and escort duties. |
| |Conducting peacetime activities including maritime surveillance and response within Australia’s offshore |
| |maritime zones, hydrographic, oceanographic and meteorological support operations, humanitarian assistance, |
| |disaster relief and maritime search and rescue. |
|Performance information |
|Year |Performance criteria[1] |Targets |
|2015-16 |Achieve levels of preparedness as directed by the |No targets were prepared for performance criteria in |
| |Chief of the Defence Force. Expected to be met. |2015-16. Improved performance criteria and targets have |
| | |been developed for 2016-17, in accordance with |
| | |Commonwealth Performance Framework requirements. |
| |Generate and sustain forces to meet the Government’s | |
| |operational requirements. Expected to be met. | |
| |Achieve a level of training that maintains core | |
| |skills, professional standards and baseline | |
| |preparedness. Expected to be met. | |
| |Provide timely, accurate and considered advice on Navy| |
| |capabilities to the Government, the Chief of the | |
| |Defence Force and the Secretary. Expected to be met. | |
| |Achieve Hydroscheme data and survey tasking | |
| |requirements to meet national hydrographic surveying | |
| |and charting obligations. Expected to be partially | |
| |met. | |
|2016-17 |Required preparedness levels are achieved and |As agreed with the Chief of the Defence Force. |
| |maintained. |All operational requirements are met. |
| |Operational outcomes meet the requirements of | |
| |Government policy. | |
|2017-18 and beyond |As per 2016-17. |As per 2016-17. |
|Purposes[2] |Purpose 2 – Deliver and sustain Defence capability and conduct operations. |
| |Purpose 3 – Develop the future capability Defence needs to conduct operations. |
|Material changes to Program 1.2 resulting from the following measures: |
|2016 Defence White Paper - additional funding. |
Notes
1. New or modified performance criteria that reflect new or materially changed programs are shown in italics.
2. Refers to updated purposes that will be reflected in the 2016-17 Corporate Plan.
Cost Summary for Program 1.2 Navy Capabilities[1]
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Navy Deliverables (Unit Availability Days)[1]
|Deliverables |2015-16 |2016-17 |2017-18 |2018-19 |2019-20 |
| |Estimated |Budget |Forward |Forward |Forward |
| |Actual[2] |Estimate |Year 1 |Year 2 |Year 3 |
|19 |Major |2,935 |3,498 |3,709 |3,154 |
| |Combatants[3] | | | | |
|Maritime Safety Updates[3] |1,100 |1,100 |1,100 |1,100 |1,100 |
|Charting Projects[4] |15 |15 |15 |15 |15 |
|Nautical Publications[5] |29 |29 |29 |30 |29 |
Notes
1. In accordance with First Principles Review recommendations, Hydroscheme products (Table 17) and the Chart Production Office component of Hydrographic Force UAD (Table 17) are expected to be transitioned to Strategy, Policy and Intelligence Group during 2016-17.
2. The 2015-16 Estimated Actual figure represents the Portfolio Additional Estimates Statements (PAES) 2015-16 target.
3. A Maritime Safety Update is an urgent safety-critical revision to published paper and Electronic Navigational Charts and official nautical publications that are distributed to the nautical community on a fortnightly cycle.
4. A Charting Project includes all priority elements involved in producing paper and electronic charts for particular geographic area projects.
5. Nautical publications include three annual publications - Australian Tide Tables, Hydroscheme and AusTides; 25 fortnightly Notices to Mariners; and selected additional publications each year. Annual Notices to Mariners will not be published from 2016-17 with Notices being promulgated fortnightly and enduring information incorporated into the Seafarer’s Handbook for Australian Waters.
Navy Deliverables (Flying Hours)
|Deliverables |2015-16 |2016-17 |2017-18 |2018-19 |2019-20 |
| |Estimated |Budget |Forward |Forward |Forward |
| |Actual1] |Estimate |Year 1 |Year 2 |Year 3 |
|7 |S-70B-2 (Seahawk)[2] |2,250 |1,200 |300 |- |- |
|7 |AS350BA (Squirrel) [3] |1,500 |2,000 |1,200 |500 |- |
|22 |MH-60R |3,400 |4,800 |6,050 |7,200 |7,200 |
|- |MRH-90[4] |- |- |- |- |- |
|1 |Laser airborne depth sounder aircraft |980 |980 |980 |980 |490 |
| |(LADS)[5] | | | | | |
Notes
1. The 2015-16 Estimated Actual figure represents the Portfolio Additional Estimates Statements (PAES) 2015-16 target.
1. Seahawk hours are being progressively reduced with the introduction of the MH-60R.
2. Squirrel hours are reducing and those resources redirected to a leased training helicopter ahead of the Squirrel replacement.
3. Navy is operating MRH90s; however, their flying hours have been included under Army Aviation, as Army is joint capability manager for the aircraft. Navy have six aircraft and approximately 1,500 hours per annum in the mature state.
4. LADS capability due to be retired December 2019.
|Program 1.3: Army Capabilities |
|Program 1.3 Objective |
|To provide land and special operation options for the protection and advancement of Australia’s national interests, and the promotion of |
|security and stability. To prepare land forces for the Joint Force-In-Being and contribute to: understanding and shaping the strategic |
|environment; assisting civil authorities in Australia and abroad; and deterring, denying and/or defeating adversaries that threaten |
|Australia, or its strategic interests. |
|Delivery |This program will be achieved by: |
| |Conducting raise, train and sustain activities to ensure land forces are available to meet Government direction.|
| | |
| |Contributing land forces to joint, combined and interagency operations as directed by Government. |
| |Contributing to a single end-to-end capability development function within Defence to maximise the efficient, |
| |effective and professional delivery of land capability. |
| |Conducting international engagement activities in support of the Defence International Engagement Strategy |
| |implementation. |
|Performance information |
|Year |Performance criteria[1] |Targets |
|2015-16 |Achieve levels of capability preparedness as directed |No targets were prepared for performance criteria in |
| |by the Chief of the Defence Force. Expected to be met.|2015-16. Improved performance criteria and targets have |
| | |been developed for 2016-17, in accordance with |
| | |Commonwealth Performance Framework requirements. |
| |Meet the Government’s operational requirements. | |
| |Expected to be met. | |
| |Generate, prepare and sustain land forces for each | |
| |current operation. Expected to be met. | |
| |Provide timely, accurate and considered advice on Army| |
| |capabilities to the Government, the Chief of the | |
| |Defence Force and the Secretary. | |
|2016-17 |Required preparedness levels are achieved and |As agreed with the Chief of the Defence Force. |
| |maintained. | |
| |Operational outcomes meet the requirements of |All operational requirements are met. |
| |Government policy. | |
|2017-18 and beyond |As per 2016-17. |As per 2016-17. |
|Purposes[2] |Purpose 2 – Deliver and sustain Defence capability and conduct operations. |
| |Purpose 3 – Develop the future capability Defence needs to conduct operations. |
|Material changes to Program 1.3 resulting from the following measures: |
|2016 Defence White Paper - additional funding. |
Notes
1. New or modified performance criteria that reflect new or materially changed programs are shown in italics.
2. Refers to updated purposes that will be reflected in the 2016-17 Corporate Plan.
Cost Summary for Program 1.3 Army Capabilities[1] [pic]
Army Deliverables (Rate of Effort – Flying Hours)
