GOVeRNANCe · and Records Management, the release of the electronic Defence Security Manual, along with some timely words on Defence branding and use of the Defence logo. Who ever

Issue 6, 2009

m a g a z i n e ›

Photo: Bryan Doherty

GOODGOVeRNANCeGood governance is about ensuring that we don’t have wasteful expenditure in a major agency like Defence. That is what the strategic Reform Program is all about. Good process, good governance and good procedures will ensure that we can deliver and meet the strategic challenges outlined in the White Paper

Minister for Defence senator the Hon. John Faulkner speaking to Defence Magazine. Full story P18.

‘‘’’

2www.defence.gov.au/defencemagazine

Defence

magazineeditor: Michael WeaverPhone: 02 6265 7117

Deputy editor: Jack FosterPhone: 02 6265 1949

Imagery support: Public Affairs Branch

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

ISSN 1446-229X

Design and layout: Grey. GREY 18202

How to contribute to DeFeNCe MAGAzINe

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

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

editorial

Governance is the process by which an

organisation is led, managed and held to

account. It includes organisational culture

and values, key principles of accountability

and stewardship, and review functions which

provide confidence about both performance

and conformance.

This definition of Governance, and the

theme for this edition, is one widely accepted

in Defence.

Indeed, there are many, many more

definitions, just as there are articles from

which we were easily able to include as

content for what has equalled the largest

edition of the year.

The obvious choice for our cover story

was also easy, but we will leave it for you

to decide whether new Defence Minister

Senator John Faulkner is on a “steep learning

curve” or possibly a “vertical line”, as some

have described the Defence portfolio.

Defence is also engaging in a rigorous

period of reform and we have spoken to the

key players driving the Strategic Reform

Program, which outlines the 15 reform

‘streams’ and how they will affect the Groups

and Services.

This doesn’t come without risk, so it

would also have been remiss of us not to

include an article on the Defence Audit and

Risk Committee (DARC), where pressures

such as climate change, the global financial

crisis and a spate of high profile corporate

failures have increased the level of scrutiny

of organisations.

A number of initiatives have also been

timely for the theme of governance and you will

find plenty of information on the pages within.

There’s a new Defence Instruction on

unacceptable behaviour, a new directorate

dealing directly with Freedom of Information

and Records Management, the release of the

electronic Defence Security Manual, along

with some timely words on Defence branding

and use of the Defence logo.

Who ever said governance was a boring

subject?

- Michael Weaver, Editor

Inside this edition

ColumnsSecretary 10Chief of the Defence Force 11

NewsSnapshot 4Exercise Talisman Saber pictorial 12Perspectives on Defence from a Sky News journalist 14Air Warfare Destroyers – the next front 15Tiger team to tackle asbestos inventory 16Navy signs on Signature Behaviours 17

Cover storyGood Governance: Interview with Defence Minister Senator John Faulkner 18

FeaturesChief Audit Executive and the Defence Audit and Risk Committee 20Defence Imagery and Geospatial Organisation: Geospatial governance 23Capability Development Group: Launch of the DCP 24DMO: The 2009 Defence + Industry Conference 25Governance: Implementing the streams of the Strategic Reform Program 26People Strategy and Policy: New DI(G) on unacceptable behaviour 28Chief Information Officer: Formation of the Defence ICT Committee 29Freedom of Information and Records Management 30Joint Logistics Command: Corporate Radiation Safety 32Inspector-General Defence: IG’s role refocussed 34People Strategy and Policy: the Defence Attitude Survey 35Defence Security Authority: the new electronic security manual 36Chief Finance Officer: Chief Executive Instructions 37 People Strategy and Policy: NAIDOC Week and the ATSI network 38Internal Communication: Making a mark with branding and the Defence logo 40Reserves: The Reserve Response Force takes to street of Sydney 42The Last Word: Director Records Management, Mr Ernie Power 43

PHOTO OF THe MONTH:Sailors from two Australian Navy warships, HMAS Sydney and HMAS Ballarat, take a leap in New York's Times Square. The Australian ships and more than 400 sailors visited Manhattan as part of of a six-month international deployment. Photo: Trevor Collens

4

news

After more than two-and-a-half years as secretary of the Department of Defence, Mr Nick Warner bid farewell to his highly-regarded friends and colleagues on

14 August.

Mr Warner began his new position as Director-General of the Australian Secret Intelligence Service (ASIS) on 17 August.

“While I am delighted to be joining ASIS, I leave Defence with real regret,” Mr Warner said in his farewell message.

“After 18 months of hard work by many people in Defence on the White Paper, the force structure review, and the reform and savings program, we now have a clear understanding of how to build and pay for Force 2030 and how to make the Department a better and more efficient and effective organisation. I would like to have been part of that process of change and revitalisation.

“During the past few years, since returning to Defence, I have learnt a lot from many colleagues, senior and less senior, civilian and military. And I have also come to understand even more fully the professionalism and the dedication of the people who work in the Department and the ADF.

“While I’ve been saying, and strongly believe, that Defence needs to reform many of its business processes and systems, I also know what a great national asset Defence is.”

Mr Warner also paid tribute to all current and former staff members who he said made a busy and sometimes difficult job more enjoyable. He made special mention to his diarchy partner and Chief of the Defence Force, Air Chief Marshal Angus Houston, and to all the members of the Defence Committee for their advice and support.

"It's been a pleasure working with men and women of such professionalism and integrity. And it's been an honour to have been Secretary of the Department."

Likewise, Mr Warner received high praise from all corners of Defence and the wider Australian Public Service.

“I am confident that Mr Warner’s depth of experience will serve the Government well, not only in his role as Director-General of ASIS, but in other international roles as required by the Government from time to time.”

- Prime Minister, Kevin Rudd

“Mr Warner has been a driving force behind the Government’s reform program in Defence, particularly in addressing what he has described as its ‘broken backbone’. He has also been vitally involved in policy relating to our missions in Afghanistan, East Timor and Iraq. I thank him for his outstanding service.”

- Minister for Defence, senator John Faulkner

“Nick and I have enjoyed a very close and trusting relationship and I have valued his wise counsel and friendship. Nick brought a great policy capability to the Department after so many years as a successful diplomat. He leaves a very important legacy including

the 2009 White Paper and the Strategic Reform Program. Nick’s great passion and tenacity in driving reform in Defence has been critical. “Under his leadership Defence received the first unqualified financial audit in seven years and he has continued to improve governance. He has been courageous and transparent in articulating a range of areas where Defence could improve and has driven a program that will, over time, remediate these issues.“Nick is a highly professional, loyal and committed public servant. I look forward to continuing to work with him in the national security domain where his skills and intelligence will be highly valued.”

- Chief of the Defence Force, Air Chief Marshal Angus Houston.

High praise as nick warner departs Defence

A

snapshot

ADF concludes mission in IraqOn 31 July the ADF marked a significant milestone with the conclusion of its contribution to the stabilisation and rehabilitation of Iraq, Operation Catalyst.

The Minister for Defence, Senator the Hon. John Faulkner said the six-year mission highlighted the ADF’s ability to perform in complex and difficult operational environments.

“From 2003, approximately 20 000 ADF personnel served in Iraq as part of Operation

Catalyst with professionalism and dedication,”

Senator Faulkner said.

“As the operation has now successfully

concluded Defence will consider suitable

opportunities for public recognition, which may

include parades in appropriate locations.

Chief of the Defence Force, Air Chief

Marshal (ACM) Angus Houston said the success

of Operation Catalyst has been a tribute to the

professionalism and dedication of all Defence

personnel throughout the past six years.

“Australian personnel from each of the three

services have conducted security, stabilisation

and training operations during their deployment in

Iraq,” ACM Houston said.

“I congratulate each and every one of our

people who have been involved with our mission

in Iraq and thank them for their hard work and

dedication.”

The ADF maintains a small presence in Iraq

comprising a detachment providing security to the

Australian Embassy in Baghdad (Operation Kruger)

and two members directly supporting the United

Nations mission in Iraq (Operation Riverbank).

d e f e n c e m a g a z i n e ›

Queensland prideThe courage and determination shown by 3CER

combat engineer Sergeant (SGT) Paul Lyddiard has been

officially recognised by the Queensland community

when he was recently awarded the Queensland Pride

of Australia - Serving Australia Medal.

SGT Lyddiard returned to work three weeks

after losing his right eye, right forearm and two

fingers when an Improvised Explosive Device he was

attempting to render safe, exploded.

SGT Lyddiard said he was overwhelmed by the

award but said that all members of the ADF deserved

to be nominated.

“I’m just trying to do my job,” SGT Lyddiard said.

“I’ve always had a passion to be in Defence and

to be a combat engineer.”

He thanked his wife, Katri, and friends who had

supported him in his recovery and encouraged him to

continue with his career.

Aussies in samoan humanitarian mission

The ADF is changing lives in Samoa as part

of the US-sponsored engineering and dental aid

humanitarian program.

The Australian contingent of Humanitarian

Civic Assistance Mission Pacific Partnership 2009

comprises of 12 Army engineers and one Air Force

dental hygienist. They have been working alongside

snIPsHot

ABOVe: sergeant Paul Lyddiard and wife Katri.

Get your story published in Defence Magazine

Do you have a story to tell that would be suitable for the official publication of the Department of Defence?

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To find out more, just get in touch with the magazine's editorial team by phone on 02-6265 7117, or email at [email protected]

ABOVe: Corporal Don Mander (left) and Corporal Andrew Hebden (right) prepare the Australian National

Flag - which had flown over 'Aussie Island' at Camp Victory - to be handed over to Commander of Australian

Forces in Afghanistan Major General Mark Kelly. The ceremony marked the end of Operation Catalyst in Iraq.

Photo: POPH Dave Connolly

continued page 7 >


news

snapshot

First RAAF super Hornet flightThe first flight of Australia’s F/A-18F Super Hornet recently took place in the United States representing an excellent result for the Defence Materiel Organisation (DMO) and the RAAF.

Greg Combet, the Minister for Defence

Personnel, Materiel and Science, congratulated

all involved following the inaugural flight from

Lambert International Airport in St. Louis.

Mr Combet said the first of 24 F/A-18Fs will

arrive at RAAF Base Amberley in March next year.

“The remaining Super Hornets, each

equipped with the Raytheon-built APG-79 Active

Electronically Scanned Array (AESA) radar, will be

progressively delivered to the RAAF throughout the

remainder 2010 and 2011,” Mr Combet said.

“The Government is pleased to see that the

Super Hornet project is progressing well and

remains on schedule and on budget.”

The F/A-18F Super Hornets will be based

at RAAF Amberley and will aid the transition to

a mature Joint Strike Fighter capability while

allowing the Air Force to retire the F-111 fleet.

The total program investment is approximately

$6 billion over 10 years, which includes acquisition

and all support costs including facilities, training

and personnel.

Missing Vietnam ADF members foundThe remains of the last two ADF members missing from the Vietnam War have been located.

The crew of Royal Australian Air Force

Canberra bomber A84-231 – callsign “Magpie 91”

– Flying Officer Michael Herbert and Pilot Officer

Robert Carver went missing in action while flying

on a sortie, on 3 November 1970.

The wreckage was located in thick jungle

in an extremely rugged, remote and sparsely

populated area of Quang Nam Province, Vietnam,

near the Laotian border.

The recovery team returned to the site in July

2009, under the title Operation Magpies Return,

to conduct a thorough archeological investigation,

which resulted in the discovery of human remains.

