Issue 5, 2011

m a g a z i n e ›

People in DefenceAPS Core Capability Framework launched: pages 26-27

Connected commsMajor exercise

showcases networking: pages 28-29

Meet Mr Duncan Lewis Cover story: pages 18-21

2 DEFENCE MAGAZINE

WORLD NEWS

Defence MagazineEditor: Michael Weaver Phone: 02 6265 7117Defence Magazine is produced by Communication and Media Branch.ISSN 1446-229X

Design and Layout:Karen Costello Graphics Services Defence Publishing Service DPS: SEP033/11

How to contribute to Defence MagazineContact: 02 6265 7117 or Email address: defence.magazine@defence.gov.au Website: http://www.defence.gov.au/defencemagazine/ Subscriptions: Trish Dillon (02) 6266 7607 or tdillon@defencenews.gov.au

Snapshot:After 28 years in various aircraft-related jobs in Defence, Michael

Hibbert stands in front of an Aircraft Research and Development Unit PC-9

following the last day in his position as computer aided design manager

for the Aerospace Engineering Squadron at RAAF Base Edinburgh. Mr Hibbert’s Defence career began

as a RAAF draftsman in 1983 and included more than nine years in

the Air Force which saw him posted around the country and abroad. His

APS career began is 1995 with the Aircraft Research and Development

Unit, and the Aerospace Engineering Squadron. Mr Hibbert said one of

his career highlights was having the opportunity to fly in some of

Australia’s greatest aircraft.

Photo: Leading Aircraftman Glynn Jones

Cover image:A face well known to many people

is the cover image of Duncan Lewis, who has been appointed Secretary

of the Department. Inside, he speaks with Defence Magazine on the

challenges ahead and his return to the organisation he regards as home.

Photo: Steve Dent

3 www.defence.gov.au/defencemagazine

iNSiDE thiS EDitiON

Regulars

News 6–9

Regional News 10

International News 11

Pictorial: All the Queen’s Colours 14–15

Public Sector News 16–17

Columns

Secretary: Maintaining the momentum 4

Chief of the Defence Force: Combating gender equality 5

Spotlight on Reform: Navy reform making waves 12–13

Cover story

Duncan Lewis: Driving reform on the SRP highway 18-21

Groups and Services

Reserves: New direction for ADF reserve capability 22-23

Capability Development: Pushing the limits on iED detection 24-25

People in Defence: APS Core Capability Framework launched 26–27

Information Technology: Connected comms crucial during exercise 28–29

Your workplace: Subpoena: what you need to know 30–31

Defence Support: - Future focus on leadership program 32

- Accommodation project leaps into construction 33

The Last Word: First Assistant Secretary information

Communication technology, Anne Brown 34-35

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26

34

4 DEFENCE MAGAZINE

SECREtARy’S COLuMN

This is my first column for the Defence Magazine and

let me begin by saying how happy and honoured I feel to have returned to Defence.

I left Defence at the end of 2004, after spending 33 years in the Army; I have spent the past seven years working at the Department of Prime Minister and Cabinet.

There is no doubt that I have started in this role during a period of significant reform in Defence. The Strategic Reform Program (SRP) is well underway and we have several other reviews in progress that are due to report soon. I am certainly very aware of the challenges ahead; but I am also very confident in our ability to achieve the reforms required to build a better organisation and a stronger Defence Force for the future.

I want to thank Dr Ian Watt for the significant contribution he has made in positioning Defence through the SRP and associated reforms. Defence will continue its association with Dr Watt in his new role as Secretary of the Department of Prime Minister and Cabinet.

On my first day on the job, I announced my priorities for Defence (see page 20); my vision for how we need to think and behave. I believe we need to remain focused at all times on supporting our people on operations; providing the Government with the best Defence capability we can; delivering

value for money for the Australian tax payer; and professionalising our workforce. I ask that these priorities be kept in the forefront of all our minds, every day.

On September 15, the CDF and I accompanied the Minister for Defence, Stephen Smith, to the Australia and United States Ministerial Consultations (AUSMIN) held in San Francisco. This forum is significant to Australia’s alliance with the United States and provides an important opportunity to discuss and share perspectives on global and regional political issues.

Our ability to support our Ministers, and the Government as a whole, is a vital part of our business. We need to be a trusted adviser, responsive to the Government’s needs and consistently delivering high quality and well considered advice. To do this we need to look beyond our immediate workplaces and actively collaborate with our colleagues across Defence, the Australian Public Service (APS) and industry counterparts. That may require a shift in our culture, but it is a key area I will be focusing on and is central to our relationship with Government, our reform efforts, and to achieving Force 2030.

In the people space, I was very pleased to launch the Defence APS Core

Capability Framework on September 8, which describes the common leadership, management and administrative skills, knowledge and behaviours for each APS level in Defence, regardless of an individual employee’s Group or geographical location. This is an incredibly important step forward in establishing a more structured, coherent

and consistent approach to developing leadership skills within Defence’s APS workforce.

Growing leaders as they progress through various roles in Defence is an important way of addressing the challenges associated with the future labour force in Australia. We know that we have an aging population and, as a result, there will be skill shortages in most technical and professional occupations. It is important that we start to address that now by further developing and implementing Defence’s people strategy.

I encourage you to take a look at the APS Core Capability Framework. Use it to help you in your own personal development and career planning and as a reference for supervisors and managers to support their recruitment practices and staff management.

Finally, I would like to acknowledge the challenging environment within which we are operating. This is unlikely to change, at least not in the short term. However these reforms are critical to Defence’s capability and sustainability; maintaining the momentum of SRP is the key to our success.

I believe very strongly in our organisation. I am very aware of, and have seen first-hand, the high

levels of commitment and loyalty of Defence employees and the important contribution each of you make to enabling our first-class Australian Defence Force. During the coming months, I intend to get out and about visiting as many Defence sites and meeting as many Defence employees as possible.

I look forward to working with you.

Maintaining the momentumBy Mr Duncan Lewis

“Our ability to support our Ministers, and the Government as a whole, is a vital part of our business.”

5 www.defence.gov.au/defencemagazine

ChiEF OF thE DEFENCE FORCE’S COLuMN

By General David hurley

I have served as an infantry commander at platoon,

company and battalion level. I have deployed on operations as a battalion commander.

As a brigade commander and as Land Commander I deployed infantry battalions on operations. I know the rigours of life as an infantryman.

My decision to support the opening of combat positions to women therefore comes from experience and knowledge, not political correctness.

We owe all members of the ADF the opportunity to achieve their career aspirations. In doing so, we need to preserve the standards expected of each and every member. The decision to open combat positions to women is about opportunity – those who meet the standards can serve. The standard will be maintained to ensure that our combat capability is not diminished.

Our people are our greatest asset. It is my intent that every member of the ADF enjoys an equal opportunity to an exciting and equitable career. To reflect contemporary community standards and expectations, we must therefore accept that gender equality is the norm and not the exception.

Not so many decades ago, a woman’s choice to serve in more than 200 different roles offered across the Services was limited. In addition, women only won the right to remain in the ADF after marriage in 1969.

It was not until 1974 that we allowed women to serve after having a baby, and it was not until 1979 that women’s pay equalled males’. Also in 1979, the Army amalgamated the Women’s Royal Australian Army Corps with mainstream Army. These were significant changes in a short time.

The status of women in the ADF gained further momentum with Australia’s ratification of the Convention on the Elimination of all forms of Discrimination against Women in 1983, and the enactment of the Sex Discrimination Act in 1984.

In 1985, women in the Navy began serving in seagoing billets. In 1987, our first female pilots graduated from Pilots Course, and in 1988, we had our first female naval Commanding Officer.

Many of the barriers to women being fully employed in the ADF have been removed during the past 20 years. Women now serve in command positions at home and on operations. More reach senior ranks within both officer and other rank streams.

I am not content though to maintain a status quo. In the political and corporate sphere, the gender barrier has been removed and women are represented in truly senior positions. We in the ADF are on the edge – now is the time to cross the Rubicon.

The ADF should persue excellence and so our challenge is to harness the impetus from early initiatives to actively promote and achieve gender equality. All members should enjoy respectful, supportive and inclusive workplace.

In our younger members I see the tenacity and drive to make what was once impossible a tangible reality. Our service women will now have the option to explore all career opportunities. No one has a right to undermine this choice and we all share the responsibility to work towards its success, as ultimately, it is about ADF capabilities.

Equally important, we are enabling women, as we do men, to enjoy a rewarding, valued, full-time career in the ADF without the imposition of artificial barriers as existed pre-1969. I accept not everyone who joins the ADF wants to make the most senior ranks; many make outstanding contributions during decades of service, and this opportunity must exist for all ADF members.

Ensuring women contend to win promotion and hold positions of authority is not just about finding and retaining the right women. It is also about recognising and accepting the talents of female members. Listening to, and hearing, the voices of both women and men at every

level of our decision-making is key to our success and I plan to do this.

This extends to our international counterparts. In early 2012 we will host a visiting delegation of Canadian female combat commanders and hear, first hand, their experience.

Opening up the remaining combat role employment categories is just one element of my vision for a fair, just and inclusive ADF.

The Defence review on Physical Employment Standards for combat roles will be completed this year. The review will determine suitability for roles in the ADF based on physical fitness assessments that are scientifically based, occupationally relevant, and do not discriminate on the basis of gender.

For your commitment to military service you deserve the opportunity to progress through the ranks based on merit and skill.

A robust and agile ADF relies on every member having the opportunity to contribute fully and equally to Defence capability. We cannot credibly claim to be a force for good, a force to be reckoned with, a force to win, if we do not fully use all people in our service.

The Australian community should celebrate the ADF for being an employer where women and men are afforded viable career advancement opportunities and innovative professional development. Through principle-based policies we can integrate more women in the ranks and embed flexibility in the management of ADF careers.

For example, there is still scope to improve how we help ADF families find a better balance between paid work and caring responsibilities. This includes how we better allow new mothers to remain connected to the ADF and support men in sharing the raising and caring of children – a critical step to progressing equality.

These are not just women’s issues. We must engage men on these priorities. After all, gender equality is the whole community’s responsibility. Meeting the challenge of our shared responsibilities is being tackled at a great rate by the three Services, but we have more work to do.

We will not walk blindly while we have an endpoint in our sights. I want you all to be involved as we start this journey.

Combating gender equality

6 DEFENCE MAGAZINE 7 www.defence.gov.au/defencemagazine

NEWS

An Air Force sergeant who was seriously burned in an explosion at Rockhampton airport on July 25 died of his injuries in the burns unit of Royal Brisbane Hospital on September 20.

Sergeant Michael Dunn (above), from 322 Expeditionary Combat Support Squadron based at RAAF Base Tindal, was deployed to the airport as part of Exercise Talisman Sabre.

After the explosion, colleagues immediately extinguished the flames on his body and applied first aid.

He was transferred initially to Rockhampton Base Hospital for treatment and then to Royal Brisbane where he remained in a serious condition.

The Chief of Air Force, Air Marshal Geoff Brown, expressed his deepest sympathies and those of the Air Force community to Sergeant Dunn’s family.

