DefenceISSUE 2 2017

PLUS: COUNTERING THE CYBER SECURITY THREAT

M A G A Z I N E

THE LAST

WORDFarewell interview with

Dennis Richardson

2 Defence Issue 2 2017

EDITORIALDavid Edlington Sharon Palmer

PHOTOGRAPHYJay Cronan

CONTACT USdefencemag@defencenews.gov.au

(02) 6265 4650

Defence Magazine is produced by the Ministerial and Executive

Coordination and Communication Division, Department of Defence.

FIND US ONLINEwww.defence.gov.au/

defencemagazine

3 CONDUCT AND PERFORMANCE Code of Conduct breaches; Indigenous

Champion handover

4 YOU GIVE YOUR BEST Dennis Richardson talks about his time at

the helm and his future plans

8 MAKING A DIFFERENCE The Chief of the Defence Force highlights

the positive contribution of women on operations

10 2017-18 BUDGET Chief Finance Officer Phillip Prior reflects

on the budget and the team behind it

11 DIVERSE AWARD Defence rewarded for highest level of

Indigenous procurement contracts

12 SUPPORT FOR ABUSE VICTIMS The Minister for Defence launches the

Family and Domestic Violence Strategy

14 CHALLENGE ON Improvised threats put under the

microscope as part of the Next Generation Technologies Fund

16 SPECIAL REPORT: CYBER SECURITY A look at the efforts of personnel working

around the clock to keep Defence’s IT network secure

20 BOX SEAT FOR REFORM The First Assistant Secretary

Governance and Reform is committed to implementing the First Principles Review

22 LOGISTICAL MILESTONE The rollout of Defence’s new computers

is well under way

26 EASING LIFE PRESSURES Defence is promoting a beyondblue stress

and anxiety coaching program

27 IN THE FRAME The new Service Delivery Framework is

central to an integrated, customer-centric approach

28 POSTING PROCESS REVIEW A review of the posting process is

showing how user-centered design can improve service delivery

30 ALL SET FOR HANDOVER The Air Warfare Destroyer Alliance has

completed sea acceptance trials on Navy’s new destroyer

32 FULLY ENGAGED A former motor mechanic is a driving

force with Defence’s Indigenous network

DefenceThe official magazine of the

Department of Defence

Issue 2 2017

3Issue 2 2017 Defence

LEVEL CASES BEHAVIOUR SANCTION

APS 1 1 Inappropriate behaviour – verbal Discontinued (medical)

APS 2 3

Inappropriate behaviour – verbal Fine

Criminal offence Caution

Inappropriate behaviour – verbal Caution

APS 4 1 Inappropriate use of social media Fine

APS5 5

Inaccurately recorded attendance Reduction in classification

Bullied and harassed employees Caution

Inapproriate conduct – verbal and physical; damage to Defence property Discontinued (employment terminated for failing to return to work)

Inappropriate conduct – failure to follow directions; attendance issues Resignation

Innapproriate conduct – physical; inappropriate use of resources; damage to Defence property Termination of employment

APS6 5

Inappropriate use of Defence travel card Discontinued (retirement)

Inappropriate conduct – failure to follow directions Discontinued (medical)

Bullied and harassed employee Caution

Inappropriate conduct – verbal and physical Caution

Inappropriate conduct – verbal Retirement (breach found)

EL1 1 Inappropriate conduct – failure to follow directions Caution

EL2 5 Bullied and harassed employee Caution

Contents

ON THE COVER: Dennis Richardson signs off as Secretary. Photo: Jay Cronan

34 SPACE ODDITIES A scientist is working on algorithms to try

to reduce atmospheric waste

36 WE HAVE LIFT-OFF Defence Science and Technology Group

plays its part in the first miniature satellite launch in 16 years

38 FULL ACCELERATION A Defence scientist will further his

studies in the US after being awarded an inaugural scholarship

39 QUEST’S LONG ROAD Book examines history of train, advise

and assist missions over past 50 years

40 TEAMWORK PAYS DIVIDENDS Award for developing new technology to

predict aircraft corrosion

41 JOURNEY MADE EASIER Review leads to improved support

for APS employees who deploy into operational areas

42 PEOPLE TO PEOPLE LINKS An exchange program with Japan

continues to strengthen bilateral relationships

44 LIVE AND LEARN A look back at last year’s Defence

Graduate Program

45 CYCLONE ACTION Joint Operations Support staff help with

humanitarian relief mission

46 WOMEN’S SUCCESSES CELEBRATED International Women’s Day activities

highlight gender equality progress

48 MASTER OF HIS CRAFT Dave Gardner has been overseeing life at

the RAAF Museum for 30 years

50 IT’S TIME TO PACK UP Quartermaster hangs up his boots after

half a century in the Army and APS

52 SEEING THE OTHER SIDE Civilian staff get insight into the frontline

activities they support at RAAF Base Richmond

54 HEADS TELL TALES Members of the Directorate of Honours

and Awards help coin stories of ADF personnel

55 EXECUTIVE CHANGE Two executive assistants move on after

long careers in their roles

Code of Conduct breaches – 1 January to 31 March 2017

M A G A Z I N E

SENIOR leaders gathered in Russell Offices on 8 May to mark the handover from one Defence Indigenous Champion to the next.

The First Assistant Secretary People Policy and Culture, Justine Greig, handed over the Indigenous Champion role to the Deputy Secretary Estate and Infrastructure Group, Steve Grzeskowiak.

The Chair of the Defence Indigenous Cultural Advisory Group, Norm Laing, explained that both Indigenous and non-Indigenous people have a shared journey ahead to make the changes needed to achieve parity across the socioeconomic spectrum.

Norm is a Dunghutti man who has over the past two decades come to know and learn from a number of Indigenous Elders from traditional Country and Waters throughout Australia.

Recently Norm was fortunate to have Wiradjuri people share their culture with him when one Elder gave him a Coolamon to complete and preserve as part of his journey.

“When I heard that there was to be a new Indigenous Champion, I thought I would suggest that the passing of a Coolamon would be both symbolic and a practical demonstration of the continuous and ongoing carriage of the

From left, Hannah Mills; Bek Hendriks; John Love; the Deputy Secretary Estate and Infrastructure Group, Steve Grzeskowiak; the former Secretary of Defence, Dennis Richardson; the First Assistant Secretary People Policy and Culture, Justine Greig; the Director Indigenous Affairs, Michael Howell; Alix Bateup; the Chair of the Defence Indigenous Cultural Advisory Group, Norm Laing; and Erin McAuley. Photo: Jay Cronan

Rebecca O’Brien-Devine

Champion changeover

commitment and responsibility of Indigenous affairs and leadership in Defence,” Norm says.

To signify the handover, Justine passed the Coolamon to Steve.

“The Coolamon was sourced from a yellow box tree on traditional Wiradjuri Country, and would have been used to carry water, fruits and nuts, as well as to cradle babies,” Norm says. “They were also used in ceremonies, such as for smoking.”

Steve is pleased to be the new champion. “I had the opportunity to visit Indigenous

communities in Far North Queensland as part of the Jawun program, which emphasises the importance of providing opportunities for

Indigenous people to get jobs and participate positively in their communities,” Steve says.

Reflecting on her time as Indigenous Champion, Justine says it is important “to advocate Indigenous participation and drive cultural awareness within the department through Defence-specific and whole-of-government initiatives”.

As the next champion, Steve will build and maintain strong relationships with Indigenous staff and department executives to influence and drive cultural change in Defence, including a commitment to reach a target of 2.7 per cent Indigenous representation within the workforce by June next year.

5Issue 2 2017 Defence4 Defence Issue 2 2017

Just before his retirement as Secretary of Defence

on 12 May, Dennis Richardson sat down with Defence Magazine for this

final interview

In Defence Magazine’s first interview with you in 2012, you cited “challenge and curiousity” as the reasons for your decision to take the position as Secretary of Defence. Looking back four and a half years later, how were you challenged and has your curiosity been satisfied?I have been challenged, but it’s been very rewarding in that I’ve learned something in this job every day I’ve come to work, and I like that. I always believe the day you stop learning is the day you should pack your bags. I haven’t stopped learning and that is a good thing. Has my curiosity been satisfied? I would say in the main yes, although I suspect there are a lot of nooks and crannies in the organisation which I’m not fully au fait with.

What are you most proud of achieving in your time with Defence?I don’t really think in those terms. I don’t believe you look at institutions in terms of the individual. The fact of the matter is that there’s continuity in organisations. The organisation

didn’t start on my first day here and the organisation doesn’t end on my last day. You have continuity of challenges and they change as time goes on. I think you’ve got to be accountable for your performance in the job in the time you were there. I’ve done some things well, I’ve done other things not so well, but I keep those thoughts to myself.

What state do you leave the department in and what will be your legacy?I don’t think in terms of legacy. How is the department positioned today? David Hurley and Duncan Lewis laid the Pathway to Change platform and, over the past four and half years, the Chief of the Defence Force and I have consistently followed that and I believe we are

in a better place on that front. We have done certain things in respect of the employment of people with disabilities, Indigenous Australians and women at senior levels which we can be proud of. But that was building on achievements; we weren’t starting out from scratch.

There have been two White Papers in the time I have been Secretary. It’s a bit unusual to have two White Papers: one by the Labor Government in 2013 and one by the Coalition Government in 2016. They built on the White Paper of 2009. But the White Paper of 2016 was particularly significant because of its commitment to grow the Defence budget by 2 per cent of Gross Domestic Product and the government remains on course to achieve that.

“I THINK YOU’VE GOT TO BE ACCOUNTABLE

FOR YOUR PERFORMANCE IN

THE JOB IN THE TIME YOU WERE THERE.”

‘YOU GIVE YOUR BEST’

The decisions made in naval shipbuilding – Future Submarines, Future Frigates and Offshore Patrol Boats – have been significant. As have been the decisions by the Air Force in nailing down the F-35, the delivery of the P-8s, growing the C-17 fleet and getting the KC-30s up and running. With Army, it’s really been putting in place the groundwork for Land 400 and the big challenge there remains ahead.

The continued pace of operations is impressive. We were at a point in 2013 where we were looking at the pace of operations reducing. That all changed with ISIL and we find ourselves back in Iraq.

You look at the way national security and foreign investment have come together big time over the last few years, and Defence has a critical role to play in that. We’ve not backed away from tough decisions. We’ve been criticised from various directions around decisions to do with the Port of Darwin and Ausgrid, but I believe we’ve provided consistency of advice.

When you look at the First Principles Review and the changes in the organisation, the past four and a half years have been a period of a lot of change in Defence, some of which has not always made people happy, but it’s been for the better.

Our inability up to now to get a new agency agreement in place has clearly been a disappointment, but life goes on.

How do you expect the reform process will play out?It will continue. The CDF and I have worked hand in glove on this and across the senior leadership, the SES and star-ranked officers, there is genuine commitment. You don’t get universal commitment, but I think the weight of the leadership decidedly will ensure that the changes put in place will continue to be bedded down.

In your experience, what do you think we in Defence do well and where can we improve?Defence probably manages the most complex projects anywhere across government. That’s not always fully appreciated. People forget that to put the quality of the fighting force that we have in theatre takes a whole-of-enterprise effort, and too often the contribution of the many to that is overlooked.

Ten to 11 per cent of the APS workforce is in the intelligence community, and that is an area of excellence. There are IT challenges but we are starting to see delivery on IT reforms – the rollout of the new desktops,

a big logistical exercise involving 110,000 new desktops across the country, is well under way and is for the better. In project management, we do a lot better than people think. I think we do policy advice well. Our management of one of the biggest budgets across the Commonwealth and our management of the workforce, one of the biggest in the public service, are done well.

In a large organisation in multiple locations across the country, you don’t always get a single culture so you have continuing challenges in that area. Building a sense of One Defence is still very much under way and that will take determined commitment by leadership over a generation of people in the workforce. It is not something that can be accomplished over a few years. One Defence is very much a mindset and we still have a way to go on that even though, as I mentioned before, there is commitment.

There is a tendency in Defence, because of its size, to forget that we do belong to government, we are part of government, and we are simply one part of government. We do not exist as an entity in ourselves, we are dependent upon the taxpayer, like every other part of government, and too often you see reference to Defence and government, as though we’re separate from government. Again, that’s a mindset issue. In not getting that right we sometimes get the backs up of other people elsewhere in government.

What parting words or message do you have for people in Defence?I thank everyone for their professionalism and their commitment. This is an organisation that has always undergone a lot of change, and more change than a lot of people on the outside think. The way the workforce embraces and accommodates that is to everyone’s credit. Working with, first, David Hurley and, second, Mark Binskin has been a pleasure and the way in which the APS leadership and ADF leadership come together to work for a common purpose is quite outstanding.

It’s important that we never forget the purpose of Defence. Equally it’s important that public servants don’t sell themselves short, that they understand the value they bring to the table and they recognise that it is their professionalism and knowledge that adds value to the total enterprise. Public servants in Defence should think in that way; they shouldn’t think in terms of providing support. When you do that you are putting yourself in a secondary position. I know that is sometimes controversial to say, but the bottom line is it’s important that

Dennis Richardson delivers a speech in his last week as Secretary of Defence at the

Indigenous Champion handover at Russell Offices in Canberra.

Photo: Jay Cronan

COVER STORY

7Issue 2 2017 Defence6 Defence Issue 2 2017

Left: Dennis Richardson and members of the Defence Administrative Assistance Program share a laugh during his visit to RAAF Base Amberley. Above: Dennis, who is RSPCA ACT Patron, with the organisation’s Chief Executive, Tammy Ven Dange, and puppy Jay Jay.Photos: Leading Aircraftman Brenton Kwaterski and Sergeant Janine Fabre

professionalism be recognised and fostered in its own right.

Finally, my admiration for what the ADF does in the field remains as high as it’s always been and it’s important that we never lose sight of that being our raison d’etre.

You’ve had an extensive career, 48 years, what are some of the highlights and most memorable experiences?In 1970 I accompanied the then Australian High Commissioner in Nairobi to his presentation of credentials ceremony at the court of Haile Selassie in Ethiopia. The formal wear for the occasion was white tie and tails; to his horror the High Commissioner pointed out the night before that the outfit I had, which was hired from the Donovan Maule Professional Theatre Company in Nairobi, was in fact a waiter’s uniform.

Being in Papua New Guinea at the time of their independence in 1975 was a highlight. Being in Immigration and making a decision which the High Court of Australia subsequently ruled that no reasonable person could take, makes me one of the few public servants in this country who is certifiably unreasonable. Being Bob Hawke’s last chief of staff was obviously a highlight. Being head of ASIO at the time of 9/11 and the time of Bali was probably the biggest challenge that I faced both personally and professionally – but I wouldn’t swap it for quids. Then being ambassador in Washington was a job which, regardless of how demanding, was always thoroughly enjoyable. Having the opportunity to head up Foreign Affairs and Trade, the department which I joined as a trainee in 1969, was obviously a highlight. Finally, having worked in Defence – a department which I had always worked with but never in – rounded it out very nicely.

What’s the biggest lesson you have learned over your career?The biggest lesson is to enjoy doing what you do. You will always do best at that which you enjoy doing; you will always get more personal satisfaction if you enjoy doing what you’re doing. I always say to people: “Give yourself the media test. Apart from reading the back pages of the newspaper first – which all sane people do – what your eyes go to as you go through a newspaper should coincide with where you work.”

Are you still enjoying what you are doing?Absolutely. The bottom line is that if you’re still enjoying the job after 48 and a half years, that’s a pretty good time to be going. You’re probably testing your luck if you go too much beyond; I’d certainly be testing the marriage.

You served prime ministers and governments of different political iterations and you’ve been renowned as a person of candour. What is the key to effective advice and relationships?Being frank and fearless is not about getting things off your chest. It’s about seeking to influence people in the direction that you believe serves the national interest. And that means getting to know people and picking the right time and place to express your thoughts.

And if you can’t pick the right time and place, you’ve simply got to do it anyway. I’ve never worked for a prime minister or a minister who was not prepared to listen to frank advice, even if they didn’t like it.

How do you regard the state of public administration in Australia at present?All successful countries require a professional public service. I don’t believe we give the recognition we should to public servants. It’s

therefore important that public sector leaders show the way.

You are a Director of the Canberra Raiders and in one interview you were asked about the scandals in the National Rugby League. You said: “In any code you’re looking at players being aged from 18 through to 30 and you’ve got to give people in that bracket a bit of space. The notion that they’ve got to be perfect citizens is sometimes a bit overplayed.” Do you think that translates across other areas of employment?Yes, it does. It certainly translates into the ADF and that’s not trying to make light of anything, but the fact is how many managers in the private sector or elsewhere in the public sector lead a workforce of the demographic of the ADF in the circumstances in which they are called upon to lead it?