| |2015-16 |2016-17 |2017-18 |2018-19 |2019-20 |
| |Estimated |Budget |Forward |Forward |Forward |
|Deliverables |Actual |Estimate |Year 1 |Year 2 |Year 3 |
|6 |CH-47D Chinook [1][2] |480 |0 |0 |0 |0 |
|7 |CH-47F Chinook |1,300 |1,700 |2,000 |2,000 |2,000 |
|34 |S-70A-9 Black Hawk |4,575 |4,552 |4,550 |4,225 |3,750 |
|41 |B-206B-1 Kiowa[3] |5,300 |5,500 |4,150 |2,150 |0 |
|22 |ARH Tiger |4,350 |6,227 |6,227 |6,227 |6,227 |
|47 |MRH 90 Taipan |6,250 |7,000 |7,600 |8,200 |9,740 |
Notes
1. CH47D Additional 100 hrs required to conduct Flight Trials to Landing Helicopter Dock.
5. CH-47D Planned Withdrawal Date April 2016.
6. B-206B-1 Last Helicopter Qualification Course planned in 2018 before transition to AIR 9000 Ph 7 HATS (Navy).
|Program 1.4: Air Force Capabilities |
|Program 1.4 Objective |
|Air Force provides air power options for the protection and advancement of Australia’s national interests, and the promotion of security |
|and stability. |
|Delivery |This program will be achieved by: |
| |Conducting raise, train and sustain activities to prepare the capabilities required to provide air power options|
| |for Government. |
|Performance information |
|Year |Performance criteria[1] |Targets |
|2015-16 |Meet the Government’s operational requirements. |No targets were prepared for performance criteria in |
| |Expected to be met. |2015-16. Improved performance criteria and targets have |
| | |been developed for 2016-17, in accordance with |
| | |Commonwealth Performance Framework requirements. |
| | | |
| |Achieve levels of preparedness as directed by the | |
| |Chief of the Defence Force. Expected to be met. | |
| |Conduct force generation in a manner that balances | |
| |operational commitments and contingency planning. | |
| |Expected to be met. | |
| |Achieve a level of training that maintains core | |
| |skills, professional standards and baseline | |
| |preparedness. Expected to be met. | |
| |Provide timely, accurate and considered advice on Air | |
| |Force capabilities to the Government, the Chief of the| |
| |Defence Force and the Secretary. Expected to be met. | |
|2016-17 |Required preparedness levels are achieved and |As agreed with the Chief of the Defence Force. |
| |maintained. |All operational requirements are met. |
| |Operational outcomes meet the requirements of | |
| |Government policy. | |
|2017-18 and beyond |As per 2016-17. |As per 2016-17. |
|Purposes[2] |Purpose 2 – Deliver and sustain Defence capability and conduct operations. |
| |Purpose 3 – Develop the future capability Defence needs to conduct operations. |
|Material changes to Program 1.4 resulting from the following measures: |
|2016 Defence White Paper - additional funding. |
Notes
1. New or modified performance criteria that reflect new or materially changed programs are shown in italics.
2. Refers to updated purposes that will be reflected in the 2016-17 Corporate Plan.
Cost Summary for Program 1.4 Air Force Capabilities[1]
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Air Force Deliverables (Flying Hours)
|Deliverables |2015-16 |2016-17 |2017-18 |2018-19 |2019-20 |
| |Estimated |Budget |Forward |Forward |Forward |
| |Actual |Estimate |Year 1 |Year 2 |Year 3 |
|62 |
|Program 1.5 Objective |
|To provide the ADF joint integrated operational level headquarters (HQ) responsible for all ADF combined and interagency operations and |
|joint training activities, both domestically and internationally, in order to achieve Government and Chief of Defence Force’s (CDF) |
|strategic priorities and direction. |
|Chief of Joint Operations (CJOPS) is the CDF’s principal adviser on operational matters and is responsible to the CDF for the conduct of |
|military operational planning and the development and maintenance of Operational Risk Plans through which Defence activities by JOC |
|assigned assets can be synchronised and coordinated with the wider Australian Defence Organisation (ADO), other government agencies and |
|Australia’s alliance partners. CJOPS commands assigned deployed combined (coalition and multilateral, military and interagency) and joint |
|task forces and the Australian contingents to United Nations operations. |
|Program notes: |
|CJOPS is the ADF Search and Rescue (SAR) authority and is also responsible for coordinating Defence Assistance to the Civil Community |
|(DACC) and Defence Force Aid to the Civil Authority (DFACA). |
|CJOPS is the Joint Collective Training Authority responsible for the coordination and management of ADF joint collective training across |
|three core functions of the joint collective training management framework. This includes joint collective training management, joint |
|knowledge management and joint evaluation & support. |
|CJOPS is responsible for coordinating governance of the Defence Synthetic Environment. |
|Delivery |This program will be achieved by: |
| |Planning, controlling, conducting and evaluating the ADF’s and, where applicable, the whole of government and/or|
| |coalition contributions to Government-directed operational commitments. |
| |Providing input, in the form of reporting, analysis, plans and preparedness requirements, to the strategic level|
| |of Defence on military options and operational matters associated with current operational commitments and |
| |future directed contingencies. |
| |Planning, controlling, conducting and evaluating the ADF’s contributions to DACC and DFACA, and plan for and |
| |coordinate SAR for military purposes. |
| |Planning, controlling, conducting and evaluating the ADF’s participation in domestic and international joint, |
| |interagency and bilateral and multilateral exercises and JOC-sponsored engagement activities. |
| |Using and developing simulation capabilities to support the effective preparation of force elements to provide a|
| |wide range of response options for Government-directed operational commitments. |
|Performance information |
|Year |Performance criteria[1] |Targets |
|2015-16 |Input to strategic level decision making committees on|No targets were prepared for performance criteria in |
| |military options and operational matters and other |2015-16. Improved performance criteria and targets have |
| |advice on the development of capability, is timely and|been developed for 2016-17, in accordance with |
| |accurate. Expected to be met. |Commonwealth Performance Framework requirements. |
| |Joint Forces are certified, deployed and sustained | |
| |efficiently and effectively, and in accordance with | |
| |agreed timeframes. Expected to be met. | |
| |ADF operations and non-operational activities are | |
| |planned, controlled and conducted in accordance with | |
| |the promulgated Rules of Engagement (ROE) and | |
| |operational governance requirements in the areas of | |
| |medical administration and clinical governance, and | |
| |personnel, logistics, financial and contract | |
| |management. Expected to be met. | |
|2016-17 |Operational deployments meet requirements of |All operational requirements are met. |
| |Government policy. | |
|2017-18 and beyond |As per 2016-17. |As per 2016-17. |
|Purposes[2] |Purpose 2 – Deliver and sustain Defence capability and conduct operations. |
Notes
1. Performance criteria that reflect 2015-16 PBS key performance indicators or 2015-16 to 2019-20 performance measures identified in the 2015-16 Defence Corporate Plan. New or modified performance criteria that reflect new or materially changed programs are shown in italics.
2. Refers to updated purposes that will be reflected in the 2016-17 Corporate Plan.
Cost Summary for Program 1.5 Joint Operations Command
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|Program 1.6: Intelligence Capabilities (this program ceased with effect 8 February 2016) |
|Program 1.6 Objective |
|As Defence’s ability to preserve its intelligence capability edge is critically dependent on the availability of skilled and experienced |
|ADF and civilian personnel, the Group continues its recruitment and retention strategies through programs, such as targeted university |
|recruitment drives, incentives for staff with specific language and technical talents, and enhanced use of online recruitment tools. |
|Recruiting and retaining skilled, suitable personnel remains a challenge. The 2016 Defence White Paper outlines a funded and achievable |
|program by which Defence can preserve its intelligence capability edge into the future through new capabilities and increased staffing |
|levels. |
|Security and Vetting Services is responsible for the development of security policy, reporting on security performance, investigating |
|serious security incidents, producing security intelligence and threat assessments and developing and delivering specialist security |
|training. It includes the Australian Government Security Vetting Agency, which undertakes personnel security clearance vetting for the |
|majority of Commonwealth agencies and related industry. |
|Delivery |Provide timely, accurate and high quality intelligence and security support in accordance with Government |
| |priorities to support the ADF, policy and wider security operations. |
| |Deliver enhanced capabilities to better exploit next generation technologies, improve intelligence assessment, |
| |and enhance the security of the Government’s information. |
| |Provide advice and assistance to the Government on the security and integrity of electronic information, |
| |cryptography and communications technology. |
| |Meet the Australian Government Security Vetting Agency’s key performance results as specified in the agency’s |
| |Service Level Charter. |
| |Strengthen the management framework of the Australian Government Security Vetting Agency. |
| |Provide management and strategic direction for Defence’s foreign language capability. |
| |Ensure the effectiveness of the intelligence and security governance and compliance framework. |
| |Strengthen the workforce through targeted recruitment, retention and training initiatives. |
| |Ensure effective and efficient transfer of expertise, capabilities and intelligence across key international |
| |partnerships, and strengthen collaboration with national agencies. |
|Performance information |
|Year |Performance criteria[1] |Targets |
|2015-16 |Deliver intelligence and security services to meet |No targets were prepared for performance criteria in |
| |Defence and Government requirements. Expected to be |2015-16. Improved performance criteria and targets have |
