The force-in-being and future force are designed and developed in accordance with strategic policy and risk

2019–20 Defence Corporate Plan

Activity 3.1a

Portfolio Budget Statements 2019–20

Program 2.8

Achieved

In 2019–20 Defence developed an updated Capability Life Cycle Manual incorporating improved business processes to streamline the complexity of major acquisitions and give assurance to decision-making and accountable delivery. The manual contains a capability program architecture to give Domain Leads and Capability Managers visibility and accountability in analysing, managing and reporting on capabilities. The architecture recognises the emergence of two new discrete domains—space; and information and cyber—and that some capabilities need to be managed as multi-domain programs to ensure their coordinated development.

A revised Defence Capability Assessment Program, based on lessons from the last few years, has been implemented. The purpose of this program is to provide a method for Defence to deliver ‘an integrated Joint Force by design’. While continuing to support biannual updates to Government on the implementation of the Integrated Investment Program, the updated Defence Capability Assessment Program improves the force design process to ensure it is responsive to changed opportunities and risks.

A major achievement in the period is the 2020 Force Structure Plan. In 2019, Force Structure Plan development activities were supported by extensive joint experimentation and assessments from Australian intelligence organisations and Five Eyes partners.

Governance of Defence’s force design processes continued through the actions of the Defence Investment Committee and Joint Warfare Committee. Force design was supported by the Emerging Threats and Response Group and in the further development of concepts that identify future opportunities and challenges in the longer term and the potential capability of solutions to military problems.

Strategic research investments (including the Next Generation Technologies Fund) are creating disruptive scientific and technological opportunities for Defence

2019–20 Defence Corporate Plan

Activity 3.1b

Portfolio Budget Statements 2019–20

Program 2.4

Achieved

Strategic research activities continue to create opportunities to provide Defence with a capability edge and to enhance its science and technology capability.

More, Together: Defence Science and Technology Strategy 2030 was released in May 2020 and is refocussing the future of Defence strategic research. Central to the strategy is the introduction of the Science, Technology and Research (STaR) Shots concept. The eight initial STaR Shots are strategy-led, mission-directed programs designed to focus strategic research and drive the development of future Defence capabilities.

The eight STaR Shots are Agile Command and Control; Quantum-Assured Position, Navigation and Timing; Remote Undersea Surveillance; Battle-Ready Platforms; Operating in CBRN Environments; Disruptive Weapon Effects; Resilient Multi-Mission Space; and Information Warfare. Implementation of the Strategy is underway, with initial efforts focused on establishing the governance arrangements and identifying partners from the national science and technology community.

In 2019–20 research and prototype development occurred across various aspects of a representative intelligence, surveillance and reconnaissance enterprise, with outputs integrated and fielded in Defence and international trials to demonstrate enhanced situational awareness. A prototype has been developed that simulates realistic cybersecurity scenarios for the training of autonomous cyber systems.

Physics-based models of ocean circulation processes affecting acoustic propagation have been improved and verified using at-sea oceanographic measurements. This work has improved our understanding of the undersea environment and is helping shape the conduct of anti-submarine warfare.

The Defence Operations Research Network was launched for modelling complex warfighting. Regular calls to market are building the analysis capability underpinning Defence decision-making. In addition, a new concept of Team Defence Australia, which provides a platform for companies to showcase products and services, has been used to demonstrate simulations where a team of low-cost defender missiles use collaborative guidance to defend against faster and more agile threat missiles.

The EpiFX influenza forecast tool was improved by adding the ability to adjust for evolving testing practices throughout an influenza season. During the COVID-19 outbreak, EpiFX has been further developed with academic partners to cope with forecasting in an environment where there are large numbers of imported cases and significant macro and micro social distancing shifts. It has been serving as the main COVID-19 forecast tool for state and federal health departments.