“Those who visited Mick since the accident were all affected by the courage and determination that he showed during his treatment and are extremely saddened by his passing.

“Our thoughts are with the family, friends and colleagues of Sergeant Dunn.

“He served 27 years in the Air Force and most recently he was serving at RAAF Base Tindal where he and his family were long-standing members of the Katherine community,” Air Marshal Brown says.

Meanwhile, investigations into the incident continue. The ADF’s safety review, which was completed on August 30, was unable to determine what caused the explosion while inquiries

by the Queensland Police and the ADF Investigative Service determined there were no criminal actions involved.

Airman dies of injuries

An Australian member of the International Stabilisation Force (ISF), Craftsman Beau Pridue (above), died in a vehicle accident near Baucau, East Timor, on September 15.

A second Australian ISF member was injured in the accident and, following aero-medical evacuation, was treated at an ISF-contracted medical facility in Dili. The soldier suffered minor injuries and his prognosis for recovery is good.

The soldiers were travelling in an ISF Unimog vehicle when the accident occurred.

An aero-medical team was dispatched to the scene via helicopter and the medical officer confirmed the soldier had died in the accident.

Chief of Joint Operations Lieutenant-General Ash Power says the incident highlighted the dangers faced by ADF personnel wherever they were deployed.

“This tragic accident has taken the life of another young man serving his nation,” Lieutenant-General Power says.

Both soldiers involved in the accident were Army reservists normally posted to the 8th Combat Services Support Battalion (8CSSB) in NSW.

In a statement, Craftsman Pridue’s family says growing up in Newcastle, Beau always strived to be at his best.

“He loved his family, he loved his mates and he loved the Army,” the statement says.

“We are extremely proud of our boy and we know that we lost him doing a job he was trained for and loved doing.”

Craftsman Pridue’s body returned to

RAAF Williamtown on September 21. Soldiers from 8CSSB formed an honour guard and bearer party to escort his casket from the RAAF C-130 aircraft to his grieving family.

The soldier’s funeral was held in the Newcastle area on September 27.

Loss of sailor saddens Navy

Young soldier killed in Timor

It is with deep regret that the Australian Defence Force confirms that Captain

Bryce Duffy, Corporal Ashley Birt and Lance Corporal Luke Gavin were killed on operations in Afghanistan on October 29.

Seven soldiers were also wounded when a member of the Afghan National Army opened fire with an automatic weapon.

The families of Captain Duffy, Corporal Birt, Lance Corporal Gavin and the wounded soldiers are receiving support from the Australian Defence Organisation.

Captain Bryce Duffy (above) was born in Sydney in 1984 and was educated in Brisbane. He joined the Australian Defence Force Academy in January 2003 and completed a Bachelor of Science. He graduated from the Royal Military College in December 2006. He was then posted to 1st Field Regiment, Royal Australian Artillery in Brisbane.

Captain Duffy was a member of the Mentoring Task Force – Three and was from the 4th Field Regiment, Royal Regiment of Australian Artillery, based in Townsville. He is survived by his wife, mother and family.

Captain Duffy was a well known and highly regarded young officer. He was recognised by his commanders for his strength of character, determination and diligence. His peers remember him as an officer who maintained the highest possible personal standards.

His selfless dedication to duty was demonstrated by the fact that he had volunteered for his second tour of duty in Afghanistan at short notice, after a fellow officer was wounded in action.

Captain Duffy deployed on Operation

Slipper (Afghanistan) from January to October 2010, Operation Yasi Assist (Australia) in February 2011, and Operation Slipper from September to October 2011.

Corporal Ashley Birt (above) was born in Nambour, Queensland in 1989. He enlisted into the Australian Regular Army in June 2007 and was allocated to the Royal Australian Engineers as a geospatial technician.

Following his initial employment training and Specialist Technical Geospatial Basic course in December 2008, he was posted to the 1st Topographical Survey Squadron. He was promoted to Lance Corporal in February 2011 and to Corporal in April 2011.

Corporal Birt was part of Combined Team Uruzgan and is survived by his parents and brother.

His colleagues describe him as being a proud and well liked soldier. He maintained a very high level of physical fitness and played hockey at the highest levels. Due to his natural leadership style, maturity, work ethic and dedication to his specialist trade, he was promoted through the ranks quickly.

He was a great mate to his many colleagues and well liked by all. He was a larrikin and was always smiling. His mates remember him as a great bloke, a distinguished sportsman and an excellent soldier. He will not be forgotten and will always remain a part of the sapper family.

Corporal Birt deployed on Operation Anode (Solomon Islands) from July to

September 2010, Operation Queensland Flood Assist from January to February 2011, and Operation Slipper (Afghanistan) from May to October 2011.

Lance Corporal Luke Gavin (above) was a member of the Mentoring Task Force – Three and was from the 2nd Battalion, Royal Australian Regiment in Townsville.

Lance Corporal Gavin was born in Manly in 1984. He enlisted in the Army in 2004 and following his basic training and initial employment training, he was posted as an infantryman to the 2nd Battalion, the Royal Australian Regiment, in Townsville in 2005. He was promoted to Lance Corporal in January 2009.

He was a highly qualified soldier, having completed specialist training as a combat first-aider, Pashtu linguist and infantry support weapons operator. Lance Corporal Gavin was a highly respected member of the 2nd Battalion. He was acknowledged by his superiors for his positive attitude and loyalty. His subordinate soldiers were motivated by his professionalism, mateship and outstanding specialist skills. He was also known for being a devoted husband and father.

Lance Corporal Gavin is survived by his wife and their three children.

Lance Corporal Gavin deployed on Operation Astute (East Timor) on three occasions, the first from May to October 2006, before further deployments from October to March 2008, and again from May 2009 to February 2010. He deployed on Operation Slipper from June to October this year.

Multiple casualties in Afghanistan

A Royal Australian Navy sailor, Able Seaman Ewan McDonald, serving in HMAS Toowoomba, died while the ship was conducting a port visit to Mumbai, India.

The Chief of Navy and all members of the Navy family are saddened by this loss and offer their condolences to the family.

Able Seaman McDonald’s family issued a statement saying the unexpected loss has saddened his family and close network of friends.

“Ewan’s love for his close-knit family was very apparent; particularly for his nieces and nephews whom he adored,” the family statement said.

“He treasured his partner whom he created a life with in Perth and was looking forward to sharing his future with her. The welfare of his family and friends was paramount to Ewan and he constantly put others before himself.”

Able Seaman McDonald joined the Navy eight years ago, and his family said he loved every minute of it. He faced many challenges and overcame them with grace and dignity.

“The Navy definitely brought out the best in Ewan; he joined as a boy and left as a true gentleman.

“Ewan had a wide circle of friends both in Victoria and Western Australia, enjoying his free time four-wheel driving and sailing model boats.”

8 DEFENCE MAGAZINE 9 www.defence.gov.au/defencemagazine

NEWS

Bargaining has recommenced towards a replacement Defence Enterprise

Collective Agreement (DECA) 2011.Following the employee ‘no’ vote in

July, a revised pay offer was made to bargaining representatives, however both Defence and the representatives the parties continue to remain divided on the issue of pay.

Defence is maintaining its commitment to offer its APS1-EL2 workforce a remuneration level that is in the top quartile of APS salaries, proposing a nine per cent offer for three years; an offer that delivers on this commitment and is supported by the APS Remuneration Survey data provided by Mercer (Australia).

Government’s enterprise bargaining policy in the public sector requires an organisation to achieve productivity or efficiency gains to offset pay increases.

Defence has used the productivity gains achieved through the Strategic Reform Program (SRP) as justification for the genuine, quantifiable productivity improvements needed to offset the pay rise currently on offer.

Defence’s achievements under SRP have enabled the organisation to fund the proposed pay offer without detriment to other elements of the employment package.

The Deputy Secretary People Strategies and Policy, Phil Minns, says Defence’s

priority is to deliver a balanced and appealing employment package.

“The proposed DECA 2011 builds on the conditions of DECA 2009 and is written in a way that encourages a healthy balance between work, home and family life; encourages our people’s professional development; and provides for a fair and inclusive work environment,” Mr Minns says.

“Feedback from our Defence APS workforce through avenues like the Defence Attitude Survey suggests that we are delivering on these commitments for the bulk of the Defence APS workforce.”

Additionally, results of the DECA 2011 survey, conducted following the first DECA 2011 vote, supports that the APS workforce is generally satisfied with the conditions on offer.

“We acknowledge though that there is always room for improvement, and that there may be some areas in the APS workforce where our people are not necessarily accessing the good conditions of service we’ve built into the DECA,” Mr Minns says.

“We’re working to tackle this and make application more consistent. Through DECA 2011 we have been developing a range of scenario-based examples to make the principles and intent of DECA 2011 clearer.

“The aim of these scenarios is to dispel myths and misinformation and to support supervisors and managers in implementing various employment provisions, such as flexible work arrangements.

“In addition to the DECA, we are compiling the feedback you provide us through surveys into quarterly reports that give Defence with an indication of what we are doing well and where we can improve.

“Through communicating the Defence Employment Offer, we will share this intelligence and request that leaders, managers and supervisors help deliver on the commitments outlined in our employment package,” Mr Minns says.

Defence is also investing in its people through projects that focus on building people capability for Force 2030.

The Defence APS Core Capability Framework is the first stage of a three-year career and talent management system designed to help grow employees as leaders of the Defence organisation (see separate story on page 27).

It will see a shift in Defence from a situation where APS employees largely manage their careers with limited assistance, to a system where managers and supervisors take a more active role in the career development of their employees.

“We know that our APS workforce wants better information to manage their careers and promotional prospects. The Framework is intended to meet this need and connect our people more closely with organisational performance goals,” Mr Minns says.

“Defence believes that an attractive employment package isn’t just about pay.

“We’re committed to delivering a balanced and appealing package that provides for our people’s career development, makes an investment in our people with training and development to prepare them for future roles, rewards loyalty, enables our people to take a break from work each year, and within a package that supports our people and their families.”

In addition to the DECA, a new Workplace Remuneration Agreement (WRA) is currently being negotiated for ADF members. The Chiefs of Service Committee expressed its support for the WRA to contain a pay offer of nine per cent for three years, which is consistent with the pay offer to the APS workforce.

Preserving the link between the DECA and the WRA is considered an important strategic objective to support Defence’s integrated workforce. The Defence Force Remuneration Tribunal was scheduled to hear the submission for a replacement WRA on October 27.

To find out more on DECA 2011, visit the DECA 2011 Pay and Conditions intranet page for the latest information on pay, industrial action and newsletters.

You can also contact the Defence Workplace Relations team directly in relation to DECA 2011, with an email to DECA.2011@defence.gov.au Mailbox.

Bargaining continues for DECA 2011

The Deputy Secretary People Strategies and Policy, Phil Minns, is working towards a balanced and appealing employment package.

One of Australia’s leading mental health experts has hailed Defence as a world leader on mental health issues.

The Executive Director of the Brain and Mind Research Institute, Professor Ian Hickie, described the Australian Defence Force Mental Health and Wellbeing Prevalence Study as world best practice.

“Defence, through its leadership, through its medical research, is serious about addressing these issues and has chosen gutsy, smart, collective and informed strategies to this major challenge.

