Home' Defence Magazine : Issue 9 2009 Contents he two sRP streams featured
in spotlight on Reform this
month are very much about
reforming the way Defence
conducts its business. The first
is the Intelligence Information
Communications Technology (ICT)
stream. Defence will bring the ICT
capabilities of its three intelligence
agencies, the Defence signals
Directorate (DsD), Defence Imagery
and Geospatial Organisation (DIGO)
and Defence Intelligence Organisation
(DIO), under single management.
The second stream to be featured, Intelligence
Human Resources (HR) reform stream, will similarly
consolidate the separate human resources areas
of the whole Intelligence and Security (I&S)
Group. Recruitment and other HR activities for the
three Defence intelligence agencies, the Defence
Security Authority, and the Business Management
Intelligence Branch, which comprise I&S group,
will be brought together in one section, People
Strategies and Services (PSS).
Both of the intelligence reform streams are led by
Deputy Secretary Intelligence and Security Mr Stephen
Merchant. The cost of achieving these reforms
has been met from within the I&S Group, by taking
advantage of the expertise and buy-in of existing staff.
The consolidation of existing ICT capabilities
into one agency is a key initiative within the I&S
Group to deliver efficiencies in ICT acquisition
and operations. More importantly though, this
initiative is intended to increase information sharing,
enhance intelligence collaboration and improve ICT
management across the three intelligence agencies.
For DSD, taking on the running of the intelligence
ICT capability required changes to the organisational
structure and a model that aligned with the revised
arrangements in the Chief Information Officer (CIO)
Group. DSD’s organisational structure now includes
a new branch responsible for the planning and
governance of intelligence ICT. This branch also
functions as a stakeholder engagement team for
intelligence under the Defence ICT framework.
After extensive consultation with agency
ICT staff and stakeholders, a two-phase plan to
establish the new ICT arrangements was developed.
The first phase commenced on 1 July 2009, with
approximately 60 ICT staff transferring into DSD
from the other two intelligence agencies.
Early achievements include improved
information access across DSD, DIGO and DIO, a
common user experience through a single service
desk interface, and compliance of all ICT operations
with the IT infrastructure library. Establishing new
governance arrangements has also been achieved
to ensure that the consolidated capability meets the
needs and objectives of all three agencies.
Planning is now focusing on the second
phase of the consolidation, which will bring the
ICT capability development elements of the three
agencies into DSD.
Unlike the intelligence ICT reform stream,
the consolidation of HR services applies to the
I&S Group as a whole and covers the provision
of operational people management and strategic
workforce intelligence for around 2 600 staff. To
deliver this aspect of the reform the new HR section,
PSS, was stood up on 1 July 2009 and given a
12-month timeframe to transition to a more efficient
and effective service.
Prior to 1 July, each agency within the I&S
Group had its own HR team, so the first four months
of the transition have been a big change not only
for the staff and managers using HR services, but
also for the staff delivering them. For the staff that
now make up PSS, a whole new mindset has been
required to lead the reform while still continuing
to maintain daily operations. To this end, questions
such as “What are we trying to achieve?”, “How did
each agency do this before?”, and “What is the best
way to do this now?” have become commonplace.
This outcome-focused approach has greatly
assisted the identification of consolidation
opportunities, ensuring a focus on:
• improving consistency in process and
practice across agencies, and
• reducing duplication of services and
initiatives that could be managed at the
For the staff and managers within the I&S
Group, the change to who and how they contact
someone in HR that took effect on 1 July has already
been accompanied by changes to HR processes,
programs and initiatives. These include:
• a single approach to recruitment, guided by
common HR templates and flow charts, and
• the introduction of a common approach to
staff surveys, informed by previous agency
surveys and the Defence Attitude Survey.
and intelligence hr
as this year’s final edition of Defence Magazine goes to print, the
strategic Reform Program (sRP) is approaching the conclusion of
its diagnostic and planning phase. Detailed diagnostic work on
each reform stream is nearing completion and the portfolio-level
sRP implementation plan is being prepared for consideration by
Government. Defence is also on track to meet the $797million of sRP-
related savings that were programmed into the 2009-2010 Budget.
The sRP is about more than savings. While seven of the 15 reform
streams are savings streams with specific savings targets, every
component of the sRP will deliver important reforms that increase
the efficiency and effectiveness of the Department, placing
downward pressure on costs and increasing the coordination of
business activities across Groups and services.
sPotlIGht on reform
Links Archive Issue 8 2009 Issue 1 2010 Navigation Previous Page Next Page