final honour in fromelles - department of defence · 2011-07-20 · issue 4, 2009 magazine ›...

Issue 4, 2009

m a g a z i n e ›

Photo: credit to come

Sub text

FInal honour In Fromelles

aBoVe: men of the 53rd Battalion in a trench at their front line a few minutes before launching an attack in the Battle of Fromelles on 19 July 1916. Photo: courtesy of Australian War Memorial (AWM-H16396). InseT: members of the oxford archaeology team during the early stages of the dig to recover fallen soldiers from Fromelles. Photo: Oxford Archaeology. see cover story page 18.

2www.defence.gov.au/defencemagazine

Contents d e f e n c e m a g a z i n e ›

Defence

magazineeditor: Michael WeaverPhone: 02 6265 7117

Deputy editor: Jack FosterPhone: 02 6265 1949

Imagery support: Public Affairs Branch

Defence Magazine is produced by the Directorate of Internal Communication, Public Affairs Branch.

ISSN 1446-229X

Design and layout: Grey. GREY 17773

how to contribute to DeFence magazIne

Contact Michael Weaveror [email protected] Phone: 02 6265 7117http://www.defence.gov.au/defencemagazine/

editorialEquipment, projects and capability lie at

the core of the Defence enterprise. Across our organisation these three words mean many things to many people.

As you read through this edition of Defence Magazine, you’ll see we’ve focussed our efforts on giving tangible examples of what these words mean and how they bind to take Defence forward.

For our friends in Chief Information Officer Group it means planning for a single, completely integrated, high-speed network that connects all fixed and deployed locations across Defence.

For those in Joint Health Command, it means setting in motion the recommendations agreed on in Professor Dunt’s comprehensive review of mental health services across the ADF.

And for Army, we’ve dedicated our cover story to a project more than 90 years in the making. Now well underway, you’ll get an archaeologist’s view of how a group of up to 400 fallen Australian and British soldiers are being expertly recovered and indentified in preparation for their honourable burial.

Flicking through you’ll also find a pictorial spread from this year’s Anzac Day commemorations, as well as an update on the evolution of Navy’s Amphibious Deployment and Sustainment Project—an undertaking that will ultimately provide the ADF with the most capable and sophisticated amphibious warfare capability Australia has ever seen.

Jack Foster, Deputy Editor

Inside this edition

columnsSecretary 12Chief of Defence Force 13

newsSnapshot 4SIEV 36: Teamwork saves lives in Timor Sea 10Anzac Day 2009 pictorial 14

cover storyFinal honour for Fromelles soldiers 18

FeaturesDMO: Over-the-shore fuel delivery system 16Defence Support: The Base Accountabilities Model 21DMO: Sponsorship of Re-Engineering Australia 22CIO: The ICT of tomorrow, today 23Joint Health Command: ADF Mental Health (Dunt) Review 26Defence Support: Enhancing the land force 28VCDF: Defending against toxic attacks 30Joint Logistics Command: Multi-national agreements in place 32Navy: New Generation Navy update 33Navy: Evolution of amphibious capability 34Army: Adapting to future challenges 36Air Force: Butterworth its weight 38DSTO: Technology from the laboratory to the battleground 40PSP: People-related decision making 42Strategy: Defence civilian helps with new beginnings 44Memorial to shine light on peacekeepers 46The Last Word: Air Commodore Tim Owen 47

PhoTo oF The monTh:major general mick slater with soldiers based at For-ward operating Base chau-vel during his recent visit to east Timor. maJgen slater had the chance to catch up with soldiers in both Dili and the Forward operating Base at Baucau. he also took the time to chat with soldiers from Timor-leste Battle group V and thanked them for their efforts during their eight-month deployment in east Timor.Photo: LSPH Paul Berry

ministerial changes:at the time of going to press, senator the hon. John Faulkner had been sworn in as Defence minister, replacing the hon. Joel Fitzgibbon mP. This edition carries numerous references to the-then Defence minister and the duties mr Fitzgibbon performed while in that role.It also contains several references to the-then minister for Defence science and Personnel, the hon. Warren snowdon mP. The hon. greg combet am mP is now the minister for Defence Personnel, materiel and science and the minister assisting the minister for climate change.


news

snapshotMinister spends Anzac Day with troopsAfter an earlier stopover to visit Australian

forces on deployment to the Middle East,

the former Minister for Defence, the Hon.

Joel Fitzgibbon MP spent Anzac Day in

Afghanistan with Australian troops.

Mr Fitzgibbon attended a Dawn Service to

commemorate Anzac Day at Tarin Kowt and spent

time with troops at the base. He was joined by

Mr Keith Payne, a Victoria Cross recipient for his

courageous actions in Vietnam.

“The Anzac spirit is epitomised in the courage

and valour of our troops who are operating in

challenging environments in Afghanistan and

around the world. We should all be grateful for the

efforts and sacrifices these fine men and women

make on our behalf,” Mr Fitzgibbon said.

“It was a tremendous honour and privilege

for me to spend Anzac Day with Australian troops

on operations in Afghanistan, and to honour the

sacrifices of fallen Australian soldiers with a Dawn

Service here in Tarin Kowt.”

Mr Fitzgibbon also accompanied troops

outside the wire, meeting with Australian and

Afghan troops that are working together in remote

locations in Oruzgan as well as visiting a number

of reconstruction projects on which Australian

troops have been working with local Afghan

tradesmen and the Afghan military.

“My visit to these areas provided a unique

opportunity to see the progress being made by

Australian forces in building the capacity of the

Afghan National Army and helping Afghans rebuild

their country,” Mr Fitzgibbon said.

Defence Budget announcedThe Federal Budget was handed down on 12 May, with the former Minister for Defence, the Hon. Joel Fitzgibbon MP, announcing the Rudd Government would fund the 2009 Defence White Paper and deliver Force 2030 through a robust financial plan.

As a result, Defence will have a new funding

model that will provide greater long-term funding

certainty and ensure that Defence has the funds it

needs when it needs them.

The funding model will impose discipline

on Defence spending while ensuring Defence

can purchase the military equipment outlined in

the White Paper and properly support Australia’s

serving women and men.

Mr Fitzgibbon said funding for the White

Paper initiatives for 2009-10 include:

• Keycapabilityacquisitionsandprojectssuch

as artillery systems, replacement of light

vehicles, upgraded rifles and enhancements to

ADF command and control systems, satellite

communications capability and counter-

Improvised Explosive Device (IED) initiatives

• CommencingworkonaCyberSecurity

Operations Centre that will monitor threats

and provide response assistance across

Government and critical private sector

systems and infrastructure

• ImprovementstoDefenceScienceand

Technology Organisation (DSTO) facilities,

including to the Missile Simulation Centre;

• RemediationofDefence’sICT

• Payimprovementsfornon-commissioned

soldiers, sailors, airmen and women

• Recruitmentandworkforcestabilisation

initiatives for the Navy

• ImprovementstoADFhealthcare

• GreaterflexibilityinADFhousingand

accommodation, enhancement to mental

health care, remuneration and assistance

to families, and

• Remediationofageingpower,waterand

sewerage infrastructure across our Defence

bases, and refurbishment of old working and

live-in accommodation.

For more detailed information on the Defence

Budget, visit www.defence.gov.au/budget

snIPshotDefence and ausaID get strategic

Secretary of Defence Nick Warner and Chief of Defence Force Air Chief Marshal Angus Houston recently signed a Strategic Partnership Agreement with Director General of AusAID Bruce Davis that provides a framework for closer cooperation between Defence and AusAID.

The initiative advances the Government’s policies of promoting security and development, good governance and stability.

It was developed in recognition of the shared strategic interests of Defence and AusAID and the imperative for closer whole-of-government cooperation in dealing with Australia’s diverse security challenges.

The Strategic Partnership Agreement articulates the guiding principles, strategic goals, relative organisational strengths of Defence and AusAID, and coordination arrangements required for closer, effective cooperation on future activities.

Better support for aDF supporters A series of Defence Family Forums is taking

place around the country, giving families the opportunity to candidly voice their opinions on Defence and give feedback about their own experiences of the military lifestyle.

The former Minister for Defence Science and Personnel, the Hon. Warren Snowdon MP, met in Wagga Wagga for the first of the forums.

“The support provided by Defence families to our hard-working uniformed men and women is critical to the ongoing operation of the Australian Defence Force (ADF),” Mr Snowdon said.

Wagga is the latest in the series of Forums, which has already included Darwin, Katherine, Perth, Rockingham, Puckapunyal, Sydney, Adelaide and Newcastle.

“Much of the discussions thus far have related to the unique challenges associated with the mobile lifestyle of ADF members and the pressures this can have on their families; be it related to medical care, education, housing or spouse employment,” Mr Snowdon said.

australia to assist international anti-piracy efforts

The Australian Defence Force will contribute to international efforts to combat piracy off the Horn of Africa.

The contribution will help curb piracy in the region, protect Australian and international maritime trade and underline Australia’s commitment to targeted increased engagement with Africa.

Australia will flexibly task its frigate and AP-3C maritime patrol aircraft currently based in the Middle East between anti-piracy operations and their current counter-terrorism and maritime security patrol duties under Operation Slipper. This will provide a robust and effective contribution to anti-piracy efforts while

Highest east timorese honour for Army officersPresident of East Timor, His Excellency, Dr Jose Ramos Horta, recently awarded the Timor-Leste Medalha de Merito (Medal of Merit) to two Australian Army Officers for their service to East Timor during the past 10 years.

Major General (MAJGEN) Mick Slater, and

Major (MAJ) Michael Stone, received the Medal

at the President’s Office in Dili. The Timor-Leste

Medalha de Merito is the highest recognition that

can be bestowed by the President of East Timor.

President Horta said MAJGEN Slater’s

contribution to East Timor exemplifies the values

of the Australian Defence Force and noted, in

particular, his leadership of the International

Stabilisation Force deployed in response to the

break down in security in 2006.

MAJGEN Slater also received the Medalha

Solidariedade de Timor-Leste (East Timor Solidarity

Medal) during the presentation.

MAJ Stone was honoured for the unique

role he played as peacemaker in East Timor

during the past decade. President Horta said his

profound understanding of Timorese culture and

language has enabled him to promote peace and

reconciliation throughout the country, gaining the

respect of its people.

Both men accepted the medals at a small

ceremony that was attended by guests including

the Commander of the East Timor Defence

Force, Brigadier Taur Matan Ruak, Australian

Ambassador to East Timor, Mr Peter Heyward, and

the Commander of the International Stabilisation

Force, Brigadier Bill Sowry.

minister for Defence the

honourable Joel Fitzgibbon mP

delivers the anzac address as

dawn begins to break over camp

holland in oruzgan Province,

southern afghanistan.

Photo: Corporal Ricky Fuller

aBoVe: President of east Timor his excellency, Dr Jose ramos horta, with medal recipients major michael stone (left) and major general mick slater. Photo: LSPH Paul Berry

care to comment?

Do you haVe an oPInIon on These sTorIes?

If so, we are seeking your constructive and concise comments in a ‘Letters to the Editor’ section.

Please send via email to: [email protected]

continued p.7 >


news

snapshotsnIPshotensuring Australia remains able to respond to the most pressing tasking across the region at any time.

Piracy is a threat to global maritime security, including to Australia’s merchant trade and to Australian tourists passing through the Gulf of Aden and the Suez Canal. In 2008, there were 111 pirate attacks in the region, with 42 successful hijackings. There have been around 100 registered attacks, including over 25 successful hijackings, so far this year.

aDF gap year applications open for 2010

Applications for the 2010 intake of the Australian Defence Force (ADF) Gap Year program are now open.

The ADF Gap Year experience has proven remarkably successful in its initial two years and has been structured to offer a meaningful experience in the ADF that exposes members to military training and lifestyle in a way that broadens their understanding and appreciation of Service life.

Places are limited for those interested in the ADF Gap Year, and not all applicants are guaranteed enlistment, even if they meet the eligibility criteria for entry.

There are 267 places available in the Navy, 317 in the Army and 116 in Air Force. For more information go to www.defencejobs.gov.au/education/Gapyear/.

another key Taliban leader killedTaliban operations in Oruzgan province continue

to be successfully disrupted by combined operations by Afghan and coalition forces with the fourth senior insurgent leader targeted and killed this year.

A key insurgent commander operating in the Deh Rafshan region of the province, Mullah Qasim, was a known improvised explosive device (IED) facilitator.

He was killed on May 24 during a short battle between insurgents and Afghan National Security Forces, supported by soldiers from the Special Operations Task Group (SOTG).

Afghan National Security Force troops and SOTG soldiers located the Taliban insurgent leader in a remote, mountainous area of West Deh Rafshan. He and three of his insurgent followers were killed and several other suspects were captured following a short battle.

reviews find no investigation of minister

An internal Defence review into allegations that Defence staff conducted a covert investigation and leaked personal information about the previous Minister for Defence, the Hon. Joel Fitzgibbon, has found that the allegations are entirely without foundation.

sts Young endeavour sets sailTwenty-four young Australians recently embarked onboard Sail Training Ship Young Endeavour at Garden Island, Sydney, and set sail on her 2009 circumnavigation of Australia.

These young Australians are the first of up to 700 youth from around the country who will sail onboard STS Young Endeavour during her six-month voyage program.

Commander Australian Fleet, Rear Admiral Nigel Coates said that Sail Training Ship Young Endeavour offered a fantastic opportunity for young Australians to build leadership and teamwork skills, increase their self confidence and develop their sense of social responsibility.

“The Royal Australian Navy is proud to operate and maintain Young Endeavour on behalf of the Australian people and to be part of her 2009 circumnavigation,” Rear Admiral Nigel Coates said.

“This will be the ship’s first journey to the north and west of Australia in eight years, and presents a great opportunity for regional communities to see the ship, learn about her unique youth development program, and come onboard as she sails along the Australian coast.”

STS Young Endeavour will visit Brisbane, Bundaberg, Mackay, Airlie Beach, Townsville, Cairns, Darwin, Broome, Exmouth, Fremantle, Esperance, Adelaide, and Williamstown before returning to Sydney in December.

At each port she will embark a new youth crew, who will spend 11 to 18 days learning the technical skills required to sail a square-rigged vessel, including helming, navigation, rope handling, working aloft and even command.

Voyages onboard STS Young Endeavour are open to Australians aged 16 – 23. For more information please visit www.youngendeavour.gov.au

Hypersonic flight at woomeraNext-generation air vehicles that dramatically reduce inter-continental travel times are now one step closer to reality with the recent successful completion of preliminary hypersonic flight trials at the Woomera Test Range.

The former Minister for Defence Science

and Personnel, the Hon. Warren Snowdon MP,

congratulated the Defence Science and Technology

Organisation (DSTO) and the US Air Force Research

Laboratory (AFRL) on the results of their recent

joint hypersonic flight trial.

“Hypersonics is the study of flight exceeding

approximately five times the speed of sound, and

this trial has successfully tested the flight and

mission control systems that will be used in future

experiments,” Mr Snowdon said.