Are you generally satisfied with the standard of behaviour across Defence?I can say that the leaders with whom I have worked with in Defence have had a very fine value set. Inevitably, things are going to go wrong from time to time. The issue is not whether something goes wrong: the question is how do you respond to it? I think the Defence leadership seeks to respond to issues as they arise in a proper way.

You’re outside that bracket of 18 to 30 …Only just.

… so are you a role model?No, because I think when you put the label of role model on people you are setting them up as somehow or other perfect citizens. None of us is in that category and I think there’s a lot

of overplayed rhetoric about role models. We should seek to be the best we can, but human nature does not allow for the existence of a perfect person, and we shouldn’t forget it. We are all mortal.

What will you miss most about the public service?I will miss the ready-made social environment that work provides. I will miss the power and the influence that goes with jobs like this – I don’t mean throwing your weight around, but making a contribution in a good way. Inevitably you’re going to miss some of the weight of the job, but having said that I’m totally comfortable with calling it quits.

What does life after the public service hold in store?Countless Raiders’ premierships and doing what I can to assist RSPCA ACT as its Patron.

Who will the Raiders beat in this year’s grand final, and is there scope for you to get more involved at the club?It won’t matter who we beat, but it will probably be one of the Sharks, the Storm or the Broncos. I did ask Ricky Stuart about an assistant coach role, but he said I have neither the knowledge nor the experience.

As you mentioned, you are the Patron of RSPCA ACT. What pets do you have?We have a couple of dogs, an English bearded collie called Prada and a Maltese terrier poodle cross called Leo.

Can they look forward to more walks now?If they thought that, they would be dreading my retirement.

“BEING FRANK AND FEARLESS IS ... ABOUT

SEEKING TO INFLUENCE PEOPLE IN THE

DIRECTION THAT YOU BELIEVE SERVES THE NATIONAL INTEREST.”

9Issue 2 2017 Defence8 Defence Issue 2 2017

MAKING A DIFFERENCE

Engaging women in all aspects of an operation has a positive effect on the outcome, says the Chief of the

Defence Force, Air Chief Marshal Mark Binskin

AS THE former Secretary, Dennis Richardson, points out in his interview (pages 4-7) we have worked hard over the past four-and-a-half years under

Pathway to Change to establish the foundations of ongoing cultural reform.

While there is still work to be done, when I look at the ADF today, I am encouraged by how far we have come in creating a more equitable environment. In 2017, no job is off limits to women. We have female personnel performing critical roles on all our current operations and an increasing number of female commanders are leading at all levels across the ADF.

Organisationally, we are now better prepared to incorporate the gender perspective into major ADF operations, as we did during Operation Fiji Assist last year when, for the first time, two gender advisers were assigned to the taskforce.

During this major humanitarian and disaster relief mission, it became apparent quite early on that the local women were one of the best sources of information on where help was most needed. In military terms, the women were the family ‘logisticians’.

In response, the Joint Task Force Commander, Lieutenant Colonel Scott Hill, sought out key women in high-profile positions within the local population to establish a rapport and open a line of communication.

This engagement ran across the full spectrum of the population – from the village matriarchs to those working in the Republic of Fiji Military Forces and the Fijian Police, with Army’s Major Jo Richards representing the ADF at United Nations’ coordination meetings.

The engagement strategy also extended beyond the ADF taskforce to non-government organisations and other Australian Government

agencies, all the way to the Australian High Commissioner in Fiji, Margaret Twomey.

By seeking out the female population, the taskforce, working with the local authorities, gained access to tangible, accurate information about the communities’ needs. That insight proved to be a turning point for the mission. Where the taskforce had been previously working on assumptions, this maturing local engagement allowed it to plan and make decisions based on the situation on the ground.

For example, the local women influenced the decision for ADF engineers and tradespeople to help authorities rebuild a number of schools. With 55,000 people homeless, rebuilding the local school may not seem like a high priority, but the Fijian women highlighted the importance of getting the children back to school.

It was, in part, about instilling a sense of normality after such a distressing event, but there was also a significant practical element to their request. Getting the children back to school released the women from their caring responsibilities during the day, which allowed them to focus on assisting with the recovery.

Engaging women in all aspects of the recovery process was critical to the operational success of our close partnership with the Fijian authorities. Equally important though was ensuring the women remained engaged once the taskforce departed.

Since Operation Fiji Assist, the Australian High Commissioner and the Department of Foreign Affairs have put strategies in place to ensure Australia sustains more active engagement with the Fijian women, providing support through education and church programs – while the Fijian-Australian military-to-military links that flourished during the operation have

Left: Corporal Pip Finlay meets women from Vuna village during Operation Fiji Assist. Below: The Chief of the Defence Force, Air Chief Marshal Mark Binskin, speaks with Able Seaman Charlie Buzza (left) and Able Seaman Imogen Clements on board HMAS Canberra in Fiji.Photos: Corporal Dan Pinhorn and Leading Seaman Helen Frank

also proven enduring. In March this year, the ADF delivered 10 Bushmasters to the Republic of Fiji Military Forces observers deployed on the UN peacekeeping missions in the Golan Heights and Syria. That agreement was underpinned by the friendship and goodwill established through our cooperation during Operation Fiji Assist.

The principles demonstrated through our interaction with the female population in Fiji are indicative of the way diversity improves our capability. Women in the communities where we operate consistently demonstrate their ability to read the situation and provide a valuable source of information and enhanced situational awareness. The same is true of the ADF.

Diversifying our demographic base and increasing the number of women in the ADF correlates directly to what we are trying to achieve in support of UNSCR 1325. Our goal must be to reach the point where applying the principles outlined in the Women, Peace and

Security agenda is no longer considered special. It needs to be accepted, not as an adjunct duty, but as a primary element of all our operations.

We have now mandated that at least one gender adviser must be deployed on all future humanitarian assistance and disaster relief operations and we are taking steps to ensure the Women, Peace and Security principles are incorporated into all future operations. To achieve this and, in turn, enhance our overall capability, we are developing Australia’s first Gender Adviser training course and we will contribute to a new, comprehensive study on the contribution of Australian women to peace and security operations.

These are just some of the initiatives in train at the moment. There are many more across the ADF. Importantly, they will all play a part in us continuing to evolve as a capable and modern fighting force.

WITH THE CDF

11Issue 2 2017 Defence10 Defence Issue 2 2017

TEAM MEETS BUDGET TARGET

THE government will provide Defence with $34.6 billion in 2017-18 and $150.6 billion over the Forward Estimates as part of the 2017-18 Budget.

This funding will enable us to remain on track to deliver initiatives stemming from the 2016 Defence White Paper and the One Defence reforms brought about by the First Principles Review. The 2017-18 Budget also provides funding to deliver our ongoing commitments to Defence operations around the globe.

We are well positioned to grow the Defence budget to two per cent of Gross Domestic Product by 2020-21, which was one of the government’s key commitments in the White Paper to ensure resource allocation to its Defence policy priorities.

The handing down of the 2017-18 Budget on 9 May was the culmination of a process that, for us in Defence, began in October 2016 with a request to Groups and Services to define and cost operational requirements for the coming financial year.

The delivery of the annual Defence Portfolio Budget Submission and the subsequent Portfolio Budget Statements (PBS) represents a significant body of work for the Chief Finance Officer Group, with important contributions from across Defence. As the Chief Finance Officer, I am accountable to the Secretary of Defence and the Chief of the Defence Force for ensuring that we meet all government budget timetable and reporting requirements.

Working behind the scenes, the 2017-18 Budget was brought together through a successful co-sourced arrangement between public servants and outsourced contractors. The mix of public service skills and contracted expertise delivered the required outcomes effectively and efficiently.

While the budget process is coordinated by the CFO Group, it requires important input from many areas in Defence and the end product really is a One Defence success story.

The Financial Coordination Directorate, led by Phil Davies, coordinated the development of

the Budget Submission over many months with extensive consultation with key internal and external stakeholders.

Joint Operations Command and Military Strategic Commitments in the Vice Chief of the Defence Force (VCDF) Group provided important contributions to the new policy proposals for our ongoing operations. Preparedness Branch developed the concurrency statement outlining the use of reservists to be deployed on operations and the critical skills they offer that cannot be achieved with existing permanent ADF personnel. Investment Portfolio Management in VCDF Group provided a comprehensive update on the Defence Integrated Investment Program and Strategic Policy provided an update on White Paper performance and risk management.

Within the CFO team, part of the success of the 2017-18 Budget process goes to the detailed analysis of Defence operations provided by Beth Gorman in the Financial Coordination Directorate. Beth was responsible for coordinating and analysing the operations costing for inclusion in the Budget Submission. Her contribution to the development of the Operations New Policy Proposals was critical to

receiving cost agreement from Finance within government timeframes.

The Budget Management Team, led by contractor Phil Roberts, was responsible for the development of the annual Portfolio Budget Statements (PBS), which provides an explanation to Parliament on proposed expenditure for Defence.

The Enterprise Governance Branch, in the Associate Secretary Group, under Gabby Taylor also played an important role in the PBS. It provided the non-financial input and the updated portfolio outcomes included in the 2017-18 PBS. The revised Defence outcomes strengthen the alignment between the PBS and the Defence Corporate Plan and provide clearer linkages between strategy, funding and capability.

The Defence 2017-18 PBS was tabled in Parliament with the Commonwealth Budget and released in the public domain. Accuracy and timeliness in delivering the PBS is essential for Defence’s reputation and the successful delivery of the 2017-18 PBS was a truly collaborative Defence effort.

For more information on the 2017-18 Defence Budget, visit www.defence.gov.au/Budget/17-18

Jane Wood and Sue McGready, centre, are presented the 2017 Supply Diversity Award by Phil Sillifant, of Wesfarmers, second from left, at the Connect 2017 conference, hosted by Aaron Fa’Aosa, left, and Casey Donovan, right. Photo: Joseph Mayers

DEFENCE has received the 2017 Supplier Diversity Award as government member of the year. The award was presented at the Connect 2017 conference in

Sydney on 4 May – an event which connects government, corporate and small business with Indigenous-owned businesses.

Connect 2017 was organised by Supply Nation, a federally funded organisation tasked with promoting Indigenous entrepreneurship and businesses.

The Acting Assistant Secretary Non-Materiel Procurement in Capability Acquisition and Sustainment Group, Jane Wood, says the award recognises the huge strides Defence has made towards achieving greater Indigenous participation.

“Defence has played a key role in supporting the government’s Indigenous Procurement Policy – both through our senior leadership engagement with the program, and as the department with the highest level of Indigenous procurement contracts,” Jane says.

The award recognises Defence as having demonstrated exceptional commitment, engagement and leadership in supplier diversity and its contribution to significant growth in the Indigenous business sector.

Defence was also recognised for its implementation of the government’s Indigenous Procurement Policy and the large number of contracts Defence awarded to Indigenous businesses over the 2015-16 financial year.

The Director General Estate Service Delivery within Estate and Infrastructure Group, Air Commodore Sue McGready, says Defence is on the frontline in regards to its Indigenous engagement with contractors.

“As one of Australia’s largest Commonwealth portfolios, not only is Defence exceeding set targets but, more importantly, it is creating real and sustainable opportunities for Indigenous businesses to grow and provide goods and services to Defence,” Sue says.

“In 2015-16, Defence exceeded its portfolio target of 70 contracts by awarding 285 contracts valued at more than $141 million to Indigenous

Sophie Pearse and Alex Carter

businesses. To put that into a broader context, two years prior the value of new contracts signed between Defence and Indigenous enterprises was less than $2000.

“Directorate Estate Works Program Office contracts accounted for $94.7 million of the $141 million let by Defence.

“This amazing achievement by this small APS team was possible in conjunction with industry partners Cushman & Wakefield and Aurecon & Augility.”

Launched in July 2015, the primary purpose

DIVERSE AWARDDefence continues

to set the standard in Indigenous procurement

“THE END PRODUCT REALLY

IS A ‘ONE DEFENCE’ SUCCESS STORY.”

The Chief Finance Officer, Phillip Prior, looks at how the 2017-18 Budget came

together

of the Indigenous Procurement Policy is to stimulate Indigenous entrepreneurship and business development by providing Indigenous businesses with more opportunities to participate in the economy.

Defence is implementing a number of initiatives to ensure the policy places Indigenous businesses at the front and centre of the way Defence does business, including conducting Indigenous procurement policy awareness presentations across Defence, meet the supplier events and tendering information sessions.

Defence has made significant progress in recent years in its commitment to Indigenous affairs and the overarching national commitment to Close the Gap.

Today, Defence has almost 2000 Indigenous employees working in both military and civilian roles.

As well as meeting its commitment to the Indigenous Procurement Policy, Defence, in partnership with Reconciliation Australia, has developed its third Reconciliation Action Plan.

“DEFENCE HAS PLAYED A KEY ROLE ... AS THE DEPARTMENT WITH

THE HIGHEST LEVEL OF INDIGENOUS PROCUREMENT

CONTRACTS.”JANE WOOD,

ACTING ASSISTANT SECRETARY NON-MATERIEL PROCUREMENT

13Issue 2 2017 Defence12 Defence Issue 2 2017

SUPPORT FOR ABUSE

VICTIMSNew strategy part of Defence’s ongoing

response to family and domestic violence

Left: The Minister for Defence, Marise Payne, flanked by the Associate Secretary (and now Acting Secretary), Brendan Sargeant, and the Chief of the Defence Force, Air Chief Marshal Mark Binskin, with the Defence Family and Domestic Violence Strategy. Below: Navy personnel show their backing for White Ribbon Day, one of the prominent community campaigns against domestic violence that Defence supports.Photos: Corporal Dan Pinhorn and Able Seaman Sophie Randall

Sergeant Dave Morley

THE Defence Family and Domestic Violence Strategy reinforces Defence’s commitment to reducing the occurrence and impact of family and domestic violence.

The Minister for Defence, Senator Marise Payne, launched the strategy at Russell Offices in Canberra on 15 March.

“Family and domestic violence can have devastating and lifelong effects. Whether directly affected by family and domestic violence or not, everyone has a role to play and you can make a difference,” the Minister says.

“It’s important Defence, as an organisation, is actively engaged in making sure those affected are appropriately supported.”

She says Defence personnel must know they can safely report incidents of family and domestic violence, their reports will be taken seriously and Defence will act accordingly.

“It’s important to remember family and domestic violence isn’t just physical violence – it can also include psychological violence such as controlling behaviour, restricting access to family and friends, sexual violence, financial abuse, technology-facilitated abuse, or neglect of physical needs,” she says.

“We must continue to work together to ensure Defence members, and their families, have a safe and supportive environment.”

Defence established an internal working group in early 2016 to examine strategies, communication, policies and training with a Defence family and domestic violence lens.

The group was formed as a result of concerns within the Australian community about family and domestic violence, and increasing recognition it is a workplace issue.

The Director National Operations at the Defence Community Organisation, Cathy Davis, says domestic violence issues were previously handled on an individual basis, depending on the manager or command involved.

Cathy says the Defence Family and Domestic Violence Strategy follows the development of the Commanders and Managers Guide to Responding to Family and Domestic Violence.

The guide, which was issued in June 2016, provides detailed information on Defence policies and entitlements, including leave provisions.

The team responsible for both the strategy and guide comprises representatives from the Groups, Services and major stakeholders, and includes middle to senior managers.

The team’s focus now is on the development and implementation of action plans in relation to communications, education and training and the development of an evaluation framework.

“The strategy and guide bring together a

Where to get help• People needing support or advice can call the all-hours Defence

Family Helpline on 1800 624 608, or go to the Defence Community Organisation website at www.defence.gov.au/dco. The helpline is staffed by qualified professionals, including social workers and psychologists, who can provide assessment, assistance, referral and connection with a local area office. People can seek help anonymously.

• For more information on Defence’s response to address domestic violence, including links to the strategy and the guide, visit http://drnet/People/Family-and-Domestic-Violence/Pages/Family-and-Domestic-Violence.aspx

whole-of-Defence approach in responding to family and domestic violence,” Cathy says.

“Specifically, their focus is on increasing awareness of family and domestic violence, encouraging those affected to seek help, and for a compassionate response to those seeking assistance.

“At this stage we don’t have sufficient data to establish rates or trends, other than more reports of family and domestic violence are being made by the Defence community. We believe the increased reporting rates reflect the increasing awareness of family and domestic violence among the community.”

15Issue 2 2017 Defence

CHALLENGE ON The first challenge under the Next Generation Technologies

Fund is to counter improvised threats

The Minister for Defence Industry, Christopher Pyne, announces the launch of the Next Generation Technologies Fund at the Jeffrey Smart Building at the University of South Australia. Photo: Corporal Colin Dadd

Alison Caldwell

“A GREAT IDEA WHICH FAILS TO GERMINATE IS WORTHLESS BUT WITH

PROPER SUPPORT, GREAT IDEAS CAN BECOME GAME-CHANGING CAPABILITIES.”