The remains were transported to Hanoi, where

Vietnamese and Australian forensic specialists

identified them as those of Flying Officer Michael

Herbert and Pilot Officer Robert Carver.

Greg Combet, the Minister for Defence Personnel,

Materiel and Science said that relatives of the two

crew members have been advised of the discovery and

Air Force will continue to keep them updated.

“These airmen gave their lives in the service

of their nation. I hope finding the remains of the

airmen will bring some comfort to the families,”

Mr Combet said.

BeLOW: The Officer In Charge of Operation Magpies Return, Wing Commander Michael Warby, assisted by Vietnamese workers, at the crash site of Canberra Bomber A84-231. Photo: LACW Shannon Urie

ABOVe: The Royal Australian Air Force's first Boeing F/A-18F super Hornet lifts off Lambert

International Airport in st Louis, usA, on its maiden flight. Photo: Ron Bookout (Boeing Company)

US and New Zealand personnel refurbishing a

primary school on the Samoan island of Savai’i and

renovating the National Hospital in Apia.

Australian Army Engineer Lieutenant (LT) Mick

Collaros said the experience so far has been challenging.

“Working with the local Samoans on the

construction site was a humbling experience;

they worked 12 hours a day to help us. They were

generous and hospitable, really looked after us,” LT

Collaros said.

Minister for Defence farewells troops

Members from the ADF Force Support Unit 2

were recently farewelled during a parade at the

1st Royal Australian Regiment parade ground in

Townsville.

The Unit will provide logistics support to all

operational nodes in the Middle East, with its main

focus on supporting operations in Afghanistan.

The Minister for Defence, Senator the Hon.

John Faulkner farewelled the troops, providing some

insight to his recent visit to Afghanistan.

“I have recently returned from a visit to

Afghanistan and can personally vouch for the

important role you will play in providing support

throughout the Middle East,” Senator Faulkner said.

“I continue to be impressed with the spirit

and work ethic of the personnel of the Australian

Defence Force. ADF units based in Townsville make

a significant commitment to operations in Timor and

the Middle East, and our Defence personnel continue

to apply themselves to the task and rise to the

challenges that are presented to them.”

Inquiry Officer’s report released

The Vice Chief of the Defence Force, Lieutenant

General David Hurley has released the Inquiry Officer’s

report into the death of Corporal Mathew Hopkins.

Corporal Hopkins was killed on operational

service in Afghanistan on 16 March this year as a

result of an intense fire-fight with Taliban insurgents

while conducting a joint patrol with the Afghan

National Army near Kakarak, 12km north of Tarin

Kowt in Oruzgan Province.

“This is an excellent result for the

investigation team and the cooperation of the

Vietnamese authorities has been exceptional and

highly valued by the team and the Government of

Australia,” Mr Combet said.

“Invaluable assistance has been given by a

number of former North Vietnamese and Viet Cong

soldiers and their commanders as well as many

local villagers. Their compassion and commitment to

assisting this vital mission is greatly appreciated.”

CDF returns from Middle east and AfghanistanThe Chief of the Defence Force, Air Chief Marshal (ACM) Angus Houston, recently returned from a visit to the Middle East and Afghanistan where he met with ADF personnel and conducted key meetings with coalition partners.

During the visit, ACM Houston met with

Australian force elements, including members of

the deployed unit of Private Benjamin Ranaudo,

who was tragically killed on active service in

Afghanistan on 18 July.

“I was able to express my sympathies to

Private Ranaudo’s mates, who continue to mourn

his loss and are determined to continue their

mission in Ben’s memory,” ACM Houston said.

“Our people in the Middle East and

Afghanistan are doing excellent work and I ask all

Australians to keep them in their thoughts.

“Again during this visit, I saw first hand the

level of commitment and professionalism of our

ADF people in the Middle East and Afghanistan.

I was most impressed with the Operational and

Mentoring Liaison Team (OMLT) training and

visited one of the forward operating bases in the

Chora Valley.”

An additional 120 Australian troops recently

arrived in Afghanistan to help provide security

to the Afghanistan Presidential and Provincial

Council elections.

“Our people are serving our nation with great


snIPsHot

Chief of the Defence Force Air Chief Marshal Angus Houston is greeted by Lieutenant simon Boxsell (far left) with the Commanding Officer MRTF2 Lieutenant Colonel Peter Connelly (2nd left), Afghan National Army 2nd Kandak executive Officer Major Bashir Ahmid and the Middle east Area of Operations Commander Major General Mark Kelly (far right), at Forward Operating Base Mirwais on a visit to southern Afghanistan. Photo: Corporal Rachel Ingram

continued page 9 >

continued from page 5 >

continued page 8 >


news

snapshot

distinction away from their families and friends

in order to protect our national interests,” ACM

Houston said.

During the visit, ACM Houston also met with

the Commander of the International Security

Assistance Force, General Stanley McChrystal,

Commander Regional Command South, Major

General Martin de Kruif and the US Ambassador

to Afghanistan, Lieutenant General Karl

Eikenberry (Retired).

“I welcome the determined leadership of the

International Security Assistance Force under General

McChrystal. His clear vision and understanding of

what is needed to succeed in Afghanistan is making a

tangible difference,” ACM Houston said.

edward (ted) Kenna VC passes awayVice Chief of the Defence Force, Lieutenant General (LTGEN) David Hurley, recently paid tribute to Private Edward (Ted) Kenna Kenna VC, who passed away on 9 July.

Enlisting in the Australian Imperial Force in August 1940, Private Kenna VC served in the 23/21st Battalion in Victoria and later in Darwin.

Private Kenna was awarded the Victoria Cross on 15 May 1945 for his actions near Wewak, New Guinea, when he exposed himself to heavy fire, killing a Japanese machine gun crew and making it possible for his company’s attack to succeed. Private Kenna then left the AIF in December 1946.

“We continue to be humbled by Private Kenna’s extraordinary courage and his legacy and dedication will never be forgotten by the Australian Defence Force,” LTGEN Hurley said.

“On behalf of the Australian Defence Force, I extend our deepest sympathies to Ted’s family during this difficult time."

Chief of Army, LTGEN Ken Gillespie also

expressed his condolences to Private Kenna’s family

and friends on behalf of the Australian Army.

“Ted was an inspiration to us all. His actions

while serving in New Guinea epitomises the

characteristics all soldiers strive for - bravery,

loyalty and determination,” LTGEN Gillespie said.

“His loss will be heavily felt by all members of

the Army family. Our thoughts and prayers are with

Ted’s family at his time.”

Dicko sweats it out in east timorAustralian Idol judge Ian ‘Dicko’ Dickson has donned a set of cams to work out with the troops from East Timor Battle Group 6, during his recent visit to East Timor.

In addition to fitness training, Dicko has been

kitted out with protective equipment, had an

authentic military buzz cut and taken part in the

First Lady Fun Run.

Dicko is part of a Forces Entertainment

Tour, entertaining troops serving on Operation

Astute—the ADF’s contribution in assisting to

restore peace and stability to East Timor.

“My fitness was definitely tested as the guys

put me through my paces. I admire their fitness and

great sense of camaraderie,” Dicko said.

“They are doing a fantastic job over here and

it was a great honour to be able to spend time

with them.”

Australian entertainers have maintained

a long-established show business tradition of

performing for deployed Australian troops—one

which predates the Vietnam War.

The performances are important for

maintaining the morale of personnel, who are far

from home and who accept considerable hardship

and risk in the service of the nation.

“Being away from their families must be tough

and it was great to be able to give something back

and give them a bit of a boost,” Dicko said.

The ADF deployed to East Timor to assist the

East Timorese Government and the United Nations

in bringing stability, security and confidence to the

East Timorese people.

ABOVe: Australian Idol judge Ian 'Dicko' Dickson gets into the military lifestyle by participating in a

combat fitness session whilst on a visit to east Timor. Photo: LAC Christopher Dickson


Implementing ICt Hardware Fleet Management The Chief Information Officer Group (CIOG) is implementing a new approach to the whole of life management and support of ICT hardware.

The Fleet Management Implementation

Program (FMIP) will establish a framework

for the acquisition, delivery, introduction into

service, distribution, repair and maintenance

and disposal of all Defence ICT equipment.

The Program indirectly impacts all

personnel in Defence who use ICT hardware

and directly affects those that play a role in

supporting the delivery of ICT hardware to

end users.

ICT hardware users will be required to

abide by the program policy and governance

that the FMIP develops particularly with regard

to the procurement of ICT hardware.

The overall benefit for fleet managers, staff

engaged in supporting the processes and the

ICT hardware user community across Defence

is the increasing reliability of ICT hardware, a

more responsive approach to end user needs

and more efficient and effective processes.

Fleet items are ICT hardware assets

that form part of the Defence Information

Environment (DIE) together with the repair

parts and consumable items required over

the lifecycle of the item. Fleets will include

desktops, laptops, printers and scanners as

well as switches, routers and servers.

For further information please email:

[email protected]

The Inquiry Officer found that the gunshot

wound Corporal Hopkins sustained was fatal and

that no medical intervention would have saved

his life.

The Inquiry Officer made one recommendation;

that the appointment of a Commission of Inquiry

was not warranted. The Chief of the Defence

Force has accepted the recommendation. The

Minister for Defence has agreed with the report’s

recommendation and authorised the public release

of the report.

An unclassified version of the Inquiry Officer’s

report is available for download from www.

defence.gov.au/coi

enhancements for the AP-3C

The Defence Materiel Organisation (DMO)

and other key stakeholders have signed a

$31.1 million contract to provide a range of

enhancements to the AP-3C Orion aircraft and

associated ground support systems.

Greg Combet, Minister for Defence Personnel,

Materiel and Science said the contract will provide

a range of enhancements on the AP-3C Orion

aircraft including improved Electro-Optic/Infra-

red systems, Tactical Common Data Links, and

upgrades to ground-based support systems.

“The project will be delivered through the

P3 Accord, an alliance between Defence, BAE

Systems Australia and Australian Aerospace,” Mr

Combet said.

“The upgraded system, which will build

on earlier interim designs installed to support

operations in the Middle East Area of Operations,

will enter service in 2011, and will remain

operational until the AP-3C is withdrawn from

service.

“AP-3C Orion aircraft, which are operated

from RAAF Base Edinburgh, play a vital role in

Australia’s national and international maritime

patrol, reconnaissance and strike capability.

DNA testing of fallen at Fromelles to proceed

Full analysis and matching of DNA from

Australian and British World War

One soldiers discovered in France

will proceed.

The announcement follows

the successful conclusion of a

pilot study to evaluate if the DNA

present in the remains found at

the Fromelles site could be used to

identify our fallen soldiers.

The pilot study tested a cross

section of the Fromelles remains,

with samples being taken from the

teeth and bones of these remains.

Samples were also taken from

different parts of the burial sites.

“The delicate condition of the remains, the

soil surrounding them and high water table has

made the extraction of DNA difficult. Therefore

it is also important to note that the chance of

identification of each solider still remains low,”

Minister for Defence Personnel, Materiel and

Science Mr Greg Combet said.

More than 1300 descendants of Australian

soldiers who died in the Battle of Fromelles

with no known grave, have registered with the

Australian Army to offer their DNA to match with

the remains.