“Using nitrogen gas valves as thrusters to

manoeuvre the test vehicle in space, the test vehicle

was turned onto the correct heading and elevation

for re-entry into the atmosphere as designed.

“This trial has given scientists a wealth of

new data and demonstrated that hypersonic flight

could become a reality in the not too distant future,

offering immense economic and strategic benefits for Australia,” he said.

The Woomera flight was the first in a series of up to 10 planned flight experiments under a joint research program between DSTO and the US Air Force. The program, called the Hypersonic International Flight Research Experimentation (HIFiRE), is investigating the fundamental science of hypersonics technology and its potential for next generation aeronautics.

Implementing Logistics ReformThe Australian Defence Logistics Conference 2009 will be held at the Australian Defence Force Academy from 16-17 July.

The Conference theme is Implementing Logistics

Reform, which is especially relevant as Defence

commences implementation of the announcement

from the recently released White Paper.

Senior Defence leaders, including from Navy,

Army, Air Force, Defence Materiel Organisation,

Defence Support Group and Chief Information

Officer Group will articulate Australia’s future

Defence Logistics vision and the practical

reforms being implemented to realise that

vision. Speakers from international Defence

organisations will also share experiences of their

own logistics reform.

Delegates will hear first hand what the

future holds for Australian Defence logisticians

and their role in leading and implementing

these wide-ranging reforms. The conference is

only open to Defence full-time personnel and

service members.

For more information and where

to register, visit the Conference website at

http://intranet.defence.gov.au/JLC . Further

information can be obtained from the

Conference Convenor, Ms Sanja Vrbenski

([email protected]).

Family Health Care trial begins About 2700 Defence dependants in

Cairns (QLD), Singleton (NSW), Katherine

(NT), Sale (VIC) and the Pilbara region

in WA can now access free basic health

care as part of the ADF Family Health

Care trial.

The former Minister for Defence Science and

Personnel, the Hon. Warren Snowdon MP said

the initiative will provide practical support to the

dependants of ADF personnel.

“We are testing delivery models to ensure

that ADF dependants will not only be able to

access free basic medical care, but they have

choice and flexibility about who they consult with,”

Mr Snowdon said.

“Here in Cairns, 54 doctors have already

agreed to support the ADF Family Health Trial.

Medicare Australia will administer these services

through bulk billing arrangements.

“The trial also has provision for dependants

to claim up to $300 each for non-cosmetic dental

services, which can be accessed at any dentist

in Australia.”

Dependants registered for the trial will be

issued with an ADF Family Health card which will

enable them to submit claims electronically at

most dentists, up to the capped amount.

Navy Health Ltd has been engaged by Defence

to provide the ADF Family Health card, as well

as customer service and claims processing. Navy

Health Ltd come to Defence with more than 50

years experience in the health industry.

“The ADF Family Health Trial is one way we

can support Defence families as they support our

Defence men and women," Mr Snowdon said.

For more information: www.defence.gov.

au/health/

The sail Training ship young endeavour.

aBoVe: Test vehicle launch as part of hypersonics trial (hIFIre-0) at Woomera, south australia, on 7 may 2009. Photo: Brian Crowley

continued p.9 >


snIPshot

Mr Snowdon praised the work of the Defence Science and Technology Organisation in using innovative modeling techniques in order to refine the area of interest, plus the exhaustive and skilled research and expertise of the Army History Unit in supporting the Air Force investigation.

“Invaluable assistance has also been given by a number of former North Vietnamese and Viet Cong soldiers and their commanders as well as many local villagers, and their compassion and commitment in assisting us is humbling,” Mr Snowdon said.

Mr Snowdon said the next step would be a thorough archaeological dig which will confirm whether there are any human remains at the crash site.

Iraq rehabilitation mission to endDefence will conclude its military commitment to the rehabilitation of Iraq on 31 July 2009 marking the end of a mission that commenced on 20 March 2003.

Following the withdrawal of Australian combat

troops in 2008 and the relocation of the Australian

National Headquarters from Baghdad, Australia’s

commitment to Operation Catalyst has consisted of personnel employed in non-combat roles within coalition headquarters. In 2009, there have been around 45 such personnel deployed in Iraq.

The Chief of the Defence Force, Air Chief Marshal Angus Houston, said Australia could take great pride in the enduring contribution that the Australian Defence Force had made to the future of Iraq.

“Australian troops have provided important support to security and stabilisation operations, and have been responsible for the training of approximately 33,000 Iraqi Army soldiers, including specialist training in logistics support and counter-insurgency operations,” Air Chief Marshal Houston said.

The cessation of Operation Catalyst does not include 100 ADF personnel providing protection for Australian diplomatic staff and the Australian embassy in Baghdad under Operation Kruger, nor two ADF officers serving with the UN assistance Mission for Iraq under Operation Riverbank.

“The Australian Defence Organisation greatly appreciates the support and assistance received from coalition partners and the people and Government of Iraq during the ADF’s deployment on Operation Catalyst,” Air Chief Marshal Houston said.

“The Australian Government, and the Department of Defence in particular, look forward to maintaining a strong and robust Defence Cooperation Program with Iraq into the future.”

news

snapshot

new era for records management Record-keeping and managing physical and electronic records in Defence is set to significantly improve thanks to a new Defence Records Management Strategy.

The Strategy will help all personnel better

manage Defence records along with several other

measures, such as the Responsible Recordkeeping

course on CAMPUS and a new, soon to be released

policy manual.

The new manual will replace a much

larger document that has become unusable,

and will provide a practical, easy-to-use guide

to recordkeeping in Defence by setting down

straightforward policy for the creation and capture

of records as well as outlining how to keep,

transfer or destroy records.

Director Records Management Ernie Power

said: “Poor record-keeping results in an increased

workload for many of us.”

For further information please email [email protected]

RAAF exercise in MalaysiaRAAF personnel and aircraft recently arrived in Malaysia to participate in Exercise Bersama Shield 2009.

The Exercise aims to practise the

interoperability of air, ground and naval forces

under the auspices of the Five Power Defence

Arrangements—involving Australia, Malaysia,

Singapore, United Kingdom and New Zealand.

Eight F/A-18 Hornet strike fighter aircraft from

75 Squadron at RAAF Base Tindal and about 50

personnel worked from the Royal Malaysian Air

Force (RMAF) Base Butterworth for the duration of

the exercise.

An Adelaide-based Air Force AP-3C Orion

crew has deployed from RAAF Edinburgh to

participate in the Exercise. The Orion will be

used for surveillance, anti-surface warfare, anti-

submarine warfare and strike direction.

Bersama Shield 2009 was conducted over

Peninsula Malaysia and South China Sea until

the 29th May.

AP-3C Orion Detachment Commander,

Squadron Leader (SQNLDR) Baz Laing said that the

AP-3C Orion is arguably the world’s most capable

maritime patrol aircraft.

“Exercise Bersama Shield 09 is an excellent

opportunity to develop and confirm our traditional

maritime high-end war fighting skills, whilst

practising our interoperability with four other

nations,” SQNLDR Laing said.

F/A-18 Detachment Commander, Wing

Commander (WGCDR) Robert Chipman said

exercises such as Bersama Shield provide

excellent training opportunities.

“It allows the Royal Australian Air Force to

test and practise deployment capabilities so that

it can operate away from its home base,” WGCDR

Chipman said.

A RAAF C-17A Globemaster provided strategic

airlift, transporting Air Force personnel and

equipment to Malaysia.

RAAF wreckage found in VietnamAn Australian investigation team believes it has found the aircraft flown by the last two Australian Defence Force members missing in Vietnam.

Flying Officer Michael Herbert and Pilot Officer Robert Carver disappeared on 3 November 1970. They had conducted a bombing mission and were returning to base when their Canberra bomber was lost without trace.

Former Minister for Defence Science and Personnel, Hon. Warren Snowdon MP said the Australian Defence Investigation Team were confident they had located the Royal Australian Air Force Canberra bomber wreckage in thick jungle in an extremely rugged, remote and sparsely populated area of Quang Nam Province, Vietnam, near the Laotian border.

Mr Snowdon said the Defence team had spent a week in the isolated province gaining information and hiking in to the wreck site. While no human remains were found, several military artifacts have been discovered including a club badge which was unique to RAAF’s No. 2 Squadron.

“These brave airmen gave their lives in the service of their nation, and locating the crash site is an important step in accounting for them,” Mr Snowdon said.

aBoVe: 11 squadron avionics Technicians corporal Darryl Totaro (left) gives a tour around the cockpit of an

aP-3c orion to fellow Bersama shield exercise members from 3 squadron (l-r) aircraftman (ac) edmond

Kasparian (structural Fitter), ac David silvello (aircraft Technician) and leading aircraftman Travis moule

(avionics Technician). Photo: AC Glen McCarthy aBoVe: a canberra bomber similar to that lost in Vietnam in 1970.

A secondary independent review by Inspector

General Intelligence and Security Ian Carnell also

found no basis to any allegations.

All relevant areas of Defence were reviewed with

particular attention given to areas assessed to have the

skills, knowledge and access relevant to the allegations.

The investigation involved more than 1700

people from across Defence, the completion of more

than 1300 statutory declarations responding to the

allegations and more than 600 interviews.

“The lack of any evidence to support the

allegations points to the integrity and loyalty of

our people. I thank them for participating in our

investigation and continue to have full confidence

in our people who work in Defence intelligence and

security areas,” Defence Secretary Nick Warner said.

A declassified version of the report is available

on the Defence website at: http://www.defence.gov.

au/header/publications.htm

Take a new look at ceIOn 2 June the Secretary released his revised

Chief Executive’s Instructions. The new instructions

will take effect from 1 July this year with changes

that will impact every Defence employee.

The Chief Executive’s Instructions (CEI) are based

on the Financial Management and Accountability Act

1997 and associated regulations, and provide the

framework for how we manage finance in Defence.

With instructions ranging from acquisition,

procurement and fraud to catering, giving and

receiving gifts, and finding money on Commonwealth

property, the CEI affect every military, civilian and

contracted employee in Defence.

While the legislation underpinning the CEI

remains relatively unchanged, the revised CEI have

been rewritten to improve usability and accessibility

and have adopted a number of new features,

including:

• astreamlinedformat;

• hotlinkstorelevantdocuments;and

• acomplementaryguideforeachCEIinthenew

Financial Management Manual 5 (FINMAN 5).

All staff are requested to familiarise themselves

with these documents, as failure to comply with the

CEI may result in a breach of legislation and create

grounds for serious penalties.

You can find the new CEI and FINMAN 5

and other supporting documents on the Finance

in Defence (FinD) Intranet site at: http://intranet.

defence.gov.au/find/, or email: financial.policy@

defence.gov.au

www.defence.gov.au/defencemagazine

9

news

f operational success can be judged by results alone, then the casualty evacuation from the explosion onboard suspected Illegal entry Vessel (sIeV) 36 was an outstanding achievement.

The explosion and subsequent fire on SIEV 36 in the Timor Sea left more than 40 people badly burnt and in need of emergency medical aid.

Commanding Officer of the Armidale Class Patrol Boat HMAS Childers, Lieutenant Commander (LCDR) Brett Westcott, said initially his best hope for evacuation was to take the men to Darwin which was at least 25 hours away.

“I told my people to prepare themselves because given the limited supplies and the time frame it was going to be tough to get all the injured back in good shape,” he said. “It wasn’t long after that I received a signal from Northern Command (NORCOM) to change course for the Floating Production, Storage

and Offloading platform Front Puffin, and a P3 was in the air with more supplies. My resigned fatalism turned to hope, and it’s times like those you know you work for a great organisation.”

While HMA Ships Childers and Albany were rescuing survivors and searching for the missing, the on-shore organisation behind them had burst into action.

Commander NORCOM, Commodore (CDRE) David Gwyther, said the planning started immediately by wrapping the operation’s collective minds around the size and shape of the problem. “It was a problem with lots of moving parts across various agencies, the highest priority was to get the injured the care and attention they needed as quickly as we could,” he said.

The health aspects of the operation were arranged between NORCOM, the WA Emergency Services, and the NT Emergency Services. The Departments of Health and Police and Emergency Service Departments

of both States swung quickly into action. Responsibilities were quickly refined to account for the location and rapidly executed. Commonwealth and State Reception Plan organisations were quickly activated.

NORCOM was brilliantly assisted with the transportation and search and rescue elements of the operation by the Australian Maritime Safety Authority – Rescue Coordination Centre (RCC) and Border Protection Command Headquarters both from Canberra. The RCC organised the helicopter assets from Front Puffin to shore and assisted with the planning of the overall CASEVAC arrangements. HQBPC liaised with a range of agencies in Canberra ensuring reception arrangement responsibilities were clear.

CDRE Gwyther said given all the options the best was to fly the injured to health care, which was the option chosen. “NORCOM was pivot point as we were across all aspects of the CASEVAC. We could not have achieved what our combined team did without everyone

teAMwoRk sAVes LIVes in Timor Sea

By Lt Bill Heck

Out of adversity people excel, and in this circumstance many people excelled, not only as individuals but also as part of a team. I am very proud of all of them.‘‘

’’– Commander NORCOM, Commodore (CDRE) David Gwyther

11www.defence.gov.au/defencemagazinewww.defence.gov.au/defencemagazine

10

in every agency putting in the hard yards and

making things happen,” he said.

LCDR Westcott said the ship’s Medical

Officer turned his Patrol Boat into a casualty

ward and the entire ship’s company into nurses.

“She did the same thing again on the Puffin,”

he said. “It was a real mind shift for some of the

blokes. They showed amazing compassion for

what had become a real human tragedy.”

By 5pm the last of the seriously injured

were transferred to the Front Puffin. The first

helicopter arrived 45 minutes later with eight

doctors on board.

LCDR Westcott said the decision to go to

the Front Puffin was made for him. “Whoever

looked at the chart and thought it was a great

idea got it right because I had only looked at

getting back to Darwin,” he said. “How we

didn’t lose anyone is a phenomenal result

of good training, good equipment, good

organisation and an enormous amount of luck.”

CDRE Gwyther said it was remarkable

that such a large group of people, so seriously

ill, and in such a remote location could be

delivered to the best medical care in the world

in less than 24 hours.

“This operation is an awesome example of what you can achieve when the players involved muscle up and brush aside the jurisdictional issues and get on with it,” he said. “No-one passed away in the evacuation process and that’s because of the fantastic work done by all concerned across all agencies Commonwealth and State and of course the team on the Front Puffin. I thank every one of them for a top job.

“Out of adversity people excel, and in this circumstance many people excelled, not only as individuals but also as part of a team. I am very proud of all of them,” he said.



seCRetARY’s CoLuMn

ustralia’s current and future capability depends on the successful and complete implementation of the White Paper’s strategic reform Program.

The Program will deliver around $20 billion

in savings during the next 10 years that will be

reinvested into equipping and sustaining the ADF

of tomorrow.