DR ROGER NEILL, GRAND CHALLENGES

PROGRAM LEADER

GETTING tired of hearing about innovation? Here’s why you shouldn’t be. Now more than ever the process of translating an idea or an invention into a good or service

that creates value, is vital to Australia’s future.Innovation is viewed globally as the critical

ingredient to achieving economic stability and growth. It’s also well known that investments in research and development and collaboration between academia, industry and government are key drivers of economic growth.

Launched in March by the Minister for Defence Industry, Christopher Pyne, the Next Generation Technologies Fund is a strategic plan to harness the talents of defence scientists, university and industry experts, including small to medium sized enterprises, to create new disruptive game-changing technologies and capabilities.

Led by Defence Science and Technology (DST) Group and benefitting from Australia’s broad-based innovation capability, the Next Generation Technologies Fund will create new capabilities for a more agile, potent and capable defence force.

It will build on Australian scientific ingenuity and innovation to provide the country with the capabilities to meet, defend and

defeat future threats.The Grand Challenges program is

one of the key elements of the Next Generation Technologies Fund.

The Chief Defence Scientist, Alex Zelinksy, describes a grand challenge as a highly complex and seemingly intractable problem which requires new ideas and technologies for a solution based on multi-disciplinary research and wide-ranging collaboration.

The first Grand Challenge is to counter improvised threats

without casualties, recognising that these threats constantly evolve

and endanger the lives of our troops and civilian populations.

The Commander of the Joint Improvised Threat Task Force, Brigadier John Shanahan, says improvised threats have proliferated globally and expanded to include the improvised use of chemical, biological and radiological materials and agents.

“Given the seriousness and pervasive nature of this current and future threat to Defence and the broader Australian community, I welcome the critical role to be played by this Grand Challenge initiative in developing potential solutions to this appalling threat,” John says.

“I believe this will make a real difference. It’s a unique opportunity to bring a wide spectrum of people together to look at this horrific problem. Defence industry and DST staff should get involved as they can make a real difference against this threat.”

The threats are not confined to the familiar improvised explosive devices but could potentially come in many forms on land, air or sea. They could also be delivered in increasingly sophisticated ways that make them more effective, more difficult to detect and more difficult to encounter.

The Program Leader of the Grand Challenges Program, Roger Neill, says innovation only happens when the circumstances and conditions exist to support it.

“A great idea which fails to germinate is worthless but with proper support great ideas can become game-changing capabilities,” Roger says.

The goal of the Counter Improvised Threats Grand Challenge is to demonstrate a system that can detect and defeat a range of improvised threats.

As threats evolve, it is expected that continuous innovation will be required to further develop new, additional integrated solutions.

The systems should be able to detect improvised threats with high confidence and specificity and subsequently cue appropriate responses to an operator located beyond the range of the improvised threat.

“It is critically important that the Australian innovation community works together to achieve this ambitious but achievable goal,” Roger says.

A molecular biologist by training with a background in futures and emerging technologies, Karen O’Connor is now the Science Portfolio Director of the Grand Challenges program.

“I think this is one of the biggest opportunities Defence has had in recent years to push technology forward and I wanted to be part of it. It’s a huge opportunity for scientists working in the Defence space,” Karen says.

So, just how innovative is Australia compared to our neighbours and the rest of the world?

The most recent United Nations rankings of 128 countries and their economies – when it comes to innovation – places Australia 19th behind New Zealand, Japan, Singapore, Korea and the USA. Sitting at first and second place are Switzerland and Sweden.

In our region, Australia ranks sixth. We can and will do better.

With initiatives like the Grand Challenges program, Defence and industry both have an unprecedented opportunity to find the game-changing technology solutions for the future, for Defence and for the country as a whole.

17Issue 2 2017 Defence16 Defence Issue 2 2017

Coordinated and concerted efforts across Defence are protecting against the scourge of cyber intrusions

DEFENCE personnel are on the frontline of efforts to counter ransomware, spear phishing emails and other targeted cyber intrusions. They are working in

the Australian Signals Directorate (ASD), the Australian Cyber Security Centre (ACSC) and the Chief Information Officer Group (CIOG) to safeguard information within Defence and other Australian Government agencies.

The Deputy Director ASD and Coordinator ACSC, Clive Lines, says the organisations deal with thousands of cyber security incidents a year.

“Many adversaries broadly follow the same approach when attempting to compromise a network, despite each threat group employing their own unique tradecraft,” Clive says.

Spear phishing emails, which contain a malicious link or file attachment, are the most popular exploitation technique.

“The methods they are using are becoming more convincing and difficult to spot. Many spear phishing emails employ psychological manipulation and deceit to establish trust and elicit information,” Clive says.

He says more foreign states have acquired or are in the process of acquiring cyber espionage capabilities.

“The ACSC is aware of diverse state-based adversaries attempting cyber espionage against Australian systems, seeking economic, foreign policy, defence and security information to

satisfy strategic, operational and commercial intelligence requirements,” he says.

“Australian Government networks are regularly targeted by the full breadth of cyber adversaries. While foreign states represent the greatest level of threat, cyber criminals pose a threat to government-held information and provision of services through both targeted and inadvertent compromises of government networks with ransomware.

“Hacktivists will also continue to use low sophistication cyber capabilities, such as website defacement, the hack and release of personal or embarrassing information, distributed denial-of-service activities and the hijacking of social media accounts, generating attention and support for their cause.”

In February, the ASD issued updated strategies to mitigate cyber security incidents.

“These strategies are a prioritised list of practical actions organisations can take to make their computers and information more secure,” Clive says.

“The essential eight strategies are so effective at mitigating targeted cyber intrusions and ransomware that ASD considers them to be the cyber security baseline for all of Australia’s government and private organisations.”

Of the eight strategies, four aim to prevent malware through application whitelisting, patching applications, blocking untrusted Microsoft Office macros and user application

COUNTERING CYBER

THREATS

hardening. Three are aimed at limiting the extent of incidents by restricting administrator privileges, patching operation systems and multi-factor authentication. Lastly, daily backups aim to assist with data recovery in the event of a system or network being compromised.

CIOG’s Defence IT Security Adviser and Assistant Secretary ICT Security, Chris Brookes, says CIOG works closely with the ACSC and the ASD to understand current threats and implement measures to prevent, detect and respond to those threats.

“Protecting Australia from cyber threats is one of the greatest national security challenges. For that reason Defence will continue to invest in cyber and information security,” Chris says.

Defence has one of the largest ICT footprints in Australia, supporting a wide range of military, administrative and management capabilities. The organisation is implementing numerous projects to enhance its ICT infrastructure to combat cyber intrusions.

SPECIAL REPORT

“Defence is making substantial improvements to the sustainability, security and currency of the Defence ICT environment through the ICT infrastructure transformation program, which will significantly enhance Defence’s ICT security protections. This includes a more modern and secure desktop through the End User Computing project,” Chris says.

“Defence has also identified future programs of work through the Integrated Investment Plan to enhance Defence’s cyber security environment, including the ICT security program and deployed defensive cyber operations.”

The Defence White Paper 2016 allowed for recruitment and enhancements in the intelligence, surveillance, reconnaissance, electronic warfare, space and cyber domains over the next decade.

Chris says Defence’s cyber security efforts can only be successful with the backing of dedicated cyber security professionals.

“Defence has various programs and mechanisms in place to attract and retain skilled professionals in ICT security and cyber security roles,” he says.

“Some of these programs include generous pay and conditions, a diverse workforce, flexible working arrangements, training and development, opportunities for advancement, and various sponsorship schemes and graduate programs.”

The future planned move of the ACSC to Brindabella Park in Canberra will allow the ACSC to expand, as the new facility will support growth of up to 650 workstations. The proposed fit-out will also support multiple physical security zones and will provide accommodation for industry, academia and innovation initiatives.

More detail on the essential cyber security strategies is available at https://www.asd.gov.au/infosec/mitigationstrategies.htm and on the Australian Cyber Security Centre is at https://www.acsc.gov.au

THE ‘WanaCry’ ransomware attack that crippled computers around the world was a wake-up call.

Cyber threats are real and they can cause real damage.

The government and businesses responded quickly when the threat emerged and worked together to mitigate the risk to Australia.

Only a handful of businesses reported being impacted to the Australian Cyber Security Centre and many of them had backup data and were able to restore normal functions quickly.

Defence did not suffer a compromise as a result of the WanaCry ransomware campaign.

The key take out is that cyber security is everyone’s responsibility. We will make the most progress on cyber security only when governments, businesses and individuals are working together.

Through the government’s $230 million Cyber Security Strategy we are working to ensure our country is more cyber secure.

The Joint Cyber Security Centres in Brisbane, Sydney, Melbourne, Adelaide and Perth will become important hubs for sharing information and responding to cyber threats.

Australia’s biggest businesses recently completed a government-initiated cyber health check to gauge their cyber risk profile.

In this year’s Budget, the Australian Federal Police received an additional $321 million in funding to support its ability to fight cyber crime.

As cyber exploits become increasingly sophisticated, we also want the private sector to step up and provide their customers – both business and consumers – with products that reduce the risk of malicious cyber activity and gives users the choice to purchase additional security services.

We will continue to work with business to enhance the identification and patching of vulnerabilities that online criminals are exploiting. We will also enhance our scanning of government networks to identify vulnerabilities before the criminals do.

We cannot eliminate crime, but we can make it a lot harder if the windows are closed, the doors are locked and there’s a strong cop on the beat.

Dan Tehan is the Minister Assisting the Prime Minister for Cyber Security

Attack a wake-up call

Dan Tehan

Analysts on the operations floor of

the Australian Cyber Security Centre.

Minister Dan Tehan

19Issue 2 2017 Defence18 Defence Issue 2 2017

Laura Hansen and Jared Bark outside the Defence Security Operations Centre. Photo: Corporal Dan PinhornTALENTED and resourceful people

in Defence are working together to counter cyber threats. They include Jared Bark and Laura Hansen, of the Defence Security Operations

Centre (DSOC) at HMAS Harman in Canberra. Both came through the Defence Graduate

Program, which Jared completed in 2015 and Laura in 2016. Jared is the acting Information Communications Technology Security Operations training coordinator and Laura is a cyber analyst.

Jared provides induction training to new starters entering Information Communications Technology Security Operations and develops and maintains the training framework. Laura works in the monitoring and analysis team that provides extended hours cyber security support to Defence.

“We are responsible for triaging security events with the intent of identifying malicious activity and stopping damage from occurring to our networks,” she says.

Jared says he wanted to work in the DSOC because it is an important part of Defence’s ICT network.

“It’s a continuously evolving field with a lot of opportunities and a role that entails a lot of professional development, which I enjoy,” he says. “Cyber security is constantly changing, which can make detection and protection of Defence’s assets against malicious activity challenging. These challenges can be overcome with up-to-date patching, signature detection, awareness and training.”

Jared says his job gives him a sense of pride in keeping Defence’s ICT capabilities safe.

“Being part of a team protecting the confidentiality, integrity and availability of

AT THE Defence Science and Technology Group Cyber and Electronic Warfare Division at RAAF Base Edinburgh, cyber security specialists are conducting

research on how to protect Defence’s cyber capabilities.

Joseph Yuen is a cyber security researcher in the Automatic Analytics and Decision Support Group, whose members come from a wide range of backgrounds including computer science, engineering, physics, mathematics, architecture, teaching and more.

“We conduct both applied and future-looking research in the application of artificial intelligence and data analysis techniques to enhance Australian cyber security capabilities, particularly for the ADF,” Joseph says.

“All our group members have undertaken specialised training and industry certifications to become capable cyber security practitioners.”

Their research and development projects aim to produce automated tools and capabilities to provide a force multiplier in the application of cyber security to Defence missions.

“These projects cover topics such as military system vulnerability assessment, security incident handling and mission assurance,” Joseph says.

The team presented its work on Automated Cyber Red Teaming (ACRT) at the Australian Cyber Security Centre Conference in Canberra in March to an audience of defence, industry, academic and international delegates.

ACRT uses automated planning, ontology engineering and visual analytical technologies to model and simulate malicious actors or activities across systems and networks.

“The aim of ACRT is to perform cyber risk assessments of Defence systems, networks and platforms to determine their susceptibility to compromise,” Joseph says.

WORK A SOURCE

OF PRIDE Pair pleased to be part of team

providing a critical service

VITAL RESEARCH

“IT’S A CONTINUOUSLY EVOLVING FIELD WITH A LOT OF

OPPORTUNITIES.”JARED BARK,

ACTING TRAINING COORDINATOR

Defence’s networks and providing a service to support ADF operations, gives me satisfaction,” he says. “I have also been fortunate to train and mentor analysts involved in Defence’s Dandelion Project, which is a program for employing people with autism.”

Laura, who worked as a web developer before joining Defence, says she wanted to work within the DSOC to “make use of my technical knowledge and experience, while giving me exposure to a technical field that is constantly changing and vitally important to the security of our nation”.

Laura says to be a cyber analyst with Defence requires a good balance of ICT knowledge and communication skills.

“A solid technical foundation is vital to analyse incidents, while strong communication skills facilitate the successful liaison between all of the teams required to solve incidents,” she says. “Beyond these professional skills they also require the patience, dedication and focus to identify malicious behaviour amongst the red-herring attacks we see in this role.”

Jared appreciates the opportunities his work

provides, including last year participating in an international cyberspace training exercise to validate response procedures to domestic multi-vector cyber attacks on government networks, national infrastructure and resources.

“Although we provide defensive cyberspace operations at DSOC, we are constantly learning through training and exercises by using varying attack methods, so we can understand how to better prepare and identify the methods of individuals and organisations who might try to hack our networks,” he says.

Jared has some advice for Defence members on how to secure their work and private digital information.

“Be mindful of your online persona and the information you provide. Attackers are aware of the information provided on these platforms and use this information for social engineering attacks,” he says. “Also minimise the use of your Defence email address for non-Defence related activities.”

Laura reinforces the need to be cyber aware. “We are only as strong as the weakest link in

our chain, and attempts to trick our users into clicking on malicious links and attachments are becoming more and more sophisticated,” she says. “One simple piece of advice I could give all Defence ICT users is: please think before you click on a link.”

Group devoted to identifying and overcoming cyber vulnerabilities

THE Australian Cyber Security Centre Conference is now the biggest cyber security themed conference in Australia. There were 1462 attendees from 27 countries, 76 sponsors and more than 100 speakers at this year’s event in March. Apart from the Automated Cyber Red Teaming presentation, highlights included the Australian Signals Directorate’s launch of the first ever certification of protected cloud services and incident response case studies.

“Our first prototype using this ACRT framework, named Trogdor, is a mission-centric system for security analysts to understand impact propagation of vulnerabilities that affect mission-critical resources and aid their development of remediation steps.

“We strive to be world-class and influential in our research, and rigorous in our capability development, to ensure the advice and support we provide to Defence is world-leading and encapsulates best practice from academia and industry.”

Top conference

Cyber security researchers Suneel

Randhawa, Tony Allard, Joseph Yuen,

Paul Alvino and Sophie Underwood.Photo: Corporal Colin Dadd

20 Defence Issue 2 2017

IN THE BOX SEAT FOR REFORM

The First Assistant Secretary Governance and Reform talks about the pointy end of the First Principles Review

DEFENCE is approaching the end of the formal implementation period of the First Principles Review, one of the biggest reforms undertaken in Defence since the

Tange Review of the 1970s. The focus of the First Principles Review

is to ensure Defence is fit for purpose, able to respond to challenges and delivers against its outputs with the minimum resources necessary.

The First Assistant Secretary Governance and Reform, Darren Box, is responsible for implementing the recommendations of the review – the formal implementation phase is scheduled to be completed by 30 June.

Before joining Defence last December, Darren was responsible for Service Strategy and Transformation at the Department of Human Services.

One of his key priorities is embedding the One Defence business model and improving the enterprise governance structures, which is the foundation of Defence’s transformation under the First Principles Review.

Darren is keen to see Defence become an effective and efficient organisation, with the concept of One Defence entrenched in our everyday business.

“First Principles Review means One Defence, creating one organisation. One Defence means getting things done with the right stuff at the right place and at the right time,” he says.

Although Defence is made up of many cultures and brands, he does not see this as an obstacle to embracing One Defence.

“When people talk to me about changing cultures, my advice to them is that we need to be careful with that notion,” Darren says.

“Cultures take a long time to develop and are there for a reason. Cultures within Defence Groups and Services must be respected.

“The values and the culture of how we come together at the top is what we are talking about. We need to work within the existing cultures to bring them together to achieve the best outcomes.”

To this end, Defence is focusing on behavioural change of its Senior Leadership Group, which is necessary to create the One Defence environment.

“The achievements of the Behaviours Work Stream of the First Principles Review are coming along very well, and will continue into the future,” Darren says.

“To anyone who asks me about a big organisational change process after only two years, I say: ‘Come back in a decade’.

