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Defence ISSUE 1 2017 PLUS: INTERVIEWS WITH OUR SENIOR LEADERS MAGAZINE BRIGHT IDEAS Centre for Defence Industry Capability and Defence Innovation Hub open for business

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DefenceISSUE 1 2017

PLUS: INTERVIEWS WITH OUR SENIOR LEADERS

M A G A Z I N E

BRIGHT IDEAS

Centre for Defence Industry Capability

and Defence Innovation Hub

open for business

2 Defence Issue 1 2017

EDITORIALDavid Edlington Sharon Palmer

Shane Hendrickson

PHOTOGRAPHYJayson Tufrey

Lauren Larking

CONTACT [email protected]

(02) 6265 4650

Defence Magazine is produced by the Ministerial and Executive

Coordination and Communication Division, Department of Defence.

FIND US ONLINEwww.defence.gov.au/

defencemagazine

3 CONDUCT AND PERFORMANCE Code of Conduct breaches; Australia Day

Medallions

4 OPEN FOR BUSINESS The Centre for Defence Industry

Capability and the Defence Innovation Hub have opened their doors

9 DANDELIONS BLOOM Successful initiative engages people with

autism in cyber-security efforts

10 ENHANCING CAPABILITY The Minister for Defence, Marise Payne,

talks about her focus on operational success and capability delivery

12 GAME CHANGING Innovation and ensuring our military has

the right gear are priorities for the Minister for Defence Industry, Christopher Pyne

14 LOOKING AFTER OUR PEOPLE The Minister for Defence Personnel,

Dan Tehan, wants to ensure our personnel have the best quality services

16 MAKING PROGRESS The Secretary of Defence,

Dennis Richardson, is pleased with the direction of the Department

18 SCOPE OF OPERATIONS The Chief of the Defence Force,

Air Chief Marshal Mark Binskin, remains committed to successful operations

20 WORKFORCE BOOST A dedicated team has identified 10

steps for addressing risks to delivering Defence’s future workforce

22 FLEXIBILITY THE KEY The Total Workforce Model offers ADF

members more work-life balance

24 BENEFITS OF CHANGE The Deputy Secretary Defence People

Group, Roxanne Kelley, awarded a Public Service Medal

26 SOUND OF SILENCE Dr Brian Ferguson receives Minister’s

Award for Achievement in Defence Science

28 LESSONS FROM JOINT MISSION The experiences of a whole-of-

government team in Afghanistan help to build interagency capability

30 NEW CHAPTERS Personnel from across Australia attend

Defence Aboriginal and Torres Strait Islander Network conference

32 YAMPI SOUND PROPOSAL Estate and Infrastructure Group helps

endangered species in the West Kimberley

DefenceThe official magazine of the

Department of Defence

Issue 1 2017

3Issue 1 2017 Defence

LEVEL CASES BEHAVIOUR SANCTION

APS 1 1 Theft of non-Defence property Caution

APS 4 1 Falsified official Defence document Reprimand and fine

APS 4/5 1 Failure to follow directions Termination of employment

APS 5 4

Failure to follow directions Caution

Threatening and inappropriate comments Breach of the Code found; Employee resigned prior to sanction being applied

Failure to follow directions; made false claim Fine

Failure to follow directions Termination of employment

APS6 5

Inaccurately recorded attendance Breach of the Code found; Employee resigned prior to sanction being applied

Bullied and harassed employees Breach of the Code found; Employee resigned prior to sanction being applied

Claimed leave not entitled to, which resulted in a financial benefit Reprimand

Inappropriate computer use Reprimand

Inaccurately recorded attendance; inappropriate use of resources Reduction in classification

EL 1 3

Inappropriate computer use Employee resigned prior to a Breach of the Code being determined

Inappropriate computer use Caution

Falsified medical certificates Fine

Contents

ON THE COVER: The Centre for Defence Industry Capability and the Defence Innovation Hub open the way for industry to better enagage with Defence.

35 SHINING LIGHTS Defence highlights national initiatives

to mark International Day of People with Disability

36 AT YOUR SERVICE Customer service personnel are leading

the charge to enhance services

39 VOICES OF REASON People Services is listening to its

customers and making improvements

40 DEDICATION TO FALLEN For the past decade Brian Manns has

led the team responsible for recovering Australia’s war dead

42 COMMITMENT PAYS OFF Civilian financial advisers relish the

chance to see the impact of their work on overseas operations

44 VALUABLE EXPERIENCE Property Officer shares experiences

in the Middle East Region

46 BUREAU HAS SAILORS’ MEASURE The Naval Technical Bureau is at the

forefront of world-class advancements being made to keep members safe

50 HARNESSING EXPERIENCE A new employment program

encourages employers to hire former Service members

52 COMPOSITE SKILL SET An integrated team is providing world-

class training for aircraft technicians

54 FUTURE ARRIVES DSTG researchers showcase their work at

Land Forces exhibition

60 RECRUITS BARK BACK RAAF puppies need temporary homes

before they are trained

62 DEVIL YOU KNOW Tasmanian devils are thriving at Stony

Head Military Training Area as part of the Save the Tasmanian Devils Program

64 TRAINING SIGNALLERS A Defence civilian is helping deliver

training for signallers

66 RECORD OF ACHIEVEMENT A project to digitise aircrew records earns

Air Mobility Group a national public sector award

67 LIFETIME AWARD Posthumous lifetime award for electronic

warfare expert

Code of Conduct breaches – 2 August to 31 December 2016

ARMY

C.L. Alford, M.L. Hannaford, M.J. Showell, L. Galloway, T. Schultz, B. Sullivan, R. Wigney, L.J. Baldacchino, P.R. Riley, J. Brady, M.J.P. Janssen, K. Duke, G.J. Hughes, N.E. Smith, B.N. Walker, G.E.O. Bale, M. O’Sullivan, J.W. Smallacombe, J.G. Atchison, M.D. Brooks, J.N. Cosstick, R.P. Fisher, C.J. Haire, D.G. Mander, C.J. Mapstone, J.S. Markey, G.M. Oliver, B.S.J. Passmore, B.A. Potter, M. Reibelt, J.M. Still, J.H. Tollan, M.A. Tunnicliffe, L. Wardle, J.G. Baikie, S.P. Beavon, E.M. Bishop, A.J. Bryson, D.R. Burne, N. Campos, A.G. Clifford, J.M. Dastlik, D.K. Dau, S.S. Earle, N.J. Ellis, E. Ford, S.B. Gaudron, M.J. Horne, G.D. Hughes, T.R. Johnson, P.B. Kong, E.P. Lahey, K.E. Miller, S.L. Moncur, M.J. Moran, J.D. Neuman, S.T.M. Newman, P.M. Patterson, A. Quigley, R. Revermann, T.J.W. Riley, P.H. Robb, C. Rocca, G.E. Smith, J.S. Tomlinson, C. Wilson, D.D. Young, S.T. Zonneveld, C. Armenti, D.M. Byrnes, A.L. Croom, P.B. Enderby, M.G. Hutchins, J.D. Otte, N. Skinner, S.I. Thompson, S.J. Young, G.A. Beard, D.P. Bloom, E.J. Brookes, C.H. Bruun, J.P. Ewing, B.D. Fallon, D.E. Gunston, L.H. Hemphill, S. Humphris, S.A. Kuhl, T. Loader, B.J. Manley, Z. Moore, N.J. Rheinberger, R.B. Ross, M.A. Solomon, A.J. Spillane, R.S. Stephen, R. Tang, J.B.D. Tassell, A.B. Turner, T. Vidmar, D. White, S. Wilson, D. Winters, D.J. Applewhite, C.R.

Clarke, C. Dominguez, M.D. Giurissevich, E.J. Hannigan, B.T. Manns, M. Senf, D.E. Shepherdson, J. Smith, S.M. Smith

CASG

B.E. Mesken, G.J. Crawford, L.F. Fairweather, M.A. Gay, L.A. Jones,C.G. King, T.L. Kyle, R.V. Lumley, J.T. Meers, O.J. Mehdi, N. Price, B.L. Roache, S. Shah, K.D. Uebel, P.R. Wake, L.W. Williams

CDF

R.C. Kane

CFO

J. Mastorakos

CIOGL.J. Ligtermoet, I. Johnstone

DPG

S.J. Bartlett, K.L. Anderson, J. Laughton, G.J. Mitchell, I.C. Singh, P.M. Taylor

DSTG

J.C. Costa, D.V. Delic, D.W. Dominish, M.A. Frost, J.L. Palmer, G.T. Swanton

JOCR.J. Munton, L.J. Symington

E&IG

K.P. Castles, N.R. Davies, S.J. Davis, A.C. Guglielmini, J. Harrison, T. Regener, J.A. Talbot

NAVY

C.R. Searle, D.K. Ashbolt, T.A. Cunningham, J.A.C. Kenyon, N.W. Lockhart, M.L. Campbell-Dowling, C.L. Green, N.A. Grundy, M.L. Haines, T.J. Tyler-Greaves, J.M. Parsons, K.J. Mcpherson, M. Austin, D. Gibson, J.M. Borgert, C.S. Hardy, C. Hurst, W.D. Miller, L.D. Porter, C. Schmid, K.R. Semmens, K.J. Weldon, C.V. Young, D.T. Young, P.E. Culpan, E.A. Espinoza, Z.L. Faulkner, J.A. Francis, A.J. Harrison, K.L. Hope, A.K. Johnson, N.E. Joy, J.M. Kennedy, A. Mills, S.J. Portlock, G.J. Roddy, S. Ronald, N.W. Smith, B.A. Thomas, L.L. Edwards, B.A. Mayers, M.D.W. Pearse, S.A. Rochford, J.B. Young, M.V. Andrews, S.A. Garvin, N.N. Williams

RAAF

D.M. Gilchrist, E.D.G. Hamilton, M.D. Seery, M.A. Traill, B.J. Scott, B.G. Dalton, R.W. Just, H. Collins, A.J. Jaunutis, C.M. Roberts, M.J. Stirzaker, G.D. Young, S.L. Noffke, T.J. Price, C.J. Rhodes, B.J. Walker, P.A. Clarke, B. Frost, M.N. Gow, C.R. Patterson, J.I. Hall, B.A. Hansen, S.N. Joyce, G.P. Lewis, J.A. Novak, B.J. Templeton, C.M. Wood

SP&IG

T.J.G. Davies, I. Bascom, S.P. Cheney, D.D.

Maher, K.M. Quinn, K. Walker, S.J. Walsh, J Fleming

VCDF

M.J. Bickerton, K.S. Genner, K.L. Dillon, D.R. Elliott, V. Holt, V. Lazarov, L.V. Middledorp, D.F.C. O’Neil, B. Robb, M.G. Spencer, P.E. Welsh

Personnel recognised for contributionsDefence personnel awarded Australia Day Medallions in recognition of their efforts

BRIGHT IDEAS

M A G A Z I N E

5Issue 1 2017 Defence4 Defence Issue 1 2017

The Centre for Defence Industry Capability and the Defence Innovation Hub represent a significant change in

the relationship between Defence and industry

Leading Seaman Jayson Tufrey

IN AN unprecedented initiative, the Centre for Defence Industry Capability (CDIC) and the Defence Innovation Hub will streamline the needs of Defence and its industry partners. The Minister for

Defence Industry, Christopher Pyne, launched the initiatives in Adelaide on 5 December.

The First Assistant Secretary Defence Industry Policy Division, Kate Louis, says both offer “fan-tastic new opportunities for Australian Defence industry to support the delivery of capability pro-grams the ADF will need to fight and win”.

“To remove barriers to innovation, work is under way to develop our new innovation system and deliver a single innovation pipeline. We are bringing the numerous programs together under one roof to make doing business with us easier,” Kate says.

The new arrangements are the result of a part-nership between Defence and the Department of Industry, Innovation and Science’s AusIndustry Division.

The CDIC is headquartered in Adelaide and advisers across the States and Territories form a national advisory network supported by

AusIndustry’s outreach network, which extends the reach to regional areas.

The CDIC is one of the signature initiatives of the Defence Industry Policy Statement. Its purpose is to transform the Defence and industry relation-ship, and to fund Defence industry development, critical skilling and export initiatives.

It delivers initiatives within three key focus areas:  Industry development activities, including

business advice and funding for sector-wide initiatives.

  Facilitating innovation by connecting busi-ness, academia and research organisations with innovative ideas to Defence.

  Defence business competitiveness and exports that enable expert business advisers to provide Defence-specific advice to help grow prosperous Australian businesses.Though funded by Defence, the CDIC’s part-

nership with AusIndustry provides a whole-of-in-dustry perspective and enables the CDIC to introduce industry and researchers to broader Government innovation initiatives.

The CDIC provides a range of advisory servic-

The Minister for Defence Industry, Christopher Pyne, is joined by the First Assistant Secretary Defence Industry Policy, Kate Louis, the Co-Chair Centre for Defence Industry Capability, Paul Johnson, and the Deputy Secretary Capability Acquisition and Sustainment Group, Kim Gillis, at the launch of the Centre for Defence Industry Capability in Adelaide. Photo: Corporal Craig Barrett

COVER STORY

es to support small to medium enterprises in the development of proposals they wish to submit to the Defence Innovation Hub.

Specialist business skills and innovation advisers guide and mentor businesses to improve their international competitiveness, supported by appropriate export programs, and provide Defence-specific business advice to help grow prosperous Australian businesses supporting the ADF.

The CDIC will adopt a coordinated and collaborative approach with State and Territory Governments, which is integral to supporting and growing Australia’s defence industry.

The CDIC will assist Defence with industry engagement and outreach, facilitating connec-tions to established industry capabilities and innovations, and targeting industry development funding and support to build a robust and inno-vative industry base.

The Minister for Defence Industry, Christopher Pyne, says the opening of the CDIC is a significant step in resetting the Defence and industry relationship and driving jobs and growth.

“We are embarking on the largest investment to renew Defence capability in living memory. The 2016 Defence Industry Policy Statement outlined Government’s commitment to build-ing and harnessing the innovation potential of Australia’s defence industry,” he says.

The Industry Policy Statement outlined the consolidation of multiple innovation programs across Defence into two new signature innova-tion programs. They are: the Next Generation Technologies Fund (NGTF) to invest in strategic technologies that have the potential to deliver game-changing capabilities; and the Defence Innovation Hub to support the development and maturation of innovative technology from initial

concept, through to prototyping and testing to introduction into service.

The NGTF will be administered by Defence Science and Technology Group and the Defence Innovation Hub by the Defence Industry Policy Division.

The Defence Innovation Hub will invest $640 million over the next decade in innovation development proposals. It will provide an equal opportunity for all participants, from small to medium enterprises to prime Defence contrac-tors, to put forward ideas to be developed into advanced capability for Defence.

The Defence Innovation Hub team will assess and manage proposals through the assessment framework and into contract. Ideas can be sub-mitted at any time throughout the year through the Defence Innovation Portal.

For more details visit www.business.gov.au/cdic

WE’RE OPEN FOR BUSINESS

“WE ARE EMBARKING ON THE LARGEST

INVESTMENT TO RENEW DEFENCE CAPABILITY IN

LIVING MEMORY.”CHRISTOPHER PYNE,

MINISTER FOR DEFENCE INDUSTRY

6 Defence Issue 1 2017 7Issue 1 2017 Defence

Lois Wake ONE of a handful of Defence employees seconded to the Department of Industry, Innovation and Science, Lois Wake heads up the Business Support and Governance team, one of six teams within the CDIC.

Lois says she needs to look at things from a broad perspective.“The Government wants to see more businesses engaged in the

Defence market and an increase in the number of contracts won by Australian businesses,” she says.

“Our aim is to have a sustainable Australian defence industry base that is supporting our current ADF requirements and able to deliver future capabilities.”

She says the CDIC is well poised to move forward because it has “the funding, the framework, the right skills and experience – industry is excited about having the CDIC to provide the con-nection”.

Lois says it’s a big thing setting up an outward facing program.“This is something a lot of people in Defence never get to

experience because a lot of what we do is within the Department, so the public don’t often get to see it or touch it,” she says.

“Having a program in the industry space, effectively in the public domain, means you’ve got to absolutely have all your ducks in a row.”

She says it was an emotional experience to be at the launch in Adelaide.

“I felt incredibly proud of what we achieved. It’s become more high profile than we ever envisaged when we wrote the Defence Industry Policy Statement,” she says.

“That’s evident from the fact we now have our own Minister for Defence Industry, which is something we’ve never had before. This is something the Minister is intimately involved with and passionate about.”

Judy DenisonAS THE Acting Director Australian Industry Liaison, Judy Denison manages a team of Defence industry advisers.

Judy is based in Adelaide and her team of five is located in Western Australia, Northern Territory, Queensland, New South Wales and Victoria. It liaises with local enterprise in their respective states and has been working closely with elements from AusIndustry and Defence “to ensure what we do from a Defence industry perspective is going to be sound”.

“What we’ve been able to do since the new guidance came out in the Defence Industry Policy Statement represents a reset,” she says.

Judy is satisfied the framework will work.“I’ve been able to use a lot of the skill sets that I have around Australia to

ensure we are covering all of the major issues,” she says. “We’ve been able to set some good milestones to help industry move for-

ward into the development continuum – my team and I are passionate about this innovation space.

“Australia has a massive challenge ahead of it in terms of moving forward and being able to value-add into major current capability programs. Our role is to make sure Australian industry is equipped to do that.”

Judy says she was born to do the job.“Coming from an operational background in the Air Force [as a warrant

officer airborne electronics analyst], I have a really good understanding of the importance a strong Defence industry has for capability,” she says.

“If we didn’t have that support we wouldn’t be able to perform our role. These guys are the ones that keep our troops in the field, our aircraft in the air and our ships at sea.

“I absolutely love this job and I think this is the best thing that has ever happened as far as Defence industry is concerned, and I know my team feels the same in sharing my excitement.”

Paul HosieA FORMER weapons and electrical engineering officer on Collins-class subma-rines, Paul Hosie is now a Defence industry adviser with the CDIC in Western Australia.

Paul says industry advisers are the front door for the Defence Innovation Hub.“I am excited to have the opportunity to focus on Defence’s priorities for

industry as a fundamental to capability,” he says. “With my Defence background, I want to see companies who have something new and exciting bring their product to Defence, who will in turn take advantage of that.”

His role consists of three main areas: innovation, stakeholder engagement and management, and advice to small business.

“We are always looking for new ways of doing things and feeding that into Defence. If we find, say, new technology or innovative maintenance proce-dures being used in the oil or gas sector, and it may be applicable to Defence, I point them in the right direction. This advice may be setting up a conversation with Defence Science and Technology Group or Capability Acquisition and Sustainment Group,” Paul says.

“We keep a close working relationship with the West Australian Government Industry Association and the Chamber of Commerce and Industry. These organ-isations help their members – which include companies and businesses that supply products or services to Defence or the wider community – organise net-working. These are really important relationships that Defence maintains.”

Paul relishes the networking and the stakeholder relationship side of his job. “At times it is such an eye-opener being that liaison and visiting compa-

nies who have the most amazing technologies and capabilities that people in Defence just don’t get to see,” he says.

Janet Kosic

DARWIN-BASED Defence industry adviser Janet Kosic has worked for Defence for five years after a career in the small business sector.

Janet’s role with the CDIC is to be the voice of the small medium enterprise (SME) market in her regional locality.

“I have to know about Defence projects and programs and I assist SMEs by advising on what potential work, avenues or opportunities are available,” she says. “To do that well I need to have a grasp on the methodology of our contracts and our procurements. The innova-tion lens we are now looking through should prove to be both inter-esting and important. It’s great we can help businesses think outside the square, and point them in the right direction.”

Janet supports a variety of businesses involved in areas such as materiel, maritime sustainment, infrastructure and construction, and support services for training and exercise grounds.

“We have a fairly robust Indigenous SME base and a lot of pro-ject managers and engineers. We have niche pockets of research and development, too,” she says. “I am excited about the former teams of the Business Access Office and Defence Industry Innovation Centre amalgamating into one holistic team. This means from a client’s per-spective it will become more seamless and more productive.”

