career transition assistance scheme review · the career transition assistance scheme has been...

August 2018

Career Transition Assistance Scheme Review

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ContentsPage Page

Executive Summary 3-7 - Assessment of current state against Design Principles 20-24

- Objectives of review 4 SECTION FOUR: Findings and recommendations 25-30

- Method of review 4 SECTION FIVE: The future of transition support 31-41

- Findings and recommendations 5 - Model for the future of transition support 32-35

- From current to future model 6 - Risk assessment 36

- Model for future support 7 - Assessment of future model against Design Principles 37-41

SECTION ONE: Background 8-10 Attachment 1: Needs-based pathway model 42

- Government context 9 Attachment 2: Future of transition support sample service catalogue 43-70

- Risk factors 10 Attachment 3: Post transition outcomes 71

SECTION TWO: Design Principles 11-15 Attachment 4: International program comparison 72

SECTION THREE: The Current Scheme 16-24 Attachment 5: Australian Government support programs 73

- Current policy 17 Attachment 6: Literature Review 74-78

- CTAS eligibility model 18-19

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Executive Summary

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The Career Transition Assistance Scheme ReviewThe Career Transition Assistance Scheme (CTAS), was established to assist ADF members in achieving suitable civilian employment on their transition from ADF service. CTAS provides a range of career assistance related support under the Pay and Conditions Manual (PACMAN), with access to increasing support based on length of service.

In 2016 as part of the Prime Minister’s Veterans’ Employment Initiative, the Transition Transformation Program was established to reform the support provided to ADF members and their families on transition from military to civilian life. Transforming transition support aligns to government recommendations to focus on mitigating known risk factors that Australia’s contemporary veterans face post transition. The CTAS Review has focused on addressing the deficiencies in CTAS in meeting the requirements of ADF members and their families, and mitigating post transition risk factors.

This report details the findings of the review and the recommendations for a new model for transition support that replaces CTAS and considers the needs of the contemporary veteran and their family, while taking into consideration the Whole of Government agenda to provide ADF members and their families with higher quality support and services for improved transition outcomes.

Objectives of reviewProvision of support and services to members transitioning from the ADF to enable the member and their family to achieve their transition goals including employment, financial, wellbeing, identity, family and education/training outcomes. This objective will be achieved through aligning the design of transition support services:- from entitlements based to needs based- from complicated to streamlined- from an employment focus to a whole-of-transition focus

Method of reviewThe Career Transition Assistance Scheme has been reviewed through:- Literature review of studies, inquiries, research and transition data- Development of design principles for analysis of current scheme and design of future support model- Review of current scheme against design principles - Interviews and analysis of transitioning and transitioned member and families experience- Facilitated ideation and design process with a broad range of stakeholders including current and transitioned members, government and industry - Test and iteration of ideas with transitioning members- Collaboration workshop with stakeholders and members to design the building blocks of the future model based on inputs from previous stages- Detailed design of model including an interim implementation stage and assessment against design principles

Executive Summary

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• The journey starts from entry and so should support.

• Transition is inevitable – it needs to be recognised as a core part of all service.

• Therefore transition planning should begin early and be revisited often throughout a member’s career to maximise retention through understanding of the skills and benefits attained during service and the support available at transition.

• Command led culture change will be critical to support ‘at risk’ members.

Transition is inevitable

Findings and Recommendations

Not every transition is the same

• Support should take into account the differing needs of members and adapt the scheme to meet individual and family needs.

• Length of service in and of itself is not a reliable indicator of the ability of members to attain employment once they leave the ADF.

Transition is more than finding a job

• The scope for support and services should be expanded, moving away from an employment-focus to a whole-of-transition focus.

Families are impacted by transition

• A successful transition outcome often involves the well-being of the entire family, not just the individual member.

Effectiveness should be measured

• Effectiveness of support should be measured across the transition journey and include both the member and family experience, financial, governance and outcomes achieved.

Most members aren’t supported

• The largest number of transitioning members, and most members with established risk factors, such as 18-24 year olds, recruits and administrative transitions, currently fall into the lowest eligibility level.

• Low take up rate of support across all CTAS levels during transition, including those with access to higher levels of support1:

• ~6.5% accessed Career Transition Training• ~5% accessed Career Transition Management

Coaching• ~3.5% accessed Approved Absences•

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Executive Summary

The current level-based support model:- Results in the majority of transitioning members,

including many in identified ‘at risk’ groups such as 18-24 year olds, receiving the lowest level of support

- Is focussed on employment support - Is an accrual model (except for certain modes of

transition)- Has low take up rates

An interim stage will commence immediately:- Removing levels for access to financial counselling- Increasing access to Job Search Preparation

workshops to all ADF members and their partners, during ADF service and for 12 months post transition

- Opening access to approved absence for all transition related activities

- Including targeted support for families through the expansion of the existing PEAP (Partner Employment Assistance Program)

The future transition support model will:- Provide transition preparedness for members and

families throughout ADF service- Provide needs based support to members and

families once transition is identified- Provide a catalogue of services to support job

seeking, education and training, resilience and well-being, meaningful engagement, family and transition preparedness

- Focus on achieving transition outcomes for members and families, through the coaching model

From current model

To future model

Via an interim stage

From current to future model

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Executive Summary

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New support

Transition Readiness & Planning Transition Specific SupportFocus on developing core skills and knowledge throughout ADF career to allow long term transition planning. Focus on individually tailored support for member and family specific to post transition goals.

Transition dateJoin ADF Transition Identified 12 Months Post Transition

Transition Preparedness

Job Seeking

Training & Education

Meaningful Engagement

Family

Resilience & Wellbeing

Key Existing support Enhanced support

ADF Transition Online

Longitudinal Transition Education Program

Transition Planning SessionIndividual and/or family session with Transition Coach to establish transition needs and develop transition plan aligned with goals.

Transition Coaching SessionMember and partner can access multiple transition coaching sessions depending on needs.

Post-transition follow up

Post-transition survey

Member contacted by Transition Coach ~30 days after transition date to check in and identify if further support is needed.

Vocational, Industry & Tertiary Training

- Industry Work Experience

Complex Career CoachingRecognition/translation of ADF skills and experience to

industry termsEnhanced veteran

specific Job Active portal

Connecting forward-

Volunteering

Resiliency Training Expansion of access to existing Defence

support programs post transition

Online network of ADF families

Family Resilience Program

Mental health first aid training for members

and their family

Approved Absences

Job Search Preparation Workshop

Expansion of Defence School

Mentor program

- Job Placement

Transition Centre Drop In Service

- Industry Mentor Connection

Career Coaching

PEAP transition skills

ADF financial literacy

Ongoing support needs identified and handover finalised

Member with ongoing support needs connected with appropriate

whole of Government support including DVA, CSC and Department of

Jobs and Small Business

The services available under the future support model

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SECTION ONE: Background

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Government context

A Contemporary SchemeThe CTAS review is the

starting point for a redesigned scheme.

The redesigned scheme will consider the needs of the contemporary veteran and their family

The review included information from the Transition Taskforce, the recommendations of the Senate Inquiry into Veteran Suicide and the launch of the Prime Minister’s Veterans’ Employment Program.

The redesigned scheme will align with the Government commitment to provide transitioning members with higher quality support and services.

