Issue 7, 2010

m a g a z i n e ›

Could one of these four people be a future Secretary of Defence? They are currently the fresh-faced future of the organisation, with inspiring qualifications and aspirations to match. From left, Bronwen Smith, Anthony Bremner, Luke Easey and Vivien Kondos are also a prime example of the success of the Graduate Development Program, which plays a big part in developing the people of Defence – the theme for this edition. Read more in our cover story on pages 22-23.Photo: Leading Aircraftman Aaron Curran

New Defence Minister welcomedPage: 14

3www.defence.gov.au/defencemagazined e f e n c e m a g a z i n e ›

CONTENTSDefence

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Michael WeaverPhone: 02 6265 7117

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editorialIt comes as somewhat of a surprise that this publication has not yet focused a theme on its people and how Defence develops their full potential.

As you will read in the Secretary and CDF’s columns, Defence’s development of its people is one of our leadership’s highest priorities, with numerous strategies in place to recruit and retain the right people.

But as individuals, we should not sit back and expect to have development opportunities handed to us on a silver platter.

As you will also see from the articles within, the people with the greatest potential also carry an even greater degree of initiative.

This is exemplified by the people we interviewed from the Graduate Development Program. Virtually with the world at their feet, the four individuals we spoke to have realised the potential of a career with Defence, and almost defy the typical ‘gen y’ stereotype.

They are exactly the people this organisation wishes to cultivate.

At a Group and Service level, examples of how each develops its people are heralded by a variety of initiatives, such as the People Strategies and Policy Group and the Defence Support Group, whose stories we’ve assigned six pages.

The Defence Materiel Organisation has unlocked better ways of doing business, with professionalisation the key, while the Army has turned its attention to improving its governance mechanism to in turn improve its people.

One of Defence’s newest directorates, Indigenous Affairs, also tells us to take the time to eat more turtle – quite literally using a traditional Aboriginal practice to embrace ways of opening the doors to Defence.

It would also be remiss not to mention the new Defence ministry that has stepped in following the recent Federal election. In many cases, this means making adjustments to the way we do business, which in essence is part of the way we develop as an organisation. We also hope to publish a feature article on the new Minister for Defence before the end of this year.

– Michael Weaver, editor

PHOTO Of THe MONTH:Welcome to Defence: Members of the Defence Committee with the Minister for Defence, Stephen

Smith MP (front centre), the Minister for Defence Materiel, The Hon. Jason Clare (front left), the Minister for Veterans’ Affairs and Defence Science and Personnel, The Hon. Warren Snowdon (front

right), and the Parliamentary Secretary for Defence, Senator The Hon. David Feeney (2nd row centre).

Photo: Steve Dent

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40

20

i n s i d e t h i s e d i t i o n

columns

secretary: Developing our people 10

chief of the Defence force: Services develop people power 11

News

Snapshot 4-9

Pictorial: Stemming the tide in Pakistan 12

New Defence ministry welcomed 14

Defence tackles chemical hazards 15

Roulettes roll out for 40th anniversary 16

features

spotlight on reform: Reforming Defence logistics 18

science and Technology: UK exchange attaches significant reward 19

aDfa: Iraq officer’s exchange for change 20

graduate Development Program: Grads and graduates 22

Indigenous affairs: Conference heralds Indigenous initiatives 24

air force: AME courses spread their wings 25

International Policy: Defence and AusAID a joint force to be reckoned with 26

Defence security: Beware the techno trap with modern technology 27

army: Reform from the bottom up 28

Navy: Navy’s stars align for cultural change 30

Honours and awards: Civilians now in line for Defence commendations 31

Indigenous affairs: Take the time to eat more turtle 32

Defence Materiel: Professionalisation of DMO the key to success 34

People: Defence delves deep into education and training reform 36

Defence support: Law learning packages go online 39

Health: Seeing red over liquid gold with Defence blood drive 42

The Last Word: Director-General Defence Education Training

and Development, Brigadier Peter Gates 43

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Father sends heartfelt letter of thanksThe family of Private Scott Palmer, the Commando killed in a helicopter crash in Afghanistan on June 21, has expressed their thanks to the ADF for its support.

In a letter to CDF, Air Chief Marshal Angus

Houston, Mr Ray Palmer thanked the ADF for the

treatment, respect and dignity afforded to his

family during their time of grief.

“Scott’s passing has been a period of great

sadness and sorrow, but the efforts of your staff

to ease our pain have been a great comfort and

support,” Mr Palmer wrote.

CDF ACM Angus Houston said he was very pleased

to receive the letter from Mr Palmer expressing the

gratitude of his family.

“I particularly acknowledge the efforts of 7RAR, 2

Commando Regiment and the Defence Community

Organisation, all of whom combined to provide

most of the support to the Palmer family,” ACM

Houston said.

“When we lose someone on operations, I am

grateful that these grieving families receive such a

high level of personal and compassionate support

from so many areas within Defence.”

Mr Palmer wrote his family was appreciative of the tireless work by ADF personnel to ensure that Scott’s repatriation, funeral and final resting was done in a dignified manner befitting an Australian soldier.

“We couldn’t have asked for more.”

ACM Houston said all personnel involved in supporting, not only the Palmers but all those families who have recently lost loved ones on operations, should take great pride in their efforts.

- By Sergeant Andrew Hetherington

Afghans learn the art of marksmanshipAt a patrol base in the Baluchi region of Uruzgan Province in Afghanistan, Australian soldiers from 1st Mentoring Task Force (MTF-1), Mentoring Team – Charlie, have delivered a 16-day course to teach Afghan National Army (ANA) soldiers the art of marksmanship. The course was part of the ongoing efforts by MTF-1 to assist the ANA’s 4th Brigade to attain the soldiering skills required for them to take over responsibility for security in Uruzgan Province.

Executive officer of Mentoring Team – Charlie, Captain Dean Schmidt, said the Australian

marksmen conducted training with the ANA on marksmanship techniques with newly acquired sniper rifles.

“The ANA have a number of these rifles throughout their units and MTF-1 has taken the opportunity to help the ANA master the techniques required to employ this weapon system,” he explained.

“The marksmen have been instructing them every day, helping them to learn how to operate the weapon and engage targets of varying sizes over varying distances.

“The ANA will be able to employ this capability when they send out patrols so they’ll have the ability to provide over-watch for the patrols and, hopefully, engage targets at extended ranges.”

Long-term, the development of the ANA through this type of training will better equip the Afghan Government so it can one day manage its country’s security without the need for international combat forces.

1 October marks new vetting eraThe launch of the Australian Government Security Vetting Agency (AGSVA) on 1 October marks the dawn of a new era in personnel security vetting, not only for Defence but for the whole-of-government. For the first time, a single agency – the AGSVA – will be responsible for granting and reviewing security clearances for most Commonwealth public servants and contractors.

According to newly-appointed Assistant Secretary Vetting, Mr Peter Sinfield, the new approach will result in an enhanced, streamlined, cost-efficient Commonwealth vetting system and will deliver direct benefits to Defence personnel.

“At the AGSVA we will be introducing a number of IT innovations to speed up the process and to get rid of much of the frustrating paperwork,” Mr Sinfield said.

“For example, the AGSVA will provide Defence personnel with access to security clearance forms (E-Packs) on both the internet (AGSVA website) and intranet (DRN), giving you 24/7 access from home or work.

“And, in the future, any changes to your personal

details or circumstances that the AGSVA needs to

know about will be able to be made online.”

Because the vetting system Defence personnel

know with is essentially continuing, with a number

of improvements, the AGSVA anticipates a smooth

transition for Defence.

“Defence personnel will not have to undertake any

complex new vetting procedures,” Mr Sinfield said.

“Clearances will not take any longer than they

do now, and, in fact, it is hoped timeframes will

continue to reduce.”

When fully up and running, the AGSVA will have

a customer base of around 300 organisations

and will process around 48,000 clearance actions

annually.

Defence personnel should direct all vetting

enquiries to the AGSVA Client Service Centre.

It operates Mon-Fri from 8:30am to 5pm (AEST),

t: 1800 640 450, e: securityclearances@

defence.gov.au

Further information can also be obtained from the

AGSVA website: www.defence.gov.au/agsva

100 Middle East missions for GlobemastersJust more than a year and 4500 tonnes since their first intra-theatre mission, the Royal Australian Air Force’s fleet of C-17A Globemaster III heavy lift transport aircraft has recorded 100 missions in the Middle East.

These beasts of the sky have supported Operations

Kruger and Catalyst in Iraq, and Operation Slipper

in Afghanistan.

Crews and technicians fly to the MEAO (Middle LefT: Lance Corporal Simon Ison helps an Afghan soldier adjust his rifle sights during marksmanship practice in the Baluchi Valley region.

East Area of Operation) with each C-17A to

conduct their missions for up to a week at a time,

before returning to Australia. This has been the

case since the first Middle East intra-theatre

mission to Baghdad on July 22 last year.

Powered by four turbofan engines, the C-17A can

lift up to 70 tonnes of cargo and can accommodate

passengers, outsized cargo, vehicles, or aero-

medical evacuation patients.

Commanding Officer of No. 36 Squadron, Wing

Commander Adam Williams, congratulated all

those who helped in achieving 100 intra-theatre

missions.

“There’s a great sense of satisfaction for our

squadron and all those who have supported us in

reaching 100 missions,” he said.

“Throughout these missions, the pilots and

loadmasters at No. 36 Squadron have been

supported by the multitude of technicians,

suppliers, movements, administrative and

operational support personnel.”

The C-17A has delivered a tremendous boost

in the airborne logistics capability available to

the Australian Defence Force and our Coalition

partners. This supplements existing in-theatre

assets such as three RAAF C-130Js which are

deployed to Al Minhad Air Base in the United Arab

Emirates.

“During the 100 missions, our C-17A crews have

transported Chinook helicopters, protected mobility

vehicles such as the Bushmaster and Australian

Light Armoured Vehicles, radar units and a

variety of stores and supplies,” Wing Commander

Williams explained.

In another milestone, the Air Force’s C-17A fleet

recently surpassed 10,000 hours total flying time

since delivery of the first aircraft in December

2006. The hours were achieved in mid-August,

during an intense period of activity while No. 36

Squadron was conducting Middle East tasking, and

concurrent support for Operation Pakistan Assist II.

RIgHT: A Royal Australian Air Force C-17 Globemaster lands on the dusty airstrip of Multinational Base Tarin Kot.

students receive Defence technical experienceCDF Air Chief Marshal Angus Houston recently congratulated the 40 Defence Technical Scholarship Experience recipients on participating in a four-day tour of Defence industry sites.

The Year 11 students and 11 teachers saw first-hand the variety of technical trade opportunities available within Defence at sites in Wagga Wagga, Bandiana and HMAS Cerberus.

“These students and teachers have taken time out of their school holidays to see directly what the Navy, Army and Air Force technical trade careers could hold for them,” ACM Houston said. “These experiences can only help these students further their technical trade career goals, be that in the ADF or elsewhere.”

The scholarships are part of the Government’s $71-million Technical Trades Strategy with funding allocated across 10 years to help attract and recruit more people to critical technical trade careers in the ADF.

HMas success to be double-hulledSingapore-based shipyard ST Marine has been selected by Defence to convert the Royal Australian Navy tanker HMAS Success to a double-hulled vessel.

Double hulling will give Success two complete layers of watertight hull surface, creating greater safety.

The conversion will take place in Singapore where the ship has a scheduled visit while on deployment in Asia.

International Maritime Organisation standards require fuel tankers to be double-hulled as a method of preventing or reducing spills following the sinking of the MV Erika off the coast of France in 1999, resulting in one of the world’s greatest environmental disasters.

Three elements contributed to ST Marine’s winning tender: the company came in under budget; work of this type will never again be carried out in Australia; and no Australian company had ever undertaken this type of work.

HMAS Success was launched in Sydney in 1984 and is the largest ship built in Australia for the Royal Australian Navy and also the largest ever built in the port of Sydney.

Report into the combat death of sergeant Brett Till releasedVCDF Lieutenant-General David Hurley has released details of the death of Sergeant Brett Till, a member of the Special Operations Task Group (SOTG) who was killed in action on 19 March 2009 as a result of an improvised explosive device (IED).

Sergeant Till was leading an Explosive Ordnance Disposal (EOD) team as part of a route clearance operation when a member of his team located an IED. During the subsequent activity to destroy it the main charge detonated, killing Sgt Till instantly.

“Sergeant Till was kneeling next to the IED when it detonated. The Inquiry Officer found there was insufficient evidence to determine what initiated the

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Humanitarian mission wraps up in PNG Australia’s largest contribution to the annual US-led humanitarian assistance mission Pacific Partnership 2010 (PP10) has concluded in Papua New Guinea, treating almost 110,000 patients. More than 300 Australian Defence Force (ADF)

personnel participated in the mission, providing

health and dental care as well as completing

22 engineering projects such as school building

restoration and drilling and developing water wells

across five countries over four months.

United States Navy and PP10 Mission Commander,

Captain Lisa Franchetti, commended the ADF’s

contribution, particularly HMAS Tobruk which

was the first Royal Australian Navy ship to act

as Command platform during the last leg of the

mission to Papua New Guinea.

“It was such a unique experience to conduct the

Mission from a ship other than a United States

Navy vessel. The Papua New Guinea mission

was a huge success and I am in no doubt that

the reason for that lies with the crew of HMAS

Tobruk – their commitment and hospitality was

unwavering,” she said.

Medical and dental personnel from all three

services provided health care to patients at

medical clinics and surgeries onboard USNS Mercy

while also participating in subject matter expert

exchanges and health education programs.

More than 35 engineers from Second Combat

Engineer Regiment worked with United States

Seabees and host nation personnel in Vietnam,

Cambodia, Indonesia, East Timor and Papua New

Guinea.

During the two previous phases of PP10, HMA

Ships Labuan and Tarakan provided logistic support

in Indonesia and East Timor and played host to

medical, dental and veterinary teams in the more

remote locations.

Chief of Joint Operations Lieutenant General Mark

Evans said the reward for the ADF participating in

this mission was two-fold.

“Working with a large international team in a

complex environment enhanced the professional

relationships that have become so important in

large scale humanitarian assistance efforts, as we

are currently seeing in Pakistan,” he said.

In Papua New Guinea, ADF personnel treated 6500

patients and completed three engineering projects

in the areas of Rabaul and Kokopo in East New

Britain.

Professionalising the Defence ICT WorkforceThe Chief Information Officer (CIO), Mr Greg Farr, has welcomed the new professional partnership arrangement with Australian Computer Society (ACS) as part of CIOG’s efforts to further professionalise the ICT workforce in Defence.“Our need to keep and further develop our skilled

and professional workforce is more important than

ever as we embark on a massive Defence IT reform

program,” Mr Farr said.

More than 200 organisations participate in

the ACS Professional Partner Program. These

include government, major banks, international

accountancy/consulting firms, vendor organisations

and many local Australian businesses.

Some of the benefits that can be accessed through

the membership include:

Gaining recognition within the ICT profession both ›

in Australia and overseas

Enhancing knowledge through professional ›

development training

Expanding influence and contacts with regular ›

networking events, and

Getting a competitive edge by utilising the latest ›

resources.

The Chief Executive Officer of ACS, Bruce Lakin,

commended the CIOG for taking an active interest

in the professional growth of its employees and

welcomed them into the Society.

“This is a great opportunity for CIOG employees

and one that will also be of great benefit to

the Department of Defence itself,” Mr Lakin

said. “In partnering with the ACS under the

Professional Partner Program, we will work with

the Department of Defence to address staff needs

with a holistic approach to the development of ICT

professionals.”