She says the range of options will increase dramatically for the SME market. “This will enable SMEs to go from a new-to-Defence client through a number of pathways to become a mature, proactive and productive SME within the Defence marketplace,” she says. “For us in regional areas this is a positive thing and I’m looking forward to continuing in this manner.”

Janet enjoys what she does, saying she loves “helping that busi-ness or person with their idea, bringing all the information they need and taking them on their journey”.

“At the end you get to see the results and receive the positive feedback – it makes it all worthwhile,” she says. “Darwin is quite the small community where everyone knows everyone. You become more than just a voice on the other end of the phone and you tend to form friendships with these people; for me, being a people person, that is great.”

AT THE CENTRE OF EXCITING INITIATIVEMeet some of the people involved with

the Centre for Defence Industry Capability

9Issue 1 2017 Defence8 Defence Issue 1 2017

Benjamin HayesBENJAMIN Hayes was responsible for the establishment of the Defence Innovation Hub, which he now leads as the Assistant Secretary Defence Capability and Innovation.

Benjamin says the Hub will bring about “improved capability through innovation, which means ultimately a capability edge for the war fighter”.

“We are striving for simplicity of use and access for industry and academia in the development of the single innovation pipeline,” he says.

The Hub brings together five innovation programs: the Rapid Prototyping Development Evaluation Program; the Capability and Technology Demonstrator Program; the Defence Innovation Realisation Fund; the Priority Industry Capability Innovation Program; and the Chief Information Officer Group Innovation Program.

“These programs have delivered great results over many years, but what we are doing now is fully integrating them into the Hub to deliver coherence in our investment,” Benjamin says.. “The Innovation Hub isn’t just an amalgam of these five programs though; it is a purpose-built program to deliver on the Government’s policy objectives and ensure that our innovation investment is aligned with strategy.”

Benjamin says it was wonderful to take part in the launch in Adelaide.“I felt proud of the efforts of both my team and everyone else who

worked on this project over the past 12 months,” he says.“It has, at times, been enormously challenging and complex to get to this

point, but it felt really great to finally be open for business. We have since received great feedback. It was really encouraging to find that we had six proposals submitted on the very first day we were open. By the end of the first week we had 113 registered users and 55 proposals being worked on in draft form.”

Benjamin says he is looking forward to their first contract.“I’m also excited about seeing that project through the two to three years

it takes to get into the hands of the war fighter,” he says. “This really is an exciting time for both Defence and our partners in industry and academia.”

Glenn AlcockTHE Acting Director Capability and Innovation, Glenn Alcock is responsible for establishing operations of the Defence Innovation Hub.

Glenn follows a submission from feeding it into the pipeline, through its assessment and, for successful proposals, the management of the contract and, eventually, a completed project out the other end.

“In a nutshell, we take really good ideas and develop them into capability,” he says.

Glenn says the Hub is fantastic for Defence moving forward.“Previously, you had to go through different gates, and sometimes

different processes and procedures, while dealing with different busi-ness units within Defence,” he says.

“There is a single gateway, initially via the Innovation Portal to get into Defence. They know where to go and who to talk to; we broker the relationship with our capability managers.

“We’re the end users, we help industry to make those connections, and give them a real understanding of Defence – we’re here to help that.”

Glenn says the past 12 months have been a massive effort. “We’ve been moving mountains and knocking down a lot of barriers

of old-world thinking,” he says. “We’ve been working hard to build something as we try to operate it as well: it’s kind of like building the plane as you fly it. You focus on what’s important and other things will catch up. Now we look to the next 12 months as we roll out the new initiatives.”

Glenn says it is encouraging to see the team’s hard work come to fruition.

“The December launch was a fantastic milestone, and now we’re in that window where we need to make sure we can react as we need to,” he says. “I’m eagerly anticipating the first contract we sign under our new model. I love the busy nature of our work and doing things that matter on a high agenda. It’s a really important area. We’re work-ing with capability managers and their crown jewels in the innovation space – it’s a real privilege to be involved.”

HUB OF ACTIVITYTwo of the employees at the heart of the

Defence Innovation Hub DANDELIONS IN BLOOMAn initiative to turn significant traits of autism into a competitive

advantage is opening doors for people with the condition

DEFENCE is contributing to the Government’s enhanced national cyber security efforts in a unique and effective way. Dandelion@Defence is a joint

Defence, Hewlett Packard and Specialist People initiative, turning the traits of autism into a competitive advantage in the area of cyber security. Head Joint Capability Management and Integration Rear Admiral Peter Quinn says Dandelion@Defence is about capability, not disability.

“It is about utilising the strengths of high-performing autistic individuals – a remarkable eye for detail, pattern-matching skills and a high tolerance for repetitive tasks – into a competitive advantage for Defence while at the same time opening up a world of opportunity for people with autism,” Peter says.

As outlined in the Defence White Paper, cyber security is critical to Defence’s future capability and the Australian Government is improving national cyber security capabilities to counter the growing threat of cyber attack.

More than 50 applications were received when positions in the Dandelion@Defence program were initially advertised early last year and shortlisted candidates undertook four weeks’ assessment and evaluation in June by a Danish company specialising in autism.

A core Dandelion “pod” of 10 people was established to deliver cyber security services to Defence in August and was complemented by a Hewlett Packard team of cyber security specialists and an autism consultant.

They work in partnership with Defence’s ICT Security Operations Branch to deliver a cyber security capability.

The Dandelion@Defence implementation team is supported by the Australian Government Security Vetting Agency and Defence People Group.

The Chief Technology Officer, Aiyaswami Mohan, says governments and industry around the world are facing a significant shortage of cyber security skills.

“Defence is no different. The cost of acquiring these skills and services from the marketplace continues to escalate,” Mohan says.

“I believe that the Dandelion@Defence program will not only change the way we think about people with autism but will go some way to both enhance our capability as well as alleviating the shortage of skills we face in this critical area.”

The delivery of the cyber security capability could results in the Dandelion model being used in other areas within Defence that could benefit from the capabilities of these unique individuals.

Gordon Lehmensich and Peta Scott

• Autism spectrum disorder (ASD) is a term used for a group of conditions which include autism, Asperger’s syndrome, pervasive developmental disorder (PDD) and pervasive developmental disorder – not otherwise specified (PDDNOS).

• ASD affects one in 42 boys and one in 189 girls, making it one of the most common developmental disorders.

• Just as no two people are exactly alike, neither are autism symp-toms, although there may be similar characteristics.

• The seed of the dandelion is often used as a symbol for ASD. While the dandelion is often seen as an annoying weed, it can be one of nature’s most valuable and useful plants when cultivated.

• More than half of working-age Australians on the autism spec-trum are unemployed.

SEEDS OF POTENTIAL

ENHANCING CAPABILITY

The Minister for Defence, Senator Marise Payne, is focused on operational success and capability delivery

What were the highlights for you in your portfolio in 2016?Last year the ADF deployed more than 13,500 members on 18 operations, from Operation Okra in Iraq to Aslan in South Sudan, and it has been a great honour to visit some of those men and women serving in the Middle East and Afghanistan to meet and thank them personally.

We also released the 2016 Defence White Paper, a comprehensive, responsible, long-term plan for Australia’s defence and security, together with an Industry Policy Statement and Integrated Investment Program.

We made a number of significant decisions to progress our future submarine and surface ship-building programs. We announced DCNS of France as our international design and mobilisation partner in April and in December we signed an agreement that establishes the framework between the Governments of Australia and France required for the development of the new fleet of submarines.

In September we selected Lockheed Martin Australia to design and integrate the combat system we are jointly developing with the US for the future submarines.

We also announced the down-select for both our off-shore patrol vessels and future frigates.

In addition, we made considerable strides in implementing the First Principles Review and we strengthened regional engagement through initiatives such as the Comprehensive Strategic Partnership with Singapore.

What are your priorities this year?Operational tempo is likely to remain high throughout 2017 and the success of those missions will, of course, remain my highest priority.

Throughout this year we will continue to implement the plans outlined in the Defence

White Paper and Integrated Investment Program, bringing the many projects under way closer to, or to, fruition.

In addition, I look forward to building our defence and security relationship with the new US Government and the US Secretary of Defense, to continue to strengthen our alliance, which is the cornerstone of our defence and strategic policy framework.

Continued implementation of the capability life-cycle process will also be important, given it is central to the successful management of the many complex projects that are on our agenda over the coming decades.

This year will see us continue our implementation of the First Principles Review, improving the balance between operational and organisational effectiveness by transitioning to a more integrated organisation that delivers enhanced joint capability.

We must of course also remain prepared for the unforeseen operational and organisational challenges that confront us, ready to engage them with the same skill and professionalism with which we always have.

You travelled around Australia and overseas to meet Defence people and to engage with your international counterparts: what have you taken away from those visits?There are a range of factors that directly contribute to our operational successes but none are more important than the quality of our people.

The Defence organisation benefits from having men and women of the highest calibre, both in their training and character. This is on display whenever I have the opportunity to meet with both ADF and APS staff.

Whenever I have met with my counterparts and senior military officials, from the Prime

The Minister for Defence, Senator Marise Payne, signs the Air Task Group visitors’ book at Australia’s main air operating base in the Middle East.Photo: Corporal Nicci Freeman

WITH THE MINISTER

10 Defence Issue 1 2017

“THIS YEAR WILL SEE US CONTINUE OUR

IMPLEMENTATION OF THE FIRST PRINCIPLES REVIEW, IMPROVING THE BALANCE BETWEEN OPERATIONAL AND ORGANISATIONAL

EFFECTIVENESS.”

Minister of Iraq, Haider Al-Abadi, to former Operation Inherent Resolve Commander, Lieutenant-General Sean MacFarland, they have remarked on the professionalism and skill of our forces and the important contribution we are making. Being able to relay these messages to the men and women of the ADF is always rewarding.

When overseas, the value of our people-to-people links with our partners and allies is immediately obvious and our personnel posted around the world have an important role in implementing our commitment to strengthening our regional engagement, as outlined in the White Paper.

GAME CHANGINGFor the Minister for Defence Industry, Christopher Pyne, the buzz is all

about innovation and giving our military the best kit possible

WITH THE MINISTER

10 Defence Issue 1 2017

Since being appointed to the role, what have been the highlights?The major highlight of 2016 was raising the profile of defence industry across the country.

In only six months the idea of a thriving defence industry in Australia, exporting around the world, has gained stunning pace.

With the creation of this portfolio, and with the Government’s commitment to the continuous naval shipbuilding program and a total spend across the portfolio of $195 billion, there is a buzz surrounding defence industry and the great things it will do for our nation.

I’ve been describing this portfolio as a national endeavour, because that’s exactly what it is. Jobs have been created, with many more to come, and there is a sense of excitement around our innovation agenda.

What most excites you and what will be your priorities for 2017?My priorities are keeping projects on track, maximising Australian industry content and creating Australian jobs across the country.

But we must never lose sight of our top priority, which is to give our military the best equipment possible to complete its mission.

We have major decisions to make this year to ensure key projects meet deadlines. In coming months we will release our Naval Shipbuilding Plan, which will ensure we create a sustainable defence shipbuilding sector.

The Request for Tender (RFT) for the multi-billion-dollar Offshore Patrol Vessel project was released late last year and the Government will decide on the winner this year. Three designers were shortlisted and have partnered with Australian shipbuilders to deliver the project. We want to ensure construction starts in 2018.

The Government will release the RFT for the Future Frigates in coming months, and we expect to be able to do a final down-select for both the combat system and the platform itself in due course after that.

The $50 billion Future Submarine Program has gathered momentum since the

inter-governmental agreement was signed in December.

Phase 2 of the Army’s Land 400 Program to purchase land vehicles has reached a critical milestone. Defence is conducting a risk mitigation activity to pick a winner between BAE Systems Australia and Rheinmetall to build 225 combat reconnaissance vehicles.

A priority in the industry space is Defence exports. A haphazard approach to exports has meant our success stories, while important, have been few and far between. We plan to release a Defence Export Strategy mid-year.

At the same time, we are working on the Defence Industry Capability Plan – a road map for how the Government and Defence will work with industry to support the Integrated Investment Program and meet the ADF’s operational needs in the coming decade. This will also outline the initial sovereign industrial capabilities and how Defence will protect, and if necessary, support our most critical industrial capabilities.

There is a clear policy direction around innovation and investment in Defence industry. How effectively is that policy being applied?Innovation in defence technology is a major focus for the Government. We have established a Defence Innovation System with a $1.6 billion investment to build the cutting-edge capabilities of Australian industry and research organisations, and to deliver innovative solutions for Defence.

The two flagship programs of this system are the Defence Innovation Hub ($640 million in funding in the coming decade) and the Next Generation Technologies Fund ($730 million).

The priority is to develop ADF capability to keep Australia safe while strengthening the Australian defence industry, growing Australian technologies and growing Australian jobs.

Late last year, I opened the Defence Innovation Hub, which has received more than 55 submissions for assessment from industry and academia. The Hub will unite Defence with industry, academia and research organisations to

collaborate on providing leading-edge capability.

With the Next Generation Technologies Fund, the Government has taken a longer view of innovative technologies. How important is it to push the boundaries of Defence technology when it’s beyond our immediate reach?Our commitment to innovation is also supported by the Next Generation Technologies Fund, designed to foster innovations that offer longer-term war-fighting advantages.

History has shown the game-changing military capabilities arise from next-generation research and technology programs. As such, the Fund will make a significant investment in developing and researching the threats we don’t yet know exist.

The Fund will officially be launched in the coming months.

What is your assessment of how Defence is transforming both as an organisation and in its relationship with Defence industry?Defence is going through significant reform as part of the First Principles Review. I’m most excited by the ongoing work to bring industry closer to Defence, and vice versa.

We’ve opened the Centre for Defence Industry Capability, which plays an important role, particularly in bringing small businesses, larger businesses and Defence together.

At the same time, we’ve integrated industry as a fundamental input to capability across the organisation, ensuring early and consistent engagement with industry as a part of our capability life cycle and force design.

We are also applying more stringent Australian Industry Capability Plan requirements on tenderers to ensure industry involvement is maximised in acquisition and sustainment.

My goal is to get Defence and Australian industry to the point they should be: working closely and collaboratively to ensure our fighting men and women have all the best possible kit they need.

“WE MUST NEVER LOSE SIGHT OF OUR TOP

PRIORITY, WHICH IS TO GIVE OUR MILITARY

THE BEST EQUIPMENT POSSIBLE TO COMPLETE

ITS MISSION.”

The Minister for Defence Industry, Christopher Pyne, in the cockpit of an F/A-18F Super Hornet during a visit to RAAF Base Amberley.Photo: Corporal Brenton Kwaterski

13Issue 1 2017 Defence

LOOKING AFTER OUR

PEOPLEThe Minister for Defence Personnel, Dan Tehan,

sets his sights on the quality of services

What have been the highlights since you were appointed Minister for Defence Personnel in July last year?The highlight for me was the announcement of the Prime Minister’s Veterans’ Employment Program.

This program is focused on ensuring that when the 5500 men and women who leave the ADF each year want to gain civilian employment, there are going to be businesses, both large and small, available for them to work with.

That was a pledge we took to the election in the middle of last year and the Prime Minister and I are committed to this initiative, which was launched at Kirribilli House in Sydney in November 2016.

Where will you focus your efforts and energies this year?I want to make sure all the facilities our men and women work in and, in some instances, live in, are world-class.

We want Defence to be a world-leader when it comes to our estate. Defence owns more than 400 properties – our estate is the Commonwealth’s largest land holding and there are more than 30,000 structures across the estate.

The White Paper has set out an ambitious plan to deal with most of our facilities with a $1.7 billion investment.

You have dual roles as Defence Personnel Minister and Veterans’ Affairs Minister: what

is your assessment of the collaboration between Defence and Veterans’ Affairs around transition support, mental health and rehabilitation services?One of the most important things we have to ensure is that we get the transition right for people leaving the ADF and going into civilian life, and particularly the transition for about 20 per cent who will use the services of the Department of Veterans’ Affairs (DVA).

We need to make sure there is a seamless process between Defence and DVA, and this is something I have been heavily focused on – it is something we continue to work on.

One of the key drivers is making sure the departments’ IT systems can ‘talk’ to each other clearly and that is going to be a key focus this year. We are planning a significant upgrade to DVA’s ICT systems and we want to make sure there is an ability for the Defence and DVA ICT systems to work togther seamlessly.

We also have other proposals, such as no discharge without documentation, which will make the transition process more seamless, and I have met with Defence, DVA and ComSuper to make sure the agencies are working together.

This work is to ensure that, when it comes to transition, we know exactly where everyone is and we can stop people falling through the cracks. This is particularly important when it comes to medically discharged personnel to ensure we can provide them with the services they need.

As the Minister Assisting the Prime Minister on Cyber Security, what developments are under way in this area? What is your key message to Defence personnel about cyber security?We’re full throttle on implementing the cyber security strategy, which was launched by the Prime Minister in April last year. It remains our key focus.

I want to see the strategy implemented ahead of time. We need to focus on key areas including cyber crime, which costs Australia about $1 billion a year; making sure we have protections in place when it comes to our cricital infrastructure; ensuring we have a strong ‘cop on the beat’ when it comes to protecting individuals and businesses; and we need all

levels of government to have strong levels of coordination when it comes to dealing with the cyber threat.

We also need to address and secure our critical infrastructure and we need to ensure we have full transperancy, with national security taken into account, when attacks and threats occur.

My key message to Defence personnel in regards to cyber crime is that everyone has to play their role in keeping us safe in the cyber world. It is a whole-of-society approach and everyone needs to play their part because the weakest link is where you are most vulnerable.

Another focus is to ensure the $400 million we allocated to cyber security in the Defence White Paper builds an effective defensive and offensive cyber capability in our ADF.

The Minister for Defence Personnel, Dan Tehan, Ben Roberts-Smith, MG,

VC, and the Prime Minister, Malcolm Turnbull, at the launch of the Veterans’’

Employment Program at Kirribilli House in Sydney.

Photo: Kat Stanley Photography

WITH THE MINISTER

14 Defence Issue 1 2017 15Issue 1 2017 Defence

“ONE OF THE MOST IMPORTANT THINGS WE HAVE TO ENSURE IS THAT WE GET THE

TRANSITION RIGHT FOR PEOPLE LEAVING THE ADF AND GOING INTO

CIVILIAN LIFE.”

MAKING PROGRESS

The Secretary of Defence, Dennis Richardson, is pleased with the direction of the department

WITH THE SECRETARY

16 Defence Issue 1 2017 17Issue 1 2017 Defence

The Secretary of Defence, Dennis Richardson, with members of the Defence Administrative Assistance Program team at Victoria Barracks in Melbourne, Victoria.Photo: Leading Seaman Nina Fogliani

What were the highlights of 2016 for you?In May I visited most of the places in the Mid-dle East where the ADF is present. To see the ADF on the ground doing what they do was a personal highlight.

The White Paper, delivered last February, was not only a highlight but was seminal. It pro-vides the strategic framework for Defence over the next 10-20 years, provides funding priorities through the Integrated Investment Program and received bipartisan support to grow the Defence budget to 2 of GDP.

Other highlights of 2016 were the com-pletion of the negotiations over cost-sharing arrangements in respect of the US Force Posture Initiative in northern Australia, and the agree-ment with Singapore on enhanced training opportunities in Australia.

The progress of the decisions taken on the Future Submarines, Future Frigates and Offshore Vessels was a big highlight, as was progress on the Land 400 mounted combat reconnaissance capability and the arrival of RAAF’s first P-8A Poseidon.

The continued implementation of the First Principles Review was significant. And I was delighted to reach the end of our downsizing. For the first time in more than three years we were able to appoint a number of people to the SES and to start to build back in accordance with the White Paper.

Our agreement with the Australian Wildlife Conservancy for the management of the Yampi Sound Training Area was a world first (see story Pages 32-34). That is something in which we can all take pride.

The work of the intelligence agencies when it comes to cyber security, counter-terrorism and the like is also worth mentioning.

What are your priorities this year?There’s a flow on from what we did in 2016 into what we will do in 2017. We continue to have commitments in Iraq, Afghanistan and

elsewhere, so policies surrounding that are a big priority.