| |partially met. |been developed for 2016-17, in accordance with |
| | |Commonwealth Performance Framework requirements. |
| | | |
| | | |
| | | |
| | | |
| |Develop next generation intelligence, geospatial and | |
| |security assessment capabilities including Geoint, | |
| |Sigint and Cyber. Expected to be met. | |
| |Strengthen the approach to security across Defence and| |
| |Government. Expected to be met. | |
| |Deliver strategic guidance and management support to | |
| |meet Defence’s foreign language requirements. Expected| |
| |to be met. | |
| |Achieve best practice in governance and compliance. | |
| |Expected to be partially met. | |
| |Ensure that the intelligence and security workforce is| |
| |developed and skilled. Expected to be met. | |
| |Deliver intelligence capability dividends through | |
| |international and national partnerships. Expected to | |
| |be met. | |
|Purposes[2] |Purpose 1 - Provide advice to Government. |
| |Purpose 2 – Deliver and sustain Defence capability and conduct operations. |
Notes
1. New or modified performance criteria that reflect new or materially changed programs are shown in italics.
1. Refers to updated purposes that will be reflected in the 2016-17 Corporate Plan.
Cost Summary for Program 1.6 Intelligence Capabilities[1]
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|Program 1.6: Vice Chief of the Defence Force |
|Program 1.6 Objective |
|To design and develop Defence Joint Capability and deliver military enablers in order to protect and advance Australia and its national |
|interests. |
|Delivery |This program will be achieved by: |
| |Providing strategic military advice in relation to military commitments, capability and preparedness. |
| |Establishing an end-to-end capability development function within Defence. |
| |Developing joint capabilities, enhancing joint force integration and interoperability, and providing future |
| |force design to support the implementation of the Integrated Investment Program. |
| |Providing and integrating military enabling services to Defence, including health, logistics, training, |
| |education, doctrine, ADF Reserves management policy, Defence Youth programs and ADF Cadets. |
| |Administering the Australian Civil-Military Centre, the ADF Parliamentary Program, the Federation Guard, ADF |
| |ceremonial activities, and the Counter Improvised Explosive Device Task Force. |
|Performance information |
|Year |Performance criteria[1] |Targets |
|2015-16 |Timely, accurate and widely consulted advice provided |No targets were prepared for performance criteria in |
| |to Government. Expected to be met. |2015-16. Improved performance criteria and targets have |
| |High level of engagement with Joint Operations |been developed for 2016-17, in accordance with |
| |Command, International Policy Division, Strategic |Commonwealth Performance Framework requirements. |
| |Policy Division, Australian Civil-Military Centre, and| |
| |other Government agencies, for operational matters. | |
| |Expected to be met. | |
| |Advice is readily sourced and made available to the | |
| |Offices of CDF and VDCF to support strategic decision | |
| |making. Expected to be met. | |
| |ADF operational tempo is managed within concurrency | |
| |constraints. Expected to be met. | |
| |Group-specific reform and savings have been achieved. | |
| |Expected to be met. | |
| |ADF operations and exercises receive effective and | |
| |efficient logistics and health support and services. | |
| |Expected to be substantially met. | |
| |ADF joint and combined operational capability is | |
| |enhanced. Expected to be met. | |
| |Delivery of learning outcomes meets defence capability| |
| |requirements. Expected to be met. | |
| |Planning and policy frameworks to enable the | |
| |contribution of the Reserves to Defence and the wider | |
| |community are enhanced. Expected to be met. | |
| |Governance and accountability frameworks that enhance | |
| |the youth development experience within the ADF Cadets| |
| |and the Defence Work Experience Programme. Expected to| |
| |be met. | |
| |Australian Civil-Military Centre delivers its goals | |
| |effectively and efficiently in accordance with | |
| |Government instructions. Expected to be met. | |
| |Timely, accurate and widely consulted advice on nature| |
| |of service classifications. Expected to be met. | |
| |Timely and accurate advice on strategic | |
| |communications. Expected to be met. | |
| |Group-specific outcomes and programmes are delivered | |
| |on time and within agreed resources. Expected to be | |
| |met. | |
|2016-17 |Required preparedness levels are achieved and |Preparedness levels are achieved and maintained as |
| |maintained. |directed by the Chief of the Defence Force. |
| |Strategic military advice supports Government-decision|Government expresses a high level of confidence in |
| |making. |strategic military advice. |
| |Integrity of the Integrated Investment Program. |Integrated Investment Program is delivered as agreed with|
| | |Government. |
|2017-18 and beyond |As per 2016-17. |As per 2016-17. |
|Purposes[2] |Purpose 1 – Provide advice to Government. |
| |Purpose 2 – Deliver and sustain Defence capability and conduct operations. |
| |Purpose 3 – Develop the future capability Defence needs to conduct operations. |
|Material changes to Program 1.6 resulting from the following measures: |
|2016 Defence White Paper - additional funding. |
Notes
1. New or modified performance criteria that reflect new or materially changed programs are shown in italics.
2. Refers to updated purposes that will be reflected in the 2016-17 Corporate Plan.
Cost Summary for Program 1.6 Vice Chief of the Defence Force[1]
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|Program 1.7: Capability Acquisition and Sustainment |
|Program 1.7 Objective |
|This program contributes to the achievement of the outcome through: |
|Acquiring and sustaining strategically aligned, affordable and safe military equipment for Defence which allows Defence to perform its |
|mission of defending Australia and its national interests; and |
|Partnering with industry and integrating Fundamental Inputs to Capability, on behalf of Capability Managers, to meet Government objectives |
|including support to operations. |
|Delivery |Manage the acquisition and sustainment of Defence materiel equipment to meet Government and Defence |
| |requirements. |
| |Provide accurate, timely, high quality advice and support to the Minister of Defence, Secretary of Defence, |
| |Chief of the Defence Force (CDF), and the Government to enable effective decision-making and policy engagement. |
| |Deliver agreed materiel equipment support to meet operational requirements. |
|Performance information |
|Year |Performance criteria[1] |Targets |
|2015-16[2] |Deliver major and minor capital equipment within the |No targets were prepared for performance criteria in |
| |agreed parameters for schedule, scope and budget. |2015-16. Improved performance criteria and targets have |
| |Expected to be substantially met. |been developed for 2016-17, in accordance with |
| |The detail varies with each project and is specified |Commonwealth Performance Framework requirements. |
| |in each project’s Materiel Acquisition Agreement (MAA)| |
| |and Materiel Sustainment Agreement (MSA). Expected to | |
| |be substantially met. | |
| |CASG is meeting Government, Ministerial and | |
| |Departmental expectations and timeframes for provision| |
| |of policy, advice and support and delivery of industry| |
| |programmes. Expected to be met. | |
|2016-17 |Capability proposals, once approved by Government, |Deliver Government approved acquisition projects to |
| |meet agreed schedule and are delivered within agreed |budget, schedule and agreed capability scope. |
| |costs and scope. |Deliver sustainment of military equipment to budget and |
| | |agreed availability target. |
| | |Timeliness and quality of advice meets Government and |
| | |Defence requirements. |
| |Procurement of Defence capability better leverages |Develop the Smart Buyer function which better leverages |
| |industry, is more agile and reduces the cost of doing |industry, delivers capability more rapidly and reduces |
| |business. |the cost of doing business for Defence and industry. |
|2017-18 and beyond |As per 2016-17. |As per 2016-17. |
|Purposes[3] |Purpose 2 – Deliver and sustain Defence capability and conduct operations. |
| |Purpose 3 – Develop the future capability Defence needs to conduct operations. |
|Material changes to Program 1.7 resulting from the following measures: |
|2016 Defence White Paper - additional funding. |
Notes
1. New or modified performance criteria that reflect new or materially changed programs are shown in italics.
2. 2015-16 performance criteria were taken from the Portfolio Budget Statements 2015-16 Defence Materiel Organisation Outcomes and Planned Performance section. Defence Materiel Organisation ceased to exist from 1 July 2015, and became part of the Department of Defence known, as the Capability Acquisition and Sustainment Group.