Defence leads the way on mental health research“Where they have really emphasised

prevention, early intervention, use of e-health strategies, easy access to care, peer and family support and most importantly collective action, they are world leading,” Professor Hickie says.

The Chief of the Defence Force, General David Hurley says the research shows existing mental health programs are working, but the ADF would always strive to do better.

“The study highlights some areas where we need to focus our attention,

but overall, it shows there is very little difference between the mental health prevalence of people who have deployed on operations and those who have never been deployed.

“Research findings will be applied to current ADF policy and programs required to meet the future needs of serving ADF members after their military service ends,” General Hurley says.

The Mental Health and Wellbeing Strategy will provide a blueprint for the 2012-2015 Mental Health Action Plan.

Defence leads the way in energy

Defence, on behalf of 84 Commonwealth agencies, has signed a new four-year whole-of-government contract with ERM Power Retail beginning on July 1.

The contract prices indicate that Defence could reduce energy costs by up to 17 per cent. This will help offset anticipated increases in regulated fees, retail prices and carbon tax impacts. It is also an important element of the Strategic Reform Program.

Since 2005 Defence has been the lead agency in the procurement of electricity for Commonwealth departments and agencies with sites in the ACT.

Defence represents more than 50 per cent of all energy consumed by Commonwealth agencies and currently purchases 10 per cent green energy in all its major electricity supply contracts.

Defence is examining and implementing numerous energy efficiency initiatives. Employees can help reduce the Defence carbon footprint, as well as energy costs, by turning off lights and electrical equipment when not required, taking short showers, using natural ventilation where possible, reporting faults and using off-peak energy where possible.

If you have ideas for saving energy, contact your local Regional Energy and Sustainability Manager.

Defence Support Group employee Shelly Thomson has bravely signed up to shave her head, all in the name of charity.

Shelly, who joined the department three years ago as a graduate, is excited about the prospect of raising money for a charity close to her heart.

Shelly’s charity of choice is Youngcare, an Australia-wide, Brisbane-based organisation committed to getting young people with high-level care needs out of nursing homes and into suitable accommodation and care options.

“I have chosen a charity that advocates an issue which I have been passionate about for a long time,” Shelly says.

“Before working for Defence I was a disability carer for people with high-level care needs. I saw first-hand the limited care options available for young people who require 24-hour support.

“If you’re 18 and no longer want your family to be looking after all of your personal care needs, there are not many options that will support you to live a ‘young’ and fulfilled life. This is a gap in our society that Youngcare is striving to fill through increased accommodation options, advocacy and lobbying.”

Shelly’s blonde, red and purple dreadlocks have become known around the halls of Russell Offices in Canberra.

“I’ve had the dreads for close to six years now, but I’m willing to sacrifice them for the right price,” Shelly says.

At the end of October, two months after Shelly’s website was launched, she had already raised more than $2500 in donations – halfway to her goal of $5000. Shelly will be shaving her head in early December and will keep those interested in the event updated through her website.

For information on how to donate, further photos and updates, and to learn more about Youngcare, visit www.everydayhero.com.au/ shelly_thomson

Shelly Thomson and her long dreadlocks, which will soon be taken off for a great cause.

Shelly says goodbye to her dreadlocks for charity

10 DEFENCE MAGAZINE

REGiONAL NEWS

An air-to-ground weapons range, used by the Royal

Australian Air Force and allied air forces from World War II until 1979, is being rehabilitated under a Defence Support Group (DSG) project.

The Quail Island Air Weapons range, 65 kilometres north-west of Darwin, was used for bombing, gunnery and rocket practices by aircraft from a number of countries, including the Netherlands East Indies Air Force during World War II and later by the Republic of Singapore Air Force.

The range consists of Quail, Bare Sand and Djajalbit Islands and is a popular fishing and camping location.

After the range became disused, the RAAF conducted periodical clearance of the unexploded ordnance (UXO) found on the surface. The current project will locate and remove the subsurface UXO in a three-year period to ensure the islands are safe for future use.

The project is being managed by Major Geoffrey Robinson, the manager of the National Unexploded Ordnance Office in Property Services Branch within Infrastructure Division of DSG. As an ammunition technical officer,

Major Robinson also runs the Explosive Ordnance Disposal Control Centre for the ACT and southern New South Wales.

The hazard reduction project will make the area safer for a number of interest groups that visit the islands, including tourist excursions to Bare Sand Island during the turtle nesting period of the dry season. Research groups also camp on the island to conduct studies of turtle egg-laying and hatchings.

Charles Darwin University has been conducting a turtle research program on Bare Sand Island since 1996 and provides vital information to ensure the protection and conservation of Flatback Sea Turtles and their habitat.

Defence continues to liaise closely with the university to ensure that every possible measure has been implemented to protect the turtles. While all UXO hazard reduction work must be conducted in daylight, this measure also ensures the nocturnal nesting activity of the turtles is not adversely affected.

The project management team has worked hard to ensure all stakeholders have been involved in the consultation process. The Northern Territory Government, the Northern Land Council as representatives of the traditional custodians of the land, the Aboriginal Areas Protection Authority, tourist operators and environmental experts, have all contributed to the project’s development.

Former RAAF bombing range clean-up

The manager of the National Unexploded Ordnance Office, Major Geoffrey Robinson (left), identifies unexploded ordnance at Bare Sand Island as part of a hazard reduction program.

The project is being undertaken by G-tek Australia Pty Ltd, a specialist UXO clearance company. In order to complete the first stage of the project, a limited burn-off was successfully undertaken in April to reduce the long spear grass. This enabled workers to complete a visual search of the islands for UXO.

Using hand-held electromagnetic equipment and searching to a depth of about 50 centimetres, one 120-pound and three 250-pound unexploded bombs were located and identified on Bare Sand Island.

The surface and shallow search stages of the project will be complemented in 2012 by a deep search using digital magnetics technology to a depth of about three metres.

With the cooperation of the Northern Territory Government, an exclusion zone has been established around the islands while the project is being conducted. Interest groups, including tourism operators and academic researchers who have a genuine need to access the islands, may be granted permission, subject to strict conditions.

“Unexploded ordnance in this area poses substantial risk to people visiting the islands, which is a key reason why Defence is undertaking this hazard reduction program,” Major Robinson says.

“Our ultimate aim is to make the area as safe as possible for future use by the local indigenous, research and recreational communities.”

Current indications are that the project will be complete by 2013.

The sign says it all.

11 www.defence.gov.au/defencemagazine

iNtERNAtiONAL NEWS

The new Secretary of Defence, Duncan Lewis,

and the Chief of the Defence Force, General David Hurley, accompanied the Australian delegation to the Australia-United States Ministerial Consultations (AUSMIN) in San Francisco on September 14-15.

The Minister for Defence, Stephen Smith, jointly led the delegation with the Foreign Minister, Kevin Rudd. Other members of the Australian delegation included the Secretary of the Department of Foreign Affairs and Trade, Dennis Richardson, the acting National Security Advisor Dr Margot McCarthy, the Director General of the Office of National Assessments, Allan Gyngell, and the Ambassador to the United States, Kim Beazley.

Together with the US Secretary

Secretary and CDF in good company at AUSMIN

of Defense, Leon Panetta, and the Secretary of State, Hillary Rodham Clinton, the Defence and Foreign ministers marked the 60th anniversary of the Australia-United States alliance where the ANZUS Treaty was signed on September 1, 1951.

“We endorsed a joint statement on cyber, declaring that cyber attacks could be invoked under the ANZUS Treaty, demonstrating the adaptability of our alliance, 10 years on from when the Treaty was first formally activated in response to the 9/11 terrorist attacks,” Mr Smith says.

The Minister also discussed progress on the United States Global Force Posture Review.

“Secretary Panetta and I are satisfied at the progress made by officials on working up options for Government consideration for our forces to work more closely together in the Asia-Pacific,” he says.

“We discussed the progress of

international efforts in Afghanistan to transition to Afghan-led security responsibility by 2014. I reiterated Australia’s commitment to training the Afghan National Army’s 4th Brigade in Uruzgan Province.

“We acknowledged our growing cooperation in space and discussed important defence capability acquisitions, including the Joint Strike Fighter and Future Submarine.”

During the visit, the Minister also took delivery of the Royal Australian Air Force’s fifth C-17A Globemaster III aircraft at Boeing’s Long Beach production facility near Los Angeles.

“The addition of a fifth aircraft to the RAAF’s fleet will expand Australia’s capacity to deploy rapidly personnel and equipment all around the world,” Mr Smith says.

“I also met with industry representatives to discuss challenges that both governments and industry face in cyber security. I underlined Australia’s commitment to countering threats to the cyber environment.”

The Chief of the Defence Force, General David Hurley (left), and the Secretary of Defence, Duncan Lewis (6th from left), with the Australian delegation at AUSMIN 2011.

13 www.defence.gov.au/defencemagazine

SPOtLiGht ON REFORM

DEFENCE MAGAZINE12

Navy’s Continuous Improvement program is

improving the organisation’s structure and developing a culture of cost consciousness through identifying business improvement opportunities, according to the Deputy Chief of Navy, Rear Admiral Trevor Jones. Here, Rear Admiral Jones answers some questions about the program and Navy’s initiatives for the Strategic Reform Program (SRP).

How are Navy’s reform and improvement efforts going?

Navy is now two years into the reform process and there has been a

noticeable shift in Navy in this time. Navy’s reform approach is built on the establishment of effective governance, a program of cultural change, and driving reform through a process of continuous improvement.

The real difference has been that Navy capability managers at all levels are now focusing on understanding the real cost of doing business; and being aware of the cost drivers has enabled them to be more cost conscious and aware of the impacts of their budgets.

So Navy’s reform driven cultural journey has begun, but it will take time to realise sustainable reform.

What are the immediate priorities, and also longer term?

The immediate priorities for Navy have been in the areas of smart sustainment as this is where the most significant efficiencies are to be made.

Indeed, 75 per cent of Navy’s SRP reform targets are in smart sustainment.

Navy views this as a real opportunity to ensure that we align our sustainment reality to capability outputs. The real focus is on providing resources to ensure that we can make the system as efficient and effective as possible while maintaining a glide path to Force 2030. If we can get that right we will be in great shape.

Can you explain the Continuous Improvement methodology?

At the end of the day it is pretty straight forward. It is not about ‘Lean’. ‘Lean’ is important but we are not about ‘leaning the Navy’.

What we are about is aligning capability and sustainment, demand and supply while simultaneously ensuring that alignment provides a path to future force generation.

In order to do this effectively we set up integrated project teams working directly with capability and sustainment managers through well resourced projects to identify opportunities for reform. Once those opportunities are identified we develop the business plans and implementation plans to pull the levers to make it happen. Sometimes that takes investment at the front end.

It is not about cutting to save. It is about investing time, energy and resources to change the way in which we do business without compromising capability or safety.

What is a good example of reform in Navy?

One example of positive improvement as a result of the implementation of strategic reform is of the Seahawk helicopter maintenance procedures at 816 Squadron. By examining work practices and empowering individual technicians to accept responsibility for their part of the workflow, the squadron reduced the time needed for regular phased maintenance on the Seahawk helicopters from 18 weeks to 10 weeks.