CIOG is providing annual membership and renewal

for eligible employees for the ACS Professional

Partner Program. Vice Chief of the Defence

Force, the Defence Materiel Organisation and

the Australian Defence College will also provide

employee memberships. Information about

membership for other Groups can be obtained by

contacting simon.hickson@acs.org.au.

Further information about joining ACS can be found

at www.acs.org.au/ppp

Applications for specific Groups can be made at

the following sites:

www.acs.org.au/ppp/defenceciog

www.acs.org.au/ppp/defencedmo

www.acs.org.au/ppp/defencevcdf

www.acs.org.au/ppp/defencecollege

New rank insignia for Army CadetsThere are now subtle but significant changes to the rank slides worn by members of the Australian Army Cadets (AAC).

LefT: Seaman General Experience sailor Grace Rounds from HMAS Tobruk has a feather band placed on her head by tribe members during a display at the Malaguna Primary school in Rabaul, Papua New Guinea, during Pacific Partnership 2010.

LefT: Showing the Army Cadet rank slides are, from left: Cadet Corporal Stephanie Barrow, Lieutenant (AAC) Alan Caldow, Cadet WO2 Dominic Markut and Cadet Under Officer Ewan Brown.

The AAC has adopted distinctive rank slides for its

members. It was decided that it was important

for AAC members to be distinguishable from

Australian Army personnel, to distinguish adults

and cadets of the same worn rank, and to clearly

identify the AAC adult staff as experts in youth

development in the Army family.

While the gold and black insignia remain the same

as Army, the slides now have the AAC blue as a

band across the bottom of the slide. Army Cadets

will be identifiable by the words “Army Cadet”

in gold on the band, while adult Officers and

Instructors will be identifiable by the letters “AAC”

in gold on the band.

Regular and Reserve personnel posted to the AAC

will wear a distinctive right hand unit patch being

the AAC Hat Badge superimposed over the AAC

Colour Patch.

On Tuesday 6 July, MAJGEN John Caligari, Head

Modernisation & Strategic Planning – Army, on

behalf of the Chief of Army, presented CDTCPL

Stephanie Barron, LT (AAC) Alan Caldow, CDTWO2

Dominic Markut and CUO Ewan Brown from Trinity

Catholic College Army Cadet Unit, Goulbourn, with

their new distinctive rank slides.

CUO Ewan Brown said that he was really proud to

be one of the first cadets to be wearing the new

rank slides, and that it was a great idea that the

slides identify them as being cadets.

“I am very keen to see the development of the

Australian Army Cadets and I am proud to have

been involved in this presentation of rank slides,”

MAJGEN Caligari said.

“It is an important initiative to clearly identify

the Army Cadet Staff as the experts in youth

development in Army.”

MAJGEN Caligari has been a long-time supporter

of the Australian Army Cadets with two of his sons

being former members of The Scots College Cadet

Unit in Sydney.

detonation,” Lt-Gen Hurley said.

“The Inquiry Officer said there was no evidence of any personnel failing in the performance of their duties. He also said the circumstances associated with Sgt Till’s death did not warrant the appointment of a Commission of Inquiry.”

singapore and australian Navies complete joint maritime exerciseAustralian and Singaporean Navies recently concluded Exercise Singaroo 10, an annual maritime activity that cultivates bilateral ties between the two nations.

Building on the success of Exercise Kakadu 10, the RAN and Republic of Singapore Navy practised maritime surveillance, air defence, anti-submarine warfare and defence against small-boat threats during the week-long exercise.

Anzac-class frigates HMAS Arunta, with an S70B Seahawk helicopter embarked, and HMAS Toowoomba, Auxiliary Oiler HMAS Success, with an AS350BA Squirrel helicopter embarked, and Collins-class submarine HMAS Dechaineux took part.

“Exercise Singaroo is an important exercise in the annual calendar, strengthening professional ties, mutual understanding and improved interoperability at sea and in the air,” Exercise Director Captain John Vandyke said.

“By maintaining close and friendly defence ties, Australia and Singapore contribute to the stability of the region and develop our ability to work together in real-world operations.”

Royal australian Navy joins china in live-fire exerciseRAN Frigate HMAS Warramunga recently completed the first live-firing exercise of its kind with the Chinese Navy off the coast of China.

Warramunga’s Commanding Officer, Commander Bruce Legge, said the shoot at set targets provided his crew with the opportunity to hone their skills with a regional partner.

“We came from another major regional exercise Kakadu off the northern Australian coast,” he said.

“While we are used to operating with other nations from our region, this is the first time we have undertaken such a complex exercise with the Chinese and we are looking forward to building on this experience.”

HMas Melbourne begins operations in the gulfThe first of the newly upgraded Adelaide-class Guided Missile Frigates, HMAS Melbourne, has begun maritime security operations in the Middle East, replacing HMAS Parramatta.

HMAS Melbourne returns to the Middle East following previous missions in 2002 and 2004. She now boasts new missile and torpedo systems as part of the extensive capability enhancements provided by the FFG upgrade project.

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SnipSHOTSNAPSHOT - rEGIONAl FOCuS

WIllIAMTOWN ambler overcomes his achilles heel at squash nationalsPulses raced as 37 of Defence’s best squash

players did battle on the courts at the week-long

annual national squash tournament in early

August.

Competitors from APS, Navy, Army and Air

Force participated in the 2010 Defence Squash

National Tournament from August 1 at RAAF Base

Williamtown.

APS competitor Craig Ambler said that while the

atmosphere was friendly off-court, on the courts

the rivalry was vicious and it was ‘game-on’.

“I first started playing Defence squash in the early

80s and was immediately drawn to the competitive

camaraderie on and off the squash courts,” Mr

Ambler said.

“Attending this year was a little different for me

because two years ago, I suffered a serious rupture

of my Achilles tendon.

“At the time, my surgeon said I would be lucky to

walk without a limp for the rest of my life and the

likelihood of playing squash again was very low.

“But, I launched myself into training with the long-

term goal of winning the open title at these titles.”

Early in the tournament, the most points scored in

20 minutes determined the winner.

However, during the final matches, the traditional

scoring system of the first player to 15 was used.

Navy had the most competitors, followed by Air

Force, Army and APS.

Craig said that this year he faced his adversary of

15 years, Sgt Daryl Ferguson, and failure was not

an option.

“I met my old foe in the final of the open event, so I

played like a man possessed,” he said.

“Losing wasn’t an option – I wanted the open title

and selection for the UK Defence squash tour.

“After a serious comeback attempt by Sgt

Ferguson, I hung on to win, 3-1.

“Sgt Ferguson was gracious in defeat and we

laughed about our little battle.

“I took great pride in sending a photo of my win to

my surgeon.”

Craig also won the Mixed Masters category and

was selected to represent Defence in the UK

Defence squash tour, held in September.

- By Able Seaman Melanie Schinkel

DArWIN Band tunes into regional tourThe Australian Army Band Darwin (AAB-D) has

conducted a regional tour during October as part

of its operational role to raise the public profile of

the Army and enhance the morale of Australian

Defence Force members and their families in

remote locations.

Performances included the opening ceremony

of the biennial Alice Springs Masters Games, a

visit to Santa Teresa in support of NORFORCE

work in that community, a concert at RAAF Base

Tindal for serving members and their families,

including Defence Indigenous Development

Program trainees, and a ball in Kununurra to assist

fundraising for the local hospital.

Officer Commanding AAB-D, Captain Matt

Chilmaid, said it was a wonderful opportunity to

showcase the talents of Reservists on a larger

stage, as well as providing invaluable training

for their operational deployment role as Army

musicians.

“It is also fantastic that we can use these

performances in a positive way to assist other ADF

units in their roles and help the civil community in

a very practical way by raising much needed funds

for local charities.”

TOWNSVIllE Hamel time for armyThe wider Townsville region has hosted more than

6000 soldiers, sailors and airmen and airwomen

during Exercise Hamel – the most complex training

activity ever undertaken by the Australian Army.

While most of the troop activity took place in

the Townsville Field Training Area to the west of

Townsville, the Royal Australian Navy conducted

beach landings at Cowley Beach while the Royal

Australian Air Force aircraft and personnel

conducted operations from RAAF Base Townsville.

The exercise’s director, Brigadier John Frewen, said

priorities had been placed on ensuring both the

local community and the environment were well

looked after.

“Throughout the course of the exercise a

large number of troops moved through North

Queensland,” he said.

“Through community consultation and liaison with

various local government organisations we worked

to minimise any disruption, as well as making

sure that our land use plan offered us sustainable

choices to take the best possible care of the

environment.”

MElBOurNE Virtual exercise flags greater efficiencyOne of the world’s largest co-ordinated virtual

military exercises between Australian, American,

British and Canadian defence forces has been

conducted by the Defence Science and Technology

Organisation (DSTO) in Melbourne.

Exercise Coalition Virtual Flag began on 20

September, with the four-day simulation activity

designed to provide training and provide a means

to evaluate planning for joint combat missions.

RAAF pilots flew in high-end exercises from DSTO’s

newly-enhanced Air Operations Simulation Centre

in Melbourne.

DSTO worked around the clock to connect the

RAAF to a virtual international network, providing

two F/A-18 Hornet cockpits in the centre’s

sophisticated simulation cube and dome facilities.

Recent enhancements, including classified and

more capable hardware and software components,

mean DSTO’s Air Operations Simulation Centre is

suitably equipped to support networked coalition

forces in advanced simulation and modelling

activities.

The virtual exercise provided a valuable means

of determining important combat mission data in

an environment that is safer, less expensive and

requires fewer resources.

CANBErrA australia’s federation guard supports Legacy WeekMembers of Australia’s Federation Guard,

Australia’s tri-Service ceremonial unit, took a

two-day break from parade activities to lend their

support to Legacy on 2-3 September.

Dressed in their ceremonial uniforms, the Guard

raised $60,000 selling Legacy badges in the

Canberra suburbs of Civic, Manuka, Kingston and

Fyshwick. A healthy tri-Service rivalry was evident

during the two days, but it was the Navy Division

which raised the most money, tallying $28,800.

Legatee Murray Vogt said, “The people of Canberra

warmed to the members of the Federation Guard

and gave very generously to Legacy. This will help

Legacy to continue its support of the widow(ers)

and dependents following the death of a veteran or

serviceperson.”

Legacy is dedicated to caring for the families of

deceased veterans. Today, Legacy’s caring and

compassionate service assists more than 100,000

widows, and 1900 children and dependants with

a disability. Legacy is a voluntary organisation

supported by veterans, servicemen and women,

and volunteers drawn from all walks of life.

The Federation Guard Sergeant Major, Warrant

Office Class Two Michael Dewar, said, “Legacy is

not simply a hangover from World War One and

World War Two, it is a charity that is important to

today’s service people and our families, particularly

in the current operational environment. Being part

of Legacy Week was a rewarding way of helping

those who are devoted to helping the Australian

Defence Force.”

NEWCASTlE Hornets honour Battle of BritainRoyal Australian Air Force F/A-18 Hornets, from

Number 77 Squadron at RAAF Base Williamtown,

performed a two-ship formation above Newcastle

Civic Park as part of the Battle of Britain

Commemorative Services.

The jets travelled at speeds between 300–400

knots while maintaining an altitude above 500

feet.

This year marks the 70th anniversary of the Battle

of Britain, which commenced on 10 July 1940.

While only one RAAF Squadron (No. 10 Squadron

now based at RAAF Edinburgh in South Australia)

was present in Britain at the time of the battle,

more than 100 Australians are thought to have

served in RAF units during the campaign.

Twenty-five Australians were considered eligible

for the Battle of Britain clasp to the 1939-45

campaign medal.

Other Australians flew during the battle with RAF

Bomber Command and Coastal Command, but the

total number involved in the battle did not exceed

35.

Eight Australian pilots are numbered amongst the

aces of this period.

Flight Lieutenant Pat Hughes was one of at least

ten Australians who lost their lives in the battle

after he shot down 14 German aircraft.

LefT: Mr Stephen Hamilton, State manager of the Defence Force Credit Union (left), and Australian Defence Squash President, Lieutenant Commander Nicholas Barker (right) present the award for open men’s winner to Mr Craig Ambler.

RIgHT: Leading Aircraftman Sean O’Gorman pins a Legacy badge on a Canberra girl. Photo: LAC Dumrong Chamtaprieo

Chief of Joint Operations Lieutenant-General Mark Evans said the men and women of the Royal Australian Navy provide essential naval support to coalition maritime security operations and the international effort to counter terrorism and piracy in the region.

“The work that our Navy people do is vital in strengthening maritime security in the Gulf of Aden and the environment around the Horn of Africa, and I have no doubt that the ship’s company of HMAS Melbourne will rise to the challenge and continue the good work already completed by HMAS Parramatta,” Lt-Gen Evans said.

statement on behalf of the family of able seaman Jay WilkieThe following is part of a statement was released by the family of Able Seaman Jay Willkie, who died while embarked on HMAS Launceston in Darwin on 14 September.

“Jay had two families – ours and his extended family in the Navy. The Navy was entrusted with Jay’s life when he joined and they took him on as one of their own, nothing but the best as we have clearly seen over the years.

“His mates will be suffering as we are suffering and our hearts go out to them, together with our appreciation and thanks that we could celebrate Jay’s life together.

“For us, the Navy has offered their unwavering support from the time we were notified of Jay’s death. The support from Navy, Padre Dan Hynes and the Australian Defence Force has allowed us time to grieve and remember Jay for the wonderful person he was, and we can’t thank them enough.

“While we said goodbye to Jay today, he has not gone and will never leave us, as he will live on in the wonderful memories we have of 28 incredible years sharing the life and love of a man we are proud to call a son and a brother. He has fulfilled his purpose.”

afghan corps commander announced The ADF has congratulated the Commander of the Afghan National Army (ANA) 4th Brigade, Brigadier-General Abdul Hamid, on his promotion and appointment as Commander of the ANA 205 Atal (Hero) Corps. Chief of Joint Operations Lieutenant-General Mark Evans said the promotion was well deserved and the ANA’s 205 Corps would benefit from Brigadier-General Hamid’s experience. “The Commander leaves 4 Brigade having overseen significant progress in its development,” Lt-Gen Evans said.

“The brigade’s kandaks are now capable of conducting a wide range of partnered and mentored operations and are proceeding as planned on a path to independent security responsibilities.

“We wish him every success with the aptly named Hero Corps, which has shouldered a large burden in providing security in southern Afghanistan.”

continued from page 7

10 www.defence.gov.au/defencemagazine

SECrETArY’S COluMN

Developing our peopleIf you’re a regular reader of this column, you may have noticed a theme emerging during the last year: the importance I place in developing Defence’s people. There is a good reason for this.

The focus of all aspects of training and developing our people is on developing a high quality workforce so that the organisation and individual employees can accomplish their work goals in service to our stakeholders. We want to attract the best people to work in our organisation and we want you to stay. It is through supporting and developing our people that helps build a truly strong and dynamic organisation.

However, it is often easy to think of development opportunities simply under the T&D (training and development) umbrella. But it is much more than this.

Having a strong departmental framework helps employees develop their personal and organisational skills, knowledge and abilities. It provides opportunities through performance management and development, coaching, mentoring, succession planning, key employee identification, tuition assistance, and organisation development.

In an organisation the size of Defence, the development opportunities available to us are very wide. As managers, and as employees, it is important to recognise and embrace opportunities for you or for your staff – it won’t always be staring you in the face. Look for ways to build leadership skills, learn how to think more strategically and attain specialist skills. Utilising a simple tool such as the Performance Feedback Assessment and Development Scheme, more commonly known as PFADS, can help focus and provide a structure for the individual and the manager to shape the way forward.

We can advance careers through education, supported by the Studybank scheme. We can also tap into valuable resources such as CAMPUS, the online training centre, or our library services.

