The future of UAS: standards, regulations, and operational experiences [workshop report]

This paper presents the outcomes of "The Future of UAS: Standards, Regulations and Operational Experiences" workshop, held on the 7th and 8th of December, 2006 in Brisbane, Queensland, Australia. The goal of the workshop was to identify recent international activities in the Unmanned Airborne Systems (UAS) airspace integration problem. The workshop attracted a broad cross-section of the UAS community, including: airspace and safety regulators, developers, operators and researchers. The three themes of discussion were: progress in the development of standards and regulations, lessons learnt from recent operations, and advances in new technologies. This paper summarises the activities of the workshop and explores the important outcomes and trends as perceived by the authors

One Defence: one direction? The First Principles Review of Defence

Overview: The recently released report of the First Principles Review of Defence, Creating One Defence, is set to reshape the Defence enterprise over the next few years. This ASPI special report explains the review’s recommendations and analyses the consequences for Defence. It provides three perspectives on the forthcoming reforms: Peter Jennings, ‘One Defence–root causes, risks and values’; Andrew Davies, ‘The capability development life cycle’; Mark Thomson, ‘One Defence in two parts’

Agenda for change: strategic choices for the next government

The next government has a primary requirement to be well briefed on the challenges inherent in Australia’s strategic circumstances and the policy options available to it. ASPI is publishing this report to layout our strategic choices and to provide recommendations. Contributors are Peter Jennings on strategic policy, Mark Thomson and Andrew Davies on defence, Anthony Bergin and Kristy Bryden on homeland security, Russell Trood on foreign policy and Ryan Stokes on economic security. This body of ideas makes a compelling contribution to the discussions which ought always to characterise the Australian strategic and defence debate

Waves of opportunity: enhancing Australia-Indonesia maritime security cooperation

Overview: Maritime security cooperation between Australia and Indonesia is important because of our geographical proximity and common interests. With recently-installed President Joko Widodo proclaiming Indonesia as the ‘World Maritime Axis’, there’s great momentum for Australia and Indonesia to enhance maritime security cooperation. This paper looks at ways to enhance cooperation through: more interaction between policymakers; facilitating greater integration among the agencies responsible for maritime security cooperation; national and regional capacity-building, and cooperative and collective maritime domain awareness

Defining the dimensions of engineering asset procurement: towards an integrated model

Procuring engineering asset management is a critical activity of all types of government, with optimal approaches to procurement still in need of identification. This paper advances a novel approach of exploring the procurement of engineering assets across a number of dimensions: Project rules, organisational interaction rules and complexity. The dimensions of project rules are held to include cost, quality and time. The dimensions of organisational interaction rules are held to be collaboration, competition and control. Complexity is seen as in the project itself, in the interaction between organisations or in the business environment. Taken together these dimensions seem salient for any type of engineering asset, and provide a useful way of conceptualising procurement arrangements of these assets

Post-Westgate SWAT : C4ISTAR Architectural Framework for Autonomous Network Integrated Multifaceted Warfighting Solutions Version 1.0 : A Peer-Reviewed Monograph

Police SWAT teams and Military Special Forces face mounting pressure and challenges from adversaries that can only be resolved by way of ever more sophisticated inputs into tactical operations. Lethal Autonomy provides constrained military/security forces with a viable option, but only if implementation has got proper empirically supported foundations. Autonomous weapon systems can be designed and developed to conduct ground, air and naval operations. This monograph offers some insights into the challenges of developing legal, reliable and ethical forms of autonomous weapons, that address the gap between Police or Law Enforcement and Military operations that is growing exponentially small. National adversaries are today in many instances hybrid threats, that manifest criminal and military traits, these often require deployment of hybrid-capability autonomous weapons imbued with the capability to taken on both Military and/or Security objectives. The Westgate Terrorist Attack of 21st September 2013 in the Westlands suburb of Nairobi, Kenya is a very clear manifestation of the hybrid combat scenario that required military response and police investigations against a fighting cell of the Somalia based globally networked Al Shabaab terrorist group.Comment: 52 pages, 6 Figures, over 40 references, reviewed by a reade

