Key positions announced at the Australian Strategic Policy Institute (ASPI)

Peter  Jennings, currently the Deputy Secretary for Strategy with the Department of Defence, has been selected to be the new Executive Director of ASPI following the retirement in April of the incumbent, Major General Peter Abigail (Retd).

ASPI is one of Australia’s leading public policy think-tanks. It is an independent, non-partisan policy institute established by the government to provide fresh ideas on Australia’s defence and strategic policy choices.

“Peter was selected for the Executive Director’s position after an extensive global search process,” said Mr Stephen Loosley, Chairman of the ASPI Council. “The Government has now confirmed the appointment.”

“I am pleased to welcome Peter to this position,” Mr Loosley said. “He is a very experienced strategist having worked at the highest levels of Defence and Government over many years.”

“I know that he will bring high quality leadership and analytical skills to ASPI, and further build on the solid reputation of the Institute.”

“I also want to thank Peter Abigail, who is the outgoing ASPI Executive Director,” Mr Loosley said. “Peter Abigail has served ASPI with distinction over the last seven years. He has steered the Institute through a period of significant change and growth, including successfully renegotiating ASPI’s financial agreement with the Department of Defence. Under Peter’s leadership ASPI has cemented its leading role in defence and strategic policy thinking in Australia and been recognised as one of the world’s leading security and international affairs think tanks,” Mr Loosley said.

The Government has also extended Stephen Loosley’s term as Chairman of the ASPI Council.

“I am pleased to serve in this capacity,” Mr Loosley said. “At a time of international change Australia faces a growing range of strategic challenges. ASPI can play an important role in improving the quality of Australia’s strategic policy thinking.”

“I am looking forward to working with Peter Jennings on continuing to strengthen ASPI’s influence and putting forward new strategic thinking for Australia,” Mr Loosley said.

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Note: Peter Jennings bio is available here. Peter Jennings will not be available for interview until he leaves the Defence Department and starts at ASPI in late April. We will advise the media on his availability. Mr Loosley is available for interview at the following number: 02 6270 5110

You can also read the press release from the Minister for Defence here.

Two steps forward, one step back: Indonesia’s arduous path of reform

The  Australian Strategic Policy Institute (ASPI) has released a new publication titled ‘Two steps forward, one step back: Indonesia’s arduous path of reform’. Launching the publication, ASPI Executive Director, Peter Abigail, noted that it had been some time since the Institute last wrote upon the topic of Indonesia, and the latest assessment provided a valuable overview of developments in Australia’s large neighbour. 

The publication, written by Professor Damien Kingsbury of Deakin University, says Australians have long worried about whether Indonesia is ‘special’ or ‘normal’. Instead, we need to deal with Indonesia as it really is—a country experiencing simultaneously the challenges of political reform, economic development and a shifting regional security environment. The country’s political future is less certain than we would hope: after SBY’s term of government ends, the choice of a successor will be critical in determining the future of reform. We can’t rule out that Indonesia might slide back to old ways of doing business—democratisation is a fraught process.

As the Indonesian economy grows, so too do the prospects for Indonesia to establish its natural position as the leader of Southeast Asia. As the world is re-examining Indonesia, so too Indonesia is looking afresh at the world—more interested in external issues than it was a decade ago. The Southeast Asian subregion increasingly finds itself at the centre of a more strongly interconnected Indo-Pacific region—so Indonesia’s strategic importance is going up.

It’s important for Australia to build a better strategic relationship with Indonesia. The two are complementary partners. Australia should be proactive in exploring new opportunities for cooperation with a reform minded Indonesia—it’s in our interests to draw Indonesia into a more important strategic role in regional security.

Professor Damien Kingsbury is the Director, Centre for Citizenship, Development and Human Rights, Faculty of Arts and Education, Deakin University, Melbourne.

Japan’s strategic outlook

The Australian Strategic Policy Institute today released a new report, Japan’s strategic outlook by Dr Rod Lyon.

Japan has endured a difficult couple of decades, but probably confronts another. With its economy stalled, its political system still evolving towards a genuine multiparty system, and its population ageing and shrinking, it confronts a daunting array of domestic challenges.  The great East Asian earthquake of March has only added to its problems. The after-effects will be felt for years, not least in the continuing nuclear problems at Fukushima. Those challenges mean Japan will probably remain an introverted strategic player during the next decade or so.  Arguments made by a range of commentators about five years ago, that Japan had entered a critical ‘turning point’ in its strategic policy, now seem less compelling.