“Foundations can be laid and largely have been laid in the last two years, but the next two years is when we will see them being embedded.

“This is a five-year process and we will not be able to fully judge how successful we were in achieving everything we said we would until the end of that period. We have to keep going, which is consistent with the Secretary’s direction.”

He says specific and visible changes for the better have been made.

“Group structures have been changed. Committee structures have been changed. The governance is being changed, which over time will reap benefits. People reporting lines have been changed. Business processes have been changed – how we go about doing our work – so that we become a Smart Buyer organisation.

“That’s what’s changed, but it will take time to bear fruit. We are only beginning to see the outputs of the new arrangements.”

Darren says changing people’s perceptions of how well One Defence will be embraced is another thing.

“There has been a lot of change and a lot of

Ewa Dimond

“TO ANYONE WHO ASKS ME ABOUT A BIG

ORGANISATIONAL CHANGE PROCESS AFTER ONLY TWO YEARS, I SAY: ‘COME BACK

IN A DECADE’.”DARREN BOX,

FIRST ASSISTANT SECRETARY GOVERNANCE AND REFORM

reviews in the past and I understand people may doubt One Defence will work,” Darren says.

“That said, the First Principles Review Oversight Board, its independent nature, and its ongoing engagement with Defence and direct reporting line to our Ministers, as well as the work of the Implementation Committee, headed by the Secretary and the Chief of the Defence Force, show Defence’s commitment to the reform process.

“The Oversight Board and the Implementation Committee will remain in place at the end of the two-year implementation period to continue to drive the intent of the review.”

Measuring the success of the implementation of the First Principles Review will include qualitative, as well as quantitative, metrics.

“We are putting arrangements in place so that we can evaluate the real change in the organisation and the real intent of the review, which will not be visible until after the first two years,” Darren says.

“Some of the qualitative metrics are already available, including how people have engaged, how people feel and what their views are.

“Our customers have provided feedback on the service provision around Defence through surveys and Defence will continue to engage with them to implement further improvements.

“The accountant in me says that we also need more quantitative metrics. For example, how much does a Systems Project Office cost versus its throughput and its capability.

“We need to start seeing number metrics or the rate of how long it takes to do something, whether it’s a tender or whether it’s building or supplies. We need changes in those sorts of metrics as well as how people feel as customers of services.”

Darren says more can be done to promote the reform process.

“We need more stories, more real human examples of how things are changing. We need to give people something that they can relate to and engage in – not just corporate words on a corporate website.

“We also need to be honest about what is not working well. Having been here since December, I am still working out how to engage people in that way,” he says.

“Our messages have to be sent at the right time and reach the right audience so we are communicating in a way that means something to them. If someone isn’t going to see a change, then don’t tell them about it. We should communicate what we need to the people that need to hear it. Our messaging needs to become more layered and targeted.”

Defence has delivered 63 of the 75 recomm-endations of the First Principles Review.

A COMMITMENT to reform is something that requires people to go the distance. Which makes marathon runner Darren Box the perfect person to oversee the implementation of the First Principles Review.

Darren competed in the Canberra marathon on 9 April, where he finished in a time one minute off his personal best 17 years ago.

“This was my third marathon – I ran one last year and the very first one in 2000 – and really enjoyed returning to it and all the training, “ he says.

Apart from challenging himself over the 42km marathon distance, he also runs after his two teenagers, who are keen dragon boaters. That’s how he provides balance to his busy professional life.

Marathon man

Darren Box is leading the team responsible for implementing the recommendations of the First Principles Review.Photo: Jayson Tufrey

21Issue 2 2017 Defence

23Issue 2 2017 Defence22 Defence Issue 2 2017

LOGISTICAL MILESTONE

The rollout of new computers across Defence is one of the largest in Australia and is well under way

FIVE hundred computers a day are being upgraded as part of the Chief Information Officer Group’s (CIOG) End User Computing (EUC) project. After 12 years, the current aging

desktop fleet, running Windows XP, no longer meets Defence’s operational requirements.

The EUC project aims to address this by delivering a contemporary, secure and robust desktop that better supports agility in war fighting and enabling functions.

EUC Program Director Peter Higgs says the scale of the project extends far beyond a standard Windows update, and is a major logistical feat.

“It’s not just the biggest ICT upgrade in Defence history, but one of the largest in Australia’s history,” Peter says.

“It will deliver a much more secure environment and bring enormous benefits to the Department’s capability.”

The EUC team is ramping up to deploy more than 500 new computers a day to more than 400 Defence locations across Australia.

By the end of April, more than 23,000 computers had been deployed to 145 sites in every state and territory.

Thousands of standardised printers, scanners and smartcard readers are also being rolled out, with non-standard versions being retired and removed from sites.

In addition, much of Defence’s ageing software is being rationalised and updated, including common applications like Microsoft Office and Internet Explorer, as well as specialised applications.

These changes aim to create an efficient and standardised environment, allowing Defence to meet the whole-of-government mandate to align applications and peripherals.

The complex project involves partnerships with a number of contractors including Accenture, Fujitsu, Hewlett Packard Enterprise, IBM, PwC and Leidos Australia.

These providers work collaboratively with Defence to deliver everything from IT infrastructure, coding, change management, acquisition and logistics.

Joe Mikulic is part of the EUC Build Bench, where his team quality checks an average of 730 computers a day and installs the software necessary for Defence staff to do their jobs.

In April, the team passed a major milestone of 50,000 computers prepared for deployment.

“We have a very rigorous audit process,” Joe says. “We want to make sure that when the computers land on desks, they’re working for all Defence staff.”

The EUC project is being rolled out in phases.

By the end of this year, EUC will provide Defence staff with modern desktop hardware running Windows 7 and Microsoft Office 2010. This is followed by a rollout of Windows 10 which is expected to start early next year.

This phased rollout ensures Defence can upgrade from Windows XP as quickly as possible, while still allowing the full benefits of a centralised desktop architecture and Windows 10 desktop to be achieved by completion.

In addition, the upgrade will provide considerable improvement to supporting

End User Computer (EUC) Build Bench Project Manager/Supervisor Joe Mikulic, front, Anthony Longhurst, left, and EUC Production Manager Mike Wilson at their workplace at Anzac Park West in Canberra. The EUC Build Bench team checks an average of 730 computers a day.Photo: Jay Cronan

services functionality, including messaging, document management, email, and database management.

Defence staff have responded positively to the new desktops. Initial feedback from upgraded users has highlighted some of the benefits they are experiencing including faster log-on times, improved system performance, a more stable environment and better functionality of the new applications.

Personnel have also praised the relatively trouble-free transition from Windows XP to Windows 7.

“The support we received throughout the upgrade has been phenomenal,” says Jan

Kelly, from Defence Plaza Melbourne. “The project team was professional and responsive throughout the rollout.”

As with any major transformation, there have been some challenges, and the project team continues to work with Groups and Services to identify and address issues quickly. This helps minimise the impact on Defence capability and day-to-day activities.

To prepare for site upgrades staff are encouraged to visit the EUC website on the Defence Intranet homepage. The website includes the full EUC implementation schedule, checklists and other helpful material to support staff transition smoothly.

Michelle Cholsimathaya and Mizaan Ahmad

>> Defence’s technological journey – next page

IMPRESSIVE STATS

> 100,000+ UPGRADED COMPUTERS

> 500 COMPUTERS DEPLOYED A DAY

> 400+ SITES ACROSS SEVEN STATES AND TERRITORIES

25Issue 2 2017 Defence24 Defence Issue 2 2017

SCREEN SHOT OF CHANGE

From typewriters to Windows, a lot of equipment has come and gone during Defence’s technological journey

Long-time Defence employee Michael Mundy, of CIOG, checks hardware as part of the EUC rollout. Photo: Jay Cronan

DEFENCE’S End User Computing (EUC) team has embarked on the momentous task of upgrading more than 100,000 computers across

the Department, delivering a contemporary operating system, introducing new printing arrangements and providing access to a current version of Windows.

With the rollout well under way, it’s a fitting time to take a look back at the evolution of the Defence ICT environment over the last 30 years.

1987: Pen, paper and typing poolsIn 1987, computers were just being

introduced into Defence. If business units needed computing capability they shared a computer – usually the IBM 8086 Processor. These machines were operated solely by keyboard entry, displaying green text on a black screen.

Computers were rare in Defence, and were used primarily for financial calculations – not for word processing. That task was left to the ever-reliable pen and paper.

For official documents, however, handwritten pages were sent to typing pools, where row upon row of experienced typists worked at typewriters, converting often hard-to-decipher handwriting into mounds of neat documents. While a high-priority letter could be typed up within 24 hours, general correspondence could take up to a week to complete.

1992: The age of gamingDefence began to roll out a common

computer system in 1992, a precursor to the Defence Restricted Network (DRN).

A new suite of IBM PS/2 computers were provided to a large number of Defence staff. For the first time, these came with Windows 3.1, a colour monitor and a mouse.

The introduction of personal computers initiated the phasing out of typing pools, and a new era of multi-skilling. The transition was slow, however, with many staff preferring to write correspondence by hand and use typing pools for official correspondence.

Although a seemingly simple addition, the humble mouse transformed how people interacted with computers, and proved to be a significant change challenge.

To help with this, the new computers came with games like Solitaire and Minesweeper, which provided an

“THE WINDOWS ENTERTAINMENT PACK IS

ONE OF MY FAVOURITE QUIRKS ABOUT OUR

TRANSITION TO COMPUTERS.”

MICHAEL MUNDY, CONTRACT SUPPORT OFFICER

Michelle Cholsimathaya and Mizaan Ahmad

entertaining way for staff to practice and adjust to using a mouse.

Michael Mundy, of CIOG, has worked for Defence for 30 years and remembers the introduction of the computer.

“The Windows Entertainment Pack is one of my favourite quirks about our transition to computers,” Michael says. “These days, games would never be allowed on the DRN.”

1997: The beginnings of a networkIn 1997, with computers running Windows

NT 4, Defence introduced the DRN, providing users with personal emails and logins. With the internet in relative infancy, and security risks still minimal, staff were also able to access their personal email accounts from work computers.

Over the next decade, however, the rapid growth in the scale and capability of the internet would prove to be a challenge and an enormous opportunity for Defence and its network.

2000s: The dependable Windows XPAt the beginning of the millennium, with

the terrors of Y2K behind us, computers and the internet became increasingly central to Defence’s way of working. Stronger policies and monitoring were put in place to ensure the security and integrity of the IT system.

In keeping with these policies, Defence rolled out Objective in 2000, an electronic records management tool still used today.

In 2005, Defence upgraded its computers to Windows XP, a reliable operating system which the Department is still using 12 years on.

The system however is overdue for refresh and it became increasingly clear that Defence needed to again upgrade its aging technology to provide a platform for future capability.

2017: Modern hardware and desktopThe EUC team is leading the next evolution

of Defence’s operating system, moving the

organisation to a modern hardware and desktop standard.

In the rollout under way, everyone will receive a new computer, keyboard and mouse, as well as access to Windows 7, and updated versions of Internet Explorer, Outlook, Word, Excel and Powerpoint – providing a richer experience and access to many new features and benefits.

Once there are new computers on desks running Windows 7, the EUC team will then upgrade them to Windows 10 to provide improved features and the ability to access the network anywhere, anytime.

The EUC project is the latest step in the fascinating journey from the humble typewriter to a more secure, flexible and modern Defence ICT environment.

As with past upgrades, it will enable Defence staff to more effectively and securely meet their objectives.

27Issue 2 2017 Defence26 Defence Issue 2 2017

A S PART of the department’s commitment to creating a healthy and supportive workplace, Defence is promoting a beyondblue coaching initiative. NewAccess is a

confidential service which provides people with the knowledge and skills to tackle day-to-day pressures.

The use of NewAccess is anonymous, and no referral is necessary. This free service is available to the communities, including Defence employees located in the regions listed above.

A coach will provide guidance in setting practical goals to manage mild to moderate levels of anxiety and/or depression.

On average, one in five women and one in eight men will experience some level of depression, and one in three women and one in five men will experience anxiety during their lifetime.

A study by Ernst & Young found that the

initial trial of the program had a 67.5 per cent recovery rate with people who had participated, with one participant saying it made a big difference to their wellbeing.

“My anxiety and stress was affecting my sleep, work and relationships,” the participant says. “So I took the opportunity to get support. After only five weeks, my breathing, troubles, low mood and overall peaks of anxiety dulled to almost non-existent.

“I am truly a happier person and my life is much more fulfilled as I am able to be more present and live in the moment.”

NewAccess is freely available in the designated regions. If located here, Defence employees can request help from a NewAccess coach, they will typically be contacted within 48 hours. Up to six free sessions are available with the first appointment generally occurring within seven days.

The first appointment generally lasts for an hour, with subsequent sessions lasting about 30 minutes.

In the first session the coach completes an initial assessment with the person and develops a program tailored to suit their needs. Sessions can be delivered over the phone or face to face, depending on what works best for the person.

If the following factors are causing you to feel unhappy, moody, angry or unable to concentrate or sleep, you may wish to contact NewAccess for assistance:

work stress or uncertainty change in living arrangements new parent worries family problems health concerns or uncertainty long-term isolation or loneliness financial worries.

EASING LIFE PRESSURES

To find out if you are eligible to access the program go to the Defence Mental Health Portal http://drnet.defence.gov.au/People/WHS/Incident-Prevention-Hazards-and-Risk/Pages/Psychological-Mental-Health.aspxThe New Access program is available in the following locations: Australian Capital Territory –

(02) 6287 8066 South Australia – 1800 010 630 Riverina/Murrumbidgee – (02) 6923 3195 New South Wales North Coast –

1300 137 934

Defence is teaming with beyondblue to promote a new program to help employees. Photo courtesy of beyondblue

How to access help

Partnership with beyondblue offers trial stress and anxiety coaching service

DEFENCE is working to provide a seamless experience for the people using its services by enhancing the coordination of processes and systems across the

Enabling Groups. Pivotal to this is the Service Delivery

Framework, which the Associate Secretary, and now Acting Secretary, Brendan Sargeant, launched in Canberra on 10 February.

The event was attended by a diverse range of regional representatives across enablers, with senior leadership in attendance.

The Service Delivery Framework is about moving towards an integrated, customer-centric approach.

The Framework provides the foundation for growing the service delivery capability in Defence. It will simplify the service delivery

pathways for customers and enhance the coordination of service delivery processes and systems across the Enabling Groups, according to Brendan.

“We are asking people when they undertake service delivery to think about how what they are doing relates to the customer’s needs, and how it might connect with what other people are providing,” Brendan says.

Guided by the Framework, Defence is using a co-design approach to make it easier for customers to use Defence services.

Co-design is about involving different people with different perspectives in the design process, including the customers who use the services and the different Enabling Groups who provide service delivery.

Some of the ways Defence has used co-design include:

bringing contractors and subject matter experts together in workshops to improve the Defence Common Access Card process

interviewing people who have gone through the change-of-name process, and

working with ADF members to map the customer experience of the posting-in, posting-out process.

To view the new Service Delivery Framework and learn more about work already under way in service delivery, visit the Defence Corporate and Enabling Services site on the intranet.

IN THE FRAME

>> Co-design at work in posting and change-of-name processes – next two pages

New Service Delivery Framework central to a customer-centric approach

The Service Delivery Framework aims to improve customer

experience. Photo: Lauren Larking

29Issue 2 2017 Defence28 Defence Issue 2 2017

Project aims to improve posting-in, posting-out arrangements

Participants contribute to a journey map of the posting-in, posting-out process at a co-design workshop.

A REVIEW of the posting-in, posting-out process is showing how user-centred design can help improve service delivery at Defence.

The aim of the initial six-week phase of the project was to explore the posting-in, posting-out process from beginning to end by working with service delivery stakeholders and ADF members and their families.

Service Delivery Integration in Estate and Infrastructure Group (E&IG), in partnership with the Chief Information Officer Group (CIOG), are working with design and innovation consultancy Fjord on the initiative.

The First Assistant Secretary Service Delivery, Alice Jones, one of the primary sponsors of the project, says partnering with CIOG on the project represents an opportunity to build closer alignment between the two areas in service delivery.

“By orchestrating service improvements through a shared approach to business design, it ultimately leads to a better customer experience,” Alice says.

CIOG’s Chief Technology Officer, Aiyaswami Mohan, also a primary sponsor of the project, says when designing service solutions, it is crucial to include the customer on the journey.

“We thought, why don’t we start the entire design from the customer point of view to gain ideas and solutions that enhance service delivery?” Mohan says.

The project team interviewed 17 ADF

members and their families who are going through or have recently completed the posting process. The team talked to members in their homes and workplaces at different locations around Australia to gain an understanding of their experiences with posting.

Commander Sue Cunningham, of HMAS Albatross, has undergone a number of removals during her time at Defence and was interviewed as part of the research. Sue says it was beneficial to be able to contribute her experiences to ensure any issues are viewed in a broader context.

