Home' Defence Magazine : White Paper 2009 Contents 22
etter advice to government
on planning, capability
and acquisition strategy,
a more flexible approval
reinforced through charter
agreements, and a stronger role
for capability managers are just
some of the reforms to be delivered
following the government’s
consideration of the defence
procurement and sustainment
review (the Mortimer review).
The Government's response to Mortimer’s
recommendations was formalised and released
alongside the Defence White Paper. The
implementation of the Mortimer Review initiatives
will form part of the overall strategic reform package.
The Mortimer Review reforms will build on the
Defence procurement reforms implemented as a
result of the 2003 Kinnaird Review.
The reforms cover the complete life-cycle
of capability systems, with the primary desired
outcome being that the Australian Defence Force
(ADF) gets the capability it needs.
For example, a key area covered in the report
is the critical role of the capability managers
in decision-making, setting of sustainment
requirements and the disposal of capabilities.
“The general view that Mortimer relates only,
or even mainly, to DMO is wrong,” said the DMO’s
Chief Executive Officer Dr Steve Gumley.
“In fact, 23 of the 46 recommendations made
by Mr Mortimer relate primarily to Defence and
only 20 to DMO.”
The reforms follow two themes, namely
imposing commercial discipline on defence
procurement and sustainment processes and
making the DMO more business-like.
Announcing the Government’s response to the
Review, the Minister for Defence, the Hon. Joel
Fitzgibbon MP, stressed the comprehensive nature of
the reform to be undertaken in capability acquisition.
“It is imperative that we achieve the best
performance we can in the delivery of military
equipment to ensure that the Australian Defence
Force is able to respond to different strategic
threats and that our men and women in uniform
have the capability they need to perform every task
as safely, effectively and efficiently as possible,”
Mr Fitzgibbon said.
“The implementation of this response will
see earlier engagement by the Defence Materiel
Organisation in the major capital equipment
acquisition process,” Mr Fitzgibbon said.
“In particular the Defence Materiel Organisation
will assume greater responsibility for provision of cost,
risk, and schedule of information to the Government.
Of the 46 recommendations, 42 were accepted
in full. Three will be partially implemented. One
recommendation, that the DMO be made an
Executive Agency, has not been agreed.
A 20-point plan and response to the
Review developed by Defence and endorsed by
Government will guide implementation of the
recommendations, which will occur as part of the
Strategic Reform Program.
Full implementation of some of the
recommendations will take some time, possibly
up to two years. However, on the direction of
Government, Defence has already initiated action
on a number of recommendations.
Project directives and charters are being
established for the managers of complex and
demanding projects and products in the DMO.
The DMO has also advertised the new General
Manager Commercial position and the control
that the CEO DMO has over staffing matters has
The report of the Defence Procurement
and Sustainment Review and the Government’s
response to the Review can be found at
the MortIMer reVIew
Mor timer reforms:
making a difference
it is imperative that we achieve the best performance we
can in the delivery of military equipment to ensure that the
australian defence force is able to respond to different
strategic threats and that our men and women in uniform
have the capability they need to perform every task as
safely, effectively and efficiently as possible
– chief executive officer, defence Material organisation, Mr steve gumley.
Plan to roadmap
DeFenCe CAPAbIlIty DeVeloPMent grouP
By Sean Burton
i think the group
itself is really
focused on the job
at hand. the people
in the group are
working well as
a community, and
i get a real sense
that the prospect of
playing a personal
role at the front of
the effort to deliver
force 2030 has
captured a lot of
(cdg) will be responsible
for delivering a vast
array of new capabilities
outlined in the new
defence white paper. with the
group now firmly in the spotlight,
chief cdg, vice admiral (vadM)
Matt tripovich said the challenge
has well and truly begun.
“Implementing the Government’s direction
contained in the White Paper is a big task, there is
no doubt,” VADM Tripovich said. “But it can be done
if we all get personally involved in the Strategic
Reform Program and do our bit to make it work.”
Critical to delivering Force 2030, CDG’s
nearly 350 military and APS staff remain busy
developing and managing the Defence Capability
Plan (DCP) – an account of major capital
equipment proposals that are currently planned
for Government consideration (either first or
second pass approval) in the next few years.
“If we are to collectively deliver Force 2030,
and leave a truly remarkable legacy for Defence
in the future, then the work has to start today
and continue unabated until the deep reforms
become business as usual, and the way we think
about capability development becomes second
nature,” VADM Tripovich said.
“We’re ramping up our recruiting process,
rolling up our sleeves and cracking on to deliver
against the new DCP, at the same time we’re
getting on with our part of the Strategic Reform
Process the success of which will be key to us
achieving our goals.”
“We are responsible, as sponsor, for
developing capability proposals, consistent with
strategic priorities, funding guidance, legislation
and policy, for consideration and approval by
Government,” VADM Tripovich said.
CDG maintains a sponsor role during any
acquisition process and has close relationships
with a range of stakeholders including the
Defence Material Organisation (DMO) and
Appointed to Chief CDG in 2007, VADM
Tripovich reflects on three of the Group’s major
achievements since his tenure began, giving an
insight to his future expectations.
“First of all the Group can be proud of the
quality of advice we have provided to Government
for the DCP projects that have been considered
during that time,” VADM Tripovich said.
“Second, I think we have worked hard at
cementing the relationships with the Defence
Science and Technology Organisation, DMO,
Defence Support Group, and the Capabilities
Managers, and that is really paying off in
the collegiate approach Defence is taking on
Ministerial and Cabinet proposals.
“And thirdly, I think the Group itself is really
focused on the job at hand. The people in the
Group are working well as a community, and I
get a real sense that the prospect of playing a
personal role at the front of the effort to deliver
Force 2030 has captured a lot of imaginations.”
chief capability development group,
vice admiral Matt tripovich.
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