Clearly, engagement with the US Adminis-tration is of critical importance. And we’re very fortunate that the new US Secretary of Defense, General Mattis, is well known to us. Obviously we have continuing priorities when it comes to countries such as China, Indonesia, Japan and India.

We are scheduled to complete the implemen-tation of the First Principles Review by 1 July 2017. Some implementation is required beyond that but we have made good progress and we will have substantially completed that by 1 July.

Everything relating to ship building is a big priority. The Government will put out the new naval shipbuilding plan. We will make substan-tial progress on the training and skilling of the workforce required for shipbuilding and we will establish a substantial presence in France to progress the work on the Future Submarines.

The five-year Pathway to Change program ends in April. We started work last year on its suc-cessor, so putting that in place will be a priority.

We don’t have a workplace agreement to re-place the DECA, which remains a clear priority, as it was last year.

What is your message to APS employees about the enterprise agreement?It is up to individuals to determine what is in their own best interest. I would simply note that an offer of 6 per cent over three years is consist-ent with community standards.

Half of the APS departments and agencies have voted up their agreements. It is true that the bigger agencies have voted down their agreements. I do understand issues relating to back-pay but the policy is very clear in this area.

The ADF will later this year be entering an-other agreement and other departments will be starting to negotiate their next agreement before the end of the year.

A vote on the agreement is about the remu-

neration of individuals. A negative vote does not punish either the Government or senior manage-ment; it only hurts those who would like to get an increase to their salary, put this agreement behind them and move on.

What is your assessment of how Defence and its people have been responding to the One Defence reform agenda.The implementation of the First Principles Review affects people in different ways. In some parts of Defence – for instance, the es-tablishment of the new Contestability Division, the establishment of the new Defence Industry Division, and changes in the Capability Acqui-sition and Sustainment Group – the change has been very significant. Ultimately, reform will feed down to everyone in the organisation.

Like all change, you get a mixed reaction. None of that is a surprise in an organisation as large and diverse as Defence. The general sense I have is that people are realising they have to get on board.

Am I confident that we’re achieving success-es? How do I measure that? There is certainly more confidence in the central agencies about the work we’re doing. The involvement of the Departments of Finance and Prime Minister and Cabinet in our Investment Committee has been a very positive initiative. It’s in our interests for those two departments to have confidence in what we do, not for them to necessarily agree with what we do, but for them to see that we are professional in the way we go about our work and that there is reasoning and logic behind activity and decision making.

We’re beginning to see success in the service delivery areas. The fact that we are for the first time surveying our people across the organi-sation about the quality of service delivery is important, and we’ll keep that going.

We have instituted 360 degree feedback for the SES. We put a big emphasis on behaviour; some people are cynical of that but I see it in positive terms and I see the effort people make.

The last thing I’d say about the First Prin-ciple Review is that the Chief of the Defence Force and myself and the rest of the Defence leadership are committed to it. We have met every week since April 2015 on the First Prin-

ciples Review. I think there have been only four meetings that have not occurred since then.

Defence has been making progress in the diversity of its workforce. What are you most proud of in this regard and what are the challenges ahead?In terms of diversity of the workforce, Defence as a whole can be enormously proud. Three years ago 0.7 per cent of the Defence APS workforce were Indigenous Australians; today that’s 2 per cent. Our challenge is ensuring there is opportunity right through our system. We would like to become an employer of choice for Indigenous Australians. That is difficult because there is enormous competition. For instance, we have not met our goals in recruiting Indigenous graduates, in large part because of the competi-tion from within the public and private sectors.

Moving on, I think the Dandelion Partnership we have with Hewlett Packard and the em-ployment of people on the autism spectrum is proving highly successful (see story Page 9).

The fact that we’ve also rolled out the Defence Administrative Assistance Program for the employment of people with intellectual disabilities in Enoggera, Amberley, Lavarack,

Holsworthy, Melbourne, Edinburgh and Stirling, and will roll out a similar program in Darwin, is quite remarkable. The Program is providing employment to around 115-130 people with intellectual disability.

In other areas, the percentage of women in the Defence APS is slowly increasing. There’s a long way to go there but 46 per cent of SES employees promoted and appointed over the past 12 months have been women. For the first time in our history there are two women at the top table in Defence. Some might say “it’s small beer compared to some other organisations” but we’re heading in the right direction.

You have been renowned for getting out and meeting people through town hall forums: are you going to continue that?It’s an important part of the job to get out and move around. It would be easy to sit in splendid isolation. There are many people who work in Defence in circumstances rather different than mine and unless you understand that and unless you have some connection with the diversity of the workforce, you lose touch with reality.

“THE FACT THAT WE ARE FOR THE FIRST TIME SURVEYING

OUR PEOPLE ABOUT THE QUALITY OF

SERVICE DELIVERY IS IMPORTANT.”

IMPRESSIVE SCOPE OF

OPERATIONSA commitment to successful operations remains the key focus, says

the Chief of the Defence Force, Air Chief Marshal Mark Binskin

What stands out for you about the year just gone?The diverse areas we’re operating in and the tempo we’re operating at is pretty impressive. The obvious operations are in the Middle East, but at the beginning of 2016 we found ourselves in Fiji for two months. I had the chance to meet Prime Minister Frank Bainimarama and travel with him to see what our people were doing; it was absolutely fantastic.

Surveillance in the South China Sea and our northern approaches also stood out and so did the importance of our growing support mission in Antarctica, with Air Force now doing six C-17 runs a year.

What are your priorities for 2017?Number one is always successful operations. We’ve got about 2500 men and women deployed around the globe and it’s important we get that right.

We’re helping the Iraqi people defeat Daesh and ultimately secure their borders – we’re seeing success with that in Mosul at the moment. In Afghanistan we’re helping them defeat the Taliban and secure their nation as well.

Closer to home we have to remain vigilant in securing our own borders.

We’re continuing to implement the First Principles Review; one aspect we’re focusing on this year is the new Headquarters, Australian Defence Force.

Pathway to Change is coming up to the five year mark. We’ve been getting good feedback on

where we, as an organisation, need to take our cultural reform in the future. We’ll also continue to address our legacy issues through ongoing cultural reform and leadership training.

We’re working to better transition our people who want to leave the forces and make sure they’re getting all the support they need. If they do have medical requirements, that information needs to be transferred properly to the Department of Veterans’ Affairs. We will also continue to develop the details around the Prime Minister’s initiative on veterans’ employment.

While we always look to improve how we support our people, from my visits and discussions with other Chiefs of Defence I know that we are pretty well up with other nations on how we look after our people and families. But that doesn’t mean that we don’t continue to look for opportunities to do better.

You visited ADF personnel on operations in the Middle East Region during December and January: how did you find the morale of our people?I flew on a KC-30 mission in support of the Mosul operation and got a chance to talk to the technicians and aircrew. They understand the importance of their mission and they’re very proud of what they’re doing.

In Taji our people were gearing up to train about 2000 federal police, and are directly seeing the results of what we’re doing. A number of units that have trained with Task Group Taji have come back through Taji and they have developed

WITH THE CDF

special relationships with the Australian trainers.

I was also privileged to spend some time with our Special Operations personnel who are closely advising and assisting the Iraqi Counter Terrorism Service as they lead the fight to retake Mosul. They are doing an absolutely magnificent job.

How effective do you rate our performance on operations?It is second to none. We can be guaranteed to deliver. We stay within the bounds of the mission and all of the overseas military chiefs

I’ve spoken to praise the efforts of our men and women.

How satisfied are you with the services and support offered across Defence for our people in the areas of health, welfare, housing, remuneration and retention?It’s always an area to keep an eye on. I’ve visited Defence Housing Australia a number of times to look at their performance and make sure they keep providing world-class housing that’s also affordable, especially for those who live in places like Sydney.

Our health programs are well established, but

there are areas that can be improved and we take feedback on those. The mental health initiatives we have coming down the track are important and should make a difference for our people in the future.

Obviously, I look at how our conditions on operations compare to other nations and I think in many areas we lead.

A key area for me this year will be to develop an appropriate workplace remuneration arrangement to be in place in November. I’ll be discussing that with the Government soon and I’ll be looking to get information out to people as this process develops.

18 Defence Issue 1 2017 19Issue 1 2017 Defence

“WE STAY WITHIN THE BOUNDS OF THE

MISSION AND ALL THE OVERSEAS MILITARY

CHIEFS I’VE SPOKEN TO PRAISE THE EFFORTS OF OUR MEN AND WOMEN.”

The Chief of the Defence Force, Air Chief Marshal Mark Binskin, with personnel from the Air Task Group Air mobility element during his visit to Australia’s main operating air base in the Middle East Region. Photo: Corporal David Gibbs

21Issue 1 2017 Defence20 Defence Issue 1 2017

TEN STEPS TO BOOST

WORKFORCE A dedicated team has identified the biggest

risks to the Defence workforce and developed a strategy to shore up its future

Members of the Defence Strategic Workforce Plan Analysis

Team go over the final edition of their plan. From left, Kim

Anderson, Wing Commander Ian Kirkham, Kathryn Buoro, Wendy

Wallace-Pannell, Commander Greg Chesher, Tanya Sargeant

and Colonel Paul Robards.Photo: Corporal Dan Pinhorn

THE Defence Strategic Workforce Plan (DSWP) 2016-2026 identifies 10 action areas to address risks to the delivery of Defence’s future workforce.

The team behind the plan, which was released after it was endorsed by the First Principles Review Implementation Committee, identified the risks through an analysis of the Defence White Paper requirements and the internal and external workforce environment.

The plan lists 10 actions to address risks in attraction and recruiting, education and training, learning and development, career and talent management, workforce mobility, transition and re-engagement, and partnerships with other government departments, industry and academia.

Colonel Paul Robards headed the development of the DSWP, which started in October 2015. While Paul remained hands-on, the task required a team effort and involved many of the people from the Directorate of Strategic Workforce Planning and Analysis within Defence People Group.

The core team included Major Martyn Rutty, Tanya Sargeant, Wendy Wallace-Pannell and a contractor, Tony Wallace, of Ernst & Young.

Among other things, the core team produced the external environmental analysis, which examined the external drivers likely to affect the Defence workforce in the coming decade. These external drivers were examined from political, economic, social, technological, environmental, legal and industry perspectives.

Much of the success of the DSWP is due to

the detailed workforce analysis used to support the identification of workforce risks. In addition to the environmental analysis, workforce analysis was also undertaken for the individual services, the Defence APS, and priority workforce segments such as health, intelligence, science and technology.

This analysis was provided by other directorate staff, including Kim Anderson, Gaye Mitchell, Commander Greg Chesher, Lieutenant Colonel Chris Kitchin and Wing Commander Ian Kirkham. Supporting data was sourced and provided by Kathryn Buoro and John Morgan.

Tanya says the work was fast-paced, interesting “and required us to step wholly into the strategy space”.

“We needed to thoroughly examine all the internal and external influences on Defence and its workforce, the current state of the workforce and the workforce we need in future,” she says.

“By brainstorming the mitigation strategies for the major risks, we were able to identify some viable solutions to issues faced by Defence so it can maintain the workforce it needs to face future challenges.”

Martyn says that although the team was guided by the Australian standard, “Defence is unique when it comes to workforce and we had to be responsive and adaptive because of this”.

“There is no other government department with anything close to Defence’s complexity when it comes to workforce,” he says.

The release of the DSWP satisfies Recommendation 4.1 of the First Principles Review and is aligned with the capability requirements of the Defence White Paper.

“THERE IS NO OTHER GOVERNMENT

DEPARTMENT WITH ANYTHING CLOSE TO

DEFENCE’S COMPLEXITY WHEN IT COMES TO

WORKFORCE.”

The Head of People Capability, Defence People Group, Rear Admiral Brett Wolski, says the DSWP team has analysed the internal and external workforces.

“It has identified opportunities to improve the people system, identified areas of risk and developed actions to address these. The plan will ensure that Defence is able to deliver and sustain future workforce requirements,” he says.

The Director General of Workforce Planning, Defence People Group, Brigadier Natasha Fox, says workforce planning is a continuous process.

“As such, it is part of the Defence corporate

planning cycle and is embedded in force design and the capability life cycle. The actions in the plan will be of benefit across the whole organisation,” she says.

For the team’s leader, Paul, the plan was more than an analysis.

“Developing the DSWP has been a significant achievement but the key to success will be the implementation,” he says.

For information on the DSWP, visit http://drnet.defence.gov.au/People/WP/Strategic-Workforce-Planning-and-Analysis/Pages/Defence-Strategic-Workforce-Plan.aspx

MAJOR MARTYN RUTTY, WORKFORCE ANALYST

23Issue 1 2017 Defence22 Defence Issue 1 2017

FLEXIBILITY IS THE KEY

The Total Workforce Model is offering members more freedom in their work-life balance

THE ADF Total Workforce Model is offering a different way of thinking about how people in the Services contribute to capability.

Launched last year, the Total Workforce Model addresses the way ADF members serve, so an understanding of the changes it brings is important for Defence APS staff who supervise or manage ADF personnel.

The model’s functionality will help APS managers meet their capability obligations while supporting ADF members who seek to better balance their commitment to their military careers with obligations outside the ADF.

The Director General Defence Community Organisation (DCO), Paul Way, is responsible for both ADF and APS personnel at 22 DCO offices across Australia.

Military Support Officers (MSOs) provide one of DCO’s key support roles to ADF members and their families across Australia. Importantly, MSOs step in to assist in times of crisis, including bereavement and serious injury or illness.

“The MSO role is an inherently flexible one, with regular short-notice out-of-hours requirements,” Paul says.

“The Total Workforce Model helps me ensure the integrity of the MSO function while allowing the MSOs the flexibility they may need from time to time.

“Additionally, the ability to call on the skills inherent in the Reserves – in a job-share arrangement, or as a part-time or permanent replacement for the incumbent of the MSO position – results in a good outcome for all concerned.

“The full-time ADF MSO gets increased flexibility, the Reservist gets to make a meaningful contribution, and Defence capability is maintained, ensuring there is no drop in the level of support the MSOs provide to local command, ADF members and their families.”

Paul welcomes the introduction of the model and the additional flexibility it offers.

“It will provide commanders and APS managers with options for meeting their obligations to deliver capability. Being able to more readily call upon the skills and experience that’s vested in the Reserves and providing them with greater certainty and stability will better enable commanders and managers to give positive consideration to applications for flexible service,” he says.

“Significantly, giving people the space and time they need to deal with the various pressures of life will, I think, result in them staying in the Permanent/Regular or Reserve force longer than they might otherwise have done – a win for the individual and a definite win for the ADF.”

Permanent/Regular ADF members have had access to part-time leave without pay and other flexible work arrangements for more than a decade, but the new model improves and builds on those provisions.

With approval, Permanent/Regular members can adjust their service obligation to other than full-time, precluding the need to take leave. They can render a pattern of service tailored to meet both the capability needs of Defence and their personal needs. This pattern of service may be days per fortnight, weeks per month or even months per year and alternate locations.

“Members may need flexibility to assist with providing care and support to other members of their family such as their partner, parents or grandchildren. Other members may wish to serve other than full-time to pursue non-Defence related interests or studies,” Paul says.

Paul says he is glad for the opportunity to use the model to allow ADF members in DCO to “maintain a balance between their personal and working lives, and at the same time maintain the levels of support we need to provide to command, ADF members and Defence families”.

THE ADF Total Workforce Model features a new structure of service categories and service options in which people serve.

What are service categories?Service categories group members according to their approved availability to serve.

Types of service categoriesService Category 1 – Defence CiviliansDefence APS employees who are force assigned.Service Category 2 – ReserveReserve members who do not render service and have no service obligation. They are liable for call out.Service Category 3 – ReserveReserve members available for voluntary service, or are rendering service, with the level of service obligation applied at the Service’s discretion. They are liable for call out.Service Category 4 – ReserveReserve members available for voluntary service to provide capability at short notice, with the level and pattern of service obligation applied at

the Service’s discretion. They are liable for call out and available to be ‘called for’.Service Category 5 – ReserveReserve members who agree to a specified pattern of service within or across financial years. The level of service obligation applied at the Service’s discretion.Service Category 6 – Permanent/RegularPermanent/Regular members rendering flexible service, who are subject to the same service obligations as Service Category 7 members. Transfer to Service Category 6 is subject to approval and is dependent on the unit’s capability requirements.Service Category 7 – Permanent/RegularPermanent/Regular members rendering full-time service.

What are service options? Service options are ways members from a variety of service categories may be approved to serve. Service options relate to specific service categories and are not applied independently.

They are applied additional to a member’s service category.

Service Option C – Continuous Full-Time Service This service option applies to reserve members from Service Categories 3, 4 or 5 who are approved to provide continuous full-time service. Service Option C is available to Reserve members at the Service’s discretion.

Service Option D – Dual Employment This service option applies to Permanent/Regular members in Service Category 6 or Reserve members in Service Category 5. These members render service in Defence and (alternately) work for a civilian employer under a formal shared “dual employment” arrangement.

• For more information about the ADF TWM, visit the TWM intranet site. Those registered on ForceNet should visit the ADF TWM page. Members can email any questions or feedback to [email protected]

Ernst & Young consultant Michael Brinums, right, discusses the Total Workforce Model with Flying Officers Daniel Jaber and Olivia Quattrocchi at RAAF Base Richmond.Photo: Corporal Oliver Carter

NEW SERVICE CATEGORY STRUCTURE

25Issue 1 2017 Defence24 Defence Issue 1 2017

BENEFITS OF CHANGE

Roxanne Kelley was awarded a Public Service Medal for her efforts in leading the team implementing the First Principles Review

Corporal Max Bree

A SWEEPING view of Canberra’s Blamey Square emerges as you enter the office of Roxanne Kelley, who was appointed Deputy Secretary Defence People Group in

November 2016.Even more impressive are the changes

brought about by Roxanne’s previous work on the First Principles Review.

Her efforts in leading the team implementing the 75 recommendations the Government agreed to have led to a Public Service Medal in this year’s Australia Day honours. The citation states that Roxanne has made a “substantial contribution to the reform efforts under way to improve the efficiency and effectiveness of the Department of Defence”.

Roxanne is pleased at the positive feedback about the reforms.

“A lot of people are saying Defence is an easier and friendlier place to work. People are saying the committees are much more collegiate, with more honest and open discussion,” she says.

“There’s a lot more focus on what’s in the interests of the organisation and what we can do for government. A mindset change is happening and we’ve made good progress only 18 months after the report was released.”

Roxanne regards her Public Service Medal as a team effort.

“I look at myself as being the conductor of the orchestra. I had a small, smart, skilled team that worked with me. My role was to make sure we were focused on the strategy, the performance and the people,” she says.

She was shocked when a special letter arrived in her letterbox.

“I got a letter that had the Governor-

General’s insignia. When I read it, I was a bit emotional. It was just such an honour, it was a real surprise,” she says.

“My whole family – my husband, sons, parents and siblings were very excited and proud. I was very touched by the number of congratulatory messages I received.”

Roxanne began her Public Service career with the Queensland Government and then moved on to Centrelink, Customs and Border Protection, and Defence.

She was fairly new to Defence when the First Principles Review was announced and was excited about the opportunity to lead the departmental secretariat working with the external review team.

The review team featured five eminent people including senior people from the private sector, two former Ministers and a former Service Chief. They were reporting directly to government on their findings and it was here Roxanne needed to walk a fine line between the ideas being presented to ensure both the review team and Defence’s interests were looked after.

“There were particular things that external people would say about Defence and people on my team were saying ‘do they really think that about us?’ ” she says. “You needed to maintain the integrity of what the review team was hearing from a range of people and make sure their findings were accurate, but not too harsh.”

Roxanne made sure relationships were managed while being open to conflicting points of view.

“It helps if you like engaging with people. Lots of it was making sure you were connecting with the right people and keeping in contact,” she says. “The review was very honest and hard hitting, with the Secretary and the Chief of the

Defence Force agreeing with all but one of the review team’s recommendations and saying to the organisation ‘we now need to get on and do this’.”

