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The Department of Defence has ducked questions surrounding a potential cutting of senior staff.
It has been publicly alleged that service chiefs have been directed to cut 1-star and above positions by as much as 30 per cent and a similar number of personnel in Australian Public Service roles, according to as-yet-unsubstantiated media reports.
When questioned regarding the possibility of such reductions in personnel, a Defence spokesperson could not confirm or deny the rumours, but affirmed that the department undertakes routine reviews.
“The Defence Senior Leadership Group, including the Senior Executive Service and Australian Defence Force (ADF) star ranks, is closely managed by the secretary of the Department of Defence and the Chief of the Defence Force with a view to ensure operational, capability and government-directed requirements are being met,” the spokesperson said in response to direct questions regarding the rumours.
“Defence undertakes regular reviews to ensure positions are aligned to delivering the National Defence Strategy.
“The Defence Workforce Plan 2024 outlines actions to optimise the design of the integrated Defence workforce.”
In separate findings, a recent independent white paper published earlier this month and authored by NWE Strategic Risk Management principal Peter Robinson assessed that Australia’s defence system was currently “unfit for purpose” and significant reforms were needed to shift the top-heavy institution into a combat-effective force led by empowered warfighters.
The report, titled Is the Australian Defence Force match-fit for the prospect of a coming conflict? The need for a ‘Spearhead Gradient’ within the Australian Defence Organisation, advocated for a number of critical changes.
These proposals included dissolving the diarchy by establishing the chief of the Defence Force as the singular, uniformed head of the department.
Reducing senior executive roles, particularly within support and enabling divisions and realigning them under uniform leadership.
Stripping centralised agencies such as the Capability Acquisition and Sustainment Group of their control over sustainment, logistics and personnel, refocusing them on acquisition only.
Migrating civilian roles to uniformed personnel, with an estimated 5,500 positions targeted for conversion. In addition, prioritising Navy roles in light of the strategic maritime focus.