If people believe that they are relatives of a

soldier who died at the Battle of Fromelles, they

are encouraged to contact the Australian Army on

(free call) 1800 019 090 or visit www.army.gov.au/

fromelles to register their interest.

snIPsHot

ABOVe: An AP-3C Orion aircrarft



seCRetARy’s ColuMn

he success of any change process, particularly one

the scale, size and breadth of the strategic Reform Program, relies on strong and true underpinnings.

So in the past few months, the Strategic

Reform Program Streams have been working hard

to build enduring foundations that will support and

sustain deep and holistic change to every part of

Defence over the long term.

The 15 reform streams will take three to five

years to fully implement and deliver $20 billion

in savings in the next 10 years – $20 billion in

savings that will be reinvested in the organisation

and ADF of the future.

At the Reform Stream Governance

Committees’ inaugural meetings in June, senior

executives developed mandates that outline how

reform will be delivered in each stream in coming

years and who will do what, where and when.

Since then, the streams and governance

committees have been focusing on detailed

implementation planning in advance of rolling out

the first round of reform in the next six months.

Some of the streams are already starting to take

the first steps towards implementing reform. The

Information and Communications Technology (ICT)

stream is currently converting contractor positions to

civilian positions, which is a positive move.

Many of our contractors are there because

of the artificial caps on our civilian numbers,

which has been costing us between 15 to 30 per

cent more. Now, under new Government-agreed

arrangements, Defence can manage its military,

civilian and contractor mix in its own way, which

will not only deliver savings, but provide a far more

flexible and adaptive workforce.

The logistics stream is looking at proposals for

future storage and distribution. And other streams

are undertaking detailed analysis to work out their

priorities for reform, its order and where savings

will be delivered.

Improved planning is critical to the success of

Defence’s future as it ensures the Government’s

strategic direction is cascaded through the

organisation and ADF in a disciplined and

structured manner.

Improved planning will also give us a greater

understanding of our costs and financial risks so

we can better manage them.

Between White Papers, the Defence Planning

Guidance will become the Government’s premier

defence planning document. Within Defence, the

document will set strategic guidance for force

structure and capability development, corporate

planning, enterprise-level risk management and

resource planning and for the management of ADF

preparedness.

It will also set strategic guidance for specific

organisational strategies across Defence in areas

such as ICT, workforce, science and technology,

facilities and estate planning, logistics, support

services, intelligence capability, procurement,

sustainment and industry support.

We want to get the Strategic Reform Program

right – we have to get it right – for Defence and for

the security of the nation.

That’s why we’re investing so much time and

effort in the early stages of the Program. We’re

not leaving anything to chance, so we’re making

sure all our decisions are backed up by rigorous

analysis, costing and planning.

So once we start rolling out reform across

Defence, we’ll do it strategically and in a

coordinated and collaborative way to ensure

the organisation and ADF have the strong bones

necessary for a successful future.

Building the foundations for reform

Some of the streams are already starting to take the first steps towards implementing reform. The Information and Communications Technology (ICT) stream is currently converting contractor positions to civilian positions, which is a positive move

‘‘

’’

TMr stephen Merchant is the Acting secretary of Defence, until Dr Ian Watt joins the Department on 31 August 2009.


CHIeF oF tHe DeFenCe FoRCe’s ColuMn

ou would probably be aware from media reporting that I

recently hosted a roundtable discussion with journalists.

I wanted to provide them with a brief update on how we are

progressing in Afghanistan and inform them about civilian casualty incidents and allegations involving the ADF in Afghanistan during the past year. I wanted to strongly refute any suggestion that we are covering up allegations of this nature.

Firstly, some media commentary arising from

this roundtable discussion referred to a three-

to-five year timeframe that I mentioned during

some questioning. I want to stress to you that the

timeframe I referred to was the length of time I

currently estimate it will take to train the Afghan

National Army (ANA) so they can conduct complex

brigade-level operations. I was not referring to when

I expect the ADF to withdraw from Afghanistan

completely. Of course, that decision remains a

matter for Government. However, I also want it to

be clear that it remains difficult to put a timeline on

completing this training task as it is hard to predict

how quickly the ANA will develop capability.

That point aside, the main reason I invited

the journalists to a roundtable was to tell them

about the steps that the ADF is taking to mitigate

against civilian casualties in the field and to

review and improve our public release processes

regarding civilian casualty incidents. I want to

take this opportunity to also inform you of our

new procedures.

We have recently undertaken a thorough

review of our Rules of Engagement (ROE) for

Afghanistan, confirming that our ROE are being

applied appropriately. We have also reviewed our tactics, techniques and procedures in line with a tactical directive issued by the former Commander of the International Security Assistance Force (ISAF), General David McKiernan.

We now conduct operations in Oruzgan in partnership with the Afghan National Security Forces; entry into compounds of interest is now Afghan-led in the main; and our people understand the need for them to demonstrate respect for Afghans, their culture, customs and religion. Additionally, for those of you soon to deploy to Afghanistan, you should be aware that anyone in your Command teams, or those involved in the targeting cycle, will soon be required to attend ISAF’s counter-insurgency course as part of their training.

I also want to remind you that civilian casualty incidents are strategically important as the campaign in Afghanistan is largely about winning the hearts and minds of the Afghan population. The newly appointed ISAF Commander, General Stanley McChrystal, has taken a strong position on this issue and has decreed that more effort is required to mitigate against the loss of innocent life. In issuing new orders to ISAF troops, General McChrystal says that success will only come if we can separate the insurgents from the people. That means we need to work harder at protecting the Afghan people from the Taliban and conducting operations in a manner that wins their support.

Of course, the ADF supports this approach and in line with this further ISAF directive, I recently directed the Chief of Joint Operations, Lieutenant General Mark Evans, to conduct an internal review of ADF civilian casualty allegations and incidents over the past 12 months. I am confident that we have been forthcoming in reporting these civilian casualty matters to the Government and the people of Australia.

However, in order to ensure consistency in the future, Lieutenant General Evans is in the process of issuing an internal directive about the public release of information related to possible civilian casualty incidents. Under these new processes, all credible civilian casualty claims and incidents will be publicly reported. It is vital that in the event of an alleged or actual civilian casualty that there are transparent, consistent and robust processes in place.

I want you to be aware of our new procedures. Firstly, when a civilian casualty incident is confirmed or when a credible allegation is substantiated, Defence will issue a public statement. After the allegation or incident has been appropriately reviewed through internal and/or external mechanisms, the findings of these reviews will be publicly released.

It is my intent to continue to be as forthcoming with information about alleged and actual civilian casualty incidents as we can be.

Civilian casualty incidents in Afghanistan

Building the foundations for reform

Y It is vital that in the event of an alleged or actual civilian casualty that there are transparent, consistent and robust processes in place

‘‘’’


What is exercise Talisman saber 2009?

During the month of July, exercise Talisman saber saw united states and Australian troops take part in the biennial exercise to improve combat training, readiness and interoperability, across the spectrum of military operations from conventional conflict to peacekeeping and humanitarian assistance efforts. The exercise forms part of the Australia Defence Forces’ extensive training program to ensure preparedness or any future deployments and the continued readiness to protect and support Australia and its national interests and to ensure Australian and us military forces can work together efficiently and safely. By working with the us military forces, the exercise strengthens proactive and responsive strategies and enhances measures to defend Australia and its national interests.

exercise Talisman saber 2009 is conducted at designated ADF training facilities throughout Queensland, Northern Territory and within the Australian Maritime zones of Territorial sea and exclusive economic zone. Key sites include the shoalwater Bay Training Area (Central Queensland), Townsville Field Training Area, Delamere Range Facility (Northern Territory), Bradshaw Field Training Area (Northern Territory), Mount Bundey Training Area (Northern Territory), the air space over the northern part of the Northern Territory, port facilities in Queensland (Brisbane, Gladstone and Alma Ports); and designated marine areas within Coral, Timor and Arafura seas which are adjacent to International Waters.

eXeRCIse tAlIsMAn sABeR

RIGHT: An MH-53e sea stallion helicopter, assigned to the Air Combat element of the 31st Marine expeditionary unit, embarked aboard the forward-deployed amphibious assault ship uss essex (LHD 2), prepares to lift an M777 105-mm lightweight Howitzer as a part of exercise Talisman saber 2009. Photo: MC2 Mark R. Alvarez (U.S. Navy)

MAIN: After a four-hour flight out of RAAF Base Richmond to reach shoalwater Bay Training Area for a drop which only lasted 30 to 40 seconds, a soldier from the 3rd Battalion, The Royal Australian Regiment, carries his parachute pack off the drop zone. Photo: SGT Neil Ruskin

LeFT: 816 squadron's helicopter, Tiger 80 (an s-70B-2 seahawk), hovers off the port side of the flight deck to conduct a high air re-fuelling with HMAs Darwin. Photo: ABPH Morgana SalabertRIGHT: united states Air Force (usAF) HC-130P Hercules co-pilot, Captain Matthew stueck, checks a navigation chart on a training flight to shoalwater Bay. Photo: AC Philip Sharpe

BeLOW: soldiers from the 3rd Battalion, The Royal Australian

Regiment, parachute into the shoalwater Bay Training Area

during exercise Talisman saber 09. Photo: SGT Neil Ruskin


ABOVe: A young Rockhampton boy gets his face painted with camouflage cream

by soldiers at the exercise Talisman saber 2009 Open Day, where Australian

and united states personnel took time out from the exercise to say "g'day" to

the people of Rockhampton. Photo: Sergeant Neil Ruskin LeFT: A landing craft air

cushion prepares to enter the well deck of the amphibious transport dock ship

uss Denver (LPD 9) during a Talisman saber 2009 training exercise. Photo: MC3

Casey H. Kyhl (US Navy)

RIGHT: u.s. soldiers watch

as Gunner Raymond Wilkie gets a 'high top' haircut

during exercise Talisman saber

09. Photo: CPL Guy Young

Taken from the window of the

boom operator in the boom pod

of a C-17 from 15 Airlift Wing,

Hickam Air Force Base, Hawaii, at

24000ft refuelling with a KC-135

from 909th Air Refuelling squadron

Kadena Air Base, Okinawa.The

pair performed multiple air-to-air

refuelling missions a day during

exercise Talisman saber 09.

Photo: CPL Melina MancusoLeading Aircraftman Chris Hepworth from No. 321 expeditionary Combat

support squadron patrols with his Military Working Dog, Chita, around

the Ordnance Loading Area where No. 3 squadron has their F/A-18 Hornet

aircraft parked for exercise Talisman saber 2009. Photo: SGT William Guthrie

In the remote locality of Bradshaw station Airstrip, local Timber Creek children are excited and welcome the appearance of Lance Corporal Christopher Graf from RAAF Base Richmond as they are about to witness for the first time a united states Air Force (usAF) C-17 aircraft land at Bradshaw station Airstrip, 250km southwest of Katherine. Photo: CPL Melina Mancuso

united states Air Force (usAF) F-15 eagles lined up on the hardstand at RAAF Base Darwin. In the background are usAF KC-135 stratotankers, used to refuel other aircraft in-flight. Photo: Sgt Errol Jones


news

aving recently returned from an embedded media tour with the ADF in Afghanistan, sky News political editor David speers admits he is hooked on time outside the wire.

Speaking at Defence’s Joint Public Affairs Unit (1JPAU) in Canberra, David offered a journalist’s perspective to life on operations as well as a broader look at the media’s relationship with the ADF.

“It’s given me a much better understanding of the danger involved during even the most simple tasks,” David said.