When we finally had a decision following the recent federal election, for instance, we witnessed some of the most interesting instances of high-level negotiations in Australia’s recent political

history. But such skills are required and utilised by us every day in our roles here in the department, and we can build on them through training and further development, both in-house and through training providers like the Australian Public Service Commission.

Thinking laterally, there is great scope to move around in this organisation and take advantage of opportunities to work in the regions or the ministers’ offices, in a military environment or a support function.

Although quite disparate, what these ideas all have in common is that they can lead to and enhance a rewarding career. It is one thing that encourages people to stay with Defence. It is one thing that builds and consolidates strength in our organisation. It is about sharing knowledge and experience. It is one way we attract new people.

Hand-in-hand with development is recognition. The ADF has always been good at recognising the achievements of its men and women through the honours and awards system, in particular the Defence Commendation Scheme. Following a recommendation from the 2007/08 Review of Defence Honours, Awards and Commendations, this scheme was recently expanded to cover all Defence personnel and now includes the Secretary’s Commendation and other awards. This is one way we can recognise and reward the important achievements people are making in Defence (see article on page 31).

Encompassing development and recognition is

the overall people policy framework. Late last year, CDF and I launched the People in Defence—Generating the Capability for the Future Force policy, which provides a detailed vision of what we are trying to achieve in the next five years for the Defence people capability space. It is the blueprint to guide the actions of Defence leaders to build the people capability required to achieve Force 2030.

The department’s new approach to APS career management connects organisational performance to people management, and identifies, develops and supports employees by helping them realise their potential through contributing fully to the goals of the organisation.

The Defence Support Group is one group that has embraced this concept, through its ongoing commitment to its Five Pillars Framework. This framework helps create an environment where people are valued, have known career options and are afforded the opportunity to grow into great leaders.

The breadth and scope of this organisation provides a lot of opportunities for all of us. Don’t let development opportunities fall by the wayside.

Yes, it can be difficult to manage the conflicting pressures of day-to-day activities with operational and budgetary restraints, but by taking an active role in yours and your staff’s development, we will not only get the balance right but will also build a stronger organisation. After all, people are, and will remain, our most valued asset.

“In an organisation the size of Defence, the development opportunities available to us are very wide. As managers, and as employees, it is important to recognise and embrace opportunities for you or for your staff – it won’t always be staring you in the face.”

11www.defence.gov.au/defencemagazined e f e n c e m a g a z i n e ›

CHIEF OF THE DEFENCE FOrCE’S COluMN

Services develop people powerIn Defence, a great deal of effort and resources are invested into the development of our people.

Though I am cognisant that the term ‘development’ can be applied very widely, this month I thought it was important to highlight the new and innovative improvements the three Services have made to train and educate their people, so that collectively, we can ensure the Australian Defence Force is prepared to meet our many and varied tasks.

One of the primary goals of Chief of Navy’s New Generation Navy (NGN) program has been a training-led recovery of the Navy workforce. I am very pleased that this heightened emphasis on training has resulted in many refinements and innovations in Navy’s approach to training.

Significantly, Navy has established a new Training Force within Fleet Command. Training Force is responsible for all Navy’s individual and collective training, and this change has emphasised the importance of training in all ships, and consolidated Fleet Command’s intersecting roles as both the trainer and the end user of our trained people.

One of the first NGN training improvement activities was Plan TRAIN. This improved access to ship-based training for people in Navy’s critical categories. In particular, dedicating two ANZAC Class frigates to intensive in-harbour and at-sea training roles produced excellent results, particularly in restoring marine technician operator qualifications to required levels.

The success of Plan TRAIN enabled the expansion in July 2010 to Plan TEAM, which has extended this approach across the fleet.

Additionally, Navy’s new Fleet Operating Concept aims to assign platforms to level-of-readiness categories to increase training participation. The Concept also renewed focus on batched workups, the time ships spend operating in company and increased fleet concentration periods.

For example, the South East Asian deployment that sailed from Darwin in September 2010 has nearly 180 trainees at sea in HMA Ships Toowoomba, Arunta, Tobruk and Success to progress competency logs and gain vital sea experience.

The four-ship task group has deployed for seven weeks, during which trainees will have access to all ship systems to fast track training progression.

In terms of the Army, Chief of Army’s Adaptive Army

initiative has been underway for two years, and placed the formerly separate Training and Land Commands together under Commander Forces Command.

As well, the establishment of the Land Combat Readiness Centre under Headquarters First Division has brought about a big improvement in preparing our people for operations and conducting post-deployment reintegration.

These organisational changes have led to the development of the Army Training Continuum, further diluting the old distinctions between the ‘school house’ and the unit.

Training will become a genuinely seamless progression from the time a soldier starts recruit training, through trade and specialist training in training establishments, and team and collective training in their unit, to the time he or she is ready to deploy on operations as part of a combat-ready force element.

Additionally, this training will focus increasingly on adaptive campaigning, including an in-depth understanding of the human dimension of warfighting, flowing from reviews into areas such as complex decision-making, change management, morals, ethics and cultural understanding.

Further, the Army has realised that continuous deployments in specific operational theatres have taken the training focus away from the generic, joint land combat skills that provide the foundation of success regardless of the operational environment. Forces Command is therefore developing a set of Foundation Warfighting Skills which will permeate the Army Training Continuum and culminate in Exercise Hamel, the biggest test of individual and collective capability since the 1990s.

Through the use of carefully chosen scenarios and a common training context, Army’s people will be progressively developed and assessed in their ability to provide the right land forces to meet requirements.

The Air Force also has an extremely well developed and resourced specialist training program that has undergone recent development. In 2008, the Air Power Development Centre published An Air Force of Influence.

This document highlighted the importance for Air Force to embark on a program of cultural

change through education and leadership to equip its members and future leaders with the skills, knowledge and attitudes necessary to deliver an air force of influence.

To achieve this, the Air Force Training and Education Reform project was established to develop a new Professional Military Education and Training (PMET) continuum, culminating in a Warrant Officer or Squadron Leader who understands the application of air power within a national strategic framework.

This education then forms the basis for further non-specialisation professional courses, such as the joint Australian Command and Staff College course. The new PMET incorporates modules in air power, leadership, values and ethics, communication and military management, and are delivered through distance learning and residential courses.

Through PMET, RAAF members are constantly improving their knowledge, skills and effectiveness.

Collectively, I am very pleased with the recent efforts of the three services to innovatively progress and improve their individual approaches to education and training. Nothing is more critical to ongoing ADF capability than the continual development of our people.

“Collectively, I am very pleased with the recent efforts of the three services to innovatively progress and improve their individual approaches to education and training. Nothing is more critical to ongoing ADF capability than the continual development of our people.”

12 www.defence.gov.au/defencemagazine 13www.defence.gov.au/defencemagazined e f e n c e m a g a z i n e ›

FlOOD rElIEF - PAkISTAN

Stemming the TideOperation Pakistan Assist II hit a milestone on 2 October, marking one month since the Australian Medical Task Force opened its doors and commenced providing primary medical aid to the flood affected people of Kot Addu.

The Defence and civilian relief workers had little time to sit back and celebrate, as providing relief to the many flood victims has been a full-time job.

The Australian health facility at Camp Cockatoo has been providing primary health care similar to a general practice, with a ward for day treatment, basic diagnostic services including x-ray and pathology, a pharmacy and a preventative health program.

Air Force Medical Officer, Squadron Leader Simon McLaughlin, said the facility’s capabilities have been well tested during its deployment and that conditions in the region where the Australian Medical Task Force is based are improving.

“So far we have seen more than 7300 patients,” Squadron Leader McLaughlin said.

“We have regularly been treating more than 250 patients per day and it has been very rewarding to be able to provide this sort of assistance where it is needed the most.”

Acting AusAID Team Leader, Brett Negus, said the support from the international community has significantly assisted the Pakistani authorities to manage the humanitarian situation.

“It is positive to note that the United Nations reports that 80 to 85 per cent of displaced people have now returned home in Punjab province. Local health services are beginning to return to normal,” Mr Negus said.

Australia has provided $75 million in humanitarian, early recovery and reconstruction assistance to Pakistan.

1

2

3

4 5

6 7

8

1. Australian Medical Task Force personnel conduct an initial clean of the inflatable medical Health Facility in Camp Cockatoo. Photo: Corporal Chris Moore

2. Australian and local ground crews work together to unload pallets of aid for flood affected Pakistan in Islamabad. Photo: LAC Leigh Cameron

3. Personnel line up to board the C-17 Globemaster at RAAF Base Amberley before their journey to Pakistan. Photo: LAC Dan Pinhorn

4. Royal Australian Navy (RAN) Medical Officer, Lieutenant Joel Hissink (left), prepares to treat a young child at the Camp Cockatoo Health Centre. Photo: Corporal Chris Moore

5. Local Kot Addu Imam (left) prays at the Flag Raising Ceremony in Camp Cockatoo with Royal Australian Air Force (RAAF) Padre, Wing Commander Mark Willis (right), standing nearby. Photo: Corporal Chris Moore

6. Australian Army Linguist Warrant Officer Class Two (WO2) Mohinder Singh (right) explains medicine dosage requirements to a Pakistani elder at the Camp Cockatoo Health Centre. Photo: Corporal Chris Moore

7. Australian Medical Task Force Doctor Tim Gray (foreground) and Nurse Jo Wilson (background) look after a dehydrated Pakistani man at the Camp Cockatoo Health Centre. Photo: Corporal Chris Moore

8. Ms Suzanne Edgecombe (left), AusAID Liaison Officer to the Australian Defence Force, is pictured with Flight Lieutenant Trent Davidson, No.36 Squadron Pilot, as some of the 14 pallets of AusAID relief stores are loaded aboard the RAAF C-17 Globemaster for shipment to Pakistan. Photo: ACW Sandra Midson

9. An United Arab Emirates (UAE) CH-47 Chinook Loadmaster sits on the back ramp looking at the flooded areas of Pakistan, whilst transporting Australian Defence Force medical personnel to Kot Addu. Photo:Corporal Chris Moore9

14 www.defence.gov.au/defencemagazine

NEWS

14 www.defence.gov.au/defencemagazine

Chief of the Defence Force Air Chief Marshal Angus Houston has developed an integral working relationship with new Defence Minister Stephen Smith.

New ministry

welcomed at Defence

By Hugh McKenzie aBOVe: Minister for Defence Materiel, Jason Clare MP; Minister for Veterans’ Affairs and Defence Science and Personnel and Indigenous Health, Warren Snowdon MP; and Parliamentary Secretary for Defence, Senator David Feeney MP. BeLOW: Minister for Defence Stephen Smith with his father at the Australian War Memorial to remember Alfred Henry Smith. Photo: Mark Brennan

At a media round-table on Afghanistan, the CDF

said that Mr Smith was a capable and experienced

minister who knew all about Afghanistan and had

been there when all the big decisions were made.

“He’s a hell of a nice guy,” ACM Houston said.

Stephen Smith is a barrister and solicitor by

profession. He completed his Bachelor of Arts and

Bachelor of Laws at the University of Western

Australia. He practised as a barrister and solicitor

in Perth, then completed a Master of Laws at

London University, and subsequently lectured and

tutored in law in London.

Mr Smith has been the Federal Member for Perth

since March 1993. Prior to his appointment as

Foreign Minister in December 2007, he held a

range of Shadow Ministries.

Warren Snowdon is returning as Minister for

Defence Science and Personnel and is also taking

on Veterans’ Affairs and Indigenous Health.

Mr Snowdon was born in Canberra. He graduated

with a Bachelor of Arts degree in 1973 and then

completed a Diploma in Education in 1975, moving

to the Northern Territory to work as a teacher in

Darwin.

Between 1978 and 1981, he worked as a

researcher at the Australian National University’s

Centre for Resource and Environmental Studies.

He was elected to Parliament in 1987 and was

appointed Parliamentary Secretary for various

portfolios.

He has been a member of several Parliamentary

committees and various Caucus committees.

The Minister for Defence Materiel, Jason

Clare, was elected to the Federal Parliament at

the November 2007 election. In 2009, he was

appointed Parliamentary Secretary for Employment.

Mr Clare was born and raised in Blaxland and

attended Cabramatta Public School and Canley

Vale High School. He holds an Arts Law degree

with Honours from the University of NSW.

He was a senior adviser to former NSW Premier

Bob Carr and an executive at Transurban, one of

Australia’s top 100 companies.

The new Parliamentary Secretary for Defence,

David Feeney, was elected to the Senate for

Victoria 2007. He has served on a number

of committees including the Joint Statutory

Committee for Public Accounts and Audit.

Senator Feeney has also held a number of party

positions and secretariats for the ALP in Victoria

before entering Parliament.

15www.defence.gov.au/defencemagazined e f e n c e m a g a z i n e ›

NEWS

In 2009, a Comcare investigation found that Defence OHS procedures associated with 25,000 hazardous chemicals across some 1045 sites nationwide were not all they should be. Defence’s Director General of Occupational Health, Safety and Compensation, Lindsay Kranz, quickly moved to implement a solution.

Defence to tackle chemical hazardsBy Melanie Schinkel and Steve Ridgway

“Comcare had investigated 16 randomly-selected Defence sites which were indicative of 1045 sites that use hazardous chemicals,” said Mr Kranz.

“They found that Defence was not compliant with the regulations and hadn’t been for some time. It was a big smack in the face for us.

“But instead of taking Defence to court, Comcare chose to offer us a legally-binding enforceable undertaking – which means we unreservedly accept their findings,” said Mr Kranz.

“In return we have two years to develop and implement a consistent, comprehensive and inclusive system for managing hazardous chemicals across all Defence workplaces.

“At the end of the two years Defence must be in compliance with the terms of the enforceable undertaking, or Comcare will enforce it through legal action in the courts.”

Under Mr Kranz’s leadership, a combined Defence Hazardous Chemicals Projects (DHCP) team comprising ADF and civilian personnel is now implementing a plan to better manage hazardous chemicals in Defence workplaces, and make sure current and future OHS regulations are fit for purpose.

On July 21, the DHCP’s 14-person board met in Canberra to discuss the progress of phase one.

“This was not in response to any specific incident or health issue,” said Mr Kranz. “It was about the bigger picture of developing procedures to protect personnel from exposure to, and effects of, hazardous chemicals.”

An improved Defence management system is now being developed based on the Defence business model.

“It will involve the adoption of consistent procedures across all Defence workplaces and throughout the lifecycle of hazardous chemicals,” Mr Kranz said.

The new procedures will also include engagement with Defence contractors to ensure they support Defence’s hazardous chemicals management.

“The DHCP’s schedule remains in line with the enforceable undertaking’s deadline,” Mr Kranz said. “Defence groups and services have been allocated certain responsibilities to achieve this under a joint directive issued on 18 June 2010.

“For example, all Defence workplaces are required to implement ‘ChemAlert’ as the system for registering hazardous chemicals in the workplace.”

ChemAlert will provide members with access to information about hazardous chemicals and is the register for material safety data sheets for all the substances Defence purchases and produces.

“It is to be used as the Defence register for the chemicals used in individual workplaces and provides personnel with information on how to use chemicals, such as storage and disposal methods, and what personal protective equipment to wear during use,” Mr Kranz said.

“ChemAlert will identify all hazardous chemicals on each site, and will ensure that all potentially volatile combinations are stored separately from each other.

“In the event of an emergency, it will also ensure that fire-fighting and emergency crews know what they are dealing with in any particular building and across a base as a whole.

“Improved training and the increased access and usage of standardised systems such as ChemAlert will certainly assist the safe-handling of hazardous chemicals in the workplace.

“Some personnel will need to be retrained on handling hazardous chemicals, and safety practitioners will need demonstrations and instructions on maintaining ChemAlert’s registers in a consistent manner.”