For Australia, the challenge is how to partner with that inward-looking Japan over the next ten-to-fifteen years. The pace of change in Asian strategic settings is such that much may change during that period. And there aren’t many Japan-sized players in the regional system, so we have to work to ensure that the one we already have remains committed to shared objectives to the greatest extent possible. We need to ‘work with’ Japan, perhaps bringing more ourselves to the relationship to offset Japan’s period of hesitancy.  But we might also need a ‘work around’ strategy—accepting that we need to do more with others to compensate for Japan’s strategic hesitancy. Australia wants an Asia with a range of engaged great powers—and Japan is an important part of that future Asia.’

Beyond bin Laden: Future trends in terrorism

The Australian Strategic Policy Institute (ASPI) has released a new publication titled ‘Beyond bin Laden: Future trends in terrorism’.

This Strategy report examines the shifting patterns of global terrorism. It is the first major ASPI report on terrorism since the death of Osama bin Laden in May 2011. The report provides a comprehensive assessment of the geographic, operational and ideological trends that are driving the current wave of jihadist terrorism around the world. Those trends point to the increasing diversification of the threat, as a new generation of terrorist leaders in South Asia, North Africa and the Arabian Peninsula adapt and reinterpret al-Qaeda’s ideology.

The paper argues that new patterns of global terrorism will require more agile and effective policy responses. For Australia, the focus of counter-terrorism and counter-radicalisation efforts must shift towards the three areas most at risk from the influence of al-Qaeda’s ideology – individuals, institutions and the internet.

The paper was written by Carl Ungerer, Director of ASPI’s National Security Program.

More than good deeds: Disaster risk management and the Australian, Japanese and US defence forces

The Australian Strategic Policy Institute (ASPI) has released a new publication on the challenges for the defence forces of Australia, Japan and the US in responding to regional natural disasters.

The report, authored by Athol Yates and Anthony Bergin, suggests that Asia–Pacific states need to allocate greater resources to risk reduction activities and increase the speed and effectiveness of relief efforts.

Australia, Japan and the US are active in promoting disaster risk management as a key component of their Asia–Pacific relations and regional military engagement strategies.

This report argues that the three states’ militaries will continue to play an increasing role across the disaster risk management spectrum.

The primary justification for dispatching defence forces to help another country experiencing a disaster is usually humanitarian.

But for Australia, Japan and the US, there are several other drivers: reinforcing alliances and partnerships, advancing foreign policy agendas and providing knowledge of operational military capabilities.

To better match the three nations’ defence forces’ disaster assistance capabilities with government expectations, the report recommends:

The defence forces of the three countries should establish a regular trilateral dialogue to share lessons learned in disaster risk management and improve trilateral and multilateral military cooperation during and after disasters.

Governments should publicly identify the benefits of using their defence forces in disaster risk management activities.

All three military forces should integrate the key drivers for their use in disaster risk management activities into strategic guidance, doctrine, force structure and capability development.

Defence forces and other stakeholders should seek to moderate government and public expectations about the use of the military in disaster risk management activities by identifying the costs and benefits of that involvement.

Defence forces should produce a list of options for government that covers both disaster relief and disaster risk reduction activities that they could undertake. 

Release of ASPI Strategy – Our near abroad: Australia and Pacific islands regionalism

The  Australian Strategic Policy Institute (ASPI) has released a new publication on the challenges for Australia to engage its Pacific neighbours.

The report, authored by Richard Herr and Anthony Bergin, suggests that with rising Chinese influence in the region, the US appears to doubt that Australia can deliver on South Pacific issues.

The Pacific Island members of the United Nations now meet under the rubric of the Pacific Small Islands Developing States that excludes Australia.

The Melanesian Spearhead Group has backed fellow member Fiji against Australian sanctions.  The MSG doesn’t include Australia.

Australia is losing influence over collective decision-making in the South Pacific. 

Australia should re-gather the threads of regional leadership.

The report makes  recommendations to achieve this including: establishing a regional maritime coordination centre; encouraging Chinese participation in regional law enforcement; repairing our relationship with Fiji; providing funding to  the MSG Secretariat; introducing a  scheme for permanent migration from the smaller island states; assessing the practicality of a regional insurance scheme for natural disasters; including the fisheries sector in our Pacific seasonal worker pilot scheme; offering a program of scholarships to talented Islander children to attend boarding schools in Australia; introducing a Colombo Plan for the Pacific islands; creating an Office of Sport and Diplomacy within DFAT to bring together the people of the Pacific through sport; establishing a Pacific islands studies institute here; and ensuring that a Pacific islands posting is part of a complete Australian diplomatic career.