Strategic research investments were implemented through the Next Generation Technologies Fund. New theme plans were developed and a new approach to benefits management was agreed by the Defence Investment Committee in May 2020. Recent outcomes from the Next Generation Technologies Fund include the exploration of novel sensor and effector technologies, which resulted in a mission planning tool being delivered. The Counte mprovised Threat Grand Challenge was used to facilitate this activity and demonstrate the capability of the technology.

Forces meet preparedness requirements and are available for the conduct of operations and national support tasks

2019-20 Defence Corporate Plan

Activity 3.2a

Portfolio Budget Statements 2019–20

Programs 2.4, 2.5, 2.6, 2.7, 2.8, 2.9

Achieved

Defence successfully generated capabilities to meet preparedness requirements. Preparedness is managed through a classified system ensuring that preparedness settings address short-term to long-term strategic requirements and coordinating the work of Defence leaders in meeting those requirements. In the 2016 Defence White Paper the Government directed the ADF to increase its preparedness levels by raising its overall capability and improving its sustainability on operations.

Over the last year, Defence managed challenges to preparedness resulting from increased Defence Aid to the Civil Community through Operation BUSHFIRE ASSIST 2019–2020 and Operation COVID-19 ASSIST, and the more widespread impact of COVID-19 on Defence and our community, industry and international partners. Through this time, Defence maintained sufficient preparedness, and was able to re-role capability to provide support through all phases of the separate crises. Preparedness was enhanced ahead of the summer bushfire and cyclone season by exercising the compulsory call out of Defence Reserves. Effective preparedness management ensured that the demands of Operations BUSHFIRE ASSIST 2019–2020 and COVID-19 ASSIST had only limited impact on the requirement to be prepared for other contingencies.

The COVID-19 pandemic has fundamentally changed Navy’s operating environment. It has significantly impacted how capability is generated and has changed the operating profile for deployed units. Navy has been successful in managing the risk and, with reduced opportunity for deployed ships to undertake port visits for an operational pause, is managing fatigue

and endurance closely to ensure that capability is maintained. As restrictions are relaxed, opportunities are being taken to regenerate capability.

Army’s capacity to generate land capability was demonstrated during Operation BUSHFIRE ASSIST 2019–2020, where it deployed approximately 4,500 personnel while remaining prepared for other response options. Army has remediation plans to address deficiencies, and manages operational demand in consultation with Headquarters Joint Operations Command.

Air Force also maintained the required level of preparedness status while supporting Operation BUSHFIRE ASSIST 2019–2020 and Operation COVID-19 ASSIST. Air Force applies appropriate risk mitigation to address workforce deficiencies in Force-in-Being, Objective Force and Future Force. Air Force Capability Workforce Plans capture the Air Force workforce growth and skills required by new capabilities.

Preparedness management enabled Defence to address challenges to the operation of the Defence enterprise relating to acquisition, sustainment and workforce. COVID-19 has posed particular risks which were, and continue to be, actively managed in concert with community, industry and international partners.

Joint enabling elements support the delivery of Defence capability

2019–20 Defence Corporate Plan

Activity 3.2b

Portfolio Budget Statements 2019–20

Program 2.4

Achieved

This performance criterion relates to activities undertaken to raise, train and sustain joint enabling elements to ensure forces are available to meet Government direction. Joint enabling elements that contributed to the achievement of this activity include the following:

  The Australian Defence College contributes to joint enabling elements through the delivery of Joint Professional Military Education at the required quality standards, academic research activities, and short courses to support intellectual mastery of future warfare and maintain Defence’s status as a registered training organisation. The Australian Defence College achieved its activities in the first half of the performance period despite the risk from potential impacts from COVID-19, the requirement to upgrade the infrastructure at the Australian Defence Force Academy and ongoing workforce challenges. While the Australian Defence College’s activities are currently on track, they remain susceptible to these challenges.

  Joint Logistics Command achieved its target of effectively supporting the delivery of Defence capability by developing and delivering a strong Defence Logistics Enterprise, and maintaining compliance with radiation legislation and licensing requirements.Its key reform activities—including the Defence Fuel Transformation Program, the Explosive Ordnance Logistics Reform Program and support to the Enterprise Resource Planning Program—made significant progress in improving future Defence capability requirements, and the delivery and sustainment of capability elements.