These improvements have not only realised savings but, importantly, they are

Navy reform making waves

making airframes available more often for operations and increasing the training throughput of aviation technicians.

Other reforms like the reviewing of spares inventories has enabled Navy to significantly improve spares management. This has resulted in Navy being able to turn off planned

purchasing activities as we already have sufficient spares in our inventory for the life of the current airframes.

What is the key message for sailors and, more broadly, for Defence?

Strategic reform is all about applying Navy’s Signature Behaviours. It is supported by processes that encourage and identify reform in the workplace,

Opposite and above: Navy maintenance crew work on a Seahawk helicopter at 816 Squadron at HMAS Albatross.

then assess these initiatives in terms of the potential impacts on capability and safety before plans are established to implement appropriate reforms.

The fact that we have education processes in place such as Lean training to support reform, and a range of activities which support cultural change,

mean that the organisation is getting smarter about how business is done and how we acquit the Navy budget.

To grow and meet our future capability needs is a driver, but just taking action and fixing problems has always been part of Navy culture – we’re just now giving Navy people the tools to do this.

“What we are about is aligning capability and sustainment, demand and supply, while simultaneously ensuring that alignment provides a path to future force generation.”

– The Deputy Chief of Navy, Rear Admiral Trevor Jones

14 DEFENCE MAGAZINE 15 www.defence.gov.au/defencemagazine

6

6

1 2

5

1 Her Majesty Queen Elizabeth II is escorted to the dais by Commandant Royal Military College of Australia, Brigadier David Luhrs. Photo: Phil Vavasour

2 The Queen inspects the Guard, escorted by Lieutenant Colonel Jason Hedges and followed by Brigadier David Luhrs during the presentation of new Queen’s and Regimental Colours to the College. Photo: Grace Costa

More than 5000 spectators looked on as the cadets and staff of the Royal Military College of Australia conducted a

parade fit for a Queen to mark the presentation of new Queen’s and Regimental Colours to the College in its centenary year.

“The Colours are a treasured College possession, they represent the faith of the monarchy in an institution that has for 100 years produced Army officers and leaders who have served

3 The Queen speaks with the Governor-General, Quentin Bryce, after arriving at Canberra Airport to begin an 11-day tour of Australia. Photo: Leading Aircraftman Damrong Chamtaprieo

4 Her Majesty formally hands over the Queen’s Colours to Under Officer Cameron Gibbins and Major Glenn Mathews. Photo: Phil Vavasour

5 The old Colours are marched off the parade ground at Royal Military College for the last time. Photo: Steve Dent

6 Her Majesty and the Duke of Edinburgh walk along the jetty at Regatta Point on their way to Floriade in Canberra. Photo: Leading Aircraftman Leigh Cameron

Australia on the world stage,” the Commandant of the Royal Military College of Australia, Brigadier David Luhrs, says.

“They are also a reminder of the men and women who came before us and who also served under these Colours; this link through time is what makes it such a special day, particularly given the number of former graduates who were able to be here. We have graduates from as far back as the class of 1954.”

His Majesty King George VI first presented Colours to the Corps of Staff Cadets on May 10, 1927, when he visited Australia as Duke of York.

On February 17, 1954, Her Majesty Queen Elizabeth II presented new Colours to the Corps. These, in turn, were replaced on April 27, 1970. Her Majesty presented a further set of new Colours on May 10, 1988.

3 4

7 8

7 The Guards Advance in Review Order and a Royal Salute is accorded during presentation of new Queen’s and Regimental Colours to the Royal Military College. Photo: Phil Vavasour

8 The Queen inspects the troops from Australia’s Federation Guard after she arrives at Canberra Airport. Photo: Leading Aircraftman Leigh Cameron

PiCtORiAL: ALL thE QuEEN’S COLOuRS

16 DEFENCE MAGAZINE

PuBLiC SECtOR NEWS

17 www.defence.gov.au/defencemagazine

Defence is leading the way in occupational

health and safety, winning five awards at the 2011 Safety Rehabilitation and Compensation Commission (SRCC) Safety Awards on September 13.

Defence had eight finalists in five out of six categories, competing with 13 finalists from across the Commonwealth.

The Minister for Defence Science and Personnel, Warren Snowdon, says the high level of success showcases Defence’s commitment to ensuring risks to health, safety and wellbeing are identified and actively managed.

“I am particularly delighted to see that Defence had two finalists in the category for the Rehabilitation and Return to Work Award this year,” Mr Snowdon says.

“It shows that Defence is honouring its promise to rehabilitate and return its wounded or injured ADF personnel to work wherever it’s possible.”

Defence winners at the SRCC Awards were:

Army’s 16th Battalion, Royal Western Australian Regiment,

was the winner in the Best Workplace Health and Safety Management System category for its OHS Management System Improvement Strategy. 16th Battalion recognised the need to relate to the unit’s geographically dispersed part-time workforce, and operate with no full-time OHS specialist resource. The unit also needed to take into consideration the specialised needs of a soldier who had been blinded while on operations in Iraq.

A year later its safety management system was recognised in the ArmySAFE audit as ‘best practice’. The ArmySAFE Advisory Service Audit team requested a number of the key implementation documents to assist other units across the ADF to develop and improve their systems.There was a 72 per cent reduction in the annual injury rate.

Defence Materiel Organisation’s Army Aviation Systems Program Office (AASPO) was the winner of the Best Solution to an Identified Workplace Health and Safety Issue for improvements being delivering on the Chinook helicopter.

A board of inquiry found “Wall Style Troop Seats” needed to be replaced as they had the potential to result in injuries and fatalities. AASPO designed a compatible seating solution that is capable of sustaining up to and including a 26.6 G force impact without compromising the Chinook’s operational characteristics.

AASPO instigated an ADF Aircraft Crash Protection Policy compliant seating solution that delivers the most substantial improvement in Chinook combined cargo and passenger operations in its 50 years of service.

LS Natalie Irvine was the winner for Best Individual Contribution to Health and Safety in sub-category (a). LS Irvine was recognised for her commitment to aviation safety and correction of contrasting directions and orders in aviation safety publications. She identified discrepancies between governing documents to ensure helicopters were not exposed to radiation hazards on Anzac-class frigates.

LS Irvine articulated the discrepancies in the publications to command, enabling those responsible for the documents to apply remedies.

LCDR Andrew Rohrsheim was the winner for Best Individual Contribution to Health and Safety, in sub-category (b). LCDR Rohrsheim was a champion for building the safety culture within the Aircraft Maintenance and Flight Trials Unit, Navy Aviation. He increased communications and instilled a sense of OHS ownership at all levels, revamping outdated standing instructions and developing a compliance matrix against all higher level regulations.

The unit’s safety systems have received accolades from the Directorate of Defence Aviation and Air Force Safety and Airworthiness Regulators at numerous Air Worthiness Boards.

The RAN Diving School and the Submarine Underwater Medicine Unit was the winner for the Rehabilitation and Return to Work Award in sub-category (a). The school developed a rehabilitation program that enabled a diver injured in a shark attack to return to work in a diving environment without an aggravated medical status or involving unnecessary

risk that required an innovative and well informed strategy. This was new ground for Defence and it affirmed the ADF’s commitment to rehabilitate its people wherever possible.

The Parachute Training School was highly commended in the Leadership Award for Injury or Disease Prevention and Management category for its safe delivery of parachute training. The Commanding Officer and his team compiled and analysed risk appreciation summaries for all parachuting activities at the school. This enabled the development of remediated policies and procedures that significantly reduced the frequency and severity of injuries from parachuting activities. This action has considerably increased the number of qualified parachutists.

Category winners at the 2011 SRCC Safety Awards will now compete in next year’s National Safe Work Australia Awards.Meanwhile, the 2012 Defence OHS Awards have now opened. For nominations see your group safety coordinator for entry details or visit: http://ohsc.defence.gov.au/DefenceOHSAwards/default.htm

Defence shines at national safety awards

The 2011 Defence Safety Day built on the message from last year that all Defence leaders are responsible for the diligent application of safety standards.

The day was held on Wednesday, October 26, and aligned with Safe Work Australia Week.

The theme this year was ‘you cannot afford to walk past your responsibility for safety under the Work Health and Safety Act’.

The Director General Occupational Health and Safety, Lindsay Kranz, says the theme consolidated information about the model work health and safety laws and the significant changes to responsibilities, accountabilities,

training and guidance material that was disseminated leading up to the day.

“This was a prime opportunity for Defence leadership to demonstrate its due diligence credentials by encouraging the development of activities for the day within their respective groups and services,” Mr Kranz says.

He says support included providing resources for planning and activities on the day, encouraging everyone to speak up about safety concerns without reproach, and by utilising work, health and safety information on the Comcare website: www.comcare.gov.au/WHS

Safety Day message for leaders

The Vice Chief of the Defence Force, Air Marshal Mark Binskin (centre), with Defence’s OHS champions at the Safety, Rehabilitation and Compensation Commission Awards.

An example of Occupational Health and Safety in the workplace.

18 DEFENCE MAGAZINE 19 www.defence.gov.au/defencemagazine

COVER StORy

As Duncan Lewis walks into the foyer of a

Russell building he is quickly approached and warmly welcomed by an Army officer. Behind the officer, a public servant says hello. Meeting Duncan Lewis for the first time, it is easy to appreciate why he draws such warmth and respect. Relaxed, open and affable, coupled with intelligence, determination and focus, Duncan Lewis is ready for the challenges that lie ahead.

The Prime Minister announced the appointment of Duncan Lewis as Secretary of Defence and he commenced in the role on September 5. It was an easy decision for Mr Lewis to accept the position offered, describing it as something akin to a homecoming.

“The first thing I thought about was the challenge of the job,” Mr Lewis says.

“The second thing I thought about was how pleased I would be to return to what I regard as my home. I’ve spent most of my working life in this organisation. I love it dearly and it’s great to be back.

“I thought also about all of those people whom I have had contact with over the years. Many of the senior APS staff here I’ve known for 20 years and I would say that about half of those men and women I worked with when I was a young officer, I’ve kept in touch with.”

Duncan Lewis was in the Australian Army for more than three decades, rising to the level of Major General.

“I spent 33 years in this organisation; I graduated from Duntroon in 1975 in the same class as CDF [General Hurley, Chief of the Defence Force]; we have essentially grown up together in a military sense,” Mr Lewis says.

In November 2004, Mr Lewis left the Army after being head hunted by the Prime Minister’s Department for a new civilian national security role.

“I left Defence and the Army with the support of the then Prime Minister, John Howard, to take over the National Security Division,” Mr Lewis says.

Mr Lewis spent seven years in the Department of Prime Minister and Cabinet, where he played a leading role on all matters relating to the security of the nation.

He served as the inaugural National Security Adviser, holding this position for nearly three years. He developed it from the ground up and was the principal source of security advice for the Prime Minister.

He was responsible for the strategic leadership of the national security community and the coordination of national security policy development and crisis response.

When Mr Lewis was announced as Secretary of Defence, the media was quick to label him an Army man. It was also touted that he may lack the necessary economic credentials to lead a Commonwealth department.