“I wasn’t really sure of what the flow of the interview was going to be like but I found the whole thing really easy. I think we might have even talked for nearly an hour. We went through all the different types of removals I’ve had, as well as the difficulties I had on a recent move,” Sue says.

“If you have a case officer you can talk to them and say, ‘this isn’t working well’, but there may not be an overall collection of that information. By doing this process you can see if there are any collective issues.”

Based on the interviews with members, the team created a visual representation of the posting journey to show the end-to-end experience of members.

Defence also held a collaborative workshop to bring together service delivery stakeholders and ADF members. Twenty-two people attended, including stakeholders from Toll, Defence Housing Australia and Defence Families Australia. The aim of the workshop

EVERY year, hundreds of Defence staff go through the change-of-name process, yet it isn’t always straightforward. After lodging a form in PMKeyS, customers must navigate through the system themselves, as well as coordinate contact with the Enabling Groups involved.

Defence People Group is leading a short-term project to explore opportunities and improve the current customer experience of the change-of-name process.

The project drives greater integration across the Enabling Groups through joint involvement with Estate and Infrastructure Group, Chief Information Officer Group, Defence Security and Vetting Service, and Chief Finance Officer Group.

To make long-term improvements, the project team had to first understand how customers experience the current process.

The team interviewed Enabling Group members, the Services and customers who have recently gone through the change-of-name process, and tested the research findings with stakeholders at collaborative workshops.

A customer who has undergone the process saw the value in sharing their lived experience as part of the research.

“I feel privileged to be asked to draw upon my experience to improve the process for others throughout Defence.”

The team designed business process maps and came up with recommendations for future implementation.

They also created a visual representation of how a customer experiences the change-of-name process from start to finish.

One of the quick wins put in place along the way includes the development of website content to help the customer to easily start the change-of-name process.

For more information on the Change of Name process, visit PeopleConnect.

was to validate the research so far and provide input to shape the future direction of the project.

Melissa Holland, of the Information and Communications Technology Operations Division, found the collaborative nature of the workshop helped stakeholders think of the larger process, rather than focusing on their own area.

“We were already doing some work around posting but it’s exclusively focused on ICT. The workshop really changes the mindset from being about IT or moving, or any of those individual things, to being about the whole activity,” Melissa says.

What’s in a name? A lot of change

POSTING PROCESS REVIEW

“Having all the players from different parts of Defence in the room, and being at tables that were mixed, means we were talking to people who were outside our field of knowledge.”

She has a background in user experience and is thrilled Defence is taking a user-centred approach.

“I think Defence has now jumped on board with really taking a customer-centric approach. That’s very positive because it means we can design solutions that are focused on end user needs,” she says.

“It gives an awareness of the real problems people face. By going out and actually interviewing people and talking to people, you get those insights that you are not going to get any other way.”

Robyn Ritchie, of Defence Families Australia, says collaboration is important to get policy and procedure right for the member and their families.

“There are major implications for families

as part of the posting cycle, such as partner employment, children’s education and family and community connection. The effect of not getting that right is that more and more families will consider living separately,” Robyn says.

“If you try to make policies and procedures that fit better with the member and their family, then you are going to aid retention and boost recruitment.

“It’s such a tough gig to get policy right, but for the majority of people a few tweaks would make a huge difference.”

Defence started phase two of the project in March. The 14-week initiative focuses on two opportunity areas identified in phase one – guiding customers through the process and making the process simpler. Through this phase, the team will get a better understanding of front-end users (ADF members and stakeholders) as well as the back-end technology, processes and policies for development and delivery in future phases.

“IF YOU TRY TO MAKE POLICIES AND

PROCEDURES THAT FIT BETTER WITH THE MEMBER

AND THEIR FAMILY, YOU ARE GOING TO AID

RETENTION.”ROBYN RITCHIE,

DEFENCE FAMILIES AUSTRALIA

31Issue 2 2017 Defence30 Defence Issue 2 2017

ALL SET FOR HANDOVER

The Air Warfare Destroyer Alliance has successfully completed sea acceptance trials on NUSHIP Hobart

THE Air Warfare Destroyer Alliance celebrated the successful completion of sea acceptance trials for NUSHIP Hobart, on 6 March after six weeks of tests.

The Hobart-class air warfare destroyers are billed as the most potent naval capability Australia will ever possess and NUSHIP Hobart was put through her paces to test the full suite of platform and combat systems, as requested by the Navy.

The trials were held off the coast of South Australia and were overseen by the Director General of the Air Warfare Destroyer Program, Commodore Craig Bourke.

“Overall it was a successfully conducted sea trial, proving we’re nearly in a position for the ship to be handed over to Defence,” Craig says.

“We’ll do final tracking of specific systems’ performance and functionality to demonstrate that the ship meets Navy’s requirements.

“We can’t put in all the furnishings until we know the ship is doing what we want it to do, in case we need to do any further work.”

The vessels will offer air defence for accompanying ships, land forces and infrastructure in coastal areas, along with self-protection against missiles and aircraft.

Determining the parameters of Hobart’s performance was essential in helping Navy establish operating limits for the ship, according to Craig.

“In most cases we met the ship’s expected design parameters like speed, range, fuel usage and buoyancy,” he says.

“And in some cases we exceeded the design parameters, but those are now classified.”

About 200 people were aboard Hobart for the trials, including 40 Navy and six APS personnel.

Roger Duffield, the platform system co-ordinating design acceptance representative, oversaw a number of tests and trials that helped confirm performance and functionality requirements.

These included structure-borne vibrations and environmental noise levels.

Roger says noise levels recorded in the accommodation areas when the ship was operating under a number of configurations were low, and he expected sailors would sleep quite soundly.

“There are certain compartments which are inherently noisy, such as machinery spaces,” he says.

“However, mitigations are put in place to ensure any potential risks to personnel are minimised as much as possible.”

Acoustic insulation is one method used to minimise environmental noise transfer throughout the vessel, keeping measured noise in accommodation spaces below 60 decibels while the ship cruises at 18 knots.

“It’s surprising how something small can have an impact on transient noise in an adjacent compartment,” Roger says.

“Any unexpected excessive noise the test team identifies needs to be tracked, assessed and mitigated or resolved.”

The combat system test project management office manager, Lee Rigano, was responsible for tests on the combat systems while deconflicting with those testing the platform systems, and coordination of a range of test and activation resources involving Raytheon Australia, Thales, LM US and other vendors.

“It’s a challenging environment with a short timeframe to achieve all the aims,” Lee says.

“People are away from their families in an unfamiliar environment, but the success of

The team behind getting the first air warfare destroyer ready for handover to the Navy celebrates in front of NUSHIP Hobart.

the outcome drives the team. We focused on keeping people briefed about what’s going on, in the morning and afternoon.”

A number of weeks at sea might seem like a while to test the systems, but Lee says there are some significant, complex capabilities that validate operational characteristics of the ships, and require high levels of coordination with external assets and organisations.

They worked together to ensure they were all successfully completed by the end of the sea trials period.

“You can’t predict what the weather conditions are going to be like,” Lee says.

“If things weren’t just right for test, that is the speed or environmental conditions or asset run path, we’d have to reschedule to suit the situation. When you’re in the moment it’s quite a challenge, but at the end of a week, when you pull back alongside, the pride you feel is monumental.”

The recent trials followed a series of builder’s trials carried out on the ship in September last year.

“If you were to go and buy a new car, they would first do a dealer service and test on the car, so when you hop in it’s in a functional state,” Craig says. “If we don’t do these trials,

we don’t know if the ship works the way we need it to and functions in a way that’s been requested. And we wouldn’t know how the systems were performing and what level they were performing to.”

Navy personnel were involved with all aspects of the testing to assess the ship’s capabilities, while industry representatives provided better insights into the specific needs and requirements of the ship.

Hobart is due for delivery to Defence mid-year and is scheduled to be commissioned into the Navy in September. It will be the first of three air warfare destroyers.

Corporal Max Bree

“WHEN YOU’RE IN THE MOMENT IT’S QUITE A

CHALLENGE, BUT AT THE END OF A WEEK, WHEN YOU

PULL BACK ALONGSIDE, THE PRIDE YOU FEEL IS

MONUMENTAL.”LEE RIGANO,

COMBAT SYSTEM TEST PROJECT MANAGEMENT OFFICE MANAGER

33Issue 2 2017 Defence32 Defence Issue 2 2017

FULLY ENGAGED As a former mechanic, Thomas Hodge is used to a hands-on

approach – which is still evident in his roles in stakeholder engagement and with Defence’s Indigenous network

The Prime Minister, Malcolm Turnbull, and Thomas Hodge at a reception at Parliament House in Canberra to recognise Indigenous professionals. Photo: Jayson Tufrey

Warrant Officer Class 2 Andrew Hetherington

A PASSION for his Indigenous culture and a desire to assist others inspired Thomas Hodge to switch from working as a motor mechanic to a career as a public servant.

Thomas is a Project Officer in the Woomera Prohibited Area (WPA) Coordination Office within Strategic Policy and Intelligence Group in Canberra. In this role he supports stakeholder engagement for non-defence use of the WPA and assists in managing their requests for access under the current co-existence framework that seeks to balance the interests of all users of this unique national security asset.

He is also the Chair of the new ACT Chapter of the Defence Aboriginal and Torres Strait Islander Network.

Thomas was privileged to attend a reception the Prime Minister, Malcolm Turnbull, hosted at Parliament House on 13 February to celebrate Aboriginal and Torres Strait Islander professionals.

“I didn’t know what to expect from the night, but it was a great experience,” he says. “The Prime Minister gave his speech and what stood out for me was when he acknowledged Australia’s Indigenous people and the country, he did it in the local Ngunnawal people’s language. It made me feel special.”

Before beginning at Defence as an Indigenous trainee in 2015, Thomas was a motor mechanic for eight years.

“I always had a passion for pulling things apart from a young age, and worked in three

different mechanic businesses during my time on the tools,” he says.

His brother Josh and sister Kristen both went through the Indigenous Australian Government Development Program and encouraged him to apply.

“They gave the program a really good wrap and are both still in the public service and enjoy it,” he says.

“Before then I made fun of public servants. I thought they were lazy, coffee-drinking people who sat behind a desk; I didn’t think I would ever become one.

“When I did start work in Defence I realised the work puts different demands on your body – more mental than physical. I still go home drained, but in a different way.”

In March 2015 he applied to become a trainee in the Indigenous apprenticeship program, studying a Diploma of Government, and went through a screening process with other Indigenous candidates.

“We attended an information session, completed aptitude tests and met representatives from 12 departments taking part in the program.

“After this phase they whittled down the numbers and we did interviews over the phone.”

In August that year he was offered a position and started his apprenticeship with Defence.

Apart from learning the essentials about the Australian Government and how it works, Thomas says meeting other Indigenous people during his training was a highlight.

“Having the opportunity to meet the other 34 Defence trainees allowed us to share and discuss

ideas between all of the different divisions and branches in Defence which the students represented on the course,” he says.

“Another aspect I enjoyed was the focus on the recruitment and retention of Indigenous people within the program and Defence, which I am very passionate about.”

Before working in Defence, Thomas knew little about the Woomera range area, which he helps manage along with his Strategic Policy and Air Force colleagues.

“I didn’t know about the test range or the presence of mining companies and pastoralists,” he says. “So many things have happened there in the past, associated with our Indigenous culture and with the testing of weapons, by both us and our allies.”

In his job Thomas facilitates access to

Woomera’s land with mining companies, resource explorers, tourists, pastoralists and other non-Defence users in what is quite a complex stakeholder environment.

“What I do ranges from approving personnel from mining companies to gain access to the prohibited area to notifying pastoralists and other users of the requirement to evacuate the area in advance of planned testing,” he says.

“Dealing with Indigenous groups is another part of my job. Defence is amazing at being respectful and engaging the Traditional Owners to carry out site heritage clearances before any testing.

“I’ve become more involved with this because Defence is in the process of establishing written agreements with Indigenous groups and mapping their sensitive cultural sites, so we have

an understanding of use of their land. We want to make sure all of the right people are being looked after and their sites are preserved.”

Thomas was born and raised in Canberra and his parents are from different parts of New South Wales.

“My dad, Ray, grew up in Redfern, Sydney, and around Grafton and his tribe, the Wiradjuri, is from Wellington and Wagga and all over New South Wales,” he says. “My mother, Diane, is from Lithgow and was there until she met my father and they moved to Canberra in 1990, a year before I was born.”

Thomas says his culture and background make a difference when dealing with Woomera groups and at work in Canberra.

“I’m very lucky where I was placed in Defence, as the people I work with are

interested about my journey through training and are genuinely interested about my culture.

“Being an Indigenous man was my way of getting into the job and I feel positive about my place here – I don’t feel as though I am the token Indigenous bloke in the office. In my role I help my colleagues understand why something is culturally significant to Indigenous people.”

The most valuable life and work skill he has gained in Defence is communication.

“It’s one of the most important things I’ve learnt since coming into Defence – how to communicate effectively and not to be scared of asking questions, especially with people who outrank me and doing so with respect,” he says.

“I think more than 90 per cent of the world’s problems could be solved with better communication.”

Driving change through DATSINWHEN the Defence Aboriginal and Torres Strait Islander Network (DATSIN) became a regional network last year, Thomas Hodge helped set up the ACT chapter. Then he decided to get even more involved.

“I volunteered for the position of Chair. I thought why not – I want to make changes and create more opportunities for Indigenous people, so what better way to do this than by leading the local organisation?”

DATSIN’s main goal is to provide support in a range of different ways to both APS and ADF Indigenous personnel.

“We want to give more opportunities to Indigenous people and to give them a network which supports them and retains them for the long term in their roles once they begin work in Defence,” Thomas says.

“A goal of DATSIN and Defence as a broader organisation is to have a representation of Indigenous people in Defence equal to the percentage of Australia’s Indigenous population.”

• To become involved with your local DATSIN chapter, email datsin.conference@defence.gov.au

35Issue 2 2017 Defence34 Defence Issue 2 2017

SPACE ODDITIES

A Defence scientist is devising algorithms to keep track of space junk

T HERE’S a lot of junk in space. Almost 17,000 man-made objects in the Space Catalogue large enough to be tracked by the United States Joint Space Operations Center

(JSpOC) are orbiting Earth.Some are functioning payloads or satellites,

many are rocket bodies but 87 per cent of these objects are debris or inactive satellites.

There are also hundreds of thousands of smaller pieces, including flecks of paint, travelling about 40,000km/h.

All pose risks to other spacecraft and satellites, including the International Space Station.

Travis Bessell, of the Defence Science and Technology (DST) Group, is working in the field of space situational awareness at Edinburgh in South Australia.

He says he is looking at the problems of space debris and the use of space surveillance sensors such as optical telescopes and radar systems to track space debris or refine satellites’ orbits to reduce the risk of collisions.

“We also want to see if there are any threats and what others are doing in space,” Travis says.

“The sensors struggle to detect smaller objects, but they will improve in time, and I’m working on the algorithms to complement the systems.”

The JSpOC maintains the catalogue of all artificial Earth-orbiting objects, charts pre-set positions for orbital flight safety and predicts objects re-entering the Earth’s atmosphere.

Since the launch of Sputnik 1 in 1957, more than 39,000 man-made objects have been catalogued, many of which have since re-entered the atmosphere.

As access to space becomes more affordable, the risk of a chain reaction of satellites crashing into one another, creating a thick ring of

debris making space travel too dangerous, will continue to increase.

Travis studied computer systems engineering at Flinders University and has spent the past 11 years with DST as a member of the Data and Information Fusion Group in the National Security Intelligence Surveillance and Reconnaissance Division.

It was with this team he learnt of the problems surrounding the tracking and estimation of space debris.

Travis says the Space Surveillance Telescope in White Sands near Albuquerque in New Mexico is relocating to the Naval Communication Station Harold E. Holt near Exmouth in Western Australia as part of the Australia-United States Space Situational Awareness Initiative.

“It will join a C-band radar already relocated there and be online by 2020 to observe the Southern Celestial Hemisphere and collect data for the US Space Surveillance Network,” he says.

“The two new sensors will be manned by Air Force’s No. 1 Remote Sensing Unit and will increase our global surveillance ability to identify, track and characterise space assets and debris.

“One of my direct roles will be working with the data from the sensors.”

Space situational awareness provides operators of space-based capabilities the ability to anticipate the influence of other space objects and take action to ensure continued and unimpeded operation of space vehicles.

This can include manoeuvring spacecraft to reduce the probability of a collision with another object in orbit.

With the long lead times and huge costs often associated with placing satellites into orbit, the capability to predict and avoid potential collisions is extremely valuable.

Space is becoming increasingly important for

Travis Bessell, of the Defence Science and Technology Group, is looking at the problem of space debris and how to track it. Photo: Corporal Mark Doran

nearly all military, governmental, commercial and individual operations.