As part of the DHCP’s roll-out, a workplace support team will support units Defence-wide to achieve

compliance within Comcare’s timeframe and prepare for updated OH&S laws expected to come into force early 2012. The team will train, mentor, provide advice and assure workplace remediation efforts. The first phase of remediation (see break-out box) requires workplaces to identify all the hazardous chemicals present in the workplace, register these hazardous chemicals in ChemAlert, check to ensure that labels meet compliance requirements and then flag for disposal any surplus or obsolete hazardous chemicals.

“There is no doubt that between now and 2012, Defence establishments will see some disruption as they meet the challenge. There will also be some additional costs,” said Mr Kranz.

“But site-managers must rise to the challenge because not to do so would be unthinkable.”

To find out more information on the DHCP go to:

http://ohsc.defence.gov.au/Programs/Hazardoussubstances/hazchemproject.htm

DHcP objectives:› Develop and implement a consistent,

comprehensive and inclusive system for the management of hazardous chemicals across all Defence workplaces

› Support and enable groups and services to develop and implement their respective workplace remediation plans, and

› Address Defence-wide deficiencies in record systems, training of personnel, compliance and assurance.

INSErT TITlErAAF

The Air Force’s most famous public relations showpiece, the Roulettes, celebrated 40 years service entertaining the Australian public on August 13.

Roulettes roll out for 40th anniversaryRoulettes roll out for 40th anniversary

By Leading Aircraftman Aaron Curran

fast facts:› First official air display was in 1920 by the then Australian Air Corps

with Sopwith Pups

› Special display team formed at Point Cook in 1932

› First RAAF aerobatic team post-World War II was formed by No. 78WG in Malta in 1953 using Vampire Mark 9s

› First ‘official’ team, the Meteorites, formed in 1956 using Meteor Mark 8s, followed by the Red Devils (1958), Red Eagles and the Acrobats (1959), the Coons and Black Diamonds (1961) and the Yellow Streaks and Red Diamonds (1962)

› The Red Sales formed in 1962 at RAAF Base East Sale, followed by the Telstars in 1963, both flying the Vampire jet trainer

› Roulettes formed in August 1970, initially flying the MB-326H Macchi

› Pilatus PC9/A came into use in 1989 and the team increased from five to six.

› PC9/A built under licence by Hawker de Havilland with 65 in RAAF service

› Roulette pilots are chosen from instructors at Central Flying School

› 1998 heralded the first female display pilot, FLTLT Joanne Mein

› Roulettes are a part-time team – normally the pilots instruct students at Central Flying School

› Typical display is six aircraft with the seventh member flying a spare, doing commentary and PR administration

› Perform for more than two million people annually

› Displays last up to 15 minutes

› Four Red Sales members and two passengers died in a four-aircraft crash in 1962 near Sale

› Two Roulettes died in a crash in 1983 near Sale.

aBOVe LefT: The Roulettes perform an aerial display at RAAF Base East Sale as part of the Central Flying School 40th anniversary celebrations.

aBOVe ceNTRe: The A7 Macchi Roulette team in an A-A formation above 90-Mile Beach, near Gippsland in Victoria in 1983. Photo: RAAF Museum

aBOVe RIgHT: An A68 Mustang leads the Roulettes in an aerial display at RAAF Base East Sale as part of the Central Flying School 40th anniversary celebrations.

LefT Page: Relative Mrs Noreen Jones and Deputy Chief of Air Force Air Vice Marshal Geoff Brown pay their respects at the memorial service to remember the members of the Red Sails Aerobatic Team who died tragically on 15 August, 1962. Photos: Leading Aircraftman Terry Hartin

Its home location, RAAF Base East Sale, played

host to the celebrations with a barbeque luncheon,

fly-over and a formal dinner in the Officers’ Mess.

The day kicked off on a sombre note, with a service

to remember the loss of the Red Sales team in a

crash on August 15, 1962.

Squadron Leader Matthew Plenty from Central

Flying School said the current Roulette team and

a number of Red Sales family members attended

the service.

“They family members were presented with

bereavement pins on the day by Deputy Chief of

Air Force, Air Vice Marshal Geoff Brown,” he said.

During the day there were several flying displays

over the airfield and Flight Lieutenant ‘Bernie’

Gleeson conducted a single aircraft display.

“The crowd was also fortunate to see a rare mix of

the RAAF museum CAC Mustang and the Roulettes

performing combined formation flypasts,” SQNLDR

Plenty said.

“The RAAF balloon was there and conducted some

tethered flying for the Sale Specialist School in

the morning during the reunion and finally a ‘night

glow’ in the evening.”

The Roulettes closed the flying activities in the

afternoon with a ‘high show’ display including their

signature manoeuvre, the Roulette Wheel.

The dinner was attended by Chief of Air Force,

Air Marshal Mark Binskin, DCAF AVM Brown, a

number of serving and retired senior officers and many former team members.

“The night was a great success with many people able to catch up with up with old friends and acquaintances, some of whom had not caught up for a number of years,” SQNLDR Plenty said.

For more than 40 years of the Air Force’s life – 89 years – the Roulettes have been thrilling crowds in Australia and, at times, overseas.

The first official display team, the Meteorites, formed in 1956 with many other variations and name changes until the current Roulettes formed in August 1970.

They initially flew the MB-326H Macchi and progressed to the Pilatus PC9/A in 1989, and 504 pilots have flown in the team since 1970.

One notable ex-member of the Roulettes was AVM Brown who said, as a means of reaching out to the Australian community and demonstrating the values and skill of the Air Force, the Roulettes had been an unqualified success.

“For many Australians, their first up-close and personal experience of the Air Force is a Roulette display within their region,” he said.

“The Roulettes have been a very positive showcase, not just for the Air Force, but for all the ADF.”

“The Roulettes have carried the image of a professional air force into the skies above Australia into regions and to people who would

www.defence.gov.au/defencemagazine16

have little or no other opportunities to see their

defence force on display.”

AVM Brown also said the Roulettes still enjoy an

excellent relationship with the public they have

performed for, while the same can be said with his

former wingmen, with whom he caught up with

during the 40th anniversary.

“Most of my team members are flying for Qantas

these days, apart from Jim Brown, who is the

Commander at SRG (Surveillance Reconnaissance

Group),” AVM Brown said.

He said the Roulettes personified the teamwork

that is vital to success of all defence forces, the

skill and professionalism that is the hallmark of

the Air Force and the tradition of dedication and

tenacity that has enabled the RAAF to be one of

the most respected Air Forces in the world.

17www.defence.gov.au/defencemagazined e f e n c e m a g a z i n e ›

18 www.defence.gov.au/defencemagazine

SPOTlIGHT ON rEFOrM

The Defence Budget Audit identified an urgent need to create greater efficiencies and drive productivity benefits in the provision of logistic support, with Defence’s current logistics infrastructure found to be widely dispersed, costly and inefficient.

Reforming Defence logisticsBy Wing Commander Richard Alberts

Facilities are ageing with some dating back to World War II, which has resulted in inefficiencies due to layout, process and technology use. A resilient, flexible and responsive logistics system is necessary to support operations and mounting base activities as well as the generation, sustainment and reconstitution of capability.

The Defence Logistics Services Project has been formed to progress proposed rationalisation of the Defence storage and distribution network, announced as part of Government’s Force 2030 White Paper.

Outdated warehousing facilities will be replaced and the current network of 24 wholesale warehousing, and distribution sites will be consolidated into seven that align with the ADF’s major dependencies at Darwin, Townsville, Amberley, Bandiana, Edinburgh, Perth and Moorebank. They will be supported by seven specialist sites at Hobart, Puckapunyal, Oakey, Williamtown, Richmond, Nowra and Wallangarra to support specific Defence capabilities. This will more than halve the number of warehouses Defence currently operates to less than 100.

The logistics stream will also progress the modernisation of Defence’s Land Materiel Maintenance capability to provide significant improvements to operational availability and governance of land equipment and vehicle fleets.

Increased capacity and effectiveness of the land materiel maintenance system will be achieved from first and second line unit servicing and repair workshops, through to fourth line deep maintenance repair. This will allow capability managers to better meet their preparedness requirements and better manage technical risk.

In part, the rationalisation of storage and distribution facilities will be made possible through other, complimentary, reforms within Defence such as Adaptive Army and the optimisation of inventory being conducted by the DMO. The running down of excess inventory is expected to reduce stock holdings in the order of 15 per cent.

Collectively, this work is to be taken forward in tandem with the tendering of base logistics

services, currently provided through the Defence Integrated Distribution System (DIDS) contract, and be aligned with the SMART maintenance reforms for land materiel maintenance activities.

The resultant logistics system will be both cost effective and efficient in order to maximise productivity gains and achieve $350m in SRP mandated savings during the decade.

Tightly linked to the modernisation of our wholesale storage and distribution network is investment in automated identification technology (AIT). The activities planned include the capturing of volumetric and weight data, greater use of barcodes, and the introduction of automatic data collection.

The bar-coding project is progressively applying barcode labels to specified segments of the current Defence inventory. Commercial organisations that employ AIT universally across their supply chains have seen productivity gains of between 40-50 per cent and inventory accuracy to 95 per cent, and there is every reason to expect the same for Defence.

Significant productivity benefits are also expected from applying volumetrics data to inventory management. Volumetrics (item and packaging, dimensional and weight data) are essential inputs into a warehouse management system (WMS) which will support the new warehousing and distribution network.

Automatic data collection (formerly known as Defence Transaction Processor) will install AIT resources such as barcode readers at unit level warehouses for conducting batch AIT-assisted stock management. Batch also allows use in temporary or deployed warehouses in order to maximise AIT benefits of data accuracy and

“Outdated warehousing facilities will be replaced and the current network of 24 wholesale warehousing, and distribution sites will be consolidated into seven that align with the ADF’s major dependencies…”

reduced stock management time at all warehouse nodes.

These AIT initiatives will enable Defence to optimise its inventory holdings and better manage the inventory it has, enhancing visibility of stock and the accuracy of Defence’s inventory records as a whole.

An 80 per cent reduction in manual processing is expected, leading to a 10-15 per cent improvement in data accuracy and 15 per cent reduction in stock-take errors, which will also result in improved demand satisfaction.

Since the establishment of the project office in November 2009, significant progress has been made towards meeting the Government-agreed schedule. Key milestones achieved include agreement with key stakeholders as to the seven proposed wholesale storage and distribution sites as well as a market sounding activity to inform interested commercial parties in construction and logistics services arenas of the project scope and opportunities.

Following Government agreement, a business case will be submitted for Public Works Committee approval in 2011, with construction of the new facilities planned to commence immediately thereafter. The current project schedule calls for the construction of new facilities to be completed by 2014.

The Defence logistics community has been provided with clear direction to undertake deep reform in support of the wider Defence Strategic Reform Program. Deep reform is essential to maximise productivity gains and provide improved logistics support.

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DSTO

DSTO research leader Chris Norwood will become the first Australian to take up an attachment under a new senior staff exchange program with the UK Defence Science and Technology Laboratory (Dstl) in November.

UK exchange attaches significant reward By Karen Polglaze

Long-term attachments with international counterparts are part of DSTO’s multi-faceted approach to maintaining its science and technology base and research capability through developing its people.

Dr Norwood, whose work on managing and controlling noise on the Collins Class submarines earned the 2000 Minister’s Award for Achievement in Defence Science, will contribute to the technical work of Dstl’s Physical Sciences Department in acoustics, signature management, and structural modelling.

He will also assess and develop collaborative opportunities between DSTO and Dstl, initially in the maritime domain.

Long-term attachmentsGiving expert advice on the application of science and technology to Defence and national security means expanding and refreshing knowledge and skills over a career.

Long-term attachments to counterpart organisations are one way of achieving that aim.

Another is DSTO’s Continuing Education Initiative which enables eligible staff members to undertake part-time post-graduate work in relevant science and technology areas. Graduates attain Graduate

Certificates Graduate Diplomas or Masters Degrees.

Active academic panels made up of senior DSTO researchers provide guidance on courses and identify appropriate programs to meet technology needs. Panels work with universities to ensure courses and programs meet DSTO’s current and future needs.

The initiative is popular, with just more than 550 staff participating and undertaking approximately 2500 courses since its introduction in 2002.

A key path to developing research capability is the DSTO Fellowship Program which offers individual scientists the opportunity to take a break from other tasks to focus on research of long-term value to Defence and national security.

The competitive fellowships offer opportunities for networking with peers and eminent scientists in Australia and overseas. Four DSTO fellows have completed their programs and another four are undertaking research.

Leadership and management Staff members looking to take on significant management and leadership responsibilities have several options available.

The Graduate Program in Scientific Leadership is

a year-long program tailored to DSTO corporate learning priorities. Delivered by the University of Melbourne, the program has been developed for DSTO based on international benchmarks for executive training.

For participants, the program is challenging as they work in teams on a complex project with high corporate significance during two retreats and workshops, but more frequently through constant out-of-session teamwork which occurs throughout the year.

Despite this necessary commitment, the program is always over-subscribed, and so far has 366 graduates with 23 taking part in the 2010 program.

As well, more than 180 senior staff members have been challenged by participating in the Executive Leadership Development Program (ELDP) which allows participants to gain new knowledge and experience to enhance their leadership skills

Strengthening our scientists’ skillsDSTO graduate recruits participate in a buddy program right from the start. This helps with the transition from university.

Options to assist recruits develop management and leadership skills include the five-year Pathways program which offers a suite of training courses and networking events to accelerate learning and develop the skills and knowledge needed for a successful and satisfying career.

A residential introduction to management program (RESMAN) helps participants understand their own management skills and introduces them to the concepts and principles of scientific management. More than 850 staff members have undertaken this program.

Developing DSTO’s staff scientific and technology knowledge base in addition to their leadership and management skills equips staff with the capability and confidence to achieve results and build their careers.

aBOVe: Dr Chris Norwood will become the first Australian to take up an attachment under a new senior staff exchange program with the UK Defence Science and Technology Laboratory in November.

LefT: DSTO graduates (L-R) Ronan McInerney, Dylan Nagle, Rhys Lehmann and Clare Grandison.

20 www.defence.gov.au/defencemagazine 21www.defence.gov.au/defencemagazined e f e n c e m a g a z i n e ›

a valuable exchangeThere are currently 40 overseas students on exchange to ADFA, including three women. They span the globe and apart from Iraq, come from the following countries:

The PhilippinesPakistanSingaporeThailandCambodiaMalaysiaVietnamThe NetherlandsNew ZealandUnited StatesTonga

At first glance, the 29-year-old doesn’t necessarily

stand out from the thousands who descended on

ADFA for this year’s Open Day.

But as Lt Qassim sits and introduces himself,

taking a break from event festivities and laughing

with mates, it’s clear there is something quite

unique about this officer.

Lt Qassim is currently on exchange with the Iraq

Army from the Iraq Military College, where life for

him was very different.

More than happy to chat about his past, Lt Qassim

reveals that it was quite dangerous for him to

study in Basra during 2006.

“We were attacked many times at the military

college by terrorists with mortars,” Lt Qassim says.

An opportunity for a more peaceful life came when

he travelled to Australia after blitzing an English

test given by the Australian Defence Attaché in Iraq.

Lt Qassim arrived in 2007, spending 10 months

studying English in Melbourne before moving on to

ADFA in 2008, where he is now in his third year

of an engineering degree.

One of four students chosen from 100 candidates

to study in Australia, he currently finds himself the

only Iraqi officer on exchange at ADFA.

Lt Qassim is clearly embracing his new life and

smiles broadly when he speaks of his initial

impressions of Australia.

“There are really nice people in Australia – it is a

very friendly environment,” Lt Qassim said.

“I have made many friends all around Australia – I

really love it.

“This is the good thing I can say about the army, I

get to know people from all around here.”