“I read those comments with wry amusement,” Mr Lewis says. “It did occur to me that perhaps all of my fellow secretaries in this town who don’t have

an economics background (of which there are many) might have taken some umbrage at that observation by the media.

“I think that the skill set that is required for senior corporate management is one of leadership. It’s one of being able to manage large volumes of information, large numbers of people and reports; being able to drive forward on change and to manage change; to work cooperatively with those organisations that support you or are around you; and to establish a good relationship with government, with the Minister and with regional partners.

“They’re the sorts of qualities that are important for leaders of any organisation, whether it be the Secretary of this department or the CEO of a major commercial enterprise. Not, in my view, whether you are an economist or somebody with fine arts or science qualifications,” Mr Lewis says.

Despite spending the majority of his working career in the Army, the transition from military officer to public servant was a relatively easy process for Mr Lewis, who noted that public servants are professional and impartial.

“People are people; it doesn’t matter if they’re in uniform or not,” Mr Lewis says. “They laugh together, they cry together; they have all the same sort of emotional reactions in and out of the workplace.

“I think the public service is a very professional, very trustworthy entry point for government. The public service represents continuity, it’s trusted. It has a reputation for impartiality and it’s thorough in the way it works the necessary processes and the machinery of government.

Driving reform on the SRP highway “I believe that five minds are better than one.

I like to hear from people that are working for me.”

“People are people; it doesn’t matter if they’re in uniform or not. They laugh together, they cry

together; they have all the same sort of emotional reactions in and out of the workplace.”

By Bronwyn Madge

20 DEFENCE MAGAZINE 21 www.defence.gov.au/defencemagazine

COVER STORY

Starting back in Defence only weeks after the Minister for Defence released the Rufus Black Review of the Defence Accountability Framework, Mr Lewis describes the relationship between those reforms and the broader SRP.

“On the highway there are a number of lanes which are individual reviews. The Black review, in particular, is a review which I intend moving very quickly on: in terms of the appointment of two associate secretaries; the necessary reformation around committee processes; the changes in departmental process that brings about accountability and responsibility; and staff development,” Mr Lewis says.

Delivering value for money to the Australian people and a defence force that is capable within the boundaries of the resources available are the central issues the Secretary and CDF will address in the coming months. Staff development and support to Defence’s deployed people, both uniform and civilian, are also high priorities.

Another area Mr Lewis is focused on is establishing Defence as what he refers to as a great and respected Department of State.

“This is a very large department we’re running. If you count both full-time and part-time employees, about 100,000 people, and if you add the contractors around the outside of that, it’s a very much larger organisation. And those people are represented in 40 countries or so.

“We have also got more than 300 properties around Australia; a number of those are major bases. So we’re represented in every state and territory. It’s a very large, complex department,” Mr Lewis says.

“My view is that we need to turn this department into a highly respected provider of advice to government. We have got a considerable amount of work to do to better support the government of the day and to make sure that the Minister – the Ministers in this portfolio – receive timely, accurate, reliable, and considered advice. We can’t put a foot wrong with the advice that we give to government.”

While Mr Lewis is in the early days of his tenure, he has already set a clear course that he wants this department to follow.

“I go back to the five priorities that I put out in the DEFGRAM on my first day here,” Mr Lewis says.

“I think it is absolutely critical that we work through those five issues. We’ve got a large number of reviews that are coming to completion and the management of the recommendations that are coming out of those reviews is, quite clearly, a major piece of work.

“I must say on the issue of One Defence, I know this has been a point of discussion for many years, but I am not only a believer, I am a passionate believer in the issue of One Defence.

“You can regard this department as perhaps a team of teams. It is a system of systems, but at the end of the day it is One Defence; it is one workforce. We celebrate the differences of the various components. But ultimately we are One Defence and I am absolutely committed to that.”

Biography Building on almost four decades of experience in the defence and national security communities, Mr Lewis commenced as Secretary of Defence on September 5.

Moving from Western Australia, Mr Lewis joined the Australian Army, graduating from the Royal Military College, Duntroon in 1975. A career in the military, spanning 33 years, followed. During this time Mr Lewis rose to the rank of Major General. He was awarded the Distinguished Service Cross, the Conspicuous Service Cross and appointed as an Officer of the Order of Australia for his service in command of Australian Special Forces.

In 2005, Mr Lewis left the military and joined the public service. His initial appointment was as First Assistant Secretary of the National Security Division within the Department of Prime Minister and Cabinet. Later that year, he was promoted to Deputy Secretary and shortly after, he was promoted to Associate Secretary. Here he led the National Security and International Policy Group and contributed to the Department’s broader leadership as a member of its Executive. He served as the Chair of the Board of the National Security College and as an ex officio member of the Council of the order of Australia and the National Australia Day Committee.

From December 2008, Mr Lewis served as Australia’s inaugural National Security Adviser. He was the Prime Minister’s principal source of advice on national security matters. He had responsibility for the strategic leadership of the national security community, as well as the coordination of national security policy development and crisis response.

Mr Lewis is a graduate of the British Army Staff College, Camberley and the United States Army War College. He holds a Bachelor of Arts degree from the University of NSW and a Graduate Diploma in Defence Studies and Management from Deakin University. He is fluent in Indonesian.

Mr Lewis is married to Jenny, and they have two children, Simon and Alison. His interests include classical music, history, Australian rules football and tennis.

Five prioritiesOn Duncan Lewis’s first day, he sent out an all staff email and DEFGRAM highlighting his priorities as Secretary:

To support our operationally •deployed people. They must always be front of mind.To provide the Australian •Government with the best and most effective defence capabilities we can field within our resources.To establish this Department as •a ‘no nonsense’ organisation focussed on getting the job done.To pursue value for money for the •Australian taxpayer and hold each of us to account on that score.To improve the professional skills •of the APS workforce. I place high importance on staff development and will work hard with my senior colleagues to achieve this across the Department.

“You can regard this department as perhaps a team of teams. It is a system of systems, but at the end of the day it is One Defence; it is one workforce.”

“A professional, impartial public service based on promotion by merit is an imperative for our community,” he says.

It is obvious that people are important to Mr Lewis, and he describes his leadership style as a combination of consultative and participative.

“People are in the forefront of my mind,” Mr Lewis says. “I believe that five minds are better than one and I like to hear from people that are working for me. I think they have an obligation to give me their views. I may not always agree, but I will hear them out because I think you need to get those four or five different opinions on an issue.

“I came to discover at a fairly young age that I couldn’t do it all myself, that I needed other people. They were more numerous than one, they are more skilled in their respective lanes than I am, and if I was going to get a very large job of work done I would need to rely very heavily on others.

“Defence has a wonderful workforce, a group of people who are so incredibly mission-oriented. It shows up in all the statistics; this is not common right across the public service. We are very mission-oriented than – that is a very good thing,” Mr Lewis says.

Three years into the Strategic Reform Program (SRP), Mr Lewis has joined Defence during a period of significant change and ongoing reform.

“We have some areas where we need to significantly change the way we do business,” Mr Lewis says. “A senior American colleague of mine once said that history is a harsh judge of organisations that won’t change. And so

it is for this department.“We need to ensure that we change

through time. We need to adapt to modernity and we need to become far more efficient. The dollars are not going to become any greater over the years. We have a finite resource, a finite number of dollars. If we intend increasing military capability through time, defence capability through time, then we very much need to adjust the way we do business.

“We’ve got to save at the back end to put into the front end. People may say, ‘oh, but we’ve always been doing this, here we go again around the void’ but, in my view, that is not the right way to approach this.

“Reform is the norm, it’s been like this throughout my entire working life. Organisations that don’t adapt perish. I’m determined that this department is not going to perish, or diminish or not be able to deliver the sort of military capability that the government and the people of Australia expect,” he says.

Mr Lewis uses an analogy to describe his approach to the SRP.

“I think the biggest challenge is to bring real reform to this department using what I describe as the highway of the SRP. The SRP is a highway to a destination that we know, that we understand and we are unerringly moving towards,” he says.

The current Defence Committee, with the Secretary, Duncan Lewis, and the Chief of the Defence Force, General David Hurley (front row, centre), who graduated from the same class at Duntroon in 1975. Photo: Steve Dent

22 DEFENCE MAGAZINE 23 www.defence.gov.au/defencemagazine

RESERVES

I have had the privilege of being Parliamentary

Secretary for Defence for almost a year now. During the last year, I have seen first hand the challenges faced by ADF Reserves and also appreciated their success.

I have been impressed not only by the capability delivered by Reserves but by the obvious camaraderie and mateship that exists throughout the entire Australian Defence Force.

Recently, at the Australian Reserve Association’s annual conference, I foreshadowed a new direction in ADF Reserve capability. Put simply, this new direction will enhance the ADF’s ability to meet operational requirements and defend national security.

Plan Beersheba and the Army ReserveIn late 2010, the Minister for

Defence, Stephen Smith, and I decided that the ‘Rebalancing Army Review Implementation Plan’, including the Army Reserve Approved Future Force, would not be progressed.

In the months since then, Army and the Reserve community have been developing a modernisation plan. Greater consultation and collaboration has occurred for Plan Beersheba.

At its core, Plan Beersheba will optimise the Army Reserve’s contribution to capability within Army’s Total Force. It will achieve this by incorporating the Reserve into Army’s Force Generation Cycle.

The Army Reserve now has clearly defined tasks. These are to:

deliver specified war-fighting •capabilities – with a focus on stabilisation operations provide domestic humanitarian aid •and emergency response provide specialist individual •capabilities, andprovide Army surge capabilities. •

Plan Beersheba recommends the formation of three Multi-role Manoeuvre Brigades (MMB) within the Regular Army (1st, 3rd and 7th Brigades). These will be standard in structure and will operate on a 36-month Force Generation Cycle – readying (training and certification to deploy), ready (deployed or ready to be deployed) and reset (reconstitution of capability, equipment and corporate remediation if required).

Plan Beersheba proposes that each MMB will develop a close professional relationship with a designated pair of Army Reserve Multi-role Brigades (MBs).

These ARes brigades will be required to generate a battle group for a 12-month period, each 36 months, which will be aligned to the MMB ‘Ready Phase’ of the Force Generation Cycle.

Other Army Reserve units, sub-units, small teams and individuals will continue to be integrated with the

three regular specialist brigades – 6 Brigade (intelligence, surveillance, target acquisition, reconnaissance and electronic warfare), 16 Brigade (aviation) and 17 Combat Service Support Brigade.

Under Plan Beersheba, it is envisaged that the Army Reserve will re-structure in order to generate these integrated capability outputs.

Some new units and sub-units will be created, and while some existing units will be downsized, their lineage, heritage, customs and traditions will be preserved.

The 2nd Division will continue to provide Reserve Response Force companies and retain responsibility for the vast majority of the High Readiness Reserve.

Navy and Air Force integrationThe Navy and Air Force continue to

progress integration with innovation and professionalism.

For example, in Navy, Reservists have recently been incorporated into the new intelligence specialisation.

Navy is also assessing where its Reservists can best be utilised in the amphibious arm of the Navy and the use of Reserve divers under Project Neptune. These are areas where I see significant opportunities for future Navy Reserve service, noting that there is much work to be done in this area.