Travis says everyone relies on space heavily, including Defence, as military forces around the world are becoming increasingly reliant on using space-based capabilities for communications, positioning, timing and surveillance to enable the delivery of their primary effects.

“It’s amazing how much we use space,” he says.

“From navigation and communications through to ATM transactions and meteorological observations, space-based capabilities pervade most aspects of our daily life.

“If the ability to use space disappeared, it would cripple our military forces and have a huge impact on our everyday lives.

“There is always a risk of a collision or a chain reaction rendering space unusable.”

Travis has spent the past 15 months working in New Mexico as part of a DST International Fellowship embedded with the US Air Force Research Laboratory.

“It was fantastic working with experts in the field of space surveillance who have been dealing with the problem of space debris for years,” he says.

“We still don’t know a lot about the space domain. The challenges we have are developing

the algorithms and models on how objects move in space, especially those with a higher area to mass.

“We’ve also noticed increasingly more objects have the ability to manoeuvre with chemical, electronic or ion propulsion, which adds to the challenge.

“The best thing about being with DST is to be a part of this cutting-edge research and have the opportunities to work with incredible sensors and scientists here and overseas.”

Today there are more than 4000 operational satellites in orbit around the Earth, but there is another threat.

Tiny satellites called CubeSats are growing

in popularity. They are inexpensive to build and hundreds can be launched at once.

As of March, nearly 1000 CubeSats have been launched including 104 in a single flight by India in February, 88 of which joined the imaging satellite company Planet’s earth observation constellation of 100 satellites.

Australian CubeSats, including Biarri which is the first of two in the Buccaneer research program, were on the successful launch of a resupply mission to the International Space Station on 19 April.

Miniaturised satellites eventually die or their mission ends, but it means the amount of space junk will continue to rapidly increase.

Corporal Mark Doran

“IF THE ABILITY TO USE SPACE DISAPPEARED, IT

WOULD CRIPPLE OUR MILITARY FORCES AND

HAVE A HUGE IMPACT ON OUR EVERYDAY LIVES.”

TRAVIS BESSELL, RESEARCH SCIENTIST

37Issue 2 2017 Defence36 Defence Issue 2 2017

WE HAVE LIFT-OFF

A successful collobaration has resulted in the launching of the first miniature satellites in 16 years

AUSTRALIA is back in the space race with the launch of state-of-the-art miniature satellites from Cape Canaveral in Florida in April. The launch included a satellite

developed in collaboration between the United States and Defence Science and Technology (DST) Group, and includes technology developed by the Australian Centre for Space Engineering Research at the University of New South Wales (UNSW).

The Biarri Point satellite was successfully launched on an Atlas V rocket which blasted off in the early hours of 19 April (Australian time).

The rocket was on a resupply mission to the International Space Station (ISS) and carried a Cygnus capsule housing Australian satellites.

Biarri joined three Australian-built satellites in the Cygnus capsule, the first to be launched into space in 16 years. It also comes on the 50th anniversary of the launch of Australia’s first satellite, WRESAT.

Biarri is a “cubesat”. It’s made up of small cubes that can be configured in various combinations depending on the mission and payload. The advantage of using cube satellites that typically weigh less than 10kg is that they are smaller and lighter than conventional satellites; more than one can be carried into space at one time and they cost less to launch. Due to the new opportunities offered by small satellites, DST’s involvement in space research is expected to expand.

Biarri was developed by the United States and is carrying UNSW technology that was integrated into the mission by DST.

After reaching the ISS, Biarri was secured into nanoracks, and then on 18 May, it was deployed into its orbit and switched on to start its mission which is expected to last about six months.

Also on the same Cygnus mission were

the SuSAT satellite from the University of Adelaide and the University of South Australia, the UNSW-ECO satellite from UNSW and INSPIRE 2 from the University of Sydney, UNSW and Australian National University.

David Lingard, of DST’s National Security and ISR Division, says DST is playing a key role in developing experiments to understand the potential of small satellites for the ADF, an supporting the development of the future ADF’s space-based capability.

“The research into cubesat technology is in line with the 2016 Defence White Paper, which highlights the importance of space-based systems for information gathering, communications, navigation and surveillance of ADF and coalition operations,” David says.

“Biarri will conduct a range of experiments aimed at increasing our understanding of outer atmospheric effects on small satellites and improving our ability to track space objects.

“We can track Biarri with our ground-based sensors and check that against information about the satellite’s location collected using GPS on board the satellite.”

The Mount Stromlo Observatory in Canberra will be involved in tracking the Biarri cube satellite.

Biarri will be followed by the Buccaneer cubesat, developed through a DST/UNSW Canberra partnership, expected to be launched later this year. It will carry a DST developed advanced high frequency radio receiver on this Australian mission.

In space it will deploy a 3m antenna that will allow scientists to conduct calibration activities for the Jindalee Operational Radar Network as well as undertake outer atmospheric drag and photometry experiments.

DST scientists have developed, and are implementing the ground station software

The DST Group cubesat development team. From left, Matt

Young, Rob Earl, Coen Van Antwerpen, David Lingard, Natalie

Stevens, Garland Hu and Andrew Wabnitz.

Photo: Brenton Edwards

to communicate and monitor all aspects of Buccaneer’s mission.

David says the operations sequence for the space vehicle will be carefully planned.

“Operators will interact with the space vehicle via the ground station’s software used to schedule uplink of the desired common sequences and downlink of data from the space vehicle including its state-of-health, during the available communication window,” he says.

Buccaneer has been rigorously tested for the harsh environment of space. A team of space engineers from UNSW Canberra and DST put the satellite through thermal, vibration and shock testing at the Australian National University’s Advanced Instrumentation and Technology Centre at Mount Stromlo in Canberra.

Darryl Johnston

“BIARRI WILL CONDUCT ... EXPERIMENTS AIMED

AT INCREASING OUR UNDERSTANDING OF OUTER ATMOSPHERIC

EFFECTS ON SMALL SATELLITES AND

IMPROVING OUR ABILITY TO TRACK SPACE OBJECTS.”

DR DAVID LINGARD, OPERATIONS RESEARCH PHYSICIST

ABOUT WRESATAUSTRALIA became the fourth nation to design and launch a satellite from its own territory to orbit the earth with the launch of WRESAT (Weapons Research Establishment Satellite) in 1967. WRESAT was launched from Woomera Test Range in outback South Australia on 29 November, 1967, using a spare American Redstone rocket.

WRESAT was designed, developed, built and successfully launched in 11 months as a joint venture between the Weapons Research Establishment and the University of Adelaide.

The project aimed to improve the understanding of the effect of the upper atmosphere on climate and weather and assist the US in obtaining physical data for research programs. The project also demonstrated an Australian capability for developing a satellite using advanced technology and existing low-cost launch facilities at Woomera.

WRESAT completed 642 orbits and transmitted scientific information for 73 of these to tracking and research stations around the world. It was destroyed during re-entry on 10 January, 1968, over the Atlantic Ocean west of Ireland.

39Issue 2 2017 Defence

FULL ACCELERATION Top-quality research and development is paying off for a

Defence scientist and his team

A SENIOR research scientist with De-fence Science and Technology (DST) Group will further his studies at Stan-ford University in the United States after he was awarded the inaugural

Stanford Australia Foundation CSIRO Scholarship. James Palmer, of DST Edinburgh, earned the

award for his “entrepreneurial capacity” with the ON Accelerate3 program.

ON Accelerate3 is a 12-week CSIRO program focusing on taking research and development activities from within Australian universities and publicly funded research agencies and empowering the researchers to commercialise their work.

James presented the pitch for the award on behalf of the Silientium Defence team and detailed the research into passive radar technology. He says the ON Accelerate3 program has given him and his colleagues the confidence and tools to move ahead with the commercialisation of the technology.

“While it is an individual award, I would not have been so fortunate without the efforts of the whole Silentium Defence team – Simon Palumbo, Gordon Frazer and Greg Denehy – throughout ON Accelerate3,” James says.

“We all made a huge commitment to embrace the program and to try to put into practice as much as possible, and as quickly as possible, the lessons we were learning.

“We made sure we engaged with potential customers, partners and end users to better under-stand the value Silentium Defence could generate through its products and services. We then incorpo-rated that into our business model.

“While defining the business model is still very much a work in progress, we feel we have the kernel of a long-term viable business that will generate impact for its customers.”

The scholarship allows him to attend one of Stanford University’s programs on entrepreneur-ship and innovation.

“It’s an acknowledgement that DST and De-fence are doing top-quality research and develop-ment, and that transitioning our work can generate greater impact for Defence and the broader com-munity,” James says.

While this was the third cohort to go through the Accelerate program, Silentium Defence was the first team to participate from Defence and also the first team from a publicly funded research agency other than CSIRO.

“So for a Defence team to achieve such rec-ognition in such circumstances is a testament to the whole Department, and is a great validation of the senior management that supported Defence’s participation in the first place,” James says.

Darryl Johnston

Defence scientist Dr James Palmer (left), who won the inaugural Stanford

Australia Foundation CSIRO Scholarship award, with

Australia’s Chief Defence Scientist Dr Alex Zelinsky.

Photo: Jay Cronan

THE demand on the ADF to deploy on security force assistance or train, advise and assist missions is expected to increase and the ability to learn from the past

will determine the success or failure of those missions, according to a Defence Science and Technology (DST) Group researcher.

Lead Human Terrain Analysis, Kendy Hau, headed three field studies to Afghanistan between 2012 and 2014. While in Afghanistan, Kendy studied the cultural, social and interpersonal relationships and friction points between the ADF and its Afghan counterparts that could jeopardise the mentoring mission and increase the insider threat risk. It was her observation in Afghanistan which inspired her to examine the history of Australia’s train, advise and assist missions over the past 50 years.

Her research led to a landmark seminar and culminated in the book The Long Road. Both projects were undertaken by DST in collaboration with the Australian Centre for Armed Conflict and Society, located at the University of New South Wales.

“Fifty years after Australia sent advisers to South Vietnam we are only now realising and understanding the importance of building indigenous capacity to bring about peace and stability,” Kendy says.

She says while the ADF has an enviable reputation among its coalition peers for experience and expertise at the tactical level, there is only so much that can be achieved th rough the efforts of the men and women on the ground. The organisation must be postured to support and enable the good work and contribute meaningfully to the broader national effort.

“Security force assistance is a reflection of a nation’s political will,” Kendy says.

QUEST’S LONG ROAD

Darryl Johnston

“While it is a whole-of-government activity, often the ADF’s contribution is the most visible feature seen by the local people. Defence ‘visually’ represents our country’s goodwill and so with this responsibility comes the imperative to operate at a standard.”

“We need to ask ourselves what have we learnt from decades of mentoring and assistance missions and how these lessons can be applied to future missions? What can be done to align tactical, operational and strategic objectives? It is not enough to be ‘okay’, we need to master the art and to devise methonds to better determine when, how and where we hve been successful so that our resources are applied to areas that have real impact.”

“The decisions we make today can make a difference in the future.”

Kendy says that while the issue has been discussed within Defence not too many people have attempted to unpack the problem, debate it and discuss it.

“In a sense, the seminar and the resulting book are a first,” Kendy says.

Kendy teamed up with Colonel Brett Chaloner to bring the idea of presenting operational findings in a seminar-like forum to fruition. Brett had just returned as the Commander 205th Coalition Advisory Team.

“We believed that hosting a seminar on the topic in collaboration with a highly respected academic institution would be the best vehicle to drive the message and influence change in the ADF and thankfully we were able to secure funding from DST for it,” she says.

The seminar was held in May last year and the book was launched in April this year.

It is edited by Professor Tom Frame, a former naval officer and ADF chaplain, and includes chapters by diverse and high-profile contributors from journalists, politicians, economists, aid workers, scientists, diplomats, business leaders and the military.

Book examines history of train, advise and assist missions over past 50 years

Professor Tom Frame, Dr Kendy Hau and Colonel

Brett Chaloner at the launch

of the book The Long Road.

The Long Road, 416pp, can be purchased online for $39.99 at https://www.newsouthbooks.com.au/books/long-road/

38 Defence Issue 2 2017

DEFENCE APS employees who deploy into areas of operation now have enhanced administrative support. This is the outcome of a review that Defence People Group

(DPG) commissioned last year to explore the experience of APS employees who deploy overseas. The review identified ways in which service delivery and support could be improved.

APS Deployment Support Group Coordinators administer the process, allowing employees being deployed to focus on other aspects of the deployment.

One of the Group Coordinators, Rachael Rennick, of DPG, says it can be hard on APS employees who are preparing to leave their family for work over an extended period of time.

“By assisting the employees with the deployment process, we can alleviate some of the pressure they may be feeling,” Rachael says.

Employees who are deployed can face many challenges, such as organising appropriate security clearances, visas, passports and training required for their role; attending briefings; and obtaining medical and dental clearances.

In addition to these challenges, deployment can sometimes occur at short notice.

“As part of my role, I provide APS employees with pre-deployment preparation support. While the employee is deployed, they can also contact me with any issues regarding pay or other queries that they require assistance with,” Rachael says.

“When an employee returns to Australia, I assist with the post-deployment process by organising briefings, providing referrals to the post-deployment medical assessment, listing the employee on the post-operation psychologist register and ensuring they have a smooth return to Australia.”

Following the review, DPG has implemented several changes to improve the support provided for deployed APS employees, including:

  expanding DPG’s services immediately to include APS employees from Groups who don’t have an existing Group Coordinator for support and looking at the longer term arrangements

   creating a landing page on PeopleConnect to provide information and links on the deployment process, and

  providing updated information to 1800DEFENCE on DPG’s expanded service and the contact details of the Group Coordinators.

Rachael explains that the review was an important initiative to address the gaps in support provided to deployed APS employees.

“DPG is addressing the recommendations and consulting with relevant stakeholders to develop an implementation plan,” she says.

“The plan will focus on making changes to several key areas including support services provided to people deploying, clarification of policy, streamlining processes and integrating information.

“I’m looking forward to helping implement a smoother process that allows for more communication and sharing between stakeholders.”

For a list of Group Coordinators and more information on the APS Deployment Support Team, visit http://drnet.defence.gov.au/People/Pay-and-Conditions/APS/Pages/Overseas-Operations-APS.aspx

JOURNEY MADE EASIER

Review leads to improved support for APS employees who deploy

into operational areas

Alison Peisker

Rachael Rennick assists APS employees deploying to

areas of operation. Photo: Brenton Edwards

THE Defence Science and Technology (DST) Group and BAE Systems Australia have won the 2017 Aerospace Australia Defence Industry Innovation Award. The

award was accepted by Geoff Hugo, of DST, and James Waldie, of BAE Systems Australia, on 2 March at the Australian International Airshow at Avalon.

The two organisations were recognised for their successful collaboration in developing new technology to predict corrosion in aircraft structures through self-diagnosis.

Geoff says the award recognised the DST and BAE Systems teams, who worked cooperatively and persistently to bring the corrosion prognostics technology to fruition.

“Corrosion will always be a challenge for ADF equipment because of the severity of our operating conditions. Our equipment is often designed for conditions in the Northern Hemisphere, which are less severe than Australian conditions,” he says.

Geoff says the goal is to manage corrosion proactively and efficiently through good choice of materials and corrosion prevention treatments when equipment is designed and built.

“This new technology will predict the effective life of corrosion protection schemes and the incidence of corrosion based on the Australian operating conditions, actual service and the basing history of our platforms,” he says.

“It will allow efficient scheduling of corrosion prevention treatments throughout the platform life, with new repair methods allowing corrosion damage to be repaired and expensive components to be returned to service rather than buying new spares.”

The Minister for Defence Industry, Christopher Pyne, says the innovation award is a testament to the importance of collaboration between Defence and industry in achieving innovative solutions for Defence capability.

“Aircraft corrosion costs the ADF an

Corporal Mark Doran

TEAMWORK PAYS DIVIDENDS

estimated $245 million each year and the new predictive system can significantly reduce the cost,” the Minister says.

“It will also help Defence aircraft spend more time flying missions and less time on the ground for maintenance.”

The environmental degradation monitoring and prognostics system anticipates future corrosion status to enable prompt preventative action to be taken, instead of the traditional

inefficient practice of prescribed maintenance at fixed intervals.

The technology has been successfully demonstrated on Air Force’s Hawk 127s and was installed on the Seahawk Bravo helicopters for evaluation for future fitment to the Romeo helicopters.

It will also be a key Australian contribution to the corrosion management system for the global F-35 Lightning II fleet.

The Australian International Airshow’s Chief Executive, Ian Honnery, presents James Waldie, of BAE Systems Australia, and Geoff Hugo, of Defence Science and Technology Group, with the 2017 Aerospace Australia Defence Innovation Award.

