defence · 2018-07-05 · 2 defence issue 3 2017 editorial david edlington sharon palmer...

DefenceISSUE 3 2017

M A G A Z I N E

SEA CHANGE

Shipbuilding Plan to

regenerate Navy

2 Defence Issue 3 2017

EDITORIALDavid Edlington Sharon Palmer

PHOTOGRAPHYJay Cronan

CONTACT [email protected]

(02) 6265 4650

Defence Magazine is produced by the Ministerial and Executive

Coordination and Communication Division, Department of Defence

FIND US ONLINEwww.defence.gov.au/

defencemagazine

3 CONDUCT AND PERFORMANCE Code of Conduct breaches; news in brief

4 EMPHASIS ON WELLBEING First whole-of-Defence mental health

strategy balances needs of integrated workforce

6 BLEEDING BY EXAMPLE The APS Blood Ambassador is

encouraging donations for the Defence Blood Challenge

8 FULL STEAM AHEAD Defence’s first Naval Shipbuilding Plan

provides a platform for the regeneration of naval capabilities

12 MISSION ADVICE International Policy Advisers continue to

play an important role on the frontline

14 CRITICAL COUNSEL For more than a decade analysts from

DST Group have been helping keep our troops safe in the Middle East region

18 MINISTER MEETS OUR TROOPS The Minister for Defence Personnel, Dan

Tehan, tells of his trip to the Middle East

20 CREDIT CARDS UNDER REVIEW Audit of credit card transactions has

pleasing results for Defence

22 FIGHTING FRAUD Defence is working hard to ensure a

positive culture

24 BETTER WAY TO FIND SERVICES A new website is simplifying the process

of connecting customers with services

26 ACCESS ON CARDS The Defence Security Vetting Service is

streamlining processes around access passes

27 JUST WHAT DOCTOR DESERVES Reward for services to Defence science

and technology

28 GOOD START FOR HUB The Defence Innovation Hub is proving a

success with industry

32 SCIENCE GONGS The work of the Defence Science and

Technology Group receives recognition

34 CLEAR STRATEGIC FOCUS Guidance and direction on strategic

policy explained in new framework

36 INCLUSION ENRICHES TOP END The Defence Administrative Assistance

Program has come a long way

DefenceThe official magazine of the

Department of Defence

Issue 3 2017

Contents

ON THE COVER: HMA Ships Anzac and Parramatta lead a formation into Jervis Bay, New South Wales, after an exercise. Photo: Leading Seaman Peter Thompson

38 PROBLEM SOLVERS The team at the Directorate of

Complaints and Resolution is helping personnel deal with conflict

40 HANGING UP TOOLS Restoring Army machinery and weapons

was more than a job for one curator

41 STABLE INFLUENCE An expert in women and security says

women need to be engaged in the decision-making process

42 LEARNING CURVE A policy officer tells of her time on the

Jawun program earlier this year

44 OUR LANGUAGES MATTER Ceremonies were held across Defence in

July to celebrate NAIDOC Week

46 ARTIST DRAWS ON HIS INSIGHT Indigenous artist takes his passion to

another dimension

47 POWERING AHEAD Electronics Technical Officer energised

about work on flexible battery project

48 SO LONG TO STIGMA

The Mental Health Speaker Series is raising awareness and highlighting support services

50 HAZARD REDUCTION A program to remove unexploded

ordnance is helping make sites safer

51 LAND PLAN The Defence Estate Strategy 2016-36 is

helping manage the department’s vast land holdings

52 PASSION TO BRING OUT BEST Coach shares his extensive experience

with Invictus Games athletes

54 STEPPING BACK IN TIME Personnel of 39 Operational Support

Battalion retrace the Kokoda Trail

56 HISTORY REPEATS As Australia deepens its space research,

we take a look at our first foray into space

58 BLASTS FROM THE PAST A former draftsman and ‘computer’ talk

about their work in the early space race

M A G A Z I N E

3Issue 3 2017 Defence

LEVEL CASES BEHAVIOUR SANCTION

APS 2 3

Inappropriate behaviour – physical Discontinued (retired)

Failure to follow directions – attendance issues Caution

Inappropriate behaviour – verbal Caution

APS 3 2Inappropriate conduct – inaccurately recording attendance Discontinued (medical)

Inappropriate use of IT resources Reduction in salary

APS 4 5

False information/claim – medical certificates Resignation (breach found)

Failure to manage staff Caution

Inappropriate use of Defence resource; inaccurately recording attendance Reprimand

Failure to follow directions – attendance issues Resignation (breach found)

Inappropriate use of IT resources Caution

APS 5 4

Inapproriate conduct – verbal Management action

Inappropriate conduct – written Fine

Inappropriate use of IT resources; attendance issues Caution

Inappropriate conduct – failure to follow directions/ attendance issues Termination of employment

APS 6 3

Inaccurately recording attendance Management action

Attendance issues; appropriate use of leave No action taken

False information/claim; attendance issues Management action

EL1 3

Inappropriate use of IT resources; breach of privacy Resignation (breach found)

False information/claim; inappropriate conduct – verbal Resignation (breach found)

Damage to Defence property; failure to comply with Defence policy Termination of employment

EL2 2Failure to follow directions – manage staff No breach found (caution)

Inappropriate conduct – verbal; bullying and harrassment No breach found (caution

SES 1 1 Inappropriate conduct – verbal; bullying and harrassment Retirement

Code of Conduct breaches – 1 April to 31 July 2017

IN BRIEF

Senior leader to retireAFTER more than 30 years in Defence, the Associate Secretary, Brendan Sargeant, will retire from the Australian Public Service. The Secretary of Defence, Greg Moriarty, announced on 13 October that Brendan would start leave on 27 October before retiring next year. In thanking him for his service, Greg says Brendan started with Defence as an Assistant Research Officer in 1983 and has enjoyed an extensive career, both in Defence and in other departments. Rebecca Skinner will act in the Associate Secretary position until 4 February 2018. Marc Ablong will act as the Deputy Secretary Strategic Policy and Intelligence Group.

Operation Free RangeDEFENCE is one of seven agencies participating in Operation Free Range, a cross-government initiative designed to improve employee mobility within the APS. Operation Free Range provides ongoing APS employees with the opportunity to apply for temporary transfers or secondments across agencies participating in the program. It is designed to build depth and breadth in the workforce and help develop the skills of the APS workforce. A pilot of Operation Free Range will run until June 2018. More information on Defence’s

Anna Evans (with medallion) and colleagues celebrate Anna’s long career in the APS.

involvement is at http://drnet.defence.gov.au/People/APS-Mobility-Operation-Free-Range and details on how to apply are on the APSC Operation Free Range page at www.apsc.gov.au/freerange

30-plus yearsANNA Evans has spent her 31 years of APS service with Defence. She joined the APS on 31 January 1986 at RAAF Base Williamtown, New South Wales. After a short period with 2 Occupational Conversion Unit, Anna transferred to Williamtown Health Centre and remains part of the Dental/Health Centre team. She received her 30-year medallion in August and a enjoyed a lunch with team members to celebrate the milestone.

Big wheels on showARMY’S latest equipment was on show at Russell’s Blamey Square on 20 June. A Rheinmetall MAN HX 77 Integrated Load Handling System, part of project Land 121 Phase 3B, was one of six heavy, wheeled vehicles at the demonstration. Chief Information

Officer Group ICT cadet Reeva Mittal, of Anzac Park West in Canberra, climbed into the driver’s seat to receive details from Army School of Transport instructor Sergeant Clive Back. “It felt really great sitting up in the driver’s

seat. The truck offers a lot of protection. I think it would be scary to actually drive one, but it would be amazing just to be in such a big vehicle out in the field.”


Key initiatives to support Mental Health and Wellbeing Strategy SOME of the key programs and initiatives to give you the tools and support to help you manage your mental health and wellbeing include:

The Employee Assistance Program has been enhanced to include pre- and post-deployment screening for APS staff who are deployed overseas. From 18 October, the phone number for Defence’s Employee Assistance Program changed to 1300 687 327.

The NewAccess Stress and Anxiety Coaching program will be rolled out to all Defence locations (including overseas) and offers staff the opportunity

to receive coaching on how to better manage stress and anxiety. This program is in addition to the Employee Assistance Program.

The Ten Plus Ten Forum invites APS members who have had or currently have a mental health issue in the workplace to share their story and experiences with members of the Senior Leadership Group. This initiative will help ensure our senior leaders have a better understanding of mental health issues in the workplace.

The Mental Health Speaker Series invites high-profile mental health advocates to share their story

with a Defence audience. Defence will host four events a year, with two outside of Canberra. (A report on a recent presentation is on pages 48-49.)

Mental Health Training will be available for all managers and supervisors, the Senior Leadership Group and specialist roles (such as APS rehabilitation case managers, HR business partners and staff in Defence’s call centres). We will also develop an online Campus course for all APS staff. The training will focus on building and maintaining resilience.

u For more information on any of these initiatives visit the Mental Health Portal on the DRN.

The Secretary of Defence, Greg Moriarty, flanked by the Commander Joint Health, Air Vice Marshal Tracy Smart, and the then Acting Chief of the Defence Force, Vice Admiral Ray Griggs, at the launch of the Defence Mental Health and Wellbeing Strategy 2018-2023.Photo: Jay Cronan


EMPHASIS ON WELLBEING

By Sergeant Dave Morley

First whole-of-Defence mental health strategy balances needs of integrated workforce

THE Secretary of Defence, Greg Moriarty, has emphasised his commitment to the mental wellbeing of the workforce. The Secretary and the then Acting Chief

of the Defence Force, Vice Admiral Ray Griggs, launched the Defence Mental Health and Wellbeing Strategy 2018-2023 in Canberra on 10 October – World Mental Health Day.

Greg, who took up his appointment on 4 September, says he is proud to be associated with the strategy, which sets out the priorities for the next five years, the challenges we face and what needs to be done to ensure both the APS and ADF enjoy the best mental health possible.

“There’s a lot of work to be done to implement this strategy over the next 12 months, but I’m keen for that to happen. I know the Acting Chief of the Defence Force has been focused on mental health for many years and, as Secretary, I really want to get involved,” Greg says.

He is impressed that the strategy recognises the needs of Defence’s integrated workforce.

“This is the first time we have had a whole-of-Defence strategy. Although there are differences in the type of initiatives and programs available to the ADF and APS workforce, there is a common understanding of the need to ensure a mentally healthy and resilient workforce,” he says.

“Getting the balance right between the unique challenges and stresses of operational service and the different range of stresses around the contribution of the organisation’s APS members is really important.

“It does come down to the principles of One Defence, of mutual respect and understanding

of the particular attributes that each part of this amazing organisation brings to it.

“Some issues can be identified across the workforce. Others require us to understand what it is like for a service person in a civilian part of the organisation, and for a civilian in a service-dominated environment.”

Greg says no-one is immune from the risk of mental illness and early intervention is vital.

“It’s important to have a healthy and productive workforce, so we’ve got to look after our people to deliver good Defence outcomes for our country,” he says.

“The healthier we are, and the more we look after each other, the more we’ll be able to deliver what the government needs us to deliver.”

Vice Admiral Griggs also highlights that early identification and intervention are the keys to recovery.

“We have to talk more about recovery, we

have to have more of the stories we know are out there of people who have been affected by mental health and have come through the other side and are productive and have continued on with their careers,” Ray says.

“There are still people across the organisation who believe their career is over if they raise a concern about their mental health.

“We’ve got to keep coming back with data and information that shows that’s not the case.

“But it’s not just about data, it’s about convincing people we as a senior leadership team are serious about saying it’s okay to put your hand up.”

The strategy – which has a theme of Fit to Fight, Fit to Work, Fit for Life – conveys Defence’s commitment to, and the government’s significant investment in, the mental and physical health and wellbeing of our people.

For the APS workforce, the strategy focuses on three areas: de-stigmatising mental health improving the skills and knowledge of our

staff, particularly managers and supervisors, and

improved support for those who need it.The Secretary says a key theme that runs

through these three focus areas is that of personal responsibility.

“What are you doing to make sure you have good mental health and wellbeing? Defence’s role is to ensure you have the right tools and support for good mental health and wellbeing,” Greg says.

u The Mental Health and Wellbeing Strategy 2018-2023 is available on the Mental Health Portal at drnet/People/WHS/Mental-Health/Pages/Psychological-Mental-Health.aspx

“IT DOES COME DOWN TO THE PRINCIPLES

OF ONE DEFENCE, OF MUTUAL RESPECT AND

UNDERSTANDING OF THE PARTICULAR ATTRIBUTES THAT EACH PART OF THIS AMAZING ORGANISATION

BRINGS TO IT.”

GREG MORIARTY,SECRETARY OF DEFENCE


BLEEDING BY EXAMPLE

W HEN Oliver Oakman was 18, he was inspired by his father to give one of the most desperately needed gifts – that of blood donation.

Seven years and 30 donations later, Oliver, now a mechanical engineer with Capability Acquisition and Sustainment Group, is the APS Ambassador for the 2017 Defence blood challenge.

“I agreed to be a Blood Challenge Ambassador as I am proud of my blood donations, and I really appreciate the opportunity to get more people on board,” Oliver says.

“I am also very proud of the department’s drive and willingness to donate blood through this program, and I am always blown away by the donation statistics.

“Donating blood is an incredible gift. Sitting in a chair for 5-15 minutes is the easiest way to save lives that I’ve heard of.”

Oliver first heard about Defence’s blood drive when he was a university student on work placement at the department.

“I was a regular donor at uni. I did work placements in the study breaks within the Department of Defence and it lined up with the donor van visiting Russell,” Oliver says.

“That is how I began contributing to the Defence Blood Challenge”.

Half of Oliver’s donations have been made as part of the annual event.

As an ambassador, Oliver hopes he can inspire as many people as possible, on as many platforms as possible. He has a game plan to get people into the chairs at the donation centres.

“I plan to lead by example, including increasing my plasma donation frequency during this time and encouraging people to do the same,” he says.

“I think an issue facing potential blood donors is that they are unsure of their options, including whole blood, plasma or platelet donations, which carry different requirements, donation frequency etc.

“I hope I can allay concern and encourage people to find out their best donation effort.”

Oliver’s encouragement and success at motivating people is most evident when looking at his CASG colleagues’ efforts to donate blood.

“A lot of the people in my office area participate in the Defence Blood Challenge and we usually compete among ourselves to see who can fill their bag the fastest,” he says.

Oliver says donating blood has personal benefits for the donor, particularly those of us who need to find a reason to get away from our desks.

“Blood donations, platelet donations and plasma donations can be a great time out for busy people and it helps save lives,” he says.

“The wonderful staff and volunteers at the donor centres always look after you and make donors feel very comfortable.”

For those of us who are hesitant to give

By Sarah Collins

“I PLAN TO LEAD BY EXAMPLE, INCLUDING

INCREASING MY PLASMA DONATION FREQUENCY

DURING THIS TIME.”

The APS Blood Ambassador is encouraging donations for the Defence Blood Challenge

OLIVER OAKMAN, APS BLOOD AMBASSADOR


Oliver Oakman is encouraging APS

personnel to donate blood products. Photo: Ned Meldrum

How to be part of the challengeblood, be it for a fear of needles, a busy schedule or something else, Oliver has some words of encouragement.

“Blood donations are a sacrifice of varying levels for different people,” he says.

“I encourage anyone and everyone to make their own personal sacrifice and donate to help the one third of Australians who will need blood products in their lifetime.”

The other Defence Blood Ambassadors are Petty Officer Rob Bateman, of HMAS Cairns, Warrant Officer Class 2 Geneen Lord, of 1 Close Health Battalion in Townsville, and Officer Cadet Emma Halliday, of the Australian Defence Force Academy.

n The Defence Blood Challenge will run to 8 December and aims to exceed 7000 donations. This year participants are encouraged to donate more than once by donating plasma.

n Defence personnel and their friends and families are encouraged to book their appointments under the public service Red25 team. For group bookings contact the National Community Relations Line on 1300 886 524. For individual appointments, call the National Contact Centre on 13 14 95. An appointment time

can also be requested online at www.donateblood.com.au/donate#request-appointment.

n To register, log on to the Defence Blood Challenge page (www.donateblood.com.au/red25/defence) and register the donation against the relevant group or service.

n Red25 is the group donation program of the Australian Red Cross Blood Service. Its goal is to rally organisations and groups to achieve 25 per cent of the blood donations needed across Australia.


Defence’s first Naval Shipbuilding Plan provides a platform for regeneration of naval capabilities

THE team behind the development of Defence’s first Naval Shipbuilding Plan compiled and delivered the government’s outline for the future of shipbuilding in Australia in a

remarkable 12 months.The Shipbuilding Taskforce was formed in

May 2016 following the release of the 2016 Defence White Paper.

Over the ensuing year, it worked to deliver an extensive blueprint to deliver Australia’s naval capabilities through a sustainable Australian naval shipbuilding industry.

The comprehensive 116-page plan outlines the government’s vision for the Australian naval shipbuilding enterprise.

The Prime Minister, Malcolm Turnbull, the Minister for Defence Industry, Christopher Pyne, and the Minister for Defence, Marise Payne, launched the plan in Adelaide on 16 May.

