The Chief of Army, Lieutenant General David Morrison, AO, is responsible and accountable to the CDF for the command of the Army and the management of designated joint functions. He oversees corporate policy formation within the Army and is jointly responsible and accountable to the CDF and the Secretary for the effective and efficient management of his Service. He is also Defence’s principal army adviser on strategic matters.
The Army contributes to the achievement of the Government’s defence objectives through the provision of capabilities for land, amphibious and special operations. The Army also provides capability to enhance the national domestic security response to terrorist, chemical, biological, radiological or explosive incidents among other support for national security tasks during peacetime.
Highlights during 2013–14 included the following:
Deliverable |
Status |
---|---|
Prepare, sustain and lead assigned forces to deliver capability to meet government requirements |
Met |
Conduct force generation and force preparation and maintain preparedness of capability as directed by the CDF |
Met |
Continue to contribute to domestic security operations |
Met |
In consultation with Capability Development Group and the DMO, continue to plan, develop and monitor the delivery of, and transition to, new capability |
Met |
Provide timely, accurate and considered advice on Army capabilities to the Government, the CDF and the Secretary |
Met |
Develop programs to increase diversity within Army’s workforce |
Met |
Continue to improve programs that provide support for Army’s seriously wounded and ill personnel |
Substantially met Improvements were made in the rehabilitation of members remaining in the ADF through the development of Soldier Recovery Centres and the Intensive Recovery Team concept, which is to be expanded further. Issues involving the processes in the Medical Employment Categorisation system and the relationships between multiple Defence, other government and non-government agencies are being addressed through a project being run by the |
Undertake joint collective training to ensure force elements are prepared for deployment |
Met |
Deliver force generation; namely, a training continuum that unifies individual and collective training to ensure Defence elements are prepared for joint force-in-being contributions, including joint enabling activities supporting other Services/Groups |
Met |
Implement reform through the Adaptive Army framework, Army Continuous Modernisation Plan and the Army Plan while continuing preparation of force elements for operational commitments and contingencies (this includes the Plan Beersheba initiatives, including the forming of multi-role combat brigades, an amphibious capability and reform of the Army Reserve) |
Substantially met These are multi-year programs and continue to be monitored. |
Deliver Group-specific reform and savings without compromising agreed levels of Army capability, including the revamping of Army’s governance, risk, and budgeting and performance achievement management |
Met |
Deliverable |
Status |
---|---|
6 CH-47D Chinook 1,850 hrs |
Met |
34 S-70A-9 Black Hawk 6,500 hrs |
Substantially met 6,398.5 flying hours. Contingency of 300 hours, approved in November 2013, |
41 B-206 Kiowa 6,400 hrs |
Substantially met 5,722.3 flying hours. The underfly was due largely to lower than expected pilot recruitment and higher than normal failure rates earlier in the pilot training continuum. |
22 Armed Reconnaissance Helicopter Tiger 3,360 hrs |
Substantially met 3,019.3 flying hours. Tiger rate of effort improved in 2013–14, but significant further work is required by Airbus Helicopters to improve spare parts turn-around times and meet the increase in rate of effort necessary to support capability requirements. |
46 multi-role helicopter (MRH-90) 4,000 hrs |
Substantially met 3,641.3 flying hours. MRH-90 Taipan underfly was due to delayed service release of an aircraft configuration update and a reduced number of available aircraft. However, Taipan rate of effort continues to show steady improvement. |
Key performance indicator |
Status |
---|---|
Achieve levels of preparedness as directed by the CDF |
Met |
Meet the Government’s operational requirements |
Met |
Generate and sustain forces for each current operation |
Met |
Achieve a level of training that maintains core skills, professional standards and baseline preparedness |
Met |
Provide timely, accurate and considered advice on Army capabilities to the Government, |
Met |