Put simply, without the Strategic Reform

Program savings, we will not be able to deliver the

White Paper and the capability that’s required to

defend Australia and its national interests in the

next 20 years.

Through its 15 streams, the Program

will change Defence at its core, middle and

outer edges; and in the process, deliver very

significant savings.

But the savings won’t be delivered in the

old-fashioned way, by simply slicing and dicing

existing budgets.

The savings will be delivered sustainably,

through cost cutting and significant changes to the

way we do business. Changes that mean in about

five years time Defence’s processes, systems,

technologies and approaches to work will look very

different from the way they do today. They will be consolidated, integrated,

standardised, modernised, automated and wherever possible, world’s best practice – like our ADF operations.

For the past 18 months I’ve talked about

the need to fix Defence’s broken backbone – its

logistics, explosive ordnance and inventory

management, its information communications

technology and its systems and processes. These

are the vitally-important but less visible parts of

the business, that if not fixed, have the potential to

compromise the organisation’s future.

Through its 15 streams, the Strategic Reform

Program will do that – and much more.

The smart sustainment reform stream will

deliver $5.1 billion in savings during the next

decade by increasing the efficiency of Defence’s

maintenance and supply chain processes and

reducing inventory costs and holdings.

The maintenance element of this reform

stream will realise the Defence Materiel

Organisation’s aim to become more business-like.

It’s been the vision of the Kinnaird and Mortimer

reviews, and the Strategic Reform Program will

deliver it by imposing commercial discipline on

procurement and sustainment processes and

introducing more efficient maintenance techniques.

The reform will be undertaken in a planned

and structured way during the next five years. All

major fleets of military equipment across the three

Services will be carefully scrutinised to identify

possible efficiencies in the way they are operated,

supported and maintained.

And here I want to make it clear that the

reform to this stream will not compromise

capability, safety or quality to save costs.

The reform is about delivering improved

capability by getting rid of the costs of inefficiency

and duplication.

This is a major initiative that will involve

Navy, Army, Air Force and the Defence Materiel

Organisation working closely together in a

collaborative, constructive and consultative way.

We’ll also work closely with industry.

The inventory element of the smart

sustainment steam will deliver $700 million in

savings in the next decade by smarter buying,

reducing the size of our holdings – which currently

have an enormous impact on warehousing costs –

and getting rid of waste.

The Strategic Reform Program gives Defence

a unique opportunity to significantly improve the

efficiency and effectiveness of the organisation in

a deep, strategic and holistic way.

It gives us the chance to create a future for

Defence that is fundamentally different, in some

parts unrecognisable, and so much better for it.

CHIeF oF tHe DeFenCe FoRCe’s CoLuMn

s the chief of the Defence Force, you have heard me say time and time again that nothing is more important to me than the health and well-being of the men and women of the

australian Defence Force.

Our work can be dangerous and demanding and our service can come at a price. A very large aspect of our duty of care to Defence people is centred on mental health management. It is impossible to escape the fact that on many of our operational deployments, our people are exposed to conditions that may lead to psychological trauma.

Great work has been done on our Mental Health Strategy since it was launched in 2002. We have instituted programs aimed at promoting good mental health and preventing illness wherever possible.

However, in Defence we are always looking to improve and for some time I have been concerned about whether we have adequate staffing and resources for mental health support, the possible impact of extended military deployments on the mental health of our people, and the willingness of our members to seek treatment for mental health conditions.

For these reasons, I welcomed the Government’s decision to commission Professor David Dunt to conduct an independent review of mental health care in the ADF. In undertaking this review, Professor Dunt compared our current ADF mental health support services against best industry practice. His analysis also included the transition process from Defence to the Department of Veterans Affairs (DVA) and the extent to which mental health services are meeting the needs of serving and transitioning ADF members.

Professor Dunt completed his report in February this year and it was officially launched in May. In reading the report, I was pleased to note that Professor Dunt considered the introduction of the ADF Mental Health Strategy in 2002 to be far-sighted.

I was also pleased that Professor Dunt found that our mental health strategy compared favourably with similar strategies in Australian workplaces and other military forces. In fact, in some instances, we surpassed other available programs.

Nevertheless, Professor Dunt did find that there were areas in which we could do better and he has offered a range of recommendations to reform and enhance the delivery of ADF mental health care and the transition services currently offered by Defence and DVA.

Professor Dunt’s recommendations include: expanding resilience training and mental health education; improved access for Reservists to post-deployment support; and a review of policy and guidelines for ADF medical employment classifications to better manage deployments. He also seeks the continued military service of those with mental health illness; the further expansion of rehabilitation; and return to work programs and enhanced transition

services for members leaving Defence.

Defence agreed in full to 49 of his 52

recommendations and we agreed in part with the

remaining three.

We must now implement these

recommendations. I have directed Joint Health

Command to work with the single Service and non-

Service groups to develop a comprehensive plan to

achieve 10 major goals. Further details about these

goals can be found on the Defweb.

I want all Defence people to be seized with

the importance of this initiative. Mental health is

a vital component of the ongoing health and well-

being of ADF men and women. I thank Professor

Dunt for his significant efforts in producing this

important review. I am confident that his review

will lead to an improved mental health support

system for our people.

Looking after the mental health of our people

Reform vital to future capability

aaBoVe: (l-r) The chief of the Defence Force, air chief marshal angus houston, ac, aFc, the former minister for Defence science and Personnel, the hon. Warren snowdon mP, Professor David Dunt, the minister for Veterans’ affairs, the hon. alan griffin mP and the commander Joint health, major general Paul alexander officially releasing Professor David Dunt’s report into ‘mental health care in the aDF and Transition to Discharge’.

aThe savings will be delivered sustainably, through

cost cutting and significant changes to the way

we do business. Changes that mean in about

five years time Defence’s processes, systems,

technologies and approaches to work will look

very different from the way they do today.

‘‘

’’

ADF remembers service to nation

AnZAC DAY 2009

n the 94th anniversary of one of australia’s first military actions, past and present members of the aDF paused to remember those who had contributed to all australian military

operations.

The Chief of the Defence Force, Air Chief

Marshal Angus Houston, said Anzac Day was a

time to reflect on the contribution made by all our

past and present service men and women who had

displayed great courage, discipline and self-sacrifice

in choosing a life of service to their country.

“On Anzac Day, we remember not only the

original Anzacs who died on 25 April 1915, but

every one of our service men and women who have

served and died in all wars, conflicts, peacekeeping,

disaster relief and humanitarian assistance

missions,” Air Chief Marshal Houston said.

Across all Australian military campaigns, more

than 1.8 million Australians have enlisted into the

Services to serve their country in times of need. Of

these, more than 102,000 have died as a result of

their service, more than 225,000 were wounded, and

more than 34,000 were held as prisoners of war.

More than 3,000 ADF members are currently

deployed on operations, continuing the Anzac spirit

whilst serving Australia’s national interests at

home and in many countries around the world.

“Our service men and women are doing an

exceptional job contributing to the International

Security Assistance Force mission in Afghanistan,

contributing to various UN missions, and assisting

and enhancing security and stability in our region,”

Air Chief Marshal Houston said.

Most of our deployed service personnel are in

Afghanistan, other areas of the Middle East, East

Timor, Solomon Islands and on border protection duties

in Australia’s maritime domain. Smaller numbers are

deployed in Iraq, Egypt, Sudan and Darfur.

Air Chief Marshal Houston said the Anzac spirit

lived on in the hearts and minds of all Australians.

“Today we honour the courage and sacrifice

of those who have contributed so much in shaping

the identity of this proud nation,” Air Chief

Marshal Houston said.

Veterans during the anzac Day Parade 2009 in Perth, Wa. Photo: ABPH Dove Smithett

aBoVe: hmas Sydney's ship's company at a dawn service held at sea to commemorate

anzac Day off the east coast of australia. Photo: LSPH Nadia Monteith

anzac Day Dawn service in Qingdao, china, with a cenotaph guard on the flight deck of hmas Success. hmas Pirie, hmnzs Endeavour and hmnzs Te Mana joined for the dawn service. Photo: ABPH Andrew Black

leFT: From left: Wing commander John Ibbotson (assistant air Force adviser), lieutenant colonel andrew moore (assistant army adviser), captain William martin (naval adviser), Flight lieutenant aaron Jozelich and commander shane glassock (australian exchange officer in london) salute at the last Post during anzac Day dawn service at hyde

Park corner, london. Wellington arch can be seen in the backgrond. Photo: ABPH Andrew Dakin

leFT: (l-r) 20-year-old aircraftwomen Jade evans and Jessica Johnson from 37 squadron were shown a photo of WW2 veteran meg Thomson, ex-Women’s australian auxiliary air Force (WaaaF), a photo taken on anzac Day when she was 20 years old. Photo: SGT William Guthrie

aBoVe: major Jay mcleary, nz army, with

his son caelum mcleary after the Dawn

service at the the australian War memorial.

Photo: Mark Brennan

after a moving Dawn service, soldiers from the

1st mentoring and reconstruction Task Force enjoy

a traditional australian anzac Day game of two-up

in afghanistan. Photo: Corporal Ricky Fuller

lance corporal Trent goddard from the 1st mentoring and reconstruction Task Force rest on arms as he and fellow Diggers mount the catafalque guard. Photo: Corporal (CPL) Ricky Fuller

The sun rises during anzac Day Dawn service

ceremonies at greenwell Point, nsW. Petty officer Bosun sherylee Folkes and Petty officer Bosun

grant Peck are silhouetted by the morning sun. Photo: LS Kelvin Hockey

corporal emily Dutton of Brisbane forms part of the catafalque Party during the anzac Day Dawn service at camp Phoenix, east Timor. Photo: LSPH Paul Berry

owww.defence.gov.au/defencemagazine

14



fter the oil-spill off the coast of Queensland in march, many were understandably concerned when Defence had plans of unloading fuel across the golden

sands of cowley Beach, north Queensland, in may.

Knowing this, project manager for the Army’s towed flexible fuel barge system, Major (MAJ) Stephen Wagener, made sure key environmental stakeholders were on site during a recent test and evaluation of the system. And with Defence and Great Barrier Reef environmental managers out in force, it was never going to be a walkover.

Phil Koloi is one of those responsible for safeguarding the environment of the Great Barrier Reef Marine Park.

“The reef is a unique and environmentally-sensitive area. We must work closely with Defence to ensure their activities are well managed and that any impacts on the marine environment are minimised,” Phil said.

The towed flexible fuel barge system was a rapid acquisition from a British supplier during lessons learned from the East Timor intervention in 1999. Its biggest component is a 30-metre floating sausage-shaped bladder, which is self-sealing against small arms fire.

The bladder is loaded offshore from a Navy tanker and then towed to a moored raft near the beach. From there, its 100,000 litres of fuel – 24 hours supply for a mechanised Brigade – can be pumped up to 20kms inland.

Colonel (COL) Andy Adams from the Directorate of Combat Services Support Development said the system is not really necessary until you really need it.

“Then it is vital,” COL Adams said. “Apart from military operations it is more likely to be used during humanitarian and disaster relief, because shore infrastructure might be completely destroyed by earthquake or tsunami.”

The towed barge system has possible environmental issues at several levels according to Defence’s Assistant Director of Environmental Impact Management Tim McKay.

“Firstly we are talking about transporting

100,000 litres of fuel in plastic bags –admittedly,

very high-tech plastic bags,” Tim said. “We need

to consider the pollution risks and how to manage

them. Secondly, if things go wrong, we need to

consider remediation – how to treat it.”

For Tim and fellow environmental managers

these latest trials are clearly a feather in the cap

for the maturing DMO process.

“Early engagement means that environmental

issues are factored in from the early stages, which

means far fewer headaches later,” Tim said.

“Getting us all here has been a real

achievement for [project manager] MAJ Steve

Wagener.”

Department of the Environment senior

manager Chris Murphy agreed.

“We are keen to know the risk manageability

of any consequences. It’s good to be involved very

early on,” Chris said.

Rockhampton-based Defence regional

environment manager, Tennille Danvers said it was

a great opportunity to observe military capability

and understand the requirements for environmental

mitigation.

“We have never yet transferred fuel across

the beach at Shoalwater Bay,” Tennille said. “We

now have a much better understanding of the

implications. It’s been good to be involved in the

test evaluation process – during, rather than after.”

MAJ Wagener said the job of the test and

evaluation process is to find faults which can then

be fixed, including environmental ones.

“Our watchdogs liked the system because it

was clear to them there were a lot of fail-safes, so

now DMO can go to the next stage of evaluation,”

MAJ Wagener said.

Army HQ’s Environmental and Training Area

Manager Mr Kael da Costa said: “Keeping the

capability is the Army’s ultimate goal, but this

process has clearly identified the advantages of

involving all the stakeholders early on”.

DeFenCe MAteRIeL oRgAnIsAtIon

eYeon enVIRonMent during project to fuel the forceBy Stephen Ridgway

d e f e n c e m a g a z i n e ›

The 100,000 litre fuel dracone is laid out whilst a nose cone pump is changed out prior to deploying the fuel bladder and fuel delivery system at cowley Beach. Photo: LS Paul McCallum

Planned system Improvements

Bigger raft – easier to work on Improved mooring and anchoring Better pumps for faster discharge of fuel Can now pump from 400m offshore (doesn’t

need a perfect beach) Winch system will reduce hand-dragging

by soldiers Better coupling system for fuel hoses Better hydraulics, improved ease of operation Improved cleaning and clearance of pipes New fail-safe on discharge valves

under the green microscope

Environment managers at the Cowley Beach test and evaluation were from: Department of the Environment Great Barrier Reef Marine Park Authority Maritime Safety Queensland Defence Environmental Impact

Management Directorate Army HQ Manager, Environment

and Training Areas Army HQ Environment Officer DSG regional representatives

enironmental managers from various agencies at cowley Beach for trials of the towed flexible fuel barge system.

a


d e f e n c e m a g a z i n e ›CoVeR stoRY

ustralia’s first battle on the Western Front in 1916, the Battle of Fromelles, would prove to be the nation’s most bloody—1,917 killed and 5,533 injured.

More than 90 years on, and after years of extensive research, five burial pits have been discovered at Fromelles in an area situated behind what were once German lines. These pits are believed to contain the remains of up to 400 Australian and British soldiers.

Now well underway, the project to expertly recover and indentify this group of courageous

soldiers will see they are finally buried with honour and dignity.

Based in France for the duration of the recovery, Fromelles Project Manager Lieutenant Colonel (LTCOL) James Brownlie said he and his team remained busy coordinating the effort on behalf of the Chief of Army, as well as working to meet the needs of the British Government, the UK Ministry of Defense, the French Government, and the Commonwealth War Graves Commission (CWGC).

“It’s an honour for me to come to work everyday and try and get to the point where the service and sacrifice of so many people can be recognised by the modern ADF,” LTCOL Brownlie said.