They describe the plan as “the foundation for implementing the government’s unprecedented commitment to the greatest regeneration of our country’s naval capability since the Second World War. At the same time it will create a long-term, sustainable naval shipbuilding and ship sustainment capability that will serve our strategic and economic interests for many decades”.

The First Assistant Secretary Naval Shipbuilding Taskforce, Marc Ablong – now acting Deputy Secretary Strategic Policy and Intelligence Group – says Taskforce members worked tirelessly to ensure the plan covered all bases and met the government’s agenda.

“The plan not only looks at the acquisition and sustainment of the industry, but also the infrastructure requirements and shipbuilding workforce,” Marc says.

It includes an injection of $1.3 billion to develop vital infrastructure in the nation’s shipyards to build the Navy’s next generation of naval vessels in Australia, and around $90 billion in new naval ships and submarines.

“This investment lays the foundation for a long-term capability, so the plan needed to be comprehensive, achievable and realistic,” Marc says.

The plan’s development featured many parts, as does the implementation process.

“We worked with industry, other Australian Government departments, academia, subject-matter expects, and State and Territory Governments on the development of the plan and that work is ongoing,” Marc says.

The plan sets a challenging agenda centred on continuous build programs for submarines, major surface combatants and minor naval vessels including:

FULL STEAM AHEAD

COVER STORY

“THIS INVESTMENT LAYS THE FOUNDATION FOR A LONG-TERM CAPABILITY,

SO THE PLAN NEEDED TO BE COMPREHENSIVE,

ACHIEVABLE AND REALISTIC.”

the rolling acquisition of future submarines at the Osborne Naval Shipyard in South Australia from 2022-2023

continuous construction of major surface combatants, starting with the construction of nine future frigates at the Osborne Naval Shipyard from 2020, and

continuous construction of minor naval vessels, starting with the construction of up to 21 Pacific Patrol Boats at the Henderson Maritime Precinct in Western Australia (the build program started in April this year) and the construction of 12 Offshore Patrol Vessels from 2018 – the first two to be built at Osborne and the remainder at Henderson.

Continued page 10

MARC ABLONG, FIRST ASSISTANT SECRETARY

NAVAL SHIPBUILDING TASKFORCE

By Sharon Palmer


The Minister for Defence Industry, Christopher Pyne, left, the Chair of

Australian Naval Infrastructure Board, Lucio Di Bartolomeo, and the Minister for Finance,

Mathias Cormann, turn the first sod of the new $535 million Osborne South Naval

Shipbuilding Precinct in South Australia. Photo: Corporal Craig Barrett

HMAS Adelaide, left, will be joined by other impressive capabilities as the Navy undergoes regeneration. The new Osborne South Naval Precinct, seen here in a model at right, will be an integral part of the massive shipbuilding enterprise.

To view a 3D flyover video of the new design for the expansion of the Osborne South Naval Precinct, visit http://video.defence.gov.au/play/5320


From page 8

“The government has made the decision to transform our naval shipbuilding and ship sustainment industry here in Australia, using Australian workers, Australian shipyards and Australian resources,” Marc says.

The investment in modern shipyard infrastructure will occur across the Osborne Naval Shipyard and the Henderson Maritime Precinct.

The first sod of dirt was turned and the design unveiled for the new $535 million Osborne South Naval Shipbuilding Precinct in north-west Adelaide on 24 August.

The Minister for Defence Industry, Christopher Pyne, joined the Minister for Finance, Mathias Cormann, at the unveiling and heralded the project a “legacy for generations to come”.

“It is a really exciting day for the national naval shipbuilding enterprise; this is one of the most important pieces of that enterprise,” the Minister says.

“The sheds and facilities massively dwarf what already exists here. These sheds are four to five times the size, so by 2020, where we are standing will be this entire new development here at Osborne. It is a real achievement. We are all engaged in a huge, transformative, exciting project for our country.”

The Osborne South Naval Precinct has been designed to be flexible in nature, incorporating advanced manufacturing capabilities that can accommodate the varying needs of future shipbuilders at the site.

The sizeable infrastructure will include steel fabrication, paint blasting and unit assembly buildings and workshops, and a facility large enough to hold two 10,000 tonne warships side-by-side at peak operating capacity.

The project is expected to take about two-and-a-half years, in time for the start of the Future Frigates Program in 2020. The newly formed Australian Naval Infrastructure is managing the venture.

Upgraded facilities at ASC in Henderson will increase the efficiency of the maintenance

and sustainment of Australia’s submarine fleet, increasing the number of days submarines are available for use.

The $13 million upgrade will enable the co-location of essential facilities, which will deliver a significant increase in the efficiency of submarine maintenance activities. A similar upgrade at ASC’s South Australian facilities led to a 30 per cent improvement in submarine maintenance efficiency.

The naval shipbuilding workforce is expected to grow to about 5200 workers by the mid to late 2020s. More than $25 million is being invested in workforce growth and skilling initiatives.

A Naval Shipbuilding College will be headquartered at the Osborne Naval Shipyard, which Christopher Pyne says will provide opportunities for education and training providers across Australia.

“The critical thing is to establish a long-term sustainable industry with an Australian workforce,” the Minister says. “To do that we need to grow the pool of available workers in key trades like metal-fabrication, welding and boiler-making.”

The college will start operations on 1 January next year.

The Naval Shipbuilding Plan is available at www.defence.gov.au/navalshipbuildingplan

“THE CRITICAL THING IS TO ESTABLISH A LONG-TERM SUSTAINABLE INDUSTRY

WITH AN AUSTRALIAN WORKFORCE.”

CHRISTOPHER PYNE,MINISTER FOR DEFENCE INDUSTRY

Members of the ship’s company and commissioning guard stand at attention during the commissioning of Australia’s newest warship, HMAS Hobart, at Garden Island, Sydney.Photo: Able Seaman Bonny Gassner


WE ARE undertaking the most ambitious upgrade of our naval fleet in Australia since the Second World War. The regionally superior

future naval force being built in Australia will include submarines, frigates and patrol vessels. Auxiliary oiler replenishment ships are also being built to support and supply this fleet.

These acquisitions will build on the introduction in recent years of the Canberra-class amphibious vessels and the Hobart-class guided missile destroyers, together with the MH-60R Seahawk naval combat helicopters and the MRH90 Multi Role Helicopters.

I am particularly honoured and proud that as Defence Minister I have been part of the commissioning of both Australia’s largest warship in HMAS Adelaide and the most powerful warship in HMAS Hobart.

These and future capabilities will transform the Australian fleet into a fully operational, fifth-generation navy. The RAN will be able to deploy task groups equipped with a wide range of capabilities, from high-end war fighting to responsive and agile humanitarian assistance and disaster relief.

Platforms such as the long-range Future Submarines and the Future Frigates will provide Australia with credible deterrents and sea-denial capabilities in our maritime approaches. The new Offshore Patrol Vessels will ensure we are able to maintain the crucial integrity of our maritime borders. Their range and endurance will enhance our capacity to fight piracy, illegal fishing, smuggling and other maritime crime in Australian waters and beyond.

Australia will not just be able to protect its maritime approaches from threats, but will be able to make an invaluable contribution to stability and security across the Indo-Pacific.

Australia’s strategic circumstances demand nothing less. As an island continent, we have effective jurisdiction over the world’s third largest exclusive economic zone, and responsibility for one of the largest search

and rescue regions of any nation, which covers roughly one-tenth of the world’s surface. We depend on the global sea lines of communication for many key export industries and fuel security.

We sit beside some of the world’s most strategically valuable shipping lanes, and some occasionally disputed maritime zones. From the Malacca, the Sunda and Lombok Straits to the South and East China Seas, many of the most vital areas of globalisation and sources of geopolitical challenge are in our backyard. If the 21st century will be the Asian Century, then it will also be the Maritime Century.

As the Defence White Paper observes, Australia is unlikely to face a large-scale conventional military threat from the sea for some decades, but the government understands equally that in a crowded and contested Indo-Pacific maritime sphere, Australia must present a credible deterrent strategy, and to do our part in contributing to peace, stability and security, and to good order at sea. That means we have to work collaboratively with our allies and partners in the region.

Given the scale of the government’s ambitions for our naval capabilities, operationalising the shipbuilding plan requires a cooperative and collaborative relationship between the Australian Government and all key stakeholders.

Indeed, I would say that executing the unprecedented expansion of Australian naval

capabilities requires a whole nation response to this national enterprise. Australia’s educational institutions, for example, will be called upon to provide the future generations of engineers and designers. Australian communities will be called upon to provide the workforce of skilled technicians and builders, and Australian and international defence industry will be called upon to provide expertise and experience.

Our shipbuilding program is not just a commitment to Australia’s naval capability, but to its naval shipbuilding industry and workforce. I’m passionate about driving the development of that workforce across all parts of industry, across all levels of the education sector and across Australia. I’m passionate about the opportunities available for people who are starting primary school now, who will be building and crewing the vessels of the future.

The continuous shipbuilding program and the identification of industry, both domestic and international, as the fundamental input to enable capability will transform Australia into an international hub for naval shipbuilding and innovation.

The RAN’s mission is to fight and win at sea. Aside from the skill, professionalism, determination and spirit of serving men and women of the ADF, the key ingredient that will enable Australia’s navy to fulfil that mission is capability. That’s why we are engaged in this historically significant naval shipbuilding partnership.

Passionate about naval expansion

The Minister for Defence, Marise Payne, highlights the importance of the upgrade of the Navy in this edited version of the speech she

delivered at the recent Sea Power Conference in Sydney

The Minister for Defence, Marise Payne, speaks at the commissioning of HMAS Hobart. Photo: Able Seaman Bonny Gassner


MISSION ADVICE

FOR a military commander, government policy guides tactical and operational decisions made on operations. To that commander, sound policy advice delivered at

the right time is an important part of his or her decision-making process. This is the role of the policy adviser.

Among Australia’s 1700 personnel deployed on operations in the Middle East region are three policy advisers.

Together they provide advice on the ADF’s area of operations, which spans more than 26 million square kilometres, almost four times the size of Australia.

At Camp Baird, Australia’s main operating base in the region, Nuala Bethell and Anna Koestenbauer advise the Commander Joint Task Force 633, Major General John Frewen.

At Hamid Karzai International Airport in Kabul, Emily Slatter offers tailored policy advice to the Commander Task Group Afghanistan, Brigadier Michael Prictor.

“As Defence civilians we have no remit to provide tactical advice, but we demonstrate what the ‘left and right of arc’ of the government’s intentions in relation to a specific issue might be,” Anna says.

“We can also point out where a decision might have political or policy implications they may not have considered.”

All three advisers work in the International Policy Division and have broad experience working on Australia’s relationships across the region.

“It’s everything from Operation Aslan in South Sudan to Operation Highroad in Afghanistan,” Anna says.

“Through the department, the Australian

Government has provided overarching policy guidance for each country and mission, so there are a broad range of issues and sensitivities to keep track of.”

Another key role of the policy advisers is to provide briefing and advice to support operational commanders during key leadership engagement.

“We support ADF engagement with coalition and host nation commanders to ensure Australia’s position is communicated, while also providing advice on the key priorities and focus concerns of our counterparts,” Nuala says.

“We also capture any relevant points from the discussions and report these back to Canberra, which increases awareness and informs decision making.”

Emily makes sure Defence’s messages about Afghanistan are aligned with government guidance.

“We still have a significant presence in Afghanistan, which was bolstered by the government’s decision [in May] to commit 30 extra ADF personnel,” she says.

“I had a role in helping develop the options we put forward for those extra personnel. Alongside that, there are still ongoing, sensitive issues we manage on behalf of Defence and government.”

Policy and political issues often cross over, and navigating the waters between the two can be difficult, especially when you are seen as the conduit to Canberra.

The Camp Baird policy advisers are sometimes mistaken for ‘political’ rather than ‘policy’ advisers, however, as members of the APS, their advice remains apolitical.

“In reality, what we do is provide advice in line with the government-of-the-day’s agreed

policies, whether it’s expressed through cabinet minutes, through ministerial advice or through established departmental policies,” Anna says.

“At our level, we help to interpret and highlight the Minister’s guidance, and raise points where we think the commander should seek further advice on an issue.

“It’s a unique challenge to provide frank and fearless advice, but it’s an awesome thing to learn to do.”

Nuala agrees and says despite the challenges, the deployed experience is uniquely rewarding.

“At home we’re advising at the strategic level, to Defence’s senior leaders or to government, or we’re setting strategic-level guidance which others promulgate down,” she says.

“Here, we are providing strategic level advice to operational and tactical level commanders, so the advice is slightly different. I wouldn’t say our advice has more impact, it’s just has a different impact.”

By Corporal Sebastian Beurich

International Policy advisers continue to play an important role in the Middle East

“WE ARE LISTENED TO IN A RESPECTFUL AND CONSTRUCTIVE WAY.”

ANNA KOESTENBAUER, POLICY ADVISER


One of the biggest changes for the Defence civilians is working in a primarily uniformed environment.

Things which military members take for granted – routine, physical security, even wearing thongs while taking a shower – are strange and sometimes novel concepts to the advisers, who are all on their first deployments.

“As one of the only Defence civilians in Afghanistan, all of the military personnel have been very welcoming,” Emily says. “We have a very close-knit social network. We do group physical training and breakfast, lunch and dinner together and we have a movie night every Friday.

“We’re a very social bunch of people, which is important when you’re so far from home and missing your family.”

Anna echoed Emily’s comments about the acceptance from their military peers.

“I really like working in a military

environment. There are a lot of jokes, a lot of humour, but also a really ‘can-do’ attitude which I really enjoy,” Anna says.

“The policy advisers have been integrated really well into the headquarters, we’re well supported. When we have something to say, we’re listened to in a respectful and constructive way, which makes the job much easier.”

Actually getting to see the countries they have studied and written about gives the advisers a deeper understanding of the region.

“It’s easy to theoretically learn about regions and operations when you’re sitting at a desk in Canberra, but seeing it unfold is definitely the best experience you can get,” Nuala says.

“To meet the ADF personnel, to see them at work in Iraq, Afghanistan and across the Middle East, and meet some of the people they’ve been mentoring and training, has been really eye-opening.

“Sitting in and taking notes for the

commander during his key leadership engagements with a diverse range of leaders from across the coalition and the Middle East has also been a fascinating experience. It has deepened my understanding of the strategic complexity of the region, and will help me when I get back to Canberra.”

Emily echoed the sentiment, saying it was a good experience to be working in the region where Australia’s modern military history has been formed.

“The Government of Afghanistan is committed to working with the international community to strengthen its security forces and we’ve seen examples of their capability over the last few years,” she says.

“We’re definitely making a difference here, but we need to be patient as Afghan security institutions continue to strengthen their capacity and capability to counter the threat of a very resilient enemy.”

Policy advisers Nuala Bethell and Anna Koestenbauer, left and Emily Slatter, above, provide advice to commanders in the Middle East region. Photos: Corporal Sebastian Beurich


By Captain Megan McDermott

CRITICAL COUNSEL

Scientific experts and operational analysts bring a unique skill

set and perspective to operational issues in

the Middle East region

A TEAM of scientists is continuing to provide critical advice to the ADF in the Middle East region. Led by the Defence Science and Technology

Group Liaison Officer, Christopher Wood, their role on Operation Accordion is to provide on-the-ground technical advice to the Joint Task Force 633 Headquarters and associated Task Groups in Afghanistan, Iraq and at sea.

Christopher said they are specifically involved in technical research used to identify

problems, develop solutions and ultimately help protect deployed personnel.

“We conduct research using analytical tools to assess trends and progress being made so that Commander Joint Task Force 633 knows where to allocate resources,” he says.

“We also work closely with deployed personnel to identify issues or problems affecting their work or the mission.”

When an issue or problem requires further analysis to provide a solution, Christopher

and his team can call on the DST Group’s Reachback operational support capability.

“We act as the interface between deployed personnel and DST Group back home. Essentially, we are the entry point to more than 2000 scientists and engineers available to support theatre-based tasks.”

With about 1700 ADF personnel operating in the Middle East region, the demand for science

Continued page 16


“DEPLOYING WITH THE ADF IS A UNIQUE OPPORTUNITY VERY

FEW CIVILIANS GET, SO IT IS DEFINITELY WORTH DOING IF YOU GET THE

CHANCE.”CHRISTOPHER WOOD,

DST GROUP LIAISON OFFICER

S INCE early engagement in Iraq during 2005, every major decision affecting the employment, structure and processes of the ADF

conducting military operations has been scrutinised by some form of operations analysis.

The location of the ADF’s senior headquarters in the Middle East region at Al Minhad, the duration of military deployments, our concept of operations and resultant execution, and force protection measures have all been the subject of careful analysis outside of conventional military planning processes.

A former Army officer now with Defence Science and Technology Group’s Joint Operations and Analysis Division, Jack Gregg is responsible for providing science and technology engagement and education to ADF decision makers in the Middle East region.

“Supply and distribution activities have been subjected to optimisation studies, tactical manoeuvre has been structured and conducted after scientific injects into the military appreciation process, and data has been collected through extensive questionnaires and surveys. This has allowed commanders at all levels to make better informed decisions based on a greater understanding of the complex human and physical environment they are operating in, as well as their forces’ impact on that environment,” Jack says.