Aerospace award recognises collaboration in developing new technology to predict aircraft corrosion

40 Defence Issue 2 2017 41Issue 2 2017 Defence

43Issue 2 2017 Defence42 Defence Issue 2 2017

PEOPLE TO PEOPLE

LINKSAn exchange program with Japan continues

to strengthen bilateral relationships

F OR Daniel Golding, an 18-month posting to the Capacity Building Assistance Office in the Japanese Ministry of Defense (JMOD) is “the highlight of my career to date and a

great honour”. Daniel is participating in an exchange

program between International Policy (IP) Division and JMOD.

The reciprocal exchange program began in 2015 and demonstrates the strength of the Australia-Japan bilateral defence relationship.

Before joining Defence in 2008, as part of the Graduate Development Program, Daniel had been living in Japan for nearly eight years.

He says he wanted to combine his experience in Japan with his policy making experience to contribute to furthering our bilateral defence relationship.

“When I joined Strategic Policy Division I worked on cyber policy issues,” Daniel says.

“I also worked in the Defence Export Control Office and as a staff officer to the Deputy Secretary for Strategy, a role which provided valuable insights into the policy development process.”

In Tokyo, Daniel works on the extensive defence capacity building assistance program Japan has been implementing in the Asia-Pacific region since 2012.

“The program helps develop other nations’ militaries or military-related organisations by sharing the expertise of the Japan Self-Defense Force in areas such as humanitarian assistance and disaster relief and peacekeeping operations,” Daniel says.

”My role includes working closely with my Japanese colleagues to enhance Japan’s contribution to the Australian-led multilateral Exercise Hari’i Hamutuk.”

He also provides advice on Australia’s Defence Cooperation Program (DCP) activities and is on the look out for opportunities for Japan and Australia to cooperate on regional capacity building activities.

On the other side of the exchange, Takaaki Ohno joined the Pacific Islands & Maritime Security section in IP Division at the Russell Offices in Canberra in August last year.

Takaaki joined JMOD in 2008 and has worked in a number of different areas.

“I started my career in the North Kanto Defense Bureau, one of the branches responsible for providing host nation support to the US Forces stationed in Japan and the surrounding local communities,” Takaaki says.

He has since worked in public affairs and strategic policy and before his current posting, he worked in the Ballistic Missile Defense section, developing Japan’s future ballistic missile defence architecture.

As a desk officer in IP Division, Takaaki’s main responsibility is managing the DCP for Samoa, Tuvalu and the Cook Islands.

“I provide policy support for the program, liaise and coordinate with in-country naval advisers, and manage the budget allocation for each country,” Takaaki says.

He travelled to Samoa, Tuvalu and the Cook Islands to participate in the annual DCP talks as an Australian government representative earlier this year.

“This was a great opportunity to gain experience on how Australia engages with its regional partners through the DCP, and how this contributes to meeting Australia’s strategic objectives,” Takaaki says.

For both Takaaki and Daniel, the language barrier has been the biggest challenge they have faced on their exchange.

Japanese exchange policy officer Takaaki Ohno joined the Pacific Islands & Maritime Security section in IP Division at the Russell Offices in Canberra in August 2016. Photo: Jay Cronan

“The six-month, intensive in-country Japanese language training helped me build on my existing language skills and it focused specifically on defence and security related language,” Daniel says

“I am also lucky as many of my colleagues speak excellent English.”

Takaaki has not had any specific language training for the exchange program. However, he began learning English from a young age and has worked hard to improve his skills by engaging regularly with US counterparts in Japan and studying a Masters degree in Politics at London University.

“English isn’t my first language, so it is sometimes difficult to convey my thoughts timely and precisely,” Takaaki says.

“This exchange is challenging but is helping me improve my language skills.”

Daniel returns to Australia next year and hopes to continue working on issues related to the Australia-Japan defence relationship.

“This is an exciting time in the Australia-Japan defence relationship as our engagement expands more and more, and new opportunities become available for our countries to cooperate, and jointly contribute to security and stability in the Asia-Pacific region,” Daniel says.

Likewise, Takaaki hopes to continue working on the bilateral defence relationship, so he can build on his experience.

“I am convinced this exchange program will help build people-to-people links and further strengthen the already strong defence relationship between Japan and Australia,” Takaaki says.

Rachael Favero

“THIS IS AN EXCITING TIME ... FOR OUR COUNTRIES TO

COOPERATE AND JOINTLY CONTRIBUTE TO SECURITY

AND STABILITY IN THE ASIA-PACIFIC REGION.”

DANIEL GOLDING, POLICY OFFICER Left, Daniel Golding meets

former Japanese Defense Minister Gen Nakatani in Tokyo while on exchange.

45Issue 2 2017 Defence44 Defence Issue 2 2017

LIVE AND

LEARNA reflection on the 2016

Defence Graduate Program

IT IS not easy to summarise the 12-month experience of 112 unique individuals on the Defence Graduate Program. While 2016 will forever be remembered as our graduate year, it will also be remembered

for other defining events.When we began our graduate program, the

Zika virus was threatening the Rio Olympics, no one was expecting a coup attempt in Turkey, the Trans-Pacific Partnership was on track to be signed, the European Union had 28 committed members and the United States appeared likely to elect their first female president.

The year taught us the perils of prediction, it showed us the importance of adaptable public policy, and set our graduate year against the backdrop of an ever-changing global order.

It was also full of learning opportunities. It began with the launching of the Defence White Paper. I will never forget a friendly guy named Tim introducing himself to me. We had a great chat, and I, recognising he was wearing a Navy uniform, asked him what he did in the Navy – as any good graduate would. You can probably imagine my horror when I found out Tim was actually the Chief of Navy, Vice Admiral Timothy Barrett. I quickly learnt to recognise our senior leaders.

Attending Exercise Chong Ju was a first

for the Graduate Program. We witnessed what you can achieve when you take the combined firepower of our land forces, bring in an F/A-18, and let them loose on a hill at Puckapunyal – it was impressive to say the least.

A study tour provided insight to life on a Defence base – the mess food, the physical training sessions and the challenges of dorm living.

Our excitement grew as we watched Top Gun on the bus to RAAF Base Williamtown. As we stood at the side of the runway, fighter jets overhead and Danger Zone still playing in our heads, we were convinced we had chosen the right graduate experience.

Later came a visit to the Australian Defence Force Academy for the much anticipated ‘over-the-water obstacle course’. We quickly learnt our talents were better utilised elsewhere.

Some graduates even ventured beyond our borders to Thailand, Kenya and Guam.

There are a few people without whom our Graduate Program experience would not have been the same. To our friends, family and supervisors who supported us through our year, we appreciate your support, your encouragement, and for guiding us through our many learning experiences. Our special thanks also to the Graduate Management Team – Steve

Briggs, Amy Roknic, Belle Satchelle and Claudia Mapstone – who worked tirelessly to make our experiences fulfilling, challenging and memorable.

There are many career paths we could have chosen. Why did we choose to join Defence? For some it was the hope we would fly in a C-130 Hercules, for others it was the billboards in Canberra Airport promising us a ‘license to hack’, but for likely all of us it was the opportunity to serve our country and its people.

Against the backdrop of an ever changing world, we have come to appreciate the high level of trust the Australian people have in their government to defend them.

In the midst of new and exciting experiences, we have learnt the value of public servants who deliver frank and fearless advice. As we worked alongside our servicemen and women, their dedication and duty impressed upon us the value of remaining respectful. The 2016 Defence Graduate cohort is now also ‘trusted to defend, proven to deliver, and respectful always’.

This is an abridged version of the speech that Aaron delivered at a ceremony in February to mark the completion of the 2016 Defence Graduate Program. Aaron is now a Policy Officer in International Policy Division.

Aaron Lovell at Russell Offices in Canberra.

Photo: Jay Cronan

Aaron Lovell

AS TROPICAL Cyclone Debbie formed off the Queensland coast, a group of ADF Liaison Officers from Joint Operations Support Staff (JOSS) within Estate &

Infrastructure Group deployed to support state emergency and disaster management agencies.

The cyclone made landfall off Airlie Beach on 28 March and over the next week caused widespread damage to low-lying parts of Queensland and significant flooding in northern New South Wales. In the immediate aftermath of the disaster, about 1600 ADF members provided assistance to affected communities.

An ADF Liaison Officer with JOSS North Queensland, Major Amanda Gibbs, says JOSS personnel served as the primary link between the ADF and government agencies.

“These officers played a crucial role in coordinating tasks, planning flood and rescue operations, and directing ADF resources to where they were needed most,” Amanda says.

JOSS North Queensland also operated from its facility at Lavarack Barracks to coordinate assistance efforts and provide situational awareness to the ADF Joint Task Force.

Amanda says JOSS Liaison Officers deployed to the Townsville and Mackay Disaster Coordination Centres and officers from Brisbane embedded with the State Disaster Coordination Centre.

“After Tropical Cyclone Debbie had tracked inland, Liaison Officers were deployed to support Rockhampton with the impending flooding while also supporting floods in the South East Queensland region,” she says.

The team of 15 faced personal and professional challenges during their deployment. For many, Cyclone Debbie was their first real test of disaster management.

“The officers deployed to Townsville and Mackay had the added stress of being away from their families and unsure of the cyclone’s impact on their own properties,” Amanda says.

The Queensland Fire and Emergency Services Commissioner thanked them for their efforts and highlighted the essential relationship between Defence and the whole-of-government response.

Daniel Bell and Alex Carter

Estate & Infrastructure Group’s key role in response

to Cyclone Debbie

CYCLONE ACTION

RAAF Base Townsville and Lavarack Barracks served as staging posts for ADF aircraft and vehicles delivering food, water, medical supplies and earth-moving equipment to affected communities.

E&IG Base Support Staff and contractors were responsible for preparing the bases to ensure personnel, equipment and disaster relief stores were well protected.

RAAF Base Townsville’s Base Support Manager, Michael Bridgefoot, says as the cyclone neared the coastline and strengthened, E&IG staff and contractors took steps to lock down the base, relocate personnel to cyclone shelters and ready resources for responding to communities hit by the storm.

“We also needed to prepare the base to transition from civilian to military control,” Michael says. “This involves handing over crucial services such as security, messing, accommodation, fuel installations and emergency generators, and being ready for a

swift return to normal services once the danger zone has passed.”

Most Queensland Defence facilities remained relatively unscathed, except for the Shoalwater Bay training area which suffered significant flooding and damage to road networks, fire breaks and fences.

The process commenced to get the Defence estate back on line as quickly as possible. This involved damage assessments and co-ordinating site visits with the Defence Insurance Office.

“Base support staff and E&IG contractors follow a strict set of emergency procedures which have been fine-tuned over many years and validated by events such as Cyclone Debbie,” Michael says.

“I am proud of the response by my personnel and their display of professionalism under difficult circumstances. As a team we learn from each of these events and remain confident that we are ready to meet the challenges posed by future cyclones.”

Defence and emergency services staff unload supplies from a Chinook in the aftermath of Cyclone Debbie. Photo: Sergeant Murray Staff

47Issue 2 2017 Defence46 Defence Issue 2 2017

WOMEN’S SUCCESSES

CELEBRATEDInternational Women’s Day activities highlight

how far gender equality has progressed

EMINENT women shared their stories when they spoke to Defence personnel across the country to mark International Women’s Day in early March.

At Gallipoli Barracks in Brisbane, Justice Margaret McMurdo spoke of the fight women in the legal profession had to receive equal pay and to not have to resign when they married and had children.

Margaret is President of the Queensland Court of Appeals and was the first female appointed to an appellate court in Australia. She obtained a Bachelor of Laws in the 1970s.

“By the time I started studying law in 1972, there were still very few women in the Queensland legal profession and no prospect of any women judges,” Margaret said.

“But the women’s movement was having an impact and my female colleagues and I could not see why we could not have careers in law as well as a marriage and family.”

Margaret said significant changes had occurred during her working life, changes made possible because of the women who set the example, such as her university tutor Dame Quentin Bryce, later Governor of Queensland and Governor-General of Australia.

Another tutor was Margaret White, who later became Justice of the Supreme Court and a senior officer in the Naval Reserve.

Margaret was delighted to celebrate International Women’s Day with Defence.

“The day is about empowering women, but it is also about improving the lives of everyone by

building a more diverse, inclusive, cohesive and strong community. Women’s rights are human rights,” she said.

“By ensuring women have a genuine opportunity to make their full contribution at every level of society, the whole nation – children, women and men – will be empowered.

“We in the military and in the law should be proud of what we have achieved in the past few decades within our two professions.”

In Canberra, the Prime Minister, Malcolm Turnbull, the Minister for Defence, Marise Payne, and the Minister for Women, Michaelia Cash, joined Australian Defence Force Academy cadets for morning tea on 8 March.

The Prime Minister thanked the women serving in the ADF, saying they were a great example to the next generation.

“Each of you are magnificent role models for young women and girls right across Australia. Women in Defence are making a huge contribution across the range of military planning, policy and operations in support of our national interest,” he said.

Defence People Group (DPG) ran two Women’s Speaker Series events to coincide with International Women’s Day celebrations.

Guest speaker Judith Slocombe told an audience in Melbourne on 6 March that having clear deadlines, strong self-awareness, perseverance and working hard helped her focus on what was important.

Judith successfully built a small home-based business into the largest veterinary diagnostic group in Australia, all while raising nine

children, and was most recently the CEO of the Alannah and Madeline Foundation.

“Be true to what you know is right – trust your decisions and do what’s right for you,” she said.

Vicky Barbuto, of DPG, appreciated the lessons Judith shared about the struggle of balancing home and work commitments.

“The cultural issues raised by Judith were also important and we all need to remember not to judge our peers,” Vicky said.

“Gender equality has come a long way, through the hard work of our grandmothers and mothers, but we have a responsibility to the next generation to step up and progress further.

“Defence has grown with the number of women in executive roles in the past seven years, but it’s not just about getting the right number of women in leadership roles, it’s also about getting the right fit.”

Presenting at the Women’s Speaker Series event in Sydney, Virginia Haussegger, an

award-winning television journalist, writer and commentator, explored a number of themes: the status of women in Third World countries, the global gender gaps, women in politics and the gaps in the Australian leadership model.

“Leadership has been modelled on men and designed by men. We are trying too hard to shape women into a male leadership style,” she said. “When we are judged against a singular masculine model of leadership, women are found wanting, and of course they will be. Progress is slow but things are still progressing.”

At Russell Offices in Canberra, ADF and APS members were treated to an inspirational presentation on 10 March by Katrina Fanning, a women’s rugby league great, 2014 ACT Woman of the Year and recipient of the Public Service Medal in the 2015 Queen’s Birthday Honours for outstanding service in Indigenous affairs.

The proud Wiradjuri woman from Junee, New South Wales, shared her story with more than 200 people.

“All of us impact someone and something every day – what impact that has is up to us,” Katrina said.

“As a young person I faced a lot of adversity and was vulnerable to decision-makers, who at the time didn’t always have my best interests at heart.

“This gave me a determination to be as big a part of the decision-making process as possible, and what better place than the public service.

“I soon also became focused on being the voice for many Australians who couldn’t be at the decision-making table, but that seat at the table can test you in ways you didn’t see coming.”

Katrina said her journey had taught her the value of true commitment. “Find things you’re passionate about, where you want to make an impact and why. This understanding will help in the tough times,” she said.

Katrina’s final advice was, “the most important conversation you will have every day is the one you have with yourself, by yourself, about yourself”.

“THE DAY IS ABOUT EMPOWERING WOMEN, BUT IT IS ALSO ABOUT

IMPROVING THE LIVES OF EVERYONE BY BUILDING A

MORE DIVERSE, INCLUSIVE, COHESIVE AND STRONG

COMMUNITY.”JUSTICE MARGARET MCMURDO,

PRESIDENT QUEENSLAND COURT OF APPEALS

Dr Judith Slocombe chats with employees at Defence Plaza Melbourne as part of the Defence Women’s Speaker Series to coincide with International Women’s Day. Photo: Corporal Mark Doran

49Issue 2 2017 Defence

MASTER OF HIS CRAFT

As a man who lives and breathes military history, Dave Gardner was always going to be the right fit

for the RAAF Museum director’s desk

Flying Officer Graham Orams

EVEN after 50 years in Defence, Dave Gardner isn’t the oldest thing in his office at Point Cook, Victoria. His century-old desk was once used by Air Commodore William Anderson,

who served in two world wars and rose to be the acting Chief of the Air Staff (now Chief of Air Force).

One of the drawers in the old desk still contains a handwritten note from William during his time as Director-General Personnel and Training in 1925-26.

Considering Dave has dedicated his life to military history, it seems fitting he should be seated at such a desk.

Dave Gardner is a name known to many. After trying his hand at horticulture, he joined Air Force in 1967 as an aircraft technician to embark on “a life of excitement and adventure”.

During his “black-hander” years, Dave worked on aircraft such as the Sabre, Dakota, Neptune, Canberra bomber and F-111, as well as the Sioux, Iroquois and Chinook helicopters.