The Navy Reserve has been through a period of consolidation following a whole of capability workforce review. This review and changes to Navy budgets have refocused Navy Reserve’s workforce.

I anticipate that further work will

occur during the coming year to ensure that the Navy Reserve continues to contribute to capability in a robust and fully integrated manner.

Similar progress has been made by the Air Force, which has already adapted Air Force Reserve ‘City Squadrons’ to include responsibility for fixed airbase functions.

A review into Airbase Force Protection will further inform the refinement of the Reserve role.

Air Force understands that an integrated structure with its geographical distribution, coupled with Reservist availability, presents a challenge for training delivery. To address this challenge, a proposal for an improved integrated training system is near completion.

Plan SuakinIn addition to these reforms, Defence

has commenced an analysis of Reserve conditions of service and employment models.

This initiative will deliver a range of employment options to meet the demands of a shared workforce and better align capability requirements with employment conditions.

These two major bodies of work, Plans Beersheba and Suakin, will be pivotal in shaping the future direction of the Reserves. I’m optimistic about the opportunities and how we can overcome the challenges.

I am looking forward to working closely with and supporting the ADF as we refine integration and meet capability requirements to advance our national security interests.

New direction for ADF Reserve capability

By Parliamentary Secretary for Defence, Senator David Feeney

“I have been impressed not only by the capability delivered by Reserves but by the obvious camaraderie and mateship that exists throughout the entire Australian Defence Force.”

– Parliamentary Secretary for Defence, Senator David Feeney

The Parliamentary Secretary for Defence, Senator David Feeney, chats with the Commanding Officer of the 8th Brigade, Brigadier Phillip Bridie, during his recent visit tour of the Army’s 8th Brigade at Kokoda Barracks, Canungra.

Photo: Corporal Bernard Pearson

25 www.defence.gov.au/defencemagazine24 DEFENCE MAGAZINE

CAPABiLity DEVELOPMENt

Brigadier Wayne Budd has a simple request.

“Give me a ground penetrating radar that will provide a bit of stand off.”

Certainly not an unreasonable ask given the carnage Improvised Explosive Devices (IEDs) are inflicting all around the world and notably in Afghanistan where Australian troops are deployed on Operation Slipper.

As Commander of the ADF’s Counter IED Task Force (CIEDTF), Brigadier Budd is driven by the belief that an effective IED detection tool will have the greatest impact on saving lives.

“Countering the IED threat should be the number one defence priority because we know it will prevent Australian combat deaths and injury,” Brigadier Budd says.

The statistics support this view and it is not surprising that addressing the IED scourge has the attention of Defence’s Senior Leadership Group.

Since Australia deployed to Afghanistan, 29 of our soldiers have been killed, 13 of

them by IEDs and, of the 201 wounded, 116 of them were as a result of IEDs. Some of them will need lifetime management of the associated issues.

And those figures do not take into account Afghan civilian casualties and injuries, many of them children killed and injured by indiscriminate IEDs.

“Some of those kids will have lifelong health issues. The cost is just too high.”

Then there is the materiel outlay.For example, in May this year the

Australian Government committed to purchasing 101 new Bushmaster protected mobility vehicles – 31 to replace those damaged beyond repair and a further 70 vehicles to support current and future operations – a commitment which will amount to $130 million by the time they are delivered.

“They will replace the ones we’ve lost from IEDs and the ones we will lose in the future,” Brigadier Budd says.

The CIEDTF takes a multi-disciplinary approach that Brigadier Budd describes as “prediction,

prevention, detection, neutralisation, mitigation and exploitation”. But there is no doubt detection is his priority.

“Detection is the key to the game,” he says.“Right now, we have ground penetrating

radar (GPR) that works, but only if you’re standing right over the device.

“Then we have vehicles with GPR, so the operator is protected, but the speed the vehicle can travel at is very slow, around 4kph.

“What if the GPR had an array that would allow us to travel at 6kph, then 10kph? Can I do it at 20kph? So, what we’re really asking for is a forward-looking GPR.”

Brigadier Budd is gunning for Australian industry like mining and medical research, outside of the traditional defence sector.

“I need some expert people to look at things with a different perspective.

“I picked on mining and medical because whether it’s in the body or in the ground they are looking for something you can’t see.

“Show me it’s possible then we’ll figure out how to deliver it operationally in a military context.

“We always have to think about the interoperability with everything else the soldier is using out there.”

Brigadier Budd has just commissioned Capability Development Group’s Rapid Prototyping, Development and Evaluation (RPDE) program to investigate what technologies and products are available to detect underground anomalies (Quicklook 76).

The ADF has deployed a range of equipment to detect buried IEDs, which are based on a number of off-the-shelf and specially developed products. However, these have been sourced from within the traditional defence industry sphere, and while they provide the measure of the functionality required by Defence, it is possible there are other products and technologies that exist outside the defence sector that could also play an important role in detecting IEDs.

It is the ninth project RPDE has undertaken for the CIEDTF. Other RPDE activities have worked on using existing intelligence, surveillance and reconnaissance (ISR) data to identify anomalies, capturing data during explosive ordnance disposal (EOD) exercises for later use in improving techniques and training methods for EOD operators.

Brigadier Budd says there were people all over the world working on IED problems. A well-thumbed NATO tome on counter-IED measures being undertaken around the world sits on his desk. He is a passionate advocate for the sharing of information.

“Barriers to communications on the counter IED fight must come down or the scourge will be dangerous to populations all over the world.

“Terrorist groups share their knowledge over the internet. They are technologically unsophisticated but tactically agile. They know they can achieve an affect with IEDs.”

Pakistan, India, China, southern Thailand and the southern Philippines, for example, all have significant IED problems with various separatists and insurgents using them as the weapon of choice.

“And we need to have agile procurement to match the adaptation of our enemy, but

Pushing the limits on IED detection

By Jane Seaborn

RPDe’s role in the IeD battle

Quicklook 3 assessed RPDE’s •ability to act as an interface and facilitator between Australian industry and the CIEDTF; the outcome of this being a member of the RPDE team acting as permanent industry liaison for the CIEDTF.Task 22 investigated the •applicability of adapting commercial technology for bomb disposal. Task 25 examined whether a •capability could be developed, fielded and supported to improve the detection of deployed IEDs. The project demonstrated the practical extent of existing ISR systems and the most relevant way of applying them.Quicklook 43 and Task 33 •examined whether a capability could be developed to satisfy the urgent operational need to capture inputs from different sensors (video, GPS, voice) during an IED disposal operation. The RPDE task team demonstrated it was possible by building a prototype system using Commercial-Off-The-Shelf products and software. Defence has now contracted Tectonica Australia to provide the data logging system.Quicklook 45 and Task 34 •investigated the current and emerging persistent surveillance systems. While the Task team built a prototype system, its effectiveness was limited by the current level of sensor and processing technology. Quicklook 44 sought industry •advice on options for supporting the training of EOD operators in the context of current operations and clarity on the current simulation capability and organisations within Defence that relate to EOD training and awareness. The project identified a number of physical and virtual aids that could be used to improve EOD training, e.g. robot simulators and results have gone into JP3028 to inform the selection of new simulation training products.

Sapper Trevor Feilen carefully brushes away dirt from a suspected dummy IED during the 1st Combat Engineer Regiment Military Skills competition at Robertson Barracks in Darwin earlier this year.Photo: Sergeant Neil Ruskin

A controlled detonation of an Improvised Explosive Device explodes in front of an Australian Bushmaster during a move down one of the most dangerous IED routes in the region to conduct disruption operations in

Northern Kandahar. Photo: Major Haydn Barlow

More equipment to protect Australian soldiersCanada will loan two Canadian systems for additional protection against improvised explosive devices for Australian soldiers operating in Afghanistan.

The arrangement was announced by the Minister for Defence, Stephen Smith, and the Minister for Defence Materiel, Jason Clare, following their meeting with the Canadian Minister of National Defence, Peter MacKay, in September.The two systems comprise of:

two HUSKY protected mobility vehicles fitted with ground penetrating radar (GPR); and •one BUFFALO mine resistant ambush protected (MRAP) vehicle fitted with an •interrogation arm and mast-mounted Gyrocam camera. The vehicles will be used by Australian Army engineers to detect explosive hazards,

including mines and IEDs, to create a safe pathway for troops as they patrol Uruzgan province in Afghanistan. The HUSKY mounted GPR provides the ability to detect explosive hazard threats from within an armoured vehicle.

It will protect our troops by allowing them to detect IEDs that other detection equipment might not be able to find, especially devices with low or no metal content.

The interrogation arm is a safer way of confirming that an IED has been found. It allows our troops to make this confirmation remotely from a safe distance under armour from inside the BUFFALO vehicle. Currently, Sappers have to manually examine any suspected IED.

The high definition Gyrocam camera is mounted on a mast 8 to 10 metres above the vehicle to give a 360-degree view of the terrain. It has a thermal imagery capability and high quality zoom to detect IED indicators from a distance.

The vehicles will be on loan for around 12 months from 2012. In the meantime, work is underway to assess the possible acquisition of a permanent system.The systems were used by Canada in Kandahar and will become available following the draw down of Canadian Forces, which will be completed by the end of the year.

bureaucracy and paperwork often prevents us from doing it,” Brigadier Budd says.

With the United Nations and others still clearing landmines left over from World War II and more recent conflicts in Asia and Africa, Brigadier Budd’s insistence on the need to get on top of the IED scourge is perhaps portentous.

“The IED problem is going to be enduring and what we invent, buy and deploy now will reside in our arsenal for future use”

26 DEFENCE MAGAZINE 27 www.defence.gov.au/defencemagazine

PEOPLE iN DEFENCE

People in Defence Recall Day

The People in Defence Recall Day, held September13, attracted a delegation of about 60 senior Defence human resource leaders and workforce representatives; the largest gathering of this kind since last June’s People in Defence Symposium.

The Secretary and CDF gave the Recall Day opening address, explaining to delegates what they see as Defence’s people capability priorities now and for Force 2030 in the context of the current ‘review environment’.

The Secretary and CDF shared with delegates their enthusiasm the Defence leadership – Defence Committee members – is ready and willing to work

collaboratively to progress Defence’s strategic objectives, including improving its culture and building an organisation that operates under one set of values. They implored delegates to use the Recall Day to ensure that HR strategy, present and future, supports their wishes and the evolving Defence environment.

That the Secretary and CDF prioritised opening the Recall Day on the eve of heading to the United States for the latest round of AUSMIN talks sent a strong message to delegates about the importance of the Recall Day and the delegates’ role in ensuring Defence has its HR strategy right.

Following the compelling opening address, Recall Day delegates participated in sessions focused on examining Defence’s strategic HR

environment in the context of what Workforce Intelligence is telling us, and also explored the relevance of the Vision and current Annual People Plan in light of the current strategic HR environment.

Afternoon group work harnessed the collective strategic planning ability of delegates with a focus on identifying gaps in current strategic HR planning, determining the relevance of existing work programs and developing a draft program of work to address gaps and capitalise on successes to date.