“It was 93 years ago, and that’s a hell of a long time, but I’m just proud to be able to assist in

indentifying and honouring the otherwise unknown individuals who gave their lives for our country.

“In the Army, if something happens to you, you get looked after. It might take a while, but we will always look after our own. And that’s what I feel like I’m doing, looking after my own.”

Before starting the dig, the Army identified and listed 191 Australian WW1 soldiers believed to be among those buried, and in mid 2008 undertook a limited excavation of the suspected group burial site.

“The Australian Army works under a Defence Instruction that states there be no speculative searching for our war dead unless there is compelling circumstantial evidence pointing to a likely location,” LTCOL Brownlie said.

a“Given the information available, it is

impossible to be absolutely certain who is buried at Fromelles, however we, and many other historians and interest groups believed the list provided a solid enough foundation for further investigation.”

With this, permission for the recovery was granted and after an extensive tender process, UK-based experts Oxford Archaeology were awarded the dig contract based on their ability to meet the unique requirements of the project.

“It was decided that the Australian and British Governments will share the cost of the Pheasant Wood excavation, which is expected to take up to six months depending on several factors including the weather, soil conditions and the actual number of remains recovered,” LTCOL Brownlie said.

Working to complete the recovery by September 2009, Oxford Archaeology project manager Dr Louise Loe said she was both honoured and excited to be working on such a historically significant project.

“We have invested a great deal in planning for this, the Australian, British Governments and the Commonwealth War Graves Commission even more,” Dr Loe said.

“We are deeply honoured to be undertaking such an important task—to recover the remains of individuals who sacrificed their lives and to lay them to rest in a cemetery that is befitting of this.

“I hope that this will bring closure to those families who lost their loved ones.”

maIn: The cemetery site chosen to be the final resting place for the WWI soldiers found at Fromelles. BeloW: a member of a French Veterans association at a ceremony at the site of the WW1 mass grave in the French town of Fromelles prior to the commencement of unearthing the bodies Photo: Alastair Miller

Fromellessoldiers

Final honour For

By Jack Foster

We are deeply honoured

to be undertaking such an

important task—to recover

the remains of individuals

who sacrificed their lives

and to lay them to rest in a

cemetery that is befitting of

this. I hope that this will bring

closure to those families who

lost their loved ones.

‘‘

’’– Oxford Archaeology Project Manager Dr. Louise Loe

continued p.20 >

21www.defence.gov.au/defencemagazinewww.defence.gov.au/defencemagazine

20

efence is a large and complex organisation, with 14 groups and services that all conduct different business. sometimes the lines

between the various groups and services can become blurred.

Defence Support Group (Defence Support) supports the Defence organisation by delivering products and services to meet the outcomes defined by our customers, with clear lines of responsibility and accountability to ensure we can get the job done. Defence Support provides essential services and support to more than 90,000 ADF personnel, APS employees and contracted service providers where they work, train and live.

What is the Base accountabilities model?

The Base Accountabilities Model (BAM)

provides a clear separation of responsibility for base

management and support services from responsibility

for capability. It allows the Services and other Groups

to focus on their core capability outcomes and

other deliverables whilst ensuring Defence Support

provides high quality support services.

The model aims to ensure better engagement

between all the Groups and Services at both

a base and a national level. Developing and

implementing the model is providing a great

opportunity for Defence Support to work closely

with customers and develop solutions to better use

Defence resources to provide improved support for

Defence capability.

The BAM operates under a hierarchy of

agreements. At the highest level, the Memorandum

of Arrangements sets out the principles under which

Defence Support, the Services and Groups will work

cooperatively together.

The Customer Supplier Agreements (CSA)

and base level Base Support Agreements

(BSA) will formally set out the support services

delivered by Defence Support to each of its

Service and Group customers.

Under this model, each location will have

its own local management forum – a Base

Management Forum (BMF) – to deal with base-

wide support management and services. This is

to be a collaborative working arrangement with

representation from Defence Support and customer

Groups/Services at each forum.

What does Bam mean for you?While it will be business as usual as far as

the products and services Defence Support delivers

are concerned, the BAM aims to improve the

efficiency and effectiveness of base management

and support delivery. There will be a shift to more

consistent and standardised base support - with

Defence Support providing greater coordination

support for day–to-day requirements of a base.

“The model, agreed by the CDF and the

Secretary and endorsed by the Chiefs of Service

Committee, expects the commitment of all

military and civilian staff to make the Base

Accountabilities Model a success by engendering

trust with each other, being outcome-focused

and flexible,” Martin Bowles, Deputy Secretary

Defence Support said.

“The new model includes performance

reporting and management mechanisms to

allow Defence Support, in consultation with its

customers, to continue to refine and develop its

products and services to provide the best possible

support to meet customer requirements,” Martin

Bowles said.

“This model gives customers greater visibility

of how Defence Support does business, and

provides an opportunity for Defence Support to

work with customers in the development of their

requirements to ensure a better collaborative

outcome for all.”

The Defence Support Base Support Manager

(BSM) on each base will remain accountable for the

delivery of base support management and services

including the integrated delivery of agreed support

services. Similarly, the Heads of Residential Units

(HRU) will remain responsible for the delivery of their

capability, operational support, force generation and

other Group/Service-specific products or services.

A senior military officer from the primary

service on the base will be appointed as a Senior

ADF Officer (SADFO). The SADFO appointment is

additional to this senior officer’s normal role and

provides broad leadership to all military personnel

on the base and works closely with the BSM to

facilitate the smooth running of the base.

When is Bam coming to you?Since July 2008, BAM has been trialled at

three Defence trial sites - HMAS Stirling, Western

Australia; Lavarack Barracks, north Queensland;

and RAAF Amberley, south Queensland. The model

is now being rolled out across all Defence bases

and establishments. The roll-out will be completed

by end of 2009.

how can you find out more?Presentations on the model are currently

being held at major bases across Australia. Details

are in Defgram 130/2009 - Base Accountabilities

Model - information website and notice of Base

presentations. Further information is also available

on the BAM website http://intranet.defence.gov.

au/dsg/sites/bam/

Base Accountabilities Model a new way of doing business

D

DeFenCe suPPoRtCoVeR stoRY

Although this is the first WW1 dig for Oxford Archaeology, they will be drawing on extensive experience gained from working on other war-time sites such as the WW2 labour camp, La Glacerie, in France, which was set up soon after D-Day in 1944.

“The camp housed German Army and Navy POWs, employed first in the rebuilding of the bombed harbour facilities and town of Cherbourg, and later as dockworkers handling Allied war material,” Dr Loe said.

“This was an experimental project in that we were looking at ways to combine traditional archaeological investigation with official history and personal testimony, on sites of relatively recent importance.”

The archaeological group has also excavated numerous graves, prehistoric to modern. Of these, the most similar to Fromelles was the Roman mass grave excavated at London Road, Gloucester—a site containing about 91 individuals.

“Although many centuries apart, this Roman mass grave site was very similar to the grave at Fromelles,” Dr Loe said

“The soil was like sticky clay, bodies were entangled with each other and there were numerous artefacts that had to be carefully associated with individuals.

“Individuals on our dig team have also worked on mass graves on atrocity crime investigations in Bosnia, Kosovo, Iraq and Guatemala.”

A group of 30 specialists, among them forensic archaeologists, anthropologists and traditional archaeologists, will continue the painstaking recovery process using small, delicate tools such as hand trowels and soft brushes to carefully excavate each individual skeleton until it is fully exposed.

“The excavation of mass graves follows basic principles used in traditional archaeology,” Dr Loe said.

“These include accurate recording in three dimensions, and recognising and recording stratigraphic relationships to ensure that the context of the human remains is fully understood.

“It will take time to unravel what we find and match up items with individuals and body parts.”

Dr Loe added that scientific approaches used during the dig will ensure that they can confidently match buried materials, such as badges and dog tags, with an individual.

“I am sure there will be moments when members of the team will find this experience an emotional one, especially as discoveries of these particular personal items are made,” Dr Loe said. “But this is vitally important because the identification of the soldiers buried here is the paramount aim of this project.”

Recording forms will then be completed, photographs taken and the precise position of the bones accurately recorded in three dimensions using digitally survey.

“The same processes will apply to any artefacts found with them,” Dr Loe said. “The survey data will help us interpret the location and orientation of skeletons, bones and artefacts, which will vary, and thereby allow us to confidently know which bones and artefacts belong with which individuals.

“Skeletons and artefacts will be assigned a unique number which will stay with them until they are re-buried. That way, we can confidently retain the integrity and continuity of the evidence, from group burial to individual grave in the CWGC cemetery.”

Following the excavation, the skeletons and artefacts will be carefully transported to the forensic laboratory which is adjacent to the site. Here these items will undergo the critical stage of cleaning, conservation and analysis to determine their identity.

“Examinations will be supported by radiology and samples will be taken from the human remains for DNA testing,” Dr Loe said.

“The project will be successful if we can give these men a military burial knowing that we have done all we can to identify them and having treated them with full reverence and respect.”

In what will be the first CWGC cemetery in 50 years, the remains will then be reinterred in individual graves to be known as the Fromelles (Pheasant Wood) Military Cemetery. Fittingly, a military funeral will be held at the site in July 2010, on the anniversary of the Battle of Fromelles.

For the latest updates and other information on the Fromelles project, please visit www.defence.gov.au/fromelles

army register army has established a register for those who believe that a relative of theirs may be buried at Fromelles. members of the public are encouraged to enter their details online or via the public inquiry line 1800 019 090. The register will form a base from which links to current living relatives may be made if identification of remains is possible.

aBoVe: major general mike o'Brien and Vice chief of the Defence Force lieutenant general David hurley at the site of the WW1 mass grave in the French town of Fromelles prior to the commencement of unearthing the bodies. Photo: Alastair Miller

aBoVe: The proposed plan for the new commonwealth War graves commission cemetery to be built at Fromelles. Photo: Oxford ArchaeologyrIghT: rising sun collar badge uncovered in Fromelles in may 2008.


22

DeFenCe MAteRIeL oRgAnIsAtIon

oung engineers and project managers of the future are

gaining an insight into Defence and defence industry through a

new national sponsorship by the Defence material organisation

(Dmo) of the re-engineering australia Foundation (rea).

Some 30,000 students in more than 240

Australian high schools now have the opportunity

take a closer look at Defence capability while

participating in REA’s amazing competition that

encourages young engineering and project

management innovators.

Through the sponsorship of REA, DMO is now

supporting the F1inSchools competition that gives

Year 7 to 12 students first hand experience with

project management and engineering.

REA organiser and engineer, Michael Myers

said he’d been blown away by the quality of work

the high school teams produced each year.

“It’s very high and it keeps getting higher,”

Michael said. “When you see the work these

kids are turning out, it’s absolutely world class.

I doubt there are five engineers in the country

using computational fluid dynamics, and we’ve got

thousands of kids doing it.

“In a sense we’re just opening the door and

letting the kids go. The results are absolutely

staggering.”

DMO’s three-year sponsorship of the

not-for-profit REA is part of the Industry Skilling

Enhancement Program package (ISPE) announced

by the Government late last year, with the overall

objective to boost defence industry skilling and the

package involves Defence partnering with other

agencies and industry.

While the F1inSchools competition revolves

around a model racing car, the aim is to inspire

students to learn about engineering and science

principles such as physics and aerodynamics, design

and manufacture and apply them in a practical,

imaginative, competitive and exciting way.

F1inSchools sees school teams design and

construct the fastest, most innovative model

Formula 1 cars of the future. As a project team,

they have access to professional-standard 3D

engineering design and analysis software, smoke

tunnels, wind tunnels and multi-axis manufacturing

centres. Powered by small CO2 cartridges, the

cars built by the students are capable of reaching

speeds of 80 km/h.

Schools compete at State and National finals

each year, with the winning team going on to

contest the international finals; this year in London.

DMO General Manager Programs Warren

King said this was a process which demystified

technology.

“It flips technology on its head and shows

how it can work for you, and young people who

have done that will never have a worry about

technology,” Mr King said. “They’ll always be

looking for the next challenge.

“We’re a neat match for a lot of these

students. Our work is very much like the program

management they’re involved with and we’re very

interested in making some of these students think

about us as a career.”

“You might have thought being seconded to

the Pentagon was the highlight of my year, but it

wasn’t,” he said. “The highlight of my year was

going around talking to these young people. I’m

often overwhelmed by their ability, and always

re-charged by their enthusiasm.”

Graeme Hutton has an engineering

background and is now a teacher at Canberra’s

Trinity Christian School; home of the most recent

national champion - Redline Racing.

“From the moment I heard about F1inSchools

I was very excited about the possibilities for

learning and having fun at the same time,” Mr

Hutton said.

“These students are going through an

engineering process where they analyse and make

judgments about which way to go with their car.

These are really important problem solving and

innovation skills.”

Bright future for Defence industry

y

aBoVe: During the avalon air show and expo, some 1280 co2 bulbs (to fire the model cars down the test track) were used by school students who were there for the careers and skilling Forum and public air show days.

CHIeF InFoRMAtIon oFFICeR gRouP

Imagine a single, completely integrated high-speed network that connects all fixed and deployed locations across Defence. That is the vision of the Defence Information communication Technology (IcT) revolution.

>

BeloW: utilising the best in communications technology while deployed is air combat officer, Flying officer Phil laverty, in the operations room of the control and reporting centre at camp Palomino, Kandahar airfield. Photo: LAC Aaron Curran


This vision will also include a new single, wireless desktop environment allowing everyone in Defence to access and share information more easily as well as collaborate across Defence, government and Australian industry.

The Defence Information Environment (DIE) is set to be completely overhauled

as part of plans under the Strategic Reform Program (SRP). The ICT stream of the Strategic Reform Program is set to deliver $1.9 billion in savings during the next 10 years.

The Secretary, Mr Nick Warner, has

said that whilst improving the ICT systems in

Defence is one of the biggest challenges, it is

also the one that will bring the biggest rewards.

continued p.24 >

By Leila Daniels



“ICT touches each and every person in

Defence. When it works well, it enables great

results. When it works badly, it causes delays and

prevents successes. It’s the ultimate example of

why Defence can’t function properly with a broken

backbone,” Mr Warner said.

For ICT, this backbone refers to the less visible

parts of the Defence business, such as business

systems and processes, information management

and supporting ICT technologies.

One of the first steps in fixing the ICT

backbone was to appoint Defence Chief

Information Officer Greg Farr as the Coordinating

Capability Manager for all of Defence’s ICT.

The appointment will oversee the entire ICT

portfolio across Defence to ensure that there is

greater visibility and improved accountabilities for

all ICT stakeholders.

“Hopefully what the Coordinating

Capability Manager can do is make sure that

we are all working towards the priorities

the Secretary and CDF have set out for the

whole of Defence, whether it’s major projects

or minor projects, business as usual or

sustainment activities,” Mr Farr said.

At the moment, there are a large number of

systems all operating independently. The new

changes will see an information environment that

is architecturally integrated giving Defence the

ability to take advantage of new technologies and

more easily share information.