“It was a unique insight into how the men and women of the ADF live and work in high-pressure environments and the many challenges they face.”

David joins a growing list of media industry guest speakers to visit the unit, including Four Corners journalist Chris Masters and the ABC’s senior cinematographer, Andrew Taylor.

Officer Commanding 1JPAU Major (MAJ) Brendan Maxwell said the guest speaker schedule helps to foster and build on existing relations with senior media industry figures.

“These sessions have been considered, informative and educational, generating robust narrative that has enabled greater insight into the respective demands of the external media and the ADFs only image-gathering unit,” MAJ Maxwell said.

With a camera, tripod and laptop in hand, David would spend all day filming and interviewing before retiring to his bunk to spend most of the night editing news stories for release to Sky News Australia the following day.

“I’d write and voice the script and then edit my material down into a three of four minute package,” David said.

With other journalists from major media organisations joining the tour, David explains the importance of broadcasting news as it happens, even if bunked down in a warzone.

“I had two newspaper journalists filing straight over the phone back to their news desks

so I needed to be ahead of them or my boss would probably question what it was I was doing over there.

“I think it’s worth understanding that the days of going on a trip like that where you film it, come back, edit and put it to air some weeks later are over.”

In his first experience outside the wire, David joined a patrol from the mentoring liaising team as well as members from the Afghan National Army during a house search operation. The experience is one he will never forget.

“We were able to go around into the houses and watch how they would interact with the homeowners, as well as getting a real sense of what these house searches were actually like,” David said.

“I don’t think people back in Australia had really seen what these searches involved, and also the danger involved.

“Before going into the house they’d secure the perimeter, you have guns out, you have suspicious people walking around – all of this makes for very interesting elements of the story.

Professionally, David said it was important to

see first hand what he had often commented on from the newsroom in Canberra.

“You get the ground-level perspective when you’re on operations with soldiers,” David said. “You’re eating the same food, in the same climate, and as a journalist, it gave me a nice reminder of the importance of getting out there and seeing and experiencing stories for yourself.”

David added that the type of footage gathered by news services like Sky on operations plays an important role in shaping more accurate public perception back in Australia.

“Searching houses, talking to locals, that sounds pretty safe and mundane, but when you see it in the flesh, you realise it isn’t safe at all – these guys are actually putting their life at risk by doing what they do.”

Future invited guests as part of the 1JPAU schedule include Senior 60 Minutes Producer Howard Sacre, Representatives from Tolo TV in Afghanistan, ABC’s Foreign Correspondant host and presenter Mark Corcoran, SBS’s Chief Political correspondant Karen Middleton, the Lowy Institute Program Director Anthony Bubalo and the ABC’s 7.30 Report host Kerry O’Brien.

sky-high reporter gives on-ground perspective

- Sky News political editor David Speers on his recent media tour to Afghanistan.

By Jack Foster

You get the ground-level perspective when you’re on operations with soldiers. You’re eating the same food, in the same climate, and as a journalist, it gave me a nice reminder of the importance of getting out there and seeing and experiencing stories for yourself

‘‘

’’

H



ustralia’s Hobart Class air warfare destroyers are a step closer following the signing of contracts for the construction of hull blocks. Once these ship sections are joined

together and their systems integrated, they will rank as some of the world’s most capable multi-purpose warships.

BAE Systems Australia and the FORGACS Group have won the blocks work, worth around $450 million. The construction in Williamstown, Victoria and Newcastle, New South Wales will create about 450 direct jobs along with many more through sub contractors and suppliers.

“The AWD Project has major work sub-contracted in three states and this demonstrates that the AWD Alliance is delivering on its commitment to distribute work to Australian industry,” Minister for Defence Science, Personnel and Materiel, Greg Combet said.

The AWD Alliance (the Defence Materiel Organisation, ASC – the Shipbuilder, and Raytheon Australia – the Combat System Systems Engineer) has recently signed several procurement contracts related to the AWDs’ Hobart Class Combat System and for shipbuilding work and supplies, totalling more than $50 million.

Among the more significant of these procurements are combat system contracts to provide a very short range surface capability, an electro-optical system and a number of contracts relating to valves and flanges for the project.

The AWD Alliance is transitioning from planning and decision-making to execution of the nation-building AWD Project with further procurements to be finalised over the coming months as the Alliance moves towards production.

Weapon and Combat systems The AWDs’ Hobart Class Combat System

will integrate the Aegis Weapon System with the latest in radar and missile technology.

The Combat System will include surface search radars, a new sonar and active/passive towed array, an electronic analysis and attack system, infra red and electro optical sensors networked through an array of data links and information exchange systems.

Building the ships The Spanish Navantia-designed AWDs are a

modified F100 destroyer class already in service with the Spanish Navy. They will be built using a modular construction method with hull blocks pre-fabricated then integrated to form completed ships.

ASC will build nine blocks and consolidate all 33 blocks for each ship at its new shipyard at Techport Australia, north of Adelaide. The shipyard is on track for completion towards the end of 2009. BAE Systems Australia and the FORGACS Group will build the remaining 24 blocks per ship.

The AWD Project is Australia’s largest defence procurement and is tracking on time and on budget. In South Australia there’s been considerable investment in people and facilities to build the ships. Additionally, fabrication shops constructing ship blocks will gear up in the next few months increasing the nation’s maritime workforce knowledge and skills.

People Workforce planners are focussing on the need

to have not only a fully competent crew for each ship, but also the shore staff to train and support the AWDs.

There are less than two posting cycles before the first AWD begins sea trials in 2014 and crew selection and training for the first of HMAS Hobart’s crew of 186 will start from 2011. The ships and their crews will be home ported in Sydney with some initial training in Adelaide and overseas and then in Sydney.

For further information: www.ausawd.com

Bronwyn Coles AWD Alliance Communications Officer P: +61 (0) 8 8165 7520 M: +61 (0) 434 313 043

Candice CootAWD Program OfficeP: +61 (0) 2 6266 0221M: +61 (0) 400 059 240

Air Warfare Destroyers –the next front By Bronwyn Coles

ABOVe: The proposed Hobart Class Air Warfare Destroyer.

A


news

Further information:

For project officers and key documents please contact:

For AITT Homepage: http://intranet.defence.gov.au/dmoweb/sites/AITT/comweb.asp?page=68806#AITT

For OHs asbestos eradication management:http://ohsc.defence.gov.au/Programs/Asbestos/default.htm

single point of accountability lies at the core of Defence’s asbestos inventory management program, making the complete inspection of more than

600,000 unique inventory items a challenging yet achievable task.

After an initial scoping study of 16 selected Defence sites earlier this year to determine the extent of asbestos containing material (ACM) across Defence’s inventory, a Defence Materiel Organisation (DMO)-led Asbestos Inventory Tiger Team was established to identify and remediate all ACM inventory items by December 2010.

Director General Defence Asset and Inventory Management, Ian Donoghue, said the appointment of Vice Chief of the Defence Force (VCDF), Lieutenant General (LTGEN) David Hurley, to lead the program was a critical first step in achieving whole-of-Defence results.

“A single point of accountability will drive any project and create a clear focus throughout the organisation,” Mr Donoghue said.

“Broadly, individuals are accountable for a whole range of things such as safety in the workplace, such as good financial governance, but where is the single point of accountability if things go wrong? That’s where the importance of VCDF’s leadership on this program comes in.”

With inventory housed in more than 1000 warehouses, stores and workshops across Australia dating back to the 1970s and 80s, Mr Donoghue likened the problem to a simple trip to the hardware store.

“What do you do when you need to change a washer at home? You go to the hardware store and buy a packet of washers,” Mr Donogue said.

“But they don’t come in packets of one; they come in packets of say, five. So you take the one out you need and you put the spares in a drawer for later use.

“We’ve had the same issue in Defence but we have got more than 30 years of this in every unit around Australia.”

Mr Donoghue said VCDF has now aligned what has historically been a siloed way of dealing with asbestos inventory management in Defence.

“Part of our problem before VCDF took the lead was that every Group had their own systems and processes in place and focussed on their own area when dealing with asbestos in their inventory,” Mr Donoghue said.

“But the question needed to be asked, who was looking at the issue from a comprehensive, whole-of-defence Defence viewpoint? This is what VCDF is now doing.”

LTGEN Hurley said it was widely known that inhalation of asbestos fibre could have serious health consequences, and has encouraged personnel to get ahead of the program and eradicate asbestos from the workplace.

“Don’t keep ACM in your bottom drawer just in case,” LTGEN Hurely said.

“They are a health risk for you and your colleagues. The safety and welfare of our people is of paramount importance.

“Defence has some formal exemptions because some uses were confirmed as mission-critical — but these exemptions expire at the end of 2010.

“For components that are exempt until December 2010, our people also need to use the correct personal protective equipment and the correct packaging and handling procedures.”

Starting with inspection of every Joint Logistics Unit (JLU) across the country, the tiger teams will follow the supply chain down to individual units. Items with ACM, including gaskets, seals and even peg-board, will be bagged and tagged for safe disposal by civilian contractors.

Tiger team Project Director Colonel (COL) Gary Potter emphasised that while his teams’ main responsibility would be identifying and bagging and tagging ACM from the inventory, they would also provide advice and educate unit personnel on ACM hazards.

“This is not an audit,” COL Potter said. “We’re not walking in with a clip board to assess a unit’s hazard compliance. The AITT project is a free service that will identify and physically collect ACM within your commands.”

tiger team to tackle asbestos inventoryBy Jack Foster

ARIGHT: An example of asbestos containing material that has been bagged and tagged for removal by Defence contractors.



avy’s organisational culture change program, New Generation Navy (NGN), has celebrated another major milestone, with descriptors released for

Navy’s new signature Behaviours.

Released in April this year following extensive consultation with more than 500 Navy personnel of all ranks, the 10 signature behaviours aim to define Navy’s desired culture.

Program Director Navy Transformation, Commodore (CDRE) Richard Menhinick said the descriptors that align with the Signature Behaviours now clearly articulate what is expected of all Navy personnel.

“The Signature Behaviours have been created so that they apply any time and anywhere,” CDRE Menhinick said.

The intent is that Navy personnel – at all levels – should willingly act in accordance with the new Signature Behaviours, and that Navy leaders will lead by example by displaying the behaviours themselves.

“The signature behaviours should be used to inform each and every decision we make – if it doesn’t fit the Signature Behaviours don’t do it, or change course so it does,” CDRE Menhinick said.

“For example, Signature Behaviour 8 is about professionalism by strengthening relationships across and beyond Navy. This means we need to work together with other defence agencies to identify and achieve common purposes and objectives. It is also about building an inclusive culture.

“Regardless of where you work in Defence, Navy wants to deliver on its promises both to ourselves and to you, and do it well.”

The process doesn’t stop with simply creating and defining the Signature Behaviours, the next stage will include a series of workshops to educate all Navy personnel on how the signature behaviours will become a feature of Navy’s culture, and how

Navy’s people are the primary drivers for change.

In addition, a new booklet is being produced

to provide greater detail about the values and the

signature behaviours.