2011 Strategic roadmap for Australian research infrastructure

The 2011 Roadmap articulates the priority research infrastructure areas of a national scale (capability areas) to further develop Australia’s research capacity and improve innovation and research outcomes over the next five to ten years. The capability areas have been identified through considered analysis of input provided by stakeholders, in conjunction with specialist advice from Expert Working Groups   It is intended the Strategic Framework will provide a high-level policy framework, which will include principles to guide the development of policy advice and the design of programs related to the funding of research infrastructure by the Australian Government. Roadmapping has been identified in the Strategic Framework Discussion Paper as the most appropriate prioritisation mechanism for national, collaborative research infrastructure. The strategic identification of Capability areas through a consultative roadmapping process was also validated in the report of the 2010 NCRIS Evaluation. The 2011 Roadmap is primarily concerned with medium to large-scale research infrastructure. However, any landmark infrastructure (typically involving an investment in excess of $100 million over five years from the Australian Government) requirements identified in this process will be noted. NRIC has also developed a ‘Process to identify and prioritise Australian Government landmark research infrastructure investments’ which is currently under consideration by the government as part of broader deliberations relating to research infrastructure. NRIC will have strategic oversight of the development of the 2011 Roadmap as part of its overall policy view of research infrastructure

Defending Australia: a history of Australia’s defence white papers

This paper provides a summary of each of Australia’s defence white papers issued between 1976 and 2013 and seeks to draw out common themes that emerge in some or all of them. Executive summary Australia published defence white papers in 1976, 1987, 1994, 2000, 2009 and 2013 and a new white paper is expected in 2015. A community consultation process was undertaken as part of the 2000 and 2009 defence white papers and a similar process is being carried out for the upcoming 2015 defence white paper. The need to defend Australia against a major aggressor remains the primary driver in Australian defence policy. Regional security and contributing to the global order have been secondary, but still important priorities in Australian defence planning. Each of the defence white papers has been created on the basis that Australia should be able to defend itself against a potential aggressor without outside assistance (the principle of self-reliance), while at the same time stressing the importance of the alliance with the United States. Threat perceptions have changed from the Cold War influences reflected in the 1976 and 1987 white papers to a contemporary focus on terrorism while also incorporating emerging threats such as cyber attacks and the rise of China. Defence white papers are not produced in a vacuum but are informed by key reviews of Australia’s strategic situation, industry policy and force posture. Defence policy is subject to the broader economic conditions of the time and the Department of Defence must contend with many other priorities for government funding. The financial plans set out in the various defence white papers are often ambitious and rarely brought to fruition. On the whole, capability choices have displayed continuity between the different white papers regardless of changes in government. This is understandable given the length of time required for major capital equipment acquisitions. Recent white papers have placed a greater emphasis on regional engagement. The contribution of the Australian Defence Force (ADF) to humanitarian assistance and disaster relief operations, as well as to border protection activities, has also been included in the most recent white papers

Organisational change in SMEs: change innovators or laggards?

In the international arena, the development and strengthening of SMEs is a priority area for the Asia-Pacific Economic Cooperation due to the significant potential that SMEs hold for future economic growth. A substantial amount of change management research exists internationally and in Australia in relation to the causes, processes and outcomes of organisational change in large organisations. However this does not reflect the change scenarios in SMEs. Furthermore, the academic and professional discipline of organisational change in Australia, while well-researched in some areas, remains embryonic when translated to SMEs in a dynamic environment. Very few large scale national surveys have been conducted in Australia. This study is filling the theoretical gap in relation to the theory and practice relating to the nature, extent and characteristics of organisational change in Australian Small and Medium Size Enterprises (SMEs). The objective of this paper is to analyse the nature and extent of organisational change in Australian SMEs. Our research, through a representative large sample survey (n=1230), provides an insight into the contemporary nature and usage of organisational change and provides a picture of contemporary change management in Australian SMEs. The study employed the use of quantitative data which were collected through a national mail survey of 1230 Australian SMEs. The focus of this study is on three interventions for achieving organisational change, including a range of structural; strategic and human process change practices. The results indicate that SMEs are neither change innovators nor laggards, since change practices are only moderately represented in Australian SMEs. Taken together with low participation of employees in the decision to employ these changes; low levels of union membership; a low presence of specialist HR managers in SMEs; and the fact that the majority of SMEs that do have written strategic plans do not use it to develop operational plans and drive day to day operations; a 'change innovation' scenario in Australian SMEs is unlikely. We argue that the pursuit of organisational change should not simply serve as drive for competitive advantage (often resulting in a deterioration of employment conditions), but, rather, it should accommodate the needs of employees, who should also directly benefit from these change initiatives. The advantages of involving employees in change initiatives are numerous. The agenda in Australian SMEs therefore needs to be shifted away from managers/company-driven change (with rhetoric of employee involvement) to genuine and greater employee participation in change initiatives. Questions concerning the substance of change raise a number of practical concerns over how to successfully manage organisational change. Two elements of particular importance centre on understanding what the change programme is about and also, ensuring that employees who have to adopt to new working practices (the changing context) are adequately trained in the use of techniques and/or procedures