  The Joint Military Police Unit generates a professional and focused Military Police capability that protects Defence’s people, values, resources and reputation. The successful implementation of Military Police reform has enabled the Joint Military Police Unit to rapidly achieve an initial operating capability that can generate and sustain joint enabling elements at the required rate and standard to support the delivery of Defence capability.

  The Information Warfare Division supported the delivery of Defence capability by delivering Joint Projects within the Integrated Investment Program. This included securing Government approval of JP2221 (Multi-National Information Sharing), JP9347 (Joint Data Networks), JP9102 (Defence SATCOM System), JP9141 (COMSEC Modernisation), JP9131 (Defensive Cyber Operations for Deployed Systems) and JP9321 (Joint Electronic Warfare Self-Protection Sub-program). JP2008 (SATCOM) is progressing through the new programmatic approach to a mid-2023 combined final operating capability. These capabilities will significantly increase interoperability across the Joint Force.

The Integrated Investment Program is delivered as agreed with Government

2019–20 Defence Corporate Plan

Activity 3.3

Portfolio Budget Statements 2019–20

Program 2.8

Achieved

During the reporting period, Defence continued to refine and prioritise essential changes to the Integrated Investment Program through the program’s biannual updates to Government. In addition, 2019–20 was the final year of the first quadrennial Force Design cycle. This culminated in the 2020 Force Structure Plan, which presented a substantial update to the portfolio of future investments outlined in the 2016 Defence White Paper. Extensive analysis and experimentation underpinned the development of the Force Structure Plan, producing a portfolio of capability investments informed by and responsive to the rapidly changing strategic environment.

Deliver Government approved acquisition projects to budget, schedule and agreed capability scope

2019–20 Defence Corporate Plan

Activity 3.4a

Portfolio Budget Statements 2019–20

Programs 2.5, 2.9

Achieved

As at 30 June 2020, the Capability Acquisition and Sustainment Group was managing 192 major and 14 minor acquisition projects at various phases in the Capability Life Cycle, worth a total life cycle cost of $130.5 billion. The 2019–20 acquisition projects budget of $8.6 billion was achieved, and acquisition projects are being delivered within the agreed parameters of scope and cost. Where schedule slippage has occurred, the Capability Acquisition and Sustainment Group is working with the Capability Managers to manage any impacts.

Of the 192 Government-approved major acquisition projects, two had issues with capability, schedule or cost that were significant enough to be included in the Projects of Concern report. A further 15 projects were identified as warranting internal senior management attention, with risks associated with capability, schedule or cost. Additional information on selected major acquisition projects can be found in the Major Projects Report, which is tabled annually with the Joint Committee of Public Accounts and Audit.

During 2019–20, eight major and minor acquisition projects closed. The eight closed projects had a final spend over their life of $5.6 billion against a budget of $5.7 billion. The $0.1 billion difference was spread across all the closed projects. Five of the projects had some variation to delivery—two in relation to the approved scope, two to the approved scope and schedule, and one to the schedule.

Further information on acquisition projects can be found in Appendix D, ‘Supplementary online material’, web tables D.3 to D.5.

The naval shipbuilding enterprise is designed and developed in accordance with the Naval Shipbuilding Plan and biannual updates to Government

2019–20 Defence Corporate Plan

Activity 3.4b

Portfolio Budget Statements 2019–20

Program 2.9

Achieved

Defence continues to deliver on the objectives of the 2017 Naval Shipbuilding Plan. Construction of the new Cape class and Guardian class patrol boats and Arafura class offshore patrol vessels is on track. Both the Hunter class frigate and Attack class submarine programs are progressing through their design phases. Notwithstanding some impact flowing from the COVID-19 pandemic, all capabilities are expected to be introduced into service on or close to schedule. All three Hobart class destroyers are now in service with the Royal Australian Navy, with the third and final vessel, HMAS Sydney, commissioned into service on 18 May 2020.