“What we currently have at the moment is a

very big, very complex ICT platform. I am looking

at how we can better balance the spending we do

on servicing the equipment we already have with

spending on buying new equipment – we need to

do that better,” Mr Farr said.

“Developing our Enterprise Architecture will

also provide agility in a sense it will assist us in

future proofing the integration of existing and new

information and supporting ICT systems, while it

will also reduce time to deliver new capability,”.

WhaT WIll IcT remeDIaTIon anD reForm DelIVer?• AddressoverdueICTinfrastructureupgrade• ImproveDefenceICTtobettersupport

operational business needs• Reducepotentialforbusinesscontinuity

risks, and• DeliverimprovedICTservicesatalowercost

As part of the ICT reform process, a number of new specific investments will be made including: • replacingoldhardware,acrossallDefence

networks• anewdesktopsolutionthatcandisplay

multiple security sessions from a single screen

• wirelesstechnology,and• moremoneyputintocapabilitieslikeanew

high speed network, satellite capabilities, cryptographic equipment and applications to support command and control.

The appointment of the CIO as Coordinating Capability Manager will have positive flow on effects to other groups such as Defence Materiel Organisation (DMO) and Capability Development Group (CDG).

Defence Magazine spoke to Head of DMO Electronic Systems Division Shireane McKinnie and Head of Capability Systems Air Vice Marshal (AVM) Brian Plenty about what the appointment will mean for their respective Groups.

From a DMO perspective, Ms McKinnie is looking forward to the developments and sees the changes as being an important reaffirmation of the CIO’s role within Defence as well as an opportunity for IT Architectural Standards being developed.

“When we are specifying requirements for new equipment that we buy, we need to do this against an architectural framework but at the moment there isn’t one. We are looking forward to the development of this, hopefully with CIO

coming up with a work plan for when they’re

going to be able to deliver on these standards,”

Ms McKinnie said.

“Getting our Enterprise Architecture

documented is critical as it addresses our

organisational ICT maturity in both strategy and

governance. It does this through standardised

business processes, clear information management

requirements, and approved supporting

technologies,” Mr Farr said.

AVM Plenty said the appointment presents great

opportunities and is looking forward to a greater

integration between CDG and CIOG staff work.

“The changes are about getting better

processes in place because we’ve been doing

things to a large degree in the right fashion

and heading in the right direction but there are

improvements that can be made. There will be

more certainty about what staff know they’ve

got to do, to what level and at what stage,” AVM

Plenty said.

Mr Farr understands the importance of the

role he has been given but is looking forward to

the challenges he is facing.

“The reform and remediation program will

take time. It will be staged and prioritised over

several years to achieve short, medium and long-

term business outcomes for Defence. But there is a

sense of urgency to move forward now.

“My appointment as Coordinating Capability

will give better control to the development of the

different architectures and technical solutions

which currently prevent information sharing and

interoperability, increase sustainment costs and

hold up our ability to quickly take advantage of

new technology. It’s a big role but I am looking

forward to the opportunities and the challenges.

We have a lot of work to do and a lot of committed

people who are getting on with it,” Mr Farr said.

CHIeF InFoRMAtIon oFFICeR gRouP

continued from p.23 >

The changes are about getting better processes in place because we've been doing things to a large degree in the right fashion and heading in the right direction but there are improvements that can be made. There will be more certainty about what staff know they've got to do, to what level and at what stage.

‘‘

’’- Head of Capability Systems Air Vice Marshal Brian Plenty. Photo: Gina Vanatter

The reform and remediation program will take time. It will be staged and prioritised over several years to achieve short, medium and long-term business outcomes for Defence. But there is a sense of urgency to move forward now... We have a lot of work to do and a lot of committed people that are getting on with it.

‘‘

’’– Chief Information Officer Greg Farr. Photo: Bryan Doherty

When we are specifying requirements for new equipment that we buy, we need to do this against an Architectural Framework but at the moment there isn’t one. We are looking forward to the development of this, hopefully with CIO coming up with a work plan for when they’re going to be able to deliver on these standards.

‘‘

’’– Head of DMO Electronic Systems Division Shireane McKinnie


25



joInt HeALtH CoMMAnD

he aDF mental health system has been given an $83

million boost over the next four years to improve its programs and services in response to a comprehensive review by

independent public health specialist, Professor David Dunt.

Released in May this year, Professor Dunt’s Review of Mental Health Care in the ADF and Transition through Discharge highlighted the successes and gaps in the delivery of mental health programs and transition services and made 52 recommendations for improvement.

The Chief of the Defence Force, Air Chief Marshal (ACM) Angus Houston, has already committed to delivering 49 of these 52 recommendations, and partially agreed to the other three recommendations.

“Since 2002 we’ve improved the way we care for the people who have mental health problems,” ACM Houston said. “But it is quite clear from Professor Dunt’s report that more work needs to be done.”

MAJGEN Alexander the Joint Health Commander and Surgeon General of the ADF will lead the implementation of the reform program.

Following the release of the report he said that Defence will be expanding existing mental health programs and creating new ones focusing on depression, anxiety and operational mental health issues.

“We recognise the important role of family, and our new mental health programs will include family participation in providing mental health support to members, as early intervention is key to successful mental health care,” MAJGEN Alexander said.

“ In Defence, we all have a role in supporting our mates.”

Director of Mental Health, Lieutenant Colonel (LTCOL) Stephanie Hodson, hosted Professor Dunt during his time at Defence and said that it was a learning experience for both parties.

“Professor Dunt came in as a public health physician and knows a lot about what a good system should be, but he didn’t know a lot about the military so it was nice to have a fresh perspective,” LTCOL Hodson said.

“We do make people do dangerous things, and therefore we have to do everything we can to give our personnel the ability to be able to cope with those events.

“Even with all the preventive work we do, we have to ensure we have all the right support networks to look after them.”

Professor Dunt said the ADF’s commitment to its mental-health strategy compared favourably to military forces in other countries and Australian workplaces, but added that the present situation reflected a lack of funding and resources at the directorate level and in regional mental-health teams.

He also cited the need for more psychologists as a major area for improvement.

“There is a need for a significant increase of site psychologists as well as more efficient use of these people,” Professor Dunt said. “There is a need for greater involvement of medical officers and doctors in mental health and there should be more training both at initial induction as well as after that.”

Aiming to improve these and other areas outlined in the Review, specialist regional mental health teams will be set up to address more complex cases, and a new, national ADF mental health centre will be created that will incorporate innovative on-line training, e-health and research programs, as well as broader access to mental health care for ADF members.

“By our very nature we have people everywhere, so when you’re somewhere like Darwin and you cannot get access to a mental health specialist, our proposed national centre in Sydney through tele-psychiatry options will make sure you get an assessment,” LTCOL Hodson said.

“This centre will have a mental health work force focusing on running outpatient group treatment programs, tele-psychiatry and training of mental health professionals. They will support the mental workers that will make up the new regional mental health teams which will coordinate regional activities and to make sure we really get in there and do more preventive work with personnel on the ground.

“We will also have an enhanced work force numbers nationally at a local level to reinforce the current support network.”

LTCOL Hodson said that one of the ADF’s flagship mental health initiatives, resilience training, referred to as Battle SMART (Self-Management and Resilience Training), will also be strengthened as a result of the Dunt Review.

“We like to make people more resilient in the ADF,” LTCOL Hodson said.

“Some of us haven’t had good role models that teach positive thinking skills and other stress management skills, so Battle Smart has been developed to ensure that every individual deployed has a toolbox of really critical stress management skills including positive thinking.”

“None of this is rocket science but it’s like learning to play tennis—you’ve got to practice it.”

According to LTCOL Hodson, the response to the Dunt Review has been extremely positive but she was adamant that it was only the beginning of the reform effort.

“There are a lot of commanders and health professionals that are worried about the impact of our operational tempo and who are very keen to get involved and be a part of something that will help our members and their families,” LTCOL Hodson said.

“Good mental health support is fundamental to people enjoying their military career and performing really well as eventually being able to enjoy a career outside the ADF.”

“We expect mental health casualties like we do physical casualties, it is a part of what we do, but this review will result in better preventative strategies and mental health services when they come home.”

The full report is available at: www.defence.gov.au/health/Dmh/review.htm

T Defence has formulated a robust implementation plan that will result in the best possible mental health outcomes and transition services for our aDF men and women. This plan includes:• improvedmentalhealthgovernanceand

policy• enhancedmentalhealthworkforce• improvedmentalhealthtrainingforADF

personnel and providers• enhancedpreventionstrategiesincluding

better research and surveillance• enhancedmentalhealthrehabilitationand

transition services• greaterinvolvementoffamiliesinthe

mental health programs and support for aDF members, and

• betterfacilitiesfromwhichmentalhealthservices will be delivered.

Defence opens the doors on MentAL HeALtHBy Jack Foster

leFT: midshipman andrew greig says goodbye to his girlfriend lena before crossing the gangway to depart on hmas Manoora's south-east asian deployment. Photo: ABPH Morgana SalabertrIghT: From left: Director of mental health lieutenant colonel stephanie hodson, Professor David Dunt, former minister for Defence science and Personnel the hon. Warren snowdon mP, minister for Veterans' affairs the hon. alan griffin mP and commander Joint health and surgeon general of the australian Defence Force major general Paul alexander.




he enhanced land Force (elF) initiative is a $10 billion

commitment by government that will increase army’s numbers to 31,000 and provide new equipment and facilities for

around 3000 additional aDF personnel. ELF is being implemented in two stages. The

first stage primarily focuses on the relocation of the 3rd Battalion of the Royal Australian Regiment (3 RAR) from Sydney to Townsville and the accelerated growth of 7 RAR in Darwin. The second stage involves re-establishing 8/9 RAR in Brisbane.

Defence Support Group’s Infrastructure Division’s role is to develop the facilities and infrastructure required for ELF to support the ADF, ranging from modern unit working accommodation and headquarter buildings, to living in accommodation for students, to enhanced weapons ranges and training facilities at several bases and training areas across Australia.

Infrastructure Division’s Director for the ELF Facilities Project, Richard Tanzer and his small team faced a considerable challenge, defining, developing and then delivering the facilities and supporting infrastructure required for a range of these new enhanced capabilities.

“Our strategy for the development and delivery of the facilities and infrastructure was driven by the Army’s needs for new training and working accommodation,” Mr Tanzer said.

It was clear from early investigations that

existing facilities were not sufficient to accommodate

the increase in ADF personnel and equipment

required to implement and sustain the ELF initiative.

“The Army’s schedule required us to deliver

some modest interim working and training

facilities to meet early surge requirements,

while developing the scope and costs for the full

range of permanent facilities and infrastructure

requirements needed to support the first stage of the ELF initiative,” Mr Tanzer said.

While the interim facilities were being developed and completed in 2008 to meet the Army’s initial needs, the ELF facilities project team’s main focus was establishing the broad range of permanent facilities required to support the first stage of the initiative.

For stage one of the ELF project, the focus was on providing facilities and supporting infrastructure for the relocation of 3 RAR from Sydney to Townsville, including its new battalion lines and close training facilities at Lavarack Barracks. It also needed to include facilities and infrastructure in various locations across five States for the associated training and joint enabling elements needed by the Army and Air Force.

Multi-disciplinary project management and design teams were engaged to assist Mr Tanzer’s small in-house team of 10 staff.

“The professional project management and design specialists provided the expert resources we needed to meet our challenging project timelines. Our job was to give them clear guidance on the requirements,” Mr Tanzer said.

The success of the project development task hinged on the ability of the team in Infrastructure Division to engage the sponsors, key stakeholders and user groups representatives.

“A lot of input was needed into this complex infrastructure project,” Mr Tanzer said. “One of our earliest tasks was to identify all key stakeholders

in the project, encourage their input, and ensure their input was timely and accurate.

“Our colleagues in Defence Support Operations, the planning, environment and heritage staff of Infrastructure Division, and a wide range of Army and Air Force stakeholders, all made critical contributions to the project.”

The project development activity culminated in the ELF facilities project team referring their project to the Parliamentary Standing Committee

on Public Works (PWC) in November 2008. In March 2009, the PWC reported to Parliament which cleared the works to proceed.

The project, estimated to cost $793.1 million, included the modern purpose-built facilities and supporting infrastructure for 3 RAR in Townsville.

“3 RAR’s new facilities will be similar to functionally effective facilities enjoyed by 1 RAR and 2 RAR in Townsville since 2004,” Mr Tanzer said.

Facilities at Kapooka, Singleton, Holsworthy and Puckapunyal will also provide modern accommodation and supporting infrastructure for increased Army training, and new facilities at RAAF Bases Amberley, Edinburgh and Richmond for joint enabling elements.

“These elements are the Air Force and logistics elements that are required to support the growth and operations of around 2700 additional soldiers under the ELF initiative,” Mr Tanzer said.

The ELF project team is now involved in the tendering of the construction contracts for the majority of the works. Construction is expected to start in mid-2009 and be completed by late 2011.

“We are also now pressing hard to complete the development of the stage two project and we plan to refer the stage two facilities project to Parliament later this year,” Mr Tanzer said.

Head Infrastructure John Owens is very pleased with the team’s work on ELF stage one.

“We reached a major project milestone in March 2009 for the stage one facilities project,” Mr Owens said.

“All those involved in this project, especially

in the Infrastructure Division, are to be

congratulated for reaching this milestone. They

have brought this very complex project from the

broad concept stage to approval in record time.

“Unfortunately, there is no opportunity to

relax and enjoy this success, as we now have to

implement the stage one project and progress the

equally complex stage two project.”

TDeFenCe suPPoRt d e f e n c e m a g a z i n e ›

LAnD FoRCeEnhAncing ThE A lot of inputs were needed into this complex infrastructure project, one

of our earliest tasks was to identify all key stakeholders in the project, encourage their input, and ensure their input was timely and accurate.

‘‘’’– Infrastructure Division’s Director for the Enhanced

Land Force Facilities Project Richard Tanzer

Private reece Jowers from the Darwin-based 7th Battalion royal australian regiment maintains a secure watch as troops from the mentoring and

reconstruction Task Force 1 patrol the streets of Tarin Kowt, afghanistan. Photo: Corporal Ricky Fuller

By Alan McGrath



VICe CHIeF oF tHe DeFenCe FoRCe

new directorate has been set up within Defence’s counter Improvised explosive Device (IeD) Task Force to ensure Defence personnel are protected against

chemical, biological, radiological and nuclear attacks.

Now almost fully staffed, the Chemical,

Biological, Radiological and Nuclear (CBRN)

Directorate is responsible for the coordination of

Defence’s CBRN capability, ensuring that Defence

can operate effectively within a joint, multi-agency

or coalition environment. To achieve this, the

Directorate’s goals are to:

monitor Defence’s current CBRN capability

and coordinate the identification of future

Joint CBRN capability needs

develop Joint policy advice for Defence on

CBRN issues

provide a conduit for working-level engagement

between Defence, Commonwealth and State/

Territory Governments on Defence CBRN

capabilities, and

enhance Joint CBRN interoperability.