“What our commanders think is no longer enough; commanders now need to know. The ADF is seeking, through operations analysis, to equip their officers with a new and powerful set of tools – the scientific-based tool set of the analyst.”

Enter DST’s Defence Operations Support Centre and the teams of analysts that have been stood up

to provide critical skills to support operational requirements.

“It is often the case in the execution of military operations that the ADF does not have the necessary capability or skills within its uniformed ranks to meet specific, highly specialised demands,” Jack says.

“DST Group has regularly been called on to fill these capability gaps in delivering operations analysis. Although it is the Defence Operations Support Centre that prepares, deploys and supports deployed analysts through its Reachback capability, it is DST Group’s research divisions who are the real heroes of the process, providing analysis and science and technology knowledge where it is needed most.”

Supporting operational capability with scientific expertise continues to be DST Group’s highest priority and 330 individuals have been sent into theatres around the globe to work alongside and support military commanders.

In addition to analysts, DST Group has deployed engineers, psychologists and scientists. While they cover a broad spectrum of disciplines, their responsibilities are all the same – to bring scientific rigour to complex problems in order for the commander to make more informed decisions on the ground.

Major General Roger Noble, who as a lieutenant colonel commanded Al Mathanna Task Group 1 in Iraq in 2005, says he was impressed by support provided by deployed staff.

“On my return to Australia I did say I could have significantly reduced the size of my headquarters’ personnel and probably halved the number of intelligence staff, but I was convinced that I would never deploy again without scientists at my side. I believe their inclusion ultimately saved Australian lives.”

Analysis proves decisive for commanders

Christopher Wood and Tristan Goss set

up a blast gauge on a Browning .50

calibre machine-gun at Australia’s

main operating base in the Middle

East region.Photo: Sergeant Ray Vance

Kai Maxfield, a DST Group engineer, spent 26 weeks on a base in the Middle East earlier this year.

From page 14

and technology support has seen Christopher’s team and previous rotations travel to Kuwait, Afghanistan and Iraq.

Like those before them, Christopher and his team bring a unique skill set when looking at operational issues.

Back in Australia, Christopher works within the DST Group’s Aerospace Division, specialising in gas turbine engine failure analysis and aircraft accident investigation. He also researches advanced ultra-high temperature materials for high-speed flight applications.

His research requires an analytical mind, which he says is useful in defining problems and developing appropriate solutions.

“As deployed scientists we bring a different perspective to problems,” he says. “One of our primary roles here is helping people work out what the problem they’re dealing with is before we start looking for a solution.”

Often the solution is concerned with improving safety for deployed personnel.

Christopher and his operations analyst, Tristan Goss, are working on a number of safety projects aimed at mitigating operational risk. As part of this, Tristan will travel to Iraq to conduct blast analysis on the .50 calibre sniper rifle.

“We’re planning some trials to help analyse the effect of Iraqi weapon training,” Tristan says. “This is to help ensure our training techniques are safe and effective.”

The blast analysis results will be used to inform force protection and personal protective equipment measures so both Iraqi soldiers and their Australian trainers can have the best possible protection.

Christopher says he finds this type of work rewarding. Knowing that he has “contributed to something that matters” by helping improve the safety of deployed personnel is why he chose to undertake his second deployment with the ADF to Australia’s main operating base.

While he admits it is difficult being separated from his wife and that “six-and-a-half months on deployment is certainly not for everybody”, he says it is an experience worth chasing.

“For people with a bit of an adventurous side who like to get out of the office or lab, it’s an amazing experience,” he said.

“My first deployment was a career highlight. Deploying with the ADF is a very unique opportunity that very few civilians get, so it is definitely worth doing if you get the chance.”

There are about 500 ADF personnel and Defence civilians deployed on Operation Accordion. They are employed in various headquarters, logistics and medical roles to support personnel and operations across the Middle East region.

Earlier this year, Kai Maxfield, an aircraft

structural integrity research engineer, spent 26 weeks on deployment. His role as an operations analyst within the headquarters of the 31-nation Combined Maritime Forces involved working with senior naval officers and came with significant responsibility.

“Shortly after I arrived, I realised both how well I had been prepared through the course and by my pre-deployment training, and also the support for operations analysis from the senior command,” Kai says.


Affixing a blast gauge to a .50 calibre machine-gun.

THE launch pad for Defence Science as Technology Group’s deployments since 2006 has been the joint pre-deployment operations analysis course.

A residential five-week study period, the course is designed to introduce and practise analytical skills to potential deployees from both the ADF and DST.

Course members are introduced to current ADF operational environments and study the theory and practical application of the operations analysis within the context of ADF operations.

They also understand, practise and demonstrate a range of technical and non-technical competencies required for successful deployments and are fully informed of the risks and expectations of a deployed analyst.

There is a spin-off benefit to Defence when the final assessment period of the course academic segment moves to Canberra and is used as a valuable ‘think tank’ by senior leadership in Joint Operations Command to guide a scientific approach to military decision making in complex environments.

Since 1998, DST Group has deployed more than 200 scientists to support operations across the Middle East, Timor-Leste, the Solomon Islands and Papua New Guinea.

u The next joint pre-deployment course is due to start on 27 February 2018. Enquiries from interested ADF and DST personnel should be sent to [email protected]

“I WAS ABLE TO PROVIDE ANALYSIS ... TO AID THEIR DECISION MAKING AND THEREFORE POSITIVELY IMPACT THE MISSION.”

KAI MAXFIELD,DST GROUP ENGINEER


Course sharpens analytical skill set

“Very quickly my commanders were asking for analyst support on the key issues related to the ongoing mission.

“Thanks to the preparation I had received and support from the Defence Operations Support Centre, I was able to provide analysis that was used by the senior officers to aid their decision making and therefore positively impact the mission. Seeing my work directly contribute to the mission was a highlight of the deployment and a proud moment of my career.”


MINISTER MEETS OUR

TROOPS

DURING July, I had the honour of visiting our operations in both Iraq and Afghanistan and, more importantly, of meeting those men and women serving on the

frontline. They are impressive people doing important work in helping to make the world a safer place.

One of the things that struck me during my visit was how young and diverse our serving personnel are; yet everyone I encountered, across a range of roles, is carrying out their duties in a way that makes you proud to be Australian.

Our personnel have taken to their training and leadership roles with gusto. They are integral to building the capacity of the armed forces in both Iraq and Afghanistan.

Central to this is our appreciation that this is their fight, this is their nation and, with our help, they are serious about defending it and ensuring its security.

When I visited the Australian troops training Afghan officers they were not just transferring knowledge and capability, they were leading by example and showing the Afghan military the professionalism required by a modern fighting force.

Since 2015, our ADF personnel at Task Group Taji in Iraq have embraced the challenges of a new role: the mentoring, training and instructing of Iraqi troops. They have trained more than 24,000 soldiers, which is a monumental contribution to rebuilding the Iraq Security Forces.

In Taji, I met an Australian-trained Iraqi military commander preparing to lead a

mission. In talking to him it was obvious the high regard he has for our troops and the confidence our expertise has instilled in him and his men.

The efforts of our troops have resulted in success in Iraq. The Iraqi Government has regained control of most of its sovereign territory, most notably the taking of the Daesh stronghold in Mosul.

We should be proud that we are part of an alliance that is taking the fight to Daesh, and winning. The terrorist group Daesh is beyond despicable; it kills indiscriminately and peddles misery.

There is still more to be done. Progress is slow but steady, and it remains in our national interest to invest in a secure future for Afghanistan and Iraq.

In a meeting with the acting Afghan Defense Minister, his message to the Australian people was clear: thank you for what you’re doing and keep doing it because you are making the world a safer place – that equally applies to our ADF wherever they serve.

Our armed forces are regarded as among the finest in the world and we should be proud of this reputation that was forged in the trenches of World War I and has been strengthened wherever Australian men and women have deployed.

Across the Middle East and Afghanistan, around 38,400 personnel have served on Operations Slipper and Highroad over the past 16 years.

We have maintained a military contribution to Afghanistan since 2001 and we remain committed to supporting coalition efforts

to strengthen the Afghan National Defense and Security Forces through the NATO-led Operation Resolute Support mission.

The government has extended Australia’s contribution to at least June next year and will increase our personnel contribution.

We also continue to support Afghanistan by committing $US100 million a year to security sector sustainment, which will continue until at least 2020.

Sadly, we have lost people, suffered casualties and many have returned home needing support, but our contribution is making Australia, and the world, a safer and better place.

The Minister for Defence Personnel, Dan Tehan, tells of his trip to the Middle East

“WE SHOULD BE PROUD THAT WE ARE

PART OF AN ALLIANCE THAT IS TAKING THE

FIGHT TO DAESH, AND WINNING.”


Above: The Minister for Defence Personnel, Dan Tehan, speaks with an Iraqi Army officer during his visit to Task Group Taji 5 at the Taji Military Complex, Iraq.Photo: Able Seaman Chris Beerens

Left: Dan Tehan is transported in a Chinook helicopter in Afghanistan. Photo: Sergeant Ray Vance


CREDIT CARDS UNDER REVIEW

THE introduction of sample testing of credit card transactions during 2016-17 has not identified systemic misuses or fraud.

The First Assistant Secretary Financial Services, David Spouse, says more than 3300 transactions – worth more than $6.5 million – were tested and only one was referred to Audit and Fraud Control Division for further investigation.

“The Corporate Credit Card Testing Program covered a range of transactions, such as taxi fares, cash advance withdrawals on the Defence Travel Card and payments using the Defence Purchasing Card,” David says.

The program identified 153 instances of potential non-compliance against the Public Governance, Performance and Accountability Act 2013 and a further 41 breaches of internal Defence policy.

“To put these figures into context, Defence processes more than 1 million credit card transactions in a year,” David says.

“It was pleasing that we found no systemic issues around the use of cards.

“The overwhelming majority of cardholders are doing the right thing, but some incidences of administrative non-compliance were identified.”

Most administrative deficiencies related to

More than 3300 credit card transactions were tested during 2016-17. Photo: Corporal Mark Doran

Audit of credit card transactions finds no systemic issues

incorrect delegate approval for purchases and failure to comply with mandatory procurement rules and official Defence travel policies. Corrective action in these cases included counselling and additional training.

The Chief Finance Office Group initiated the Corporate Credit Card Testing Program to strengthen controls after a report by the Australian National Audit Office on Defence’s management of credit and other transaction cards. The management and governance processes were reviewed and the policies relating to the use of credit cards were enhanced with the approval of the Chief Finance Officer, Phillip Prior.

“IT WAS PLEASING THAT WE FOUND NO

SYSTEMIC ISSUES AROUND THE USE OF

CARDS.”DAVID SPOUSE,

FIRST ASSISTANT SECRETARY FINANCIAL SERVICES


Purpose Transaction Type Number of trans-actions tested

$ value of trans-actions tested

To identify suspicious

transactions relating

to cash advance (including Travelex)

Defence Travel Card cash – multiple transactions over consecutive days

240 99,503

Defence Purchasing Card cash – withdrawal on non-work day

273 178,371

Defence Purchasing Card cash – other withdrawals

115 650,868

Defence Travel cash – value

275 404,282

Travelex transactions 297 102,903

To identify high- risk credit card

transactions that might indicate

impropriety

High value Defence Purchasing Card

60 1,984,942

High value Defence Travel Card

288 4,508,297

PayPal transactions 277 402,879

QBT Pty Ltd transactions 255 53,134

High-risk transactions 273 183,761

Blocked merchants 1 1218

To identify high-risk

taxi services

Tax purchases >$200 957 294,712

Grand Total 3301 6,596,142

David says that during 2017-18 the credit card testing program is being intensified with use of IT-based analytical techniques developed with the assistance of Data Analysis Australia.

The results of this testing will be regularly published in the Defence Magazine and the Service Newspapers.

The table opposite summaries the 2016-17 credit card testing program.

u �Instances of non-compliance and corrective action taken should be reported on the Defence Compliance Registers. For details, see intranet.defence.gov.au/find/policies/compliance_reporting.html


FIGHTING FRAUD

Forum highlights importance of a positive, ethical culture

The Acting Inspector General of the US Department of Defense, Glenn Fine, addresses delegates at the Fraud and Anti-Corruption Network Congress. Photo: Jay Cronan

IF IT looks wrong, it probably is. This was one of the key messages conveyed to delegates at the third annual Fraud and Anti-Corruption Network (FACNET) Congress in Canberra earlier this year.

Hosted by Defence’s Audit and Fraud Control Division (AFCD) from 1-4 May, the event brought defence fraud experts from Australia, the United States, United Kingdom, Canada and New Zealand together to network and discuss a range of issues, including:

the importance of setting the right ‘tone from the top’

the importance of transparency in decision making

building resilience to fraud and corruption risks into organisations by promoting the importance of sound governance, coupled with driving positive cultural change, and

early and continuous engagement with industry to establish mutual obligations and expectations.

The Director of Fraud Control, Steven Burge, says the AFCD engaged with counterparts in the ‘Five Eyes’ defence agencies two years ago to propose a meeting to discuss information-sharing protocols aimed at developing better practices in preventing, detecting and responding to commonly shared fraud and corruption risks.

Representatives met in Virginia in the United States in 2015 and established the FACNET.

“As part of the FACNET program in Canberra, we hosted a one-day Fraud and Anti-Corruption Congress at Old Parliament House where more than 130 representatives from Defence, other Commonwealth agencies and industry attended,” Steven says.

The then Acting Secretary of Defence, Brendan Sargeant, and the Vice Chief of the Defence Force, Vice Admiral Ray Griggs, opened the event.

Brendan considered the forum essential in reinforcing Defence’s expectations for a strong, ethical culture, as a key element in preventing fraud and corruption, and detecting it once it occurred.

“Defence is in the process of undertaking a once-in-a-generation transformation aligning strategy, capability and resources to strengthen Australia’s security in a more complex strategic environment,” Brendan said.

“Defence can expect its exposure to fraud and corruption risks are likely to grow and evolve through the nature and location of its work. Not only does fraud and corruption constitute criminality, it reduces the funds available to deliver Defence capabilities.”

He said the government took fraud seriously and was determined to ensure entities took all measures to control it.

“Fraud damages our reputation and lessens public confidence in our work. In time, this undermines capability. It is a strategic issue,” Brendan said. “Corruption is a global, corrosive phenomenon, which undermines democratic processes and the rule of law. Preventing and detecting fraud and corruption is the first line of defence for many organisations, including Defence.”

The Vice Chief of the Defence Force said corruption and fraud not only destroyed the reputations of organisations, but their fabric.

“Senior leaders, especially in this organisation, get accused of talking about culture incessantly. This is too bad, because culture is at the heart of most things – a good culture is the core of a good organisation,” Ray said.

“Culture is what either enables or inhibits ethical conduct and decision making. We need both those good governance practices and policies and a positive culture to go with it.”

He said Defence’s workforce needed to believe that every dollar we spent in our budget was precious.

“Basic principles such as these are crucial to setting the right culture, a culture that has to be rooted in values, a culture that values transparency, which values a contest of ideas and perspectives, and a culture that doesn’t tolerate bystanders,” Ray said.

“In Defence we are really good at process – I think we’re world class – but it is not a substitute for the cultural elements that enable strong ethical behaviour. Moral courage is the

“FRAUD DAMAGES OUR REPUTATION

AND LESSENS PUBLIC CONFIDENCE IN OUR WORK. IN TIME, THIS

UNDERMINES CAPABILITY.”BRENDAN SARGEANT,

THEN ACTING SECRETARY OF DEFENCE


crucial enabler for a healthy culture; it stops a blind eye being turned and it results in a better organisation.”

He said Defence leaders needed to constantly push the issue of moral courage through training courses and day-to-day interaction with their people. They also needed to reward those who exhibited it.

“Fraud and corruption is as important to our industry partners as it is to us. It is not just a Defence issue, or an industry issue, it a whole-of-government issue and we all have similar stories and similar pressures,” Ray said.

The Acting Inspector General of the US Department of Defense, Glenn Fine, delivered the keynote address during the congress and said transparency was one of the key attributes

of anti-fraud and anti-corruption measures. “I believe strongly in what a justice of the

US Supreme Court once said, ‘sunshine is the best disinfectant’,” Glenn said. “Leaders have to foster a culture of ethical behaviour and we have to ensure there is an effective system to hold to account people who commit misconduct. It does surprise me what people would do to compromise or risk their careers and their livelihood. Just because someone else may be doing something, doesn’t make it right.”

For comparative purposes, Glenn said the US Department of Defense had a US$600 billion budget with a workforce of around 3.2 million people. He identified the key risk areas as procurement fraud, corruption, health care fraud and illegal technology transfers.

Other presentations during the congress covered: reporting wrongdoing through public interest

disclosure schemes; when unethical conduct becomes corrupt

conduct; serious and organised crime threats; the importance of good governance; and risks associated with cartel behaviour.