With the review report complete, Roxanne noted that it was really the end of the beginning. The hard work really started with implementation. With enough rapport built up, Roxanne says it is possible to make things happen when outcomes need to override personalities.

“Sometimes we had to say ‘no, this has to happen’ or what you are doing is not meeting the intent of the review,” she says. “If you’ve established those relationships and people know you’re an authentic operator who is trying to be helpful, then generally people are very cooperative.”

“LEADERS HAVE GOT TO BE COURAGEOUS

BUT IT’S IN THE CONTEXT OF BEING

CARING, RESPECTFUL AND WANTING A GOOD

OUTCOME.”ROXANNE KELLEY,

DEPUTY SECRETARY DEFENCE PEOPLE GROUP

As Deputy Secretary Defence People Group, Roxanne is still involved in prioritising implementation of the First Principles Review with a focus on helping leaders be accountable for productive and healthy workplaces.

Roxanne says the biggest lesson from her career is to provide staff with clarity and direction.

“Sometimes being very honest is the kindest thing you can do. That helps people improve what they are doing; if you don’t get honest feedback you can’t improve,” she says.

“Managers have got a bit frightened about being really honest because they think they’ll get a complaint against them. Quite often it’s about how you deliver the message. It’s the context you create; if it’s out of the blue and you haven’t had an ongoing dialogue, then people probably will get a bit upset. Performance discussions are not a twice a year event.

“You need to be having conversations about performance all the time,” she says.

“Leaders have got to be courageous but it’s in a context of being caring, respectful and wanting to deliver a good outcome.”

Roxanne started her career as a speech therapist before she developed a passion for management after acting in her boss’s position. From there, she won a permanent manager’s spot and kept moving upwards.

Much her career has involved changing roles or overseeing organisational change.

“I see the opportunities in everything. At work, if there’s an issue that needs to be resolved then I look at how we get that done with a positive outcome,” she says.

“I enjoy change and like to do different things. I do change things around at home. I like nice shoes, I do change those out a bit. But I’ve had the same hair colour for a while and I

haven’t changed my husband out – I’ve stuck with him.”

She acknowledges that change might frighten people “because it’s impacting their lives”.

“I try and be respectful of that and how we can work through it,” she says.

In her spare time, Roxanne enjoys following the cut and thrust of politics here and overseas, making the television show House of Cards one of her favourites.

“The UK with Brexit and the US with Trump – I find it fascinating to look at what’s driving some of that,” she says.

The mother of two also frequently reads Scandinavian crime novels. “My husband often asks if I’m planning to do him in,” she says. Having a busy job, she also likes to spend time catching up with family and friends – good food, good wine and interesting conversations.

The Deputy Secretary Defence People Group,

Roxanne Kelley, in her office overlooking Blamey Square

in Canberra.Photo: Leading Seaman Jayson Tufrey

27Issue 1 2017 Defence26 Defence Issue 1 2017

THE SOUND OF SILENCE

Thirty years of research earn Dr Brian Ferguson the Minister’s Award for Achievement in Defence Science

ASCIENTIST who exploited the science of sound to pinpoint military threats under water and over land has been recognised with the Minister’s Award for

Achievement in Defence Science 2016.The Minister for Defence, Senator Marise

Payne, presented the Principal Scientist (Acoustic Systems Science) at Defence Science and Technology Group – Sydney, Dr Brian Ferguson, with the award on 10 November.

The Minister says the improved level of situational awareness resulting from Brian’s work has provided ADF commanders with a significant capability edge, enabling Defence resources to be used more effectively against military threats.

“With his innovative mathematical analysis and modelling, he demonstrated acoustic signals were directly related to the course, speed and identity of ships, submarines, aircraft and even speeding bullets and artillery rounds in the battlefield,” Marise says.

“If it made a sound, Brian could detect it, classify it, localise it and track it.”

She says an acoustic localisation system, based on algorithms Brian developed, was deployed to geolocate mortar fire from insurgents, saving the lives of coalition forces and innocent civilians during Operation Iraqi Freedom.

“It has been said that Brian’s work always embodies a novel approach, is always experimentally verified and usually finds its way into real systems,” she says.

“This is the hallmark of a successful scientist and Brian’s solutions have entered into service with the Australian Army and Navy as well as with military and civilian services in the US.”

Brian says he is grateful for the opportunities, encouragement, support,

resources and leadership Defence has always made available to him.

“That has enabled this series of achievements,” he says.

Brian says his chance to undertake compelling science came in 1984 when he was offered a research scientist position at the RAN Research Laboratory in Sydney.

“My boss was the late John Waller, the son of Captain Hec Waller, the commanding officer of HMAS Perth I,” he says.

“John would have been nine when he lost his father, who went down with his ship against heavy odds during the Battle of Sunda Strait in early 1942.”

Brian says John’s mission was to equip the Oberon-class submarines with state-of-the-art sonars, designed and built in Australia.

“John believed Australian submariners deserved the world’s best sonars – terms like ‘regionally-superior sonars’ were alien to him,” he says.

“The period 1984-1994 were the halcyon days of submarine sonar research and development in Australia.

“We knew our Team Waller was having operational impact, that the science was compelling, because after at-sea test and evaluation, all the experimental sonars we built stayed on board and became operational.

“The pride of the Oberon Squadron was the boat that undertook the black mission each year and it was this one that had the laboratory’s sonars fitted.”

Brian says he worked for the late Lieutenant Colonel Rik Modderman in 1996 on reintroducing acoustic sensors (after 60 years) to the battlefield to complement

Sergeant Dave Morley

The Minister for Defence, Senator Marise Payne,

presents Dr Brian Ferguson with the 2016 Minister’s

Award for Achievement in Defence Science.

Photo: Lauren Larking

radars for automated wide-area surveillance, reconnaissance, intelligence and target acquisition.

“My acoustic detection, classification, localisation and tracking algorithms were all tested using real data for every type of sound source in the Army’s inventory, including air vehicles, ground vehicles, engineering plant and weapons,” he says.

“Under Defence science and technology agreements with the US and NATO, these algorithms have been transitioned into operational systems currently in service with US and NATO land forces.”

Lieutenant Colonel Modderman’s son,

“BRIAN’S SOLUTIONS HAVE ENTERED SERVICE WITH THE AUSTRALIAN

ARMY AND NAVY AS WELL AS WITH MILITARY AND CIVILIAN SERVICES

IN THE U.S.” SENATOR MARISE PAYNE, MINISTER FOR DEFENCE

Colonel Eric Modderman attended Brian’s presentation ceremony on behalf of his late father.

In 2009 Brian received the NATO Scientific Achievement Award and in 2011 he received the Science and Technology Achievement Award from the Technical Cooperation Program.

He was awarded the prestigious Silver Medal in Signal Processing in Acoustics by the Acoustical Society of America in 2015 for contributions to in-air and in-water acoustic classification, localisation and tracking.

The silver medal is presented to individuals for contributions to the advancement of science, engineering or human welfare through the application of acoustic principles, or through

research accomplishment in acoustics. He is only the third person, and the sole non-American, to be given this honour in the 87-year history of that society.

Brian is a Fellow of the Institution of Engineers (Australia), a Chartered Professional Engineer and a Fellow of the Acoustical Society of America.

He has published more than 40 papers in peer-reviewed journals, authored or co-authored three book chapters and published more than 50 papers on the proceedings of international conferences.

The Minister’s award recognises outstanding contributions made by an Australian Defence scientist to Defence capability.

29Issue 1 2017 Defence28 Defence Issue 1 2017

LESSONS FROM JOINT

MISSIONThe experiences of a whole-of-government team in Afghanistan are helping build interagency capacity

TWO years of work by a cross-agency team has culminated in the release of the first public whole-of-government lessons report on Australia’s commitment to Afghanistan.

The report considers Australia’s approach to Afghanistan in the period 2001-2013.

It identifies 17 lessons to improve interagency cooperation for future complex overseas missions.

The Minister for Defence Personnel, Dan Tehan, released the Afghanistan: Lessons from Australia’s Whole-of-Government Mission Report at Parliament House on 30 November 2016.

A cross-agency team coordinated the report with the Australian Civil-Military Centre, including representatives from Defence, the Department of Foreign Affairs and Trade, and the Australian Federal Police.

The former Secretary of Defence and Australia’s Special Representative to Afghanistan and Pakistan, Ric Smith, led the review.

Australia’s involvement in Afghanistan began as a military operation in 2001-2002, which included significant humanitarian assistance.

From 2005, Australia’s commitment began evolving into a whole-of-government mission, and by 2009 Australia had personnel from the Department of Foreign Affairs and Trade, including the Australian Aid program and the Australian Federal Police, working in Afghanistan alongside the ADF.

Afghanistan was the most warlike environment in which an Australian government team had operated in the field in the modern era.

The Australian Civil-Military Centre’s Executive Director, Alan Ryan, says while each overseas mission has its own particular circumstances, Australia can take important lessons from the Afghanistan experience.

“This report provides a valuable framework to prepare for, and implement, future complex overseas operations. The lessons have been incorporated into operational planning and preparedness,” Alan says.

“This report has been an enormous team effort. It has benefitted from Ric Smith’s exceptional breadth of experience. He worked with an Australian Civil-Military Centre team, which brought together a range of skills in civil-military-police coordination.”

He praised the efforts of the centre’s Director of Concepts and Capability, Amanda Coghlan, who “guided this program from day one and has done an extraordinary job”.

Amanda says the final report is the product of great collaboration.

“The entire team worked together to achieve cross-agency consensus and the end result is a report signed off by four agency heads. This was a huge commitment and I’m really proud of what we’ve achieved,” Amanda says.

“The lessons developed will not only support Australian capacity building but will also inform our international partners.”

The Australian Civil-Military Centre builds civil, military and police capabilities to prevent, prepare for and respond to conflict and disasters overseas.

The report is available at www.acmc.gov.au/afghanistan

The leader of the review team, former Secretary of Defence and Australia’s Special Representative to Afghanistan and Pakistan, Ric Smith (second from left), with the team that compiled the report on Australia’s whole-of-government mission in Afghanistan.Photo: Corporal Dan Pinhorn

  Involve all relevant departments and agencies in whole-of-govern-ment policy development and planning from the outset.

  Establish a senior level interagency group to oversee policy develop-ment and provide high-level advice to the National Security Commit-tee of Cabinet and the Secretaries Committee on National Security.

  Recognise the value of civil-military co-leadership in the field.  Develop principles and protocols at the start of the mission to define

working relationships and responsibilities between different services and agencies.

  Collective mission preparation involving military, civilians and police, including exercises focused on developing cross-agency relationships at the headquarters level.

  Establish a cross-agency public affairs capability to highlight the whole-of-government nature of the mission.

  Synchronise posting and deployment cycles for civilian, military and police personnel.

  Task the Australian Civil-Military Centre with providing a standing whole-of-government lessons learned capability for overseas missions.

Andy Anderson

KEY RECOMMENDATIONS OF THE REPORT

31Issue 1 2017 Defence30 Defence Issue 1 2017

NEW CHAPTERSKatharine Martin and Kimiah Alberts

Personnel from around Australia gather in Canberra for Defence Aboriginal and Torres Strait Islander Network conference

Aboriginal dancers Wirajuri Echo perform at the Defence Aboriginal and Torres Strait Islander Network national conference in Canberra. Photo: Grace Costa

CHANGE, challenge, opportunity – three words that formed the theme for the 2016 Defence Aboriginal and Torres Strait Islander Network (DATSIN) conference.

About 230 delegates from all over Australia travelled to Canberra for the conference, which was held from 5-6 October.

It was facilitated by former soldier Norm Laing, a Dunghutti man from Kempsey, New South Wales. Norm served in the Army from 1995-2002 and was one of the first Indigenous graduates of a Bachelor of Law, specialising in Indigenous and Native title law.

Norm is currently the Independent Chair of the Cultural Advisory Group for the Directorate of Indigenous Affairs and he shared his insights into both Defence and Indigenous culture.

“A highlight for me was ensuring that the Indigenous personnel attending actually saw that there is a lot of support,” Norm said.

“I did say throughout the conference there is no better time to be an Indigenous person in Defence. This is due to the programs and pathways available to not only enter the ADF,

but also to have a long term career in the APS or ADF.”

The conference also had a number of successful and inspiring Indigenous speakers who shared their stories, wisdom and accomplishments.

The Associate Secretary, Brendan Sargeant, and the Vice Chief of the Defence Force, Vice Admiral Ray Griggs, both shared their insights into the work of change and the importance of the DATSIN conference.

“For me, change begins with listening to someone else’s story, and that story helps us to see something that we didn’t see before we heard it,” Brendan says.

“I urge you, in your life in Defence, to tell your stories and to challenge people to listen. Help us, all of us, take the opportunity to see what is worth seeing.”

The Vice Chief of the Defence Force says diversity is a key issue for Defence but it is also a capability issue.

“The more tolerant, inclusive and diverse we are, the more we can harness the different experiences and perspectives of each individual

to strengthen our organisation,” Ray says. The conference provided an opportunity for

DATSIN members to discuss the development of regional chapters. Each State and Territory will have a chapter, which is a DATSIN group for each major area.

The DATSIN network grew from 432 members last June to 475 as of January 2017.

The Director of Indigenous Affairs, Michael Howell, says the intention is to create six chapters as sub networks of the larger DATSIN network, which will allow the network to function more effectively across Defence.

“Whether you’re Aboriginal, Torres Strait Islander or non-Indigenous, the more people we have engaged and involved in the DATSIN chapters will provide an opportunity to spread the word and create change in Defence,” he says.

DATSIN members visited the Australian War Memorial for the ‘For Country, For Nation’ exhibition and were also invited to attend the Last Post ceremony where volunteers laid two wreaths at the pool of reflection.

DATSIN participant

Katharine Martin.

Proud to be part of a great mob

WHEN I first walked through the doors of the QT Hotel, I was overwhelmed by emotion

and nerves. This was my first Defence Aboriginal and Torres Strait Islander Network (DATSIN) conference and I had no idea what to expect.

My nerves were quickly put to rest as I was welcomed by the warmth and openness of the attendees.

A number of successful and inspiring Indigenous speakers shared their stories, their wisdom and their accomplishments.

It was heartwarming to know so many in the room share similar hopes for the future and have overcome adversity to become strong Indigenous leaders and role models.

Guest speaker Marcus Pedro highlighted this perfectly with the words, “my mess now becomes my message”.

I drew inspiration from the strength of each presenter; particularly how they have channelled any hardship or adversity to have a positive impact on their communities. It has made them stronger and wiser and not only powerful, but also endearing, community leaders.

In addition to inspiring, Marcus shared a modernised interpretation of Indigenous dance moves to a popular song and managed to have everyone join in. It gave the room a sense of community and brought smiles to everyone’s faces.

Defence’s Indigenous elders Uncle Harry and Uncle Roy joined us for

the entire conference and we were privileged to learn from them. They were also accompanied by the Navy Indigenous Affairs Adviser, Chief Petty Officer Ray Rosendale. The three inspiring leaders were all asked to share their personal journeys.

Uncle Roy provided advice on embracing change, challenge and opportunity. “Education is a big thing. Build on it. Remember who you are and where you come from. Don’t be afraid to stand up and be counted.”

On the final day a handful of volunteers, including myself, joined members of the Navy Indigenous dance group Bungaree to perform an Indigenous dance. Having been a member of an Indigenous dance group when I was younger, it felt incredible to participate again.

The delegates welcomed the dance with excitement and the entire room joined in to celebrate the incredible network that is the DATSIN.

Guest speaker Katrina Fanning shared with the group the power that the DATSIN can have: “Lots of effort in little places, isn’t the same as a tsunami of hope in one.”

I am sure I am not alone in agreeing with her and sharing that the DATSIN is more than a professional network, it is a family; a family I am proud to call my mob.

Change, challenge and opportunity – there is power in our hands. It’s a network and a conference to remember.

– Katharine Martin

“The speakers were from diverse areas of Defence, which gave all attendees the chance to relate to and be inspired by the positive role models. Overall, it gave attendees the opportunity to be motivated to embrace our beautiful culture and continue to grow within Defence.”Carmen Amos Trainee, Edinburgh Parks, SA

“Inspiring, engaging. Countrymen coming together to be recognised for who and what we are and the sacrifices we have made. It showed that we are welcomed as it was directed from mob to mob but the Maori officers show us we still have a long way to go.”Cecil Keed Assistant Program Officer, Brindabella Offices, ACT

“The highlight for me was meeting Uncle Roy Mundine. I had been trying to contact him since I read about him being in Malaya and Vietnam when my Dad was.”Linda Eggert Trainee, Lavarack Barracks, Townsville

“DATSIN gives employees great opportunities to develop their network and keep current with Indigenous initiatives across Defence. I looked across the room and suddenly realised I was surrounded by current and future leaders and I know the future looks bright.”Aubrey Ribbons HR officer, Russell Offices, ACT

“I particularly enjoyed the story time presented by Ray Rosendale, Uncle Roy Mundine and Uncle Harry Allie. Their presentations were inspirational and informative. I gained a greater understanding of what it means to serve our country and also an appreciation of some of the challenges they faced serving as Indigenous people.”Cindy Prior Trainee, HMAS Stirling, WA

“It is exciting to see how the DATSIN has grown in size and profile. It is a great opportunity to share our stories and experiences, support and encourage each other, and keep up-to-date with programs and policy that support Aboriginal and Torres Strait Islander members. Chaplain Ivan Grant Senior Chaplain, Russell Offices, ACT

“As a first-time attendee, I was impressed by the professionalism shown by all, which provided a safe environment for attendees to speak freely. The reward was greater collaboration between a vast group of like-minded people, resulting in the creation of innovative ideas. Outcomes from the conference have had a direct effect on the daily business of the Regional Indigenous Liaison Officer Network in Army.”

Major Vivian Law OIC Regional Indigenous Liaison Officer Network, Russell Offices, ACT

“This was my first DATSIN conference and I thoroughly enjoyed the entire program. The cultural speakers were inspirational and the educational speakers were equally enigmatic. My favourite speakers were those from New Zealand, as their outlook on culture recognition in their Defence Force should be something to which our own Defence Force should aspire.”Amanda Jones Trainee, Campbell Park, Canberra

COMMENTS FROM DATSIN ATTENDEES

SOUND PROPOSAL FOR YAMPI

YAMPI Sound is a beautiful and vast stretch of land in West Kimberley, Western Australia, which Defence has owned and used as an official training area for the ADF since the 1970s.

In August last year, Defence signed a contract to partner with the Australian Wildlife Conservancy (AWC) to trial its land management and conservation services throughout the 560,000 hectare Yampi Sound Training Area for an initial term of six years and a renewal term of two years.

Yampi is home to more than 1000 plant species, a large number of animal species including more than 50 mammal species, more than 170 bird species and about 100 reptile species, many of which are endangered.

The partnership with the AWC enhances the protection of several of these species, which are among some of Australia’s most endangered.

So, how did this all come about?

In 2015, the then US Ambassador to Australia, John Berry, an ardent conservationist, introduced the Secretary of Defence, Dennis Richardson, to the work of AWC.

The environmental benefits were obvious, and as a consequence, the Deputy Secretary Estate and Infrastructure Group (E&IG), Steve Grzeskowiak, brought together a dedicated group of people to ensure Defence could trial AWC’s innovative approach to land management service delivery at Yampi.

This E&IG Defence Operations Training Area Management team included Lieutenant Colonel Saad Omari, Major Glen Kuschert and Warrant Officer Class 2 Shawn Denniss; the E&IG Infrastructure’s Heritage and Biodiversity Conservation’s Frederick Ford and Helen Blain; Capability Acquisition and Sustainment Group’s Director Non-Materiel Procurement and Logistics, Rob McGrath; and E&IG Service Delivery Division’s Director Land Management & Utilities, Julie Groenendijk.