The construction of new shipyard facilities at Osborne South is complete and the handover is underway, ahead of the commencement of Hunter class frigate prototyping at the end of 2020. Works at the new submarine construction yard at Osborne North are underway to support the Attack class submarine program entering the build phase in 2023. Defence has been consulted on and has provided input to the Strategic Infrastructure and Land Use Plan for the Henderson Maritime Precinct, which is under development by the Western Australian Government. A joint Defence and Western Australian Government taskforce will provide further strategic guidance.

Across the National Naval Shipbuilding Enterprise there is a coordinated approach to workforce development through the implementation of initiatives to transition and grow the shipbuilding workforce. Key initiatives include the Naval Shipbuilding College’s national network of education and training providers, which helps ensure a coordinated national approach to skilling.

Defence continues to work with Government and industry partners to grow the motivated, innovative, cost-competitive and sustainable Australian industrial base envisioned in the Naval Shipbuilding Plan. Initiatives such as the pre-qualification of Australian companies and the finalisation of Australian Industry Capability Plans continue to advance. The Dassault Systèmes Virtual Shipyard Training Program is now complete. This program helped to improve the digital supply chain literacy of small to medium enterprises and improve their readiness to participate in global supply chains, including major future defence-related manufacturing opportunities.

Deliver sustainment products to meet Capability Manager requirements

2019–20 Defence Corporate Plan

Activity 3.4c

Portfolio Budget Statements 2019–20

Program 2.9

Achieved

As at 30 June 2020, the Capability Acquisition and Sustainment Group was managing 110 sustainment products with a total annual budget of $6.7 billion. The Group has supported the Capability Managers in achieving preparedness levels and operational outcomes, through the delivery of sustainment of military equipment to agreed availability targets. Detail of availability of sustainment products can be found in Table 3.1.

Of the 110 sustainment products, nine have demonstrated variances in the areas of availability and cost performance that warrant senior management attention, and are being managed closely.

Further information on sustainment products can be found in Appendix D, ‘Supplementary online material’, web table D.1.

Portfolio Budget Statements 2019-20 Program 2.5: Navy Capabilities (Unit Availability Days¹⁾

Hydrographic Force⁶

Portfolio Budget Statements 2019-20 Program 2.5: Navy Capabilities (Flying Hours)

Laser airborne depth sounder aircraft (LADS)⁸

Portfolio Budget Statements 2019-20 Program 2.6: Army Capabilities (Rate of Effort - Flying Hours)

MRH-90 Taipan¹²

7,246.0

Portfolio Budget Statements 2019–20 Program 2.7 (Flying Hours)

F-35A Lightning II²⁸

Portfolio Budget Statements 2019–20 Program 2.1 (Hydrographic Products and Services)

Australian Hydrographic Office Availability

The balance of investments in science and technology activities are delivering outcomes in line with agreed Capability Manager priorities

2019–20 Defence Corporate Plan

Activity 3.5a

Portfolio Budget Statements 2019–20

Program 2.13

Achieved

Specialist technical support was provided to Operation RENDER SAFE, Operation RESOLUTE and Operation BUSHFIRE ASSIST 2019–2020. Support to Operation COVID-19 ASSIST is ongoing. It includes diagnostic platform development, virus survivability and fate research, pandemic modelling, trials of a potential COVID-19 prophylactic, production of personal protective equipment, and ventilator repurposing.

The annual Defence science and technology investment process ensures that research activities are aligned with Defence strategic guidance and Capability Manager priorities.

Science and technology support was provided for the acquisition of the future submarine and Hunter class frigate. Studies of human systems integration and combat system architecture were completed for the Integrated Ship System enterprise. As part of an Australia–US armaments cooperative program for the Mk 48 torpedo and AN/BYG-1 combat system, Defence and its US counterparts created an at-sea-ready reduced space, weight and power prototype of the jointly developed Submarine Combat Control System.