“Overall, feedback from the congress was positive and the AFCD will look to hold a similar event in the future,” Steven said.

u Presentations are available to view at the Fraud Control and Investigations Branch intranet site at drnet.defence.gov.au/AssociateSecretary/AFCD/FCIB/DFC/Pages/Events-and-Publications.aspx

A FORMER Victorian public servant convicted of fraud gave one of the most powerful presentations at the Fraud and Anti-Corruption Congress at Old Parliament House.

He spoke about the significant personal consequences he suf-fered as a result of his actions, including a marriage breakdown, loss of employment, financial hardship and imprisonment.

At the time he committed the fraud he was married with two young children and lived in a “great home in Essendon”.

“I was a senior finance manager with a Melbourne metro council for more than six years and had 20 years’ accounting experience,” he says.

“I had never had any trouble with the law, but over a 12-month period I stole $136,000 through false invoices and personal expense claims to fuel an insatiable gambling addiction.

“I would and could gamble 20 hours a day on horse racing and could bet about $100,000 a week. My bets ranged in size from $200 to $1000. I would bet at home, at work, even in my bed at 3am. I was an emotional and physical wreck, managing on three hours of restless sleep each night.”

He says there is no rationale for what he did.“Addicts are desperate, addicts are liars, addicts are in denial.

Eventually their addiction spirals out of control and with gambling this can lead to illegal behaviour to finance it,” he says.

“Once you have stolen and gotten away with it, it becomes open slather. I hoped I wouldn’t get caught, but it was actually a relief when I was.”

It took two years and nine months from being caught until sen-tencing. He spent two weeks at the Melbourne Assessment Prison, which he describes as “hell on Earth”, 11 weeks at the Melbourne Remand Centre, then nine months at Dhurringile Prison.

“Prison is very similar to how it is portrayed on television. Violence committed against inmates is perceived as normal and there were violent fights every two or three days. I was constantly on edge,” he says.

He stresses the importance for managers to know their people and be vigilant for suspicious behaviour.

“Know your employees. Create a positive culture. I was a known gambler – I had the radio on the horse races most afternoons, my marriage broke down, I sold my house and accessed some long ser-vice leave cash, but not one question was asked.,” he says.

His message to people “on the edge” or thinking about commit-ting fraud is simple: get help.

“Seek support before it’s too late; before you hit rock bottom.”

Know your people, says convicted thief


BETTER WAY TO FIND

SERVICES

HAVE you checked out the ServiceConnect site? It’s the department’s new online portal listing more than 800 services available to Defence personnel.

It’s been designed to bring together related services from across the organisation in a centralised, intuitive and easy-to-use website.

The ServiceConnect Project Officer, Nicole Miles, says the site has generated resoundingly positive feedback from customers since its launch in July.

“ServiceConnect aims to enhance the customer experience by creating a simple pathway to Defence services,” Nicole says.

“The project’s focus was never to add or remove services, we wanted to enhance the services already available by making it easier for customers to find what they need.

“We’d always hoped that ServiceConnect would have a positive impact. But it’s the great user feedback that’s validated what we set out to achieve.”

The ServiceConnect Project Manager, Tracey Johnston, says a lot of the site’s success can be attributed to its user-centered design approach and extensive input from customers and Enabler Groups.

“Customers are at the heart of

ServiceConnect, so it was imperative they played a major role in creating the solution,” Tracey says.

“We carried out lots of customer profiling and mapping to better understand customer journeys and existing pathways to services.

“From personal background to geographic location, to the events leading up to needing particular services, it didn’t take us long to realise that no two customers are the same.

“Every person has different motivations and preferences and we needed to design a solution that would work for all members of Defence.

“We went from region to region talking with customers and testing early iterations of the site. We learnt so much by listening and observing user behaviours.”

The team used the feedback to inform the end solution.

For example, through their observations, the importance of the site’s search function became apparent – so they introduced a predictive text search field.

This feature is new to Defence and helps users find what they need in a quicker and more efficient way.

Tracey also acknowledges the project’s stakeholders and the value in having a comprehensive engagement approach.

By Hoami Southwell

“CUSTOMERS ARE AT THE HEART OF

SERVICECONNECT, SO IT WAS IMPERATIVE

THEY PLAYED A MAJOR ROLE IN CREATING THE

SOLUTION.”TRACEY JOHNSTON, PROJECT MANAGER

A new portal is simplifying the process of connecting customers with services

Co-design workshops and regular meetings were held to generate ideas and openly discuss varying perspectives.

By creating open lines of communication and being transparent Tracey says they were able to work in a collaborative manner.

“It was critical that we were actively and cohesively working with our Enabling Group partners and stakeholders throughout the life of the project,” she says.

“We had mutual understanding that, no matter what service is being delivered, ServiceConnect is about helping Defence customers. This helped us come together as a unified group with a collective purpose.”

The First Assistant Secretary Service Delivery Division, Alice Jones, says

ServiceConnect’s user-design and engagement approach is a foundation concept that will improve the Defence service delivery system.

“The Service Delivery Framework sets a vision for achieving a more integrated service delivery system, a system that puts the customer at the centre of what we do,” Alice says.

“Guided by the Framework, we’re working to simplify our service pathways, encourage customers to participate in service design and foster collaboration across Enabling Groups. The ServiceConnect Project is a really good example of using customer design to achieve a different experience for Defence.”

u You can find ServiceConnect under the ‘Essentials’ tab on the Defence Intranet homepage.

Site feedbackIn 31 years in Defence, this is the best computer based upgrade I have come across. You have managed to deliver something that is intuitive and usable. – Michele

I can’t possibly think how anyone could get lost with this tool. – Beth

I have found this process to be a simple one-stop shop that allows me to click simple keywords that delve down into what I am looking for. – James

Easy to navigate and full of useful info. – Mark

I have made sure that all units we administer have saved it as one of their favourites. It will save me so much time. – Flight Sergeant Baker

ServiceConnect is a fantastic step in the right direction. – Warrant Officer Mason

I’ve used ServiceConnect four times already today and found everything I wanted. – Jen

I had a quick look through ServiceConnect and it’s excellent! No clutter or confusion. – Angela

Just wanted to say this is an excellent tool. Well done. – Lieutenant Colonel Cooper

Awesome website. – James

Project Officer Nicole Miles, left, and Project Manager Tracey Johnston, of Estate and Infrastructure Group, helped develop ServiceConnect.Photo: Corporal Mark Doran



A PROJECT to streamline the process of obtaining a Defence Security Pass, also known as a Defence Common Access Card (DCAC), is making arrangements

easier for customers.The Director Defence Security and Vetting

Service, Mark Hill, is leading the project, which is a collaborative undertaking between Estate and Infrastructure Group and Defence Security and Vetting Service.

Mark says one of the frustrations in improving the customer experience is the access, or lack thereof, to DCAC information outside of Defence.

“If you do an internet search for DCAC, it’s hard to find anything on the process,” Mark says.

“You really have to dig deep, and when you do find something, it links you back to the Defence intranet, which can’t be accessed from the internet,” he says.

Recommendations from an initial phase of this project included:

simplifying the application

getting the balance right with customer information and customer privacy

reducing the need for individuals to hold multiple cards, and

extending the expiry periods of some cards.

Mark says the next phase is about exploring the recommendations in more detail and delivering positive change for the customer.

“This phase is about getting things done. We will start with what can be improved in the short term, like small changes to policy or procedure, but other ideas will take longer due to the level of complexity,” he says.

“Ultimately, customers will still have to meet security outcomes, but we are working to improve the whole customer experience.”

One short-term change being introduced is to extend card expiry periods for security cleared contractor cards from one to three years.

This relatively small change will minimise the renewal of potentially tens of thousands of passes every year, meaning less time and effort dealing with red tape and more time spent doing the job they were hired to do, all with no change to security risk.

“Conservatively, this will save our customers more than 40,000 hours over this three-year period by not having to renew a pass each year,” Mark says.

“This change will also benefit the environment, reducing nearly 500kg of non-biodegradable plastic waste.

“Applying a similar approach across a range of Defence passes could achieve even larger reductions in red tape, administrative burden and plastic waste over a five-year period.

“It is quite possible that plastic waste could be reduced by more than a tonne.”

Extensive consultation with subject-matter experts within Defence helped the project team develop proposals from ideas into practical solutions.

Much of the help has come from Base Support Operations, National Pass Office Management and Security Policy.

The project team is exploring other options, including the consolidation of DCAC categories, as well as consulting with wider stakeholders before a final set of options are presented to senior leaders.

Customer frustration has also been addressed by expanding the DCAC information available via 1800 DEFENCE and the departmental internet site.

Other work to improve the DCAC customer experience is focused on the application form and process to grant access to a base.

Mark Hill, left, and Alex Collins are working on

streamlining the Defence Access Card process.

Photo: Sam Birch

The Defence Security Vetting Service is streamlining processes around passes

EASY ACCESS ON CARDSBy Alex Collins


T HE Chief Defence Scientist, Dr Alex Zelinsky, has been recognised for distinguished services to Defence science and technology, engineering systems and education.

Alex was made an Officer in the Order of Australia in the 2017 Queen’s birthday honours.

“I’ve been privileged to work with the best and brightest in Australia’s science community; be it scientists, engineers, technologists and great support staff,” he says.

“I’m both surprised and humbled to receive this award. I really do believe it should be shared by the many people with whom I’ve worked with over the years.”

He describes his time at Defence Science and Technology Group as “wonderful” and thanked staff who “have made this organisation great and allowed me to shine”.

Since joining Defence in 2012, Alex has successfully steered the Defence Science and Technology Group through the First Principles Review and maintained its position as a valued part of the department with a forward-looking five-year strategic plan.

Alex’s Russian parents met in Australia after fleeing their homeland after World War II.

His father got a job at the Port Kembla steelworks then later completed a university degree in Wollongong and became a lecturer at TAFE. The family now has three generations of graduates from the university.

Alex was born in Wollongong and went to Kiama High School and Wollongong University.

Inspired by television personality Professor Julius Sumner Miller, Alex developed a keen interest in science.

He started his career in 1978 as a cadet at BHP. In 1984, he joined academic staff at the University of Wollongong where he taught computer science while completing a PhD in robotics.

He worked as a research scientist at the National Institute of Advanced Industrial

By Joanne Armstrong

Science and Technology in Japan, developing computer vision and robotics technologies from 1991 to 1994.

He was appointed Professor of Systems Engineering at the Australian National University in 1996, holding that position until 2004. He then worked as a senior executive at CSIRO from 2004 to 2012.

A company he founded, Seeing Machines, has built eye-monitoring technology that can detect drowsiness or distraction in drivers.

Its products are being bought up by mining companies worldwide to install in their vehicles.

The technology gives computers the ability to know what a person is seeing. The company became the first in Canberra to be listed on a foreign stock exchange.

“I’m a product of all the people I’ve worked with and dealt with,” Alex says.

Alex is now firmly focused on implementing the Next Generation Technologies Fund to deliver future game-changing capabilities for Defence.

Reward for services to Defence science and technology

JUST WHAT THE DOCTOR DESERVES

Dr Alex Zelinsky receives his AO from the Governor-General, General (retd) Sir Peter Cosgrove. Photo: Sam Birch


Introduced last December, the Defence Innovation Hub is proving a success with industry

FROM a scribble on a whiteboard to the launching of a pilot program and the awarding of its first contracts, the Defence Innovation Hub has come a long way in a short time.

Since its inaugural update to industry and academia in Canberra in late June, a number of contracts have been awarded.

The Assistant Secretary Defence Capability and Innovation, Benjamin Hayes, says not only does the Hub make it easier to do business with Defence, but it also shapes the market by stating Defence’s priorities for innovation investment.

“We announced what our priorities would be for the next 12 months last year, which set the agenda for the awarding of our initial contracts.

“We also announced a pilot of our special notice capability at the update, which we can use if Defence has a capability problem or challenge that we want industry to help us solve through innovative solutions.”

These notices are advertised on the Defence Innovation Portal as they arise.

The top three priorities for Innovation Hub investment in the 2017-18 financial year are:

intelligence, surveillance, reconnaissance, electronic warfare, space and cyber

key enablers, and

land combat and amphibious warfare.

Benjamin says his team has received a lot of feedback and is working to further streamline the procurement and contracting process.

“Although the Hub is relatively new, we have a culture of continuous improvement and will continue to listen to feedback to improve our program,” he says.

“It’s really important we take a long-term view as the Hub has been established as a 10-year program at minimum and, if we do well, I’m sure it will go longer than that.”

The Hub has so far awarded 15 innovation contracts, with values ranging from $97,000 to more than $3 million, with a total investment of more than $20 million.

It has also received more than 300 innovation

“WE HAVE A CULTURE OF CONTINUOUS

IMPROVEMENT AND WILL CONTINUE TO

LISTEN TO FEEDBACK.”BENJAMIN HAYES,

ASSISTANT SECRETARY DEFENCE CAPABILITY

AND INNOVATION

By Sharon Palmer

GOOD START

FOR HUB

Two of the 300 attendees network at the Defence Innovation Hub Industry Update at the Australian Defence Force Academy in Canberra. Photos: Sam Birch


Capability streamsDefence seeks innovation propos-als aligned with the six capability streams identified in the Integrated Investment Program.

1. Intelligence, surveillance, recon-naissance, electronic warfare, space and cyber

2. Key enablers3. Land combat and amphibious

warfare4. Strike and air combat5. Maritime and anti-submarine

warfare6. Air and sea lift

For more information about Defence’s approach to supporting innovation from Australian industry, visit the Defence Innovation Portal at www.business.gov.au/cdic

proposals and released more than 100 individually tailored requests for proposals.

“What we are doing is making it easier for industry and research organisations to do business with Defence by breaking down the barriers that previously existed,” Benjamin says.

“It’s about being streamlined, it’s about having a single innovation pipeline. It’s also about being transparent and clear about what our investment priorities are and, in the process, reducing the costs and barriers to innovation.”

The Director Assessment and Operations, Glenn Alcock, says there is a two-stage assessment process for innovation proposals. The first stage is a call for submissions and the second is a request for proposal.

“The call for submissions is the initial pitch and does not have to include all the nuts and bolts of the proposal,” Glenn says. “If the pitch meets our business requirements, then we will go back and ask for a more detailed proposal and respondents will be invited to participate in a request for proposal process. By doing this we can save both the innovator and ourselves a lot of time and energy.”

Glenn says the initial pitch will be assessed against four criteria:

suitability – the extent to which the proposed innovation could further the effectiveness of a Defence capability, enterprise, or technology challenge

feasibility – the extent to which the proposed innovation will be able to be developed and adopted with relevant defence systems, from a technology perspective

timeliness – the anticipated timeframe that the proposed innovation would require to realise a positive impact on Defence capability

contribution to Australia’s defence industry capability – the extent to which the proposed innovation has the potential to improve or contribute to Australia’s defence industry capability and capacity.

Glenn says since the initial update in June, the team has received positive feedback from industry and hopes to hold an update each year.

“We received overwhelming support for the simplification of Defence innovation programs into a streamlined program that nurtures and matures proposals through a single innovation pipeline,” Glenn says.

“By publishing priority innovation streams, this helps industry and academia plan their research and development activities.

“The governance framework that underpins the new Defence innovation system ensures that all appropriate stakeholders are involved in investment decisions, including capability managers from the three Services and the Capability Acquisition and Sustainment Group.”

The Assistant Secretary Defence Capability and Innovation, Benjamin Hayes, gives a presentation at the Defence Innovation Hub Industry Update.

BE PART OF THE HUBThe Defence Innovation Hub is recruiting staff to build its capacity. If you are interested in joining the team and working at the fore-front of innovation in Defence, keep an eye on Defence Jobs or get in touch with the Hub.


A NEW innovation contract suite has been specifically designed for the Defence Innovation Hub. According to the Director Commercial Management, Martin

D’Cruz, it’s intended to motivate industry to develop innovative technology for Defence and develop Australian industry capability.

“The Innovation Contract is different to the Australian Standard for Defence contracting suite,” Martin says.

“It is simplified and specific to the development of technology.

“Defence will support industry to develop groundbreaking new technology in a fast-to-fail environment, which recognises that failure brings important knowledge into both Defence and industry.

“This is because developing innovative technology requires a higher risk appetite than traditional Defence procurements, including the acceptance by Defence that some projects will fail and that some technologies may have no viability despite the best endeavours of both parties”.

Martin says there is no hard obligation in the contract to deliver the technology, instead it is a best-endeavours obligation.

“The Innovation Contract reflects a willingness and pragmatism on the part of Defence to take on a greater share of risk than it would normally in an acquisition or sustainment contract,” he says.

“It is designed to enable collaborative, flexible contracting, and a more agile approach to entering into and managing the contract to achieve value for money.”

The Innovation Contract is made up of four parts:

contract framework

contract phase statement (CPS), including the Project Execution Plan

standard terms and conditions, and

annexures to the contract.

Martin says the contract structure ensures one contract covers all four phases of the project.

“It is designed to be updated and changed as the project progresses by adding in new CPS details for each phase, subject to the delegate’s determination to progress the project,” he says.

“Acceptance of the standard terms and conditions is a precondition of submitting a proposal to the Innovation Hub and therefore does not need to be negotiated.

“Limiting negotiation to only the variables in the CPS facilitates the quick and agile progression of projects through the Innovation Hub channel.