The CTAS review forms part of a broader Government and public agenda to improve outcomes for veterans and to bring support for transitioning ADF members and their families in line with contemporary expectations. The review took into consideration the consultation and recommendations from the following pieces of work.

The Coalition’s Policy to Support Veterans and their Families (2016)This commitment from the Coalition to ensuring that current and future veterans and their families have the support that they need included a section on promoting jobs for veterans. This commitment was the catalyst for the CTAS Review.

The Prime Minister’s Veterans’ Employment Program (established 2016)Through the establishment of the Prime Minister’s Veterans’ Employment Program, the Prime Minister has made clear his commitment to improving support for transitioned and former ADF members. The program recognises CTAS as an important resource to members during their transition.

The Senate Foreign Affairs, Defence and Trade References Committee inquiry into suicide by veterans and ex-service personnel (2017) The Senate Committee made 24 recommendations in its report, asking that the Government undertake a number of reviews and policy changes to address mental health and suicide prevention of veterans and defence personnel. Recommendations included targeted support for ‘at-risk’ cohorts in the ADF and veteran community and an enhancement of digital communication, including engagement through social media. It was noted that gaining meaningful employment is one of the most important components of success for veterans in their post-service life. The report made the following recommendation regarding CTAS:Recommendation 17: The committee recommends that the Career Transition Assistance Scheme include an option for veterans to undertake a period of work experience with an outside employer.

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1 Australian Institute of Health and Welfare Report: Incidence of suicide among serving and ex-serving Australian Defence Force personnel 2001-2015: in brief summary report (2017) 2 ADF Transition Data Pack July 20183 Post Transition Survey 18 July 20184 Maclean M, Van Til L, Thompson J, Sweet j, Poirier, Sudom K and Pedlar D (2014), ‘Post military Adjustment to Civilian Life: potential Risks and Protective Factors’, Physical Therapy , 94(8), pp1186- 1195. 5 Vigoda-Gadot E, Baruch y and Grimland S (2010), ‘Career transitions: An Empirical Examination of Second Career of Military Retirees’, Public Personnel Management, 39(4),pp 379-404 6 Rose S, Vanden, Kerkhof E and Schaub M (2018), ‘Determinants of successful transition literature review’, Journal of Military, Veteran and Family Health, 4(1), pp. 90-99. 7 Morin R (2011) ,’The Difficult Transition from Military to civilian Life’, pewsocialtrends.org

RISK FACTOR OUTCOMES

18-24 years old

• 30 days after transition, 11% of transitioned members are looking for work, compared to 6.5% amongst the rest of the transitioning population2

• Members transitioning in this age bracket are likely to overlap with other risk factors, including less than one year of service, lower rank4, lower education4 recruits/trainees and administrative transitions

• ‘Ex-serving men’ are 2 x more likely to die by suicide compared to Australian men of the same age1

Less than one year of service• 2.4 x more likely to die by suicide than those serving 10+ years1• 30 days after transition, 15% are looking for work, compared to 6.5% amongst the rest of the transitioning population2• Lower ranked Members find transition more difficult5

Medical transition• 1.9 x more likely to die by suicide as those who transition voluntarily1• 3.6 x more likely to die by suicide than Australian men of the same age1• Four months after transition, 15% are looking for work, as compared to 12% of the general transitioning population3• Poor physical or mental health6, suffering a severe injury 7 or Medical transition is associated with difficult transition4

Administrative transition • Four months after transition, 29% are looking for work as compared to 12% amongst the rest of the transitioning population3

Psychosocial factors • Members who are single or divorced have poorer transition outcomes6• Insufficient preparation for transition is predictive of a harder transition experience6• Members who experienced a traumatic event, served in combat or knew someone who was killed or injured have harder transitions7

Risk factorsTransition from the ADF to civilian life can be a challenging time for some members and, while each experience will be unique, common risk factors are identifiable among certain groups that make them more vulnerable to unemployment, mental health challenges and suicide. Members that present with these risk factors often require high levels of support, and support that is tailored to the individual. Under the current scheme, the majority of members with these risk factors are eligible for only low levels of support.

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SECTION TWO: Design Principles

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On the basis of collaborative discussion with DCO Executive and review of the Transition environment, the following principles were developed to guide the review of CTAS and design of the new model for transition support. These principles assisted the design process by serving as a benchmark for assessment of the current state, and to ensure that important features are appropriately represented in the new model.

Design Principles

1 Member & Family focused - The wellbeing of the member and their family is at the core of the support provided by Defence

2 Support is provided on a needs basis and within agreed financial parameters

3 The effectiveness of the support to members is measureable and uses evidence to support continuous improvement

4Member’s transition from the ADF is supported, with a particular focus on: Sense of identity and purpose; support to family; job seeking ability; access to training and study opportunities and Financial literacy

5 Administration of transition support is streamlined, flexible and uses principle-based decision making12

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Design Principle 1: Member & Family focused - The wellbeing of the member and their family is at the core of the support provided by Defence

CRITICAL SUCCESS FACTORS KPIs WHAT DOES ‘GOOD’ LOOK LIKE?

• Supports members’ transition goals• Families are able to be involved in

transition• Members are actively engaged in their

transition• Members have a consistent point of

contact• Is accessible throughout their transition

journey• Is simple and easy to understand• Members are empowered and in control of

their transition

• Post transition survey data• 30 day follow up calls from ADF Transition

• Members see value in the support they can access

• Members are supported to maintain and grow their identity

• Transition information is made available to the member at regular touch points throughout the members’ career – before, during and after transition

• Members have a positive relationship with ADF Transition and are confident in accessing and using resources available to them

Design Principle 2: Support is provided on a needs basis and within agreed financial parameters.


• Expenditure is transparent and able to be evaluated

• Design is viable (meets any financial requirements or constraints)

• Expenditure supports member goals

• Support is managed within budget • Support provided makes a positive difference to a member’s transition

• Support provided represents value for money for the Commonwealth

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Design Principle 3: Evaluation - The effectiveness of the support to members is measureable and uses evidence to support continuous improvement


• Measurable against qualitative factors• Measurable against quantitative factors• Evaluation outcomes can be used for

continuous improvement • Evidence-based• Baseline and performance indicators are

defined and transparent

• Post transition survey responses• 30 day follow up calls from ADF Transition

• Evaluation data is rich and accurate• Issues can be detected• Data can be measured in the short,

medium & long term• Can track progress and performance• Collected data is used to continually

improve support

Design Principle 4: Policy Intent - Member’s transition from the ADF is supported, with a particular focus on: Sense of identity and purpose; support to family; job seeking ability; access to training and study opportunities; financial literacy


• Supports member and family to progress towards their transition goals

• Aligned with whole of Government policy• Services are aligned with contemporary

community expectations• New policy supports intent

• Policy is clear, transparent and easy to implement

• Policy is appropriately funded• Policy is in line with objectives of

government, ADF Transition, members and their families

• Senior ADF stakeholders will be champions of ADF Transition support

• There are no significant policy, organisational, technological or cultural barriers to achieving the agreed design –and where they exist, they are identified and addressed

• Post transition members are empowered to be competitive in the employment market 14

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Design Principle 5: Administration - Administration of transition support is streamlined, flexible and uses principle-based decision making.


• Principle-based decision making is applied• Is flexible and simple to best support all

members’ needs• Application is not impeded by technical,

physical and administrative burdens for members or their units

• Scheme is easily accessible and available to all transitioning members

• Easy to communicate

• Support take up rate • Diminishing level of ‘unsuccessful’

applications for support• Reduction in administration load on

member, unit and ADF Transition (a simplified process for the member and staff).