For more information about the signature

behaviours, and their descriptors, go to the New

Generation Navy Intranet site at: http://intranet.

defence.gov.au/navyweb/sites/NGN/

navy signs on signature Behaviours By Annabelle Haywood

NPeople

Respect the contribution of every individual

• Recognisethevalueofeachperson’scontribution to Navy

• Berespectfulofrole,experience and background

• Valuediversity

Promote the wellbeing and development of all Navy people

• DevelopNavypeopletotheirfullpotential• Knowandcareforpeople• Keeppeopleatthecoreofalldecisions• Buildtheteam–provideguidanceand

challenge their abilities

Communicate well and regularly

• Keepyourteaminformed• Beclear,consistent,timelyandaccurate• Engagethoughtfullyandcheckfor

understanding• Expressandreceivefeedbackgraciously

Performance

Challenge and innovate• Challenge,questionandbeopentochange• Generatenewideas• Supportcreativesolutions

Be cost conscious

• Understandthecostimplicationsofthedecisions you make

• Findsolutionsthatareenduring,efficientand add value

• Useitlikeyouownit

Fix problems, take action

• Seekandacceptresponsibility• Takeownershipofwhatyousayyouwilldo• Turnyourideasintoactions• Beapartofaneffectivesolution

Drive decision making down

• Makesound,timelydecisionsbasedonprinciples not just rules

• Drivedecisionstotheappropriatelevel• Trustandsupportpeopletomakegood

decisions

Professionalism

strengthen relationships across and beyond Navy

• Worktogethertoidentifyandachievecommon purposes and objectives

• Buildinclusivepartnerships• DeliveronNavy’spromises,anddoitwell

Be the best I can• Striveforprofessionalexcellence• Knowyourselfandseekself-improvement• Maintainyourpersonalwellbeing

Make Navy proud, make Australia proud

• Leadbyexample• ValueNavy’sidentityandreputation• LiveNavy’svalues


CoVeR stoRy

ess than one hour after being sworn in as the 52nd Minister for Defence on 9 June, senator John Faulkner was whisked on

to a plane bound for europe to meet regional Defence

ministers and also engage in bilateral talks regarding Australia’s future in Afghanistan.

Three days later, Senator Faulkner met Australian troops in Tarin Kowt.

After launching the Defence Capability Plan in Adelaide, he took the opportunity to visit RAAF Base Edinburgh and look inside a P3 Orion for the first time.

Senator Faulkner has also visited Australian troops in the Solomon Islands, farewelled troops bound for Afghanistan, toured Fleet Base East in Sydney before dropping in on Exercise Talisman Saber in Queensland. Closer to home, the Minister has been given a tour through the HQJOC facility near Bungendore.

He has hit the ground running, however Senator Faulkner would prefer to think of his baptism to the Defence domain as a learning curve rather than the vertical line that some envisage the portfolio.

“Defence is a very large and complex portfolio and I think I have some entry level experience that other ministers might not have,” Senator Faulkner told Defence Magazine.

“I want to try and learn more, see more, about what our personnel are doing and I hope that I have sent a pretty strong signal about that in the early period in the portfolio, but I can assure you that I intend to keep that up.”

Having served as Minister for Defence, Science and Personnel in the Keating Government in 1993, Senator Faulkner moved through the ranks before presiding as Leader of the Opposition in the Senate from 1996 to 2004, where he often held the Defence department to account at Senate Estimates hearings.

However, Senator Faulkner has a very clear perspective on Defence that hasn’t changed just because he now sits on the other side of the table.

“The senate committee system is the best accountability mechanism that the Australian parliament has – in fact I think that even beyond that, it is the best accountability mechanism that any Australian parliament has.

“There are many occasions where someone may have thought about cutting a corner or doing something in a way that might be difficult to

explain at the estimates table, so it is a good thing for all of us – it doesn’t matter whether we are in Government or Opposition,” Senator Faulkner said.

That level of transparency is also something Senator Faulkner is acutely aware of regarding his and the Department’s commitment to the Strategic Reform Program (SRP).

“What has struck me as I have become Defence Minister is the level of commitment within Defence to the SRP.

“There are different approaches that can be taken as to how the very significant amounts of public money are best focussed on achieving the strategic challenges of the 21st century.

“I think the SRP is an important objective and a realistic objective and one of my main tasks is its implementation.”

In his speech titled Governance and Defence – Some Early Impressions to the Australian New Zealand School of Government in Sydney on 13 August, Senator Faulkner made some very clear remarks about the complexities of Defence and the multiple demands it places on government.

“It is a challenge which I share with the Department, the DMO, the ADF and all of the agencies comprising this portfolio – the challenge of developing and implementing arrangements

senator hits the ground running in Defence domainBy Michael Weaver

L



that will ensure Defence performs the tasks that Government sets, to the standard it expects; and conforms to all relevant laws, regulations, standards and community expectations.

“Balancing these needs can only be achieved by paying careful attention to the principles of good public sector governance,” Senator Faulkner said during his speech.

The Minister also emphasised that Defence deals with long-term issues, which don’t lend themselves readily to short-term solutions.

“It is a singular, perhaps unique problem Defence faces, that planning has to occur so far in advance. This creates long-term consequences that are not easy to resolve,” Senator Faulkner said.

“Successful governance, in any organisation, takes continual effort and great conscientiousness. The principles of good governance may be straightforward, but the practice can be difficult and complex. And, when it works, it’s invisible.

“Failures of governance, in contrast, are highly visible. In the Defence portfolio, they can also be extremely expensive, not only in terms of millions or billions of dollars – but more importantly, in lives.

“I have had the good fortune to come into this portfolio at a time when all the hard work of the White Paper, the Pappas and Mortimer reviews and the companion reviews, has been completed. And

I pay tribute to my predecessor, Joel Fitzgibbon, and to Nick Warner and Angus Houston, for their strong leadership in this regard. I have inherited a comprehensive reform agenda and a department and defence force committed to its implementation.

“I am determined to capitalise on their good work and good will.

“But I am very confident that, as a result of all the good work that has been done, as a result of the commitment, hard work and resolve I have already seen in Defence across the board and at every level in just a few short months, we have the appropriate governance framework to meet these challenges and to strive for the very highest standards of governance in Defence.”

Having now put his high expectations of Defence firmly on the table, Senator Faulkner is completely cognisant of the job at hand, while categorically vowing to maintain all the standards required for equipping and sustaining the men and women of the ADF into the future.

“Yes, I have I have high expectations; yes, I have absolute confidence that those expectations will be met; and yes, I think the ADF is entitled to have high expectations of me and more broadly in the rest of Defence. I certainly hope that I am able to meet those expectations.”

Turning advice into action:

In 2008, the Ministers and Parliamentary Secretaries received 8944 pieces of correspondence and asked for 1886 pieces of advice from the Department. Between them, they received 3959 briefs for action and 3041 briefs for advice, 112 cabinet briefs and 3542 ministerial representations.

Over the next year, the Minister for Defence is expecting to take 30 submissions on major capability projects to the National Security Committee of the Cabinet.

Achievements and plans for governance reform include:

■ ExternaloversightoftheDepartmentisimproving, including through establishment of theDefenceStrategicReformAdvisoryBoard

■ In its response to the Mortimer review, theGovernmentisimprovingitscapabilitydevelopment and procurement processes

■ Through the White Paper we have achieved a better alignment between government strategic planning and Defence capability developments

■ TheGovernmenthasfullyfundedForce2030,although there will be challenges in matching year-by-year expenditure exactly to the agreed profile

■ Defence will invest approximately $30bn over the next decade to remediate the Defence backbone and provide funding to critical areas such as ICT

■ Defence is implementing reform that will impose commercial discipline on Defence procurement and sustainment as well as making the Defence Materiel Organisation more business-like. A range of human resource management powers havebeendelegatedtotheCEODMOandflexible salary arrangements will be used to attract the right staff, and

■ ImprovingthewayDefencehandlesFOIrequests.

Gratitude to Nick Warner

TheGovernmentextendsitssinceregratitudetoNickWarner for his work as Secretary of the Department of Defence.

After three years at Defence, the Prime Minister announced on 13 August that Mr Warner is to be appointedDirector-GeneraloftheAustralianSecretIntelligence Service (ASIS).

“Mr Warner has been a driving force behind the Government’sreformprograminDefence,particularlyin addressing what he as described as its ‘broken backbone’,”MinisterforDefenceSenatorJohnFaulknersaid.

“He has also been vitally involved in policy relating toourmissionsinAfghanistan,EastTimorandIraq. I thank him for his outstanding service.

“TheSecretaryoftheDepartmentofFinanceandDeregulation, Dr Ian Watt, will be appointed the new Secretary of the Defence Department. I am looking forward to working closely with him as the GovernmentcontinuestoimplementitsDefencereformprogram.”


DeFenCe AuDIt AnD RIsK CoMMIttee

he need for Defence to better understand and

reduce the risks it faces every day is necessary for continued organisational success and reputation, and a re-focused

Defence Audit and Risk Committee (DARC) is on the task.

Previously known as the Defence Audit Committee, the re-naming of the committee is a reflection of the increased emphasis on the importance of risk management, said the committee’s chair, Mr Paul Rizzo.

“The Secretary and CDF recognised the need to build enterprise risk management practices and they could see the value of having a committee that had the capability to advise on the appropriate limits to Defence’s risk exposure,” Mr Rizzo said.

Pressures such as climate change, the global financial crisis, and a spate of high profile corporate failures have increased the level of scrutiny of organisations. This increased level of scrutiny has resulted in the DARC being given a wide scope to enable it to look across the whole span of the organisation.

“We don’t just review the preparation of Defence’s financial statements and oversee internal audit activities any more,” Mr Rizzo said.

“We look right across the organisation at the full range of strategies, policies and processes needed to manage major risks and meet Defence governance obligations.”

With the members of the committee coming from a range of public and private sector

backgrounds, they are able to provide independent and expert advice on all aspects of governance.

“Even though the committee is independent from the management chain, the DARC has a very strong channel of communication with the Secretary and Senior Leadership Group that allows the Committee to raise issues at a senior level and follow through on proposed remediation plans,” Mr Rizzo said.

When the 2009 priorities for the Committee were outlined, Mr Rizzo stated the importance of improving the reach of the Committee within Defence and the value in inviting more managers and risk owners to the Committee.

There are big plans on the horizon this year for the committee including:

■ Continued monitoring of the risk framework in place and how it is evolving to more sharply define risk appetite metrics and trade-offs

■ establishing an inventory of Defence compliance obligations and mitigation strategies

■ monitoring the impact of the Strategic Reform Program on Defence's risk profile

■ more closely integrating the internal audit program with the Strategic Reform Program

■ ensuring the financial statements are on track■ remediation the internal controls framework■ understanding the impact of the Mortimer

Review on the Defence –DMO relationship and how this might affect the interface between the DARC and the DMO Materiel Audit and Risk Committee, and

■ monitoring the strategy for ICT and major Management Information Systems.

“We already have several initiatives in place

to improve the interaction with senior management

and to identify issues, risk and strategies where

the DARC can assist,” Mr Rizzo said.

“These include regular meetings with the

Secretary and CDF, reporting on risk and control

issues to the senior leadership team and the

establishment of a dedicated advisory and support

team service led by the Acting Deputy Secretary

Strategy, Mr Peter Jennings.”

Want to know more:

The DARC secretariat provide a comprehensive advisory and support function to assist the Committee in shaping its work program and facilitating effective engagement between the DARC and the senior leadership of Defence. The secretariat staff may be contacted by any Group or Service which requires assistance from the DARC in its areas of expertise.More information on the DARC can be found on the Defence Intranet at: http://intranet.defence.gov.au/sencom/dac/default.htm

T

DARC shines the light on risk reductionBy Leila Daniels

ABOVe: The Defence Audit and Risk Committee: Mr John Brown, Vice Chief of Defence Force Lieutenant General David Hurley, Mr Alan Beckett; (front) Mr stephen Merchant and Mr Paul Rizzo (Chair). Photo: Bryan Doherty


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

he crucial role that auditors play in supporting

effective governance has been recognised and supported with the creation of a new Chief Audit executive (CAe) function.

