DEFENCE GEOSPATIAL INFORMATION AND SERVICES – INFORMATION DAY

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Thank you, Clive, for your kind introduction (MC – Mr Clive Lines, Director, Defence Imagery and Geospatial Organisation, Intelligence and Security Group).

Mr Lines, Defence staff, industry representatives, ladies and gentlemen.

It is a great pleasure for me to join you here today for the Defence Geospatial Information and Services - Information Day. 

As Mr Lines said earlier, “Beyond Maps” is a very important day for the Defence Geospatial Community. 

For what we are doing today is to demonstrate once again the increasingly integrated nature of the national Defence enterprise.

Today we will see how industry, the Defence Imagery and Geospatial Organisation (DIGO) and the ADF operational units – the end users of DIGO’s products – combine to provide a critical component of the ADF’s “information edge”.

I hope that you all come away from today’s discussions with new ideas for how Defence and industry might approach the acquisition and delivery of geospatial information and services, and an enhanced understanding on the Government’s approach to Defence partnerships with industry.

I am very encouraged by the fact that we have here today representatives from all areas of Defence who are keen to set a clear direction for the future demand for geospatial capability. 

I am equally pleased that the geospatial industry sector is part of this initiative and will be engaged in a real dialogue about how Defence can exploit current and emergent technologies in order to support the ADF. 

My own background as a Mining Engineer has given me a good appreciation of a certain kind of geospatial environment, one that is dangerous, unpredictable and technologically difficult. 

However, I would not wish to pretend that I have so extensive an appreciation of the geospatial complexity of the strategic environment and the operational domains in which the ADF is deployed.

The Challenge of Expanding Geospatial Services

Defence is confronted by two quite specific challenges when considering how to progress geospatial services in so large and complex an organisation.

The first is the challenge of ensuring that in the development of major equipment acquisitions - for example ships, tanks, precision weapons and so on - geospatial information requirements are identified early, are understood and can be accommodated from within project or existing resources. 

The 2009 White Paper has clearly identified that the future operating environment of the ADF will be shaped by advances in military technology. These advances in technology are increasingly becoming dependent on a significant investment in geospatial data, information and services to ensure that we are able to reach our full operating capability and to gain both an intelligence and a capability edge over possible adversaries. 

The second challenge is how to acquire and distribute the data to the warfighter in the light of the range of different activities defence undertakes simultaneously from short notice disaster relief to operations in the near region and in places such as Iraq and Afghanistan.

It is clear that the collection, production and dissemination of geospatial data across the analytical agencies, command centres, operational groups and platforms of the ADF is a capability challenge rather different from the traditional acquisition of military equipment.  Moreover, it is critical to our ability to conduct network centric warfare, a point to which I shall return later.

The complexity of procuring in the Geospatial environment

Unlike some other capability development projects, a project aimed at delivering geospatial information and services can be very complex.

The projects exist across a range of networks and equipment, with varying levels of security requirements and data formats. This also means that cooperation and input is required from all areas of Defence. Critically, it also demands continuing support from industry. 

Another complicating factor is that to achieve and sustain a geospatial capability edge, delivery systems will often need to be developed through an incremental or spiral approach. 

Traditional methods of capability development, acquisition and delivery may not deliver the best outcomes for Government. This is a challenge that must to be addressed.

For example, Defence is unlikely to be able to specify the exact capability solution for a enterprise-wide geospatial system in 2010 for a possible delivery in 2014. 

Four or five years is a significant time in this rapidly developing sector and the risk of such an approach for Defence is that it will lag behind.

Why we are investing in Geospatial Systems?

Quite simply, geospatial information and services are crucial emergent technologies for the ADF. The environmental and spatial awareness gleaned through geospatial systems gives the ADF a real capability edge.

Knowing where our friends and foes are on a battle field is vital. Without this geospatial information, accurate targeting to ensure that our weapons are effective and their impact is limited to our foes is impossible

Improving the ability of senior leadership to access geospatial intelligence that is timely and relevant is a critical component of a networked ADF.

Delivering information superiority and support will require a networked Intelligence, Surveillance and Reconnaissance capability.

This evolving information network will provide detailed situational awareness and the ability for commanders to act quickly and decisively.

The various capabilities that geospatial systems offer are a new and critical force multiplier.

They are also a determining element of Network Centric Warfare.

The Importance of Geospatial Systems to Network Centric Warfare

Network Centric Warfare is the use of technology to link sensors, decision-makers and weapon systems. This helps people work more effectively together to achieve the commander’s intent.

The White Paper identified networked capability as a key element of Force 2030. Shared awareness of the battlespace, both within the ADF and with our coalition partners, is a key enabler in gaining information superiority over the enemy.  This allows the ADF to act quickly and decisively in its combat operations.