Three views of risks: Selecting and acquiring military equipment

Release of ASPI Special Report

Providing the ADF with state of the art equipment can be a challenging business. Sometimes the world market can provide a proven solution with the right level of capability, but often that isn’t the case. Then it’s a matter of either accepting a more modest level of performance or going down the path of developing a new weapon system. This collection of papers provides three different perspectives of the issues that arise when defence planners have to weigh these options.

The first paper, by ASPI’s Mark Thomson, discusses the applicability of commercial techniques for evaluating and managing risks in defence projects. The translation isn’t straightforward because of the ‘public goods’ nature of defence, and cost-benefit calculations are tricky when there is a degree of subjectivity in the benefit side of the equation.

In the second paper, ASPI’s Andrew Davies takes a more empirical look at defence projects and the many pitfalls that come with technically challenging projects. The paper concludes that high levels of engineering skill—a commodity in short supply within Defence—are needed if projects are to have the best chance of success. The paper is rounded off with some thoughts by recently retired DMO CEO Dr Steven Gumley, who has provided his ‘four rules of defence acquisition’.

Defence projects couldn’t be delivered without the work of industry. The final paper, by CEO of Thales Australia Chris Jenkins, provides an industry perspective. He argues that maintaining defence industry should be seen as a vital part of the nation’s defence strategy and that tomorrow’s defence capability will be shaped in no small part by the skill base being laid down today.

Raspal Khosa

Raspal Khosa has left ASPI to pursue career alternatives.

Raspal joined ASPI in July 2003 as a project officer tasked with the compilation of the first Australian Defence Almanac, a unique publication which brings together information across the full range of Defence activity. Building on its early success, he expanded and updated later editions of the Almanac and oversaw its successful conversion to a web-based publication.

Raspal also coordinated ASPI’s Outreach Program which involves engagement with informed audiences across Australia in support of our research program.

In the past few years Raspal established himself as one of Australia’s leading and most informed and insightful commentators on the conflict in Afghanistan and particularly Australia’s commitment in Uruzgan.

ASPI thanks Raspal for his valued contribution to the work of the Institute over the past eight years and wishes him well in his future endeavours.

ASPI seeks new leader for its next phase of development

The Australian Strategic Policy Institute is looking for new leadership as it enters the next phase of its strategic development. 

MAJGEN (Retd) Peter Abigail has announced his retirement from the position of ASPI Executive Director at the end of scheduled contract. Stephen Loosley, ASPI Council Chairman, said that “ASPI has achieved a great deal to be proud of in the seven years of Major General Abigail’s leadership including expanded engagement with government, academia and the business sector, and continuing to have a major influence on the public debate. The ASPI Council is confident that the Institute is now strongly positioned for a dynamic future at the centre of Australian debates on strategic, defence and national security issues.”

The new Executive Director will lead the Institute’s operations, manage high-calibre research staff and diversify ASPI’s sources of income. Responsibilities will include the provision of intellectual and research leadership and the new Executive Director’s ultimate objective will be the further development of an organisation which has achieved an international reputation as a centre of excellence in strategic policy. 

Applications close at midday on 4 October 2011. Further information can be found at http://www.aspi.org.au/aboutaspi/jobs.aspx

Serving Australia: control and administration of the Department of Defence

The Australian Strategic Policy Institute today released a new report, Serving Australia: control and administration of the Department of Defence.

Serving Australia contains a detailed examination of the control and administration of Defence.  Topics covered include: civil–military relations, Defence’s structure and processes, accountability and governance, transparency and oversight, and Defence reform.

In releasing the report, its author Mark Thomson said:

“In recent times, the Department of Defence has come under close scrutiny due to a range of problems. Issues have included faltering multi-billion dollar acquisition projects, uncertain financial management, and an inability to maintain current capabilities such as the Collins-class submarines and the amphibious fleet. Serving Australia is an attempt to understand the root causes of such problems and identify solutions.”

“Defence is a sprawling and complex organisation whose job is made more difficult by dispersed accountability. In many cases, no single person is responsible for ensuring that critical military capabilities are ready for action. As a result, things fall through the gaps.”

The report makes four recommendations:

• Devolve greater authority and accountability to the Army, Navy and Air Force – and hold them to account for results.

• Strengthen central strategic control so that the Secretary and Chief of the Defence Force can more effectively administer the department. At present, Defence is run like a federation; it needs a dedicated headquarters to allocate resources and manage performance.

• Re-establish contestability within Defence, especially in the critical area of capability development planning. The billions of dollars being invested in new equipment should be subject to independent examination by civilian analysts.  

• Increase transparency and strengthen external scrutiny. With so much taxpayer’s money involved and the nation’s defence at stake, there should be much greater transparency of Defence’s spending and performance.