Support for land vehicle modernisation is ongoing, with robotic vehicle trials completed in August 2019. The success of the TORVICE Trial 3 collaboration resulted in the development of a second series of experiments under a new agreement endorsed by Australia and the US. Defence was also involved in international trials focused on novel threat agent characterisation, leading to greater understanding of the hazards around toxic aerosol challenges.

Specialist support to aerospace capabilities has also continued. Monitoring of the Super Hornet cockpit environment has led to safe operation of the ejection seat. The US is now taking the Australian data and using it to reduce the maintenance burden while retaining the same high level of safety. The sensors are also being placed in Australian F-35 cockpits.

Defence modelling and verification activities have enabled the life of ballistic armour stocks for the Armed Reconnaissance Helicopter to be extended. This is estimated to have saved around $4.5 million over the life of the platform.

A range of science and technology support was provided for the development of the 2020 Force Structure Plan. This included developing a portfolio optimisation tool used to automate the programming of capability options. Other outcomes include the demonstration and deployment of prototype automated cloud-hosted development operations infrastructure to leverage rapidly developing technology.

Enhanced sovereign capabilities in the areas of network operations, analytical capabilities and sensing and collecting were delivered during the reporting period, in addition to technical intelligence and analytical capabilities to improve indication and warning times for Defence.

Science and technology support was also provided for broader national security support tasks. This included technical support to the Australian Federal Police for explosive forensic and search capabilities, advice on facial recognition capabilities for border management at Australian airports, and development of the Emergency Response Decision Support System. Defence was also closely involved in developing the National Security Science and Technology Strategy.

Collaboration and outreach activities are delivering Defence capability in line with agreed Defence priorities

2019–20 Defence Corporate Plan

Activity 3.5b

Portfolio Budget Statements 2019–20

Program 2.13

Achieved

Science and technology partnerships are integral to providing the capability necessary to deliver innovative solutions for Defence and national security.

Defence’s response to COVID-19 was enhanced by information available through the rapidly established Five Nation Research and Development Council. This was supplemented by leveraging other links, such as CSIRO’s involvement in the Biosafety Level 4 Zoonotic Laboratory Network.

During the reporting period, Defence engagement with industry, academia and publicly funded research agencies increased. This was facilitated by 607 agreements established during the period, representing a 15 per cent increase from the previous financial year.

Defence’s academic partnerships have been expanded to include all 37 public Australian universities under the new Defence Science Partnerships framework implemented in April 2020. Theme-based research networks have also been established with academia to increase collaboration and sovereign capability.

The Defence Science and Technology Group is trialling for Defence a new security framework to safeguard sensitive technologies and capabilities associated with collaborative research activities. The security framework will help ensure that technology advantages being developed for Defence are not compromised or lost to competitors and adversaries.

A new strategic relationship has been agreed with CSIRO, and Defence’s engagement with industry continues to progress through the strategic alliance partnerships. A new governance framework for technology transfer activities has been developed, with over 135 instances of intellectual property evaluated for potential transfer to industry.

The Defence Science and Technology Implementing Arrangement with India was ratified in June 2020 as part of the Australia–India Comprehensive Strategic Partnership. Partnerships with the United States, United Kingdom, Japan, Republic of Korea, Singapore and France were also advanced during the reporting period.

Defence has developed a STEM Outreach and Engagement Plan, with implementation expected to commence towards the end of 2020. The plan builds on the Defence STEM Workforce Strategic Vision and provides a roadmap for developing our STEM workforce pipeline.

With the launch of More, Together: Defence Science and Technology Strategy 2030 in May 2020, Defence is transforming the way it partners with the national science and technology enterprise. Potential partners are being engaged from the outset to ensure early buy-in, remove disconnects in innovation pathways and shorten the time it takes to translate research into Defence capability.

Specific partnering initiatives are being developed to shape the national science and technology enterprise. This includes growing national capabilities in critical areas of science and technology, leveraging research networks and encouraging multi-party collaboration.