Since the start of 2009, acquisitions to deliver an improved Network Centric Warfare capacity have included the delivery of vehicles to Special Forces, the provision of broadband satellite communications to major fleet units and the completion of Headquarters of Joint Operations Command near Bungendore NSW.

These activities have a common objective - enhanced communication. This involves establishing a network that allows the ADF to operate jointly across all of the services and with other government agencies, allies and coalition partners.

A key technological concern here is making sure applications that are used to disseminate intelligence are:

• uniform across Defence systems, both fixed and deployed;
• interoperable with allied systems; and
• classified at a level appropriate for the widest distribution possible.

We want to utilise new technology to improve communication between our existing technology, platforms and people. We also want to ensure that future acquisitions can be part of this. Furthermore, we want this to be able to occur any where in the world and in the same timeframes.

It’s no easy task, but it is under way and once the appropriate technology is in place, the ADF will be operating in a ‘networked battlespace’ where the flow of timely, accurate and trusted information afford an information advantage over the adversary.

Network Centric Warfare improves our overall warfighting capacity by expanding our intelligence, surveillance and reconnaissance capability.

For example, Defence’s geospatial intelligence capability is supported by information received from allies. By improving our ability to integrate our operating systems with our allies, we are able to securely share more information, thereby enhancing our situational awareness, as well as theirs.

Network Centric Warfare also benefits our alliances by improving the ADF’s situational awareness through enhanced intelligence collection capability (by increasing our satellite surveillance capability), which in turn allows us to offer more intelligence to allies.

The ADF should be able to make substantial contributions to coalition forces to achieve shared strategic outcomes. To do this we need an information, technology and communications infrastructure that is interoperable with our close allies.

Network Centric Warfare enhances force collaboration efforts, integrating the Services into a cohesive fighting force that can quickly and efficiently relay information to Commanders both deployed and within Australia.

This collaboration is integral to the ADF’s ability to counter the forms of asymmetric warfare it faces in Afghanistan, where human intelligence and geospatial intelligence are vital for gaining advantage over an elusive enemy often indistinguishable from the civilian population.

Delivering network centric warfare for the ADF will be a long and difficult process due to the complexities of coordinating technical and human dimensions across Defence.

Making an organisation as large and culturally diverse as Defence talk the same language is a huge undertaking. However, progress is steadily being made as demonstrated in the achievement Network Centric Warfare milestones such as the opening of HQJOC and the expansion of SATCOM terminals in major war vessels.

How does it deliver key capabilities for DIGO?

Under the Defence Network Centric Warfare roadmap 2009, DIGO will implement a geospatial strategy that efficiently captures and processes information for wider dissemination across Defence.

DIGO’s sensor systems, principally its geospatial imagery capability, will be used to rapidly communicate information between troops on the ground, weapon systems and decision makers.

The director of DIGO, Mr Clive Lines, will be the coordinating capability manager for geospatial information, highlighting the important role DIGO has to play as the demand for geospatial intelligence continues to grow.

The review of operations at the Geospatial Analysis Centre in Bendigo which resulted in initiatives to double the productivity of the centre is just one example of how DIGO is approaching the future of an intelligence efficient ADF.

What is the role of satellites?

DIGO’s early environmental monitoring and positional data capability will be enhanced by improving Australia’s capacity to utilise satellite communications.

To successfully network the ADF, increased bandwidth is required.

Australia will do this by funding a sixth satellite in the existing US owned Wideband Global System satellite constellation. Building on this existing network will give us global communications coverage.

Defence continues to develop and provide access to the Wideband Global Satellite Communications System, or SATCOM, in partnership with the US. Long term access to the system continues to be pursued by Defence, and Defence continues to expand the number of SATCOM terminals in our major war vessels.

These terminals will improve existing satellite communications by providing reliable, high speed internet access and video communications with other ships, both Australian and allied, intelligence agencies and national leadership within Australia.

An example of Geospatial Capabilities – the Wedgetail

In the context of geospatial information and its contribution to Network Centric Warfare, I’d like to briefly discuss what will be a key contributor to ADF’s geospatial intelligence and network centric warfare superiority – the six Airborne Early Warning and Control aircraft that the RAAF will shortly accept into service.

While the Wedgetail program is yet to reach its full potential, when the platform as specified in the contract is delivered, it will offer unparalleled capabilities for the ADF.

The Wedgetail Airborne Early Warning and Control aircraft will be a key part of Australia’s air combat capability. It will enhance surveillance, air defence, fleet support and force coordination operations.

The intelligence capabilities of the Wedgetail will provide great situational awareness for all ADF assets that will operate under the cover of the Wedgetail’s sensors.

Simulation

Geospatial information and services will also make a vital contribution to our simulation capabilities.

The Defence White Paper highlighted increased use of simulation to both reduce the costs of running expensive platforms and to help ADF prepare for its various missions.