Former Macquarie Bank executive, Geoff Brown has been appointed to the new position which will see the CAE assume responsibility for the internal audit function, which previously rested with the Inspector General.

The CAE will be supported by the team in Audit Division – whose work, said Acting Assistant Secretary Management Audit, David Anderson, cannot be underestimated.

“We assist the whole of Defence in improving its organisational performance through the delivery of an independent and objective review and advisory service,” Mr Anderson said.

“We assure the Secretary, Chief of the Defence Force (CDF) and the Chief Executive Officer of the Defence Materiel Organisation (DMO) that the financial and operational controls designed to manage the organisation’s risks are operating efficiently, effectively and ethically.”

The Audit Division is spread around Australia with a significant presence in Melbourne and Brisbane and four Canberra-based directorates, two of which include specialist areas focusing on financial compliance and controls, and information technology.

“The majority of audit work that is carried out is focussed on performance audits with a smaller number of compliance audits,” Mr Anderson said.

The Audit Work Program (AWP) for 2009-2010 outlines the proposed performance and assurance internal audit coverage for this financial year across Defence.

To decide what needs to be audited, Audit Division analyses the risk categories identified in the Defence Enterprise Risk Management (ERM) Plan determines the priority areas.

“The 2009-2010 AWP was developed using the 10 enterprise risk categories and 18 key result areas that were agreed by the Defence Committee,” Mr Anderson said.

“The Service Chiefs, Group Heads and the CEO DMO were consulted during the development of the AWP to identify strategic level areas and

issues of concern, and to define auditable topics.“Some of the diverse areas we audited as

part of the 2008-2009 AWP include operational contracts in the Middle East and Afghanistan areas of operation, the System of Defence Instructions, and inventory stocktaking processes.

“And, as part of the 2009-2010 AWP we are auditing the processes and controls around such diverse topics as land disposals, intellectual property management, the eradication of asbestos, governance in the ADF Cadets and the management of private weapons,” Mr Anderson said.

In addition to this extensive audit work, the Audit Division also conducts management-initiated reviews and forensic investigative tasks.

ANAO and Audit Division – an integral relationship

The Audit Division plays a key role in helping the Australian National Audit Office (ANAO) with is audit activity.

The ANAO is responsible for undertaking audits of the financial statements and the performance of Australian Government agencies and entities, and it is the Audit Division that coordinates all ANAO activity.

An Audit Division Shadow Auditor is also assigned to each ANAO audit to help Groups to identify key project issues and risks and to facilitate communication. The Shadow Auditor also ensures there is a positive working informed of any issues or problems that may arise.

Audit Division’s key services to clients

Audit Division assists managers and commanders by:■ providing assurance on effectiveness and efficiency of systems of internal control helping to

improve the performance of their organisation through the provision of recommendations arising out of control and operational deficiencies identified during the audit process

■ supporting and assisting management in the development and implementation of risk management methodologies across their operations, and

■ helping to minimise risk of fraud through the identification of controls weaknesses.

TAudit Division to probe good governance By Leila Daniels


eoff Brown is a man on a mission, and as Defence’s new Chief Audit executive he is looking forward to the challenges that the newly-created position will present.

His Campbell Park Office is a long way from the frantic pace of Abu Dhabi, Jakarta or Singapore where he has worked in the past, however Mr Brown is confident that his extensive experience in senior management, accounting and internal audit roles in the private sector has prepared him well for his time at Defence.

“I have been in the role for more than a month now and have been pleasantly surprised with the quality of people in my team, their professionalism and their work ethic,” Mr Brown said.

“My objective is to have Audit Division viewed as a partner to management, and be seen as a first point of contact for advice and support in the development and implementation of internal control and risk management systems - both across the organisation and down through the Services and Groups.”

Mr Brown said he sees no difference in the range of opportunities in Defence to improve control awareness and process improvement, to those in the private sector.

“It is important that audit become a driver of risk management through the organisation and I see my role as assisting people to understand this,” Mr Brown said.

And Mr Brown can see big opportunities for Defence to develop in several key areas.

“When I first arrived the big thing I noticed was that accountabilities are often not clearly defined - a person is in a role but it’s fuzzy where his or her responsibilities stop and someone else’s start,” Mr Brown said.

“This is not the case in the business environment where most large organisations have clearly defined limits of authority and position responsibilities that

link to the authority limits, as well as key performance indicators that are closely aligned to the organisations strategic and tactical goals.

“There are opportunities to improve business practices here in Defence, particularly in the area of defining accountabilities, but this will require a change in behaviour from people – they will need to accept more responsibilities and accountability for their actions.”

For Mr Brown, focusing his attention on operational activities and the inherent risks that are involved is very important.

“At the end of the day my understanding of this business, Defence, is that it is about deployment,” Mr Brown said.

“This whole structure exists to support the deployment of people and equipment - to make sure that the right people go to the right place with the right equipment being operationally ready – we are driven by that objective.”

Mr Brown admits that for many, audit is seen as boring and sitting outside the real business. But he has big plans to change both the role of Audit Division and the way the Division is viewed across Defence.

“I want Audit Division to be seen by all Groups as the knowledge centre for risk management and internal control process improvement as well as for managers and staff within Defence to view it as the place to come to accelerate your career.

“I want the brightest thinkers to come and be part of our team. Audit touches all parts of the organisation, and there is really no limit to what we can look at – no one else in the organisation has that scope or what I prefer to call, opportunity.”

While reporting directly to the Secretary, Mr Brown will work closely with the Chief Finance Officer, Deputy Secretary Strategic Reform and Governance, and the Defence Audit and Risk Committee to ensure that Defence complies with its operational, financial and governance obligations and that it understands and manages its risks.

Mr Brown’s audit missionBy Leila Daniels

CHIeF AuDIt eXeCutIVe

G

- Defence’s Chief Audit Executive

Mr Geoff Brown.

There are opportunities to improve business practices here in Defence, particularly in the area of defining accountabilities, but this will require a change in behaviour from people – they will need to accept more responsibilities and accountability for their actions’’

‘‘



lmost everything in the current Defence inventory and the future Capability Plan that flies, drives, floats or walks produces and/or consumes geospatial data. And with about 85 per cent of

the projects currently going through the Defence acquisition process having a geospatial component, the Defence Imagery and Geospatial Organisation (DIGO) is poised for the challenge ahead.

Before September 2007 Defence did not have a single authority exercising capability management, oversight and coordination of geospatial information.

On 4 September 2007 Deputy Secretary Intelligence and Security, Mr Stephen Merchant, assumed responsibility for the role of Coordinating Capability Manager for Geospatial Information and delegated the day-to-day responsibility for the function to Director DIGO, Mr Clive Lines.

Mr Lines said the challenge for DIGO is to ensure that Capability Managers and Project Managers consider geospatial issues early in the capability development process.

“Effective governance is key to meeting this challenge,” Mr Lines said.

“Effective governance is about working collaboratively across organisational boundaries to develop and deliver an enterprise level geospatial capability that meets the needs of the warfighter.

“The requirement for geospatial agencies to provide geospatial support will continue to grow exponentially while resources to deliver that support will remain stable.

“Good governance is not about control for control’s sake; it is about delivering capability across multiple Defence Groups in the most effective and efficient way possible.”

Streamlined and clear governance structures

are necessary in order to maintain accountability to government. DIGO has recognised that the Strategic Reform Program (SRP) calls for a reality check about what geospatial governance arrangements are really needed and whether the current governance structure in place is delivering value for money and effectiveness.

As part of the Coordinating Capability Manager role DIGO, along with the other Defence Geospatial agencies, is now reviewing governance arrangements for geospatial information.

“As a first step we are determining exactly what we want those governance arrangements to deliver,” Mr Lines said.

“Governance in the geospatial information and SRP context is about gaining enterprise-level agreement on geospatial requirements so that we can guarantee product availability.

“It is about ensuring that projects that have a geospatial element actually deliver what is required by the user.

“It is about gaining agreement on open standard architectures which will improve operational effectiveness and allow for modularity so that Defence can benefit from technological developments in quick time.

“It is about agreed data and software standards to ensure interoperability, successful data sharing and data manipulation.

“And it is about an agreed set of common tools which will drive down support and training costs.”

Mr Lines said Geospatial governance must deliver common data acquisition processes to ensure that Defence is making best use of public money by avoiding duplication and by reducing data and software licensing costs.

“It must be about working with all areas of Defence on reducing both the acquisition and sustainment costs for geospatial support by reaching an agreement to remove as many overheads as possible,” Mr Lines said.

“We also need to consider Defence’s geospatial sustainability requirements and what geospatial

data and tools are required to achieve a sustained Defence capability out to 2030 and beyond.

"But most importantly for the Coordinating Capability Manager of Geospatial Information, effective governance is about working collaboratively across organisational boundaries to develop and deliver an enterprise level geospatial capability that meets the needs of the warfighter," said Mr Lines.

DeFenCe IMAgeRy & geosPAtIAl oRgAnIsAtIon

geospatial governance -delivering capability and efficiencyBy Helen Owens

- Director Defence Imagery

and Geospatial Organisation,

Mr Clive Lines.

Good governance is not about control for control’s sake; it is about delivering capability across multiple Defence Groups in the most effective and efficient way possible

’’

‘‘

A


CAPABIlIty DeVeloPMent gRouP

hief of Capability Development Vice Admiral (VADM) Matt Tripovich deliberately talks in thousands of millions when explaining the work program

in the new Public Defence Capability Plan 2009.

“It takes just a second or two longer but

that’s enough for people to realise that we really

are talking about a very significant slice of the

Government’s expenditure over the coming

decade,” VADM Tripovich said.

“We need to think very carefully about how

we manage that responsibility.”

With the release of the Public DCP 2009,

the 350 military and civilian staff in Capability

Development Group will begin preparing

compelling business cases for Government to

consider regarding about $60 000 million in

acquisition projects over the next decade.

Key decisions are due to be made in the early

part of the decade about new combat aircraft,

upgrades for the C130J transport fleet, new

artillery and vehicles for the Army, enhancements

to the Nulka missile decoy system for our ships and

a range of high technology joint systems.

With 17 projects due for second pass

consideration in the next two years and another 30

for first pass, plus a lot of parallel work for the rest

of the DCP, the Group’s workload is rising fast.

“There are 48 new projects and phases in the

Public DCP 2009,” VADM Tripovich said.

“There have also been adjustments to the

timing of around 60 projects to better reflect

the schedule that we will need for things to be

delivered on the way to Force 2030.

“The cost bands of around 30 projects have

also been adjusted to better reflect the likely

investment that we’ll have to make to deliver the

force we need.”

VADM Tripovich said there is significant body

of work for the Defence Materiel Organisation

(DMO, the Defence Science and Technology

Organisation (DSTO), Defence Support Group

(DSG), the Services and industry, as well as CDG.

“All of us will be involved in developing or

responding to an increased number of requests

for information, proposals or tenders in the next

couple of years and everyone will need to move

quickly so we can get new capabilities into the

hands of the war fighter in the time required,”

VADM Tripovich.