Defence has partnered with the Australian Wildlife Conservancy to help preserve some of Australia’s most endangered species

Photo courtesy Australian Wildlife Conservancy

Amy Brosnan

35Issue 1 2017 Defence

“OUR INTENT WAS TO LOOK AT WAYS IN WHICH

WE COULD APPLY THE EXPERTISE AND LAND

MANAGEMENT PRACTICES OF AUSTRALIAN WILDLIFE

CONSERVANCY TO OPTIMISE ENVIRONMENTAL

OUTCOMES OVER TIME.”ROB MCGRATH,

DIRECTOR NON MATERIEL PROCUREMENT AND LOGISTICS

The Acting Assistant Director Environment and Heritage Policy Development, Frederick Ford, and the Director Environment and Heritage Policy Development, Helen Blain, look over maps of Yampi Sound.

Lieutenant Colonel Saad Omari says the team set about developing a procurement plan, scope of works and ultimate contract documents.

“Working as an integrated team, our aim during the contract development process was to ensure the primary purpose of Yampi supported ADF training and that capability development remained paramount,” Saad says.

“However, the delivery of conservation-focused land management services was required as a key enabler to the future sustainable development of Yampi.

“Our plan is to improve access and training facilities, starting with the opening of a high-explosive impact area this year.

“As Yampi is an area containing significant biodiversity values and is listed on the Commonwealth Heritage List, the AWC contract will support our range management work and the decision making for future development proposals.”

The Assistant Director Environment and Heritage Policy Development, Frederick Ford, says partnering with a non-government organisation in this way marks a first for Defence.

“It’s fantastic for Defence, as a Commonwealth agency, to be able to point directly at contracted services and show how they are specifically implementing Commonwealth biodiversity strategies and goals, and that the successful outcome of the contract for both Defence and the AWC is directly linked to successful biodiversity outcomes,” Frederick says.

“Defence contractors already provide a wide array of services that contribute to good biodiversity management, but for the first time we are prioritising and singling out this area of management as the sole focus of a service contract.”

Rob McGrath says from a procurement perspective, “our intent was to look at ways in which we could apply the expertise and land management practices of AWC to optimise environmental outcomes over time”.

“The challenge was to ensure we could test the applicability of this kind of conservation land management approach, and review its effectiveness for application in other operational environments,” Rob says.

Project lead Julie Groenendijk says working on the unique project was enjoyable.

“All members of the team share a passion for the environment and for the success of the innovative service delivery model,” Julie says.

“Watching each team member display their subject matter expertise in such a professional and determined way was a privilege to witness.

“I truly believe that collectively we have achieved a great outcome for Defence and its strategic environmental aims.”

Central to the success of the partnership is the involvement of Yampi’s traditional owners – the Dambimangari people. The initiative will deliver a significant increase in Dambimangari

involvement at Yampi through employment within AWC’s on-ground team, training and ongoing engagement in the design and delivery of fire management and other land management strategies.

According to the Secretary, partnering with a non-government organisation in this way enables Defence to meet its environmental strategic aim by integrating a contemporary business model with the traditional land management and conservation practices of the local Indigenous community.

“Defence welcomes innovative approaches to service delivery and this partnership will improve the knowledge of ecosystems at Yampi and advance conservation outcomes for this important land area,” Dennis says.

34 Defence Issue 1 2017

C ELEBRATIONS of International Day of People with Disability produced a fourfold increase in the number of events held at Defence sites across the country. Activities

ranged from public lectures to morning teas.Defence also participated in the “Lights

up for People with Disability” campaign by projecting the colours blue (representing accessibility) and orange (diversity and harmony) on to nine buildings between 28 November and 2 December 2016.

The initiative included buildings at Garden Island in Sydney, Keswick Barracks in Adelaide, Victoria Barracks in Victoria and Brisbane, and the Milne Bay Museum in Toowoomba. Also lit up were the Defence Fuel Installation Tanks at Cairns and the Heritage Gate at RAAF Base Darwin.

The Secretary of Defence, Dennis Richardson, marked the occasion at Defence’s flagship event by officially launching the Accessibility Hub and the Defence Administrative Assistance Program at Lavarack Barracks in Townsville on 30 November.

The Defence Administrative Assistance Program partners with local community organisations to give people with a disability

the opportunity to engage in meaningful work. Through this engagement, the program provides administrative support to bases in the regions. Operations in Townsville began on 17 October.

For program participant Jules, assisting at the 3rd Combat Service Support Battalion’s Woppity Café once a week is an opportunity to pursue his career goals in hospitality, while also increasing the morale of recovering soldiers.

“I look forward to working in the café – it’s my niche. I’ve been pursuing hospitality for the last 10 years, so when I was offered the job I took it. It’s nice to do something that people appreciate – it’s a good feeling,” Jules says.

Speaking at the launch, the Secretary highlighted the role people with disability have in Defence.

“The DAAP is a business proposition for the Department of Defence, enabling us to get work done which would not otherwise be done. Secondly, it’s about community engagement; being a big organisation situated right around the country, it is important that we should be engaged with the community,” Dennis says.

The launch was attended by the program team, members of the Defence Civilian Committee and representatives from 3rd Brigade. The support of 3rd Brigade, led by

the Senior ADF Officer at Lavarack Barracks, Commander 3rd Brigade Brigadier Chris Field, has been instrumental to the quick integration of the program into the Townsville region.

“We aim to create environments that enable people to reach their personal and professional potential,” Chris says. “The DAAP simultaneously enables potential for both participants and hosts in collegiate, interactive and productive workplaces. We believe the DAAP enhances capability for Defence in North Queensland, and throughout Australia.”

Local Townsville Disability Champion Stacey Brandon says she has seen the team grow “and their confidence grow, particularly because they’ve been so welcomed and embraced by the Defence community on base”.

“People can easily see the benefits of working in an integrated and inclusive environment. The administrative support which the DAAP teams provide has really taken the burden off units at the base, and frees up the military to focus on capability,” Stacey says.

• For further information on Defence’s disability programs, services and coming events, visit the Accessibility Hub on the intranet via PeopleConnect/Working in Defence/Workplace Adjustments.

SHINING LIGHTSDefence puts spotlight on national initiatives to mark International Day of People with Disability

The Secretary of Defence, Dennis Richardson, with some of the participants at the event in Townsville to celebrate International Day of People with Disability. Photo: Major Al Green

Erin McAuley and Siobhan Mitchell-Taverner

37Issue 1 2017 Defence

WE’RE AT YOUR SERVICE

Hayley Cosgrove

Service providers are leading the charge to improve customer experience

IMPROVED customer service has been rolled out across bases and establishments, with 60 key customer service personnel intent on leading the change.

The Service Delivery Reference Group comprises representatives from each of the corporate enabler groups throughout Australia and has been meeting monthly since May 2016.

Group member Les Moseley, of Base Operations at HMAS Cerberus, says there is a diversity of perspectives.

“There is a wide selection of staff involving a range of levels, geographical locations and services, which is excellent,” Les says.

He says one of the reference group’s real successes is that it brings the corporate enabler groups together, allowing for visibility and the sharing of information.

“Through the reference group, I’ve actually got a better understanding of what services the other corporate enabler groups deliver to their clients and also how our services interrelate,” he says. “It provides an opportunity for networking and establishing new working relationships with people.”

The Base Support Manager at Cerberus, Linda Pollard, says the main focus of the group is to look at ways to improve services for customers.

“They can get their heads together to decide the way forward and how we can actually provide this enhanced customer experience,” she says.

The Facilities Program Officer at Lavarack Barracks, Denise Devine, says the group meets

regularly to look at innovative ways to improve service delivery.

“We started in May and at our monthly meetings we brainstorm and map ideas on how we can improve service delivery and the customer experience,” Denise says.

“It’s about championing and driving integrated service delivery and keeping it moving across the nation.”

The reference group is leading proof of concept (PoC) workshops at different bases around Australia.

The workshops bring together local service providers and customers to generate ideas to ensure local services across IT, HR, security, finance and services on base are easy to access and use.

Linda says the best way to provide an enhanced customer experience is to work with customers.

“PoC workshops allow us to engage with the customer and come up with better ways of doing things that actually meet customer requirements,” she says.

The AGSVA team manager at RAAF Base Edinburgh, James Atkins, says the two-day PoC workshops are about leveraging local knowledge to improve the customer experience of services on base.

“It’s about getting together people from the base and find out their ideas about what can be done differently or what improvements can be made,” James says.

After day one, a visual wall of ideas is put forward from workshop participants in the form of an ‘ideas gallery’, which is an opportunity for

IDEAS HIT THE MARKETService Delivery Hub, Edinburgh

AS A result of the ‘ideas gallery’ at RAAF Base Edinburgh, a Service Delivery Hub has been trialled.

AGSVA team manager at Edinburgh, James Atkins, says it provides a single access point for customers to get help from service providers.

“One of the benefits for the serving members is that there won’t be a wrong door. They will always find someone who will take an interest and help them out” he says.

Captain Scott Alexander likes the concept because it is a complex environment to work in.

“It’s a big base and there are a lot of different people to talk to. To have one place to go and explain the nature of your problem and be directed from there; that’s an excellent idea,” he says.

The trial at Edinburgh ran from 5 October to 9 November 2016, and James says interest indicates potential for more work on the concept.

“This is the beginning of a change, not a trial that disappears,” he says. “Any change starts off small, and eventually momentum builds until you get to a tipping point. We’ve still got work to do, but you have to start somewhere.”

Pop-up kiosk, HMAS Cerberus

A ‘POP-UP kiosk’ trial is under way at HMAS Cerberus where service providers go out to trainees and recruits on base.

Cerberus successfully trialled the first kiosk in October 2016 with providers from the corporate enabling groups setting up a kiosk at the Engineering Faculty to answer questions. Les Moseley says being able to talk face-to-face is better for everyone involved.

“We have to get people out from behind their desks; we have to get people out meeting people and resolving problems,” Les says.

“So the kiosk solution is actually getting us out there to the customers in their environment.”

Ship’s Warrant Officer Brendan Woodsell says it is a great initiative.

“If trainees and recruits go to the kiosk and they have a question about leave or travel, they will get immediate feedback there and then, as opposed to going to customer service or going online,” he says.

The Base Support Manager, Linda Pollard, says the kiosks make life a lot easier.

“Trainees and recruits are not allowed to drive on base, so when you have half an hour for lunch, how are you supposed to find what you need?” she asks.

Cerberus plans to continue to have pop-up kiosks in three locations on a rotating basis.

Catering initiatives at Bandiana

AT BANDIANA, Defence personnel worked with trainees and contractors to discuss catering issues and look at opportunities to improve the dining experience.

As a result, food theme nights began and mess facilities are being upgraded.

The Acting Director Hospitality and Recreation Services, Julie Taeffe-Hill, says the team is trying to make the dining experience better for customers.

“We are offering alternative options, including healthier salad bar selections and make-your-own pizzas using fresh produce, in addition to more traditional hot meals,” she says.

36 Defence Issue 1 2017

the customers and enablers in location to view some of the proposed ideas and vote on those ideas in terms of service delivery improvement suggestions.

“On day two of the workshop they have a walk through of the ideas gallery, where anyone from the base is invited along to have a look and vote on an idea, or submit other ideas,” James says.

Ship’s Warrant Officer Brendan Woodsell initially attended the workshop at Cerberus with some trepidation, but enjoyed the experience.

“It was good because people actually listened to what we were saying and took it on board,” Brendan says.

Above: Members of the Service Delivery Reference Group held at HMAS Harman. Right: Neal McDonald discusses a point with Captain Scott Alexander at the RAAF Edinburgh Service Hub during its proof of concept trial.Photos: Leading Aircraftwoman Katharine Pearson and Corporal Craig Barrett

39Issue 1 2017 Defence38 Defence Issue 1 2017

At Edinburgh, Squadron Leader Peter Simpfendorfer attended the workshop ideas gallery to vote on service delivery ideas.

“I went during my lunch break and read the ideas and voted on the ones I thought would be the most beneficial,” Peter says.

“It was great to see the concepts – some of them were fairly small changes, but some of them were more far-reaching.”

More than 700 individuals across 13 bases have contributed to the PoC workshops so far by generating or voting on ideas for service improvement.

“People sometimes resist good ideas because they don’t feel like they are involved. This process has given us all an opportunity to be involved and take ownership,” James says.

Participants have identified more than 500 ideas throughout Australia, with the highest voted getting tested on local bases with customers. The process allows regional staff to trial these ideas with a view to implement them nationally if they work well.

Some of the initiatives Defence is trialling include: a pop-up kiosk at Cerberus a service delivery hub at Edinburgh catering initiatives at Bandiana.

For more information on the reference groups and the proof of concept initiatives, as well as other work under way to support service delivery integration, go to the Integrated Service Delivery Homepage at http://drnet.defence.gov.au/AssociateSecretary/DCES/Pages/default.aspx

Paul Bartolo provides advice to Able Seaman Luke Preston at a pop-up kiosk at HMAS Cerberus.

Members of the Regional Reference Group meet at HMAS Harman in Canberra. Photo: Leading Aircraftwoman Katharine Pearson

.

“I WENT DURING MY LUNCH BREAK AND READ THE IDEAS AND VOTED ON THE ONES I

THOUGHT WOULD BE THE MOST BENEFICIAL. IT WAS GREAT TO SEE THE CONCEPTS – SOME OF THEM WERE FAIRLY SMALL CHANGES,

BUT SOME OF THEM WERE MORE FAR-REACHING.”

SQUADRON LEADER PETER SIMPFENDORFER,

RAAF BASE EDINBURGH

VOICES OF REASONPeople Services is listening to its customers and making improvements

Ewa Dimond

Alexandria Smith, Sharron Thomson and Lieutenant

Commander Victor Yee queue up to receive

customer service from Gosia Kiwialo at Russell

Offices in Canberra.Photo: Corporal Dan Pinhorn

FEEDBACK from customer satisfaction surveys is leading to enhanced services across Defence. People Services now has a single entry point, Defence Security and

Vetting Services is processing more clearances, face-to-face information and communications technology (ICT) kiosks are making life easier for some and a new self-service tool brings together all the ICT services people need to move and manage their DRN account.

The Acting Assistant Secretary Vetting, Alice Manchester, says there has been a marked improvement in vetting services with the Australian Government Security and Vetting Agency (AGSVA) completing about 20 per cent more clearances in 2015-16 than in 2014-15.

“The average processing time for Negative Vetting 1 clearances has improved from 4.9 months in 2015-16 to 3.3 months,” Alice says.

“Over the same period, the average processing time for Negative Vetting 2 clearances has improved from 7.1 to 6 months, and the average processing time for baseline clearances has improved from 30 days to 23.

“AGSVA is also undertaking a positive

vetting remediation program that continues to improve the outlook for the backlog.”

Psychologists have been recruited to substantially increase AGSVA’s capacity to conduct positive vetting assessments, while the number of industry vetting panel companies able to conduct positive vetting assessments on behalf of AGSVA has also increased.

According to the Assistant Secretary Vetting, Dan Fortune, the remediation program is a key element of a larger transformation program that will modernise personnel security vetting.

“AGSVA understands the seriousness of the positive vetting backlog and the impact it is having on capability and people,” Dan says.

“The positive vetting remediation focus will continue until such time as average processing times are at, or below, the benchmark timeframe of six months.”

Customers also asked for advice on security intelligence, threat and risk, and greater general security awareness across Australia, which resulted in Defence Security and Vetting Services publishing a new Defence security threat assessment.

The Assistant Secretary Security Operations,

Karen Connell, says this information is being delivered to the regions.

“This new assessment is significantly enhanced and provides greater information, analysis and case studies,” Karen says.

“We have also begun to roll out a suite of new regional threat supplements that will provide comprehensive threat information and should greatly assist security practitioners in their daily roles.”

Chief Information Officer Group (CIOG) responded to the survey results by introducing a service connect kiosk that provides Canberra-based personnel with the option to request ICT services face-to-face.

The Head ICT Operations, Air Vice Marshal Andrew Dowse, says the kiosks are proving to be a great hit.

“We’ve also improved access to DREAMS tokens so more Defence members can work remotely,” Andrew says.

He says another improvement is the ‘My Account Management Online’, a self-service tool that brings together all the ICT services people need to move and manage their DRN account.

41Issue 1 2017 Defence

Corporal Mark Doran

AFTER more than 40 years in Defence, Brian Manns has called it a day and rates his final job in the department as one of his most important assignments.

Brian retired as the Manager Unrecovered War Casualties – Army (UWC-A) on 3 February. The team is responsible for investigating the fate of missing Australian Service personnel. Over the past 10 years, Brian has overseen the return of Australians missing in action from the Vietnam War, Indonesian Confrontation, Korean War and the World War II.

In recognition of his efforts, the Chief of Army, Lieutenant General Angus Campbell, presented Brian with an Australia Day Medallion several days before his retirement.

In 2006, Brian was given the task of investigating the loss of Australian soldiers during the Vietnam War. He led a team of experienced investigators and forensic experts that successfully located and recovered all four missing Australian soldiers and the crash site of a RAAF aircraft lost in Vietnam.

Brian says seeing the families bury the first two Australians to be returned home – Corporal Richard ‘Tiny’ Parker and Private Peter Gilson – made him realise the task of recovering the war dead was one of the most important things he has ever done.

“Our next challenge in 2008 was to find Lieutenant Ken Hudson and Private Bob Moncrieff, of the Special Air Service Regiment, who drowned during the Indonesian Confrontation,” Brian says.

“Their repatriation to Australia in 2010 meant there were no longer any Australian servicemen without a known grave since the Korean War, where we still have 42.”

In 2010, the UWC-A was formed as a specialised unit. Located within Army

Headquarters at Russell Offices in Canberra, the UWC-A team is a mix of dedicated APS and Reserve staff with years of experience in investigating, researching and accounting for the lost victims of war. The small team works with forensic specialists from the three Services as well as external civilian agencies.

Brian says the work is important, especially for the families of those without a known grave.

“I recall a funeral at the Bomana War Cemetery near Port Moresby in 2009 where we were burying three Australian soldiers with full military honours,” he says.

“One of those was Lance Sergeant Jim Wheeler, who was an Australian forward observer assistant killed by a Japanese sniper in Papua New Guinea during World War II.

“His sister was a frail little 91-year-old lady, who I spoke to after the funeral. With a soft voice she said she never thought she would attend Jim’s funeral. She had waited almost 70 years to see him laid to rest.”

Last year, UWC-A repatriated 25 servicemen and eight family members from Singapore’s Kranji Cemetery and Terendak Cemetery in Malaysia, where they were buried five decades ago.

“If someone wears a uniform and is put in harm’s way on the modern battlefield, the requirement to leave them behind is long gone, but if it happens, Army is committed to bringing them home,” Brian says.

He has worn a uniform himself as he joined the Army in 1975 and served in the infantry for 25 years. He qualified as a signaller, sniper and a paratrooper and gained credentials in small-arms training.

Brian joined the Army museum community in 1991 as the curator of the Infantry Museum in Singleton because of his reputation and knowledge of small-arms.

“I did an Associate Diploma with the Sydney University Museum Studies Unit, which whetted my appetite for museum work and made me realise I was responsible for more than just a collection of guns,” he says.

In 1999, as a Warrant Officer Class 2, he was attached to Headquarters International Force for East Timor (Interfet), which was the highlight of his military career.

“Lieutenant Colonel Bill Houston and I formed the first official Army history field team since World War II. The deployment gave me the opportunity to see a lot of Timor-Leste as my role was to identify and arrange for artefacts to be collected for the Australian War Memorial and Army museums,” he says. “Working with the different units, particularly the infantry, was also a positive experience as I provided advice for what needed to be collected by them for their individual unit museums or historical collections.”

Brian says it’s important for people to remember our history as it teaches us a lot and prepares us for the future.

“History arms us as an Army in most cases to do just about everything we do. Even in the recovery of remains it’s vital to find the history of the circumstances in which an individual or group lost their lives,” he says.

In 2000, Brian joined the APS as the Deputy of the Australian Army History Unit.

“Army’s heritage is important to me, as is making sure we collect the right evidence of our history and look after it correctly through management and conservation, while making it available to everyone,” he says.

“If I wasn’t doing this job I would have retired years ago, but the energy is starting to fade, so I am ready to hand over the reins.”