The draft program of work developed during the Recall Day will inform the next Annual People Plan. Watch this space to learn what the new plan will mean for you and your team.

Defence APS Core Capability Framework launch

On September 8, the Secretary of Defence, Duncan Lewis, launched the Defence APS Core Capability Framework plus two new corporate development programs for Defence Australian Public Service (APS) employees. The launch – which represents a significant step forward for Defence and its APS employees – fittingly attracted APS VIPs from Defence and the APS Commission, including the Deputy Commissioner, Ms Carmel McGregor.

The success of our People in Defence strategy will be realised when Defence has the assured, ongoing people capability it requires to implement the Government’s strategy for the defence of Australia. One way Defence is working to achieve this strategy is by taking the lead to build a first class public service through its APS Career and Talent Management (CTM) system.

The CTM – being implemented over the next three years – will shift Defence from a being an organisation where APS employees largely manage their own career to having a system where managers and supervisors take a more active role in the development of the career of their employees.

This is a very different approach from how Defence currently develops and supports the careers of its APS workforce. This new, whole-of-APS approach within Defence will maximise APS talent for organisational benefit.

The Defence APS Core Capability Framework is a key element of the CTM system and the launch of the Framework marked first phase commencement for implementing a new CTM system for managers, supervisors and employees.

About the Defence APS Core Capability Framework

The primary objective of Defence education and training expenditure is to develop the workforce to deliver Defence capability as directed by Government. The Framework describes the common leadership, management

and administrative skills, knowledge and behaviours expected of Defence employees at each APS level, regardless role, Group or geographical location. It therefore functions as a standard frame of reference for developing these attributes in APS employees across Defence.

The Framework consists of seven capability clusters which reflect the seven national employability skills. Each cluster is as important as the others. The capabilities are:

Communication1. Teamwork2. Problem Solving3. Resourcefulness4. Planning and Organising5. Self management 6. Learning7.

Benefits of the FrameworkThe Framework is designed to

equip Defence APS employees with a clear understanding of the common administrative, management and leadership capabilities they need as they progress through the organisation.

It aims to connect people development more closely with organisational performance goals and in doing so assist APS employees to realise their own potential through better understanding what is required of them.

A series of learning and development programs – including the New Starters and New Supervisors programs launched on September 8 – have been designed to help employees transition through key career conversion points. These programs demonstrate Defence’s goal to influence the career development and progression

of employees and grow APS leaders at all levels in Defence.

Participation in the New Starters program is mandatory for new Defence APS employees and participation in the New Supervisors program is mandatory for APS employees moving into a role supervising APS employees for the first time.

In addition to developing employees and their supervisors, the User Guide for the Framework supports APS managers, supervisors and employees applying the Framework in the context of performance management, recruitment and selection, and career development and planning.

It is anticipated that the Framework’s implementation will have a positive influence on attracting and recruiting future employees, and retaining our best APS workforce through improved learning and development and performance management across Defence.

Learn more about what the Framework means for you and your APS team members

In order to embed the Framework as broadly as possible throughout Defence, a number of presentations will be conducted from now until November at Defence establishments Australia-wide.

These presentations will not only introduce employees to the Framework but will also demonstrate its many practical applications. For more information on the Framework and presentations go to: www.defence.gov.au/pspg/sites/APSCareerDevelopment

September marked two milestone events, key to progressing the People in Defence Vision. The Secretary and Chief of the Defence

Force threw their support behind the People in Defence Recall Day and the Secretary launched the Defence APS Core Capability Framework, clearly demonstrating his commitment to Defence’s people – particularly Defence APS employees – in his first seven days in the job.

The Deputy Secretary People Strategies and Policy Group, Phil Minns, at the Defence APS Core Capability Framework launch.

The Secretary of Defence, Duncan Lewis, launches the Defence APS Core Capability Framework during his fourth day in the job.

The Leadership, Values and APS Capability Development Policy team were awarded a Bronze Commendation for their work developing the Framework and the new corporate development programs. Tracey Pitts (fourth from left) and Andrea Woods (second from right) were awarded individual Silver Commendations for their leadership and tireless effort in developing the Framework (Tracey), and New Starter and New Supervisor corporate development programs (Andrea).

Framing Defence’s core work

28 DEFENCE MAGAZINE 29 www.defence.gov.au/defencemagazine

iNFORMAtiON tEChNOLOGy

Effective communication is crucial in any working

partnership and, following Exercise Talisman Sabre earlier this year, the quality of communications between Australian and United States forces has never been so promising.

A new system, designed, built and operated on the Australian side by the Chief Information Officer Group (CIOG), deepened the connection between the forces during the exercise in July.

The Improved Connectivity Initiative (ICI) system allowed, for the first time, online chat, web browsing, simplified and enhanced emails, Voice over Internet Protocol (VoIP) and complex applications to interconnect both nations’ Secret High systems.

The ICI supported more than 2.5 million web hits, almost 750,000 chat postings, more than 100,000 separate emails and nearly 4000 VoIP calls during

the training exercise held in Australia’s north.

Major General Mike Milford, of the CIOG, says the new system was instrumental in providing connectivity to enable the networking of this widely dispersed force.

“This type and scale of connectivity between national systems was simply not possible before the work of our CIOG project and ops teams delivered this new service on TS11,” Major General Milford says.

“The ‘warfighters’ will determine the value of ICI, however, we can assume it was highly useful by the take-up of the services.

“Against our usual back drop of support to the ADF on operations overseas and the regular operational tempo at ‘home’, CIOG needed to step up to meet the challenges of TS11.

“Our planning was inter-linked with the ADF’s exercise planning and began in 2010.”

More than 30,000 Australian and US personnel participated in TS11, which was also supported by Headquarters Joint Operations Command near Canberra and various bases across Australia, Hawaii and on the US mainland.

Held once every two years with US forces, TS11 is the Australian Defence Force’s largest and most complex field training exercise, and aims to improve combat training, readiness and interoperability across the spectrum of military operations from humanitarian assistance efforts and peacekeeping through to conventional conflict.

Major General Milford says the sheer size of the exercise meant it was, at the same time, a major challenge and magnificent opportunity to try new ways of conducting operations with new equipment.

“As we got closer to the start of the exercise, we were required to modify existing services, whether it was to give additional people access to the Defence Single Information Environment (SIE) or extend and increase services in areas where the exercise was being conducted,” Major General Milford says.

“Once into the exercise we were required to provide 24/7 support across our services in a timely manner to

Connected comms crucial during exercise

By Air Commodore Nick Barneveld

support the safe and effective operations of our forces, as well as providing a degree of support to US forces operating in Australia. And finally, at the end of the exercise, our people had to reconstitute our networks and align them to support the regular operational tempo.”

CIOG will now examine the lessons identified from its involvement in TS11 and aim to further improve its services.

Software is a valuable asset – the contents of one disk can cost as much as a new car.

Defence is urging all staff to be careful and think twice before installing software onto department computers.

The costs incurred on Defence of someone copying software from one machine to another can be high.

The installation of software without accounting for licences is not just illegal, but it also means Defence is required to pay for those licences.

The Chief Information Officer has directed that all software must be supported.

All software, therefore, must be procured with maintenance and support for the life of the product.

The procurement of software also incurs future years’ expenditure for estimated ongoing annual support.

Under FMA Act Regulation 10 delegate (as detailed in FINMAN 2), approval is required for all requests.

Before you install software, ask yourself whether it is licensed to be used for the

next installation.If the answer is no, you should contact

Software Contract Compliance Branch within the Chief Information Officer Group.

The branch offers: advice on software licences, models and agreements; analysis of compliance against licences and agreements; and management of licences, models and agreements, including auditing of existing licences, reallocation of software entitlements and procurement of licences.

Think twice about software

“This improvement is for the future, but for now we can be pleased that CIOG support in TS11 has contributed to ensuring Australian forces, through the experience and confidence gained on this exercise, are better prepared for operations world-wide to defend Australia and its national interests,” Major General Milford says.

The mission commander, Sergeant Greg Hunt (right), from the 20th Surveillance Target Acquisition Regiment, with some of the ICT aspects of Exercise Talisman Sabre 2011.Photo: Corporal Raymond Vance

Opposite left: United States Air Force Human Resources Manager, Staff Sergeant Mitch Burns, gets an update on RAAF Base Darwin operations for Exercise Talisman Sabre, from No. 13 Squadron Air Base Command Post Clerk, Corporal Elyse Duncis.Photo: Corporal Colin Dadd

30 DEFENCE MAGAZINE 31 www.defence.gov.au/defencemagazine

Being issued with a subpoena is not

something that you can simply ignore. Defence personnel are obliged to assist if they are contacted by the Legal Services Branch to ensure compliance with subpoena requirements – particularly short timeframes.

Subpoenas are regularly served on Defence, usually in relation to criminal, family and civil matters.

The Director of Litigation, Sandra Bennett, says if there was any reason why a subpoena could not be complied with, then personnel should inform the Legal Services Branch within Defence Legal Division.

The branch manages the subpoena process which, although differing in nature and scope, invariably involves a collaborative effort between the branch, the relevant line area or unit and, often, document records holders.

“It is important that Defence complies with the subpoena within the stipulated

timeframes, as failure to do so can lead to penalties, including fines and contempt orders,” Ms Bennett says.

“Should you be contacted by the Legal Services Branch to assist in the location and provision of documents or information, it is important that you assist.”

Each federal and state court, as well as many tribunals, boards and similar bodies created under an Act of the Parliament, has the power to issue a subpoena.

In the case of a tribunal, board or similar body, the initiating document may be known as a ‘summons’.

To be effective, a sealed copy of the

YOUR WORKPLACE

Subpoena: what you need to knowBy Anjali Skandaraja

Grounds for setting aside a subpoena include:

Legal Officer at No. 324 Combat Support Squadron based at RMAF Butterworth, Flight Lieutenant Dale Hooper, was responsible for responding to rules of engagement requests from Maritime Commander Task Group during Exercise Bersama Shield earlier this year. Photo: Leading Aircraftwoman Kylie Gibson

What is a subpoena?A subpoena is a writ or order of a court issued at the request of a party to court proceedings requiring another person to:

attend court to produce •documentsprovide the court with •documents, orgive evidence in those •proceedings.

the subpoena is an abuse of process•a response to the subpoena would constitute an •undue or oppressive burden on the recipient or it has been issued with insufficient particularity as to what documents are being soughtthe documents sought are not relevant to any issue •that may arise in the matter before the court or tribunalthe subpoena is equivalent to ‘discovery’ (discovery is •a court-ordered pre-trial legal process by which the parties in a dispute list the documents that they hold)the issue of the subpoena amounts to a ‘fishing’ •expedition – that is, the party seeking the documents is trying to find out whether there are

any documents which would assist that party’s casethe documents sought are ‘privileged’, for •example, they attract legal professional privilege under the Evidence Act 1995 (Cth)the documents attract public interest immunity, •such as classified documents,the recipient of the subpoena does not have sufficient •possession or control of the documents soughtthe subpoena was served too late to enable •compliance, orthere is a statutory provision which prohibits •the documents or certain information in the documents from being produced to a court.

subpoena must be served upon the person to whom it relates.