“A new CPS is incorporated by an easily executed amending deed.”

Martin says collaboration is at the heart of the Hub’s contracting approach, with the Hub’s team working closely with key Defence stakeholders and industry to deliver game-changing technology for the ADF through a single pipeline of innovation activity.

He says the drafting work and consultation that went into the design of the Innovation Contract was not without its challenges.

“There were several significant challenges in designing the Hub’s new procurement processes

INNOVATIVE CONTRACT

The Industry Policy Division has developed a simple and unique procurement contract

By Sharon Palmer

“IT IS DESIGNED TO ENABLE

COLLABORATIVE, FLEXIBLE CONTRACTING,

AND A MORE AGILE APPROACH.”

MARTIN D’CRUZ, DIRECTOR COMMERCIAL

MANAGEMENT


The Director Commercial Management, Martin

D’Cruz, was instrumental in the development

of a new procurement contract relating to

innovative technology. Photo: Jay Cronan

and contract template, including in relation to intellectual property rights and a liability regime,” he says.

“Engagement with internal and external stakeholders was essential to achieve an appropriate balance between the interests of Defence and industry.”

Several workshops were held with representatives from industry to seek feedback on the Hub’s intellectual property strategy and the contract provisions, and to understand any issues and concerns.

“We then drafted contract clauses to address these issues and concerns,” Martin says.

“We also worked extremely closely

with external legal advisers and Capability Acquisition and Sustainment Group, as our contracting experts, to gain valuable professional insights and finalise the documentation.”

Martin has received a lot of positive feedback since the awarding of the first contracts, and will consider opportunities to implement improvements based on lessons from a representative sample of innovation contracts that have been completed.

“Overall, industry is generally supportive of the Hub’s procurement and contracting approach and we welcome industry feedback to address relevant issues and risks,” he says.


D EFENCE Science and Technology Group is celebrating after winning several science and industry awards in recognition of its leading edge research.

Clunies Ross AwardsTHE Clunies Ross Awards recognises contributions by dedicated individuals to the application of technology for the benefit of Australia.

Darryn Smart, of DST’s Cyber and Electronic Warfare Division, won the award in the Knowledge Commercialisation category for his research into radio-activated improvised explosive devices that led to the development and commercialisation of novel countermeasures to protect individuals and vehicles.

“The award is for force protection measures developed under two research programs –Redwing and Huckleberry – which provide a protective haze or force field around a person or

vehicle to stop insurgents from sending a signal and setting off a roadside bomb,” Darryn says.

Darryn developed two robust, lightweight systems, a hand-held version called Greengum for use by ground troops and a more powerful system called Greygum for fitting to light vehicles.

Greengum and Greygum have been commercialised with an estimated economic benefit of $64 million. More than 150,000 units have been supplied to Afghanistan’s security forces.

The devices were developed at short notice at the request of the Joint Counter Terrorism Task Force, manufactured by a number of small business firms and commercialised through the Military Sales Office.

The Chief Defence Scientist, Dr Alex Zelinsky, says the Greengum and Greygum devices represent an exemplary success story for innovation, commercialisation and collaboration between Defence and industry.

“They showcase how Australia’s cutting-

By Louise Berry

“IT WAS A GREAT HONOUR TO BE A

FINALIST, BUT TO WIN IS AN ENORMOUS

ACHIEVEMENT.”FRED BOWDEN, GROUP LEADER

SCIENCE GONGS

The work of the Defence Science and Technology Group is gaining recognition

Mark Beaumont and Chris North with their

iAwards trophies.


edge technology can make an impact on the global stage,” Alex says.

The Minister for Defence, Marise Payne, added her congratulations, saying the award was well deserved.

“The devices have delivered significant operational capability to the ADF and our coalition partners and would not have been possible without the expertise of the small and medium enterprises involved in the programs,” she said.

The Clunies Ross Awards are now in their 25th year and are presented by the Australian Academy of Technology Science and Engineering.

The Redwing program also won the inaugural innovation award in 2016 from the Institute of Public Administration Australia.

Essington Lewis Awards awardTHE Joint Direct Attack Munition Extended Range (JDAM-ER) won two Essington Lewis Awards at the Defence + Industry Awards Gala Dinner. It received the award for Major Acquisition over $50 million and Team of the Year award.

JDAM-ER went into service with the RAAF in 2015. It is a significant success story for DST Group and represents a significant improvement in capability for the Air Force.

The Essington Lewis Awards recognise excellence in collaboration between Defence and industry to ensure the ADF has the materiel it needs, when it needs it, and at a cost that represents value for money.

iAwardsDST was among winners in the South Australian and national iAwards. The iAwards recognise and reward technology innovations that have the potential to or already have a positive impact on the community. They are presented annually by the Australian Information Industry Association.

DST’s Trustworthy Systems team, part of the Cyber Assurance and Operations Branch, won three separate awards for the Cross Domain Desktop Compositor (CDDC). This system allows content from multiple computers of different security classifications to be viewed securely on a single screen. The CDDC is a collaboration between DST and Data 61/CSIRO and has potential applications in both government institutions and the commercial market.

Team lead Mark Beaumont says the CDDC might be considered the ‘holy grail’ of military cyber security since the early days of computing.

“Our collaboration with Data61 has helped drive the technical development of the CDDC, as well as position it for broader exposure and technology sales opportunities,” Mark says.

Rist prize

DST’s Joint Operations Analysis Division has been awarded the Rist Prize for an analytical

Darryn Smart receives his Clunies Ross award from South Australian Chief Scientist Dr Leanna Read.

campaign that helped define the ADF’s operational requirements in coastal, littoral, estuarine and riverine (CLEAR) environments.

The Rist Prize is presented by the Military Operations Research Society in the United States. It recognises the benefits that sound operations research has on “real life” decision making and operations.

The group leader, Fred Bowden, says it’s believed this is the first time a non-US team has won the prize.

“This is a great achievement and demonstrates that DST’s research is world leading. It was a great honour to be a finalist, but

to win is an enormous achievement,” he says. The CLEAR study adopted an investigative

campaign approach using teams employing multiple and diverse methods to analyse the Army’s future watercraft needs.

The research leader and award recipient, Nicholas Kempt, says the study allowed the team to provide Army and Navy an ordered set of capabilities to achieve a modern and capable littoral watercraft capability.

“It also provided a number of fleet design examples that could be matched to priorities,” he says.


CLEAR STRATEGIC FOCUS

THE team at Strategic Policy is taking the way Defence does planning in a new direction. The Defence Strategy Framework was launched in March and describes

how government guidance and direction on strategic policy is delivered across Defence, including in relation to military preparedness, capability investment, international engagement, and operational planning.

The Director General Military Strategy, Brigadier Michael Mahy, says it is an important document that combines and explains the higher elements of strategic policy within the department and the ADF.

“It lays out the key strategic guidance documents and what those documents are designed to do. And it talks about the strategic centre from the First Principles Review – what that is, and who’s responsible for what within that strategic centre,” Michael says.

“So it’s a very succinct, clear and direct way of communicating how we deal with issues of strategy and providing guidance.

“The more coherent the guidance we provide, the more easily it is interpreted and the more readily it can be transmitted to the people that need to know at the coalface.”

The First Assistant Secretary Strategic Policy, Tom Hamilton, oversaw preparation of the Strategy Framework.

“The nature of work like this is that it is often led by small teams – in this case about half a dozen civilians and half a dozen military personnel. There was a lot of consultation across the organisation as well,” Tom says.

Since its release, Tom has been pleased with the response the Framework has received.

“We’ve had very good feedback from people who see the document as a concise explanation of how strategy is delivered across Defence,” he says.

“We want people to understand why they need it and how it helps them in their work areas. Making that connection is vitally important. The worth of the Strategic Framework is that all of us – it doesn’t matter if we work in project management, international

By Michelle Fretwell

Guidance and direction on strategic policy across Defence explained in

new framework

policy, personnel – can relate to the overarching strategic guidance because of the more specific instructions we now have.”

The Deputy Secretary Strategic Policy and Intelligence, Rebecca Skinner – who is now the acting Associate Secretary – wants the publication of this Framework to mark a fresh start in the way Defence does strategic planning.

“There is no question that any organisation, let alone one as complex as Defence, benefits from a strong sense of where it should be heading. But, in developing that direction, we need to bring the organisation with us and that wasn’t always done well in the past,” Rebecca says.

“Putting the Framework into practice will see some big changes to the way Defence does planning at the strategic level – starting with clearer direction on what we need Defence to be able to achieve.”

For the first time, the Framework also builds in a feedback loop, so Strategic Policy Division can understand how Defence is tracking against

strategic intent and the lessons learned in implementing it.

The Assistant Secretary Strategic Policy, Peter Sawczak, says the focus is now on reviewing key elements of the Framework, especially the Defence Planning Guidance and Australia’s Military Strategy.

“One thing we’re doing now is looking at how we review these elements to keep our strategy relevant and effective, and to make sure that our policy settings continue to apply,” Peter says.

“The review process is not about us going out to the rest of the organisation, making an assessment and putting it to our seniors. What we’re seeking to achieve is a more interactive two-way review process that helps all of us see the direct relevance of the Strategy Framework in our day-to-day work.

“It’s about all of us taking part in a collective process and fostering habits of strategic thinking and action across the organisation.”

CLEAR STRATEGIC FOCUS


SOMETIMES people are born knowing what they’re going to do with their life and Christina Gordon is one of them. Christina, a Strategic Policy Division Policy Officer, is from a Defence family and always knew she would pursue a career within the Department.

“My father has been a member of the Navy for more than 30 years and both my grandfathers served in the Army. Working here after I finished my studies was a natural progression for me,” Christina says.

Christina works in Regional Strategy, focusing on South-East Asia and North Korea, and finished the Graduate Program at the end of 2016.

She joined the division in February, just as the Defence Strategy Framework was launching and part of her work involves working on key documents referenced in the Framework.

“A large portion of my day consists of keeping up-to-date with current events, assessing how this will impact Defence planning and what we will do about it. The rest of my time involves engaging with subject matter experts, promulgating policy to stakeholders, consolidating policies and seeking guidance to get answers,” she says.

“I love where I work, what I do and the people I engage with.” Christina’s passion for her work is obvious and she lights up as she speaks about it. “My job is actually really rewarding. I don’t always see the results of my work

immediately, but I do see its impact down the track,” Christina says.“I didn’t realise that I would enjoy policy so much but now I see myself pursuing

it as a long-term career in Defence. As a grad, I got to experience a number of other rotations and policy was a good fit for me.”

To qualify for the Defence Graduate Program, Christina studied a Bachelor of Arts-Bachelor of Laws (Politics and International Relations) at James Cook University.

“A year into my law degree I knew I didn’t want to be your typical lawyer, but I knew I wanted to use my knowledge of the law in my work – this line of work allows me to do that,” she says.

Christina cites Rebecca Skinner, who is currently the acting Associate Secretary, as a role-model.

Learning curve for former graduate

The First Assistant Secretary Strategic Policy, Tom Hamilton, is pleased with the feedback from the Strategy Framework. Photos: Sam Birch

The Assistant Secretary Strategic Policy, Dr Peter Sawczak.

The Director General Military Strategy, Brigadier Michael Mahy.

Policy officer Christina Gordon is enjoying her career in Defence. Photo: Jay Cronan


INCLUSION ENRICHES TOP END

The Defence Administrative Assistance Program has come a long way in a short time

T HE Defence Administrative Assistance Program (DAAP) team was launched by the then Acting Secretary, Brendan Sargeant, at Roberston Barracks in Darwin

in June. It is the eighth team to be rolled out across the country to help deliver administrative services such as scanning, shredding and helping out at local events.

The First Assistant Secretary People Policy and Culture, Justine Greig, has been instrumental in the DAAP implementation and says the program is a valuable addition to Defence.

“The program improves the representation of people with a disability in our workforce and enables us to respond more capably to the needs of the community,” Justine says.

“It has been a huge success and has increased our community engagement.”

DAAP Darwin participant Raymond Roach says he is proud to work in the program.

“People are so nice and friendly here,” Raymond says.

“It’s a great job working with the Army and I love being a part of this team.

“I’m proud to be able to learn new skills and I feel honoured to be able to help out.

“People are so thankful for the work we do; it is a really important job.”

By Siobhan Mitchell-Taverner

Sapper Kane Anderson and his explosive detection dog, Skye, join Rachel and Amanda from Base Support Management at Robertson Barracks for the launch of the Defence Administrative Assistance Program in Darwin.


Above left: The then Acting Secretary of Defence, Brendan Sargeant, assisted by sign language interpreter Lianna Panasewycz addresses guests and staff during the launch of the Darwin Defence Administrative Assistance Program at Robertson Barracks.

Left: Graduate Zierk Jennifer tries out an Army work diver mask during the launch of the DAAP.Photos: Craftsman Priyantha Malavi Arachchi

The Commanding Officer of Joint Logistics Unit North, Lieutenant Colonel Lara Bullpitt-Troy, says the DAAP enriches their work area.

“The DAAP provides us with a unique opportunity to gain additional manpower in what is currently a resource-constrained environment,” Lara says.

“The program has enabled us to complete tasks that were a priority to the unit, but were unable to be completed due to competing demands.

“In this regard, the program has been a workplace multiplier.”

She says the presence of the team provides staff with the chance to work with some inspiring young men and women.

“They bring a can-do attitude and a real

enthusiasm for their work,” Lara says. “This has an immediate positive effect on my

staff on both a personal and professional level. “I would encourage other units and

employers to make a DAAP team part of their unit or workplace.”

Piloted in 2014, the DAAP now operates in Brisbane, Sydney, Melbourne, Adelaide, Perth, Townsville and Darwin, delivering services such as scanning, shredding and assistance at local events.

To date, 98 participants have a valued role in Defence as part of the DAAP.

A similar program called JobMatch that provides administrative assistance across the ACT has been operating out of Campbell Park for more than 20 years.

“I’M PROUD TO BE ABLE TO LEARN NEW

SKILLS AND I FEEL HONOURED TO BE ABLE

TO HELP OUT.”RAYMOND ROACH, DAAP PARTICIPANT


PROBLEM SOLVERS

C ONFLICT in the workplace can occur when people have differences in beliefs, values or perspectives and/or when they are not been able to communicate and resolve the

conflict for themselves.Unresolved conflict tends to result in the

loss of productivity, lower morale, increased job dissatisfaction, workplace toxicity and the stifling of creativity and the creation of barriers to cooperation and collaboration.

Defence has a specialist service in place to help with disputes.

Alternative Dispute Resolution is a tool for commanders, managers, supervisors and individuals to help them manage workplace conflict and restore workplace relationships.

Breanna Casserly, of the Directorate of Complaints and Resolution, is the Dispute Resolution Practitioner for the ACT and Southern New South Wales.

She is one of the eight Defence dispute practitioners based in most of the States and Territories. The practitioners comprise ADF members – permanent and reserve – and APS employees.

Breanna says a practitioner needs good communication skills to talk with people from different backgrounds, rank, level and skills, and get them to tell their story.

“Our role within Defence is to provide the resolution services, including mediation and conflict management coaching, which can help people resolve interpersonal conflicts.”

Other services provided by the Directorate of Complaints and Resolution in Defence People Group include workplace behaviour advice and guidance, coaching, facilitated conversations, group facilitation, interactive problem solving and workshops such as the Equity Adviser

workshop and Difficult Conversations workshop.

In the ACT, Breanna manages an experienced panel of nationally and Defence-accredited mediators and conflict management coaches, who can help empower a client to resolve their conflict.

She says having an integrated team is an advantage in terms of understanding the culture and approaches of the ADF and APS.

Breanna says while conflict is a normal part of any social and organisational setting, some cases of conflict can result from a lack of communication or a difference of perception.

“Ego, pride, jealousy, performance discrepancies or just someone having a bad day may be the cause, but the root of most conflict is either poor communication or the inability to regulate one’s emotions,” she says.

“If it’s concealed, avoided or otherwise ignored, conflict can fester to grow into resentment, create withdrawal or cause factional infighting and, potentially, disrupt the whole team.

“Resolving disputes in an appropriate timeframe is important because when people are in conflict they’re not performing at their best, which means everyone in the workplace can suffer.”

Breanna says Defence has a high success rate when using Alternative Dispute Resolution processes to solve workplace conflicts.

“During a case I’ll never forget, the two people involved were so happy they hugged each other at the end of the process,” she says.

“Usually both parties come to an agreement of how they will successfully work together.

“They may not be best friends at the end of it, but they found a way to put aside their differences and form a good working relationship.

“It gives me a sense of accomplishment because I helped people talk to each other to resolve their conflict. It’s a good feeling.

Sometimes we aren’t successful and this is where the commander, manager or supervisor will need to decide on how to manage the situation, though we can help through mediation or a facilitated conversation.”

While mediation is a form of intervention to resolve a dispute, a facilitated conversation is

By Corporal Mark Doran

“THE ROOT CAUSE OF MOST CONFLICT

IS EITHER POOR COMMUNICATION OR THE INABILITY TO REGULATE

ONE’S EMOTIONS.”BREANNA CASSERLY,

DISPUTE RESOLUTION PRACTITIONER

The team at the Directorate of Complaints and Resolution is helping personnel deal with conflict


where a dispute resolution practitioner provides the space and environment for the parties to discuss their conflict and potentially negotiate an agreement.