3. Refers to updated purposes that will be reflected in the 2016-17 Corporate Plan.
Cost Summary for Program 1.7 Capability Acquisition and Sustainment
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|Program 1.8: Defence Executive Support |
|Program 1.8 Objective |
|This program provides specialist advice and services to the Defence Ministers, the Secretary and the Chief of the Defence Force and |
|orchestrates service delivery outcomes for Defence. |
|The program coordinates Defence corporate governance, business planning, enterprise risk management and enterprise reform, undertakes |
|enterprise performance monitoring and reporting, and provides an independent mechanism for internal audit and review. The program provides |
|secretariat support to the Defence Committee, Enterprise Business Committee and Investment Committee. |
|Program 1.8 comprises the small personal offices of the Secretary and the Chief of the Defence Force, the Audit and Fraud Control Division,|
|the Associate Secretary’s Executive Office, Governance and Reform Division, United States Force Posture Initiative Program Office, Security|
|and Vetting Service, Legal Division, the ADF Investigative Services, and a number of Military Justice agencies. |
|Delivery |This program will be achieved by: |
| |Developing and delivering an improved Enterprise Performance Management Framework that guides how Defence will |
| |meet the requirements of the Public Governance, Performance and Accountability Act 2013 in an efficient and |
| |effective manner. Key deliverables of this Framework include publication of the Enterprise Performance |
| |Management Policy, the Defence Enterprise Risk Policy the Defence Corporate Plan, the Defence Business Plan, |
| |tri-annual Defence Performance Reports, Annual Performance Statements and the Defence Annual Report. Improved |
| |enterprise performance management is a key recommendation of the First Principles Review. |
| |Integrating, overseeing and reporting First Principles Review implementation. |
| |Providing secretariat support to the Senior Defence Committees: Defence Committee, Enterprise Business Committee|
| |and Investment Committee, and to the Defence Audit and Risk Committee. |
| |On behalf of the Secretary and Chief of the Defence Force, conducting independent audits of Defence activities, |
| |coordinating Australian National Audit Office activity in Defence and taking a leading role in the prevention |
| |and detection of fraud in Defence. |
| |Delivering specialist legal advice and support to Defence Ministers, the Secretary, Chief of the Defence Force, |
| |Defence and the Government, and legal advice and support for Australian Defence Force operations. |
| |Advising Defence Groups and the Services on protective security matters and providing vetting services for |
| |Defence and other national security agencies. |
| |Providing investigative and policing advice and delivering investigative services to support discipline within |
| |the Australian Defence Force. |
|Performance information |
|Year |Performance criteria[1] |Targets |
|2015-16 |Business outcomes are improved as part of broader |No targets were prepared for performance criteria in |
| |Defence reform. Expected to be met. |2015-16. Improved performance criteria and targets have |
| |Defence meets its non-financial performance management|been developed for 2016-17, in accordance with |
| |and risk management obligations under the Public |Commonwealth Performance Framework requirements. |
| |Governance, Performance and Accountability Act 2013. | |
| |Expected to be met. | |
| |Defence activities to implement the Force Posture | |
| |Initiatives are identified and completed in accordance| |
| |with arrangements between the Australian and United | |
| |States Governments. Expected to be met. | |
| |Defence Internal Audit Work Program is provided to | |
| |address high-level strategic risks are linked to the | |
| |Enterprise Risk Management Framework. Expected to be | |
| |met. | |
| |The Defence Fraud and Anti-Corruption Plans are to | |
| |prevent and detect fraud and corruption through the | |
| |promotion of ethical behaviours across Defence, and | |
| |the Public Interest Disclosure Scheme are managed in | |
| |accordance with the Public Interest Disclosure Act | |
| |2013. Expected to be met. | |
| |Defence meets its legislative and regulatory | |
| |obligations. Expected to be met. | |
| |Defence legal support, including specialist legal | |
| |advice, is provided to Defence Ministers, the | |
| |Secretary, Chief of the Defence Force and the | |
| |Government in support of effective decision making and| |
| |policy engagement. Expected to be met. | |
| |ADF operational capability is supported, including | |
| |through the deployment of ADF lawyers to provide | |
| |access to relevant and timely legal support. Expected | |
| |to be met. | |
|2016-17 |Enterprise planning and performance monitoring |Defence meets its non-financial performance management |
| |processes are delivered in line with the requirements |and risk management obligations under the Public |
| |of the Public Governance, Performance and |Governance, Performance and Accountability Act 2013. |
| |Accountability Act 2013. | |
| |Business outcomes are improved as part of broader |Defence reform is achieved as agreed with Government and |
| |Defence reform. |in accordance with the First Principles Review |
| | |implementation plan. |
| |Security and vetting services are delivered to |Security services are delivered in accordance with the |
| |Defence, whole-of-Government and industry customers. |security and vetting services Service Offer. |
| | |The Australian Government Security Vetting Agency meets |
| | |its Charter. |
|2017-18 and beyond |Enterprise planning and performance monitoring |Defence meets its non-financial performance management |
| |processes are delivered in line with the requirements |and risk management obligations under the Public |
| |of the Public Governance, Performance and |Governance, Performance and Accountability Act 2013. |
| |Accountability Act 2013. |Enabling services are delivered in accordance with agreed|
| |The Service Delivery System enables Australian Defence|Service Offers. |
| |Force operations. | |
|Purposes[2] |Purpose 1 – Provide advice to Government. |
Notes
1. New or modified performance criteria that reflect new or materially changed programs are shown in italics.
2. Refers to updated purposes that will be reflected in the 2016-17 Corporate Plan.
Cost Summary for Program 1.8 Defence Executive Support
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|Program 1.9: Estate and Infrastructure |
|Program 1.9 Objective |
|The Estate and Infrastructure program contributes to the achievement of outcome through: |
|Developing and delivering a strategically aligned, affordable, safe and sustainable estate that enables Defence capability and operations; |
|Efficient and responsive delivery of an agreed range of services that enable the Australian Defence Organisation, and are fundamental to |
|generating Defence capability and preparedness; and |
|Implementing service delivery reform for the First Principles Review. |
|Delivery |Managing and sustaining the Defence estate to meet Government and Defence requirements by developing and |
| |delivering major infrastructure, property and environmental programs. The approved 2016-17 Capital Facilities |
| |Program is outlined at Appendix G. |
| |Maintaining 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. |
| |Prioritising and delivering agreed estate services to enable Defence capability requirements. |
|Performance information |
|Year |Performance criteria[1] |Targets |
|2015-16 |The Defence estate is managed and maintained to meet |No targets were prepared for performance criteria in |
| |current and future Defence capability and Government |2015-16. Improved performance criteria and targets have |
| |priorities. Expected to be met. |been developed for 2016-17, in accordance with |
| |Approved Major Capital Facilities Projects are |Commonwealth Performance Framework requirements. |
| |delivered within budget and schedule, compliant with | |
| |legislative and other statutory requirements, | |
| |standards and policies. Expected to be met. | |
| |Agreed base support and other corporate services are | |
| |prioritised and delivered to enable Defence capability| |
| |requirements. Expected to be met. | |
| |Timeliness and quality of advice, including Cabinet | |
| |documentation, provided by the Department meets | |
| |requirements. Expected to be met. | |
|2016-17 |Estate proposals, once approved by Government, meet |The Major Capital Facilities Program is delivered within |
| |agreed schedule and are delivered within agreed costs |scope, budget and schedule. |
| |and scope. |The Major Capital Facilities Program is compliant with |
| | |legislative and other statutory requirements, standards |
| | |and policies. |
| |The estate is aligned with the requirements of the |Surplus estate is disposed of as agreed with Government. |
| |current and future force. | |
| |Estate services enable Defence capability |Estate services are delivered within budget and meet |
| |requirements. |service requirements. |
|2017-18 and beyond |As per 2016-17. |As per 2016-17. |
|Purposes[2] |Purpose 2 – Deliver and sustain Defence capability and conduct operations. |
|Material changes to Program 1.9 resulting from the following measures: |
|2016 Defence White Paper - additional funding. |
|Closure of Hunter River and Port Stephens Fisheries - assistance to individuals and businesses - extension. |