In the case of a subpoena requiring the production of Defence documents (which includes ADF-initiated documents), the appropriate person is the Secretary of Defence.

If a subpoena requires personal attendance, this must be carried out by the individual concerned.

The response – from the production of documents, attendance or both – is directed to the court, not to the person who requested the subpoena’s issuance.

Compliance is required unless there are grounds for having the subpoena set aside.

For further information, contact the Directorate of Litigation on (02) 6266 3107 or via email on DSGDL.DLIT@defence.gov.au

DEFENCE SuPPORt

32 DEFENCE MAGAZINE

Developing leaders of the future is a primary focus

of Defence Support Group’s Infrastructure Division, which has set out to empower existing staff and attract and retain highly skilled personnel.

The Leadership Development Program – part of the division’s efforts to compete in a competitive recruitment environment – is providing opportunities for APS 5 to EL 2 employees to build their management and leadership skills and knowledge.

Linked to the ‘People in Defence’ vision and to the Defence Leadership Core Capability Framework, the program is helping personnel reach their potential and is, therefore, viewed as an investment in the division’s future.

Infrastructure Division head John Owens says the Leadership Development Program is providing significant training for the division’s key senior management group and its up-and-coming managers.

He encourages more staff to get involved. “I strongly encourage all managers

to participate in this program for Infrastructure Division’s future and for their own career development,” Mr Owens says.

The 2011/12 Leadership Development Program is focusing on strategic leadership, with training in strategic thinking and ethical leadership.

Previous workshops have covered topics including leadership style, building high-performance teams, conducting critical conversations, effective negotiation skills, successfully managing people and effective communication.

The leadership program is one of many being delivered as part of the Professional Development Program, which aims to build on and retain personnel capacity.

Other programs include: Understanding

Our Business; Business Skilling; Mentoring; and Executive Level Mobility.

“In order to compete in the increasingly competitive recruitment environment, maintain corporate knowledge through retention of staff and support and champion organisational development, a robust Professional Development Program that is aligned to a future view has been provided for the interest and benefit of staff at every level across the division,” Mr Owens says.

Understanding Our Business focuses

on developing understanding of Infrastructure Division’s business and, more broadly, Defence’s business.

This is achieved through a speaker series and branch briefings, in which senior executives discuss branch objectives and responsibilities, issues of interest, working relationships and linkages to other branches.

Under the Business Skilling Program, workshops were introduced specifically to develop the core skills required of the division’s employees to meet objectives.

More than 100 employees have participated in the business program during the past 18 months, learning about complex procurement, financial management, project management and ministerial writing skills.

The Mentoring Program, launched two years ago, offers division employees the chance to enter into valuable mentoring relationships with divisional leaders and managers.

“Our strategy is to hire the right people and invest in their personal and professional development using the Professional Development Program and other corporate training. Mentoring is a very important part of this,” Mr Owens says.

Nominations are open to the 2011 intake of the division’s Executive Level Mobility Scheme, which provides opportunities for executive level employees to transfer laterally to another position.

These reassignments enable individuals to broaden their work experience, build

skills and knowledge and enhance their chances for future promotion.

In 2010 the scheme resulted in the successful transfer of one director and two assistant directors.

For more information about Infrastructure Division’s Professional Development Program, contact human resources manager Melinda Varley.

Future focus onleadership program

“Our strategy is to hire the right people and invest in their personal and professional development using the Professional Development Program and other corporate training. Mentoring is a very important part of this.”

– Head of Infrastructure Division John Owens

The Leadership Development Program aims to:

attract highly skilled employees •to the Divisionsupport, engage, develop and •empower our current employeesinvest in the Division’s future •by providing opportunities and support to individuals to realise their potential, andbuild a values-based leadership •focus.

33 www.defence.gov.au/defencemagazine

Construction of more than 3000 units for servicemen and women to call home has begun at Edinburgh in South Australia, Larrakeyah and Robertson Barracks in the Northern Territory, and Lavarack Barracks in North Queensland.

Construction at the remaining sites will commence progressively with the last site to be delivered in early 2014.

Project Single Living Environment and Accommodation Precinct (Project Single LEAP) Phase 2 achieved contract signature, financial close and briefed ministers on the direction of the project.

Project Single LEAP is a multi-phase Defence Support Group Infrastructure Division project, which will provide 6400 permanent units for single servicemen and women to replace older and out-dated on-base accommodation.

The rooms being constructed are of a comparable community standard, to meet the expectations of single members.

The individual, self-contained furnished rooms have an ensuite, a personal balcony, a kitchenette, and internet and phone connections. Additional facilities include car parking with secure storage space, barbecue facilities, recreation facilities, vehicle wash and maintenance area, and secure boat and trailer storage.

Accommodating project leaps into construction

site unitsBandiana South, AWMA 50Simpson Bks, Watsonia VIC 120RAAF Base Edinburgh, SA 430HMAS Stirling, WA 268Campbell Bks, Swanbourne WA 60Robertson Bks, Palmerston NT 686HMAS Coonawarra/Larrakeyah, NT 232

The 14 sites are all different in their requirements. Not all will feature the three levels of accommodation (Other Ranks, Senior Non-Commissioned/Junior Officer; Senior Officer) that will be provided in four separate precincts at some of the larger bases.

site unitsLavarack Bks, Townsville QLD 540HMAS Albatross, Nowra NSW 170RAAF Base Wagga, NSW 50Blamey Bks, Kapooka NSW 90RMC Duntroon, ACT 44ADFA, Campbell ACT 75Puckapunyal, VIC 200

For more information about the project, please visit the Single Leap website at http://www.defence.gov.au/id/sla/phase2.htm

The Director Plenary Group, Ray Wilson, the Head Infrastructure Defence Support Group, John Owens shake on the contract signing for Project Single Leap.

The Parliamentary Secretary for Defence, Senator David Feeney, addresses the contract signing ceremony for Project Single LEAP. From left: The Director Plenary Group, Ray Wilson; the Head Infrastructure Defence Support Group, John Owens; the Executive Director Project Single Leap, John Bosker; and the Parliamentary Secretary for Defence, Senator David Feeney.

Artist’s impressions of Other Rank’s block

precinct.

34 DEFENCE MAGAZINE www.defence.gov.au/defencemagazine 35

thE LASt WORD

Anne Brown could well make a great

juggler if only she had time. As First Assistant Secretary for Information Communication Technology (ICT) Development and also Defence’s Information Security Officer, Mrs Brown’s work life is one that walks a delicate balance with her equally busy social life where she is an active member on the AFL Canberra board. Here, she takes time to discuss her various roles with Erinn Nash.

Please explain your role within the Chief Information Officer (CIO) Group and how that sits within Defence?

I’m the First Assistant Secretary for ICT Development and also the Chief Information Security Officer (CISO). It’s almost like two roles, but they do come together quite nicely. It makes good sense to have them in the one person.

So effectively I have responsibility for ICT development across Defence for the same areas of responsibility that Greg Farr as the Chief Information Officer has.

So whether that’s purchasing off-the-shelf or developing in-house, I have responsibility for that. And as the CISO I have an assurance function for the

security of Defence’s ICT systems and that involves working closely with the Defence Security Authority, Defence Signals Directorate and Operations Division to make sure that we build systems to the required security standards and that we are operating and maintaining them in the appropriate way.

From a governance point of view, it also means reporting on the security posture to both Group Heads Steve Merchant and Greg Farr and then up to the Secretary and CDF about the security of ICT systems.

What is your role within the AFL Canberra community?

I have a couple of different roles, firstly, being a member of the AFL Canberra

Juggling work/life balance

board, which reports directly into AFL headquarters. We have responsibility for the governance, oversighting and operations of Australian rules within Canberra and the regions. We work closely with the AFL that owns the competition our local clubs now play in, the North Eastern Australian Football league (NEAFL), which is part of the AFL’s expansion program across Australia.

That means I’m involved with all the local clubs in Canberra but also involved in the AFL at a strategic level about expanding the code within Canberra and surrounds.

One of the major focuses at the moment is with the Greater Western Sydney Giants, a new club in the AFL, but this year, they are playing in the NEAFL. Next year they have a senior team in the AFL national competition.

At a more grass roots level, I’m involved with the Queanbeyan Tigers as manager of their under-11s team who my son plays for. So that’s every Saturday out there watching the juniors and managing that team. And then any other bits and pieces the Tigers need help with, from working at the canteen on match day through to opening the facilities. I can also get involved in the skills training and match day coach as a back-up if needed.

How far do your affiliations with AFL Canberra or the AFL stem back?

I was born and bred in Victoria, so for as long as I can remember I have followed Aussie rules, and then at the local level, I’ve been involved with the Queanbeyan Tigers since 2004. I just fell in love with the club, the ethos around

the place and how they do things, so I’ve had continuous involment with them since, and with the AFL Canberra board since the start of this year.

How do you find time for all this? For AFL, most involvement is over the

weekend, so it’s about being organised and keeping the chunks of time needed free.

I also have five children, including girls who play netball and another son who actually doesn’t like AFL, so he plays basketball. So I go to netball, basketball, I have a son that plays rugby league, so it’s about being organised and having structure around my time, being disciplined and staying with it.

But the trade off is it’s a totally different thing to be involved in, so it’s a break from work as well. You come back to work refreshed, because on the weekend when you are doing all this, you don’t have time to think about work or be stewing on it, so you come back refreshed on the Monday.

So no Dreams tokens over the weekend?

Well it’s there for late on the weekend if I need it, but I try not to.

How does your role with the AFL community assist with your role in CIOG?

I’ve always had a view that sport teaches you a lot about how to work with people, so I bring that philosophy of involvement and working as a team with people’s strengths and weaknesses into the workplace.

It’s the blend that matters and just because you’ve got a lot of individuals performing well, doesn’t mean you end

up with good outcomes.So I think that sort of sports

philosophy applies equally at work, but then from the work side across the structure and the discipline that you have to have at work.

You have to be very clear about what you are trying to achieve, have a plan and not just turn up and have the hours tick by.

You have to be quite structured about what you are trying to achieve and, of course, a lot of the people I work with I see at the football. So there’s a lot of crossover and it’s a great out-of-work discussion.

What advice do you have for others juggling a busy work/life schedule?

Show by example about work/life balance because I think that’s really important. We do have instantly busy periods at work, so there are times when we have to make concessions and miss a training session or whatever it might be.

Sometimes it’s an easy thing to say, but if you show by doing – and when you have five kids – you have to find time for them. You do things that you’re passionate about to keep the energy levels up.

What AFL team do you support? Growing up in Geelong barracking

for North Melbourne is where I learnt my resilience. I have followed North Melbourne all of my life and I continue to do so.

I picked Geelong to win the premiership at the start of the year and I’m very glad that I stood by that prediction.

The First Assistant Secretary for Information Communication Technology Development, Defence’s Information Security Officer and active member on the AFL Canberra board, Anne Brown.

“I’ve always had a view that sport teaches you a lot about how to work with people, so I bring that philosophy of involvement and working as a team with people’s strengths and weaknesses into the workplace.”

– First Assistant Secretary for Information Communication Technology Development, Anne Brown

WORLD NEWS

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