  For more information on UWC-A, visit https://www.army.gov.au/our-work/unrecovered-war-casualties

Brian Manns has been proud to lead the team responsible for recovering Australia’s war dead

DEDICATED TO THE FALLEN

“WITH A SOFT VOICE SHE SAID SHE NEVER

THOUGHT SHE WOULD ATTEND JIM’S FUNERAL.

SHE HAD WAITED ALMOST 70 YEARS TO

SEE HIM LAID TO REST.”BRIAN MANNS, MANAGER

UNRECOVERED WAR CASUALTIES – ARMY

Brian Manns inspects records kept by

Unrecovered War Casualties – Army.

Photo: Corporal Mark Doran

43Issue 1 2017 Defence42 Defence Issue 1 2017

COMMITMENT PAYS OFFCivilian financial advisers relish the chance to see the

impact of their work on overseas operations

Warrant Officer Class 2 Andrew Hetherington

MOST ADF personnel get to deploy over-seas on operations sometime during their career. Defence civilians, on the other hand, rarely have the chance to perform their roles outside of their regular work

location in Australia, let alone on overseas operations.However, since late 2015, an APS member has been

deployed to Middle East as a financial adviser with the Air Task Group (ATG) in support of Operation Okra.

Paul Etches deployed in September 2015 until April 2016. He was replaced by Ranjeewa Munasinghe, who returned to Australia in October, and then by Maria Ing-lis, who is nearing the end of her six-month deployment.

The position involves working with ADF personnel and providing advice to the Commander of the ATG.

In Australia, Paul manages the finances of No. 95 Wing and Health Services Wing at RAAF Base Amber-ley, where both have their headquarters. He has done this job since 2007, having been an Air Force supplier in a previous work life.

“In total, I’ve worked 32 years for Defence – seven years as a supplier, five as an APS stores person at HMAS Stirling and then in IT, before working in my current role,” he says.

Paul’s deployment helped him appreciate and further understand Air Force’s capabilities.

“The position provided me with experience within a deployed financial environment, working with aircrew and dealing with requests from other nations,” he says. “My time there also assisted me in my current position by providing experience in interpreting policy and interact-ing with people from other nations’ military forces.”

Ranjeewa, a Business Finance Manager at Air Force’s Air Mobility Group at RAAF Base Richmond, says doing his job on operations was a different experience.

“I volunteered, like my other two APS colleagues, through an expression of interest and was selected by HQ Joint Operations Command,” Ranjeewa says.

“I wanted to understand how Defence works on oper-ations and to see the bigger picture of what Defence does outside my normal job.

“My experience helped me appreciate working with people from many different backgrounds in close situa-tions and taught me to become a better team player.”

Maria, who works with the Capability Acquisition and

Sustainment Group, volunteered to deploy to the Middle East to see how what she does in Australia contributes to the ADF’s missions overseas.

“Over here I’m experiencing a bit of what our uni-formed people experience on operations and I love it,” Maria says.

“What I do here is the same as at home – monitoring expenditure, consulting with the team to ensure appropri-ate and prudent use of the budget allocated to the ATG.

“Every decision and purchase I make here or at home directly affects how people do their job in Australia or overseas. I can now see the value of what we do back in Australia; it’s not just a finance job.”

Ranjeewa says being prudent with the taxpayer’s dol-lar is just as important overseas as it is at home.

“There were great personal development opportunities for me by understanding how operational funds were uti-lised. Over in the Middle East it’s substantially different from how a unit runs its general financial management in Australia,” he says.

“For instance, I learnt how we work with our coalition partners on a financial level because we, like the F/A-18A Hornet, E-7A Wedgetail and KC-30A multi-role tanker transport aircrew and their support crews, need to understand the interoperability of our systems in theatre. It doesn’t matter whether those systems are financial or military systems, it’s important to understand each other.”

The deployment was such a positive experience for Paul that he’s applied to do it again.

“It was a great opportunity. I got the chance to see how we’re supporting the war fighter and how we’re making a significant contribution to the campaign,” he says.

“The biggest highlight for me was being awarded my Operational Service Medal in front of my colleagues, being the only APS member in the ATG. It was certainly an honour.

“I was asked to complete another rotation to the MER and I will be heading back overseas for another six-month stint soon.”

Maria feels her efforts on operations are worthwhile. “I’m actually contributing to the mission’s success.

I’m so proud I have been able to come here and I’ll return to Australia with new skills and greater understanding of ADF operations,” she says.

“I WANTED TO SEE THE BIGGER PICTURE

OF WHAT DEFENCE DOES OUTSIDE MY

NORMAL JOB.”

Ranjeewa Munasinghe assists Sergeant Tony Griffin with financial administration as part of the Air Task Group.Photo: Corporal David Gibbs

Finance Manager of No. 95 Wing, Paul Etches with colleagues, left to right, Squadron Leader Adrian Rodgers, Gillian Burgess and Flight Sergeant Michele Cronin. Photo: Corporal Casey Gaul

Maria Inglis at work in the Middle East with Sergeant

Cynthia McShane.Photo: Corporal David Gibbs

RANJEEWA MUNASINGHE, BUSINESS FINANCE MANAGER

VALUABLE PROPERTY

EXPERIENCEDefence civilian takes the opportunity to do something he never

got to do when he was in uniform – deploy to the Middle East

Secondary headline Bodoni Bold 28/30

Warrant Officer Class 2 Andrew Hetherington

IN THE Army, Wayne Cadan never had the chance to deploy to the Middle East on op-erations. However, as an APS 6 employee he embraced the chance to serve as Property Officer for the Middle East Region from March

to October 2016.Wayne was accountable for all infrastructure assets

the ADF owns or manages in three countries. He worked at Headquarters Joint Task Force 633 in the Chief Engineer Cell at Camp Baird.

Before becoming an APS employee, Wayne served 22 years in the Army in the Royal Australian Engineers Corps as a field engineer, quartermaster and officer.

“I only had the opportunity once to work overseas when I was posted to Mendi, Southern Highlands Province, in Papua New Guinea in 1992-1993,” Wayne says. “I decided to become an officer in 1997, reaching the rank of captain, and managed part of Defence’s estate in Enoggera in Brisbane. I never got the oppor-tunity to deploy anywhere else as I wasn’t in the right place at the right time.”

In 2000, he left the Army and joined the APS, where he continued to be involved in estate management at Enoggera and Rockhampton.

One day he noticed a group email seeking expres-sions of interest for civilians to work in jobs in the Middle East.

“I applied for an overseas position in 2014 and wasn’t successful, but it appeared again in 2015 and so I reapplied,” he says. “My application was successful and I then set about speaking to other people who had worked in the position before to get advice on how to prepare for the job.”

After arriving at Camp Baird, he set out to find what structures were on his books.

“I conducted a physical audit of building assets we had at Camp Baird, which took me about six weeks to complete,” he says.

“I had to match the register of assets to the many structures, to give me confidence in the accuracy of my register. Some buildings had signs and asset numbers missing –either they had fallen off or faded in the sun – so I had to use site plans and maps to determine which building I was looking at.”

The end state of his mission was ensuring the ADF structure asset register was accurate and units were responsible for their buildings and maintenance.

Wayne worked closely with the chief engineer and project management teams in the Middle East Region in relation to structures under construction.

“When a new structure was to be built, I was in-volved from the beginning, so I had awareness of what was to be constructed,” he says.

“As part of the process, I allocated a number to a structure, beginning the accounting process for pur-chase of materials, construction costs and to track its existence on my register throughout its life.”

Wayne describes the six-and-a-half month deploy-ment as a highlight.

“Having deployed into an operation was a reward-ing experience,” he said.

“I also had the opportunity to deploy to Kabul to undertake an audit of building structures and support-ing infrastructure equipment – a great experience while deployed.

“My biggest achievement was the rationalisation of the Middle East Region property account, developing the standard operating procedures for property man-agement, and assisting the chief engineer and project staff.

“I enjoyed my deployment and I’d recommend oth-er APS employees also apply for overseas service.”

Since his return from deployment, Wayne continues to work at Enoggera in regional planning and devel-opment, looking at the future shape and disposition of major Defence sites in the Brisbane area.

Above: Property Officer Wayne Cadan conducts an audit of buildings in the Middle East Region while on deployment. Inset: Raelene Greenslade, Wayne and Steve Wright, of Regional Planning and Development, check plans at Enoggera Barracks in Brisbane.Photos: Warrant Officer Class 2 Andrew Hetherington and Cpl Max Bree

44 Defence Issue 1 2017 45Issue 1 2017 Defence

47Issue 1 2017 Defence

NEWS

Sergeant Dave Morley and Kerrie Moore

BUREAU HAS SAILORS’ MEASURE

David Drohan conducts measurement tests on colleague

Matt Solon, who is wearing a Navy lifejacket, at the Australian Defence Force College’s aquatic

facility in Canberra.Photo: Lauren Larking

DELIVERING specialist technical products and services is something one of Defence’s lesser known areas does on a daily basis. The Naval Technical Bureau

(NTB), based at Campbell Park in Canberra – with a small footprint in Sydney, Nowra, Adelaide and Perth – is the department’s centre of expertise for technologies used in maritime capabilities.

A part of the Navy Engineering Division, the Bureau delivers specialist technical prod-ucts and services across the naval capability life cycle, from concept generation to eventual disposal.

David Drohan,Safety equipment cell

David has worked his way from fitter ma-chinist to draughtsman to Master of Engineer-ing, and is one of the Bureau’s longer-serving members with 34 years under his belt.

He started his working life as an apprentice fitter machinist with industry, before becoming a draughtsman at Garden Island Dockyard. He later moved to Canberra, working on concept ship design and then as a technical officer in ship stability, finally becoming a registered engineer in safety systems.

The Evacuation and Lifesaving Technology Manager has produced a technical report iden-tifying that the performance of the Navy’s ship lifejackets and thermal protective suits, when worn together, could be improved.

The personal abandonment lifejacket and suit (PALS) acquisition project was the result.

“An extensive PALS tender evaluation has been undertaken and Defence will roll out a far superior product,” David says.

“Any sailor or officer who is unfortunate enough to have to abandon ship in the future, will have a greater chance of survival as their

Keeping naval personnel safe is at the forefront of world-class technological advancements being made at the Naval Technical Bureau

“I AM HIGHLY MOTIVATED TO HELP

IMPROVE THE CHANCES OF SURVIVAL OF

PEOPLE WHO END UP IN THE WATER.”

DAVID DROHAN, EVACUATION AND LIFESAVING

TECHNOLOGY MANAGER

lifejacket keeps their airway further out of the water and the suit keeps them dry.”

He says the lifejackets meet the relevant technical commercial standards and military requirements, such as being stored in pouches around the belt when at action stations.

“Ships’ life-saving equipment maintainers will also have their maintenance load reduced, due to the service interval being increased from one to five years,” he says.

“This was partly achieved by PALS being packed inside vacuum-sealed foil bags.”

Another keynote product is the definition of comprehensive flotation requirements for military personnel in the water wearing heavy body armour.

David’s work earned him a Master of En-gineering Research. He did his thesis on the subject of “Inflatable lifejacket requirements for encumbered military personnel”.

This work led to a Commonwealth patent which he called “SAFE” – Survival Aid for the Encumbered. This innovation was pitched to

industry at the Pacific 2015 International Mari-time Conference in Sydney and the Land Forces 2016 Conference in Adelaide.

“I have always been passionate about researching safety systems and am highly moti-vated to help improve the chances of survival of people who end up in the water, either through abandoning ship, ditching over water or falling from boats while wearing heavy equipment,” David says.

“I really enjoy the opportunities I have to conduct unique tests and trials through my work. Where else could you conduct wave tests to identify how much water goes into a dummy’s mouth when wearing body armour and a life-jacket? Or see if a lifejacket will still inflate after dropping a dummy head first from the flight deck of the Canberra-class amphibious ship?

“I have a sense of honour that I’m doing my bit to help save lives and, when I retire, I know I will have made a positive contribution to these safety systems.”

Ian Raymond,Recoverability cell

Ian is the Navy Fire Safety Manager and is involved in the recoverability cell. Recoverabil-ity investigates the ability of a ship or platform to recover from events such as a fire, collision or grounding.

With a background in mathematics and phys-ics, as well as a Master in Engineering, Ian is undertaking a part-time PhD with his thesis on “Compartment fire-fighting gas cooling perfor-mance impacted by water droplet factors.”

He says he enjoys his job as it allows him to problem solve.

“My primary focus is reducing the likelihood of fires in ships and minimising the consequenc-es of those fires on the vessel and its personnel. To manage fire safety, one needs to consider the interplay between physics, mathematics and human behaviour,” Ian says.

49Issue 1 2017 Defence48 Defence Issue 1 2017

At the deep end of specialist jobs

THE Naval Technical Bureau (NTB) has 146 APS and 25 ADF members. Most of the APS staff are members of the engi-

neering and technical job family.The Director General Engineering – Navy,

Commodore Kath Richards, says the Bureau aims to provide quality, specialist technical prod-ucts and services to customers across Defence.

“The customer base is much broader than Navy, which is why it’s called the Naval Techni-cal Bureau. It’s part of communicating that we are not just Navy-focused,” Kath says.

“The driver for the Bureau is the need to de-sign and deliver specialist technical products and services across the capability life cycle.

“Those products and services provide public value by supporting the capability manager in delivering seaworthy materiel.”

Kath says the APS employees provide the long-term corporate memory and deep specialist skills.

“In our area, where there are military postings

on a regular basis in order to build the military capability, having an enduring APS workforce provides Defence with the necessary in-depth specialist skills and experience,” she says.

“Part of the NTB’s role is to attract, nurture, and develop deep specialist naval engineers and technologists.

“Developing deep specialists takes longer than a couple of military posting cycles. That being said, we have some excellent specialist engineers in uniform who have spent time in the Bureau after opting for a career path that has developed those skills.”

According to Kath, engineers and technolo-gists don’t usually seek the spotlight.

“Most of my staff are more comfortable getting on with the work, which is why others in Defence may not have heard about some of the pre-eminent work we do,” she says.

“We have quite a number of world-class engineers whose work has been recognised on the international stage through NATO, the

International Maritime Organisation and other organisations. They spend many years working in their discipline and develop skills and innova-tive practises that are now being adopted in other navies and industries.”

For example, Richard Dunworth has de-veloped an alternative calculation method for assuring ship stability using the inclining experi-ment – the established method used to determine the vertical centre of gravity of a ship. Tests are carried out on Navy ships regularly.

“Richard was awarded the Walter Atkinson Award from the Royal Institution of Naval Ar-chitects in 2014 for his work in this area,” Kath says.

“The Dunworth method came about because of a perceived shortcoming in the traditional theory when applied to assuring the stability of Armidale-class patrol boats.

“We may now see his method adopted by the International Maritime Organisation and used on all vessels around the globe.”

Naval architects Peter Hayes, Alistair Smith and Richard Dunworth conduct an experiment on ship stability.

Sergeant Dave Morley and Kerrie Moore

“The science for much of fire safety is still developing, which means Defence can play a significant role in understanding how ships are affected by fire through the work of the recoverability cell,” Ian says.

In 2014-15, he was a key member of the technical team that investigated the initiation and spread of the fire which de-stroyed HMAS Bundaberg while the ship was undergoing mainte-nance.

This involved generating a three- dimensional scan of the vessel, and engaging with other shipyards over fire safety.

Apart from the investigations, he has developed requirements for fitting water-mist fire-fighting systems in RAN ships.

“When I first started this work there were no technical requirements to govern the design, installation and operation of water-mist systems in warships,” he says.

“By working with the US Navy and a water- mist system supplier, I was able to develop a water-mist system requirements package.

“The system requirement package was used in water-mist designs for HMAS Success, Navy’s auxiliary oiler replenishment ship, and a proposal for the mine hunter coastal vessels.

“After finalising the water-mist system requirements document for the RAN, a modi-fied set is now available in NATO engineering documentation.”

Samantha Robichaux,Electromagnetic and environmental effect cell

Samantha works in radiation hazard safety as a part of the electromagnetic environmental effects cell (E3C) in Sydney.

“We are currently working with the Landing Helicopter Dock Systems Program Office to al-low safe use of electromagnetic emitters within the vessels’ well docks,” she says.

“The Navy has typically tightly controlled electromagnetic radiation on board their ships.

“We calculate and measure how far a radar needs to be from personnel and equipment, then identify exclusion zones on and from our ships.”

On the opposite end of this equation is the vulnerability of Navy’s ships and equipment to electromagnetic radiation.

“The electromagnetic environment is increas-ingly crowded with different items of equipment struggling for bandwidth,” Samantha says.

“All electronic equipment is vulnerable to electromagnetic radiation to some degree.

“Understanding how to protect our ves-sels from electro-metric radiation caused by intentional and non-intentional threats is the challenge in today’s environment. We do this by implementing standards, electromagnetic calcu-lation, measurement and modelling.”

Samantha started at Defence as an APS 1 while finishing her Bachelor of Engineering in 2000, then joined the Navy engineering team four years later as a graduate and started working in radiation hazard safety in 2009. She says she likes being part of a small team.

“When working in a small organisation such as the Naval Technical Bureau, it becomes clear that every decision you make has an impact on the lives of our men and women at sea,” she says.

“Our sailors and officers volunteer so much of their lives to living at sea for the protection of our nation, so the least I can do is my utmost to safeguard their lives.

“Working in the E3C allows me to use many of my engineering skills for problem solving, technical calculations, investigating new tech-nologies, building models, running simulations and taking technical measurements.

“What I enjoy most about my job are the engineering challenges, working as part of a professional team and being able to come home and be a great mum to my three kids.”

“WE HAVE QUITE A NUMBER OF WORLD-

CLASS ENGINEERS IN THE NAVAL TECHNICAL BUREAU

WHOSE WORK HAS BEEN RECOGNISED ON THE

INTERNATIONAL STAGE.”COMMODORE KATH RICHARDS,

DIRECTOR GENERAL ENGINEERING – NAVY

The work of the recoverability cell is helping

reduce the likelihood of fires

in ships such as this one which

destroyed HMAS Bundaberg in

2014.One of Naval Technical Bureau’s recoverability cell’s main focus is on fire protection and fighting as well as flooding protection and control.

Alex DeValentin

HARNESSING SERVICE

EXPERIENCE

ANEW program makes it easier for government departments and businesses to recruit former ADF personnel and for organisations to benefit from their skills and profes-

sional expertise. The Prime Minister’s Veterans’ Employ-

ment Program, launched in November 2016 at Kirribilli House in Sydney, gathered Defence, government and business leaders, and ex- Service organisations, to make a renewed commitment to better recognise the value of vet-erans after their ADF service has ended.

Prime Minister Malcolm Turnbull described former members of the ADF as people from a talented and versatile workforce.

“They are resilient, they are motivated, they are experienced, they have demonstrated loyalty, courage and commitment and they are proven problem solvers, dealing with unexpected, un-predictable environments,” he says.

The Prime Minister says the chance to hire a veteran should not just be a badge of honour, but a sensible, productive business decision.

“The opportunity to harness the skills of someone who has had a career in the ADF is clear. The ADF produces world-class engineers, technologists, project managers and tradespeople.”

The program features a package of initiatives that support business and industry involvement, including the creation of an Industry Adviso-ry Committee on Veterans’ Employment and

the establishment of annual industry awards. Ex-Service organisations have also been invited to register their interest in partnering with industry on projects to promote the employment of veterans.

The program also includes a number of initiatives specifically for Defence and other key government departments, of which managers undertaking recruitment should be aware:

Defence and the Department of Veterans’ Affairs are working with civilian author-ities to align military qualifications with civilian qualifications, as well as other improvements to the transition process. This includes ensuring all individuals leave Defence with appropriate separation documentation, such as training records and an individual transition plan. There will also be tailored transition coaching services for all separating members and improved vocational rehabilitation for veterans with a service-related injury or illness.

The new Australian Public Service Com-mission’s (APSC) APSJobs website, to be launched this year, will include specific in-formation for veterans seeking employment in the APS. The APSC is also developing a toolkit, including advice aligning ADF ranks to APS classifications, and informa-tion for veterans about working in the APS.