Lt Qassim is one of six children from Basra, in

Iraq’s south, growing up with three brothers and

two sisters. His parents are both teachers and Lt

Qassim grew up in a well educated family.

Although he grew up as a Muslim, Lt Qassim

says he doesn’t currently practice the religion and

appears very comfortable with his choices.

Before joining the Iraqi Army, Lt Qassim was a

computer engineer in Basra, originally completing

his degree during Iraq’s difficult political era.

He is the only member of his family to have joined

the army, but explains that previously his father,

like many Iraqis, was totally against the idea.

“Now everyone wants to join the army to protect

the country,” Lt Qassim says.

“I am very proud and very happy.”

Lt Qassim seems quite philosophical about his

sometimes difficult past, but pulls no punches

and is very vocal about his country’s political and

military history.

In fact, his experiences of growing up during,

arguably, Iraq’s most volatile era, proved invaluable

during his time as an ADFA student.

Lt Qassim has already been called on to brief his

peers about life in his home country, beginning

with a presentation to his own division, 18 Div.

Last year, he briefed his entire squadron of 160

cadets about the Iraqi Military College, speaking of

the dangers of attending the university, including

being targeted by terrorists.

“The other students liked it (the briefing),”

Lt Qassim said. “They were very interested.”

AuSTrAlIAN DEFENCE FOrCE ACADEMY

An exchange for change

By Leonie Gall

Iraq officer passing the test at ADFA

Lt Qassim is very positive about the recent changes

that have occurred in Iraq and has high hopes for

his own future there as an Iraqi military officer.

“I’m going to stick with it,” he said.

“I want to be in the hierarchy one day, this is

my dream.”

In the more immediate future, Lt Qassim plans to

go back to Iraq in December to visit his family.

He will return to Australia in 2011 to attend RMC

Duntroon, before completing his ADFA degree and

going on to train as a pilot in the Iraq Aviation Corps.

When not hitting the books, Lt Qassim has taken

the opportunity while at ADFA to indulge his love

of working out, and has become involved in sports

including dragon boat racing, football and soccer.

He will return to his country with the memory of

hundreds of Australian friends and experiences,

as well as the invaluable knowledge he will share

with his colleagues in the Iraqi Army.

When asked what dream he has for his country,

Lt Qassim doesn’t miss a beat.

“I hope for peace in Iraq,” Lt Qassim said. “I also

hope for something like Australia in Iraq.”

For now, Lt Qassim smiles and disappears into the

crowd, eager to get back to his mates and make

the most of the exciting new life this Iraqi officer

has created for himself.

LefT: Iraqi Army officer on exchange at ADFA, Lieutenant Husain Qassim. Photo: Leonie Gall

On a sunny Canberra afternoon, ADFA student Lieutenant Husain Qassim proudly steps out in full camouflage uniform to soak up the buzz of his academy’s biggest day.

ADFA’s Open Day ADFA Iraqi exchange student Lt Husain Qassim joined mates and more than 8000 visitors on August 28 to enjoy what ADFA had on offer to showcase available programs and facilities at the Academy.Visitors were treated to a range of tri-service displays including a show-stopping performance by the Roulettes, Army and Navy helicopters, military working dogs and a range of ADFA music performances. The ADFA Open Day is the ideal opportunity for secondary school students interested in pursuing a career in the Navy, Army, or Air Force to learn about ADFA life and studying for a degree from the University of NSW.

22 www.defence.gov.au/defencemagazine 23www.defence.gov.au/defencemagazined e f e n c e m a g a z i n e ›

GrADuATE DEVElOPMENT PrOGrAM

www.defence.gov.au/defencemagazine22

They are Defence’s fresh-faced up-and-comers, the ‘young guns’, or mostly just known as the Grads.

“By undertaking three rotations and participating in the study tour to Darwin, senior officer briefings and tailored training, I gained a much more rounded understanding of the Department and ADF.”

- 2008 graduate, Mr Luke Easey

What is the gDP?› The Graduate Development Program

resides within the People Strategies and Policy Group and recruits high-calibre university graduates from all disciplines for employment as Defence civilian personnel.

› The GDP seek graduates with excellent communication, teamwork, problem-solving skills and leadership skills, as well as high levels of personal drive and integrity.

› There are five specific development streams within the GDP: generalist, finance, information, infrastructure and people.

› The GDP runs for ten months with graduates undertaking three varied work rotations in which they will build the skills, knowledge and networks vital for a successful career within Defence and the wider Public Service.

› Graduates undertake a specifically designed suite of training during the Program including courses to enhance finance, writing, strategic and personal skills. They are also taken on a week-long tour of Defence establishments as a means of linking their operational understanding of Defence to a support and policy context.

› At the end of the program, graduates are placed in permanent positions across the Department at the APS 4 level. This would not be possible without the support from the other Groups in Defence who provide full-time equivalent funding for the final placements.

› The GDP has just completed the recruitment process for 2011, where more than 1400 applications were received for 80 positions across the five development streams.

gRads and gRadUatesmentoring program gets top marks from its people

By Michael Weaver

Participants in Defence’s Graduate Development

Program (GDP) are also among the most highly

sought-after in terms of development potential,

while the program itself is one of the most highly

regarded of all government departments, due

mainly to its unique military aspect.

For the 2011 GDP, more than 1400 applications

were received for just 80 positions across five

development streams. Nearly 2000 applications

were received for the 2010 iteration.

The GDP has been running for more than 10 years,

with approximately 80-90 per cent of graduates

remaining with the department three years after

their rotations.

Two graduates from the 2008 Program, Vivien

Kondos and Luke Easey, are testament to the fact,

having set themselves up in their chosen fields of

interest, while two current graduates, Bronwen

Smith and Anthony Bremner, are both eyeing off a

potential career with Defence.

Vivien Kondos came to Defence having completed

a double Bachelor degree in both Business

and Commerce/Accounting, and was a logical

placement in the GDP’s finance stream.

“I came in thinking there was only one avenue,

but have really gone down a different path, as

I’ve seen sides of Defence I wouldn’t have seen

otherwise,” said Vivien, now working in the Audit

Operations Branch of the Audit and Fraud Control

Division.

“It’s also the diversity of the Program that attracted

me, and once you’re in, there’s an instant network

of 80 other graduates who you become good

friends with.”

Likewise, Luke Easey, who now works in the

Defence Intelligence Organisation (DIO), said the

GDP is the ideal vehicle to enter the Department.

“The massive scale of Defence, not just in

Canberra but right across Australia, and the range

of activities that it undertakes means it can be

difficult to gain a full appreciation of the different

responsibilities across Defence, particularly if you

enter straight into a specific role,” Luke said.

“By undertaking three rotations and participating

in the study tour to Darwin, senior officer briefings

and tailored training, I gained a much more

rounded understanding of the Department and ADF.

“This has directly influenced my current work by

giving me a greater awareness of my job’s purpose

and how my work informs other areas of Defence.

“It is also handy to have 70-odd contacts around the Department who completed the grad program with me.”

2010 graduates, Bronwen and Anthony, represent the current crop of high achievers, having both completed double Bachelor degrees, and having typically taken every opportunity the GDP offers.

With a Bachelor of Psychology and a Bachelor of Social Work behind her, Bronwen entered the GDP through its people stream and is very passionate about her current rotation in the Directorate of Indigenous Affairs.

“I have been afforded the opportunity to attend Indigenous careers fairs and speak with young people about their futures.

“I also support the development of marketing materials for the Directorate and will be meeting with our cadets and trainees to gain further insight into their experiences in Defence,” Bronwen said.

It is also no surprise that Bronwen was elected as president of the Graduate Social Committee, which organises a guide for next year’s crop of graduates, a yearbook capturing the 2010 experience, along with fundraising tasks for their graduation ball in December.

Likewise, Anthony’s background in political science and law has proven ideal during his development with Defence, having completed rotations with Defence Legal in the Directorate of Military Justice, and also as a media liaison officer in the Media Operations Centre. His current rotation is as an analyst with the Global Security Section of DIO, and he said it will be very hard to decide what his final full-time placement will be.

“The GDP has opened my eyes to Defence and the public service more broadly, and it’s given me a greater understanding of the role of the Department in furthering the government’s priorities,” Anthony said.

“I’ve developed knowledge of key areas that will be invaluable no matter where my career takes me, such as public affairs and intelligence.

“The law has been my main interest in the past, but I now see myself staying in Defence into the near future so as to further my professional development as a public servant.

“We’ve had a lot of senior officer briefings from two and three-star leaders and a key theme

addressed by all of them has been the unique

nature of Defence and the opportunities it provides

to people like myself.”

Their combined experience in the GDP has opened

opportunities previously unavailable to them, while

having also provided experiences that will enhance

their careers.

From Vivien sharing a cuppa with the captain of

an Argentinean tall ship at HMAS Kuttabul in

Sydney, to Luke receiving a commendation from

allied partners for his intelligence assessments,

their exposure to more than just Defence’s many

acronyms has been invaluable.

Anthony in particular recalls the day he supported

a press conference where the Acting Chief of the

Defence Force made public the news of the deaths

of two soldiers in Afghanistan during his stint in

the Media Operations Centre.

“The local paper of one of the soldiers wanted us

to confirm the soldier’s name because they were

about to go to print and didn’t want to wait, but

I was able to walk them through the process and

reasons behind why we couldn’t release the name,

and they were able to respect that,” Anthony said.

“It really focuses you on the reality that this isn’t

just another workplace. You realise very quickly

the sacrifices that are being made by the men and

women in uniform and also the effect this has on

their families.”

Each of the four graduates agreed that the support

received from the people in their respective

rotations has been invaluable and has allowed

them to integrate better into each workplace. And

after hours, the camaraderie between the grads

has been part and parcel of the Program.

“The best thing about the program is the other

graduates you meet and the friendships you make

throughout the year,” Bronwen said.

“I am confident our cohort will maintain these

links and continue to act as support to each other

throughout our careers despite where we might go.

“The year is really what you make of it, and if

you are willing to try new roles and undertake

challenges that you might not usually, you might be

surprised at the result.”

aBOVe: From left: 2010 graduates Bronwen Smith and Anthony Bremner, with 2008 participants and current Defence employees Luke Easey and Vivien Kondos.

Photo: Leading Aircraftman Aaron Curran

24 www.defence.gov.au/defencemagazine

INDIGENOuS AFFAIrS

The development of Indigenous recruitment and retention initiatives highlighted the agenda at the annual the Defence Aboriginal and Torres Strait Islander (ATSI) Conference.

Conference heralds Indigenous initiativesBy Aoife Cooper

RIgHT: Participants at the 2010 Defence Aboriginal and Torres Straight Islander Conference at HMAS Cerberus.

aBOVe: A few of the lads gather for a photo at the 2010 Defence Aboriginal and Torres Straight Islander Conference.

Photos: Leading Seaman Nina Nikolin

The Conference, held at HMAS Cerberus from 7-9 July, offered a valuable opportunity for Defence Indigenous personnel to network and leverage important consultation mechanisms to support the Directorate of Indigenous Affairs’ (IA) Defence Reconciliation Action Plan 2010-14.

In attendance at the forum, there were 84 ADF and APS Indigenous delegates from a range of locations, including the Pilbara, North Queensland, and as far as Dili in East Timor.

Adopted into the conference was the 2010 National NAIDOC theme: “Unsung heroes, closing the gap by leading their way”.

Following the arrival of the attendees, the Conference was opened in high spirits with a warm welcome from the Commanding Officer of HMAS Cerberus, Captain Mark Hill. In addition, a traditional Welcome to Country acknowledgement was conducted by Uncle Bob Austin, from the Willum Warrum Foundation, which saw the conference progress to the official activities.

Sessions conducted by IA staff included cultural integration, IA managers’ reports and several open forums which saw attendees provide honest and frank advice on Defence Indigenous inicatives.

Tied into the sessions were important discussions on the significance of Government’s strategy to commit to increasing Indigenous employment in the Public Sector to 2.7 per cent by 2015.

Suggestions were sought on how Defence can continue to ‘close the gap’, engage Indigenous personnel, target and market for Indigenous job seekers, implement cultural awareness and integration in Defence, and how to enhance Indigenous support mechanisms, pre-employment, retention and mentoring programs.

Defence aims to increase the current Indigenous representation from 1.4 per cent to beyond 2.7 per cent by 2015. The goal of Government and Defence’s current Indigenous representation supports the words of Director of Indigenous Affairs Ms Soozie Parker, who said “There is a lot more to be done”.

In addition, traditional stories were told by several Defence personnel and guests, including former Indigenous Commonwealth athlete Kyle Vander-Kuyp, and Aunty Dot Peters, a respected Elder of the Healesville community.

“Story telling is always a great way of getting knowledge and history out to people, as it has been used for thousands of years,” APS attendee Mr Matthew Trynes said.

APS attendee from Puckapunyal, Ms Christine Cummins said, “The stories were well received. It’s great to see how the speakers got to where they are in Defence and what it took to get them there”.

Other agenda items included a session conducted by the head of Victoria’s Aboriginal Affairs, Mr Ian Hamm, which provided insight on what Victoria is doing to close the gap.

Several mentoring workshops conducted by the Australian Indigenous Leadership Centre enabled attendees to complete training modules on building successful and enduring mentoring relationships and providing advice.

Appearances by the Melbourne Comedy festival Deadly funny winners Kevin Kropenyeri and Shiralee Hood, local Indigenous musician Jayden Lillyst, Melbourne’s The Liz Cavanagh Trio and the B Jazz HMAS Cerberus Jazz band also rounded off the event.

Ms Parker meanwhile said the Conference will continue to position the work of Indigenous Affairs into the future.

“It is hoped that this Conference will assist us all to understand that in keeping with the NAIDOC theme, we need to nurture and grow our future generation of Defence Indigenous members and employees.”

Ms Cummins also urged people to get in touch with Indigenous Affairs.

“You can make a difference by having a say at these conferences. Indigenous Affairs wants to

hear from us,” Ms Cummins said.

25www.defence.gov.au/defencemagazined e f e n c e m a g a z i n e ›

AIr FOrCE

Conference heralds Indigenous initiatives

The Air Force’s reputation as a regional leader in Aeromedical Evacuations (AME) is reflected by the regular attendance in RAAF-run AME courses of foreign military personnel from countries such as the Philippines, Thailand and Malaysia.

AME courses spread their wingsBy Leading Aircraftman Aaron Curran

aBOVe: Squadron Leader Judith Telford (right), a Flight Nurse in the Royal New Zealand Air Force, discusses training methods with Wing Commander Sandra Riley, Commanding Officer of Health Operational Conversion Unit, inside the C-17 Globemaster at RAAF Base Amberley.

Photo: Leading Aircraftman Dan Pinhorn

After recent talks between the Chief of Air Force, Air Marshal Mark Binskin, and his New Zealand counterpart, plans are underway for the Royal New Zealand Air Force (RNZAF) to join the list of international participants in the AME course in November this year.

Health Operational Conversion Unit (HOCU) is responsible for operational and clinical training for RAAF medical personnel and the wider ADF medical community.

Among the many courses conducted by HOCU is the AME course which trains personnel to transfer their clinical skills into the aviation environment with a particular focus on C-130, C-17A and rotary wing platforms.

During the most recent AME course, RNZAF Squadron Leader Judith Telford, who is a fellow AME practitioner, was fortunate enough to attend as an observer.

“My time in Australia has been an awesome

opportunity to visit the RAAF’s AME course,” she

said.

“I was able to look at its structure and content as

well as review the training opportunities for both

countries.”

She said it was great to share their lessons

learnt and seek common ways of teaching and

coordinate training which will hopefully result in

cross-crediting of course and invitations to attend

specific or specialised training in each country.