Notes
1. New or modified performance criteria that reflect new or materially changed programs are shown in italics.
2. Refers to updated purposes that will be reflected in the 2016-17 Corporate Plan.
Cost Summary for Program 1.9 Estate and Infrastructure
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|Program 1.10: Chief Information Officer |
|Program 1.10 Objective |
|To provide Defence with dependable, secure and integrated ICT capabilities to support the conduct of ADF operations and Defence business. |
|CIOG will also focus on delivering key ICT programs that are fundamental to the achievement of broader Defence reform. |
|Delivery |This program will be achieved by: |
| |Planning and governing Defence ICT ensuing the appropriate networking and operation of ICT systems. |
| |Delivering ICT programs and assigned ICT elements of endorsed projects and system improvements in the Integrated|
| |Investment Program to enhance and transform as necessary key elements of Defence ICT infrastructure. |
| |Completing the detailed design and implementation plan for whole of enterprise information management, including|
| |alignment of existing/planned initiatives to the information management agenda. |
|Performance information |
|Year |Performance criteria[1] |Targets |
|2015-16 |ICT capabilities are developed and sustained in |No targets were prepared for performance criteria in |
| |accordance with agreed stakeholder priorities. |2015-16. Improved performance criteria and targets have |
| |Expected to be met. |been developed for 2016-17, in accordance with |
| |Strategic investment in consolidated networks, |Commonwealth Performance Framework requirements. |
| |infrastructure, service orientated architecture, | |
| |applications and information management enables | |
| |transition to a Single Information Environment. | |
| |Expected to be met. | |
| |ICT security is maintained to an appropriate level. | |
| |Expected to be met. | |
| |ICT shared services reforms are effective in reducing | |
| |costs and increasing productivity across Defence. | |
| |Expected to be met. | |
| |ICT service and service support are delivered in | |
| |accordance with the Defence ICT Service Delivery | |
| |Charter and the Defence ICT Services Catalogue. | |
| |Expected to be substantially met. | |
|2016-17 |ICT services meet requirements. |Satisfaction with the service delivery system increases |
| | |over time. |
| |Effective development of next-generation ICT services.|ICT capability development is in accordance with the |
| | |Integrated Investment Program. |
| |Effective development of Enterprise-wide frameworks |Enterprise Information Management architecture is |
| |for information management architecture standards and |approved for implementation. |
| |master data management. | |
|2017-18 and beyond |As per 2016-17. |As per 2016-17. |
|Purposes[2] |Purpose 2 – Deliver and sustain Defence capability and conduct operations. |
|Material changes to Program 1.10 resulting from the following measures: |
|2016 Defence White Paper - additional funding. |
Notes
1. New or modified performance criteria that reflect new or materially changed programs are shown in italics.
2. Refers to updated purposes that will be reflected in the 2016-17 Corporate Plan.
Cost Summary for Program 1.10 Chief Information Officer
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|Program 1.11: Defence People |
|Program 1.11 Objective |
|To enable Defence capability through people. The program delivers people strategy and policy, recruitment, learning and pay and |
|administration for Defence. The program is responsible for driving and reinforcing cultural change and supporting the implementation of the|
|First Principles Review and 2016 Defence White Paper. It also provides specific support for ADF members and their families and has Defence |
|responsibility for Work Health and Safety. |
|Delivery |The program will be achieved by: |
| |Providing timely, accurate and high-quality advice on key people issues to the Secretary, CDF and Government. |
| |Delivering a 10-year Strategic Workforce Plan that will set out the skills Defence needs and how Defence will |
| |attract, recruit, develop and retain its people |
| |Providing professional people services to Defence through the delivery of people management, policy, planning |
| |and administration services. |
| |Driving ongoing cultural reform and workforce culture initiatives that promote acceptance, diversity and |
| |inclusion. |
| |Delivering a fully compliant Workplace Health and Safety System that ensures Defence provides a safe work |
| |environment for its people. |
| |Driving a high performing culture where leadership, professionalism and corporate behaviour are rewarded and |
| |valued. |
| |Providing support to ADF members and their families to manage the military way of life throughout their service,|
| |and during transition from the ADF. |
|Performance information |
|Year |Performance criteria[1] |Targets |
|2015-16 |Advice to the Secretary, Chief of the Defence Force |No targets were prepared for performance criteria in |
| |and Government on people issues is timely and of a |2015-16. Improved performance criteria and targets have |
| |high quality. Expected to be met. |been developed for 2016-17, in accordance with |
| | |Commonwealth Performance Framework requirements. |
| | | |
| | | |
| | | |
| | | |
| | | |
| | | |
| | | |
| | | |
| |People reform through the First Principles Review, | |
| |Defence White Paper, and HR services is effective in | |
| |improving customer-focused service delivery. Expected | |
| |to be met. | |
| |Projects and initiatives described in Pathway to | |
| |Change and the People chapter of the Defence Annual | |
| |Plan, which are aimed at delivering a sustainable | |
| |people capability in Defence, are completed in a | |
| |timely manner and achieve the desired outcomes. | |
| |Expected to be met. | |
| |Implementation milestones are achieved for an updated | |
| |Strategic Workforce Plan, including for each APS job | |
| |family. Expected to be met. | |
| |Implementation of a strengthened performance | |
| |management system. Expected to be met. | |
| |Completion of the ADF Total Workforce Model for | |
| |implementation by the Services. Expected to be met. | |
| |Implementation of a new modern military superannuation| |
| |arrangement for people joining the ADF from 1 July | |
| |2016. Expected to be met. | |
| |Enhanced support to wounded, ill and injured members | |
| |of the ADF is provided in conjunction with Department | |
| |of Veterans’ Affairs. Expected to substantially be | |
| |met. | |
| |Implementation milestones are achieved on schedule for| |
| |the Defence Work Health and Safety Strategy and the | |
| |Diversity and Inclusion Strategy. Expected to be met. | |
| |Provide timely and professional support services to | |
| |ADF members and families, including delivery of family| |
| |support program, transition services and bereavement | |
| |support in the event of death and serious casualties. | |
| |Expected to be met. | |
| |Achieve ADF recruitment targets. Expected to be met. | |
| |Ensure timely recognition of ADF members, ex-serving | |
| |members and APS employees in accordance with the | |
| |Australian and imperial Honours and Awards systems, | |
| |and the civilian long service recognition and schemes.| |
| |Expected to be substantially met. | |
|2016-17 |Achievement of ADF recruitment targets. |Meet recruitment targets as specified by the Services. |
| |Achieve ongoing cultural reform and workforce culture |Workforce diversity has increased. |
| |initiatives that embed diversity and inclusion. |Cultural reform initiatives are implemented as set out in|
| | |the Pathway to Change program. |
| |An agile and skilled workforce through alignment and |Workforce is aligned and managed in accordance with the |
| |balance of workforce supply and demand. |Workforce Strategy and the ADF Total Workforce Model. |
| |Complete implementation of First Principles Review |Implemented as agreed with Government. |
| |workforce and behavioral recommendations. | |
| |ADF members and families are supported through the |Support is delivered in a timely and professional manner.|
| |delivery of the family support program, transition | |
| |services and bereavement support. | |
|2017-18 and beyond |As per 2016-17. |As per 2016-17. |
|Purposes[2] |Purpose 2 – Deliver and sustain Defence capability and conduct operations. |
| |Purpose 3 – Develop the future capability Defence needs to conduct operations. |