“The Public DCP 2009 is just the opening

statement of a long conversation that we need

to have with Government, central agencies, the

Capability Managers, DMO, DSTO, DSG and

industry so we can together understand what is

required for us to deliver Force 2030.

“It’s all got to line up and that makes for some

very challenging and exciting work. But the men

and women of the ADF deserve the best that we

can deliver and we shouldn’t lose sight of that.”

The DCP is available in hard copy, and as a

single PDF file and a HTML web document. The

most effective way to access the document is via

the following Internet link which will take you to

the web-based version and you can drill down

to the capabilities to be delivered in individual

projects and phases: http://www.defence.gov.au/

dmo/id/dcp/html/index.html

thousands of millions to deliver Force 2030 By Mike Lawson

C

All of us will be involved in developing or responding to an increased number of requests for information, proposals or tenders in the next couple of years and everyone will need to move quickly so we can get new capabilities into the hands of the war fighter in the time required

‘‘

’’- Chief Capability Development Group Vice

Admiral Matt Tripovich.


he 2009 Defence + Industry Conference and Trade

exhibition was one of the biggest and best yet, as more than 2,300 delegates packed into the Adelaide Convention

Centre for two days to hear Defence and industry leaders outline their visions for Defence’s acquisition and sustainment strategies.

At the plenary session on 1 July, all eyes

were on new Defence Minister, Senator the

Hon. John Faulkner as he launched the Defence

Capability Plan 2009 and detailed the Australian

Government’s defence priorities as it moves into

a new decade of strategic engagement with

emerging powers across the region and the globe.

“The Government will consider how the DCP

can be enhanced as a tool for industry, in the

context of the new approach involving five yearly

White Papers,” Senator Faulkner said.

Minister Faulkner’s strategic overview was

followed with in-depth presentations from a host of

defence leaders including the Minister for Defence

Personnel, Materiel and Science, Mr Greg Combet,

Vice Admiral Matt Tripovich and the Defence

Materiel Organisation’s CEO Dr Stephen Gumley.

Other key note speakers included Professor

Kim Beazley, PMC’s Deputy National Security

Adviser, Mr Angus Campbell and Chief of Defence

Materiel UK, General Sir Kevin O’Donoghue.

Split across three different streams, the

second conference session on 2 July featured

dozens of expert and specialist speakers who

provided updates on major initiatives in the

aerospace, land, electronic systems and explosive

ordnance, and maritime platforms.

A key element of the 2009 D+I was the

trade Exhibition. More than 300 leading defence

contractors and industry partners were on hand

to demonstrate their products and innovations

at the trade exhibition. Companies came from

across Australia and overseas to take part in the

exhibition, while thousands of conference delegates

and visitors from South Australia’s thriving defence

industry streamed through to experience the latest

in defence technology and innovation.

To top off a huge program of speakers,

exhibits and events, delegates also had the chance

to mix with speakers and leaders from across the

sector at the conference dinner featuring a keynote

address from Future Fund Chairman David Murray.

Mr Murray spoke of the challenges of the

global financial crisis, its impact on ensuring

prudent expenditure through the Government’s

reform objectives of supporting jobs and growth in

our economy, and the critical need for leadership

from both within Government and industry—an

important message that all delegates took home

from D+I.

The next biennial D+I is scheduled for 2011.

D+I 09 investing in Defence capability By Lara de Masson

T

DeFenCe MAteRIel oRgAnIsAtIon

RIGHT: Minister for Defence senator John Faulkner discusses the capabilaties of the F-35 Lightning 11 with Mr Peter Nicholson and Ms Christine zeitz from BAe systems. ABOVe: Defence Minister senator John Faulkner addresses the audience at the 2009 Defence and Industry Conference and Trade exhibition at the Adelaide Convention Centre. Photos: LAC Vasilis Solomou


goVeRnAnCe

uch has already been said about Defence’s strategic Reform Program (sRP), however one of the key people tasked

with its implementation across the Department believes there is a particular outlook that we all need to adopt in such an important reform program.

“I am approaching thinking about the SRP with the central theme of ‘we can if’, rather than adopting a default position of ‘we can’t because’ ” Deputy Head of Strategic Reform and Governance, Rear Admiral Ray Griggs said.

This action orientated approach is one we all need to adopt according to RADM Griggs, who heads up the SRP Program Management Office for Deputy Secretary Strategic Reform and Governance, Dr Margot McCarthy. The SRP PMO takes an enterprise wide look at the SRP to ensure the reforms are integrated, maintain the delivery of capability and realise the agreed $20 billion of savings over the next decade so that Government can reinvest them to deliver and sustain the capability goals of Force 2030 outlined in the 2009 Defence White Paper.

So, how will it all work?Each of the 15 reform streams is headed

by an SES Band Three or Three-Star officer who is responsible for developing and executing the reforms. Within a stream, a SES Band Three or Three-Star level committee provides oversight,

strategic level guidance and where necessary, solve particular stream issues. Subordinate committees will provide working level coordination and implementation of the reform process.

A stream mandate has also been developed for each of the 15 reform streams, which clearly articulates the responsibilities and scope of the stream committees. The mandate also records the decision making and capture processes which are a key aspect of the governance of each stream and the overall SRP.

“The success of reform relies on effective integration, coordination and oversight of the SRP at the portfolio level and strong participation and accountability on the part of Group Heads, Service Chiefs and CEO DMO,” RADM Griggs said.

“Effective collaboration is critical, as no one senior leader owns all the necessary levers to make the SRP work.”

A further level of governance has also been established to provide advice on how the SRP reforms should be implemented as intended by Government. This advisory board will be known as the Defence Strategic Reform Advisory Board and will comprise an appropriate balance of public and non-government / private sector members, chaired by an independent professional external to Government who will report to the Minister for Defence quarterly.

Effective oversight, integration and coordination of the SRP will be led by the newly-established Strategic Reform and Governance Executive (SRGE), headed by Deputy Secretary Dr Margot McCarthy.

The SRGE team of 20 has responsibility for program design, implementation planning,

communication and the provision of independent advice on progress in achieving SRP savings and underpinning reforms. SRGE will also scrutinise and provide independent advice on investment in reform initiatives, for which around $2.4 billion has been provisioned during the next decade.

SRGE also provides the crucial secretariat function for the Defence Strategic Reform Advisory Board and the Defence Committee.

All of this, says RADM Griggs, are the mechanisms for the ‘we can if’ mantra that is needed to get the SRP right.

He said that the last major reform, known as the Defence Reform Program (DRP) that commenced in 1997 and was brought to a close in mid-2000, Defence was able to reinvest $1.137 billion over three years into the ADF’s operational capabilities.

“We have used the lessons of the DRP in designing the SRP. The establishment of a small central oversight team, thoroughly planning the implementation and the willingness to invest in the reforms that will lead to savings are all examples of the differences between the two programs,” RADM Griggs said.

“While some people may feel they are yet to see anything happening with SRP, the importance of properly planning the implementation phase of a program of this scale is critical. We are, to use military parlance, effectively developing a campaign plan for a decade of reform. There is an enormous amount of work being done across all 15 streams.

“The success of strategic reform comes down to the people of Defence. We are all responsible for making sustainable improvements to the way

strategic Reform Program:"we can IF…"By Michael Weaver

M


strategic Reform Program:"we can IF…"

we do business and using our initiative to find better ways to achieve results. The skills and commitment of everyone, at every level, will be important in achieving this reform, there has never been a better time to say ‘we can if….’.”

The sRP comprises a comprehensive set of reforms designed to:

■ Improve Defence accountability arrangements by providing greater visibility of how Defence manages its annual budget of nearly $26 billion to the Government and Australian taxpayer

■ Improve Defence planning by strengthening the link between strategic planning the development of military capabilities, better controlling the cost of military preparedness, and tightening governance and systems to ensure that Defence accurately forecasts and manages its major acquisitions

■ Enhance productivity in Defence by implementing smarter, tighter and more cost effective business processes and practices that will make sustainment and support management more efficient; improve cost effectiveness for military capability and procurement processes; and create the basis for a more efficient Defence footprint

The 15 streams of the strategic Reform Program are:

■ Capability development

■ The Defence Estate

■ Information and communications technology

■ Intelligence

■ Smart maintenance

■ Inventory

■ Procurement and sustainment

■ Logistics

■ Non-equipment procurement

■ Preparedness, personnel and operating costs

■ Reserves

■ Science and technology

■ Output-focussed budget model

■ Strategic planning

■ Workforce and shared services

- Deputy Head of Strategic Reform and Governance, Rear Admiral Ray Griggs

The skills and commitment of everyone, at every level, will be important in achieving this reform, there has never been a better time to say ‘we can if…

‘‘

’’


Photo: POPH Ollie Garside


FAIRness AnD ResolutIon BRAnCH

upervisors must act on all unacceptable behaviour and everyone in Defence must report incidents that are beyond their ability or authority to manage under the

revised Defence Instruction (General) Personnel 35-3 – Management and Reporting of Unacceptable Behaviour.

The revised instruction, which was driven by

a range of internal and external enquiries, now

clearly defines what unacceptable behaviour is

and who is responsible for what. It also prohibits

trainee and staff relationships at Australian

Defence Force training facilities.

“Until now the role of supervisors in the

management of unacceptable behaviour hasn’t

been specified,” Acting Director General Fairness

and Resolution Branch, Peter Sullivan said.

“That meant any incident of unacceptable

behaviour, no matter how serious, was referred to

the commander or manager. This disempowered

supervisors from one of their vital roles – looking

after their people and teams. The revised instruction

now clearly outlines their role in the process.

“It also amends the definition of a complaint

to remove incidents detected or observed. This will

really help supervisors in their strengthened roles

to act on unacceptable behaviour promptly.

“In the event of an incident but no complaint,

it’s then up to the supervisor, commander or

manager to decide on the best course of action,

quickly, seriously and with fairness and sensitivity.

An incident may still be managed as a complaint

if the commander or manager considers it is

appropriate,” he said.

Now anyone in Defence who engages in,

contributes to, ignores, assists or personally

encourages unacceptable behaviour may also be

held responsible.

“Unacceptable behaviour is best resolved

at the lowest levels. Everyone in Defence is

obliged to question colleagues whose behaviour

towards them or others is seen as unacceptable.

It’s important that Defence personnel at all levels

challenge others when they see or experience

unacceptable behaviour. Not doing so condones

the behaviour, which in many ways is worse,” Mr

Sullivan said.

“Everyone in Defence must be treated with

respect and fairness and free from harassment.

Our values underpin our behaviour so we’re all

personally responsible and accountable for our

actions and their consequences.

“Unacceptable behaviour is not condoned

in any shape or form in Defence. Neither is the

mismanagement or disregard of complaints. The

revised instruction underscores the fact that it’s

everyone’s responsibility to foster an equitable,

fair and safe workplace. Turning a blind eye is no

excuse,” he said.

If you have any queries about the revised

instruction:

■ Visit the Fairness and Resolution Branch

website (http://intranet.defence.gov.au/fr/

unacceptablebehaviour.htm)

■ Speak to an equity advisor

■ Contact the Fairness and Resolution Centre

in your region

■ Read the DEFGRAM

■ Read the instruction

no excuse to ignore unacceptable behaviour

RIGHT: equity and diversity issues in the workplace are covered under the revised Defence Instruction (General) on the manangement and reporting of unacceptable behaviour.