Most Alternative Dispute Resolution processes are informal and voluntary, but a facilitated conversation may be initiated by a manager or commander and participants can be directed to attend under certain circumstances.

If the Alternative Dispute Resolution process is unsuccessful, the commander, manager or supervisor may use more formal processes such as administrative action in line with the Defence Force Discipline Act 1982 for military members or the Code of Conduct for APS employees.

After completing law and science degrees at the University of Newcastle, Breanna joined the

graduate program with the former Customs and Border Protection Service, where she worked until she joined Defence in early 2016. She says she has learnt a lot since becoming a member of the Directorate of Complaints and Resolution.

“I didn’t realise how much training would be involved in this role or how much I needed to learn,” she says.

“Courses have included mediation, conflict management coaching and, most recently, I completed my Certificate IV in Training and Assessment.”

Breanna says most people are happy to participate in a conflict resolution process.

“Others are afraid because they’re not familiar with the approach,” she says.

“My role has also taught me a lot about

myself as I need to be able to talk to people to clarify the conflict and the cause before we move on to working out a solution.

“The job has also helped me a lot with my own communication skills and confidence.”

Defence dispute resolution practitioners are available across Australia with permanent staff based in Western Australia, South Australia, Queensland, New South Wales, Victoria and the ACT. Confidentiality is an essential feature of Alternative Dispute Resolution processes as it encourages full and frank discussion between the parties about the issues in dispute.

u For more information on dispute resolution services visit www.defence.gov.au/complaintresolution, call 1800 DEFENCE (1800 333 362) or email [email protected]

The Dispute Resolution Practitioner for ACT and Southern New South Wales, Breanna Casserly, of the Directorate of Complaints and Resolution, and a Defence Mediator, Wing Commander Ray O’Reilly, use alternative dispute resolution to deal with workplace conflict and restore workplace relationships. Photo: Corporal Mark Doran


HANGING UP TOOLS

RESTORING a 1942 Army Harley Davidson WLA-Type 3 motorcycle was one of many career highlights for David McCabe, who retired as the curator of the Bandiana Army

Museum in July.David thoroughly enjoyed his 21 years at the

museum.“It was the perfect job for me. I loved

restoration and display work. Whatever was put in front of me, I was happy to take on,” he says.

“What I enjoyed most was restoring motorbikes – that’s my forte.

“I restored the Harley Davidson back to factory condition, including the leatherwork, gauges, brass plate and tyres.”

David is also proud of his restoration of a 1960s short-wheelbase Series 2A Land Rover

with a 106mm recoilless rifle mounted on it.“The Land Rover was a complete rebuild,”

he says. “The .50 calibre sighting rifle normally mounted above the 106 barrel was missing, so I had to track one through the system, which wasn’t easy.”

He was also pleased to build a working replica model of the Gallipoli drip rifle, which features a voice-over commentary and rifle shot.

“I’ve timed it to go off after 59 seconds – people these days don’t want to wait around too long for something to happen,” he says.

David says he is self-taught.“I started a plumbing apprenticeship when

I was 15, but not long after I finished that, I broke my back and had to look for a new career,” he says. “When I applied for this job, I brought in some photos of work I’d done at

home, put my case forward and won the job out of 36 applicants.”

David says he doesn’t have a favourite item at the museum, but “because of my long connection with motorbikes, I’m particularly proud of how the Harley turned out”.

He now devotes his time restoring classic and vintage motorcycles in his well set-up workshop at home. But the Bandiana Army Museum will always hold a special place in his life.

“What I miss are the wonderful museum staff and volunteers I worked with building the displays,” he says.

u Anyone interested in working as a volunteer at the Bandiana Army Museum should contact the museum manager, Major John Nelson, at [email protected]

By Sergeant Dave Morley

“I REALLY ENJOYED MY TIME AT THE

MUSEUM – IT WAS THE PERFECT JOB

FOR ME.” DAVID MCCABE,

FORMER CURATOR

Restoring Army machinery and weapons was more than a job for dedicated curator

David McCabe with a 1942 Army Harley Davidson he restored to original condition at Bandiana Army Museum.Photo: Sergeant Dave Morley


WITH a “howdy” and a “hoot”, Australia was invoked to carry the torch for the women, peace and security agenda as Professor Valerie Hudson

delivered an inspiring address to Defence on the role of women in national security.

Valerie is Professor and George H.W. Bush Chair in the Department of International Affairs at the Bush School of Government and Public Service at Texas A&M University, where she directs the Program on Women, Peace and Security.

She is an expert in gender and security in foreign and security policy. Her research has shown persuasively that the advancement of the status of women is critical to stability in fragile states and to reducing political violence.

Her influence has been reflected by being named by Foreign Policy magazine among its Top 100 Global Thinkers for 2009.

Valerie was in Australia for six months as the inaugural Fulbright Distinguished Chair in Arts, Humanities and Social Sciences at the Australian National University.

She addressed employees of Defence at the Ngunnawal Theatrette at Russell Offices in Canberra in May.

Valerie argued convincingly that all policy officers should consider the role of women when formulating national security policy.

She described how inequitable treatment of women could exacerbate a series of national security issues including food security, economic prosperity, health, state conflict, governance and demographics.

Valerie reminded the audience that female inequality is not just an issue for women.

“The larger the gender gap, the lower the life expectancy is for both men and women,” she said.

“Men don’t fare well when women are treated unequally.”

In fact, Valerie went on to explain that in “societies that have unfavorable gendered beliefs of women, these countries have higher conflict within the nation and with other nations”.

By Marie-Alice McLean-Dreyfus

She said this affected a number of countries in Australia’s near region. For instance, as a result of China’s former one-child policy, China now has an excess of 50 million men, which has resulted in a higher correlation of violence.

“Meanwhile in Japan, where it is economically unviable for women to have children by punishing them in the workplace, you have a depression in the fertility birth rate,” Valerie said. “This is now national security of the highest importance for Japan.”

These two examples have potential implications for Australia.

“Unequal gender ratios, which could result in domestic instability, may lead to regional instability, which in turn may affect Australia’s own national security,” Valerie said.

Throughout her presentation, Valerie demonstrated that women’s advancement was critical to stability and reducing political violence.

STABLE INFLUENCE

An expert in women and security says women need to be engaged in the decision-

making process

Professor Valerie Hudson talks to

Defence personnel in Canberra about

the issue of women and security. Photo: Sam Birch

“COUNTRIES WHERE WOMEN ARE

EMPOWERED ARE VASTLY MORE SECURE.”

“Countries where women are empowered are vastly more secure, whether the issue is food, security, countering violent extremism or resolving disputes with other nations peacefully,” she said.

While many of the figures Valerie showed were shocking, the audience was left on a high note as she urged everyone to carry the torch forward in considering and promoting the role of women when designing and crafting national security policy.

Valerie said it was important to ensure women were actively engaged and included in the decision-making process.

PROF VALERIE HUDSON, FULLBRIGHT

DISTINGUISHED CHAIR


LEARNING CURVE

THE Jawun Indigenous Community Placement Program was many things for me – time to recalibrate, time to give back and time to learn. The people I met on the program

opened their hearts and minds and gave me an amazing insight into their lives, culture, hopes and struggles.

I had not heard about the Jawun program until a colleague told me about it. Once I read about it I soon submitted an application.

The program is a two-way skills transfer; an opportunity for Indigenous organisations to access people and learn skills they may not otherwise be able to afford or readily access, and for participants to learn about Indigenous culture.

Jawun started in 2001 and more than 2500 secondees from both the public and private sector have participated in the program. Defence has been a long-time supporter of the initiative.

Jawun works with Indigenous organisations from nine regions and I was lucky enough to have an opportunity to work for six weeks in North East Arnhem Land with the Miwatj Indigenous Health Organisation.

In our first week, five fresh-faced secondees from the public and private and sector were given an induction week to remember.

We received a Welcome to Country, met

Rebecca Scouller, an Assistant Director with International Policy Division, participated in the

Jawun program earlier this year. Here Rebecca tells us what she gained from her time on the program


with several local Indigenous organisations, participated in defensive driver training, and met with local Yolngu people who shared insights into their culture and life in Arnhem Land. We also moved into our new digs, living in community, in Gunyangara.

The following week I started with Miwatj, the largest health provider in the Northern Territory. The organisation has 160 employees (with 60 per cent of staff being Yolngu) and up to 6000 Indigenous clients, operates five clinics and runs several outreach programs.

My initial brief was to assist Miwatj become an employer of choice, an organisation able to attract and retain high performing and dedicated Indigenous and non-Indigenous staff.

No easy task when you consider the remoteness of Arnhem Land, where the largest town of Nhulunbuy’s population is only 2000 and shrinking, you are working across two cultures and some of the clinics are only accessible by charter plane.

After early discussions with the senior leadership team, the project evolved into a bigger project to look at cultural reform.

It was a sign of a willing organisation, and my relationship with Miwatj, that the CEO entrusted me to explore this sensitive topic, including supporting me to visit every regional clinic – an amazing opportunity – so that I could

experience the joys and difficulties of delivering Indigenous-led health care in remote Australia.

Using my public service and volunteer experience, and drawing on Defence’s Pathway to Change model, I prepared a Strategy for Cultural Change and a subsequent paper looking at options for retention, recruitment and marketing.

Defence People Group was open to sharing information and material with Miwatj and Miwatj appreciated the willingness to share.

It was a great opportunity for us as a department to assist a significantly smaller organisation.

The project was rewarding and it was interesting to see that both large and small organisations face similar issues when it comes to workplace culture.

I hope that Miwatj’s senior leadership team is able to adapt and implement some of my recommendations.

While I worked hard, Jawun wasn’t all work and no play.

I joined the local touch footy team, attended yoga classes, presented a radio show on Gove FM, practised my Yolngu Matha and spent most weekends testing out my four-wheel-driving skills, exploring the region with local families, Dhimurru rangers and fellow secondees.

An absolute highlight for me was learning

how to weave pandanus grass from women at Miwatj, who I later discovered are master weavers.

So, what did I take from Jawun? The answer is a lot. I learnt about connection to Country and the power of kinship and family, and I learnt about the pressures this can bring, especially for emerging leaders.

I also feel I can now contribute more to the conversation and recognise and call out when people stereotype and make assumptions about Indigenous Australia. And, I mostly learnt that there is much more to learn.

The experience has helped me better understand and work with other cultures – a handy skill when working in International Policy. It means in the future I may be able to better contribute to policy discussions that impact Indigenous Australians and also be a better colleague for/to Indigenous employees.

Now I am on the other side of the program, and as I look at a photo on my desk of my fellow secondees and Dhimurru rangers in the much warmer climes of Arnhem Land, I can say that Jawun is an amazing program. It has taught me a lot about Indigenous culture and how we as public servants, and I as a non-Indigenous Australian, can work in partnership with Indigenous Australians to achieve real and positive change.

Left: Jawun participants and local women chat about Yolngu culture over damper cooked in the sand near the fire. Clockwise from left: Belinda Hegarty, Jawun; Eleanor Brooks, Jawun; Melanie Herdman, Senior Leadership Team member and Manager Tackling Indigenous Smoking program; Rebecca Scouller, Jawun; Nicole Heffernan, Jawun; Dela Mununggurr, Tackling Indigenous Smoking program; Irish Riseley, Tackling Indigenous Smoking program; Rose Manzini, Jawun General Manager Remote Regions. Photo by Sarah Roediger, Regional Manager North East Arnhem Land Jawun

Above: A Yolngu man fishes with a traditional spear at Banambarrnga (Rainbow Cliffs). Photo: Rebecca ScoullerAbove right: Rebecca with Miwatj’s Manager Social and Emotional Wellbeing, Public Health Unit, Fiona Djerrkura.


NAIDOC Week is a time to celebrate Aboriginal and Torres Strait Islander history, culture and achievements and is an opportunity to recognise the contributions that

Indigenous Australians make to our country and society. Throughout NAIDOC week Defence celebrates the history of Indigenous service and the culture and achievements of Defence Indigenous employees.

Held in the first week of July, this year the theme was ‘Our Languages Matter’, which aimed to emphasise and celebrate the role Indigenous languages play in cultural identity.

Events were held around the country, with the flagship event in Cairns.

Against the stunning backdrop of HMAS Cairns, the Defence Indigenous Champion, Steve Grzeskowiak, said the ongoing changes to Defence practice to meet the Government’s Indigenous employment and procurement targets were an important and visible part of Defence’s commitment to reconciliation.

“Defence has a number of Indigenous community engagement and cultural immersion


OUR LANGUAGES MATTER

Ceremonies were held across Defence in July to celebrate NAIDOC Week

Royal Australian Navy’s Bungaree Dance Troupe member, Petty Officer Matthew Goward, performs an Indigenous dance during a NAIDOC week ceremony at HMAS Cairns. Photo: Leading Seaman Tom Gibson

The Chief of Joint Operations, Vice Admiral David Johnston, and Defence Indigenous Champion, the Deputy Secretary Estate and Infrastructure Group, Steve Grzeskowiak, lay wreaths during the Last Post ceremony at the Australian War Memorial in NAIDOC Week. Photo: Fiona Silsby, AWM


programs for both Indigenous and non-Indigenous Defence personnel to participate in and NAIDOC Week is a great opportunity to highlight these programs,” Steve said.

At the event, the Chief of Navy, Vice Admiral Tim Barrett, paid his respects to the Indigenous men and women who have served.

“Defence is extremely proud of our Indigenous members. The contribution of Aboriginal and Torres Strait Islander men and women enhances Defence’s capability through their skills, approaches and flexibility, which are vital to execute our mission,” Tim said.

“Our Indigenous members have played significant roles in the ADF for more than a century, but Indigenous Australians are still under-represented in Defence.

“Through the Defence Reconciliation Action Plan, we are committed to closing the gap in Indigenous disadvantage and increasing our Indigenous workforce so we represent the community we serve and protect.”

Elders from Indigenous communities around Cairns welcomed the participants to Country. During the event, the audience was entertained by performances from Navy’s Bungaree Dance Troupe and the Sarpeye Dancers, a dance group of Torres Strait Islanders who also serve with the 51st Far North Queensland Regiment.

Multiple events were also held in Canberra to mark NAIDOC Week.

Teneille Watkins, an Administration Officer with the Defence Senior Secretariat, and Mary Lynch, an Executive Assistant in the Chief Finance Officer Group, attended the main ceremony in the Ngunnawal Theatrette at Russell Offices.

Local Ngunnawal elder Uncle Warren Daley delivered the Welcome to Country, followed by the guest speaker, the Acting Secretary Brendan Sargeant, who said that 2 per cent of APS employees had proudly identified as Indigenous.

“Defence aims to increase the Indigenous workforce target to 2.7 per cent by 2018,” Brendan said.

“While more needs to be done, the APS sector is now one of the most inclusive employers in Australia and it should and can take a leading role in giving Indigenous people opportunities for employment and development.

“This is not just so they can have a career in the public sector, but also to take those skills and experiences into the broader community.”

Teneille moved from Townsville to Canberra to pursue her career in Defence. Being part of the Badjtala tribe in Queensland, as well as a Torres Strait and South Sea Islander, Teneille is happy that her workplace actively recognises the contribution of her people.

“Being so far away from home, Defence provides support by celebrating and promoting Indigenous culture through NAIDOC Week,” Teneille said.

“I see NAIDOC Week as a coming together, a time of celebration for all Aboriginal and Torres Strait Islanders, to share our culture

and proudly become one with our fellow non-Indigenous Australians.”

Mary, who has Aboriginal and Chinese heritage, was impressed by the wide range of activities held throughout the week.

Defence Learning Branch hosted a NAIDOC week event at the Learning Centre in Fyshwick in Canberra to celebrate the contribution and achievement of past and present Defence Indigenous members.

Two training rooms in the centre were renamed to honour Indigenous members who served in the ADF. One room was dedicated to Lance Sergeant William Charles Westbury, who served in the Boer War and World War I, and the other dedicated to Private William Allan Irwin, who served in World War I.

At the event, people were asked to paint ochre on their face as they passed through the door and Richie Allan, a descendant of Private Irwin, performed a smoking ceremony during which local didgeridoo player Chaydin Reid played.

Local Indigenous artists displayed their work and Defence purchased four paintings from artist Duncan Smith, who works in traditional ochre paint and colours. His paintings represent the traditional scar trees that mark boundary lines and important places. Learning and Development Officer Michael Bean also displayed several artworks included a three-dimensional painting (see story on next page).

The Deputy Secretary of Defence People

Group, Roxanne Kelley, said it was a privilege to be involved.

“The relaxed welcoming atmosphere enabled great conversations and reflection on the importance of NAIDOC week,” Roxanne said.

At the Australian War Memorial, a Last Post Ceremony was held to commemorate the service and sacrifice of Aboriginal and Torres Strait Islander people.

The Deputy Director Diversity and Inclusion for Air Force, Wing Commander Cheryl Neal, conducted the reading which detailed the life and career of Indigenous serviceman Flight Sergeant Arnold Lockyer. Arnold served in No. 24 Squadron in World War II and was shot down over Indonesia and died as a prisoner of the Japanese. He was one of five brothers who served in both world wars.