|Material changes to Program 1.11 resulting from the following measures: |
|2016 Defence White Paper - additional funding. |
Notes
1. New or modified performance criteria that reflect new or materially changed programs are shown in italics.
2. Refers to updated purposes that will be reflected in the 2016-17 Corporate Plan.
Cost Summary for Program 1.11 Defence People
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|Program 1.12: Defence Science and Technology |
|Program 1.12 Objective |
|To provide scientific advice and innovative technology solutions to the Government, Defence and Australia’s national security agencies to |
|support the conduct of Defence operations, the provision of Defence capabilities and the promotion of security and stability. |
|Delivery |This program is achieved by: |
| |Conducting applied research focussed on supporting Defence and national security operations, sustaining and |
| |enhancing current capability, and supporting the development and acquisition of future capability. |
| |Drawing upon the world-class scientific ability of its staff and research facilities, and extensive networks and|
| |partnerships with external organisations such as international research agencies, industry and academia to |
| |support DST Group’s role as a knowledge and innovation integrator for Defence and to promote defence science and|
| |education in the broader Australian community. |
|Performance information |
|Year |Performance criteria[1] |Targets |
|2015-16 |Advice to Defence and the Government on science and |No targets were prepared for performance criteria in |
| |technology matters is valued through its contribution |2015-16. Improved performance criteria and targets have |
| |to improved Defence and national security outcomes. |been developed for 2016-17, in accordance with |
| |Expected to be met. |Commonwealth Performance Framework requirements. |
| |The applied research program is strategically balanced| |
| |and aligned with the needs of Defence in support of | |
| |operations, the current force, capability development | |
| |and acquisition, and the needs of national security | |
| |agencies. Expected to be met. | |
| |Research program outputs enable enhanced Defence and | |
| |national security capability, treat risks and save | |
| |resources. Expected to be met. | |
| |Program outcomes are delivered on time, in scope and | |
| |within agreed resources. Expected to be substantially | |
| |met. | |
| |Strategic research is focused on supporting future |Strategic research activities are undertaken in key areas|
| |Defence capability; it enables game-changing |including hypersonics, cyber, future electronic warfare, |
| |capability in the longer term, to both prevent and |intelligence, surveillance and reconnaissance, signature,|
| |create strategic surprise. Expected to be met. |materials and energy and future undersea warfare. |
| |DSTG’s science and technology capability is |Collaborative activities with industry, academia and |
| |contributed to by: a workforce with world-class |allied defence research agencies are clearly aligned with|
| |expertise and facilities, measured through |the strategic direction of Defence and government. |
| |benchmarking and client feedback; and appropriately | |
| |leveraged science and technology engagement and | |
| |partnerships with research organisations, industry and| |
| |academia, including international government agencies.| |
| |Expected to be met. | |
|2016-17 |Emerging capability and technology is used to support |Science and technology activities are balanced to support|
| |development of best value-for-money capability. |Defence capability and operational priorities in |
| | |accordance with 2016 Defence White Paper. |
| |Defence’s strategic research builds understanding of |Strategic research activities are aligned with Integrated|
| |future Defence capability. |Investment Program priorities. |
| |Defence S&T capability enhanced through the delivery |Collaborative activities with industry, academia and |
| |of collaborative partnerships with international |allied defence research agencies are aligned to 2016 |
| |research agencies, industry and academia. |Defence White Paper and Defence Industry Policy Statement|
| | |priorities. |
|2017-18 and beyond |As per 2016-17. |As per 2016-17. |
|Purposes[2] |Purpose 2 – Deliver and sustain Defence capability and conduct operations. |
| |Purpose 3 – Develop the future capability Defence needs to conduct operations. |
Notes
1. New or modified performance criteria that reflect new or materially changed programs are shown in italics.
2. Refers to updated purposes that will be reflected in the 2016-17 Corporate Plan.
Cost Summary for Program 1.12 Defence Science and Technology
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|Program 1.13: Chief Finance Officer |
|Program 1.13 Objective |
|This program provides strategic financial advice and information to Ministers, the Secretary, the CDF and Defence Senior Leaders. It |
|provides a whole of Defence focus for planning, management, monitoring and reporting of key deliverables to the Government including |
|Defence’s outputs. |
|Delivery |The program is achieved by: |
| |Driving Defence’s financial management and improvement programs through uniform financial management approaches |
| |and a streamlined accountability structure. |
| |Working with all Services and Groups to identify costs drivers for all key business elements. |
|Performance information |
|Year |Performance criteria[1] |Targets |
|2015-16 |Provide timely and high quality financial advice to |No targets were prepared for performance criteria in |
| |the Minister, the Secretary and Chief of the Defence |2015-16. Improved performance criteria and targets have |
| |Force. Expected to be met. |been developed for 2016-17, in accordance with |
| |Produce Defence’s Budget, Financial Statements and the|Commonwealth Performance Framework requirements. |
| |annual Defence Management and finance Plan within | |
| |agreed statutory timeframes. Expected to be met. | |
| |Maintain unqualified Financial Statements. Expected | |
| |to be met. | |
|2016-17 |Quality and timeliness of financial advice to the |Financial advice meets the Minister, Secretary and Chief |
| |Minister, the Secretary and Chief of the Defence |of the Defence Force’s requirements. |
| |Force. | |
| |Production of Defence’s Budget, Financial Statements |Produced in accordance within agreed statutory |
| |and the annual Defence Management and Finance Plan. |timeframes. |
| |Status of Financial Statements. |Financial Statements are unqualified. |
|2017-18 and beyond |As per 2016-17. |As per 2016-17. |
|Purposes[2] |Purpose 1 – Provide advice to Government. |
|Material changes to Program 1.13 resulting from the following measures: |
|2016 Defence White Paper - additional funding. |
|Trans-Pacific Partnership - implementation. |
|Antarctica - maintaining Australia's presence. |
|Cyber Security - implementation of Australia’s Cyber Security Strategy. |
|Spirit of the ANZAC Centenary Experience Travelling Exhibition - additional funding. |
Notes
1. New or modified performance criteria that reflect new or materially changed programs are shown in italics.
7. Refers to updated purposes that will be reflected in the 2016-17 Corporate Plan.
Cost Summary for Program 1.13 Chief Finance Officer
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|Program 1.14: Capability Development (Program ceased with effect 1 April 2016) |
|Program 1.14 Objective |
|Capability Development Group (CDG) develops and manages the Defence Capability Plan (DCP) and prepares Defence capability investment |
|approval proposals for Government consideration. |
|CDG is also responsible for Defence Test and Evaluation advice and policy as well as conducting Defence trails. These duties are carried |
|out by the Australian Defence Test and Evaluation Office. |
|To achieve this, CDG: |
|Works with other areas of Defence to develop an affordable, achievable DCP that will provide the military capabilities Defence needs to |
|align with the Government’s strategic direction; |
|Develops compelling business cases for projects in the DCP for Government consideration; |
|Works with industry and capability development organisations in other countries; and |
|Provides best practice expertise for all elements of capability development. |
|Delivery |Deliver the Defence Capability Plan (DCP). |
| |Provide timely and high quality advice on Defence capability development policy and processes. |
| |Deliver Defence capability modernisation proposals to government for consideration and approval. |
| |Deliver DCP funded innovation programs. |
| |Deliver independent Test and Evaluation advice, planning, support and trials to Defence throughout the |
| |capability systems life cycle. |
|Performance information |
|Year |Performance criteria[1] |Targets |
|2015-16 |Provide advice to the Secretary, Chief of the Defence |No targets were prepared for performance criteria in |
| |Force and the Minister within agreed timeframes. Met. |2015-16. Improved performance criteria and targets have |
| | |been developed for 2016-17, in accordance with |
| | |Commonwealth Performance Framework requirements. |
| |Deliver Defence capability proposals with feasible | |
| |schedule, cost and capability estimates. Met – CDG | |
| |delivered Defence capability proposals with a higher | |
| |than usual number of Government approvals for | |
| |financial year 2015-16. | |
| |Innovation activities contribute to current or future | |
| |Defence capability, or de-risk capability development | |
| |activities. Met. | |
| |Submit Test Concept documents, Early Test plans, Test | |
| |Evaluation Master Plans and trial reports in support | |
| |of capability submissions. Met. | |
|Purposes[2] |Purpose 3 – develop the future capability Defence needs to conduct operations. |
Notes
1. New or modified performance criteria that reflect new or materially changed programs are shown in italics.
2. Refers to updated purposes that will be reflected in the 2016-17 Corporate Plan.
Cost Summary for Program 1.14 Capability Development[1]
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|Administered Program 1.14: Defence Force Superannuation Benefits |
|Administered Program 1.14 Objective |
|The objective of Program 1.14 is to administer and report member and employer contributions paid during the year to the Defence Force |
|Retirement and Death Benefits (DFRDB) scheme, the Military Superannuation and Benefits Scheme (MSBS) and ADF Super. It accounts for the |
|liability for these schemes plus the Defence Forces Retirement Benefits (DFRB) scheme and the statutory death and invalidity scheme, ADF |
|Cover. This program includes payment of the MSBS Retention Benefit. |
|Delivery |This program will be achieved by reporting on superannuation contributions and the movement in liabilities |
| |associated with the five military superannuation schemes. |
| |Notes about this program: |
| |The DFRB commenced in 1948 and only covers members or their dependants who were in receipt of a pension at the |
| |time DFRDB commenced. This scheme does not have any contributing members. |
| |The DFRDB was closed to new participants in 1991. From 1 July 2016, DFRDB members who re-enter the ADF will no |
| |longer rejoin DFRDB as contributing members but instead join the ADF’s new superannuation scheme, ADF Super. |
| |The MSBS commenced in 1991 and is available to all full-time members of the ADF. On 1 July 2016, the MSBS will |
| |close to new members. |
| |ADF Super is the new superannuation scheme for ADF members. It will commence on 1 July 2016. |
| |ADF Cover is the statutory death and invalidity scheme that accompanies ADF Super. |
| |All five schemes are managed on Defence’s behalf by the Commonwealth Superannuation Corporation. |
| |Since 1991, Defence has paid the MSBS Retention Benefit to eligible MSBS members after 15 years of continuous |
| |eligible service. The purpose of the Retention Benefit is to encourage members to serve until they have |
| |completed 20 years of service. Due to legislative amendments passed in 2005, the Retention Benefit is not |
| |available to members who enlisted after 6 October 2005. |
|Performance information |
|Year |Performance criteria[1] |Targets |
|2015-16 |Provision of timely payments to the Commonwealth |No targets were prepared for performance criteria in |
| |Superannuation Corporation and quality administration |2015-16. Improved performance criteria and targets have |
| |of DFRB, DFRDB and MSBS employer and member |been developed for 2016-17, in accordance with |
| |contributions. Expected to be met. |Commonwealth Performance Framework requirements. |
|2016-17 |Provision of timely payments to the Commonwealth |Payments are provided within agreed timeframes to the |
| |Superannuation Corporation and quality administration |Commonwealth Superannuation Corporation and quality |
| |of DFRB, DFRDB, MSBS and ADF Super employer and member|administration of DFRB, DFRDB, MSBS and ADF Super |
| |contributions. |employer and member contributions. |
|2017-18 and beyond |As per 2016-17. |As per 2016-17. |
|Purposes[2] |Purpose 2 – Deliver and sustain Defence capability and conduct operations. |