• Decisions support the goals of the member• Adaptable to future growth • Developed with customer service

requirements of members at core• Transition coaches are equipped to identify

all appropriate support for members• Communication process is clear and simple• Process is able to be administered quickly

and efficiently • There are no significant barriers for

members accessing support

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SECTION THREE: The Current Scheme

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Current policy (Career Transition Assistance Scheme as at August 2018)The Career Transition Assistance Scheme (CTAS) is an entitlement based program under the Defence Pay and Conditions Manual (PACMAN). Its objectives are set out in PACMAN 2.2.5: • To support the career transition of members from ADF service to suitable civilian employment, with the minimum involuntary break in

continuity of employment.• To enhance the ability of members to competitively market themselves for suitable civilian employment.• To enhance and make the best use of members' existing skills gained from ADF service.While these objectives are at face value consistent with achieving successful transition outcomes, the detail of the policy and the nature of the entitlement being accrued based on the length of a member’s service, limits the ability of Defence to be able to achieve its own objectives as set out in PACMAN for the majority of transitioning members.

The CTAS current PACMAN objectives are limited to:• A narrow focus on employment outcomes of the member, and do not allow CTAS to be applied to other aspects of transition or to family

members• A short term focus on immediate employment, preventing access to further training or support once employment of any kind is attained

regardless of suitability or stability• Not aligned to government intent to broaden support to ADF members and family to achieving successful transitions.

The CTAS policy in PACMAN requires immediate updating to ensure it is meeting contemporary expectations and consistent with application of the policy. In particular, there are certain exclusions in the current policy that prevent those that are most at risk of adverse transition outcomes from receiving support – PACMAN 2.2.12:A member is not eligible for assistance under the scheme in these situations.a. If a member’s service is terminated for disciplinary or adverse administrative reasonsb. If the termination was because of a medical condition (that in the opinion of the CDF) arose from any of these causes:i. Intentional self-harmii. Due to serious or wilful misconduct, alcohol or drugsiii. Unreasonable exposure to an abnormal risk of injuryiv. A pre-existing medical condition that was known but not disclosed, on enlistment

A critical enabler to the new model for transition support will be updating PACMAN to reflect determining support based on member and family needs. 17

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Level 1

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12% of members9% of members

56% of members

23% of members

Level 212 - 18 years’ service

Level 1

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Member & Family focused - The wellbeing of the member and their family is at the core of the support provided by Defence

Policy

Member

Family

• CTAS is an entitlements based scheme that provides access to services and funding based on length of service and does not consider individual need

• There are no requirements in the policy to consider the well-being of the member or their family in the decision making process to access CTAS services

• The current policy is focused solely on the provision of services that are directly relevant to the member transitioning to the civilian workforce

• The CTAS scheme does not currently consider the well-being of the member in decision making, operations and governance

• Up until recently employment outcomes were not captured to measure the services effectiveness

• Up until recently, there was no consultation with members on whether the scheme was fit-for-purpose

• Family members are currently not entitled to access services such as counselling, access to funding for up-skilling or coaching sessions. Feedback from members indicates that there may be times where the well-being of the family would be better if the spouse could access the scheme

• Feedback from consultations indicated that a successful transition is more than the well-being of the member and would often rely on the well-being of the entire family for a successful outcome

Assessment Criteria Analysis Future State Considerations

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Full alignment with design principle

Mostly aligned with design principle

There is some alignment with design principle

There is limited alignment with design

principle

There is no alignment with design principle

The wellbeing and needs of the member and their family should be central to the policy underpinning the scheme, decision making, program administration and governance of the scheme

The eligibility criteria for CTAS assistance should be substantially reformed to reflect a needs-based model based on assessment of individual member requirements consistent with government policy objectives

The future scheme should include continuous improvement mechanisms in the program design to assess whether it is meeting the needs and wellbeing of the family and member

Assessment of Current State against Design Principles 1/5

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Current Funding

Policies to limit expenditure

Needs basis

• Current funding is capped based on eligibility level. For example, the top tier can receive coaching and training, while others are only entitled to either coaching or funding

• Previously, there were examples of specific training that had been approved above the current CTAS financial cap for training. The example cited was obtaining a commercial pilots licence at a substantial cost. However, the practice of approving funding above the cap has stopped due to an internal policy decision

• The barriers (based on length of service) in the current Scheme has meant that there has been a predictable expenditure and the allocated budget for the Scheme has been able to meet the demand

• The current CTAS Scheme, based on eligibility by length of service, is failing to support those members most in need of support. This model does not enable Defence to take into account the differing needs of members and adapt the scheme to meet individual needs

• Members with less than 12 years’ service are more at-risk of not successfully transitioning to employment because of their age and skill levels


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Support is provided on a needs basis and within agreed financial parameters.

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principle

Removing the current eligibility levels is likely to result in a large increase in people accessing the Scheme

A clear decision needs to be made as to the policy parametres that govern the Scheme. For example, a financial cap may need to be imposed and/or consideration given to the provision of additional funds (beyond the cap) based on the individual members risk and need

Consideration should also be given as to whether Senior members that receive additional funding for separation should also be able to access the CTAS Scheme


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Continuous improvement

Measuring effectiveness

• The nature of an entitlements based scheme means that there has not been a requirement to continually improve the Scheme and incorporate feedback from members and their family to ensure it remains contemporary. However, it should be noted that there have been updates to policies and procedures made by the people administering the Scheme to try and improve the outcomes, such as opening up access to Jobsearch Preparation workshops to all transitioning members

• Up until recently, there was no data collected to measure whether CTAS was successful in supporting separating members to find civilian employment or whether the Scheme was effectively contributing to their overall transition. It should be noted that this has recently changed, with follow up measurement now occurring as part of the administration of the Scheme regarding the attaining of employment

• Employment outcomes and a successful transition require a longer term approach to evaluating success. While a member may appear to have successfully transitioned by obtaining immediate employment after transition this does not necessarily always result in a successful transition and positive well-being for the member and their family. A longer term measurement approach is required to better determine well-being outcomes


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The effectiveness of the support to members is measureable and uses evidence to support continuous improvement

A consistent approach to data collection and analysis will be required to measure and make predictions on future up-take and user-requirements

Consideration should be given to the development of longer term evaluation to measure the success of the Scheme specifically looking at well-being indicators for the member and their family

A mechanism to ensure continuous improvement built into the program design so that there is on-going improvements to effectiveness and efficiency of the Scheme

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principle


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Employment

Training/Study

Identity

• The limited access to CTAS for at-risk members and absence of a risk-based approach means that there are limited opportunities for access to programs for support in skills transfer and career planning to successfully alleviate the risks of long-term unemployment and well-being for the member and their family

• Under the current Scheme, any training pursued should have a clear link to skills and experience gained n service. As evidenced in the ongoing Senate Inquiry into Veteran Suicide and Self-Harm, the impacts that ADF service and transition can have extend beyond the struggle of skills-transfer to civilian job markets. For some individuals, successful transition may mean pursuing different career paths and opportunities beyond their ADF employment and skill set, which the existing scheme does not currently support