Cheryl is a descendant of the Durag mob from the Sydney region and Yuin mob from the south coast of New South Wales.

She was honoured to be asked to do the reading and, despite practising beforehand, said she struggled with her emotions, particularly in relation to Arnold’s time and treatment as a prisoner of war.

“I knew that many of his extended family in South Australia were watching the live feed,” Cheryl said.

“Flight Sergeant Lockyer joined the Air Force and made the ultimate sacrifice for his country at a time when it was neither necessary nor desirable for Indigenous men to enlist.”

Richie Allan conducts a smoking ceremony at the naming of two training rooms at the Defence Learning Centre in Fyshwick during NAIDOC Week. Photo: Jay Cronan

Mary Lynch, left, and, Teneille Watkins at the NAIDOC Week celebrations at Russell Offices. Photo: Sam Birch


EVER since he can remember, Michael Bean has been creative and has had a strong interest in art. During NAIDOC Week, the accomplished three-dimensional

Indigenous artist, who works as a Learning and Development Officer in the Defence Learning Branch, displayed his work at the Learning Centre in Canberra.

Michael started drawing when he was six, copying from books and recreating the pictures, before moving on to painting under the tutelage of his father and uncles. He has been painting in three dimensions for about seven years.

“My paintings already stand out in two dimensions, but when you put on 3D glasses the painting really pops out. Some of the images on the canvas look as though they are floating, while others move to the background,” Michael says.

“A painting should stand out without the 3D effect, however adding the third dimension gives the painting that added wow factor.”

This is not the first exhibition this in-demand artist, who is part of the Kooma community on the border of Queensland and New South Wales, has had.

“I have had a number of exhibitions in Queensland and the work I have done has come about through word of mouth or showing people my Facebook page, Murri Bean Artworks,” Michael says.

“I have also had a number of commissioned pieces requested by Defence People Group.

“Whether it’s an exhibition or if someone buys a painting from me, I always supply 3D glasses.”

Michael also has a piece of art hanging at a Defence site from when he was involved in a previous NAIDOC day.

“As part of that NAIDOC event, I encouraged staff that came to the event to put their hand prints on a canvas and then took it away and returned with the finished product.”

The result is now hanging in Canberra at Brindabella Park Building 33 on Level 1.

Michael not only shares his art with the wider community, but also closer to home as his creative streak runs in the family – his son and daughter are also artists.

While he says his children have a natural talent, he has helped refine their technique and gives them ideas and inspiration.

“We have been blessed,” Michael says. “My son works for the Australian Federal

Police and has been asked to do a third major piece of art for them.

“My wife paints, and so does my daughter, who works for Defence as well.”

And what’s next for Michael and his art? “I have been commissioned to do a couple

of pieces and these are large pieces so they will take considerable time,” he said.


Indigenous artist Michael Bean is

taking his passion to a whole other dimension and showing there’s

more than one side to his work

A Learning and Development Officer at Defence Learning Branch, Michael Bean, in front of one of his 3D artworks. Photo: Jay Cronan

Artist draws on his insight


Stephen Canil, of Diggerworks, with a flexible battery that is under development. Photo: Corporal Max Bree

WHETHER adding speed-warning sensors to his car or working on portable battery options for soldiers in the field, Electronics Technical

Officer Stephen Canil is always tinkering. Stephen is a member of the Diggerworks

team in Melbourne, part of Land Systems Division within Capability Acquisition and Sustainment Group. He is involved in the Dismounted Electronics Systems program and is working on flexible batteries and power calculator projects.

Stephen developed an inquisitive streak as a teenager, which was the catalyst for his career in electronics.

“My dad was a fitter and turner and I would always watch him in the garage, tinkering away,” he says.

Growing up in the 1970s, Stephen watched the Curiosity Show, which was hosted by two scientists and aimed to educate young viewers on anything and everything relating to science.

“This introduction, alongside the Talking Electronics magazine, got me into electronic projects,” he says. “And, yes, I did own a 101 electronics kit. I would remove links and pull out components to see if it would still work … it eventually got to a point where it would crash and die.”

He joined Diggerworks in 2015, which he describes as his dream job as he can satisfy his curiosity on how things work, improve them and provide them to Defence as a serviceable item.

“Here I get to work on solving problems soldiers once had to deal with on their own before the days of Diggerworks,” he says.

Much of his energy at present is concentrated on the flexible battery project.

The battery, manufactured by Inventus Power in the US, is also known as the Conformal Wearable Battery 150. Stephen says it is intended to be carried by soldiers on their Soldier Combat Ensemble. This battery, when coupled with a power management system, provides a centralised power solution that enables soldiers to monitor power usage and use power more efficiently.

“Our aim is to reduce the number of spare batteries carried by the soldier and to

supplement their power needs with portable power generating options,” Stephen says.

In conjunction with this project, his team and an industry partner are developing a Dismounted Soldier Power Calculator.

“It will determine the number of batteries a soldier would require for a mission and predict the outcome of solar power recharging on the number of spare batteries required,” he says.

“The calculator will also determine whether a centralised power source, using a power management system, can reduce the burden of having to carry multiple, discrete spare batteries.”

A trial is being conducted with Army artillery units using a small number of battery-charging systems, which feature a flexible solar panel connected to a small portable battery charger. Among feedback so far is

the observation that “for the first time an artillery observer party will run out of water or ammunition before running out of battery charge”.

Stephen says the Dismounted Electronics Systems team has worked with NATO experts to standardise a power sources connector.

“This work will enable battery power sources to operate with all NATO forces. The economies of scale will result in cheaper military batteries that should be fully interoperable with future soldier equipment,” he says.

Stephen says working with military personnel has been a privilege.

“I’ve done my very best to ensure the products I release will provide soldiers with the support they require when faced with the risks and adverse conditions they encounter when deployed in hostile regions,” he says.

POWERING AHEAD

By Corporal Bill Solomou

Electronics Technical Officer energised

about work on flexible battery project


SO LONG TO STIGMA

AT SOME stage in our lives we may be faced with challenges that feel overwhelming and yet many of us still don’t want to talk about what we’re going through. Unfortunately,

mental health continues to have a stigma, but Defence’s Mental Health Speaker Series aims to change that by raising awareness about mental health issues and the support services available.

Guest speaker Dr Brendan Nelson, the Director of the Australian War Memorial, a former Defence minister and a mental health ambassador, headlined the most recent event at the Ngunnawal Theatrette at Russell on 16 August.

In front of a large crowd of military and APS personnel, Brendan shared some of his life challenges and said he didn’t realise what he was learning until after he had learnt it.

He spoke with emotion when he described the first event that shook his family – when his sister attempted to take her life.

“I was only 20 at the time. I remember that my parents and our whole family were suddenly thrown into a world that was completely unknown to us,” he said.

“The immense trauma and impact of this is beyond any capacity I have to explain but I remember it as if it were yesterday.

“In those days, services and support for these kinds of things were extremely rudimentary.

“We were still living with the remnants of an age where there was a certain stigma associated with mental illness, particularly with people who took their own lives, or attempted to do so.”

Simultaneously, the family had faced years of turbulence with Brendan’s brother who was engaged in anti-social behaviour and became involved in bikie gangs.

In 1990, Brendan’s brother told him he had AIDS and died in 1995 when Brendan was undertaking pre-selection for his political life.

Brendan spoke about work challenges, including his toughest job, as Defence minister.

“There were three occasions in this job where I did not go to bed. I was at work all night trying to sort certain urgent things out,” Brendan said.

“I was Defence minister for two years and I didn’t finish voluntarily – we lost office – I’m still trying to get over that.

Brendan also spoke about the agony of his divorce, but nothing prepared him for the anguish of reporting his son missing when he had not returned home for a couple of days.

“It was a hailstorm and we were introduced to a world of rave parties, drugs, people with whom you would not want any of your children mixing.

“I went very very close in late 2002 to going to [then prime minister] John Howard and saying ‘look I’m going to have to resign, I’m going to have to concentrate on my son’.

“I would be going around all sorts of places in the early hours of the morning looking for him, and then it all stopped as quickly as it started. We were prepared for the worst and I mean the worst, and then it stopped.”

Brendan said the lessons he learnt at the Jesuit Catholic high school he attended helped get him through his darkest times. He said the Jesuits reinforced four things essential for resilience and success.

Commitment – consistently apply yourself to what you believe. You don’t give up.

Conscience – every decision you make has consequences for you and others. Ask yourself, ‘what is the right thing to do?’

Compassion – to share another person’s pain. Almost all of life’s suffering and misery comes from people who make themselves the centre of their own lives.

Courage – nothing is achieved without taking a risk.

While his schooling provided some direction, Brendan said his parents also helped guide his character.

“My mother told me that, in the end, your life is going to be the sum of the causes and the people to which you commit yourself,” he said.

Brendan said to build resilience, you needed three things:

at least one stable relationship

to feel that you are a part of a community where other people understand who you are and you also understand them, and

to live in a society that gives meaning and purpose to your life.

The then Acting Secretary, Brendan Sargeant, thanked Brendan for his courage in sharing his deeply personal experiences, and said he had made him reflect on his own life and the challenges he has faced.


The Mental Health Speaker Series is raising awareness and highlighting support services

The Director of the Australian War Memorial, Dr Brendan Nelson, speaks to Defence personnel in Canberra as part of the Mental Health Speaker Series. Photo: Jay Cronan


“We work in an organisation which is under a lot of stress and where many people do extraordinary things,” Brendan Sargeant said.

“I think we underestimate the cost of that on people. One of the dangers of our work is we can focus on our mission to the exclusion of thinking about the people we are working with. We sometimes forget to just take care of ourselves and others around us.”

The Chief of the Defence Force, Air Chief Marshal Mark Binskin, said Defence was working hard to find new ways to break down the stigma that prevented people from getting the help and support they needed, no matter what the cause.

“We know more about military mental health today than we have at any time in our history, but there is always more we can do to care for our people, and I’ll always be the first person to acknowledge that,” he said.

“I think addressing stigma is a key part of

where we need to go in the future.”He said all senior leaders were committed to

the ongoing development of, and improvement to, mental health support and services to ensure Defence met the changing needs of its people.

“Many people forget that APS are in operations in parts of this organisation and have the same mental health issues as their uniformed counterparts,” he said.

“Mental health is not just about the ADF. It’s not about the Department of Defence. It’s a national issue and advocates like today’s guest are critical to changing the way Australians view mental health.”

Dr Brendan Nelson is a patron of a number of support organisations including Lifeline, The Weary Dunlop Foundation (research for veterans and their families), Soldier On and the NSW Returned Services League. He is an ambassador for Legacy, the Invictus Games and the Defence Reserves Association.

“THERE IS ALWAYS MORE WE CAN DO TO CARE

FOR OUR PEOPLE.”AIR CHIEF MARSHAL

MARK BINSKIN, CHIEF OF THE

DEFENCE FORCE

To view the full video of Dr Nelson’s presentation and for more information about the Mental Health Speaker Series visit the Mental Health Portal on the DRN.


THE Directorate of Environmental Remediation Programs within Estate and Infrastructure Group has started a program to reduce hazards from unexploded ordnance and associated

explosive ordnance waste across the Defence estate.

The first project is helping Air Force remove unexploded ordnance and waste from Air Weapons Ranges at Salt Ash, Evans Head and Delamere.

These ranges have been extensively used for explosive ordnance training and are regularly cleared of ordnance and waste, including practice bombs and 20mm/30mm cannon projectiles.

Previous efforts to clear ordnance and waste from these ranges has led to the on-site burial and stockpiling of large quantities of explosive ordnance waste, which can still pose a hazard to range users.

In a Defence first, the Directorate of Environmental Remediation Programs has contracted a solution to safely process and dispose of unexploded ordnance and associated waste on military training areas.

The successful contractor’s equipment includes a mobile workshop, shredder and a specialised high temperature furnace called the Waste Ordnance and Organics Light Flashing Furnace, or WOOLFF.

The National Unexploded Ordnance Manager, Brian Barkworth, says the process is safe and effective.

“The process ensures all the waste is safely assessed and any energetic material and explosive residues are identified,” Brian says.

“The material is then heated to a very high temperature by the WOOLF and shredded so that it no longer resembles unexploded ordnance, with all remaining metallic wastes recycled.”

The first site to benefit from this approach was Salt Ash Air Weapons Range near Newcastle, where the Directorate of Environmental Remediation Programs recently hosted a site visit for local Defence staff.

At Salt Ash, the project has safely processed more 130 tonnes of explosive ordnance waste and other material, with around 90 per cent of the waste being successfully recycled.

“Future unexploded ordnance and waste disposal activities will be determined by the success of the equipment and processes developed during the Air Weapons Ranges project,” Brian says.

“The directorate will seek to integrate these solutions into Defence’s continuing waste management activities to ensure safe, consistent and efficient removal of ordnance waste across the Defence estate.”

A program to remove unexploded ordnance and waste is helping make sites safer

HAZARD REDUCTION

A Waste Ordnance and Organics Light Flashing Furnace that will destroy unexploded ordnance is loaded with practice bombs ready for a burn.


A STRATEGY for managing Defence’s vast land and infrastructure holdings is filling a gap in strategic estate planning and provides enterprise level

direction on how all areas of Defence will manage the estate.

The Deputy Secretary Estate and Infrastructure, Steve Grzeskowiak, says the Defence Estate Strategy 2016-36 is needed to help manage the department’s large domain.

“The size and diversity of the Defence estate presents a range of challenges which demand effective planning, development, sustainable

management and stewardship,” Steve says.“The Strategy sets the vision and strategic

aims for how Defence will manage and develop the estate over the next 30 years, ensuring that everyone involved in developing and managing the estate is aligned to a common and agreed vision.”

The Defence estate is a critical enabler of the country’s defence capability. With a footprint in all States and Territories, it is one of the largest and most complex land holdings in Australia.

The Strategy, launched in May, is supported by the five-year Defence Estate Strategy

Implementation Plan 2016-2020. This sets out the actions that Defence will pursue to address the five strategic aims in the Strategy. Progress is reported biannually to the Enterprise Business Committee, responsible for ensuring the effective running of the Defence organisation.

The next update on the progress of the Strategy will be presented at the November sitting of the Enterprise Business Committee.

�u The Strategy and Plan is at intranet.defence.gov.au/estatemanagement/Governance/EstateStrategy.asp

By Bridget Ryan

LAND PLANThe Defence Estate Strategy 2016-36 is helping the

department manage its vast land holdings

The First Assistant Secretary Service Delivery, Alice Jones, the Deputy Secretary Estate and Infrastructure, Steve Grzeskowiak, and the First Assistant Secretary Infrastructure, Chris Birrer, at the launch of the Defence Estate Strategy.Photo: Jay Cronan


PASSION TO BRING OUT BEST

A DEFENCE civilian who shared his vast experience with the Australian Invictus Games team brought home his own medal from Canada thanks to the generosity of an Army athlete.

Private Danielle Close, of the 6th Battalion, Royal Australian Regiment, won five medals, including gold for discus, and generously gave one to her coach, Peter Barrett.

“Peter put his heart into Invictus. Four was enough for me and he deserved a medal as much as any athlete,” Danielle says.

Peter describes the gesture as another touching Invictus Games moment.

“It made me even more proud to work with the team and showed how we all developed during the 10 months.”

After coaching athletes for close to 30 years, Peter, of the Australian Geospatial-Intelligence Organisation, trained the 19 track-and-field athletes who competed in the Invictus Games in Toronto from 23-30 September.

The Games, established by Prince Harry, uses the power of adaptive sport to help wounded servicemen and women on their journey to recovery.

A team of 43 current and former military personnel were selected to represent Australia and, supported by the ADF and the RSL, they joined more than 550 athletes from 17 nations competing in the games.

Although there is no official tally, Team Australia brought home 51 medals – 16 gold, 22 silver and 13 bronze.

The success of the Australians in the track-and-field events on the first two days at the games was beyond what Peter expected and set the tone for the rest of the team.

“Even though we did exceptionally well in the medal count, the aim was to improve their performance as athletes and how they approach sport,” he says.

“Athletics is an individual sport, however, our athletes learnt how to operate and work together as a team.

“I was incredibly proud of how they supported their teammates in the other competitions including the swimming and wheelchair events. At every sport there was always a crowd of Australians cheering.”

Peter’s passion for athletics began when he was in the Army.

“I competed in cross-country events and ran marathons as a member of the South Bendigo Athletics Club,” he says.

“My interest in coaching began in 1989 when I went to Vanuatu as a technical adviser with the Army and became involved with the local athletic competitions.

“I started coaching middle and long-distance runners then branched out into the sprints, jumps and throws.

“Through the Oceania Athletics Association I’ve coached track-and-field athletes in Tonga and Niue and have been an official for various competitions in the Oceania region and Australia, including the Pacific Games.”

Peter cut back on officiating in Australia to concentrate on coaching.