“Being familiar with each other’s medical kit will

allow a much easier approach to the demands

each country faces in the AME arena,” SQNLDR

Telford said.

A recently completed AME course saw the

successful graduation of Major Erikson Gob, a

medical officer from the Philippines. The course

was also observed in action by the Malaysian CDF

during his visit.

The international flavour of the AME course is

further strengthened by the knowledge that HOCU

instructors have successfully completed the USAF

Flight Nurse course at Brooks Air Force base in San

Antonio, Texas.

HOCU plans to conduct three AME courses next

calendar year. The course schedule and other

training information can be viewed on the HOCU

website via the RAAF Intranet.

26 www.defence.gov.au/defencemagazine

INTErNATIONAl POlICY DIVISION

A JOINT FORCE to be reckoned withDefence and AusAID prove two agencies are better than one

Defence’s intrinsic interaction with AusAID for both operational and other joint interest activities is one of the driving forces behind building a whole-of-government capability.

Defence-AusAID partnership principles:› Commitment to shared strategic goals

› Equal partnership

› Mutual cooperative respect and communications

› Recognised responsibilities within government

› Commitment to consultation

› Engagement on performance and accountabilities

› Assist building each other’s capacities

aBOVe: Ms Suzanne Edgecombe (left), AusAID Liaison Officer to the Australian Defence Force, with Flight Lieutenant Trent Davidson, No.36 Squadron Pilot, watch on as some of the 14 pallets of AusAID relief stores are loaded aboard the RAAF C-17 Globemaster for shipment as part of Operation Pakistan Assist Photo: Aircraftwoman Sandra Midson

With an increasing number of civil-military

activities, comes an increasing number of overseas

environmental and logistical tasks and risks that

need to be managed.

The challenge for Defence and AusAID is to

plan and conduct their joint interest activities

in a sustainable manner while safely achieving

operational objectives.

The Defence–AusAID Strategic Partnership

Agreement (SPA) was signed by the Secretary of

Defence, the Chief of the Defence Force and the

Director General of AusAID on 28 April 2009.

The agreement is to advance the Government’s

policies of promoting security and development,

good governance and stability.

The SPA recognises the links between security and

development challenges and the need for clear,

shared objectives across the Australian Government

to guide planning and response options.

Defence and AusAID are natural partners in this

endeavour, sharing common interests in fostering

a secure and prosperous region and assisting

developing country partners.

On 10 September 2010, a Record of Understanding

(ROU) constituting an understanding on how

AusAID and Defence will conduct joint activities

in accordance with the Defence–AusAID SPA, was

signed.

The ROU establishes the management arrangements

to guide cooperation between Defence and

AusAID in advancing Australia’s national interests.

Specifically the ROU provides the framework to

operationalise the strategic partnership principles

and details the enabling protocols for Defence and

AusAID to work collaboratively on matters of mutual

interest and responsibility.

The nature of the relationship between Defence and

AusAID is quite complex due to the range of current

and potential areas of cooperation. To adequately

address current and future activities, the ROU is

arranged with supporting annexes which detail

the specific arrangements between the parties in

respect of their overall roles and responsibilities.

The annexes attached to the ROU provide a

record of whole-of-government activity under the

arrangement, and cover a range of shared interests

including: operations; training; secondments;

Civil-Military Centre of Excellence; public affairs;

humanitarian assistance disaster relief; and

Defence support to the AID program (eg: the

Strongim Gavman Program).

Defence’s air and sea transport support to

AusAID’s provision of emergency supplies for

victims of Cyclone Guba in Papua New Guinea

in 2007 as well as the more recent floods in

Pakistan in August 2010 are recent examples of

the collaborative working relationship between the

two government organisations.

International Policy Division maintains a record of

all Defence-AusAID activities. Defence stakeholders

list individual engagement with AusAID within

the relevant ROU annex. To establish specific

arrangements and an audit trail, agreed secondment

activity statements between Defence Groups and

AusAID are established for the secondments annex

to the ROU.

Defence stakeholders can obtain additional

information on the partnership with AusAID through

DEFGRAM No. 591/2010.

By Dave Mayhew

27www.defence.gov.au/defencemagazined e f e n c e m a g a z i n e ›

DEFENCE SECurITY AuTHOrITY

Defence Chief Security Officer Mr Frank Roberts has warned people against dropping their security guard when using modern technology for the transfer and carriage of classified information.

Beware the techno trap

By Brooke Audsley

Mr Roberts said that extra vigilance and strict

adherence to the correct security measures is

required, and while many Defence members are

mostly aware of their security responsibilities

when handling and storing documents, the same

might not apply to today’s technological devices.

“There is a real risk if we believe that the techno

gadgets we use every day are designed to protect

the information we place on them,” Mr Roberts

said.

In reality, these gadgets provide very little

protection, as shown by numerous incidents

worldwide involving the loss or compromise

of information, including information stored on

portable electronic devices.

Inappropriate use of electronic devices such

as USB thumb drives also heightens the risk of

serious viruses being introduced into Defence’s

ICT network which can compromise the security of

classified information.

“The implications resulting from lost information

can be severe,” Mr Roberts said.

“It can place at risk the lives of our colleagues and

the success of Defence operations.

“Insecure transfer of sensitive information could

also mean severe repercussions for the individual

responsible.”

While there are still risks involved in the transfer

of classified information in Australia, it can be

exposed to far greater risk when it is transferred

outside Australia, which means that increased

protective measures are required.

“Any Defence member travelling overseas must

receive a briefing from their security officer before

they go, which includes advice and arrangements

for the safe transfer or carriage of information

during business travel,” Mr Roberts said.

secuRITY POINTeRs› Your commander or manager must give authorisation for you to remove classified

information from Defence or Defence industry premises.

› The Defence Safehand Service provides a secure method for the carriage of highly classified material between bases and installations.

› SCEC-approved briefcases, satchels, seals, pouches or transit bags, or special enveloping procedures must be used for classified information outside Defence premises.

› Classified electronic media, including laptops and other portable electronic devices, must be protected to the same degree as paper-based classified information.

› If you need to take classified information home you must have the correct protective security arrangements at your residence as per the Defence Security Manual.

› There are several options available for transferring classified information overseas including the DFAT courier service and the Defence Safehand Service. It is important that you talk to your DSA regional office, who will help tailor a workable solution for your specific needs.

“The risk that foreign intelligence services may

be able to acquire information that could be used

against us militarily, financially, strategically

(for example, in government-to-government

negotiations), or to gain an advantage over

individuals within Defence is very serious.”

Remember, border protection authorities in most

countries have the right to inspect the contents

of electronic media carried across their borders.

Using an encrypted laptop, CD, DVD or thumb

drive, even where DSD-approved encryption

technologies are used, will not prevent such

inspections from occurring.

If you need to transfer classified information

– whether in hard copy or electronic form –

overseas, you must first talk to your security officer

or DSA regional office, who will be able to assist

you to undertake the correct procedures and fulfil

all requirements.

RIgHT: Modern technology gadgets such as the USB thumb drive may pose a security risk, according to Defence’s Chief Security Officer Frank Roberts.

28 www.defence.gov.au/defencemagazine 29www.defence.gov.au/defencemagazined e f e n c e m a g a z i n e ›

Management model goes lean

Workshopping challenging changes

The CO’s team of key appointments are responsible

for keeping the detailed machinery of the modern

Army running at maximum efficiency in an

environment that is dangerous, where margins for

error are slight and where there is close scrutiny by

politicians, media and departmental auditors, both

within Defence and outside.

It is the Army’s administration system, or loosely

“governance” that is intended to support the unit

commander and his/her staff in administering in

every detail, the equipment, people and safety

standards of the organisation.

ArMY

BeLOW: Corporal Rob Weir, 2nd Battalion Royal Australian Regiment Recon Platoon, gives orders to his patrol at the fire power demonstration during the 3rd Brigade’s Combined Arms Training Activity on September 9 at the Townsville Field Training Area. Photo: LCpl Mark (Doc) Doran

Reform from the bottom upTHE Australian Army in 2010 is a complex corporate organisation, with large budgets, comprehensive personnel-support policies and cutting-edge technologies ultimately administered at the lowest level – the regiment, battalion or unit by a handful of unit staff.

Governance is often packaged as all the Defence instructions, regulations, directives, information systems, audits and orders that are written by higher headquarters. But, it is importantly also the sum of all the effort applied by every clerk, storeman, tradesmen or junior leader to make the system run better and more efficiently.

While there is a lot of policy, it is actually the training and the initiative of junior commanders in units that accounts for the great success of Army governance.

Some of Army’s best systems, including AIMS

and ACMS, have been generated from the lowest levels, not from above, to meet the requirements of units.

The challenge for the Army of the future will be how to improve upon its current administrative system for the next generation, and many of those ideas will come from the junior leaders of today, looking at the problems from the unit now.

gOVeRNaNce RefORM IMPROVeMeNTsThe following improvements are proposed to be introduced as part of the reform program:

annual awareness Training: › A single annual awareness training package has been developed to meet all Army’s mandatory awareness training needs: OH&S, Security, Equity & Diversity, Heat Injury Awareness, Suicide Awareness, Ethics & Fraud, and Drugs & Alcohol will all be integrated into a ‘Force Preservation Awareness’ (FPA) Package (Ready for the 2010 Pre-Command Course and ready for units in 2011). The FPA theme was selected in recognition that all serials are about avoiding undesirable loss which compromises our Force Generation and Force Preparation activities.

simplifying PMKeys recording of annual training: › A single entry for every ADF member and APS employee in Army’s unit’s will be introduced to record the FPA training outcome.

Improving PMKeys access: › Army-led initiative aiming to have the self-service system available on the internet.

New corporate governance DI(a): › A key capstone document is being developed, under which all of Army’s governance structures/action will sit.

Reduced unit governance Burden: › A new, single-agency is being developed to integrate all audits, compliance assistance visits and remediation checks in Army units. This improvement is in direct recognition of feedback from CA’s Challenge Workshops and will lead to dramatic reductions in the number of times units are visited each year for audits and assurance checks. Existing activities including security surveys and inspections, ArmySAFE Advisory Service visits, supply chain checks, financial services audits and Maintenance Advisory Service activities will be considered for rationalisation within the new structure.

cO’s governance Website: › all of the guidance in one spot by the end of 2010! The website will contain the current policy or point of reference in every area of administration.

‘HOW can I do this job better?’‘How can I get a better end result where it counts?

‘Does this job really need doing?’

Army will be rolling out a targeted Lean training

program over the next few months to help us all

answer these critical questions.

Lean management programs are rolling out across

Army with 6 Av Regt and 1 Av Regt already

underway. Comprehensive Lean training will be

initially delivered to around 300 personnel Army-

wide while around an additional 400 key personnel

will receive familiarisation training.

Some of this training has been part of the CA

Challenge Command Team Workshops, with a

one-day Lean familiarisation program presented to

commanders and RSMs.

Lean is not about cost cutting. It is not an acronym,

rather it is a name given to a change management

methodology. Lean is a package of simple,

commonsense ideas and tools based on the

approach that savings will follow if you find ways

to improve performance.

Lean looks at ‘end to end’ processes rather than

just arbitrary cuts that don’t take account of

impacts on other parts of Army.

The flow-on effects of changes in one part of Army

can often make something harder to achieve,

over-burden someone else, or simply shift costs

elsewhere.

The US and UK militaries have both used Lean

successfully to streamline aspects of the way

they work.

Lean is currently assessed as the most appropriate

tool to assist reform efforts, but does not

necessarily supersede other leadership and

management tools already in place. One thing

won’t change – the need to work more efficiently to

free up time and money to focus on better training.

aBOVe: Deputy Chief of Army Major General Paul Symon and Chief of Army Lieutenant General Ken Gillespie have been liaising with COs and RSMs to brainstorm ways of improving processes and procedures.

Recently, Commanding Officers and Regimental Sergeant Majors from around the country have taken part in the CA Challenge Command Team Workshops in locations from Darwin to Melbourne and all points in between.

Initially, the above question related to the whole concept, but once into the nitty gritty of the two days, focus turned to why Army continues to use processes and procedures which we all know can be improved or changed.

The command teams were given briefings on

Army reform, the Strategic Reform Program, and change management methodology, including a lean familiarisation workshop. This gave the leaders of Army a chance to brainstorm a variety of issues, and propose some ‘quick wins’ or ‘just do its’.

While it was acknowledged that governance remained a major challenge to streamlining Army processes, most participants agreed that they came away with a greater understanding of the reform agenda, and with some extra tools with which to implement the CA’s Challenge.

“Why are we doing this?”

By Lieutenant-Colonel John Brennan

By Lieutenant-Colonel John Brennan

By Colonel Stuart Yeaman

30 www.defence.gov.au/defencemagazine

NAVY

“Navy people of all ranks are familiar with the

signature behaviours, which underpin our desired

culture,” Head of Navy People and Reputation,

Rear Admiral Trevor Jones said.

“The next logical step is to ensure that we all are

accountable to display these signature behaviours

– and this will be pursued through our performance

management and promotion system.”

Performance management is a series of steps

carried out as part of a continual cycle, beginning

with an assessor and their subordinate discussing

personal and professional goals during the reporting

period, and if required, long-term career goals.

During the entire reporting period, continual

monitoring should be undertaken by the supervisor

and the member to discuss performance and

development opportunities where changes may

need to be made to goals or work plans as required.

The intent of signature behaviours is to define the

professional conduct of Navy’s people. For this reason,

the existing performance appraisal reports have been

reviewed and changed to fully embed the reporting

of signature behaviours’ compliance. This will ensure

that Navy people are given the right development

opportunities and performance feedback.

“It takes real moral courage to give honest,

accurate and constructive performance feedback,

no matter your rank,” RADM Jones said.

“It’s a matter of being able to mentor your people

and grow them through courses, development

opportunities and options for future postings

towards their long-term career goals.

“This system should also enable a supervisor

to nurture and mentor someone who is not

performing to their full potential through honest

and frank appraisals.”

RADM Jones said the desired end state of this

process is that Navy will encourage the right

leaders and role models, manage performance and

develop Navy people to be the best that they can.

This information will also be supplied to promotion

boards, with the intent of influencing promotion

decisions to ensure the right leaders are developed.

“Most importantly, it is not acceptable for any

Navy’s stars align for culture change

Navy is in the second year of its culture change program, New Generation Navy (NGN), and the focus of one of the culture projects is to align promotion and advancement of leaders with Navy’s values and signature behaviours.

manager to come to the end of a performance

cycle and formally assess their subordinate as

underachieving, if they have not been given prior

warning. If this is the case, the manager has let

them down by failing to manage and give feedback

on why they aren’t performing,” RADM Jones said.

“Navy has a lot of talented people, and it is up

to our leaders at all ranks to nurture their people

so these talents are realised, and Navy’s mission

effectiveness is ensured.”

Further information on the changes to Navy’s

performance management process can be

found through contacting Navy People Career

Management Agency.

Commander Submarine Force Captain Brett Sampson talks with Leading Seaman Marine Technician Timothy Thompson in the machinery control room while visiting HMAS Warramunga during Exercise Kakadu 2010. Photo: Able Seaman James Whittle

By Annabelle Haywood

31www.defence.gov.au/defencemagazined e f e n c e m a g a z i n e ›

HONOurS AND AWArDS

The system of Service commendations has now been expanded into an integrated Defence commendation scheme that can be used to recognise the exceptional efforts of Defence civilians, in line with the existing gold, silver and bronze commendations of the Services.

Civilians now in line for Defence commendations

By Michael Weaver

This follows the Secretary and Chief of the

Defence Force agreement to a recommendation

from a review of Defence Honours, Awards and

Commendations that the existing system of Service

commendations be extended to become a Defence-

wide system.

What is now known as the Defence Commendation

Scheme took effect from 1 September.