Geospatial information is essential to help create realistic mission simulations, for example the information will help simulate the effects of speed, currents, tides and wind. This allows more realistic depictions of mission or intelligence problems. Geospatial products also help produce virtual fly-through and walk-through mission scenarios and interactive maps.

The most realistic mission simulations will help the men and women of the ADF complete their missions safely. Geospatial information will be a critical driver of this.

Implications for the Geospatial Systems Industry

From a defence perspective, the last nine months has been a period of considerable activity and has seen the release of:

·         the Defence White Paper 2009;

·         the Government’s response to the Mortimer Report;

·         the Strategic Reform Program;

·         the Priority Industry Capabilities; and

·         The Public Defence Capability Plan.

The Minister for Defence and I are working closely to ensure these decisions are appropriately implemented.  I have already touched on the Defence White Paper and Force 2030. 

I would now like to focus on two key decisions in the context of the Defence geospatial environment; the Strategic Reform Program and the 2009 Public Defence Capability Plan. 

First, the Strategic Reform Program (or SRP). 

As some of you may know, on Wednesday 2 September this year I jointly launched, along with Minister Carr, the new Enterprise Connect Defence Industry Innovation Centre. This initiative will be an important contributor to the SRP.

The focus of the centre is to improve the competitiveness of Australian SMEs, primarily through productivity improvements and assistance to access the latest research. The total Defence investment allocated for this initiative is $21.2 million over the next five years.

The Government is committed to fostering these types of partnerships to build a stronger, more productive industry and this is true of the Geospatial Industry sector as well as those more widely recognised Defence industries.

Improving the performance of the defence industry is particularly important in the context of Defence's Strategic Reform Program (SRP). The SRP seeks to achieve significant efficiency savings across the Defence portfolio over the next decade. 

You will hear later today from the Defence side of the geospatial community that the Coordinating Capability Manager for Geospatial Information is looking closely at data and software acquisition processes and license arrangements. This is in an effort to reduce duplication and to eradicate single use license arrangements that are costly and inefficient.

Work is also underway on analysing the 2009 DCP to define geospatial data requirements for each of the DCP projects with a view to determining data and support requirements and delivering long term savings in support costs. 

While the SRP involves savings on the Defence side, it also relies on industry improving its productivity and thinking proactively about delivering long term savings and efficiencies to defence.  

I view the Defence Industry Innovation Centre as an important part of the move to ensure that SRP savings targets are achieved.

Additional savings will also be gained by Defence by moving to open architectures and open standards which will, in turn, promote interoperability across systems and networks. In the geospatial environment Defence no longer wishes to work with inflexible architectures which lock it into proprietary arrangements with one provider.

Which brings me to what I consider to be the cornerstone of “Beyond Maps” - the 2009 Public Defence Capability Plan (DCP).

The DCP provides an account of major capital equipment proposals that are currently planned for Government consideration (either first or second pass) in the future.

It is our roadmap for ensuring that we get the force structure that we have outlined in the White Paper.

It is also our way of communicating with industry about the opportunities available to them to help us deliver on our commitments.

The DCP contains information on over 110 projects including the future submarines, our new air combat capability, naval aviation combat systems, Chinook helicopters and the patrol boat, mine hunter coastal and hydrographic ship replacements – to name just a few.  

Notably, all of these projects require geospatial information and data to reach their full operational capability.  Indeed, it is estimated that approximately 85 per cent of projects in the DCP will require geospatial data of some form or another and that almost everything in the Defence inventory that flies, drives, floats or walks produces and/or consumes geospatial data. All of these projects will require in-service support. 

There is also provision in the DCP for several Geospatial Projects to deliver production, dissemination and collection systems to the defence geospatial organizations and develop defence-wide geospatial services infrastructure with an estimated value of $1 Billion. This is in addition to the geospatial aspects of the more traditional DCP projects.

It is clear the geospatial sector must grow. 

The Government will therefore be clearly looking to industry to help deliver and support these projects.

Conclusion

I was reminded recently that the RAN and commercial shipping continue to use hydrographic charts that were originally drawn on the basis of surveys conducted by Captain Cook.

The amazing longevity of that particular example of geospatial information is a testament to the navigational and survey skills of Captain Cook.  But it is not likely to be characteristic of future geospatial information.

Data collection and management, data fusion as differentiated data sets are combined to build an integrated battlespace picture, real-time data acquisition and processing as conflict unfolds – these are all drivers of a new and rapidly changing information environment. 

The partnership between industry and the ADF, mediated by DIGO as the imagery and geospatial authority, opens a new chapter in Defence’s ability both to ensure the nation’s security against armed aggression and to promote its broader strategic interests wherever they might be engaged.

Thank you for your time today and I hope the rest of the event proves useful for you all.

Media contacts:

Rod Hilton (Greg Combet):                    02 6277 4771 or 0458 276 619

Defence Media Liaison:                         02 6127 1999 or 0408 498 664

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