• CTAS is based on length of service and is failing to support those members most in need of support. The Scheme does not cater for, or adapt to, the differing needs of members, including issues around self-perception when transitioning from the ADF. Feedback from consultations indicated that perception of identity is directly related to the member’s long-term well-being and is critical to a successful transition


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Member’s transition from the ADF is supported, with a particular focus on: Sense of identity and purpose; Support to family; job seeking ability; access to training and study opportunities; financial literacy

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principle

Employment is important for the successful transition of many members. However, identity and well-being are also critically important. Civilian employment may be appropriate for some members; however, obtaining employment does not guarantee a successful transition or longer-term well-being

Coaching should focus on the individual circumstances of the transitioning member. This includes consideration in the initial coaching session of: intended geographic location, skill shortages, existing skills and training, career aspirations and the identification of barriers or vulnerabilities that may diminish their chance of attaining civilian employment post-departure


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Red-tape

Administration

Principles-based

• Feedback from consultations indicates that members find the paperwork associated with accessing the Scheme burdensome and a barrier to deciding whether or not to seek support through CTAS

• The administration of the Scheme has adapted to some degree to enable members more flexibility in accessing the Scheme. For example, the initial decision makers no longer require a connection between access to training and the members skills acquired during their service career. It should be noted that administrative decisions that currently deny access to the Scheme (with exception to length of service) are generally over-turned by more senior decision makers

• The rules governing CTAS are currently prescriptive and based on entitlement. There is currently not a principles based approach – you either meet the criteria for access to the Scheme or you do not


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Administration of transition support is streamlined, flexible and uses principle-based decision making

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principle

Changes to the Scheme should align with the Government’s Deregulation Agenda to ensure that access to the future scheme is streamlined and accessible to all

Implementing a principles-based scheme will require support for the staff administering the scheme including: training, change management and continuous oversight during the implementation to ensure that the principle-based approach does not develop into internally developed rules and policies to guide decision making

Decision makers need to be empowered to work in a principle-based environment. This can be a difficult transition when there have previously been very clear rules for decision making


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SECTION FOUR: Findings and recommendations

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As a result of the review, it has been identified that there are key areas where CTAS does not meet its own, or contemporary, expectations of the support that should be provided during transition. The review findings evidence a compelling case to consider a new model for transition support that addresses the following issues:

Recommendation One: CTAS should be replaced with a needs-based model:Enhance support in the short term by opening eligibility of some current CTAS and other DCO support to a greater number of members and family as an interim measure.Introduce a new model for transition support that operates under a needs-based, rather than entitlement-based system to support members and their families based on their individual needs and transition outcomes.Update policy to support future model and remove existing barriers to at risk groups.

Observations - Barriers and limitations in the scheme result in most members not being supported by CTAS:The largest number of transitioning members, and most members with established risk factors, such as 18-24 year olds, recruits and administrative transitions, currently fall into the lowest eligibility level. Low take up rate of support across all CTAS levels during transition, including those with access to higher levels of support1:~6.5% accessed Career Transition Training~5% accessed Career Transition Management Coaching~3.5% accessed Approved Absences

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Recommendation Two: Make Transition support available early and often:Provide a range of transition support options that can be accessed throughout a member’s career. Drive cultural change through within ADF (through command as a key enabler) to normalise long term transition planning and preparation.

Observations - Support cannot be tailored to individual needs in the current scheme:• Length of service / mode of transition model does not allow support to be flexed to individual and family needs and goals.• Evidence shows that many transitioning members have broader needs than employment support.CTAS operates as an entitlement scheme, rewarding members with upwards-phased benefits based on their length of service. In its current format, members only begin to gain access to all the services available to assist with their transition after 12 years of service, with full financial entitlements available at 18 years or more of service (or by exception). It was identified that members with less than 12 years’ service are more at-risk of not successfully transitioning to employment because of their age and skill levels. This represents 56% of the ADF population who transition each year. This bears many limitations, as members transitioning administratively are not entitled to access the current scheme and only those members who transition through certain modes, including medical, can access the full scheme.

This model of benefit accrual is consistent with other ADF entitlement programs under the Pay and Conditions Manual, which are based on length of service. However, such a model is inconsistent with the intent of CTAS to support transitioning members into civilian employment if that assistance is to be focused on those who are most in need. The rules governing access to more intensive CTAS services, based on length of service, bear no relationship to whether or not such services are required. Length of service in and of itself is not a reliable indicator of the ability of members to attain employment once they leave the ADF. The existing rules prevent at-risk cohorts from accessing the more intensive assistance available at Levels Two and Three.

By limiting support in this manner, CTAS is not meeting its program objectives to support the career transition of members from Service to suitable civilian employment (Objective One). The limited access to CTAS, and absence of more tailored case-by-case planning, means that opportunities for skills transfer, sustainable career planning and alleviation of long-term risks for veterans cannot be effectively pursued. Changing the ‘rules’ around access to support, from an entitlement-based to a needs-based approach, will be a significant cultural challenge in parts of the ADF, which will require active support at all levels of command.

Finding - Transition is inevitable: The journey starts from entry and so should support. Transition is inevitable – it needs to be recognised as a core part of all service therefore transition planning should begin early and be revisited often throughout a member’s career to maximise retention through understanding of the skills and benefits attained during service and the support available at transition.Policy changes will be an important enabler, and command led culture change will be critical in ensuring every ADF member, and in particular ‘at risk’ members are supported to the fullest extent of their needs.


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Recommendation Three: Provide a holistic range of transition support:Transition support covers six key areas to support members and families fulfil needs and goals.

Transition Preparedness - Activities, programs or support that prepare transitioning members and their families for transition, and address the practical differences between military and civilian lives - with a focus on retention, awareness and preparation during a member’s ADF career. This will enhance understanding of the skills and expertise members are attaining as well as the ability to plan for career alternatives.Job Seeking - Activities, programs or support that assists in employment or work-like outcomes (such as volunteering, work experience).Resilience and wellbeing - Activities, programs or support that supports the resilience and wellbeing or transitioning members and their families. Family - Activities, programs or support focused on the families of transitioning members. Specific support for partners of ADF members.Education & Training - Activities, programs or support that enables up skilling of transitioning members or their families to support their transition goals, in particular but not exclusively employment outcomes.Meaningful engagement - Activities, programs or support that provide transitioning members and their families with the ability to be engaged and connected with people, activities or networks that are provide a sense of value and identity.

Observations - Narrow focus on employment support:• Support is currently focussed on job seeking and employment with some limited access to financial counselling for a small number of members. • Reduced support for members who have already secured employment regardless of if they are in the ‘right job now or job for right now’.• Gaining experience or skills in divergent employment opportunities is not currently permitted, limiting the ‘try before you buy’ opportunities for members.• Current scheme prioritises increasing skills in line with a member’s existing ADF role which disadvantages members with less transferable core skills.

Under the current Scheme, any training pursued should have a clear link to skills and experience gained during their ADF career. As evidenced in the 2017 Senate Inquiry into Veteran Suicide, the impacts that ADF service and transition have on members can extend beyond the struggle of skills-transfer to civilian job markets. For some individuals, successful transition may mean pursuing different careers paths and opportunities beyond their ADF employment and skill set, which the existing policy parameters of the scheme do not currently support.

Finding - Transition is more than finding a job: The scope for support and services should be expanded, moving away from an employment focus to a whole-of-transition focus. This aligns to government intent to support ADF members in successful transition and is consistent with the coaching model that has been implemented for all ADF members transitioning from Defence.