Commendations may be awarded to individuals or

a group, unit or team. Circumstances attracting a

commendation may relate to an isolated instance

or a series of instances during a period of time.

There are various levels of commendations, with

precedence given to a jointly awarded Secretary/

CDF commendation, which may be awarded to

any Defence personnel whose performance is

considered by the Secretary and CDF to have

Defence-wide significance.

Following in merit are commendations awarded

separately by the Secretary and CDF, followed

by the Australian Defence Force and Services,

then Defence Support Services Commendations

awarded by authorities within the respective

Group or agency. The three levels of these

commendations are gold, silver and bronze.

Assistant Director of Policy in Defence Honours

and Awards, Helen Gouzvaris, said the

commendations are part of an internal Defence

recognition system and cannot be compared with,

or considered equivalent to, any other Australian or

foreign award.

“However, commendations may be awarded

to members whose nominations for Australian honours in the Australian half-yearly honours lists have been unsuccessful,” Mrs Gouzvaris said.

The specific category of the commendation will depend on the Group or Service the recipient works within.

“For example, awarding authorities located within Navy would award Navy commendations and an awarding authority located within a non-ADF group such as the Chief Finance Officer Group, Defence Materiel Organisation (DMO) or the Defence Science and Technology Organisation would award a Defence Support Services Commendation,” Mrs Gouzvaris said.

This would be regardless of whether the recipient is an ADF or APS member.

Commendation awarding authorities will normally be a division head or equivalent. These officers may choose to award their own commendation or pass a nomination to their Group Head or Service Chief with a recommendation for higher level recognition.

Mrs Gouzvaris said retrospective issue of commendation badges is still possible for any member who received only a commendation certificate, but not a badge, following the initial introduction of the Service Commendation Scheme in 1983.

Details of the award are recorded on the recipient’s personal employment record.

Further information is available from the DEFGRAM issued on 1 September.

LefT: The new badges that will be issued under the Defence Commendation Scheme – from left: the joint Secretary/CDF commendation badge, the Secretary’s commendation badge, the CDF’s commendation badge, and the gold Defence Support commendation badge.

fasT facTs› The Defence Commendation Scheme is a

recognition system that applies to all Defence personnel, both individuals and groups or teams, to formally recognise outstanding/exceptional achievement, or specific acts of bravery for which the Australian system of honours and awards is not an appropriate medium of recognition. A commendation comprises a certificate signed by the awarding authority. The relevant badge is issued to recipients of individual commendations.

› The Scheme is hierarchically based and allows for commendations to be awarded based on the merit of the service or act. All individual commendations, except the joint Secretary and Chief of the Defence Force (CDF) Commendation, the Secretary Commendation and CDF Commendation, are awarded at three levels, these being gold, silver and bronze.

› The Secretary and the CDF may award commendations, either separately or jointly, to recognise performance or achievement that is considered worthy of a level of recognition above the level 3 (gold) commendation. The Secretary and CDF may agree to award a joint commendation in those cases where the recognition is for service that is considered to have been of benefit to both the Australian Defence Force (ADF) and the Department of Defence.

33

When Soozie Parker, Director of Defence Indigenous Affairs, smiled knowingly and said “we’re operating on Yolngu time now”, I did not yet know what she meant.

We had just arrived at the annual Garma Festival

held on Yolngu lands in North-East Arnhem Land.

I attended Garma along with the Defence

Indigenous Reference Board (DIRB). The DIRB

is a group comprised of two-star/band two

representatives from Defence that oversee the

reconciliation process within the organisation.

In an aim to build indigenous cultural awareness

within Defence, DIRB members Commodore David

take the time to

eat more turtle

gumatj dancers at the garma festival in the Northeast arnhem Land town of gulkula, 600kms east Darwin. Image courtesy of Yothu Yindi foundation

suicide within the Yolngu community could be prevented. Gayili responded that the Yolngu youth needed to “eat more turtle”.

This initially confused the Ngapaki man until he realised that Gayili was commenting on the need to understand, appreciate and practise traditional culture.

While Gayili was speaking of her own nation – one of hundreds of diverse Indigenous Australian nations – her thoughts provide an important insight into cultures that function differently from wider Australian culture.

Listening to Gayili, I understood what Soozie had said to me earlier that day. Getting to know a culture so foreign to one’s own and having that culture open up to others takes time. Yolngu time cannot be rushed – things happen when they happen.

Getting to Garma was quite an effort. Members of the DIRB travelled from around Australia to Darwin, then from Darwin to Gove and were then transported along the Central Arnhem Highway (a dirt road) to the festival site.

All festival attendees roughed it together, accommodated in tents, lining up to have food served en masse in a dusty shelter looking out across the breathtaking Gulf of Carpentaria.

academic perspective provided by the forums; the

setting, music and engagement with people and

Indigenous cultural practises provided the DIRB

with a deeper understanding of the complex issues

which they are overseeing within Defence.

Bringing these issues away from Garma and

engaging with them in Defence units and workplaces

throughout Australia will greatly contribute to

Defence’s efforts in this important area. Perhaps it

would be beneficial for all Australians to stop and

take the time to “eat more turtle”.

‘Garma’ means ‘both ways learning’ and the Garma ›

Festival is designed as a chance for two-way

learning between the Yolngu and people from

all over the world. Gayili’s thoughts on how best

to engage with Indigenous communities along

with Pearson’s argument for cultural competency

were presented to the DIRB in the unfamiliar

surroundings of the traditional lands of the

Yolngu people. This setting was integral to a full

appreciation of the discussions that took place at

Garma.

Krystalla Pearce attended the 2010 Garma Festival,

along with the Defence Indigenous Reference

Board, as part of her graduate rotation within the

Directorate of Indigenous Affairs.

Each year the festival incorporates an academic

forum; this year it was education and training.

The forum was opened by Yolngu leader

and former Australian of the Year Galarrwuy

Yunupingu.

He said: “Enough of this Mickey Mouse teaching

to Aboriginal people anywhere in this country. Isn’t

that our famous saying in Australia – a fair go?”

Yunupingu was joined on stage by Cape York

leader Noel Pearson who said that the state of

Aboriginal educational standards had become

“a disgrace”. Further, he asserted that both

Indigenous and non-Indigenous Australians need

to strive for a level of excellence in a “cultural

competency” of both Indigenous and non-

Indigenous Australian cultures.

Pearson’s notion of cultural competency suggests

not only knowledge and awareness of Indigenous

Australian cultures, but sensitivity to engage with

those cultures – a view that is held by Defence’s

Directorate of Indigenous Affairs.

so how is this relevant to Defence?

The issues raised at Garma are pertinent to

Defence’s own Reconciliation Action Plan and to

its evolving recruitment and retention strategies

for Indigenous Australians. In addition to the

By Krystalla Pearce

cultural competency on agenda at garma festival

Letts, Major General Michael Fairweather, Air Vice

Marshal Christopher Spence and Soozie Parker

held their third meeting at Garma Festival.

On our first night at the festival I heard Gayili

Marika, a Yolngu elder, speak of her involvement

in the Wellbeing Project, a program that combats

the high rate of suicide as well as drug and alcohol

abuse amongst Yolngu youth.

The suicide rate within the community was one of

the highest per capita in Australia. Following the

setting up of this project, it was reduced to zero

last year.

Gayili made two powerful points during her talk.

First, she said that Ngapaki (non-Indigenous

Australians) must understand that Yolngu people

are not open people. For example, she said that if

we try to speak to a young child at Garma it would

take a number of hours to get a response.

Gayili’s second point was made in response to

a Ngapaki man who had worked with her for 12

months on the Wellbeing Project.

Upon arrival he had asked Gayili how she thought

INDIGENOuS AFFAIrS

32 www.defence.gov.au/defencemagazine

34 www.defence.gov.au/defencemagazine 35www.defence.gov.au/defencemagazined e f e n c e m a g a z i n e ›

DEFENCE MATErIEl OrGANISATION

On joining the DMO in 2004 as its inaugural Chief

Executive Officer (CEO), Dr Steve Gumley, announced

his intent to develop a skilled and professional DMO

workforce to deliver on this challenge.

Dr Gumley’s emphasis was subsequently

recognised by Defence procurement reviews.

The 2005 Kinnaird Review stressed the need

for high-quality, highly skilled staff in delivering

modern military capability in a business-like

manner, a recommendation echoed by the follow-

on 2008 Mortimer Review.

Further skilling challenges have arisen from the

Strategic Reform Program which requires the

DMO to deliver efficiencies across significant areas

of its business, especially in sustainment and

inventory management.

Dr Gumley said the DMO is well on the way to

meeting these skilling outcomes.

“I’m pleased that in DMO now we’ve got probably

PrOFESSIONAlISATION the key to DMO success

500 or 600 project managers. I remember when

I came to DMO, we had less than ten qualified

project managers. Now it’s more than 500,” Dr

Gumley recounted to the Australian Defence

Magazine Industry Conference in February 2009.

The professionalisation initiative is a central

strategy in DMO delivering these outcomes. The

professionalisation of the DMO workforce and

encouragement of life-long learning is one of the

CEO’s six strategic themes implemented in 2004.

The initiative is an integrated, consistent and

disciplined approach to upskilling and professional

development with activities closely aligned to

DMO business practices.

The professionalisation strategy is enduring. It is

as important in 2010 as it was when introduced six

years ago.

“We professionalise. It’s all about continuing to

professionalise – it’s in the agenda both in DMO

and industry,” Dr Gumley said at the Defence and

Industry Conference in July 2009.

What does professionalisation look like in the DMO?

For DMO staff, it is achieving the skills, knowledge

and experience necessary to deliver on their

current role, to support their career development

and life-long learning, and to achieve the industry

standards of professional behaviour.

The DMO Institute delivers the programs to

support professionalisation. The Institute provides

a range of job family and leadership programs

ranging across short training courses, vocational

and tertiary programs, coaching, experiential

learning, workplace log books, certification

with professional associations, and critical skill

development programs.

A key objective is to develop chartering/certifying

processes and programs that enable our workforce

to register competence through rigorous assessment

and against the highest standards available.

The challenge for the Defence Materiel Organisation (DMO) is to deliver and sustain leading-edge military assets, on time and on budget, in an environment of rapid technological, regulatory and strategic change.

DMO has partnered with several professional

associations that cover its major workforce

job families of engineering/technical, project

management, legal and finance.

Recently the DMO signed agreements with two

associations representing the procurement and

contracting workforce.

The DMO now has approximately 1400 staff, or

nearly 20 per cent of its workforce either meeting

or undertaking assessment against professional

certification standards.

Another key DMO Institute deliverable is its

critical skill development programs in scheduling

and materiel logistics. These highly successful

‘grow our own’ programs provide accelerated

development of new recruits in critical, hard-to-

recruit skill areas. Both the quality of graduates

and retention rates have been very high.

The DMO’s professionalisation is focussed on

talent management to support its business needs.

LefT: The 2008 graduates of the DMO’s Executive Masters program in Complex Project Management.

RIgHT: CEO of DMO Dr Steve Gumley (centre) presents a Diploma in Project Management to David Hurst (left), a technical manager in the Project Support Services section of Battlespace Communications Systems Program Office. Officiating at the lectern is Troy Quinn.

By Anne Miller

The complexity of major Defence acquisition

projects and sustainment business has been shown

to be significantly greater than that in other sectors.

For this reason, in 2008 the DMO, in conjunction with

the Queensland Institute of Technology, developed

the Executive Masters program with streams

in Complex Project Management and Strategic

Procurement to deliver leaders for its most complex

projects and business units. By the end of 2010,

there is expected to be 62 graduates of the program.

The professionalisation challenge continues and

the DMO continues to rise to the challenge. In

2010 the professionalisation agenda will target

current strategic business goals, with further

courses planned to support a stronger business-like

culture, contractor engagement and management,

and inventory and sustainment reform.

The DMO Institute will contribute to the skilling

of Defence industry with the opening of select

courses to industry from October 2010.

For further information on the DMO Professionalisation Initiative and the DMO Institute, contact Anne Miller, Director Professionalisation on anne.miller@defence.gov.au

It should be noted that DMO Institute courses are open to all Defence staff and can be accessed via Campus e-Nominations. More information on the DMO Institute courses is available on the DMO’s Defence Intranet site.

“I remember when I came to DMO, we had less than ten qualified project managers. Now it’s more than 500”

- Chief Executive Officer of DMO, Dr Steve Gumley

36 www.defence.gov.au/defencemagazine 37www.defence.gov.au/defencemagazined e f e n c e m a g a z i n e ›

PEOPlE STrATEGIES AND POlICY

Defence delves deep into education and training

A four-year Defence Learning (DL) project will reinvigorate the training and education needs of its people through an integrated, technology-enabled learning environment.

What is produced in capability terms is first class,

with successes on recent and current operations

being testimony to ensuring that our people are

both equipped and appropriately trained to meet

the needs of Government and Australia’s national

security interests.

Defence, however, also needs to ensure that

resources are applied in the most effective and

efficient manner.

The Strategic Reform Program (SRP) has

provided the opportunity to review how Defence

conducts training and delivers education across

the Department. Ongoing work as part of the

Workforce and Shared Service Reform stream

within the SRP has identified a number of

opportunities where changes to what and how

education and training is delivered across the

Department.

This work has been guided by the following

principles as agreed by the Services, Groups and

the Defence Materiel Organisation:

The right training and education is to be delivered ›

to the right person at the right time in the right

place by the right people

Training and education is delivered to achieve the ›

most efficient effective outcome

Training and education is not regarded as a “free ›

good” but is adequately resourced

Training and education is properly synchronised ›

with the career and talent management

continuums and systems

Training and education will remain an integral part ›

of the whole People System

Systems used are to be flexible, agile and ›

responsive

Individual Group and Service cultures, ethos and ›

values are acknowledged and maintained where

appropriate

A Defence-wide (both ADF and APS) approach ›

to training and education reform and review,

applied in a collegiate and coordinated manner, is

maintained

The work will maximise recognition of existing ›

knowledge, skills and attitudes

Defence will seek to optimise collaboration with ›

civilian, international and other military training

and education providers to ensure that the work is

consistent with world’s best practice standards.

A number of specific programs of work to be

delivered during the next four years, based on the

guiding principles, across the Department will:

Ensure individual and organisation needs are met ›

through an integrated, technology-enabled Defence

Learning Environment that ensures consistent

development of required leadership, management

and specialist skills for the Defence workforce

Ensure effective and efficient training delivered ›

under existing rationalised training frameworks

and the phased centralisation of Defence

education and training providers at the Australian

Defence College to meet organisational and

individual needs, and

Create corporate education and training programs ›

as part of the Defence APS Career and Talent

Management System to ensure greater workforce

productivity through consistent development of

leadership, management and specialist skills

for the Defence APS workforce, while ensuring

individual and organisational needs are met.

Further opportunities are being explored to

examine Defence higher education and common

and APS specific training and education. The

program of reform has also resulted in the

reformation of the Defence Education, Training and

Development Branch within People, Strategy and

Policy Group.

The Branch, which has undergone a number of

changes in recent years, is now responsible for the

provision of Defence education and training that

meets workforce capability requirements and is

also responsible for coordinating the program of

activities to deliver SRP-related reforms.

Four-year plan to reinvigorate learning environment

The project has been set up to meet individual and organisational needs and will ensure the consistent development of required leadership, management and specialist capabilities for the Defence workforce.

To achieve this, the project will deliver an enhanced Australian Defence College organisation to:

specify how people will learn in a future ›Defence environment characterised by blended methodologies that strive for the best outcomes for learners and the organisation, and

develop the enabling systems to underpin access ›to learning and assessment at a time and place to suit the learner and Defence.