After two decades of working on aircraft, the then warrant officer took up the position of curator at the RAAF Museum.

“When I first got here I could see we weren’t preserving our history properly. And if you don’t know your history you don’t know how you got

to where you are now,” he says.“What got us to that point? The Australian

Flying Corps in World War I.”Dave was determined to take the

museum from a collection of items on loan to a modern and relevant display of RAAF-owned items.

“When I first got to the museum, I think there were three aircraft which were

owned by the RAAF. Everything else in the collection seemed to be on loan, so over the

years I started to change things,” he says.One of the highlights of his time in uniform

at Point Cook was being elected chairman of the

mess committee for the oldest sergeants’ mess in the Air Force.

In 1997, a decade after he became museum curator, the position was civilianised. With 30 years of Air Force service up his sleeve, Dave decided to hang up his uniform and apply for the position. He got the job.

Dave, who has a master’s degree in museum studies, has overseen several improvements in his 30 years at the helm, the past 17 as director.

“These days, the displays are a more balanced view. They are man, woman and machine,” he says.

“We’ve got a lot of stuff now in relation to women in the WAAAF, WRAAF and the RAAF. We’re also going to build on the Indigenous contribution to Air Force.”

Dave isn’t stopping there. He is already preparing for the centenary of the Air Force.

“We’re currently getting the displays ready for 2021. For instance, I want to separate Bomber, Fighter and Coastal Command displays because they were separate stories and we’ve got to tell it that way,” he says.

“Another element is the Empire Air Training Scheme, which was huge in the training of air crew, and we’ve now separated that.”

Dave has received three Chief of Air Force Commendations in his career. One, hanging on his office wall, is from 2009 and describes the “outstanding guidance” he provided during the investigation into the disappearance of a Canberra aircraft during the Vietnam War.

The commendation says Dave helped to identify the crash site of Canberra A84-231.

This is all par for the course for a man devoted to the history of the Air Force.

“Even when I was in high school I loved history and I excelled in it. To tell you the truth, I’ve never read a novel. I only read history books. I think what reinforced my love of history was when I arrived here,” he says.

“IF YOU DON’T KNOW YOUR HISTORY YOU DON’T KNOW HOW YOU GOT TO WHERE

YOU ARE NOW.”DAVE GARDNER,

DIRECTOR RAAF MUSEUM

Dave Gardner, the Director of the RAAF Museum, with a Tiger Moth.

51Issue 2 2017 Defence50 Defence Issue 2 2017

IT’S TIME TO PACK UPAfter half a century working in Defence both in the Army

and the APS, Chris Marsh is hanging up his boots

WHEN Chris Marsh enlisted in the Army Reserve in February 1966, he was determined to make a long-term career out of the military.

What he did not envision, however, was he would continue to remain in the employ of Defence for a combined 51 years after serving almost 36 years with Army, before transitioning to the Australian Public Service 15 years ago.

Chris will retire from his current role as a Quartermaster for the Joint Movement Control Office at Enoggera Barracks Brisbane at the age of 70 in July.

After his stint in the Army, Chris discharged in December 2001, at the then compulsory retirement age of 55, as a Warrant Officer Class 2.

He transitioned to the APS in January 2002.Chris works with 30 uniformed personnel

and is responsible for many different items of essential military equipment.

“I order, purchase, issue and am accountable for all of the unit’s military equipment including laptops, mobile phones, unit vehicles, weapons, ammunition, the maintenance of it all and conduct unit stock takes,” Chris says.

“I have seen in my 15 years in the job many changes, including three inventory management computer system program changes.

“The changes enabled accounting procedures to become more streamlined hence assisting my role and with my increased expertise of use in the system this also enabled me to help other quartermasters in other departments.”

He says being able to still work in a military environment as an APS employee is a highlight in his long career.

“Having access to the facilities available at Enoggera to maintain my wellbeing and physical fitness is a bonus,” he says.

“I’ve also had the opportunity to assist with the mentoring of the young soldiers and officers with all Army administration, regulations and procedures.”

Chris’ passion for the Army began when he was a boy and he remembers always wanting to be a soldier.

“I remember growing up hearing stories about the heroism of Australian soldiers during WWI and WWII,” he says.

“My mother didn’t support me joining the Army when I was under 18, so my working life started with apprenticeships in both carpentry and panel beating, which I didn’t really enjoy.”

In 1966 at age 19, a determined Chris joined the Citizen’s Military Forces (now known as the Army Reserve) direct into 1 Commando Company based in Mosman, NSW.

He achieved his Beret qualification after a year and it was in this unit that Chris developed his fondness for the military.

“The Warrant Officers at the unit really inspired me,” he says.

“They were the toughest bunch of blokes I had ever met and they were all so professional which was exactly what I needed at that stage of my life.

“One of our instructors was Victoria Cross recipient WO2 Ray Simpson who was wounded in Vietnam.

“I loved it, even the hardships.” After completing three years as a reservist,

Chris volunteered for National Service and began his Regular Army training in April 1969.

The Quartermaster for the Joint Movement Control Office, Chris

Marsh, is shelving his job and retiring.

Photo: Tim Asher

It was during this time he decided to pursue a long-term career in the Army.

Chris was posted to Malacca in Malaysia immediately after Infantry Corps training as reinforcement to 1 Royal Australian Regiment, where he served for two years as a machine gunner.

“The threat at the time was Communist Terrorists and my role involved patrolling in the jungle, from village to village, enforcing curfew and running vehicle checkpoints on main highways, including at the Thai-Malayan border,” he says.

“My unit was responsible for riot control and I remember when Harold Holt visited, our unit was responsible for providing force protection for his aircraft.”

After returning home in 1971, Chris joined 5 Royal Australian Regiment in his home town of Sydney where he remained until 1980.

After this, Chris instructed at the Army Recruit Training Centre in Kapooka for four years and was posted to the Army Apprentice School and then SASR.

He then saw an advertisement in the Army newspaper calling for six soldiers with a range of skills to establish the Army Adventure Training Centre at Bonegilla Victoria.

Chris was an inaugural member of the team, which had six months to prepare for and develop the first course which was ultimately delivered on time in 1989.

“This posting and my time with 1RAR were really the best jobs of my career with Defence,” he says.

“We ran many courses for soldiers and officers in the areas of abseiling, rock climbing, white-water rafting and snow survival.”

Chris then had a number of short postings before eventually discharging from the Army.

“During my time with Defence I’ve met many interesting people and made a number of lifelong friends,” he says.

“I remember playing rugby union with Governor General Sir Peter Cosgrove in the battalion team in around 1975.

“I convinced him to come and play rugby league with a local Sydney team and in his first game he broke his leg. To this day I am certain he blames me for his broken leg.”

Chris attributes his career success to the unwavering support from his family.

“Vivien, my wife has been extremely supportive throughout my time with Defence,” he says.

“The Army provided us with a really good living and my three daughters, are now grown up, and to this day I believe I have instilled in them a love of the military, the flag and the Australian way of life.”

Squadron Leader David Early

“I REMEMBER GROWING UP

HEARING STORIES ABOUT THE HEROISM

OF AUSTRALIAN SOLDIERS DURING

WWI AND WWII.”CHRIS MARSH,

QUARTERMASTER

52 Defence Issue 2 2017

SEEING THE OTHER SIDE

A day in and around an Air Force base’s hangars gives civilian staff an insight into the frontline activities they support

Eamon Hamilton

A PASSING comment from RAAF Base Richmond’s long-serving barber, Greg Brown, when he retired last year inspired Richmond’s Senior ADF Officer,

Air Commodore Richard Lennon, to introduce a frontline familiarisation day for civilian staff.

Greg and his family had been cutting Defence members’ hair at the base for 67 years, but some aspects of frontline activities were still a mystery to him.

“He told me that in the time he worked here, he never actually went inside an Air Force aircraft,” Richard says.

This highlighted the fact that while civilian staff are vital to a functioning Defence base, they are often unfamiliar with the frontline capabilities they enable.

RAAF Base Richmond sought to correct this in April by hosting its Black and Yellow Appreciation Day, acknowledging the contributions of APS staff and workers from private industry.

The name of the day references the colour of uniforms worn by many in customer service and contractor support agencies.

Richard describes the civilian staff who support Defence as “a small army”.

“Our civilian partners provide many services at this base that we take for granted and the majority of which are critical to our day-to-day business,” he says.

The civilian staff provide functions ranging from landscape and facility maintenance, cleaning and catering to estate management and customer services.

Static displays inside hangars at Air Mobility Training and Development Unit and No. 285 Squadron gave the civilian workers an insight into frontline Defence roles.

They were given a close look at C-130J Hercules and C-27J Spartan transport aircraft, and witnessed demonstrations of aeromedical evacuation, aerial delivery and explosive ordnance disposal.

A group of 60 support staff were also treated to a flight in a C-130J Hercules.

Stephanie Hallen, a base support officer working for Service Delivery within Estate and Infrastructure Group, found the flight in the Hercules “thrilling, as I love flying”.

“It has also given me a greater understanding of how aircraft may be used in an operational environment,” she says.

Stephanie’s job exposes her to the work of the different units. “However, Black and Yellow Day allowed me to gain further insight into the intricacies of their roles.”

Lisa McIlvaney, catering manager of the airmen’s mess on the base, was also one of the “lucky ones” to take part in the flight.

“It got even better when I was picked to sit right behind the pilots when landing,” she says.

Lisa also tried on an explosive ordnance disposal suit, which gave her a new appreciation of what is involved.

“It was very heavy and extremely hot. I don’t know how the guys do it on 40-degree days,” she says.

Richard says it was good to see Air Force and Army members engaging with their civilian counterparts.

“Defence members were here to speak about their work, which includes deployments to the Middle East and responding to humanitarian assistance and disaster relief operations,” he says.

“All of that work starts at Richmond, which makes the support civilian staff provide us all the more important.”

“OUR CIVILIAN PARTNERS PROVIDE MANY SERVICES

AT THIS BASE THAT WE TAKE FOR GRANTED AND THE

MAJORITY OF WHICH ARE CRITICAL TO OUR DAY-TO-

DAY BUSINESS.”AIR COMMODORE RICHARD LENNON,

SENIOR ADF OFFICER

Catering manager Lisa McIlvaney tries on an

explosive ordnance disposal suit with the help of Sherrie

Gale during RAAF Base Richmond’s Black and Yellow

Appreciation Day. Photo: Corporal David Gibbs

55Issue 2 2017 Defence54 Defence Issue 2 2017

FOURTEEN coins highlighting a variety of decorations, campaigns and service medals awarded to Australians over the past 100 years were commissioned by News Corporation

in partnership with the Royal Australian Mint as part of the Centenary of Anzac.

The Directorate of Honours and Awards also played a part, providing historical information and identifying five current serving ADF members, who agreed to share their stories and images to showcase five of the 14 coins.

The Director Honours and Awards, Margot Kropinski-Myers, said it was a fantastic opportunity to showcase the medals and decorations awarded to ADF members over the past 100 years.

“This project not only recognised the achievements of the profiled current and former serving members, it also provided a medium through which the Australian public can remember and honour all those who have served and continue to serve our country,” Margot says.

The coins were presented on backing cards, with one side of the card featuring the story of the award and the other side telling the story of a recipient with their image.

Some of the profiled members featured in the coin collection include:

Corporal Cameron Baird VC, MG, posthumously awarded the Victoria Cross. Corporal Baird was killed in the final moments of an operation in Afghanistan in 2013

Private B, a Special Forces soldier from the 2nd Commando Regiment, representing the Star of Gallantry. Awarded in 2014 for his actions on operations in Afghanistan

Commodore Philip Spedding, representing the Distinguished Service Cross. Awarded in 2005 for his command of HMAS Stuart and his leadership during a suicide boat attack on the Iraqi offshore oil terminals in April 2004

  Group Captain Terry Van Haren, representing the Distinguished Service Medal. Awarded in 2003 for his service as Executive Officer of No. 75 Squadron, including leading the second defensive counter-air package of Australian F/A-18 Hornet aircraft in Iraq during Operation Falconer

  Warrant Officer Class One Kim Felmingham, representing the Nursing Service Cross. Awarded in 2000 for her devotion to duty while providing medical

assistance to East Timorese after a vehicle accident near Dili

  Leading Seaman Anne Marie Becker, representing the Australian Operational Service Medal. Awarded for undertaking three operational deployments to the Middle East, including aboard the guided-missile frigates HMAS Newcastle in 2015 and HMAS Darwin in 2016

  Colonel Peter Sibree (retd), representing the Medal of Gallantry. Awarded for his consistent leadership and courage during many successful operations.

The commemorative coin collection featured a mix of Imperial medals such as George Cross, Military Cross, Distinguished Flying Cross, Victory Medal, 1939-45 Star and Australian medals.

In addition, all major Australian Gallantry Decorations (Victoria Cross, Star of Gallantry and Medal for Gallantry) and Distinguished Service Decorations (Distinguished Service Cross and Distinguished Service Medal) were showcased in the coin collection.

All profits associated with the initiative were donated to Legacy Australia.

Teresa Jurkovic

HEADS TELL TALES

Commodore Philip Spedding, Group Captain Terry van Haren, Leading Seaman Anne Marie Becker, Warrant Officer Class One Kim Felmingham and Colonel Peter Sibree (retd) at the launch of the Medals of Honour Coin Collection at the Australian War Memorial.Photo: Corporal Dan Pinhorn

Members of the Directorate of Honours and Awards help coin stories of ADF personnel

WHEEL TURNS AFTER more than 17 years of loyal

service to five Chiefs of Army, Maria Nicholls has moved to a coordination role at Australian Command and Staff College in

Canberra. But the decision wasn’t easy.“I always saw myself working as an execu-

tive assistant in the Chief’s office until the day I retired,” Maria says.

“However, as I am fast approaching retire-ment, I felt it was time to try something differ-ent and give someone else the opportunity to work for the Chief of Army (CA).”

Asked what made her stay in the role for so long, she says: “My answer is simple. Each year a new aide-de-camp and military assistant to CA are posted into the office. I got to work with them for 12 months and, once they posted out, new staff posted in – so the wheel goes round again. This is also followed by a new CA being appointed every three-to-four years. The staff rotation always refreshed the environment, which made it feel like a new workplace.”

Maria has fond memories of her time in Army Headquarters.

“I enjoyed being part of promotion ceremo-nies, particularly when it was someone who was

a member of the staff,” she says. “I enjoyed the times CA welcomed an international counter-part to our office and meeting the VIP person-ally. I also liked planning official dinners for special events, including international visits and generals being farewelled. Mostly, I enjoyed being part of the planning team for the CA Exercise.”

Keeping the CA’s diary up to date and accu-rate kept her and the aide-de-camp busy.

“There would often be last-minute chang-es, so one of the day-to-day challenges was remaining agile and responsive to competing priorities.”

Maria found it easy to work in an integrated team of APS and ADF personnel.

“Over the years, I have been fortunate to meet some fantastic people with whom I’ve developed a good rapport,” she says.

“Treating people as you wish to be treated applies to anyone, in any place, at any time – whether in uniform or not.

“Army civilians contribute to the organisa-tion in many unique and important ways. Often they bring a skill or experience to the Army that serving members don’t have, or are not neces-sarily required from a person in uniform.”

Alisha Welch

A 10-WEEK contract in an Air Force typing pool turned into a memorable career for Wendy Van Spanje. who retired from Headquarters Air Command in

April after 29 years as a public servant.For the past 25 years she worked as the

Executive Assistant to 13 Air Commanders Australia.

Wendy says the highlights of her career began in 1988 with her first flight in a military aircraft, a CH-47 Chinook, which in those days were operated by Air Force.

“I’ve also flown over the Blue Mountains with an Air Commodore who did aerobatics in a DHC-1 Chipmunk,” she says.

“There have been flights in C-130 Hercules, the Boeing 737 and a Hawk 127, and I’ve seen the skills of the Boeing 707 pilots and crew during an air-to-air refuelling

“Once I even flew over Sydney Harbour Bridge in a Navy helicopter.”

Wendy enjoyed working with every Air Commander Australia.

“It was an absolute pleasure and a privilege to work for, and with, such impressive people and the friendships my husband and I have created will be long-lasting,” she says.

A former boss, Air Vice Marshal Gavin Turnbull, describes Wendy as unflappable and says she did an enormous amount of work at Air Command.

“It requires all the staff’s efforts, but particularly the executive assistant’s, to ensure during each moment of the Air Commander’s time he is gainfully employed,” he says.

“Without good staff and an executive assistant, I would be quite frankly administering myself to an early grave.

“Wendy always has a smile and a kind word for everyone she deals with. She will be missed, but she is leaving Air Force on a high, with a great deal of thanks and the time to now enjoy what she wants to do.”

Corporal Mark Doran

WENDY FLIES COOP

Two executive assistants have moved on after a long time in their respective roles

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