28

UNCLASSIFIED

Recommendation Four: Provide families with access to transition support:Members’ families will be able to access transition support for the same duration as the member. Where applicable, partners of members will be able to access the same transition support services available to members.

Working with transition coaches, the member and their partner / family member will be able to determine the most appropriate use of the services available to them for a successful transition for their family.

Observations - Families are not supported:• There is disparity between family support for postings and family support for transition.• Families report long running negative impacts on education, training and employment due to supporting a member’s ADF career1.

The current scheme does not provide any option for family members or partners to ‘use’ the member’s entitlement, regardless of the family circumstances. This inhibits the ability of the family unit to use CTAS to make the best decision for the family.

Finding - Families are impacted by transition: A successful transition outcome often involves the well-being of the entire family, not just the individual member.

Transition can have a significant impact on families as well as ADF members, including social and physical dislocation, change in financial circumstances, impact on children, as well as providing support to the member who may be experiencing difficulties with the transition.


1 ADF Families Survey, 2017 29

UNCLASSIFIED

Recommendation Five: Evaluation and continuous improvement is build into the model:•Create a flexible support model that is continuously assessed against delivery experiences and outcomes for members, family and value for money for the Commonwealth. •Design the model with a flexible evaluation framework and ensure all new support services and programs are design within this evaluation criteria.

Observations - Limited evaluation of effectiveness: •Evaluation of current scheme is limited to member experience at the time of support rather than long term outcomes to measure effectiveness. •Evaluation is not nationally consistent and requires significant time and effort to consolidate into national picture for each support type.•Current program evaluation measures do not provide clear evidence that the scheme is achieving its intended objectives

Finding - Effectiveness should be measured: Effectiveness of support should be measured across the transition journey and include both the member and family experience, financial, governance and outcomes achieved.


30

UNCLASSIFIED 31

SECTION FIVE: The future of transition support

UNCLASSIFIED

Model for the Future of Transition Support

Transition Date

Join ADF

Transition Readiness & Planning

Transition Identified

Transition Specific SupportFocus on developing core skills and knowledge throughout ADF career to enable long term

transition preparation.Focus on individually tailored support for member and family specific to post transition goals.

Intent to transition identified to ADF Transition by either member or ADF to enable early engagement to support transition preparation such as job seeking.

Member and partner can access ongoing transition coaching sessions and support at any time up to 12 months post transition.

1

Transition Planning SessionIndividual and/or family session with Transition Coach to establish transition needs and develop transition plan.

3 Transition Date

5 Post-Transition Survey

4

Post-Transition Follow upMember contacted by Transition Coach ~30 days after transition date to check in and identify if further support is needed.

6

Ongoing support needs identified

& handover

2

Transition Coaching SessionMember and partner can access multiple transition coaching sessions depending on needs.

Transition Readiness Phase

Prepares the ADF member and their family for transition while still retaining their key skills and attributes to deliver ADF capability. The services and information available during this phase help members better understand the skills they are attaining through their ADF career, how their existing skills would translate into future civilian careers and enable members to identify skill gaps and plans to address these. Awareness of transition support

from early career allows members to be more confident in their job search and also more confident remaining in their ADF career.

Support can be accessed any time during ADF service through to 12 months post transition. Online content can be accessed continuously and fee for service events can be attended at set frequency (eg. Job Search Preparation

Workshops can be attended every two years during ADF career).

Transition Specific Phase

This phase broadens the ‘trigger’ for transition support. Once the member or organisational intent to transition is identified, the needs of an individual and their family can be assessed and support delivered as early as

possible. Negative impacts of short notice transitions can be mitigated by this earlier engagement and post transition access to Transition Readiness phase support. Once intent is clear then members (and their families)

can access Transition Coaches to help plan their transition, identify any support needs and work with their coaches to identify the support and services that might best suit their or their partners transition goals.

This support is available for up to 12 months post transition, with the goal being self-sufficiency of the member and family. Transition Coaches may also refer to other support and services where appropriate.

Working with the member and family, ADF Transition Coach has delegation to approve needs based support up to a defined cap. Additional support available for higher needs cases through higher delegates.

Transition readiness information & opportunities through ADF

career

Members and family access a range of face to face and online information

resources to guide planning and communicate information about available support opportunities.

Create & maintain long term transition readiness goals

Members and family use transition information to build long term

transition goals and plans to work towards this.

Access to resources & events to build core knowledge & skills

Members and family access a broad range of services with flexible

delivery options. Events can be coordinated with bases and units to

align with service needs. Family support, such as Defence Families of Australia (DFA) partner employment

initiatives, are accessed flexibly.

Connect ADF members & family with external support

opportunities

External support opportunities for members and partners, such as

whole of Government employment initiatives, including partner employment (eg. DFA) are

communicated throughout Transition Readiness events and activities.

Provide additional needs based transition readiness events

Additional specific transition readiness events can be provided to

groups or locations with higher transition needs.

12 Months Post Transition

Transition Support Service Catalogue

This model is underpinned by a catalogue of services and support offerings that have been identified as key to positive transition outcomes. These areas are transition preparedness, job seeking, training and education, family support, resilience and wellbeing, and meaningful engagement.

V1.2

32

UNCLASSIFIED

Future state model

The model operates in two phases:

1. Transition Readiness and Planning:This phase focuses on preparing the ADF member to retain their key skills and attributes that they can deliver for the ADF whilst also preparing them and their family for a future outside the ADF (a Plan B). The services and information available during thisphase help members to better understand the skills they are attaining through their ADF career which we anticipate will assist in retention and career planning discussions as well as an understanding of how these skills would translate into future civilian careers. This phase also assists in further promoting family focused DCO programs around resiliency. Awareness of transition support from early career allows members to be more confident in their job search and also more confident remaining in their ADF career, with a more comprehensive understanding of the skills they are attaining and the benefits of their ADF service. Ongoing financial literacy training supports members and their families to make more informed choices about their current andfuture circumstances.

2. Transition Specific Support: This phase broadens the ‘trigger’ for transition support, so that once member or organisational intent to transition is identified, more targeted support can commence, rather than waiting for official transition dates to be set. This allows for needs based andindividual support to be delivered as early as possible, and ameliorate the negative impacts of short notice transitions. Once intent is clear then members (and their families) can access Transition coaches to commence transition coaching support. Thisallows members to plan their transition, identify any support needs and work with their coaches to identify the support and services that might best suit their or their partner’s transition goals. This support is available for up to 12 months post transition, with goal being self-sufficiency of the member and family, but where required, appropriate referral to other support and services.

33

UNCLASSIFIED

Future state model

Key features of the model

The transition support model provides access to support, information and needs based services to ADF members and their families. This model removes old entitlement based systems and replaces the Career Transition Assistance Scheme with a holistic approach to transitions that puts the member and their family at the centre and is designed to deliver support appropriate to individual need rather than providing generic packages based on demographic or other assumptions.The transition support model is designed to extend the existing transition coaching model that was a key initiative of the PrimeMinister’s Veterans’ Employment Program. Transition coaches are the primary point of contact with transitioning members and their families and remain so for up to 12 months post transition and are central to understanding the needs and transition goalsof members. The trusted relationship between the transitioning member and their coach allows them to identify the appropriatelevel of support for each transitioning member, rather than the current process which separates coaching from applications for support, which have historically been viewed as administrative and sometimes adversarial from the perspective of the member.