By Corporal Mark Doran

“I AM GIVING THEM MY EXPERIENCE AND

KNOWLEDGE, BUT THEY ARE GIVING ME BACK

THEIR APPRECIATION.”PETER BARRETT,

COACH

Coach shares his extensive experience with Invictus Games athletes


Track-and-field coach Peter Barrett helps Captain Emma Kadziolka, of the 2nd General Health Battalion, improve her discus technique during an Invictus Games training camp. Photo: Corporal Mark Doran

Invictus Games here next yearn The 2018 Invictus Games will

be held in Sydney. Eighteen nations will compete in 10 different adaptive sports with events being held across Greater Sydney, including Sydney Olympic Park and on and around Sydney Harbour.

n Expressions of interest are now being called for athletes and coaches interested in being part of the 2018 team.

n Further information and application forms can be found online at www.defence.gov.au/event/invictusgames

n The Australian team can be followed online at facebook.com/team.invictus.australia or twitter.com/aussieinvictus

“When I heard about the Invictus Games and understood what they were about, I knew I wanted to be involved, so I immediately applied for the coaching position,” he says.

“As a third-generation service person, with my father and my grandfather serving in World War I and World War II, I knew they didn’t have support like this for the returned wounded and ill after those wars. The Invictus Games is a wonderful opportunity for sport to be the medium to promote the health of servicemen and women as they re-join society.”

A highlight of his time with the Australian athletes, coaches, staff and the support group was watching them develop and come out of their shells.

“When we began our training some of the track-and-field athletes I’ve been coaching were quiet, insecure and didn’t mix with the others.

“Eight months and four training camps later they’re chatting about sport, their life and how much happier they are, especially with the new friends they’ve made,” he says.

“Training for the Invictus Games changed their direction in life and helped them realise they can chase other goals. One of the athletes recently told me he now has the courage to study at university when he leaves the military.”

Peter says not all the Invictus Games athletes have visible disabilities.

“There are those with post-traumatic stress disorder or hidden illnesses who are using sport as a means of recovery or as a way to find more direction in life.”

Peter says for a coach, the Invictus Games provides an incredible opportunity to offer something to serving and former ADF members.

“It goes both ways though: I am giving them my experience and knowledge, but they are giving me back their appreciation. It makes me feel good.”

Peter is based in Bendigo, a town he grew to love when he was posted there as a soldier in 1970.

“I didn’t really want to be in the Army. Living in a small country town, Katamatite, I was

conscripted during the Vietnam War as a fitter and turner and was allotted to the Royal Corps of Australian Electrical and Mechanical Engineers,” he says.

“I ended up maintaining printing presses for the Army at the Survey Regiment at Fortuna, Bendigo.

“Nearing the end of my two years of National Service, the commanding officer, who was a former printer, asked if I was interested in becoming a printer with the Royal Australian Survey Corps. I jumped at the opportunity to continue at the regiment and spent the next 21 years with the corps.”

Peter left the Army as a Warrant Officer Class 1 in 1993. In 1996, the survey corps integrated with Royal Corps of Australian Electrical and Mechanical Engineers and, after travelling and working in sport in the Pacific, Peter rejoined the workforce.

He works as a large format plotter operator and a cartographic printer.

54 Defence Issue 3 2017Defence

STEPPING BACK IN TIME

SEVENTY-FIVE years ago, members of the Australian Army’s 39th Infantry Battalion fought the Japanese in New Guinea. In August, 23 personnel from 39 Operational Support Battalion

retraced their steps on Exercise Kanga Return.Among them were two civilians including

Ben Bittner, a personnel manager at the battalion. He says when he heard about the trek he was among the first to put his hand up to go.

“The commanding officer was insistent the opportunity be made available to all personnel who wish to attend,” Ben says.

“To that end, I was never going to say no to doing it with the unit that has such an intimate history with the trail.”

The brainchild of the Commanding Officer of 39 Operational Support Battalion, Lieutenant Colonel Kimberlea Juchniewicz, the exercise was named after Alan ‘Kanga’ Moore, a 39th Infantry Battalion veteran.

Both Ben and Kimberlea say the highlight of the tour was a dawn service at Isurava.

“It is an amazing view at any time of day, but watching the sun come up over the distant

mountains and being involved in the service was one of those moments that will stick with me for a very long time,” Ben says.

Kimberlea says: “To be in the location of what has been called the battle that saved Australia, including the site where Private Bruce Kingsbury’s actions earned him a Victoria Cross, was a once-in-a-lifetime opportunity.”

Private Kingsbury volunteered to counter-attack after Japanese troops had breached barriers and were advancing on 2/14 Battalion’s headquarters. Private Kingsbury charged forward with a Bren gun to help thwart the attack. He saved many of his mates’ lives, but lost his in the process.

To prepare for the trek Ben says he had to focus working on the legs.

“We did the Coogee stairs ... a lot,” he says.“We also did plenty of lunchtime sessions of

jump squats and alternate lunges to build up leg endurance. I am so glad we did, because every day was a leg day.

“It was hard: if you weren’t going up, you were going down. The downhill was much harder on the knees, but the uphill would slowly wear you down.”

Ben says the trail was just as difficult mentally.

“There were times when you have been going uphill for an hour and then your carrier tells you there is still another hour to go,” Ben says. “It is at that time you are thankful the carrier has all the weight and you only have water and snacks in your own pack.”

He says for the entire 96km he did not stop thinking about the soldiers that did not have the comforts he had on the track. In far worse conditions and dire circumstances, they not only carried their own packs but carried their wounded, and the unrealistic expectations of their undermanned, undertrained battalion while suffering all manner of ailments and illnesses.

“It was very difficult thinking about how all those young men were given no support from home and then high command would berate their efforts,” Ben says.

Ben says he not only learnt a lot about those men but he learnt a bit about himself also.

“I realised that I have a willingness to keep going despite the pain,” Ben says. “And, I would do it again, without any hesitation.”

Personnel from 39 Operational Support Battalion at the historic Isurava Memorial site during a trek of the Kokoda Trail as part of Exercise Kanga’s Return 2017 in Papua New Guinea. Photos: Corporal Nunu Campos

Personnel of 39 Operational

Support Battalion retrace history as they take on the

Kokoda Trail

55Issue 3 2017 Issue Defence

KOKODA. It’s just one word. But to describe what it means requires so many more.

It is where young Australian men stood tall for their nation, their family and, most importantly, each other.

It is where they would do all they could to ensure the bloke next to them didn’t have to worry, and those still living a normal life back home could carry on doing so without any worry.

If it can be summarised it would be in four words, the same four words permanently inscribed into the rugged countryside at Isurava. Courage. Mateship. Endurance. Sacrifice. It is these words that epitomise the young untrained militia men of the 39th Infantry Battalion who repelled a far superior force in both numbers and experience.

These are only words – and words can have very little meaning. Until you walk the trail, and listen to the stories of what transpired in those long few days that led into months of endless suffering, you cannot begin to appreciate what it meant to be a part of this monumental slog.

I thought I displayed courage. But never will I be courageous enough to dig in on top of the plateau, face forward and wait for the onslaught.

I have good mates, but never have I been willing to go beyond what was required so that I take the toll and not them.

The best example of mateship is of wounded young men, who on their way to the aid station heard about their mates being under attack and returned to the frontline at Isurava. The dedication to each other was empowering.

Endurance is something that cannot be understated when you are talking about the Kokoda Trail. It’s 96km from Kokoda to Owers’ Corner over some of the most treacherous terrain, coupled with metres of rain on a daily basis. Just walking it is an ultimate test of endurance.

For those young men it was harder still. They had to sit in their weapons pit all day with the sun beating down on them. They had no sleep as they listened to the invading army play drums. Dysentery caused endless suffering, malaria destroyed their immune system, and the

constant fear of the next Japanese attack dried their wits. It belies belief that such young men were able to endure these circumstances and still carry on laughing.

Sacrifice. I tear up as I write the word. And it’s only a word. The meaning for these brave young soldiers would bring grief and despair to their families at home, hoping that no news was good news.

The culmination of courage, mateship, and endurance, sacrifice would leave their mangled bodies strewn across the picturesque countryside of Nui Guini. Sacrifice was the outrageous efforts of Private Bruce Kingsbury. Sacrifice was demonstrated by the fearless leadership of Lieutenant Colonel William Owen, who was killed in action while leading the 39th Battalion at Kokoda.

All we can do is appreciate and enjoy our freedom granted by these heroic cobbers who sacrificed all. And to carry on telling their stories so that future generations can understand the debt that we can never repay to the young men of the 39th Infantry Battalion.

Ben Bittner, of 39 Operational Support Battalion, fetches water from a creek on the Kokoda Trail.

Ben’s story of the Kokoda Trail


HISTORY REPEATS

F IFTY years ago Australia ventured into space with the launch of the Weapons Research Establishment Satellite (WRESAT) from the South Australian desert.

WRESAT blasted off from Woomera on board an American Redstone rocket on 29 November 1967 and completed 642 orbits before crashing back to earth over the Atlantic Ocean west of Ireland in January 1968.

Design work on the satellite began in early 1967 as a joint venture between the Weapons Research Establishment and the University of Adelaide.

The United States and United Kingdom provided assistance on the project and Australia joined a small and elite group of nations which had built a launched a satellite from its own territory.

WRESAT was the size of a refrigerator – it measured 1.6m and weighed 45kg. The experiments it conducted and the data it relayed back to earth were limited by the technology of the time.

This is in stark contrast to today when numerous and highly complex satellites, about the size of toasters, are being launched into space almost on a daily basis.

Cube satellites are made up of small cubes that can be configured in various combinations, depending on their mission and payload.

The advantage of using cube satellites that typically weigh less than 10kg is that they are smaller and lighter than conventional satellites, more than one can be carried into space at one time and they cost much less to launch.

As a result of the new opportunities offered by small satellites, Defence’s involvement in space research is expanding.

Defence Science and Technology Group is involved in two separate cube-satellite activities

aimed at enhancing Defence’s space situational awareness. Researchers involved in the programs are celebrating some achievements.

One program involving the first fully Australian and New Zealand developed global positioning system (GPS) payload for a cube-satellite is successfully returning data to its host spacecraft and ground controllers.

The Namaru GPS payload is conducting a range of experiments that aim to increase our understanding of outer atmospheric effects on small satellites and improving our situational awareness of space.

The technology was developed by the University of New South Wales in Sydney at the Australian Centre for Space Engineering Research (ACSER) with the mission integration organised by DST.

The Director of ACSER, Andrew Dempster, says the technology is in orbit on board the United States Biarri-Point cube satellite deployed from the International Space Station in May.

“To have produced the first Australian and New Zealand developed global positioning satellites navigating in space is a great achievement,” Andrew says.

“I’m proud of the team that has worked for 14 years developing the Namuru series of receivers.”

The Senior Research Assistant at ACSER, Eamonn Glennon, says GPS is a critical component in cube satellites, unmanned aerial vehicles and rocket avionics.

“Having a domestic capability in this area will ensure Australia can better participate in space, as well as being able to tailor solutions for specialised applications and research,” Eamonn says.

Meanwhile, preparation for launch of an all-Australian state-of-the-art miniature satellite

is well under way. The Buccaneer satellite will launch from the United States and will play an important role in developing Australia’s space-based capabilities.

A team of Australian scientists and engineers has completed a series of tests at California Polytechnic State University on the satellite following its delivery from Australia.

They conducted tests to ensure the satellite is functioning properly before and after it was integrated with an orbital deployer that will be carried into space by a Delta II launch vehicle.

Buccaneer is a cube satellite developed by the University of New South Wales (UNSW) Canberra and DST.

It is scheduled to be launched from California’s Vandenberg Air Force Base later this year.

By Darryl Johnston

Fifty years after our first foray into space, Australia is deepening its space research

57Issue 3, 2017 Defence

Scientists work on Australia’s first satellite, WRESAT, left, which was launched from Woomera on 29 November 1967, inset.

A follow-on Buccaneer mission launching in 2019 will perform calibration experiments for Australia’s world-leading over-the-horizon Jindalee Operational Radar Network.

The Director of UNSW Canberra Space, Russell Boyce, is excited by his team’s role in the project.

“UNSW Canberra has established the world-class space research and engineering team known as UNSW Canberra Space, involving 50 scientists, engineers and PhD students,” Russell says.

“UNSW Canberra Space seeks to develop space technologies and perform in-orbit space research to help meet critical national and international needs, and is now the leading space mission capability in Australia.”

» Two members of the team that worked on the WRESAT tell their stories – SEE NEXT TWO PAGES


BLASTS FROM THE PAST

KARL Zalkauskas is one of the few remaining members of the original Weapons Research Establishment Satellite (WRESAT) team.

His son, Paul, has followed in his father’s footsteps and works with Defence Science and Technology Group at Salisbury in Adelaide as a mechanical designer.

“At the time WRESAT was designed and launched I would have been too young to fully understand what a great accomplishment it was,” Paul says.

“It wasn’t until I was older that I learned how well regarded Dad was as a mechanical designer, known for the speed that he could produce creative and innovative designs.”

Now 83, Karl can still vividly recall his work on Australia’s first satellite and how he missed its historic launch.

He was a young draftsman working at the Weapons Research Establishment at Salisbury when he was seconded to the WRESAT Project.

Karl was a member of the team that drew the plans and specifications for the satellite.

“It was exciting what we achieved 50 years ago and amazing how quickly it has passed. I was one of the lucky people to work on the project. They were exciting times,” Karl says.

“Adelaide University came to us with the dimensions of the equipment they wanted to put into space. We were also given the interface drawing to match up with the Redstone rocket and the shape of the outside envelope.”

Karl was in his early 30s. His boss was Peter Pemberton and his section leader was Rex Towrey.

He says they spent many hours working on the project and it became all consuming.

“I would come home from work and visualise what I had achieved that day and what I had to put on paper tomorrow,” he says.

He was further inspired after the opportunity to inspect a United States spacecraft.

“We worked many weekends to meet our

tight schedule, so as a reward Peter gave us an afternoon off,” he says.

“He hired a Commonwealth car and took us into Rundle Street in Adelaide to inspect a US re-entry space capsule on public display.

“He managed to clear the people out and we crawled all over it to learn as much as we could.”

Karl joined the team in Woomera for the launch of WRESAT, which turned out to be a disappointment.

“At minus five minutes they called the launch off because there was a problem in the sequence and they didn’t know when the launch would be rescheduled,” he says.

“I had to go back to work at Salisbury so I missed it.”

Karl was later presented with a miniature of WRESAT and went on to work as a senior draftsman on many other successful Defence projects including Nulka and Jindavick.

He retired from Defence in 1988.

A former Weapons Research Establishment Satellite designer, Karl Zalkauskas, with his son, Paul, and his latest engineering masterpiece, a overhead valve engine that runs on diesel model engine fuel.Photo: Corporal Craig Barrett

A former draftsman and ‘computer’ talk about their work in the early space race

‘They were exciting times’


BLASTS FROM THE PAST By Darryl Johnston

HEATHER Milhench was a “human computer” and worked at the Satellite Centre at the Weapons Research Establishment from 1960-1963 as part of a small

team of ‘Satellite Girls’.“I was Heather King then, just 16, straight

out of school and good at maths,” she says. “My official role was a computing assistant

but we were known as ‘computers’.“Today, when I tell people I once worked as a

computer, they look at me strangely because they think of computers as being a box on their desk.”

Satellite Girls were linked into a network of astronomers around Australia and NASA researchers in the United States.

“Each day we would receive a message via tele-printer from NASA with data about the satellites which were orbiting over Australia,” Heather recalls.

“I had to use this data to calculate the exact orbit of these satellites and predict when and where in Australia they could best be observed.

“The only equipment I had was an antiquated calculating machine, about the size of a typewriter, with numbers that went around and calculated to 20 decimal places.

“Apart from that, we had a huge table with a map of Australia displayed beneath clear plastic and another piece of rigid perspex, which we could slide over the map.

“Using my calculations, I would draw freehand, with a china-graph pencil, the orbits of satellites on to the perspex and, from this, decide where the best observation was likely to be made.”

In the early years satellite observations were done by backyard astronomers and volunteers who belonged to ‘Moonwatch’ teams located in most Australian capital cities.

Heather would record all the relevant details, including time, elevation and brightness as a series of numbers, which was phoned through to

the Post Office’s telegram department and sent to the appropriate Moonwatch team leader.

They knew how to interpret this sequence, but Heather often wondered if the telegram operator thought that they were transmitting top secret messages.

“When a Moonwatch team sighted a satellite they would send the details to the US and this was then used to provide us with the daily information needed for our next predictions,” Heather says.

Heather married a young RAAF officer in 1963 and, under the old Public Service Marriage

Act, she had to leave her job at the Satellite Centre.

Not long after that the centre closed. Advances in technology and the development of space tracking stations across the world meant human computers, like Heather, and Moonwatchers were no longer needed.

“Today it’s hard to imagine how primitive our methods were, for now it is the satellites themselves which are so vital in maintaining the sophisticated communications systems we all take for granted,” Heather says.

‘We were known as computers’

Heather Milhench looks at some newspaper headlines from when she was employed as a human computer during the space race in the 1960s. Photo: Sergeant Rob Hack

The Satellite Girls in 1962, from left, Jeni Darley, Carole Masson, Lynne Hill, Carita Munday and Heather King.

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