The Department of Employment will be up-dating its Jobactive website in support of the

Employers are being encouraged to recruit former ADF personnel under the Prime Minister’s Veterans’ Employment Program

Veterans’ Employment Program. Planned changes include developing an information page for veterans and creation of an optional ‘Defence Force experience desirable’ flag for vacancies listed on the site to help for-mer members search for vacancies. In part-nership with Defence, the Department of Employment will also enhance the Defence Career Transition Assistance Scheme for those leaving the ADF, including employ-ment planning advice and labour market information.

See the details of the initiatives and case studies of former ADF personnel who have made the move to the civilian workforce at defence.gov.au/Events/VeteransEmploymentProgram

Above: Former Navy Reserve diver Richard Gorey has applied some of his skills learned in the ADF with his new role as an inspector with the Queensland Fire and Emergency Services. Right: Renae Docherty learned many valuable skills during her time as an Army pay corps soldier.

50 Defence Issue 1 2017 51Issue 1 2017 Defence

“THEY ARE RESILIENT, THEY ARE MOTIVATED, THEY ARE EXPERIENCED, THEY HAVE DEMONSTRATED LOYALTY,

COURAGE AND COMMITMENT AND THEY ARE PROVEN

PROBLEM SOLVERS.”MALCOLM TURNBULL,

PRIME MINISTER

53Issue 1 2017 Defence52 Defence Issue 1 2017

COMPOSITE SKILL SET

An integrated APS-ADF team is offering world-class training for military aircraft technicians

Equipment repair technicians Peter Staines and Sheldon Goebel, of the Non-Destructive Testing and Composite Technologies Unit at RAAF Base Amberley, check a circuit board for faults. Photo: Sergeant Bennet Duhig

A HIGHLY specialised group of APS employees is working with Air Force personnel to provide initial employment training in non-destructive testing and composite technologies (NDT&CT) at

RAAF Base Amberley.The NDT&CT Unit, within the Defence Aviation

Safety Authority, has embraced a blended culture focused on using design, engineering and training expertise to develop the technical mastery of military aircraft technicians so they can perform to the highest level as soon as they start work.

The collaborative workplace provides a good balance of diversity and inclusion suitable for both the research and training environment.

The unit has two main sections: training and engineering. These can be broken down to include aviation composite technologies, electrical repair, general machining and logistics.

The unit last year redesigned the NDT&CT course that provides theory and practical instruction in NDT technician Level 2 duties to military personnel across the ADF and international military trainees, using NDT methods and equipment to perform testing of aerospace structures, components and ground support equipment.

The Officer-in-Charge, Squadron Leader Jason Paterson, says NDT&CT’s new training regime is “leading the way with the practical training model”.

“Partners from the British, Canadian and New Zealand Air Forces are looking at the benefits of this NDT&CT model as being more effective and efficient than civilian training models used elsewhere,” Jason says.

Chris Glew, one of two APS instructors, says the hard work redesigning the course was worth it.

“After an exhaustive six-to-eight months redeveloping the course, it is pleasing to see the trainees graduating into highly skilled, confident technicians,” Chris says.

Training manager Murray Heath says the training enables military members to identify and repair damage using the latest techniques and equipment.

“Between ADF and APS personnel, training requirements are identified and incorporated into the required training packages to ensure the ADF meets capability,” Murray says.

Jason says the combination of military and civilian personnel works well and produces best-practice processes in both the engineering and training sections that support the NDT&CT functions across Defence.

“Many of the APS members are ex-military and are employed as specialists in their fields,” Jason says.

“Their skills and knowledge have derived from many years of experience and they work side-by-side designing, developing and delivering training based on the latest research by the engineering section.

“In a period of significant change within Air Force, this training structure is far more responsive to meet not only Air Force, but Army, Navy and Defence contractors’ future specialist technician requirements.”

Design engineer Wade Farley says without a blended workforce, the introduction of new technologies such as phased array ultrasonics would be challenging.

“A blended workforce is the best of both worlds. Public servants provide the stability and military personnel rotate through the workplace with new ideas and challenge existing ones. The combination provides a dynamic yet robust engineering environment within NDT&CT,” Wade says.

Jason says the training also fosters a closer working relationship with the Royal New Zealand Air Force.

“They provide instructors during the Level 2 practical phase and are working closely with NDT&CT to introduce and develop breakthrough technologies like thermography,” he says.

“We have also developed close ties in aviation composite repairs through training and standardising repair processes.”

RNZAF NDT capability has been successfully re-established using support staff from NDT&CT to train and annually re-certify their NDT technicians.

Supporting the NDT&CT specialist functions are an innovative machine and electrical workshop and equipment section with civilian and military personnel.

These support workers produce a range of specialist equipment for developing procedures and training aids, as well as providing equipment to squadrons to support their operational functions. NDT&CT advancement into 3D printing has already opened up opportunities for developing prototype mounting brackets for new advanced manufacturing processes.

“A BLENDED WORKFORCE IS THE BEST OF BOTH WORLDS. PUBLIC SERVANTS PROVIDE

THE STABILITY AND MILITARY PERSONNEL ROTATE

THROUGH THE WORKPLACE WITH NEW IDEAS AND

CHALLENGE EXISTING ONES.”

Warrant Officer Gregory Wilson

WADE FARLEY, DESIGN ENGINEER

THE FUTURE ARRIVES IN ADELAIDE

Corporal Mark Doran

IT WAS a futurist’s feast as hundreds of industries showcased equipment, technology and services for the armies of Australia, Asia and the Indo-Pacific at the Land Forces 2016 exhibition and

conference in Adelaide. Members of the Defence Science and

Technology Group (DSTG) were among the exhibitors and demonstrated their vital role in developing innovative concepts and solutions for Defence.

Technologies at the exhibition, which was held from 6-8 September 2016, included the Redwing suite of counter-improvised explosive devices, the Ox non-rigid exoskeleton, digital human modelling, rocket booster technology and a virtual reality combat vehicle simulator.

DSTG’s presence at Land Forces 2016 also gave researchers and businesses the opportu-nity to engage and network with the Defence community.

The Future Land Force Conference was an opportunity for Army, Defence researchers, in-dustry and academics to focus on delivering the best possible outcomes to land forces through science, technology and innovation.

The conference focused on delivering in-novation to land forces based on the themes of human performance, land electronic warfare and autonomy.

A highlight was the $10,000 scholarship

awarded to DSTG scientist Long Nguyen for his research into the use of plastic to protect combat vehicles from lethal explosions.

Long received the 2016 Land Defence Australia Young Innovator Scholarship after he discovered common plastic polyethelene had the potential to increase the resistance of armoured vehicles to roadside bombs and rocket attacks.

Long works with the Vehicle Survivability Group in the Land Vehicles and Systems Branch at Fishermens Bend in Melbourne. His team focuses on blast and ballistic protection.

“One of my main roles is to look at the new and emerging materials we can use,” he says.

“The ultra-high-molecular-weight – or UHMW – polyethelene composite we use to produce armour is similar to the plastic used to make water bottles.

“We engineered the polyethelene to extract more strength and we can produce armour which is very effective.”

Through his PhD at RMIT University, DSTG and the Defence Material Technology Cen-tre, Long developed mathematical models to analyse existing composites applied to vehicles against explosive threats.

Long’s models accurately predict the perfor-mance and damage inflicted to armour from a wide range of ballistics.

UHMW polyethylene is a popular choice for modern ballistic panels and is integrated into

Defence Science and Technology Group researchers and their work showcased at Land Forces exhibition

some variations of body armour because of its cost, weight and performance.

Long says the Vehicle Survivability Group is developing tools for the designers to make simi-lar, but thicker, armour for combat vehicles.

“Although the armour will be thicker, it will be significantly lighter than the steel used on many of the current platforms,” he says.

“It will also improve the fuel efficiency and speed of the vehicles.”

A Bushmaster weighs close to 15 tonnes and the new Hawkei weighs 7 tonnes. Toughened plastic composite armour could reduce the weight of these vehicles by up to a third.

Long says the best part of working with

DSTG is it allows him to solve challenging problems.

“We can potentially save lives. Vehicle ar-mour is a challenging problem, mainly because of the complexity of the material and, when we are looking at ballistic impact, the blast event happens very quickly,” he says.

“A lot of people were involved in this work and the topic attracted many international players.

“I intend to continue my research with DSTG and we have collaborative arrangements with similar institutes in the US and the UK. We are looking at how we can use this material to defeat one of the major problems we face – improvised explosive devices.”

Long Nguyen, of the Defence Science and Technology Group

in Melbourne, accepts the Land Industry Australia Young

Innovator Scholarship award from the Minister for Defence

Industry, Christopher Pyne, during Land Forces 2016 at the

Adelaide Convention Centre. Photo: Corporal Mark Doran

“VEHICLE ARMOUR IS A CHALLENGING PROBLEM,

MAINLY BECAUSE OF THE COMPLEXITY OF THE MATERIAL AND WHEN WE

ARE LOOKING AT BALLISTIC IMPACT, THE BLAST EVENT HAPPENS VERY QUICKLY.”

54 Defence Issue 1 2017 55Issue 1 2017 Defence

DR LONG NGUYEN, RESEARCH SCIENTIST, DSTG

56 Defence Issue 1 2017 57Issue 1 2017 Defence

HUMAN sciences are used by Defence to measure performance and fatigue of soldiers on the battlefield. Throw a

touch of virtual reality into the cognitive mix, then combine it with emerging technology, and it starts to get even more interesting.

Susannah Whitney is a cognitive scientist with DSTG in Adelaide.

The role of the her team is to evaluate the effect of military technology and the operating environment on people to better understand considerations for the ADF and the technology it uses.

Susannah says there is a human at the centre of every vehicle or combat platform in Defence.

“The vehicles of Land 121 and Land 400 have new technology with improved firepower, protection, mobility and communication, this also means they have a higher range of tasks,” she says.

“We need to understand what happens to the vehicle operators by the demands and stressors placed on them doing these tasks.

“The field logistics community has gone through rapid change. They’ve come from being an operator driving a vehicle with maybe a radio, if they were lucky, to crewing a vehicle with a battle management system, a command and con-trol system, operating in a joint environment.”

Susannah’s research involves investigating cognitive implications such as decision making and the ability to think while under pressure.

“The goal is to help Army preposition itself for future challenges, while also enhancing the skills and expertise of DSTG in human sciences to provide valuable advice to Defence.”

A vehicle simulator is used to better understand the cognitive demands on crews involved in Land 400 Phase 2 – Army’s mounted combat reconnaissance capability. The simulator looks, feels and acts like a vehicle of the same class.

“During our study we tasked experienced cav-alry troopers to do indicative tasks of the future operating environment, such as route reconnais-sance, route clearance and airfield security, while operating a group of vehicles as a Blue Force,” Susannah says.

“As the future operating environment is connected, crowded and lethal, another group of soldiers played Red Force and we gave them autonomous vehicles and teleoperated systems to deny Blue Force its objectives.

“We recorded our observations and measure-ments on challenges faced by Blue Force and noted areas needing more research, as well as information from Red Force on the use of emerg-ing technologies.

AN ANALYST working at Fishermens Bend in Melbourne has witnessed tradi-tional maritime patrol platforms transform

into multi-purpose intelligence, surveillance and reconnaissance assets capable of operating over land and water.

Paul Sheehan is a study lead for Project Air 7000, the maritime patrol aircraft project to replace the AP-3C Orion and a fundamental element of Australia’s future maritime patrol and response strategy.

Project Air 7000 delivered the facilities, infrastructure and airfield works for the intro-duction of the P-8A Poseidon.

During Land Forces 2016, Paul displayed the modelling and simulation capability used to support Air Force and Navy projects and described how the technology could be used in the land domain.

DSTG developed the Synthetic Human-in-the-loop Operations Environment (SHORE) simulation to model real-time scenarios, which means operators control the simulation as they would control a platform in real-time. Paul says SHORE uses the tactical configuration of a typical aerospace surveillance platform such as the Poseidon.

“We have the commander and a sensor operator with their displays and we can add acoustic operators or video cameras as required,” he says.

“Scenarios are played through in real-time to test and validate a tactic or explore the

capability of equipment which we may not yet have, but we know it could be added to the aircraft in the future.

“This is opposed to modelling and simulation, where we do thousands of runs very quickly in computer sessions with our constructive simulation capability to get a statistical average.

“SHORE is an effective way to quickly and properly explore or validate equipment instead of flying a real aircraft and spending thousands of dollars.”

Paul says the capability was used to help Navy acquire the Romeo helicopters.

“We did good work exploring the tactics of anti-submarine warfare and surface surveillance missions and influenced the development of tactics,” he says.

“The main challenge is to understand how to model future capabilities that don’t exist or we haven’t acquired yet to the appropriate level.

“We never try to model things perfectly be-cause we are looking at the strategic problems.

“This means we don’t need totally accurate radar or ranges as we are modelling the scenari-os and exploring the strategic decisions.”

Paul says SHORE could be used by Army in its land aerospace surveillance scenarios.

“We are exploring the use of the capability for unmanned aerial vehicles (UAVs). There has also been interest in using the system to explore how tactical UAVs could be used from HMAS Canberra and HMAS Adelaide,” he says.

THE Land Weapons Systems and Effects Branch of the Weapons and Combat Systems Division provides

scientific support and technologies for all aspects of ADF unguided weapons and weapons systems.

It addresses the detection and conse-quences of improvised explosive devices (IEDs) being employed outside normal Army platforms.

Greg Newbold is a member of the struc-tural vulnerability team and researches the effect of IEDs on structures in the national security and Defence environment. He was among the Defence scientists at Land Forces 2016.

“We’re interested in the threat IEDs present to troops in forward operating bases and civilians in traditional buildings during events of national significance. This means we needed to characterise the effects of the IED,” Greg says.

“Person-borne and vehicle-borne IEDs (VBIED) don’t produce the same blast effects and fragments as military munitions because they are home-made explosives.

“We look at the tools, techniques and

processes for accessing the risks these threats present, along with the protective and mitigation measures we can use.”

One of the tools used by the team is a fragment projector, which is used to repre-sent the type of fragments expected from a VBIED.

In the past, the structural vulnerability team blew up cars to analyse the fragments when it was destroyed.

They demonstrated a car was torn into tiny fragments ranging on average from 100g to 200g during an explosion, which is substantially larger than shrapnel from military munitions.

After deciding it wasn’t a great idea to blow up a car every time they wanted to test a VBIED against a structure, Greg says they designed a fragment projector, using their analysis, which could be used on one metre square test panels.

“The projector has 200 metal bars measuring 200mm wrapped in a cylindrical arrangement with 3kg of explosives in the centre. It produces the weight, range and velocity of a VBIED we can use to assess the damage against any test materials.”

The more human side of sciences

“It was a good opportunity to increase our knowledge of cavalry operations and shape our thinking of the cognitive factors important for the future. It also gave the soldiers an opportunity to think about the conduct of future cavalry opera-tions and fully exploit the capabilities of the new armoured vehicles.”

DSTG examines new and emerging simula-tion technologies to support training in Defence, including the world’s first commercially availa-ble head-mounted virtual reality display – Ocu-lus Rift. The technology has attracted significant interest from consumers, industry and, of course, the military.

Susannah says DSTG was sent a pre-release version of the kit and experimented with its training potential.

“Most of Defence’s military simulation is done on flat computer screens, whereas virtual reality provides situational awareness and real-ism with a 360-degree view of the world,” she says.

“During our program we gave armoured vehicle drivers and commanders virtual reality displays to see if this was equipment in which Defence should invest. We are still trying to un-

derstand the pros and cons, but I believe this new technology has promise.”

Susannah says simulation will always be part of Defence training because live training is diffi-cult, expensive and time consuming.

“In the future I’d like to see a broad range of simulation, including a free-roam virtual reality experience such as Zero Latency where, although the soldiers still have goggles, they can move and fire their weapons,” she says.

“There are also systems with a mixture of the virtual world and reality. We are developing a capability where a commander, while still in the virtual world, can read his map or turn to look at his gunner. It’s an exciting area of research.”

Susannah, who has worked for DSTG for 10 years, says she became a Defence scientist because she liked the idea of doing a job with visible results.

“It’s not just theoretical, laboratory-based work,” she says. “I get to talk to the men and women of the ADF and find out exactly how their job can impact their cognitive and physical performance. It’s very satisfying as I feel as if my job means something and it’s a lot of fun playing with cutting-edge technology.”

Projection of blasts

Greg Newbold with an explosive fragment projector used for structural vulnerability testing.

Simulation is a SHORE thing

Paul Sheehan at Land Forces 2016.

Dr Susannah Whitney, Adelaide-based Defence scientist, showcases virtual reality simulation technology during Land Forces 2016. Photo: Corporal Mark Doran

58 Defence Issue 1 2017 59Issue 1 2017 Defence

DEFENCE scientists are using a fresh approach combined with laser technolo-gy to save lives.

When an unidentified vehicle approaches a military checkpoint in a hostile environment it is a potential threat, but discriminating between locals and insurgents is not an easy task.

The fear of suicide bombers means if the driver does not see the checkpoint or is con-fused and fails to stop, the troops on guard are most likely to react with extreme, deadly force.

Michael Gillyon, of DSTG in Adelaide, says there is always a chance the truck, car or motorbike approaching a checkpoint is packed with explosives.

“Escalation of force options such as shout-ing, waving or raising weapons may not always work in different scenarios, especially in areas of conflict such as Iraq or Afghanistan,” he says.

“A solution to this problem was developing a means of gaining the driver’s attention at a safe distance to safely determine whether they are friend or foe.

“We investigated different possibilities and decided lasers would be the best option.”

Even moderately powered off-the-shelf lasers have the potential to cause severe eye injury. This meant scientists with the Laser Technolo-gies Group needed to develop a laser to attract attention at a distance, but also prevent painful and possibly blinding injuries.

After many tests and trials, the team of four researchers developed the Eagle, a laser-based attention-gaining device which, although bright and dazzling, is safe to look at.

Michael says the team came up with a few tricks using laser technology to develop the novel device, which was on display at Land Forces 2016.

“We designed the Eagle to fit on a weapon using a picatinny rail. During testing we found the device gains the attention of drivers at beyond 100m during the day. At night it is even more powerful,” he says. “The beam expands to 75cm at 100m, which means an operator can focus on an individual in a crowd to send them the message, ‘hey, we’re looking at you’.”

Michael has been with DSTG for 27 years and says the best part of the job is the change and evolution of technology.

“We are never doing the same thing and there are always new challenges,” he says. “In my early years, I worked on optical designs, which are used in periscopes and telescopes and then worked on tracking devices, including the sys-tem used by Navy to track Nulka active missile decoys developed in the 1980s.”

Fellow researcher Alexander Sabella was responsible for ensuring the laser device worked in all conditions and climates, including the sub-zero nights and extremely hot days experi-enced in the Middle East.

Alexander says the Eagle is useful for police officers in law enforcement scenarios such as riot or crowd control.

“We installed a blink mode, just in case the bright constant green light doesn’t get their attention,” he says.

Alexander was exposed to DSTG during a university placement and said he enjoyed it so much he joined Defence in 2006 as a graduate.

“The applications used in Defence are exciting and lend themselves to interesting equipment and scenarios. It’s also a great place to work,” he says.

IT’S NOT just about rocket science for aer-ospace engineer Alexander Zeigler. Alexan-der’s fascinating research of rocket motors,

boosters and propulsion may be vital for future military operations.

After completing his bachelor degree in aer-ospace engineering at Adelaide University, he began working with DSTG in Adelaide.

He has been there for the past six years as a member of the Weapons Propulsion Group in the Weapons and Combat Systems Division.

He is also a lead researcher on the advanced tactical booster technology (ATBT) program in partnership with the US Air Force Research Laboratory (AFRL).

The AFRL, with its headquarters at Wright-Patterson Air Force Base, Ohio, is lead-ing the discovery, development and integration of warfighting technologies for air, space and cyberspace forces.

Alexander says the ATBT is a rocket propul-sion development program where technologies are researched and advanced to further boost applications.

“The research includes the optimisation of propellant grains and mission profiles, which means we match what the motor is expected to do with how it is designed,” he says.