Member and family experience:

In phase one, members and families will have access to a range of self-service information, tools, self-education and programs that assist with transition preparedness. This phase has a focus on career planning and better understanding the skills and experience being attained during ADF careers and the value they bring. This phase also emphasises the resilience and wellbeing and financial planning programs available to both members and families. Members and families will experience increased accessto information, tools and programs that support their ability to be prepared for a future transition as well as building skills that will support them during their ADF career. This information will be available outside the Defence Protected Network to maximise accessibility and encourage family participation and interaction.

34

UNCLASSIFIED

Future state model

Governance:

The Transition Support model adopts a principle based decision making model and moves away from a rules based administrative approach. During phase two, Transition coaches will apply a needs based assessment framework to work with members and their families to identify the most appropriate package of support for them, from the services available across job seeking, education and training, resilience and wellbeing, family, meaningful engagement and transition preparedness. Coacheswill work within financial delegations to approve expenditure on support and services, eliminating current application processesand appeals for members. Where members are identified as requiring a level of support beyond the coach’s delegation, this canbe raised to a higher delegate to manage more complex needs. Coaches will work with members and families to identify likely transition pathways, which will provide an indication of the likely level of support and case management required for those members. These are further described at Attachment One.

In order to build core skills and competencies, in particular regard to job seeking and resilience and wellbeing (such as financial planning), access to services will be staged:• online information and interactive modules• face to face training courses (such as the Job Search Preparation workshop)• one on one tailored support (such as career coaching)

Access to second and third stages will be dependent on completing previous stages, in order to ensure members and partners are using more resource intensive services as efficiently as possible and for individual and specific needs, rather than to learn generic information that is available in the online modules. This process is likely to maximise use of the first and second stage services and ensure only those that have specific need for individual career or financial coaching receive this more resourceintensive service, therefore managing both cost and member experience. Continuous evaluation will be important in order to confirm this hypothesis.

35

UNCLASSIFIED

Risk assessment

36

RISK Description Mitigation

Lack of cultural adoption of change to model

• Command preventing engagement in model • Poor public perception

• Command led change (at all command levels)• Education and awareness• Communication of model

New transition support model does not meet intended objectives

• Model fails to support at risk cohorts• Model fails to support majority of clients as it is

skewed towards at risk cohort/ adds unnecessary complexity

• Continuous evaluation• Flexible model to enable continuous improvement against defined framework

and adaptation to client requirements• Data driven and evidenced based decision making to inform client needs.• Services developed from empirical evidence base

New transition support model is inconsistently delivered

• Leads to inconsistent client experience• Inconsistent delivery by transition coaches• Inconsistent delivery by external providers

• Training and education of coaches• Training and education of command• Quality assurance and principle based decision making framework • Systems developed to support decision oversight and data regularly

interrogated to drive improved outcomes

Model is not aligned to other support services

• Alignment to overall delivery system such as ADF Financial Consumer Centre, JHC, DVA, CSC, ESOs support etc

• Regular stakeholder engagement and information sharing• Engagement with ESOs• Handover points and processes well defined, particularly for complex cases• Case management responsibilities well defined

Enhanced transition support leads to increased attrition from Defence

• Support services make transition more likely• Transition support bring transition decisions

forward

• Services in phase one of model have dual focus of retention• Model acknowledges that transition is inevitable

Poor cost/ governance controls • Decision makers do not have requisite skills to support model

• Continuous budget evaluation• Budget approval delegations at appropriate levels and expertise in

organisation• Flexibility within model to increase or decrease spend based on individual/

family need and complexity

Implementation • Timelines not met• Staged implementation plan with regular assessment of progress• Regular stakeholder engagement

UNCLASSIFIED

Member & Family focused - The wellbeing of the member and their family is at the core of the support provided by Defence

Policy

Member

Family

• The wellbeing and needs of the member and their family will be central to the policy underpinning the scheme, decision making, program administration and governance of the scheme.

• The model puts the member and family at the centre of the support model. • New policy provides transition support from commencement of ADF career through to 12 months post transition, with transition information being available

at both regular touch points throughout career, and on a ‘self-serve’ basis during ADF career.• Policy opens up the services and support available to members and their families and changes the nature of the scheme from entitlements-based to needs-

based

• The model is designed to actively engage both members and their families in planning for transition throughout their ADF career.• Self-service support is available to members throughout their careers to increase awareness and active planning by members.• Once transition is identified, members have a single point of contact through their Transition Coach, and access to support and services that are relevant to

their specific needs and circumstances.• The model makes transition support and information simple and easy to understand and access.

• Families can access the same transition information as members online, throughout the member’s career.• Families have access to family specific services for up to 12 months post transition.• Members are encouraged to bring a partner or family member to Transition Coaching sessions.• Where applicable, members can allocate specific transition support services to their partner or dependent instead of themselves to get the best transition

outcomes for their family.

Assessment Criteria Analysis

Ove

rall

Asse

ssm

ent

1 3 4





principle


2 5

Assessment of Future Model against Design Principles 1/5

37

UNCLASSIFIED

Current Funding

Policies to limit expenditure

Needs basis

• Funding of the current entitlement in PACMAN is budgeted to increase over the Forward Estimates, acknowledging the current limitations in the tiered model – with funding increases targeted towards providing additional high value support to groups not being adequately supported by the current model.

• The barriers (based on length of service) in the current scheme, as well as administrative and cultural barriers reducing numbers of applications, has meant that the current funding allocation is not being spent, while members with a high level of need are being prevented from accessing support through the scheme.

• The framework of the proposed model can be implemented within the current funding model, with additional funding required to implement the full model (noting the anticipated increase in take up rates).

• The model will include policies to limit financial expenditure to provide cost effective, self-service support to serving members, with limitations on more individualised support.

• There will be pre-requisites for some specific individualised services to ensure participants have availed themselves of online and more generic support options first, and limitations on fee-for-service activities.

• Financial delegations will be in place as part of the needs assessment framework to manage expenditure.

• Transition coaches will assess needs with members and their families and tailor services and support to individuals, rather than work to provide the maximum services to a cap. Members and their families will therefore not be motivated by maximising to a spending cap, rather by having their transition needs met.

• Coaches will work within a financial delegation, and be able to refer to a higher delegate for clients with a high level of need.


Ove

rall

Asse

ssm

ent

Support is provided on a needs basis and within agreed financial parameters.

1 2 5






principle

3 4


38

UNCLASSIFIED

Continuous improvement

Measuring effectiveness

• The model has the flexibility to adapt to change and continuous improvement.• Elements within the model will be implemented gradually, allowing for them to adapt and improve as required.• Transition coaches will have the flexibility to adapt the support and services provided to members and their families as they learn over time.• The continuous improvement measures within the existing ADF Transition coaching model will be integral to the model.