The CBRN Directorate will also be a principal

agent of the CBRN Steering Committee, chaired by

Major General (MAJGEN) Dave Chalmers, Head

Joint Capability Coordination Division in Vice Chief

of the Defence Force Group.

“The CBRN Directorate provides Defence

with a single point of coordination for Joint CBRN

matters and will perform important joint capability

functions through the CBRN Steering Committee,”

MAJGEN Chalmers said.

“The team will help to deliver enhanced

capability and engagement outcomes and I’m

pleased to have the CBRN Directorate working out

of the Joint Capability Coordination Division.”

The 2009 Defence White Paper refers to CBRN

defence and Weapons of Mass Destruction (WMD)

issues on numerous occasions. It cites a potential

WMD or ballistic missile attack by either state

or non-state actors on Australia as an emerging

capability priority area, as well as reaffirming the

Government’s commitment to further developing

the capabilities of the Incident Response Regiment.

“Terrorists will keep aspiring to develop or

acquire chemical, biological, radiological and even

nuclear weapons. A WMD attack by a non-state

actor in the coming decades cannot be ruled out,”

the White Paper states.

The ADF maintains a CBRN defensive

capability only – Australia is a signatory to

various international treaties which preclude the

development of an offensive CBRN capability.

The CBRN Directorate will align processes and

functions across Defence’s broad CBRN capability,

providing a single point of contact within the

organisation for Joint-endorsed Joint Defence

CBRN policy, focusing on the development,

maintenance and operational employment of

Joint Defence capabilities within a CBRN threat

environment.

The Defence Capability Plan has also

acknowledged the importance of CBRN in

developing joint capability. The main CBRN

capability project is Joint Project 2110 (JP2110),

which aims to improve the ADF’s defensive CBRN

capability through the protection of personnel from

the strategic, tactical and physiological impacts

of exposure to toxic industrial hazards and CBRN

weapons. By anticipating, training and equipping

for these eventualities, operations are able to

continue in CBRN environments.

JP2110 Phase 1 has two sub-phases:

Phase 1A involves the purchasing of MOTS/

COTS chemical and radiological point

detectors that are either already in use within

the ADF or are the latest model of an in-

service item, and

Phase 1B has a broader scope, and will address

the five main elements of CBRN defence

– detection, identification and monitoring;

warning and reporting; physical protection;

hazard management; and medical support.

located at canberra’s campbell Park offices, the cBrn team can provide you with cBrn advice and help you with the coordination of cBrn-related training needs and communications activities.

cBrn Directorate contacts:Mr David Lavers, Director CBRN Mr Eric Stevenson, Assistant Director CBRNMr Steve Williams, Deputy Director CBRNMs Stephanie Kimonides, Senior Adviser CBRN Communications

group mailbox [email protected]

Intranet site http://defweb.cbr.defence.gov.au/vcdf/cbrn/

Defending againsttoxic

attacks

a

By Stephanie Kimonides


aDF members in chemical, biological, radiological and nuclear protective kit

as part of a training exercise.

32www.defence.gov.au/defencemagazine www.defence.gov.au/defencemagazine

33

joInt LogIstICs CoMMAnD

ustralia’s Defence logisticians pride themselves on being able to provide the aDF with the necessary supplies and services for operations and exercises worldwide.

And with the ADF having recently entered into

several of Mutual Logistics Support Arrangements

(MLSA) with Defence organisations from a range of

other nations, the Australian Defence Force can now

get support from other nations should the need arise.

MLSA are the principal strategic-level

arrangements through which the ADF effects

military-to-military transfer of logistics

support during operations, exercises and other

contingencies, including humanitarian assistance

and disaster relief.

With an MLSA in place, Defence logisticians

supporting Australia’s operational commanders can

expeditiously request services and supplies such

as the signatory Defence Force and the ADF can

reciprocate as required. Examples might be fuel,

tyres, rations, spare parts. Reimbursement is either by

cash, exchange in kind or exchange of equal value.

In April 2009, Commander Joint Logistics,

Major General (MAJGEN) Grant Cavenagh, on

behalf of the ADF, signed two new Mutual Logistics

Support Arrangements with Indonesia and Italy.

“These and our other formal international

Logistics Agreements and Arrangements give the ADF

greater flexibility in securing logistics services and

support in contingencies,” MAJGEN Cavenagh said.

The MLSA with the Indonesian Armed Forces,

known as TNI, covers the exchange of mutual

support in Military Operations Other than War

(MOOTW) including HA/DR operations.

Signing on behalf of TNI was Assistant for

Logistics to the Commander in Chief, MAJGEN

Abdul Ghofur.

Australia worked with TNI on tsunami relief in 2005, and the ADF and TNI have a comprehensive training and exercise program. The new MLSA will streamline future requests for logistics support.

The MLSA is one of the first initiatives progressed between the ADF and TNI under the Joint Statement on Defence Cooperation signed by the Chief of the Defence Force and TNI’s Commander in Chief General Djoko Santoso in January this year.

MAJGEN Cavenagh signed the MLSA with MAJGEN Alessandro Montuori, Chief of the Logistics Department, Italian Defence General Staff while both were attending NATO meetings in Brussels.

The Italian Republic is a member of the

Multinational Interoperability Council (MIC) along

with the United States, Canada, United Kingdom,

France, Germany and Australia. It is intended for

the ADF to have logistics arrangements with each

of the MIC member countries.

Meeting in Canberra last September, the former

Minister for Defence, the Hon. Joel Fitzgibbon and

French Defence Minister Morin, highlighted the

particular benefit of a future MLSA for Australia-

France defence cooperation in the South Pacific.

Negotiations are progressing towards finalising that

arrangement as well as one with Germany.

Internationallogistics support

a

aBoVe: Italy's chief of the logistics Department maJgen alessandro montuori (left) and commander Joint logistics major general grant cavenagh sign the new mutual logistics support arrangements.

he new generation navy (ngn) initiative is being

implemented as part of a fundamental reform of navy leadership, training and culture. Its vision is to have an australian

navy renowned for excellence in service to the nation.

Chief of Navy Vice Admiral (VADM) Russ Crane said the NGN initiative was critical to Navy’s future.

“New Generation Navy is my number one priority.” VADM Crane said. “Why do we need it? Simply put, while we continue to deliver on our long and proud history, we need to make a change of course to deliver on our future capability.”

With more than 500 personnel now consulted, the NGN team have been busy touring naval bases and assets across the country, explaining their task and seeking input from personnel of all ranks.

While Navy’s new structure would attract the most interest at first, VADM Crane said cultural change was the most pressing NGN priority.

“I cannot understate the importance of changing Navy’s culture,” VADM Crane said.

Structurally, VADM Crane will receive four primary reports for the four critical areas for Navy to address. To achieve this Navy will be re-formed into two commands: • NavyStrategicCommandwillbeledby

Deputy Chief of Navy and be responsible for capability, engineering and personnel, and

• FleetCommand–whichwilltakechargeof the development of the fleet, managing people at the forces level and allow Navy to focus on force generation. Training and support will come under Fleet

Command and Navy will consolidate the current seven Force Element Groups (FEGs) into three (Surface Forces, Undersea Forces and Fleet Air Arm). The structure is intended to optimise the management of people and equipment and address the breakdowns in the current training process.

Navy Systems Command is being abolished. VADM Crane said that while it had achieved a great deal in the past nine years, times had moved on.

“Hard decisions need to be made,” VADM Crane said. “The new structure will be subject to detailed modeling and stress-testing and subject to this being successful I intend to implement the structural changes with effect 1 July 2009.”

Forming part of the NGN consultation process, VADM Crane recently visited Navy’s submarine fleet at HMAS Stirling to detail his plan.

“I am extremely proud of the service and capability that our submarines provide,” VADM Crane said. “But I am concerned that their long-term sustainability cannot be guaranteed unless we act decisively. The challenges facing Navy’s submarine force today may well be felt by the wider Navy in the years to come, unless we put our people first.”

Navy’s Submarine Sustainability Program will follow a five-phase strategy designed to stabilise, recover and grow the submarine workforce throughout the next five years.

By easing the strain on submariners and increasing crew numbers, VADM Crane’s goal is to have a fourth crew operating by the end of 2011.

VADM Crane said one aspect of Navy which

will not change is the Navy values.“Honour, Honesty, Courage, Integrity and

Loyalty sum up what the New Generation Navy program is seeking to achieve,” VADM Crane said.

Want to know more? www.navy.gov.au

new generation navy Serving Australia with PrideBy Lieutenant Commander Fenn Kemp

nAVY

T

Breaking it down: The ngn initiative encompasses three pillars:

Cultural reform – For Chief of Navy Vice Admiral (VADM) Russ Crane, this remains his most important NGN reform. NGN aims to change Navy into an organisation which makes and executes strategic decisions, supports people during and beyond their service, and empowers them to make a respected contribution.

Leadership and ethics – Navy must work towards a principles-based organisation that identifies, grows and supports leaders of integrity who honour their people.

Structural reform – Navy must streamline accountability and focus on the generation and training of Navy’s capability.

aBoVe: The chief of navy Vice admiral russ crane, addresses submariners in the junior sailors cafe during a visit to hmas collins.

34www.defence.gov.au/defencemagazine www.defence.gov.au/defencemagazine

35


he amphibious Deployment and

sustainment Project JP2048 will provide the aDF with the most capable and sophisticated

amphibious warfare capability australia has ever seen, as well as an increased ability to support australia’s neighbours in large-scale peacekeeping, disaster relief and humanitarian operations.

The new Canberra class Amphibious Assault Ships (designated LHDs), supported by the Strategic Lift Ship, will con duct amphibious assaults, raids, withdrawals and demonstrations.

This is not just a Navy ship, but a joint Navy and Army capability. The LHDs and their landing craft will be jointly crewed by Navy and Army.

The acquisition under Joint Project 2048 is administered by the Amphibious Deployment and Sustainment Program Office, which is part of the Defence Materiel Organisation (DMO).

ADF personnel will be part of a world-class amphibious warfare capability, making for an exciting future.

The total amphibious capability will provide a combined arms battlegroup of more than 2000 personnel, providing landing force, helicopter operations, logistics, command and intelligence as well as other supporting units including:

• spaceanddeckstrengthsufficienttocarryaround 100 armoured vehicles, including M1A1 tanks, and 200 other vehicles (about 2400 lane meters)

• Hangarspaceforatleast12helicopters and an equal number of landing spots to allow a company group to be simultaneously lifted and projected ashore

• 45daysenduranceforcrewandembarked force including sustainment, medical, rotary wing and oper ational maintenance and repair support to these forces while ashore for 10 days

• Commandandcontroloftheland,seaandair ele ments of an Amphibious Task Force

• theabilitytoconductsimultaneoushelicopter and watercraft operations in a wide range of environmental, and

• ahospitalfacilitycomprisingtwooperating theatres, high, medium and low-dependency wards, dental, x-ray, pharmacy and administration facilities.

how will the lhDs be built?A contract was signed between the

Commonwealth (DMO) and the Australian shipbuilder Tenix Defence (now BAE Systems Australia Defence) on October 9, 2007.

The Spanish designer and builder Navantia is sub contracted to construct and fit out the hulls at Ferrol and Fene shipyard

(Spain) and transport them to the BAE Systems Australia Defence Williamstown dockyard, Victoria.

BAE Systems Australia Defence will construct and fit out the superstructures at Williamstown and inte grate them with the hulls.

It has subcontracted SAAB Systems Australia Pty Ltd to develop the combat system that will have baseline commonality with Anzac class ships.

The combat system will be responsible for ship situational awareness, planning and execution for self-defence and also responsible for enabling, controlling and monitoring many of the functional capa-bilities specific to the characteristics of an amphibious- ship.

The internal and external communications systems will be supplied by

L3 Communications Pty Ltd and will be also responsible for enabling a large part of the Embarked Force’s C4ISTAR capability and a range of air traffic control and watercraft control capabilities.

The first steel cut occurred on 22 September 2008, with the initial release of HMA Ships Canberra (LHD01) and Adelaide (LHD02) anticipated to be completed in 2014 and 2015 respectively.

These vessels, which will be home ported in Sydney, will provide a significant increase in the ADF’s amphibious capability and be the largest warships the Navy has ever had, displacing approximately 6000 tonnes more than the aircraft carrier HMAS Melbourne.

nAVY

AMPHIBIous PLAtFoRMgoes above and beyondBy Shaun Walker

The uss Bonhomme Richard (lhD 6), a WasP class amphibious assault ship taking part in the amphibious task group during exercise rImPac 2008.Photo: ABPH Craig Owen

Inside the amphibious assault ship

T

ADAPtIVe ARMY

ARMY

a more adaptive organisation that is better able to generate and prepare land forces for contemporary and future conflicts is the new-look adaptive army being implemented in 2009.

Army is undergoing its most significant

organisational and cultural changes in a

generation. This will see new approaches to

training and education, improved technology

and better management of land material being

embraced, making Army more relevant and

responsive to the challenges of the future.

Chief of Army Lieutenant General (LTGEN) Ken Gillespie said the Adaptive Army initiative would better position Army to carry out its responsibilities in generating and preparing its forces for operations, while ensuring the most effective and transparent use of resources.

“We must ensure that Army’s structures and processes are appropriate for the challenges we face – now and in the future,” LTGEN Gillespie said.

But the changes will not happen overnight. “This is an ongoing process and I see one of

the principal challenges of my time in command of the Army is to ensure that we are positioned to be able to continually adapt to the environment around us,” LTGEN Gillespie said.

The last time that Army undertook such a wide-ranging self-examination was in the early 1970s when Army adopted the Functional Command structure (Training Command, Forces Command and Logistics Command) which was used, with some changes, until the end of 2008.

“However, this approach is outdated and is no longer appropriate to the current security environment or new joint command and control arrangements,” LTGEN Gillespie said.

“There are, arguably, too many headquarters and this slows down decision cycles – it prevents the quick sharing of lessons learned and it challenges the implementation of mission command, so we need to address this situation.”

The Adaptive Army initiative was born from the work done by a team of planners from across the Army that developed and war-gamed a range of options to ensure that Army can raise and prepare land forces more effectively and efficiently.

A key characteristic of the Adaptive Army is that it must continually review and adapt to remain fit for the changing environment. For Defence there are exciting times ahead as the Army evolves in

order to continue achieving operational excellence and the Chief of Army is looking forward to seeing the changes fully realised.

Until now, much of the implementation of Adaptive Army has been structural change. However this is only the tip of the iceberg. The organisational changes that have already occurred (such as HQ 1st Division becoming a Functional Command) and those about to occur (the establishment of Forces Command on 1st July 2009) are designed to enable a broader range of changes in the Army. For example, the establishment of Forces Command will allow Army to introduce the new Army training continuum. This provides a unified approach to individual and collective training under a single command, and more closely aligns Army’s training continuum with its operational deployments and preparation for contingencies.