Notes
1. New or modified performance criteria that reflect new or materially changed programs are shown in italics.
3. Refers to updated purposes that will be reflected in the 2016-17 Corporate Plan.
Cost Summary for Administered Program 1.14 Defence Force Superannuation Benefits
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|Administered Program 1.15: Defence Force Superannuation Nominal Interest |
|Administered Program 1.15 Objective |
|The objective of Program 1.16 is to administer nominal interest for the three defined benefit military superannuation schemes: the Defence |
|Forces Retirement Benefits (DFRB) scheme, the Defence Force Retirement and Death Benefits (DFRDB) scheme and the Military Superannuation |
|and Benefits Scheme (MSBS), as well as the statutory death and invalidity scheme, ADF Cover. |
|Delivery |This program will be achieved by reporting on superannuation nominal interest associated with the three military|
| |superannuation schemes and the statutory death and invalidity scheme. |
| |Notes about this program: |
| |The DFRB commenced in 1948 and only covers members or their dependants who were in receipt of a pension at the |
| |time DFRDB commenced. This scheme does not have any contributing members. |
| |The DFRDB was closed to new participants in 1991. |
| |The MSBS commenced in 1991 and is available to all full-time members of the ADF. |
| |ADF Cover is the statutory death and invalidity scheme that accompanies the new accumulation military |
| |superannuation scheme, ADF Super. |
| |All four schemes are managed on Defence’s behalf by the Commonwealth Superannuation Corporation. |
|Performance information |
|Year |Performance criteria[1] |Targets |
|2015-16 |Provide quality administration services for DFRB, |No targets were prepared for performance criteria in |
| |DFRDB and MSBS nominal interest transactions. Expected|2015-16. Improved performance criteria and targets have |
| |to be met. |been developed for 2016-17, in accordance with |
| | |Commonwealth Performance Framework requirements. |
|2016-17 |Provide quality administration services for DFRB, |Administration services are provided as agreed for DFRB, |
| |DFRDB, MSBS and ADF Cover nominal interest |DFRDB, MSBS and ADF Cover nominal interest transactions. |
| |transactions. | |
|2017-18 and beyond |As per 2016-17. |As per 2016-17. |
|Purposes[2] |Purpose 2 – Deliver and sustain Defence capability and conduct operations. |
Notes
1. New or modified performance criteria that reflect new or materially changed programs are shown in italics.
4. Refers to updated purposes that will be reflected in the 2016-17 Corporate Plan.
Cost Summary for Administered Program 1.15 Defence Force Superannuation Nominal Interest
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|Administered Program 1.16: Housing Assistance |
|Administered Program 1.16 Objective |
|The Defence Home Ownership Assistance Scheme (DHOAS) was established in order to support the Government’s retention and recruitment |
|initiatives and influence ADF members’ decision to stay beyond critical career points. The scheme came into effect on 1 July 2008. |
|Delivery |This program will be achieved by: |
| |Providing ADF members with assistance to achieve home ownership that reflects the contemporary housing and home |
| |finance markets. |
| |Providing progressively higher levels of assistance for eligible members serving beyond the critical career |
| |points of four, eight and twelve years of service. |
| |Providing quality services for the administration of the Scheme, including the accurate and timely processing of|
| |member applications and issuing of Subsidy Certificates. |
| |Notes about this program: |
| |The Scheme provides eligible ADF members and ex-serving members with assistance to either purchase a home, |
| |purchase land for the purpose of building a home, or to renovate or extend an existing home. |
| |Following a competitive tendering process the Department of Veterans’ Affairs was appointed Scheme Administrator|
| |and a panel of three Home Loan Providers was established: National Australia Bank (NAB), Australian Military |
| |Bank, and the Defence Bank. |
|Performance information |
|Year |Performance criteria[1] |Targets |
|2015-16 |Members respond to and take up the scheme. |While not included in the 2015-16 Portfolio Budget |
| | |Statements, the targeted number of applications to be |
| | |received is 6,000 with 4,500 members to actually take up |
| | |the scheme. The actual outcome is expected to be |
| | |consistent with this target. |
| |Ensure that interest rates provided to ADF members by |No targets were prepared for performance criteria in |
| |the Home Loan Providers are competitive with other |2015-16. Improved performance criteria and targets have |
| |interest rates in the market. Expected to be met. |been developed for 2016-17, in accordance with |
| | |Commonwealth Performance Framework requirements. |
|2016-17 |Members respond to and take up the scheme. |6,000 applications received with 3,800 members taking up |
| | |the scheme. |
| |Ensure that interest rates provided to ADF members by |Interest rates offered are consistently lower than other |
| |the Home Loan Providers are competitive with other |interest rates in the market. |
| |interest rates in the market. | |
|2017-18 and beyond |As per 2016-17. |As per 2016-17. |
|Purposes[2] |Purpose 2 – Deliver and sustain Defence capability and conduct operations. |
Notes
1. New or modified performance criteria that reflect new or materially changed programs are shown in italics.
5. Refers to updated purposes that will be reflected in the 2016-17 Corporate Plan.
Cost Summary for Administered Program 1.16 Housing Assistance
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|Administered Program 1.17: Other Administered |
|Administered Program 1.17 Objective |
|This program comprises three elements: |
|Interest earned on overdue accounts and on official bank accounts held to facilitate operational requirements. |
|Interest on Government loans to fund the building of new accommodation, dividends and tax equivalent payments received from the DHA. |
|Revenue received from science and technology royalties where the royalties offset Departmental cost of an activity, to the extent there was|
|no appropriation for the activity. |
|Delivery |Report on interest and other receipts transferred to the Official Public account. |
|Performance information |
|Year |Performance criteria[1] |Targets |
|2015-16 |Accurate accounting and reporting of ‘Other |No targets were prepared for performance criteria in |
| |Administered’. |2015-16. Improved performance criteria and targets have |
| | |been developed for 2016-17, in accordance with |
| | |Commonwealth Performance Framework requirements. |
|2016-17 |Account and report ‘Other Administered’. |Accounting and reporting is accurate. |
|2017-18 and beyond |As per 2016-17. |As per 2016-17. |
|Purposes[2] |Purpose 2 – Deliver and sustain Defence capability and conduct operations. |
Notes
1. New or modified performance criteria that reflect new or materially changed programs are shown in italics.
6. Refers to updated purposes that will be reflected in the 2016-17 Corporate Plan.
Cost Summary for Administered Program 1.17 Other Administered
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|Outcome 2: The advancement of Australia’s strategic interests through the conduct of military operations and other tasks as directed by |
|Government |
Outcome 2 Strategy
The ADF is required to undertake a wide range of military and humanitarian assistance operations as directed by the Government to ensure the defence of Australia and its national interests. The ADF's military operations and other tasks contribute to the achievement of the Government's strategic objectives, defined as defending Australia, contributing to the security of the immediate neighbourhood and supporting wider interests, in line with the 2016 Defence White Paper.