• Existing measures are already in place to capture qualitative and quantitative data – these can be used to assess the effectiveness of the model. Existing measures include:

• Transition intent data captured by Transition Coaches• ADF Transition Coach 30 day follow up call• ADF Transitions survey (longitudinal survey taken at four, seven and 13 months post transition)• PMKeyS data• Transition Seminar feedback from attendees• Current CTAS provider evaluation measures (to be adapted)


Ove

rall

Asse

ssm

ent

The effectiveness of the support to members is measureable and uses evidence to support continuous improvement

1 3 5






principle

2 4


39

UNCLASSIFIED

Employment

Training/Study

Identity

• The model combines self-service support and tailored, individualised coaching to help ADF members and partners prepare for their future careers.• The model provides access to leave, industry experience and specific support that is based on the needs and transition goals of individuals.• Whole of government outcomes are achieved through maximising employment readiness and industry understanding, thereby limiting likelihood of

unemployment or underemployment for ADF members of their partners.

• The model provides transition specific ‘readiness’ training throughout an ADF member’s career, with access also available to families.• Transition coaches assess member and partner needs to identify training/ study that align to transition goals and are most likely to lead to employment/

meaningful engagement/ sense of identity and purpose.• Training and study can be supported within financial delegations.

• CTAS is based on length of service and is failing to support those members most in need of support. The Scheme does not cater for the differing needs of members and adapt the scheme to meet individual needs, which includes adapting to issues concerning their perceptions of themselves when they separate from the ADF. Feedback from consultations indicated that perceptions of identity is directly related to the member’s long-term well-being and is critical to a successful transition.


Ove

rall

Asse

ssm

ent

Member’s transition from the ADF is supported, with a particular focus on: Sense of identity and purpose; Support to family; job seeking ability; access to training and study opportunities; and financial literacy

1 2 4






principle

53


40

UNCLASSIFIED

Red-tape

Administration

Principles-based

• The model has been designed to be member-centric, with red-tape removed by: Removal of application process Removal of tiers Eligibility criteria opened up and simplified Flexibility of model to adapt as new services/ support identified

• The needs based component of the model will be administered from a member perspective through their Transition Coach, which removes barriers to access, as all transitioning members will access a Transition Coach.

• ADF members can self-serve a range of transition preparedness support throughout their career, with limited and simple administration.

• Decisions are made by Transition Coaches based on a needs assessment framework. • Principle-based decision making will allow coaches and senior delegates to provide the most effective services to members, families and units and not be

constrained by inflexible rules.


Ove

rall

Asse

ssm

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Administration of transition support is streamlined, flexible and uses principle based decision making

1 3 4






principle

52


41

UNCLASSIFIED

•Voluntary •Have already found work •Retiring•No significant risk indicators•Minimal complexity •Require logistical transition support

Path 1•Standard logistical management•ADF transition coach manages the transition•ADF transition coach supports member and family •ADF standard services accessed

Path 2

•Voluntary •Require a job •Clear vocational goals •Readily transferable skills •Minimal complexity across psychosocial domains

•ADF case management with transition coach •ADF transition coach supports member and family •Some standard external support may be required •Career consultant (geography, industry)

Path 3

•Complex voluntary (eg. strong vocational identity, family circumstances)•Uncomplicated medical (unfit for military but ok for civilian role) •Moderate complexity exists either across multiple domains or substantially in one •Low to moderate psychosocial risk

•Standard case management•ADF transition coach supports case manager •Use continuity of care where appropriate

Path 4(T4E)

•Vulnerable •Medical or administrative transition•Varying degrees of complexity across domains •Moderate to high psychosocial risk •Continuity of care is paramount•Substantial external provider support across multiple domains •Additional risk indicators (self-harm, disengaged with ADF, family violence, recent or imminent family breakdown, etc)

•Complex case management •External provider is the member’s support (case manager) •Senior ADF transition coach supports case manager •Case conferences between command, ADF Transition and case manager •Substantial external expert provider support across multiple domains •Continuity of care is paramount•Requires co-ordination with DVA and JHC

Needs Based Segment Risk Profile Service Delivery Service Catalogue Examples

Trai

ning

•Bridging the Gap •Retraining into new career pathway* •Meaningful engagement•Recovery related*

Job

Sear

ch

•JSP Program•Job search skills•Career profiling* (identifying direction and goals) •Career coaching* (individualised CV, interview skills) •Industry mentoring •Executive coaching* •Job placement*

Mea

ning

ful

Enga

gem

ent

•Training – diversional*•Connecting Forward*•Connecting Back

Resil

ienc

e &

W

ellb

eing •Transition SMART

•MH First Aid•Transition Specific Resilience Training* •Wellbeing coaching*

Tran

sitio

n Pr

epar

edne

ss •Career transition•Transition logistics•Financial literacy•ADF Member & Family seminar

Fam

ily •Individual financial counselling*•Family resilience program •Online network of ADF families

Tran

sitio

n Id

entif

ied

by M

embe

r or S

ervi

ce

Each

asp

ect o

f the

serv

ice

cata

logu

e ac

cess

ed o

ver t

ime

base

d on

nee

d

42* Differentiated expertise of service delivery based on identified need

CTAS Review - Attachment 1Needs-based pathway model - Command Led and Defence Supported

UNCLASSIFIED

CTAS Review - Attachment 2Future of transition support sample Service Catalogue

The following sample catalogue of services has been developed to support members and their families through their transition from the ADF and in the adjustment to civilian life. Transition Coaches will work with members and their families to determine which services are appropriate for their needs. The service catalogue has been organised into six themes:

Transition Preparedness - Activities, programs or support that prepare transitioning members and their families for transition, and address the practical differences between military and civilian lives - with a focus on retention, awareness and preparation during a member’s ADF career. This will enhance understanding of the skills and expertise members are attaining as well as the ability to plan for career alternatives.

Job Seeking - Activities, programs or support that assists in employment or work-like outcomes (such as volunteering, work experience).

Resilience and wellbeing - Activities, programs or support that supports the resilience and wellbeing or transitioning members and their families.

Family - Activities, programs or support focused on the families of transitioning members. Specific support for partners of ADF members.

Education & Training - Activities, programs or support that enables up skilling of transitioning members or their families to support their transition goals, in particular but not exclusively employment outcomes.

Meaningful engagement - Activities, programs or support that provide transitioning members and their families with the ability to be engaged and connected with people, activities or networks that are provide a sense of value and identity.

43

UNCLASSIFIED 44

Transition Preparedness

UNCLASSIFIED

Product or Service: Expansion of Approved AbsencesDescription:Allow all transitioning members to access 30 days of approved absence for any transition activity (i.e. transition admin, medicare, removal, house hunting, job applications, school interviews) in recognition that transition is about more than just job seeking. No burden of proof is associated with the absence so members may use the 30 days for whatever activities they consider most beneficial to their transition. Applications to use approved absence days will be approved under an ‘if not, why not?’ model. Applications that are declined at the senior officer level will be automatically escalated.

Who will use this?Transitioning members.

Benefits:Members are better prepared to transition.

Evaluation:Take up rates Impact on services re: management of leaveSurvey feedback

How is it accessed?Through Defence One (leave). An automatic appeal process will occur if denied.Reasons for denial and alternate options will be provided.

When is it accessed?Can be accessed once transition is identified.Not to be paid out as cash and can not be used post-transition.

Estimated implementation timeframe:3 months

Barriers to implementation and mitigations:Requires command to be accountable to support the member. Mitigated by top-down communication from senior Defence stakeholders.

Policy impact:PACMAN change required.

People impact:Transition coaches to support command with implementation.ADF cultural change required.

Process impact:Update of Defence One. New approval and appeals processes will need to be developed.

Organisation impact:Cultural impact re: use of leavePerceived capability impact on services

Technology impact:Update required to Defence One.