“These changes will allow us to be a better Army and it will position us well to respond to the requirements of Government,” LTGEN Gillespie said. “Through 2009 and beyond we will continue the development of a hardened, networked, adaptive – and above all – ready Army.”

Personnel Initiatives

Fundamental to the success of the Adaptive Army concept is the ability to recruit, train, develop and retain first-class officers, soldiers and public servants. The Army People Plan has recently been released and this will shape the direction in personnel for the next decade.

Knowledge managementThis stream sees improved, integrated systems being implemented to improve knowledge management as well as the use of new technologies, such as blogs and wikis, to improve communication throughout Army.

Improved education and TrainingA new Army Training Continuum will be implemented combining individual and collective training to better prepare forces for operations.

material managementMore efficient management processes will be introduced to reduce the cost of equipment ownership. Availability of land material will improve by reducing equipment holdings within units and increasing the capacity of the maintenance system from unit level to the national support base.

changes to army structureArmy Headquarters has been reorganised along with the formation of a new Forces Command (focussing on the provision of training), Headquarters 1st Division (focussed on the preparation of deploying forces) and Special Operations Command.

nEw APProAch EmBrAcES FuTurE chAllEngES

By Leila Daniels

We must ensure that Army’s structures and processes are appropriate for the challenges we face – now and in the future.

‘‘

’’– Chief of Army Lieutenant General Ken Gillespie

The five streams in implementing an adaptive army:

aBoVe: soldiers from the reconstruction Task Force build the first of two bridges in afghanistan in august last year. an example such as this is part of the adaptive army initiative. Photo: CPL Neil Ruskin

Private marcus ryan carries an F89 minimi machine gun on patrol through the Dorafshan region of southern afghanistan during operation mani ghar. Photo: CPL Ricky Fuller


37



d e f e n c e m a g a z i n e ›AIR FoRCe

any people in australia, even within Defence, may not be aware of australia’s ongoing support to operations and exercises at the

royal malaysian air Force (rmaF) Base at Butterworth in malaysia.

The RAAF took up residence at Butterworth in 1958 before Butterworth was handed over to Malaysia in the late 1980s. During this time, the base has remained the location of one of the very few permanent operational overseas units in the ADF—the Air Force’s No 324 Combat Support Squadron (324CSS).

RMAF Butterworth’s Executive Officer, Squadron Leader (SQNLDR) Timothy Anderson said that although a constant flow of deployments through Butterworth on a weekly basis provides 324CSS with the majority of its workload, regional contingency and crisis is where the unit provides one of its greatest contributions to Australia’s national interest.

“Nowhere was this more evident than in the immediate aftermath of the Asian tsunami in 2004,” SQNLDR Anderson said.

“Butterworth, and 324CSS, became the centre of gravity for the relief and evacuation operations that followed the devastation.”

Even though parts of nearby Penang Island were awash from the tsunami, 324CSS supported a constant stream of RAAF aircraft delivering supplies and evacuating the displaced and the injured from the region.

“At its peak, the unit was housing and feeding in excess of 700 people at a time as they waited their turn to be processed through the evacuation handling centre,” SQNLDR Anderson said.

“For the men and women who work at 324CSS this is often a once in a lifetime opportunity to experience an overseas posting.

“While the work is challenging and sometimes unpredictable, requiring high degrees of flexibility and initiative, it is still a highly sought after posting across the Air Force.”

SQNLDR Anderson said that tens of thousands of Australian servicemen and women have passed through Butterworth on posting and deployment during the 51 years, as well as thousands of spouses and children.

“As well as delivering significant operational outcomes for Defence, all of them have taken away with them a new understanding and appreciation of the culture of this unique country,” SQNLDR Andersons said.

There have been several changes to the nature and conduct of operations during the past 50 years, and this is reflected in the way combat support to air operations is now conducted at Butterworth and across the region.

“Whereas once there were in excess of 3,000 Australian uniformed personnel, the number now is much closer to 50,” SQNLDR Anderson said.

Twenty-five years ago, the RAAF maintained frontline fighter squadrons of the Mirage IIIO at Butterworth, where today there are no permanently assigned RAAF flying squadrons. Instead, Butterworth has become a key ADF deployment

base for multilateral exercises under the auspices

of the Five Power Defence Arrangements with the

UK, New Zealand, Singapore and Malaysia.

“In any given year the base hosts assets from

all of the key force element groups in the RAAF,

including air combat, maritime patrol and airlift

aircraft,” SQNLDR Anderson said.

The job of supporting these deployments

falls to 324CSS, whose mission is to represent

Australian national interests in South East Asia by

providing deployed combat and domestic support.

Although in terms of permanently posted

RAAF personnel the unit is quite small, it has

developed a highly integrated combat support

model that utilises a unique mix of RAAF personnel

and locally employed civilians as well as support

from the RMAF.

“This model is employed across the combat

support spectrum at Butterworth, incorporating

refuelling operations, logistics support, air load

and unload, personnel services, force protection,

messing and catering, and health support,”

SQNLDR Anderson said.

“This support is delivered not only to

deploying flying squadrons but also to the

Australian Army’s permanent Rifle Company

detachment at Butterworth.”

324CSS remains a cornerstone of RAAF and

ADF operational capability in the region, and the

men and women who work at this permanently

deployed unit aim to keep it that way, and to see

out another 50 years of combat support to air

operations in the region.

mBy Squadron Leader Timothy Anderson

At its peak, the unit was housing and feeding in excess of 700 people at a time as they waited their turn to be processed through the evacuation handling centre.

‘‘

’’- RMAF Butterworth’s Executive Officer SQNLDR Timothy Anderson

ButteRwoRtH: permanently deployed support to operations

aBoVe: group photo of 3 squadron on exercise in Butterworth, malaysia for exercise Bersama shield in 2008. Photo: Aircraftman Glen McCarthyoPPosITe: 3 squadron F/a-18 hornets taxi into their hangars at rmaF Base Butterworth during exercise Bersama shield. an 11 squadron aP-3c orion in the foreground awaits a sortie. Photo: Aircraftman Glen McCarthy


41


hen it comes to leading-edge technology and ground-breaking science,

australian industry and academia have it in spades.

Australia’s defence industry is innovative and robust and its researchers are amongst the most respected in the world.

But how can a new technology find its way out of the laboratory and into an arena where it can exhibit its potential to enhance Defence capabilities? Enter the Capability and Technology Demonstrator (CTD) Program.

The CTD Program, funded from the Defence Capability Plan and managed by the Defence Science and Technology Organisation (DSTO) – is a collaboration between industry and Defence to deliver a demonstration of the capability potential of a new technology.

CTD Program Director Andrew Arnold said the Program provided the necessary funding and project management support for industry to develop promising proposals – proposals that can demonstrate how a technology can significantly enhance ADF capability

“These demonstrations allow Defence to assess the potential advantages and risks associated with acquiring the technology and implementing it as a Defence capability,” Mr Arnold said.

Established in 1997, the CTD Program has funded more than 85 technologies proposed by universities, government bodies, small-to-medium

enterprises (SMEs) and larger established industry members.

Promoting industry capabilityWhile the primary purpose of the CTD Program

is to examine the technology of Australian industry, there have been some examples of significant DSTO technology being developed in partnership with industry.

An example of DSTO-developed technology successfully licensed to industry and exploited under the CTD Program for mutual benefit is the Joint Direct Attack Munition – Extended Range (JDAM–ER) project.

The Joint Direct Attack Munition (JDAM) is a tail kit that converts free-fall unguided bombs into precision-guided weapons. The tail section contains a GPS/INS guidance system that directs the JDAM bomb to the selected target.

Enabling the 500-pound JDAM-guided weapon to glide towards long-range targets is the JDAM–ER wing kit, developed by Hawker de Havilland under the auspices of the CTD Program and based on DSTO technology.

The range of the launch aircraft’s fire-and-forget capability can be extended to in excess of 55 kilometres, allowing the JDAM–ER to launch at a safe distance from the target.

“After two successful demonstrations, first under the CTD Program and then under the new CTD Extension Program, the JDAM–ER is now being considered for final development for commercial production, which will lead to an

operational product,” Mr Arnold said.“The JDAM–ER Program is an excellent

example of how DSTO-sourced technology can lead to ongoing collaborative activity and the development of an effective Defence product.”

Through the CTD Program, DSTO played a significant role in creating jobs, especially in the high technology and advanced engineering areas. The Program provided good support for several high-technology companies.

The cTD processThe CTD Program runs on an annual

cycle, starting around April each year. Defence announces the opening of a new round of funding and calls for initial proposals from industry. These initial proposals are evaluated by Capability Development Group (CDG), the Defence Material Organisation and DSTO against a range of assessment criteria, and promising projects are allocated a sponsor (usually a subject matter expert from CDG) to consult in the preparation of a detailed proposal.

In order to be considered for progression to contract as a demonstrator, proposals must satisfy each of the following criteria:

potential to provide a new or enhanced capability to Defence

potential to transition into service demonstrated high degree of technical

innovation of strategic importance to Defence potential to enhance Australian Industry

capabilities, and

DeFenCe sCIenCe AnD teCHnoLogY oRgAnIsAtIon

awareness of project management considerations, including associated costs and risks.

Following submission of the detailed

proposals, usually around November, the CTD

Review Group assesses and ranks the projects.

The Defence Capability Committee later nominates

the proposals that will receive funding, and makes

a recommendation to the Minister for Defence

to review in March. The final list of successful

projects is usually announced around April or May,

and proposals can expect to be contracted for

demonstration and receive funding in July.

It is important to note that the CTD Program

is not a grants program, nor is it a guarantee of

future work or Defence acquisition. Transition to

capability is influenced by several factors, including

the successful demonstration of the technology in

line with agreed target performance measures, the

technical maturity of the demonstrated technology,

and its alignment with a Defence capability need.

W1. a counter-improvised explosive device robot uses technology to provide tactile feedback to a remote operator, enabling them to ‘feel’ suspicious objects and interact with them from a safe distance.

2. staff cadet andrew rodwell holds a steyr rifle during a recent DsTo industry day.

3. gavin gregson, from Iatia in melbourne, with a camera that enables soldiers to see through smoke, fog and debris, as well as other visual impairments such as camouflage.

➊

➋ ➌

teCHnoLogY: from the laboratory to the battlegroundBy Brooke Sharpley

cTD success storiesThe CTD Program has successfully helped

the transition of sonar interception technology into operational service. The Low Probability of Intercept Sonar project, developed by Nautronix, has already transitioned into service with the Navy. The technology aims to ensure that there is a low probability that sonar transmissions from naval vessels will be intercepted and/or recognised by foreign forces.

Several other CTD projects have also been selected for further development towards implementation under the new CTD Extension Program. One of these success stories is a counter-improvised explosive device robot being developed in collaboration with Deakin University. The technology aims to provide tactile feedback to a remote operator, enabling them to ‘feel’ suspicious objects and interact with them from a safe distance.

Another new capability emerging from the CTD Program is a camera that enables soldiers to see through smoke, fog and debris, as well as other visual impairments such as camouflage. Iatia, a small Melbourne-based company, demonstrated how the camera could exploit the way light interacts with matter and produce a clearer image.

Investing in the future“In these difficult economic times, it is

important for Defence to continue to support Australian industry by investing in local small-to-medium enterprises,” Mr Arnold said.

Since its inception, the CTD Program has seen more than $190 million invested into furthering technology and innovation in Australian industry, with a further $11 million soon to be allocated to the successful 2009/10 Round 13 projects. Additionally, the new CTD Extension Program will see another $10 million per year invested in fast-tracking successfully demonstrated CTDs toward acquisition in high-priority areas.

“The program also has a number of funding initiatives aimed at assisting SMEs with the costs of defining their concepts and preparing detailed proposals,” Mr Arnold said.

“Collectively, these initiatives help to ensure that smaller Australian industry members have a fair opportunity to participate in the Program, and retain a competitive edge in the global market.

“The CTD Program plays a crucial role in ensuring Australian industry, particularly SMEs, as well as government agencies and universities have a chance to exhibit their research in a way that best demonstrates how it can be of value to Defence.”

Through the Capability and Technology Demonstrator Program, ADF users are able to see how leading edge technology can be integrated quickly into existing, new, enhanced or replacement high-priority capabilities.

For further information on the cTD Program: www.dsto.defence.gov.au/ctd/


40




re you looking to take leave to help achieve some work/life balance? are you considering moving to part-time employment so you can spend more time

at home with your kids? For these situations and many more you need to understand who has the power to make decisions within your workplace.

Decision making in Defence involves a

complex and sometimes confusing array of rules

and powers. Employees and supervisors have

expressed their concerns with the process and a

difficulty in understanding their responsibilities.

So where does people-related decision

making power come from? For APS employees,

power is given to the Secretary of Defence

under the Public Service Act 1999, while for

ADF members this power is given to the Chief of

the Defence Force under the Defence Act 1903.

Powers can also be found in the Defence Collective

Agreement 2006-2009 (DeCA).

While these powers are given to the Secretary

and CDF, having them make all people-related

decisions at all levels of Defence is impractical as

it would take up too much of their time. Most of

these powers are therefore delegated down the

hierarchy to specific positions.

A ‘delegation’ is a legal mechanism that

allows the owner of the power to transfer that

specific power to another individual. For example,

in the DeCA the Secretary holds the power to

approve the commencement of part-time work

arrangements and this power is delegated by the

Secretary. In most parts of Defence the power is

given to supervisors at the Executive Level 1 or

above. This delegation is held by supervisor and

cannot be further delegated to anyone for them

to exercise.

Delegates personally hold the power and

responsibilities they have been given. Decisions

these individuals make are on the basis of their

interpretations of the situation, facts and relevant

policy, and they are personally accountable for their

decisions. Delegates own the decision even though

someone else holds the original power. Using the

example above, the EL1 supervisor is responsible for

the part-time work decision not the Secretary.

Decision making powers can also be directly-

conferred to groups of people who are directly

responsible for undertaking these functions in

their day-to-day operations, including supervisors

and Group heads. For example, a supervisor may

grant an employee annual leave where sufficient

credit is available. In this example, the powers

of the Secretary have been directly-conferred to

supervisors through the DeCA.

Making decisions can be a complex task

especially when it involves employee’s conditions.

The following are examples of good, poor and

difficult decision making.

example 1 A Branch is undergoing change that will involve

reorganisation of functions, as well as minor

changes to employee duties. The Branch will be

relocated to another floor in the same building

but no one will be without an ongoing job as a

result of the change. The Branch Head decides to

consult with employees and appoints a change

manager to institute an ongoing communication

process and develop a staff transition plan for the

implementation of the change.