The DL environment will integrate existing projects and develop enterprise level systems, policies, doctrine, standards, processes, procedures and governance framework.

The project engages the help of the Services, Groups and the Defence Materiel Organisation and is expected to provide better alignment of

education and training outcomes to produce the best people to meet Defence needs, better knowledge management and better exploitation of intellectual capital and property.

Defence will also see greater alignment of accountabilities and activities, especially concerning the development and application of strategy, policy, standards and how demand for education and training should be managed.

Some of the initiatives that support the DL environment involve maximising the use of technology to administer and delivery training and education.

The Campus Learning Management System enables e-Learning to be delivered to all Defence members and is to undergo a range of enhancements which are currently being piloted. These include the use of virtual and mobile learning technologies, a greater range of courseware, electronic course nominations system, and employing rapid development tools to help build courses quickly.

Defence has a deep commitment to the education and training of its ADF and APS workforce. This commitment comes at a cost, with close to $300m spent on education and training, exclusive of military collective and joint training.

38 www.defence.gov.au/defencemagazine

PEOPlE STrATEGIES AND POlICY

LefT: DRAFT - New Supervisors Program

Director General Defence Education, Training and Development Branch, Brigadier Peter Gates, recently launched one of the key deliverables of the career and talent management system, the New Supervisors Program.

Pilot program targets new supervisors

The Program is the first of a number of corporate

core capability programs that represent a new

approach to the way APS career development is

managed within Defence.

The New Supervisors Program pilot is targeted

at newly-appointed supervisors engaged within

the past three months, including ADF members

who are working in integrated environments,

supervising APS employees.

The pilot program recognises that supervisors

have a critical role to play in Defence, as they

significantly influence behaviour, performance

and commitment to the organisation of the staff

they supervise. The program is designed to equip

new supervisors with the skills, knowledge and

behaviours they need to be effective in their new

role.

The pilot program’s content development was

guided, in part, by an analysis of programs

currently conducted within Defence, via Campus

(both online and face-to-face programs) and Group-

initiated programs.

The Program’s blended learning mode will consist

of face-to-face delivery, scenario based on-line

learning, and on-the-job application. The face-to-

face elements will be conducted four times during

the next few months, twice in Canberra and twice

in regional locations. The e-learning modules are

expected to be piloted in early 2011.

Most Groups and the Services conduct many

different programs to develop their supervisors

and managers within their area of responsibility or

expertise. In time, one of the aims of the Program

is to eliminate any duplication and overlap inherent

in these types of programs and replace them with a

single mandated, high quality, corporate level New

Supervisors Program, based on core leadership,

management and administrative capabilities.

The benefits of this approach are:

development of Defence APS supervisors against ›

clearly articulated and corporate learning outcomes

that meet the broader needs of Defence and not

just those of individual Groups

reduction in duplication of training programs ›

and administrative efforts, and therefore costs,

through clearer identification of common learning

requirements, and

a clearer focus and targeted effort to develop ›

Defence APS employees.

The pilot program will conclude in November

2010 and will be reviewed for any necessary

amendments to the program’s content and

approach.

39www.defence.gov.au/defencemagazined e f e n c e m a g a z i n e ›

DEFENCE SuPPOrT GrOuP

aBOVe: Diplomas were presented by Darien Smith (Director Records Archives and Mail Services), Steven Georgiou (Regional Director, Defence Support Victoria and Tasmania), Les Cargill (Manager Personnel and Business Services, Defence Support Victoria and Tasmania) to Stephen Hingston, Heather Rogers, Fiona Curry and Gratian Vettivelu.

Four staff from the Melbourne Archives & Mail Centre have participated in the Record Keeping Intensive Master Class Program to achieve a statement of attainment in the Diploma of Record Keeping.

On the record for graduates

Participants received training in, and were

assessed against, three core units:

Managing and monitoring business or records ›

systems

Documenting or reconstructing a business or ›

records system

Developing and maintaining terminology and ›

classification schemes.

Participants also had the opportunity to

undertake several elective subjects, including:

Managing people performance ›

Managing a knowledge and management ›

information system

Managing business management document ›

design and development

Managing personal work priorities and ›

professional development.

At the conclusion of the program, participants ›

said the training was intensive but extremely

satisfying as the course content related directly

to their workplaces.

Assessments in five elective modules were

undertaken, with all four staff successfully

completing the Diploma.

Defence Support Group would like to congratulate these staff members on achieving their Diploma of Record Keeping

40 www.defence.gov.au/defencemagazine

Infantry trainees hit the books at SingletonBy Nick Muir

Law learning packages go onlineBy Lieutenant Commander Rachel Jones

When people think of infantry trainees, they might think of Steyrs, bayonets and pack marches. This, plus a lot more, is what an infantry trainee at Singleton Military Area is primarily involved with.

aBOVe: Initial Employment Trainees from the School of Infantry’s Rifleman Wing during their more typical infantry training.

However, one of the other elements is the Heritage Library – a part of the Defence Library Service (DLS), which works with the School of Infantry to provide research assistance to Initial Employment Trainees (IET).

Infantryman training at Singleton includes delivery of a presentation or completion of a written essay on some of the key battles in Australia’s military history, which range from battles in the Boer War to peacekeeping roles in the 1990s.

Some of the frequently studied battles include the battles of Kapyong and Samichon during the Korean War, and Long Tan, Coral and Binh Ba during the Vietnam War.

At times, lesser studied battles keep the infantry trainees and the DLS staff on their toes such as the Battle of Kadesh (1275 BC) or the Maori Wars in New Zealand. The collection at the Heritage

Library is capable of providing information on a range of lesser known conflicts.

Infantry platoons visit the library as a group or individually. When a platoon of recruits visit, they are given a brief introduction to library services throughout Defence and many choose to join the DLS at this stage.

They are also free to browse the collection, research their particular battle, or ask the librarian questions for those hard-to-find conflicts. For frequently-asked battle information, prepared handouts can be provided, saving time for everyone.

The library at the Singleton Military Area is open five days per week, and is available to all personnel on base.

The author, Nick Muir, is a librarian at Singleton

Military Area.

LefT: Private Rhys Woodhouse (left) and Private Andrew Kendall research some weapons from Jane’s Infantry Weapons.

Defence People Solutions (DPS) is one part of Defence Support Group that supports personnel to deal with workplace issues, before they escalate, by providing targeted information, advice, education and training.

Professionalising the workforce

DPS is working to increase staff awareness of

conduct and performance issues, the management

of ill and injured APS employees, and the

management of workplace hazards and risks.

WorkshopsThe Directorate of Conduct and Performance offers

awareness workshops on request.

The Directorate recently held a group supervisor

seminar on managing conduct, attendance and

performance, which drew on real life scenarios

presented by front-line case workers.

It covered what is expected of supervisors, how

best to manage difficult conduct and performance

issues, who to contact, and what tools are

available.

administrative law trainingOn a daily basis, DPS staff also deal with complex

people cases with legal implications. This requires

DPS staff to have a sound understanding of the

principles of decision-making and the legislation

that makes up the Australian Government’s

administrative law package.

In May, DPS contracted the Australian Government

Solicitor to provide its staff with a two-day training

course in administrative law. The course was

specifically tailored to suit DPS business and used

DPS examples.

In a future edition of Defence Magazine, DPS will

bring you updates about training initiatives that

are being developed in conjunction with People

Strategies and Policy Group for managers, as well

as first and second level supervisors.

DEFENCE SuPPOrT GrOuP

The Military Law Centre and the Army Learning Production Centre have developed online training packages to refresh the knowledge of personnel performing various roles and duties in the discipline system at unit level. These packages will enhance the training available

to Australian Defence Force (ADF) personnel,

through the use of plain language in a flexible

learning environment, and with minimal resource

overheads.

In an exciting development for military justice

training, a suite of computer-based learning

packages for unit level discipline appointments is

about to go live on CAMPUS. These packages are

intended to refresh the training already provided to

ADF personnel in Military Justice.

The unit level discipline appointments online

suite is a series of eight modules covering the

appointments of summary authority, prosecuting

officer, defending officer, clerk, recorder, unit-level

investigator, discipline officer, and relevant officer.

These online packages were developed as a

response to a call for more accessible and focussed

training. As a key provider of military justice

training, the Military Law Centre has consistently

received feedback from students that they would

like access to comprehensive discipline training

packages earlier in their career.

Many students participating in pre-command

training wanted to ensure that members of their

commands have accessible and focussed training

to feel comfortable participating in the unit level

discipline system, rather than being intimidated

and tentative.

The training packages are directed at unit level,

and provide practical tips, video demonstrations,

example documents, and useful resources, many of

which are not found in formal policy or procedure

manuals.

There are quizzes throughout the packages to

enable users to reinforce and confirm their learning

of the subject matter. Each package concludes

with a multiple choice assessment which must be

completed to gain the PMKeyS proficiency for the

package.

Importantly, the suite is designed for open

navigation with users being able to freely navigate

through all screens of the package at any time,

and users don’t need to access all screens before

taking the assessment. This provides a flexible

approach which facilitates usefulness for a broad

range of purposes.

As a flexible product, the training suite can

be used for refresher training, as a source of

resources and practical tips, as a means to

maintain currency of knowledge, or as a pre-

course knowledge component of discipline law

training which would then be consolidated and

applied in a face-to-face learning environment.

41www.defence.gov.au/defencemagazined e f e n c e m a g a z i n e ›

42 www.defence.gov.au/defencemagazine

JOINT HEAlTH COMMAND

It’s been called liquid gold and a pint of yours could save the lives of three of your mates.Defence’s second blood drive challenge began on September 1 to encourage ADF members and their families across Australia to raise much-needed blood-stock levels and get involved in friendly tri-service rivalry for good measure.

Strategic Logistic Branch staff officer and blood-drive organiser Gary Schulz said the Red Cross would be present at most Defence establishments between September and November taking blood.

This year’s challenge would be focused on boosting last year’s final tally of 1265 donations.

“Defence relies on blood as part of its core business so this blood not only assists the

Australian population but it also assists our service personnel overseas,” Mr Schulz said.

Strongly supported by Joint Health Commander Major General Paul Alexander, the blood drive challenge will run until November 30.

Seeing RED over liquid GOLD

Every whole blood donation given can potentially go on to help save three lives. In effect, Defence people potentially saved more then 3000 lives in the Canberra region during the 2009-10 financial year, with 1096 Defence donations registered in that period.

› Last year the ACT collected more than 31,000 donations, including whole blood, plasma and platelets

› This year the target is 38,000 donations

› This equates to 18 per cent of the NSW/ACT collection target

› The ACT needs and provides more than 700 donations per week to help provide the 26,800 donations needed by Australians every week.

› The plasma collected goes on to make 17 different products including medicines for oncology patients and immunisations for children.

› The platelets collected help a range of patients whom, for whatever reason, cannot produce their own or have a severe haemorrhaging.

› All blood and blood by-products are used within the local ACT area and sent to NSW when needed. aBOVe: Filling out blood donation forms at the Red Cross Mobile Blood Bank at Russell Offices are, from left: Commander

Joint Health Major General Paul Alexander, Able Seaman Elisabeth Hudson, Signaller Sean Bourchier, Able Seaman Tiffany Hill and Leading Aircraftwoman Melissa McRae. Photo: Leading Aircraftman Aaron Curran

By Leonie Gall

Air Force will be keen to defend last year’s inaugural challenge win of 477 donations.

Mr Schulz said Australian blood was some of the best in the world and it was a healthy sign to give blood regularly.

“I first started giving blood at 18 to get the free milkshake and party pies as a bit of a novelty, but then I started doing it as part of a group and it became a bit of a bonding thing,” he said.

“Giving blood is a feel good experience – it’s knowing that you’ve done ‘the right thing’ and doesn’t really hurt.”

Australian hospitals require more than 300,000 blood donations every three months to service the needs of patients but only about three per cent of Australians give blood regularly.

To make your donation count, register on online (www.donateblood.com.au/get-involved/club-red-group-donations/join-club-red-group) and nominate the Service your donations will count towards (Royal Australian Navy, Australian Army, Royal Australian Air Force, Defence Public Service).

43www.defence.gov.au/defencemagazined e f e n c e m a g a z i n e ›

THE lAST WOrD

Brigadier Peter Gates is the Director General of the Defence Education, Training and Development (DETD) Branch, which has recently undergone some changes and has been renewed within the People Strategies and Policy Group.

Developing a Career in Defence

Defence Magazine also took this opportunity to speak with BRIG Gates, who has elaborated on the role of his branch and how it is playing its part in

the ongoing reforms in the organisation.

can you tell us about this development of the Defence education, Training and Development Branch?

DETD Branch was established in 1997, with the formation of the Joint Education and Training (JET) organisation.

JET was a new two-star organisation established, under the Defence Reform Program, to implement the recommendations of the Defence Efficiency Review of 2006-07.

The original role of JET was to develop and implement joint and integrated policy on APS and ADF training and education, to rationalise officer education and common technical training, and to provide training for Defence public servants.

Between 1997 and 2006, JET evolved to become Defence Education Training and Development Branch (DETD), a one-star branch of Personnel Executive.

In 2006, DETD Branch was moved into Defence Support Group, with only the Policy element remaining in PSP Group.

By 2010, a new generation of strategic reform again demanded a genuinely integrated central Defence education and training policy and support organisation. To meet this need, the DETD Branch, with policy, implementation and service delivery elements, and additional roles of leadership development and senior officer career management, was re-formed in People Strategies

and Policy Group in June-July of 2010.

What are the main responsibilities of DeTD Branch?

DETD Branch is now responsible for providing

whole-of-Defence policy and services that enable the education and training system to meet Defence workforce capability requirements.

The main way we do this is by coordinating the program of activities to deliver Defence education and training Strategic Reform Program reforms.

We also provide whole-of-Defence education and training policies, strategies and initiatives that enable Defence to attract and retain the right people and to develop the workforce skills it

requires.

What are some of the specific services Defence people can access?

There’s a wide range of education and training services. These include the design, development, national delivery, assessment, and evaluation of non-military training; CAMPUS e-learning; ADF and APS education assistance schemes; and independent financial advice to ADF members.

We also support the Chief of the Defence Force and Secretary in career-managing Senior Executive Service members and star-ranked officers.

Current projects and efforts to shape the future of Defence education and training include:

› delivering a career and talent management system for Defence APS,

› delivering the future defence learning environment,

› delivering a phased rationalisation of Defence education and training providers at the Australian Defence College,

› pursuing innovation and exploiting technology, and

› improving evaluation processes.

The Branch will work with colleagues in the Groups, Services and Defence Materiel Organisation (DMO) to shape tomorrow’s Defence

education and training system, while continuing to deliver services to meet today’s Defence needs

You also recently launched a pilot program aimed at supervisors. Tell us how this will work?

The New Supervisors’ Program is targeted at newly-appointed supervisors engaged within the past three months, including ADF members who are working in integrated environments, supervising APS employees.

The pilot program recognises that supervisors have a critical role to play in Defence as they significantly influence behaviour, performance and commitment to the organisation of the staff they supervise.

We intend to deliver the program through a blended learning mode, consisting of face-to-face delivery, scenario based on-line learning, and on-the-job application. The pilot program’s face-to-face elements will be conducted four times during the next few months, twice in Canberra and twice in regional locations. The e-learning modules are

expected to be piloted in early 2011.

Who are your main stakeholders?

All Groups, the DMO and Services are clients and stakeholders in the work of DETD Branch.

The collaborative relationship between the Branch, its clients and stakeholders is central to its ability to deliver cost-effective education and training services for today and to successfully coordinate the strategic reforms that Defence must deliver for tomorrow.

The newly reformed DETD Branch will strive to understand thoroughly the needs and perspectives of its stakeholders, communicate with them extensively, and work collaboratively in delivering results.

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Year in review