Cost impact:Increased leave liability on services

45

UNCLASSIFIED

Product or Service: ADF Transition onlineDescription:A one stop shop for all transition resources which provides a single source of truth. The platform to access all transition services that Defence provides for members and their families, as well as providing links to other key service providers. Platform should be gateway to e-learning, information, webinars, employment portals etc. for all things related to transition. The portal could be interactive and contextualise content based on individual circumstances.Important to include information and links including how to access other government services (such as Medicare, Centrelink, State government services etc) to build awareness and demystify this information.Who will use this? ADF members, families, Commanders, external stakeholders including prospective employers.

Benefits: Information is accessible to all who need it in one place (24/7), transparent and simple to engage with. Provides a hub for linking government and non-government service providers to Members and families to ensure access to, and awareness of all services and thereby optimise continuity of care and support.

Evaluation: Online usage data, user feedback and queries, survey feedback.

How is it accessed? Online anywhere and can be supported by any kind of device. Not hosted on the Defence Protected Network.

• When is it accessed? Anywhere, anytime.

Estimated implementation timeframe: From October 2018 • Barriers to implementation and mitigations: Funding and cultural barriers to having information accessible to public. Mitigated by senior stakeholder support for transition transformation, along with a ‘build and grow’ model for the platform where the site can grow over time to hold further information as partner agencies make it available.

Policy impact:Public access information and external hosting.Defence hosting of partner provider information.

People impact:Resources to design and build platform.Resources to maintain currency of content and information, as maintaining customer expectations on query wait times will be critical for customer service outcomes and reputation management.Building stakeholder relationships across agencies.

Process impact:How members and families access transition support and information. Consistency and speed of information provision. Interdependencies with many other initiatives.

Organisation impact:All parts of ADO that link into transition support (such as ADC, JHC, CMAs) will need to be consulted and link their information into this portal to have intended effect. Integration of external stakeholder information into ADF provided resource may require some facilitation.

Technology impact: Appropriate platform will need to be identified that meets all requirements.

Cost impact:Initial investment to design and build system.Resources to maintain system and content.

46

UNCLASSIFIED

Product or Service: ADF Member and Family Transition SeminarDescription:A one day seminar incorporating presentations and stalls in an expo style format to provide members and their families with access to information relevant to their transition. The seminar provides an overview of the things to consider when transitioning from the ADF and encourages members and their families to tailor their seminar experience by speaking with representatives from organisations in the stalls area and participating in theatre style presentations as they require. The seminar utilises three stages for presentations including a medical stage to cater specifically to members and their families who are transitioning medically.

Who will use this? ADF members and their families, commanders and supervisors.

Benefits: Access to a broad range of stakeholders through presentations and stalls in an expo style format. Pick and choose presentations to attend and stalls to visit providing a customisable seminar experience that better supports the achievement of individual transition goals.

Evaluation: Member and family survey responses, stalls evaluations and feedback, DCO team evaluations, feedback and service usage and outcomes data.

How is it accessed? CAMPUS through nominations When is it accessed? Throughout ADF career as required, with specific referral when transition is imminent.

Estimated implementation timeframe: Underway (October 2018 launch) Barriers to implementation and mitigations: Stakeholder resistance to supporting the one day seminar. Mitigated through regular stakeholder engagement (internal and external) focused on the value they provide to members (and their families).

Policy impact:None identified.

People impact:Resourcing of stalls and presenters to attend seminars.Up skilling stakeholders to meet presenting standards.Reduced resourcing on DCO team to organise medical seminars separately (esp. in QLD).Resourcing to action continuous improvement as BAU.

Process impact:Change to the way members nominate to participate in the seminar (using CAMPUS).Consistent national delivery of transition seminar.Incorporates medical seminar

Organisation impact:Supporting improved understanding of transitionthroughout career.Links with external and internal organisations (inc.DVA, CSC, DFA, TWM).

Technology impact: Maximise functionality in CAMPUS.Utilising survey and feedback technologies (inc. Slido) to support continuous improvement in the future.

Cost impact:Increase in seminar frequency increasing venue hire costs (off-base), catering costs, day care costs, and event MC costs.

47

UNCLASSIFIED

Product or Service: Transition Centre Drop-in SessionsDescription:Transition Centres will hold regular open times during which current serving members can drop-in without notice and seek advice from a Transition Coach. The services they can access include coaching on civilian career and training options, information on the transition process and support for family.

Who will use this?Serving ADF Members

Benefits:Ease of access to information for Membersconsidering or currently transitioning. Members are more prepared for transition.

Evaluation:Survey feedback, take up rates.

How is it accessed? Face to face at the drop in centres at designated times.

When is it accessed? During the Transition and Readiness and Planning stage

Estimated implementation timeframe:6 months

Barriers to implementation and mitigations:Locations of transition centres may not meet needs of all Members. Transition coaches capacity for added drop in workload.

Policy impact:Nil

People impact:Resourcing impact on DCO if uptake is substantial. Cultural and capability impact on transition coaches of addressing ad hoc Member questions or needs. Cultural impact on Members of perceptions regarding being seen to access transition coaches when not identified as transitioning.

Process impact:Additional point of contact for DCO of pre-transitioning Members

Organisation impact:Cultural impact of ADF perception of Members accessing drop in centres if in pre-transition. Retention

Technology impact: Negligible

Cost impact:Although likely to be minimal, there could be an increased need for resourcing if uptake is substantial.

48

UNCLASSIFIED

Product or Service: Financial Literacy TrainingDescription:Provision of comprehensive financial advice pre during and post transition including:• Financial literacy training available to members throughout their career to develop money management skills and so reduce financial stress• Provide members with superannuation education that allows them to better understand their long term position.• Offer financial counselling + prepare a post transition budget• Encourage the budgeting process that increases financial awareness and the spending habits of the member.

Who will use this?All ADF Members

Benefits:Improved financial literacy for Members and their families to enable optimised decision making regarding money matters during and after transition to civilian life.

Evaluation:Participant feedback

How is it accessed? Face to face training

When is it accessed? Throughout service with a focus on imminent transition.

Estimated implementation timeframe:Immediate, however is dependent on ADFFSC capacity.

Barriers to implementation and mitigations:Resourcing required to deliver training. Capacity of ADFFSC to meet demand.

Policy impact:Extension of eligibility to families.

People impact:Facilitation and communication of increased access to financial literacy training will require additional effort.

Process impact:Registration for events and control of frequency of attendance.

Organisation impact:All parts of ADF will become aware and have access for ADF partners. Command will be impacted re: releasing staff for attendance and requirement to support this initiative.

Technology impact: Negligible.

Cost impact:Increased access to financial literacy training will increase cost

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UNCLASSIFIED

Product or Service: Longitudinal Transition Education ProgramDescription:Implementation of ongoing and integrated transition training program that members and chains of command use on a regular basis throughout a member’s career. This program develops and maintains awareness that transition is inevitable and early, effective planning reduces preventable adverse outcomes. The Program:• Educates members about the transition process and the support available to them and their families. • Has functionality including interactive assessments to provide individualised information in online components• Aligns to the principle that transition is inevitable• Provides short interactive information sessions that can be delivered to ADF members and families as part of other events to enhance awareness of services • Intensifies in the transition readiness and planning phase and

career transition assistance scheme review · the career transition assistance scheme has been...

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