“We are researching propellant development and tailoring those propellants to be used in

motors for the environment in which they are expected to function.

“A typical rocket motor uses a heavy metal case, but we are using composite carbon fibre material to reduce the weight wrapped into the shape conducive for the mission.

“We are also looking at new materials for nozzles to reduce the erosion and tailor them to specific height temperature applications.”

The AFRL’s technology breakthroughs can be found in all modern aircraft and weapons systems, including the F-117 stealth fighter, B-2 bomber, C-17 airlifter and the F-22 fighter. It has also contributed to significant advancements in communications, electronics, manufacturing and medical research and products.

Part of the ATBT program is pulling all available technologies from within Australian universities and local industry and introducing them to the program to develop advanced rocket motors in Australia.

The practical benefit of this research and de-velopment means DSTG will be able to deliver rocket motors and high-speed weapons with more propellant and a smaller loading, which means longer range and faster speed.

Alexander says the most exciting experience is the testing process.

“When we have been developing a materi-al or technology for some time, we are fairly

certain it will work as we expect for particular applications,” he says.

“But it can be a stressful experience when we put it in a rocket motor stand at RAAF Base Edinburgh and statically fire it to determine if it meets the performance specifications or not.

“It’s nerve racking waiting for the countdown to see the result of months or years of work.”

A benefit of working closely with the AFRL is that it allows Australian and US scientists to share technology and testing facilities.

Alexander says while it is understood by the US that Australia has less aerospace engineers, they also understand Australian scientists and engineers are renowned for their research and development capabilities.

“AFRL is glad we are a part of the program because of the expertise and knowledge we can bring in areas they may be lacking,” he says. “When we recently embedded a DSTG scientist into AFRL, he was able to share our method-ology to help them improve their propellant section.”

Alexander says rocket technology is an industry of huge growth and refinement within Australia and the US.

“One of our main aspirations for advance-ment in the future is for smaller munitions with a longer range,” he says. “There’s a lot more research and work to be done.”

It is rocket science

The Eagle has landed at checkpoints Alexander Zeigler demonstrates rocket booster technology during the Land Forces international defence exposition.

Defence Science and Technology Group’s Michael Gillyon and Alexander Sabella, with the Eagle, a laser-based attention gaining device. Photo: Corporal Mark Doran

61Issue 1 2017 Defence60 Defence Issue 1 2017

RECRUITS BARK BACKIf you are a looking for a four-legged friend but don’t want a total commitment then adopting a RAAF puppy might be the answer

EXCITED puppies run out of their cage, swarming me after their door opens. One of the Malinois pups runs off and starts exploring, two sniff my boots while another bites

my boot laces and doesn’t plan on letting go.It’s difficult to imagine these seven-week-old

pups as military working dogs chasing down airfield intruders, but they have already started their training at the canine breeding section of the RAAF Security and Fire School at RAAF Base Amberley.

Apart from breeding puppies, the section puts the aspiring working dogs through a pro-gram exposing them to things such as gunfire, jet noise and children.

Puppies are taught to walk on leads, chase balls and prey-bite their toy as opposed to han-dlers’ limbs.

Canine Breeding Manager Stephen Cannon says the program shapes puppies’ natural be-haviours for future work.

“If a guy comes too close, the dog might bite and that’s a defensive behaviour,” he says.

“If someone runs and the dog chases them, that’s a prey behaviour. If the dog gets the guy down and hooks in, that’s a fighting behaviour.

“These are all natural behaviours, we just pigeon-hole them with a name.”

The section was originally set up to produce five to six litters a year, but it is now doing 10-12 litters, which totals about 80 puppies.

Corporal Samantha Luck works in the section as a Puppy Development Officer, but is sometimes called on to be a puppy midwife.

“The bitch during the first birth I did was quite calm and she let me sit in there the whole time,” she says.

“Steve was mentoring me, showing me what I had to do, what to look for and other veteri-nary procedures.”

During his time at the section, Stephen has

helped deliver more than 800 puppies, but says the experience hasn’t become boring.

“Each time they have babies it still excites me,” he says. “The arrival of new life is always eventful and rewarding, and every now and then you get to save a life or help along a poor-doing puppy.”

The section breeds German and Dutch shep-herds but is mostly focused on Malinois, a type of Belgian shepherd.

“Malinois want to please you, hop on your lap and do things like that. They’re gregarious, some would say naughty,” Stephen says.

“German shepherds can be a little bit aloof. They can take you or leave you.”

Malinois have become the dog of choice for police and militaries around the world, accord-ing to Stephen.

“Even the German police breed Malinois now, which is quite amazing – but that’s be-cause their success rates are better,” he says.

Samantha says she sometimes gets attached to the puppies, particularly the ones she’s had to hand raise.

“By 12 weeks of age we’re happy to see them progress to the next stage of training and they’re getting to that terror stage and we’ve generally got litters following behind them,” she says.

“This is the busiest job I’ve ever done. There’s so much more than what you’d perceive as training puppies or playing with puppies. It’s so much more in-depth.”

Residents of South-East Queensland who would like to be involved in the program can foster a puppy.

At 12 weeks, puppies are sent to foster families until they reach about eight months and come back to start serious working dog training.

Samantha says the puppies usually fit well into foster families.

“We had a phone call from one carer saying

Corporal Max Bree

the puppy was sleeping with their dog on the first night curled up in the same bed,” she says.

Both military personnel and civilians can become puppy foster carers after their premises are checked by Security and Fire School staff.

“We’re looking for people to have about a 1.8m fence and secure gates,” Samantha says.

“You need to have a large enough environ-ment for the dogs not to be cooped up all day and they can’t get out under the fence. These are Service dogs and they’re very agile.”

Carers are provided with equipment such as a lead, harness, car safety restraint, toys, food and bedding.

“Anything they need for the dog we will issue it to them,” Samantha says. “If the dog de-stroys a toy, they can call us and we’ll replace it. We also look after their tick and flea medication along with worming every month.”

A staff member is on call 24 hours to help

with any problems. “If they’ve escaped, they’re limping, they’re vomiting or anything like that, there’s always somebody you can call to get some advice,” Samantha says.

Carers are encouraged to take dogs out for environmental exposure and socialisation with other people, dogs, animals and children.

“It’s all about making the dog as environ-mentally strong as possible and working on some of their fundamental behaviours,” Samantha says. “That could mean playing some retrieval, walking them on the lead or taking them to parks and shopping centres.”

About 80 dogs a year are in need of care and, while many are repeat carers, new foster homes are always welcome.

Carers have included the Chief of the De-fence Force, Air Chief Marshal Mark Binskin, Channel 10 News reporter Georgina Lewis and the Head Aerospace Systems Division, Air Vice

Marshal Cath Roberts. The Chief of the Air Force, Air Marshal Leo Davies, and his wife, Rhonda, fostered Jericho – a Belgian Malinois

“The task of producing and developing large numbers of suitable military working dogs can-not succeed without the dedication and effort of foster carers,” Leo says. “My family, as well as many other foster carers, find the role of caring for a foster pup to be both a challenging and rewarding experience. It is a role we urge any responsible dog enthusiast to consider.”

Foster carers also get to attend their pup-py’s graduation once they qualify as a military working dog.

“They get to have a chat to the handler, ex-change stories and photos,” Samantha says. “So that’s good for the handler to understand where these dogs have come from as well.”

• To find out more on fostering a puppy, email [email protected]

Canine Breeding Manager Stephen Cannon and Puppy Development Officer Corporal Samantha Luck with seven-week-old Malinois puppies. Photo: Corporal Max Bree

NAMING OF PUPPIES EACH litter is assigned a letter of the alphabet and a random section at the RAAF Security and Fire School is asked to submit a list of names starting with that letter. Names can’t be offensive, controversial or political. They cannot be the same as any living military working dogs. An independent, three-person panel then develops a shortlist that goes to the school’s Commanding Officer for final approv-al. This process is used for every letter of the alphabet except ‘X’. All names for any litter starting with X must only be allocated by the CO.

“THE ARRIVAL OF NEW LIFE IS ALWAYS

EVENTFUL AND REWARDING, AND

EVERY NOW AND THEN YOU GET TO SAVE A

LIFE OR HELP ALONG A POOR-DOING PUPPY.”

STEPHEN CANNON,CANINE BREEDING

MANAGER

63Issue 1 2017 Defence62 Defence Issue 1 2017

THE DEVIL YOU KNOW THRIVES

IN TASSIEStony Head Military Training Area is home to some special animals

after the Save the Tasmanian Devils released some devils there

TASMANIAN Devils are thriving at Stony Head Military Training Area after 33 were released as part of the Save the Tasmanian Devil Program. The initiative is a joint response

of the Australian and Tasmanian Governments to the threat of Devil Facial Tumour Disease (DFTD), which has devastated the populations of devils around Tasmania.

ADF and APS personnel helped with the release of the devils at Stony Head, on the north coast of Tasmania, in August 2016.

The use of Stony Head was coordinated by the Regional Environment and Sustainability Officer, Kate Hibbert, of Estate and Infrastructure Group, and the Assistant Range Control Officer, Warrant Officer Class 2 Robert Butchart, of the Directorate of Training Area Management.

“The program first approached us at Stony Head in 2013 as they had been monitoring at Buckland Military Training Area on the east coast and thought Stony Head looked like a great devil habitat,” Kate says.

“They also did a number of monitoring trips between then and the release to look at the existing devil population on the site.”

Kate says planning for the release, from Defence’s perspective, took about eight months. The actual release took two days, with the devils released on the evening of the second day.

“I was given the privilege of letting one of the devils out of its trap,” Kate says.

“He was extremely keen to look at what was going on around him and eventually carried a large chunk of wallaby into the bush with him.”

The devils were all vaccinated before release and 25 of the 33 were fitted with GPS collars to allow monitoring by program staff.

The Program Manager for Save the Tasma-nian Devil Program, David Pemberton, says the devils have put on weight and appear to be loving life in and around Stony Head.

“The monitoring has shown us that most of the translocated devils are active around the release sites and tracking from the collars shows the animals are also using the area outside of Stony Head for up to 20km from the release sites,” David says.

Apart from DFTD, the other major killer of devils are cars and trucks.

Kate says the program is working with Tas-manian police to help minimise road kill, which claimed the lives of six of the devils released at Stony Head, a smaller number than devils released elsewhere in Tasmania.

“Unfortunately my devil, Myrtle, succumbed to road kill soon after release,” Kate says.

“However, the program undertook some aversion therapy to make the devils dislike vehicles. They were fed from wheelbarrows instead of cars so they wouldn’t associate cars with food, the collars have reflective tape and they installed virtual fences on the roads, large signage, both permanent and temporary, and there was significant media around the release telling people to slow down.”

Kate says it is important to try and help save the devils as they play an important role in keeping the training area healthy.

The training area is mostly used for dis-mounted training by infantry and cadets, mount-ed training by logistics and some mortar firing by the local battery.

“Defence aims to be a leader in sustainable environmental management to support the ADF capability,” Kate says.

“Although at first it seems like the protection

of the Tasmanian devil population is not vital to supporting capability, having a healthy training area is. Without the devil, there is increased op-portunity for feral animals like cats and rabbits to thrive. This then affects other animals and plants, and can result in an environment that is no longer suitable for training.

“Stony Head was chosen because of its re-mote location and healthy natural environment, which is a great compliment to Defence’s land management.”

Kate says all personnel are briefed on the released devils and the requirement to drive carefully to avoid disturbing the wildlife.

“The incumbent population seem quite happy to co-exist with the training conducted at the site, and, it would be unusual for any personnel using the site to see a devil,” she says.

Defence personnel help set up for the release of the Tasmanian Devils. From back, left to right: Lieutenant Commander Angella Hillis, Squadron

Leader Paul Gough, Chief Petty Officer Jamie Schmith, Sergeant Liz Beard; front row, Warrant

Officer Class 2 Robert Butchart and Kate Hibbert.

Tasmanian devil ‘Nutella’ is released at

Stony Head Military Training Area.

Photo courtesy of Save the Tasmanian Devil Program

“STONY HEAD WAS CHOSEN BECAUSE OF

ITS REMOTE LOCATION AND HEALTHY NATURAL ENVIRONMENT, WHICH

IS A GREAT COMPLIMENT TO DEFENCE’S LAND

MANAGEMENT.” KATE HIBBERT,

REGIONAL ENVIRONMENT AND SUSTAINABILITY OFFICER

65Issue 1 2017 Defence64 Defence Issue 1 2017

TRAINING TOMORROW’S

SIGNALLERSTraining standards manager Carl Free is ensuring Defence Force

School of Signals students receive the best training possible

Above: Carl Free is the Training Standards Manager at the Defence Force School of Signals’ Electronic Warfare Wing at Borneo Barracks.Left: Members of the Wing conduct a general salute during the annual parade. Photos: Corporal Max Bree

Corporal Max Bree

.

“IF YOU TRAIN INITIAL EMPLOYMENT TRAINEES, THEY’RE A NEW SHEET OF PAPER, THEY’RE SPONGES,

THEY ABSORB EVERYTHING YOU TEACH THEM.”

BEFORE talented signallers can sniff out enemy transmissions on the battlefield, they must pass through the Defence Force School of Signals’ Electronic

Warfare Wing at Borneo Barracks in Cabarlah, Queensland.

The Wing trains personnel in things such as signals intelligence, collection and reporting.

Carl Free, the Training Standards Manager, helps make sure students receive the best training possible.

This means conducting training and curriculum reviews based on questionnaires from graduating students and instructor feedback.

“That helps us to see if there is anything we need to address locally like meals, accommodation or equipment, or whether we seek amendments to the training management plan for future courses,” Carl says.

His work helps Army retain its status as a nationally recognised registered training organisation.

“I maintain spreadsheets that gather information for each course that’s running and keep abreast of each review board and how it impacts the course,” he says.

Carl runs qualified instructor, assessor and training supervisor courses at the start of each year for new people posting to the Wing.

These provide the Wing’s new instructors with generic teaching skills before they start running courses.

His biggest challenge is making sure

everyone has a clear understanding of the teaching guidelines.

“You can provide all the governance criteria and policy you want, you can write it until you’re blue in the face, but people need to apply it,” he says. “It’s about having everybody onside to use all those tools.”

An Army sergeant and Navy petty officer are on hand to help Carl keep things up to standard and ensure instructors know where they stand.

“We’ll encourage people to come and see us or we’ll go and see them to make sure they understand all the processes that are going on or where they can find out about them,” he says. “It’s an open door policy and no question is too silly.”

Carl says one of the most rewarding aspects of his job is receiving positive feedback.

“It’s great when students write their comments and say they found the course to be productive,” he says.

“They’ve got what they wanted out of the course and are happy to go to the workplace.”

Quality assurance work is important to make sure junior Defence personnel get the best experience, according to Carl.

“If you train initial employment trainees, they’re a new sheet of paper, they’re sponges, they absorb everything you teach them,” he says.

“Teaching is not necessarily just what you put on PowerPoint, it’s how you conduct yourself, how you speak to people, and the stories you tell. Trainees are listening for what’s going to be going on in the workplace.”

CARL FREE, TRAINING STANDARDS

MANAGER

67Issue 1 2017 Defence66 Defence Issue 1 2017

The Deputy Secretary Defence People Group,

Roxanne Kelley, in her office overlooking Blamey Square

in Canberra.Photo: Leading Seaman Jayson Tufrey

RECORD OF ACHIEVEMENT

Air Mobility Group honoured for its digitisation efforts

APROJECT to digitise aircrew records has secured Air Mobility Group (AMG) a national award. This follows the transfer of all Aircrew Flying Service Records

(AFSRs) within the Group into electronic form between March 2015 to February 2016.

The massive undertaking was recognised at the Records and Information Management Professionals Australasia Gala Awards on 12 September 2016.

The J Eddis Linton Award for Implemen-tation was accepted by AMG’s Information Manager, Lyvern Slender, who led the project.

Lyvern says the AFSRs contained aircrew training assessments and competencies, which were then used by the Group to manage its aircrew workforce.

“One hundred per cent of our AFSR records are now created and managed digitally. This sig-

nificantly reduces the risk of misplaced AFSR content or files,” she says.

“Each member’s AFSR file has become accessible ‘on demand’ at all Defence locations by those with a ‘need to know’.”

This ensures the member’s privacy while increasing the AMG executive’s awareness of aircrew competency and capability. It also prevents a loss of documents during postings and increases the efficiency of accessing these documents.

“We are required to meet the Australian Government’s digital transition agenda and the National Archives Digital Continuity 2020 Policy,” Mrs Slender says.

“The secure destruction of the physical files has freed 15 metres of physical storage space at AMG sites. It has also significantly reduced the AFSR access requirements on registry staff.”

AMG’s Director Knowledge, Innovation and

Personnel, Raquel Clarke, congratulated the team on receiving the J Eddis Linton Award.

“While there was a legislative mandate behind this project, AMG is now benefiting from the digitisation of these records,” Raquel says. “The dedication and enthusiasm from the AMG information manager in pursuing this project has made it a success.”

The project illustrates how embracing new practices can deliver greater efficiencies in the workplace.

“When bringing Air Force into the 21st century, there are initiatives we can apply within the office as well as in the battlespace,” Raquel says.

“Improving our business practice in the office is increasing the scope we have to support operations, as well as other raise, train and sustain activities within Air Force.”

Air Mobility Group’s Information Manager, Lyvern Slender, left, and the Defence Director of Information Management Governance, Jan Andrews, celebrate the Air Mobility Group’s national award.

Eamon Hamilton

ELECTRONIC warfare expert and “ball of energy” Lawrence Bode had his work recognised with a posthumous lifetime achievement award presented to his family at a

ceremony in Canberra in October 2016.It was delivered by the Association of Old

Crows, which promotes the importance of electronic warfare internationally.

The Association’s President, Dave Hime, says the award measures a person’s work over about 20 years, looking at someone’s professional accomplishments and work with the group.

“Laurie Bode exemplified every bit of the criteria,” Dave says. “He helped found the Australian chapter years ago. He also had his own body of work with all the programs and technologies he helped contribute to.”

Laurie joined the Air Force in the early 1970s and finished his career as Director Airborne Self Protection Systems Program Office, part of the Electronic Warfare Branch.

Long-time friend Jeff Walsh first met Laurie more than 40 years ago when they were Air Force cadets.

“We were playing in the forward line but our Aussie Rules team wasn’t very strong and the ball was always up the other end,” he says.

“Laurie and I had a good opportunity to get to know each other.”

Laurie’s strong understanding of microwave and antenna theory helped Jeff through their training.

“I used to rely on him quite heavily for some parts of electronic warfare,” he says. “He was a ball of energy; if you couldn’t keep up, you had to take notes. His mind used to run at a million miles an hour.”

Laurie went on to help put together the first Air Force electronic warfare engineers’ course in the late 1970s.

After retiring from the Air Force, Laurie started in the APS and worked his way up before passing away in July last year.

Laurie’s daughter Amanda, son Adam, mother, Gwen, brother Russell and grandson Archie were on hand in Canberra when the lifetime achievement award was presented.

Corporal Max Bree

LIFETIME AWARD

“I miss his handyman attributes, he did everything around the house for us. He was always on call when the power went out or we needed something hung in the house,” Amanda says. “He used to come over and we’d watch footy together. We were Bombers supporters and it wasn’t a good year to go out, but he would have enjoyed the Doggies winning last year.”

Dave says it is important to recognise work in electronic warfare because adversaries are updating their technologies so fast.

“If you think of the capability in everyone’s smartphones, that far outstrips some of the electronic warfare systems on board our military kit 20-30 years ago,” he says.

“The pace of change is so rapid and electronic warfare has to keep up or lives are going to be lost.”

The President of the Association of Old Crows, David Hime, presents a lifetime service award for Lawrence Bode to his daughter Amanda at Russell Offices in Canberra. Photo: Corporal Max Bree

Lawrence Bode

“THE SECURE DESTRUCTION OF THE PHYSICAL FILES HAS FREED 15 METRES OF PHYSICAL STORAGE

SPACE.”

LYVERN SLENDER, INFORMATION MANAGER

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