PeoPLeReLAteD DEciSion mAking By Isaac Jeffrey

This is an example of a good decision. The Branch head considered the principles contained in DeCA which outline a requirement to consult with employees on matters that affect them in the workplace including organisational change. The decision clearly considers what is best for both the

Branch and the employees.

example 2At the end of cycle performance exchange, a

supervisor rated an employee as ‘Partially Effective’. The supervisor assigned this rating without consulting and providing feedback to the employee throughout the performance cycle to indicate they were not performing at the required standard.

Under the Performance Feedback Assessment and Development Scheme (PFADS), it is the responsibility of the first level supervisor to ‘provide honest, timely, accurate and appropriate feedback [and] identify and address poor performance promptly and effectively’. The supervisor in Example 2 used a poor approach to decision making. While Defence does not condone poor performance and an under-performing employee should not be rated as Fully Effective, employees should be given feedback on their performance throughout the cycle to ensure they have the opportunity to adjust their work.

example 3An employee applies for two weeks of annual

leave. During this leave period the employee’s directorate is scheduled to launch a new Defence-wide policy. The employee applying for leave is the knowledge expert and was the team leader for the policy development.

This is an example of a difficult decision. The Principles behind this decision are ‘Defence will provide employees with access to a fair and flexible range of options for paid and unpaid absences from work that assist employees and the organisation to balance work and personal priorities’ and ‘Annual leave is provided to employees to ensure that regular breaks are taken from the workplace for the purposes of rest and recuperation’. The decision maker needs to consider these principles to help the employee balance their work and life priorities, as well as organisational needs. The supervisor needs to assess: the employee’s role in the project and the need to have them participate in the launch; the employee’s motivation and commitment to the project if leave is rejected; and, whether alternate leave times be arranged.

The impacts of decisions can be wide spread and have consequences that may not be seen on a conscious level.

example 4An employee needs training. The one day

training course is to be held in Canberra. Being

outside Canberra on a remote base in Queensland,

the employee will need to travel. The employee

seeks supervisor approval to travel to Canberra the

night before the training course. The supervisor

denies this request on the grounds that an overnight

trip is not reasonable. The result is that the

employee has to catch a train at 3am to Brisbane to

make a flight to Canberra for a 9am start.

This is a poor decision and not recommended

as it could potentially have numerous

consequences, including an elevated risk to the

employee’s health and safety, lower employee

morale and attention, lack of employee motivation

and higher costs to Defence associated with Time

Off in Lieu and Flextime. If the supervisor agrees

the training is required, they have a responsibility

to ensure funds are available for the course and

associated costs, including travel.

For further information on people-related

decision making, visit http://intranet.defence.

gov.au/dwr , or contact Defence Workplace

relations.

PeoPLe stRAtegIes AnD PoLICY gRouP

Decision making in people managementa common concern raised by supervisors and employees alike is how to make good decisions. making good decisions can be achieved using this simple process:

1. as a decision maker – read, know and understand your power

2. comply with the rule or principle 3. consider all relevant factors and

criteria 4. make your decision on the merits

of each case in view of the facts 5. Be impartial 6. apply procedural fairness 7. appropriately protect the

applicant’s privacy 8. Be consistent (where situations allow)9. Don’t delay decisions, and10. Keep records and use the checklist

a



stRAtegY exeCutIVe

recent encounter on a busy adelaide street will remain a defining moment in leanne storey’s professional career.

Working as an International

Policy Officer within Defence’s

Strategy Executive, Leanne was deployed to Iraq

in 2008 as part of a team sent in to help

permanently resettle a designated group of Iraqi

Locally Engaged Employees (LEEs) and members

of their family unit, at risk because of their

engagement with the Australian Government.

Almost six months on, the team had a unique

opportunity to get an update on their progress

as part of a series of meetings that were held

around Australia. Happy to witness some tangible

outcomes from the work she had done, Leanne

was also given some surprising news.

“After the meeting I was rushing to get a

cab to the airport when one of the Iraqi men

approached me,” Leanne said. “He said that he

and his wife loved my name so much, and were so

grateful for the work we had done in getting them

to Australia, that they named their first daughter

after me—it was pretty amazing.”

The Iraqi man and his wife formed part of a group

of more than 400 others who had been employed by,

or were closely connected with, ADF elements in Iraq

mostly as translators and interpreters.

But as the ADF began withdrawing from southern

Iraq in mid 2008, insurgent groups were increasingly

targeting Iraqis who had provided assistance to

Coalition forces, as many had visible roles.

“We knew that some had received threats

from insurgents trying to discourage them

from supporting us, and our concern was that

these threats were very real, so the Australian

Government offered them an option to get a

permanent visa in Australia as respect for the

work they did for us,” Leanne said.

Leanne joined two other Defence civilians

and a group of ADF personnel and Reservists who

provided legal, medical, and logistical support.

They also worked closely with two Department of

Immigration and Citizenship (DIAC) officials who were

deployed to complete the visa application process.

“The Reservists assisting us really understood

the policy and were really glad to be a part of

what we were doing,” Leanne said. “This was

also a unique deployment in that it was the first

time civilians had been deployed to an operational

theatre to address a specific policy issue. It was all

very new.”

Although the ADF had records of most of the

locals who had worked with ADF forces, there were

still many others that needed to be located. And so

with the assistance of an interpreter, little business

cards were given out to the local population with an

email address and mobile number.

“Even with the cards, we found

overwhelmingly that word of mouth worked best,”

Leanne said.

Each day, after dodging armoured vehicles on

the way to breakfast at the mess, Leanne would

read through emails and take calls from Iraqis

wishing to meet for a consultation.

aI saw a side of the Iraqi population that many would not get to see, and I am very grateful for that.

‘‘

– International Policy Officer

Leanne Storey

Set up as more of a chat than a screening process, they would give advice on eligibility of the scheme, and the Reservists would conduct medical assessments for families in support of the issuance of visas.

“We had people coming in to chat with us, literally in tears because all they wanted to do is to get their children to a place where they were safe and their kids could have a good education,” Leanne said. “Some of their children were very ill and they would have never been able to get the appropriate medical help if they had stayed in Iraq.”

“I saw a side of the Iraqi population that many would not get to see, and I am very grateful for that.”

To prove that they had worked with our ADF

forces, many of the Iraqis brought with them

certificates and letters of recommendation from

previous ADF Commanders.

“I have honestly never read a bunch of more

glowing recommendations, the letters these ADF

Commanders took time out to write were just

amazing,” Leanne said.

The team would then take any other evidence

of employment and an ADF legal officer would

check certificates and paper work and sign off

the documents as being genuine.

“The ADF reservists would then conduct

medical assessments to ensure the Iraqis were

fit for travel,” Leanne said.

“The compassion they demonstrated in undertaking this task, with all the security and cultural implications it entailed, was a credit to each and every one of them.

“DIAC would then assist Iraqi employees and their family members by processing visa applications, providing them with travel documents and referral to settlement service providers.”

The Iraqis then departed their home country on an ADF aircraft before transferring to commercial transport for the long flight to Australia.

Now resettled throughout most capital cities in Australia, these LEEs are entitled to the full suite of on-arrival support as is provided to refugees resettled under the existing Humanitarian Program.

’’

aBoVe leFT: leanne takes in the view while at the outer perimeter of the camp in southern Iraq. aBoVe: The cDF awarded a group commendation to four Defence personnel for their efforts in implementing the humanitarian visa scheme in Iraq. (l-r): captain alison malpass, ms sari sutton, cDF acm angus houston, ms emily Jeffrey, ms leanne storey. aBoVe rIghT: leanne (left) and sari next to what is believed to be the original house of abraham and the ziggurat in the outer perimeter of the camp in southern Iraq.

Defence civilian helps with new beginningsBy Jack Foster



n 1947, four australian Defence Force officers became the world’s first formal peacekeepers when they were deployed to the Dutch east Indies under the un commission

in Indonesia (uncI). It was the start of a continuous commitment by australia to peacekeeping operations across the globe.

Today, more than 1000 military, police and civilian personnel from a number of Government agencies are deployed around the world continuing this fine tradition. Regrettably 12 Australians have died whilst on peacekeeping operations and many have been injured.

In 2006, a committee was formed in response to growing community desire to erect a national memorial to commemorate the courage, sacrifice, service and valour of Australian peacekeepers, past, present and future.

Committee membership includes representatives from the ADF, the AFP and serving and veterans’ associations from around Australia with a charter to build the memorial. The Federal Government donated the first funds towards the cost and allocated a site for the memorial on Anzac Parade in Canberra.

Working with the National Capital Authority, the committee commissioned a national competition to seek a suitable design. The response was excellent and four contenders were invited to develop their designs further.

In December 2008, the Minister for Veterans’ Affairs, the Hon Alan Griffin MP, announced that the design submitted by Sydney-based architectural firm Super Colossal had won the competition.

Since then the design has been refined to a production stage, with tendering documentation being prepared at no cost by Australian project management firm Woods Bagot. By mid 2009 the project will be ready to seek tenders for the construction of the memorial.

Principal architect Marcus Trimble said the design is that Australian peacekeepers interpose themselves between belligerent parties, shedding light, comfort and hope to the communities that are affected by the violence and tension.

“As visitors walk through the passage of light they may be reminded of deep canyons in the Australian outback, with towering walls but the uplifting blue sky above. They may feel the warmth and comfort of the light between the two imposing monoliths,” Marcus said.

The chairman of the project committee, Major General (rtd) Tim Ford AO, said the memorial has two main elements.

“The first is a glowing passage of light that is a powerful entry for the memorial. The passage is between two massive monoliths, raised slightly off the ground. They make up a monumental structure that is the right size for Anzac Parade. The pathway between the two polished cubes glows with an intense golden light. This light evokes the Australian peacekeepers’ role and their help to local populations.”

Visitors then come to the second main element of the memorial, a courtyard of intimate size and feel, surrounded by Australian trees. Written in the pavement are words evoking the qualities and sacrifice of Australian peacekeepers and across the back will be a long horizontal beam recording the many peacekeeping missions in which Australians have served. Beneath the beam will be an inclined plane to receive wreathes and other mementoes. This inner space will be suitable for both formal ceremonies and smaller scale commemoration. It will also be a place of quiet reflection on personal experiences and the significance of peacekeeping.

The project committee hopes to have the memorial erected during the next 12 months, but before calling tenders for its construction it will need to have raised the necessary funds. To date, a number of companies have made significant donations, as have many serving and veterans’ groups and private individuals, but more is needed.

Memorial to shinelight on peacekeepersBy Graham Rayner

AustRALIAn PeACekeePIng MeMoRIAL

aBoVe: artist’s impression of the memorial on anzac Parade in canberra.

ir commodore Tim owen recently completed a memorable deployment to the middle east as Deputy commander of Joint Task Force 633, where he shared

responsibility for all australian Defence Force elements assigned to operations catalyst in Iraq and slipper in afghanistan. he also played an important role in the drawdown of australian forces in Iraq as the country moved to self-governance.

Defence Magazine caught up with AIRCDRE Owen upon his return to Australia before posting into Air Force Headquarters as Director General Strategy and Planning – Air Force.

how did your previous experience assist in your role as Deputy commander of Joint Task Force 633 in the middle east?

I’ve commanded at Wing level and as well as Force Element Group level. So I drew on that experience in understanding what is required from a national command level down through an operational command level, down to the tactical piece. I think having done a very senior command is always a very useful part of the business in terms of being able to understand what the requirements are going to be.

In the first few months of the deployment I was Deputy Commander Joint Task Force Iraq. That was pretty much a matter of closing down our operations in Iraq and getting the memorandum of understanding squared away, so we left with a level of coverage for our troops.

In Iraq, there was a level of security in the country where people could get on with day-to-day business. People could lead a relatively normal life and electricity was starting to be provided on a regular basis and it is becoming something that would resemble what we are used to in the western world. And I think that was a significant change. Essentially, the elected government could stand on its own two feet and provide the level of

services and infrastructure to the population that they really hadn’t been able to before. That was really the end game for us.

how has your time in the air Force helped you in this deployment?

It was the first opportunity I’ve had to deploy in a senior position on joint operations.

I found my senior command positions to be the best thing and the interaction that allowed me to have with other senior commanders and personnel within Army and Navy.

In Iraq I would spend a lot of time with senior US commanders and staff within the US-led multi-national force in Iraq. So you would be liaising with everyone from the intelligence, ops and the plans staff on a daily basis and attending all of the planning meetings.

I think Australians tend to punch above their weight a lot and be much more generalist and capable across a whole breadth of skill sets. We have, to a man, very high performers in our embedded positions. The US and Iraqis were very grateful of the quality of people we were providing in particularly demanding and important staff positions.

What were some of the highlights of your deployment?

One of the major highlights is the general feeling that we as an ADF do the job particularly well. I took a lot of pride as a senior staff officer/deputy commander in looking at the guys and girls in the Navy, Army and Air Force at a tactical level. The quality of the people we send and the work they do and their ability to relate to the Iraqis and Afghans is something that I don’t think a lot of forces are able to bring to the table at the same level we are.

I enjoyed being part of a major war-fighting operation. But the big thing I took away was the quality of the young kids we have over there – they’re bloody brilliant actually.

Did you bring back any lessons learned?

If I can be a little controversial, I don’t think we have all the enablers we needed to go in there

and do the job in a holistic way. We can't bring every capability to the table, but if we are going to support a significant ground manoeuvre force that is doing reasonably high-grade offensive operations in Afghanistan, as well as some of the work the special forces are doing against the senior insurgent leadership, then we really need to do this with the whole package. We need to bring a strong niche capability to the table without having to rely on coalition partners for other capabilities when they are available because there are times when you get very short notice to do something and if you don’t have this key enabler, then you can’t do it.

What are some of the things australian forces are doing really well in the middle east area of operations?

In Afghanistan, it comes back to our ability to interact with the locals. I think we have a lot better relationship with local people than most of the other coalition forces. Particularly, what we do in the Tarin Kowt bowl such as the trade training work and providing skill sets and then leveraging off those skill sets. For instance, when we were looking to build something we would employ Afghan contractors and would very strongly encourage them to employ the younger kids we have put through our trade training schools. It gives them a viable lifestyle.

We also partner very well with the Afghan security forces and particularly with the OMLTS [Operational Mentoring and Liaison Teams], who are held up as shining examples of how to do these things.

In the Air Force, there’s no doubt we have very responsive airlift and our AP-3Cs are doing an absolutely outstanding job in the overland ISR role. Overall, Navy, Army and Air Force do a really good job.

For a very small defence force, I love to quote what Air Marshal Geoff Shepherd [former Chief of Air Force] used to say: "We’re little, but we’re not little league". We’re a small force but we can play with the big boys and can very easily plug into the highest level of capability that any military in the world can bring to the table without having to re-learn completely how we do our business.

Air commodoretim owen

a

tHe LAst woRD

air commodore Tim owen enjoys the sunset over the national australian headquarters in Baghdad, Iraq, during his time as Deputy commander Joint Task Force 633. Photo: CPL Michael Davis

m a g a z i n e ›

final honour in fromelles - department of defence · 2011-07-20 · issue 4, 2009 magazine ›...

Documents