Outcome 2 Resources
Total Budgeted Resources Available for Outcome 2
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Contributions to Outcome 2
|Program 2.1: Operations Contributing to the Security of the Immediate Neighbourhood |
|Program 2.1 Objective |
|To ensure that the Government, through the ADF, has an active and effective role in promoting regional stability, integrity and cohesion. |
|Australia shares the immediate neighbourhood with Indonesia, New Zealand, Papua New Guinea, Timor-Leste, South East Asian countries and the|
|island countries of the South West Pacific. |
|Delivery |This program will be achieved by: |
| |Supporting the delivery of ready and capable forces to Government in defence of Australia and its national |
| |interests. |
| |Providing strategic level advice and support in the planning and execution of the ADF’s current operations and |
| |future commitments. |
| |Enabling the Government to continuously review its national strategic interests. |
| |Operations include: |
| |GATEWAY – Conduct northern Indian Ocean and South China Sea maritime surveillance patrols. |
| |SOLANIA – Conduct South West Pacific maritime surveillance patrols. |
| |RENDER SAFE – Provide enduring explosive ordnance disposal support to the nations of the South West Pacific. |
| |SAVILLE – Responses to foreign military activity in Australia’s maritime approaches. |
|Performance information |
|Year |Performance criteria[1] |Targets |
|2015-16 |ADF operations meet their stated objective within the |No targets were prepared for performance criteria in |
| |Government’s guidance. |2015-16. Improved performance criteria and targets have |
| |ADF forces are effectively deployed and sustained. |been developed for 2016-17, in accordance with |
| |ADF forces are withdrawn for reconstitution when they |Commonwealth Performance Framework requirements. |
| |are no longer required. | |
|2016-17 |ADF operations meet requirements. |Operations meet Government’s stated objective/s. |
| | |ADF forces are effectively deployed and sustained. |
| | |ADF forces are withdrawn for reconstitution when they are|
| | |no longer required. |
|2017-18 and beyond |As per 2016-17. |As per 2016-17. |
|Purposes[2] |Purpose 2 – Deliver and sustain Defence capability and conduct operations. |
Notes
1. New or modified performance criteria that reflect new or materially changed programs are shown in italics.
7. Refers to updated purposes that will be reflected in the 2016-17 Corporate Plan.
Cost Summary for Program 2.1 Operations Contributing to the Security of the Immediate Neighbourhood
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|Program 2.2: Operations Supporting Wider Interests |
|Program 2.2 Objective |
|Operations supporting wider interests are designed to contribute to United Nations’ and international efforts to uphold global security. |
|Delivery |This program will be achieved by: |
| |Supporting the delivery of ready and capable forces to Government in defence of Australia and its national |
| |interests. |
| |Providing strategic level advice and support in the planning and execution of the ADF’s current operations and |
| |future commitments. |
| |Enabling the Government to continuously review its national strategic interests. |
| |Operations include: |
| |PALADIN – Contribute to the United Nations Truce Supervision Organization in the Middle East. |
| |MAZURKA – Contribute to the Multinational Force and Observers in the Sinai. |
| |ASLAN – Contribute to the United Nations mission to the Republic of Sudan. |
| |MANITOU - Contribute to international maritime security operations in the Middle East Area of Operations and |
| |international counter-piracy operations in the Persian Gulf, the Gulf of Aden, the Red Sea and parts of the |
| |Indian Ocean. |
| |ACCORDION – Provide support to Operation SLIPPER and MANITOU from within the Gulf States. |
| |OKRA – Operations in support of coalition response to the Iraq crisis. |
| |HIGHROAD – Ongoing contribution to the NATO-led mission in Afghanistan (replaces Operation Slipper (2001) |
| |supporting Afghanistan’s security, development and governance, including through a contribution to the post-2014|
| |NATO-led ‘train, advise, assist’ mission). |
|Performance information |
|Year |Performance criteria[1] |Targets |
|2015-16 |ADF operations meet their stated objective within the |No targets were prepared for performance criteria in |
| |Government’s guidance. |2015-16. Improved performance criteria and targets have |
| |ADF forces are effectively deployed and sustained. |been developed for 2016-17, in accordance with |
| |ADF forces are withdrawn for reconstitution when they |Commonwealth Performance Framework requirements. |
| |are no longer required. | |
|2016-17 |ADF operations meet requirements. |Operations meet Government’s stated objective/s. |
| | |ADF forces are effectively deployed and sustained. |
| | |ADF forces are withdrawn for reconstitution when they are|
| | |no longer required. |
|2017-18 and beyond |As per 2016-17. |As per 2016-17. |
|Purposes[2] |Purpose 2 – Deliver and sustain Defence capability and conduct operations. |
|Material changes to Program 2.2 resulting from the following measures: |
|Operation Accordion - extension. |
|Operation Highroad - extension. |
|Operation Manitou - extension. |
|Operation Okra - extension. |
Notes
1. New or modified performance criteria that reflect new or materially changed programs are shown in italics.
8. Refers to updated purposes that will be reflected in the 2016-17 Corporate Plan.
Cost Summary for Program 2.2 Operations Supporting Wider Interests
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|Outcome 3: Support for the Australian community and civilian authorities as requested by Government |
Outcome 3 Strategy
Defence can be called upon to provide emergency and non-emergency assistance to the Government and the Australian community in non-combat related roles. The tasks Defence may be requested to undertake could include emergency assistance, search and rescue, disaster recovery, surveillance, security or non-emergency law enforcement roles. Tasks may be directed by the Government or requested by State/Territory Governments, other civil authorities, government departments or agencies through Emergency Management Australia. The Government may also require Defence to support significant domestic events and international events conducted within Australia.
Outcome 3 Resources
Total Budgeted Resources Available for Outcome 3
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Contributions to Outcome 3
|Program 3.1: Defence Contribution to National Support Tasks in Australia |
|Program 3.1 Objective |
|To undertake tasks that include: planning and conduct of operations to provide security of the Australian coastline from unauthorised |
|maritime arrivals, smuggling, quarantine evasion and other intrusions to Australian sovereignty; counter-terrorism responses; search and |
|rescue; humanitarian assistance and disaster relief. Defence contributes to the Department of Immigration and Border Protection civil |
|surveillance program and Maritime Border Command tasking, providing maritime surveillance assets that are tasked routinely in accordance |
|with the Government's direction. |
|Defence, through the Defence Assistance to the Civil Community (DACC) program, supports the Commonwealth and State/Territory Governments |
|with emergency and non-emergency tasks, as well as supporting events of national significance as requested by relevant authorities and the |
|general public. |
|Delivery |This program will be achieved by: |
| |Supporting the delivery of ready and capable forces to Government in defence of Australia and its national |
| |interests. |
| |Providing strategic level advice and support in the planning and execution of the ADF’s current operations and |
| |future commitments. |
| |Enabling the Government to continuously review its national strategic interests. |
| |Operations include: |
| |RESOLUTE – Contribute to the whole-of-government maritime surveillance and response. |
| |SOUTHERN INDIAN OCEAN – Contribute to the whole-of-government search effort for the Malaysian Airlines Flight |
| |MH370. |
| |DACC – Contribute to Commonwealth and State/Territory Governments with emergency and non-emergency tasks as |
| |required. On a case by case basis, support events of national significance as requested by relevant authorities.|
|Performance information |
|Year |Performance criteria[1] |Targets |
|2015-16 |Defence’s contribution to national support tasks in |No targets were prepared for performance criteria in |
| |Australia meets Government directives. Expected to be |2015-16. Improved performance criteria and targets have |
| |met. |been developed for 2016-17, in accordance with |
| |Defence’s response to requests for Defence force Aid |Commonwealth Performance Framework requirements. |
| |to the Civil Authority is effectively managed, | |
| |sustained and reported. Expected to be met. | |
| |Defence’s response to requests for Defence Assistance | |
| |to the Civil Community is effectively managed, | |
| |sustained and reported. Expected to be met. | |
|2016-17 |ADF operations meet requirements. |Operations meet Government’s stated objective/s. |
| | |ADF forces are effectively deployed and sustained. |
| | |ADF forces are withdrawn for reconstitution when they are|
| | |no longer required. |
|2017-18 and beyond |As per 2016-17. |As per 2016-17. |
|Purposes[2] |Purpose 2 – Deliver and sustain Defence capability and conduct operations. |
|Material changes to Program 3.1 resulting from the following measures: |
|Operation Resolute - extension. |
Notes
1. New or modified performance criteria that reflect new or materially changed programs are shown in italics.
9. Refers to updated purposes that will be reflected in the 2016-17 Corporate Plan.
Cost Summary for Program 3.1 Defence Contribution to National Support Tasks in Australia
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