WHAT’s CHANGeD?■ The role of the supervisor is now clarified

■ What constitutes a complaint has been re-defined

■ Relationships between staff and trainees and between trainees are now prohibited at Australian Defence Force training institutions

■ The length of time for the prohibition is detailed

■ The roles, rights and responsibilities are described

■ The difference between tough training and bullying and harassment is explained

■ The difference between legitimate management action and unacceptable behaviour is clarified

■ Death, very serious, serious or potential injury must now be reported to the Occupational Health and safety Branch and Comcare

■ The revised instruction is now divided into three easy to read parts that cover roles, rights and responsibilities; complaints; and information management

■ The nine annexes provide the detail on definitions, what is unacceptable behaviour, the complaint management process, reporting, process flow charts and checklists

s


efence’s strategic Information and Communications Technology (ICT) priorities have been further strengthened through the establishment of the

Defence Information Communication Technology Committee (DICTC).

Chief Information Officer Mr Greg Farr is buoyed by the level of interest and discussion occurring in terms of determining Defence ICT priorities.

“It’s definitely encouraging to be amongst the committee members discussing, considering and questioning the Groups’ and Services’ priorities in the Defence ICT work plan. I don’t believe we’ve ever had this level of visibility and conscious decision making around current and future ICT planning in Defence,” Mr Farr said.

The Defence ICT Committee was reinstated as a senior Defence committee in August 2008, as the predominant ICT Committee for Defence, with its role to provide strategic direction on the planning, expenditure and allocation of ICT resources across Defence. The committee is also ensuring alignment between Defence priorities and ICT investments and providing support to the Secretary and CDF by facilitating a focussed forum to assess competing ICT investment priorities for Defence.

With Defence operating one of the largest and most complex ICT domains in Australia, its ICT provides support across a broad spectrum of Defence roles from command and control systems required for war-fighting through to personnel, finance, logistic and administrative support systems.

“We have to avoid duplication of applications and systems that provide the same functionality or business outcome and move forward together through standardisation, consolidation, rationalisation and re-use,” Mr Farr said.

“We can’t do this without an integrated approach and a focus on an integrated system. This is being done with a level of discipline that has not been seen in

Defence previously and it’s all looking very positive.” With many Groups reliant on the successful

delivery of high-quality ICT services, the CIO is therefore required to coordinate and provide advice to the committee on whole-of-Defence ICT investment priorities – including ICT reform on behalf of the Secretary and CDF.

As part of the Strategic Reform Program, the Government is investing $940 million during the next four years to reform and remediate the Defence Information Environment.

The investment will see $204 million spent on replacing obsolete infrastructure that currently results in unacceptable levels of fragility, while $74 million is being spent on improving the security of information. A further $660 million will be spent on reforming access to and management of Defence information.

This investment by Government means that by 2012 Defence will have an improved Defence Information Environment that supports both Defence ICT operational and business reform through to 2030, as well as produce significant savings through efficiencies of $1.9 billion over the decade, including $468 million in the forward estimates to 2013.

This will enable the Defence Information Environment to be managed as a single network based on one enterprise architecture rather than the individual silos that currently exist.

The ICT reform program will also produce savings through new approaches to partnering with industry and the standardisation and consolidation of ICT assets across Defence.

Defence ICT will implement faster decision and delivery cycles to further reduce costs and time to market.

Defence will consolidate infrastructure – for example, the number of data centres to prepare for the inevitable requirement to reduce its carbon footprint and to reduce maintenance costs.

To reduce the clutter and need for multiple desktop systems, Defence will provide a single desktop that provides access to multiple networks, resulting in the introduction of multi-level information sharing across security domains.

Secure voice and video will be available to the desktop in most fixed and deployed locations to assist communications and reduce the need to travel.

“However, to achieve these outcomes we have to make choices. We simply cannot meet every business demand while, at the same time, undertaking fundamental remediation to the Defence Information Environment,” Mr Farr said.

Defence business priorities are consolidated into one Defence ICT work plan and brought to the table for consideration at the DICTC. This occurs after consultation with appointed Group and Service portfolio coordinators; through our CIOG Military, Corporate and Intelligence stakeholder engagement teams.

“That’s why it’s critical to have the final decision making and priorities agreed at the highest levels so they are understood and we can get on with the job and not be distracted.

“The most rewarding outcome thus far is that I’m not, as CIO, doing the prioritisation of Defence business requirements. This is all stakeholder-driven now. I’m looking at the technology, investment and resources required to achieve the business outcomes.”

ICt committee gets people talking

CHIeF InFoRMAtIon oFFICeR gRouP

By Denise Thomas

D

The DICTC meets on a monthly basis and membership includes:

Secretary (co-chair) Chief of the Defence Force (co-chair) Chief Finance Officer

Chief Information OfficerChief Executive Officer - DMO Deputy Secretary, Strategy, Coordination and Governance


FReeDoM oF InFoRMAtIon AnD ReCoRDs MAnAgeMent BRAnCH

itting at his desk surrounded by piles of historical records, Tony Corcoran is like a little boy in a big toy shop.

With a degree in history and extensive experience in ministerial and executive support, the new Assistant Secretary Freedom of Information and Records Management (ASFOIRM) is excited about the challenges he and his team are facing – to bring records management and freedom of information processes into the future.

“I’m really pleased I accepted this job and I’m enjoying myself,” Mr Corcoran said.

“I’ve got a really great bunch of people working with me and they’re just bubbling over with ideas.”

The Freedom of Information and Records Management Branch was created in June 2009 following the Government’s election commitment to reform the Freedom of Information Act 1982 and the Archives Act 1983.

The proposed changes which are still to be considered by parliament, will have significant implications for Defence, and are expected to come into force early next year.

It is no coincidence that FOI and recordkeeping were combined into one Branch given the fundamental links between the two functions.

“The Secretary and CDF recognised about six months ago that there were deficiencies in Freedom of Information (FOI) processes and also in records management processes,” Mr Corcoran said.

“If we can raise our game in recordkeeping procedures, it is going to be much easier for Groups and Services to identify where documents

are held which improves our timeliness in

responding to FOI requests.

“If someone puts in a valid FOI request, we

have just 30 calendar days in which to produce,

clear and release the documents that they are

asking for – in the past 22 years we have only met

that timeliness 38 per cent of the time, with only

15 percent last year,” Mr Corcoran said.

Mr Corcoran describes the recordkeeping

culture in Defence as somewhat lackadaisical and

he is focussed on turning this around.

“Some areas are good and some are not so good – one of the ways that we are going to change this culture is through the development of a comprehensive records management strategy,” Mr Corcoran said.

“One component of the strategy is a new policy manual (POLMAN 3), however our overall focus is to change the record management culture in Defence.

“By re-writing the policy manual into a more user-friendly format, designing an e-learning course for CAMPUS, and developing new

s

Defence gets an information champion

Assistant secretary Freedom of Information and Records Management, Mr Tony Corcoran.

An example of a top secret file from a previous era of recordkeeping.

By Leila Daniels


d e f e n c e m a g a z i n e ›FReeDoM oF InFoRMAtIon AnD ReCoRDs MAnAgeMent BRAnCH

procedure manuals for practitioners, I think we have taken the first positive steps in getting our processes back on track.

“We’ve also just released our Records Management policy site which will be a useful resource for anyone who needs to find out what to do with a record. This sits within the new FOIRM website, and I encourage people to try it and to send us feedback on the site.”

However, with only 25 per cent of the Department using the approved Defence Record Management System (DRMS) at the moment, Mr Corcoran admits there is still some way to go before things improve.

“The different places in which records are kept in Defence is extensive and, more importantly, worrying. They include: G drives, H drives, P drives, DRMS, Outlook, filing cabinets, under buildings, in disused facilities, in briefcases, and even at home,” Mr Corcoran said.

“We do have more people coming on-line with DRMS, in fact Air Force and DMO have just signed up and we’re hoping to get a much higher acceptance rate among current users when they see what the new version has to offer. It sits so seamlessly inside all Microsoft applications that people won’t actually know they’re using it.

“My goal is to have DRMS mandated for use across the organisation and paid for centrally, but obviously a business case will have to go through the formal processes. It will provide a fantastic basis for proper recordkeeping at a stroke,” Mr Corcoran said.

Classified Archival Records is another area that is set for overhaul, with parliament considering changes to the Archives Act 1983 that will reduce

the 30 year rule for the automatic public release of Australian Government records to 20 years.

The current process involves information being prepared and sent to the National Archives after 25 years, however as part of the proposed changes this will occur after 15 years.

“This is going to have implications for people who are current ADF and civilian members as information could potentially be released about decisions that they have made early on in their careers while they are still working here.”

In the area of FOI, Mr Corcoran has big plans for how Defence will improve its performance, with communication and relationship building being an important focus for the Branch.

“I am going to take a much more active role in managing requests as visibility promotes accountability,” Mr Corcoran said.

“The other avenue is to foster a partnering relationship with the Groups and Services – I want to give them active guidance – and, in the more complex cases, that means holding their hand along the way.

“Partnering, visibility, reporting and active tracking are the main strategies that I’m going to use in raising Defence’s overall performance in FOI.”

When it comes to the future for the way in which Defence handles information more generally, Mr Corcoran has a big vision.

“I am excited about promoting a pro-disclosure culture within Defence and one of the major benefits of having a more open culture is that we can provide the public with the whole picture of what we’re doing – including the context within which we act – and I think this is very important,” he said.

Top tips for record keeping:

You must create a record if you answer ‘yes’ to any of the following:■ Did I write or send this in the course

of my work?■ Am I required to act on this?■ Is this external correspondence

I have received?■ Is this something I have used to do my

work or to reach a decision?

DO:✔ access the Record Management Policy

intranet site for tips, information and resources: http://intranet.defence.gov.au/oscdfweb/sites/RMP/

✔ create records at the time of the decision or immediately after the event

✔ use consistent language when naming files and documents, or

✔ place documents on a registered file or create a file if one does not exist, and use DRMS.

Personnel without DRMS access should:✔ Follow workgroup arrangements, and✔ Submit a request for further assistance to

the Directorate of Records Management/Records Management Policy Unit: [email protected]

DO NOT:✘ destroy, delete or alter records without

proper authority - see http://intranet.defence.gov.au/oscdfweb/sites/RMP/

✘ remove records from Defence without permission, or

✘ lose records in your care

Defence gets an information champion


joInt logIstICs CoMMAnD

Radiating effective

governance



overnance of Defence’s radiation sources is serious business. The Australian community needs to be confident that there is no risk to their health or their

environment as a result of Defence’s use of specialised radiation materiel.

In 2007, renewed media claims about a Tritium contamination incident some four years earlier prompted the Minister for Defence to call for a review of Defence policies and procedures for the management of this weak radioactive isotope of hydrogen. The outcome was the most significant change to the management of radiation safety in Defence since the introduction of the AustralianRadiationProtectionandNuclearSafety(ARPANS)Actin1998.

Tritium is used by Defence and others in the form of gaseous tritium light sources. Also knownasGTLSandoftenassmallasagrainof rice, these objects provide illumination for many military and civil applications including compasses and weapons sights as well as safety signs.

The contamination incident occurred at a Brisbane workshop which had been used formanyyearstorepairandreplaceGTLSinmilitary equipment. Although the workshop was managed in accordance with conditions set down by the Commonwealth radiation safety regulator(AustralianRadiationProtectionandNuclearSafetyAgency-ARPANSA),thecontamination still occurred.

The2007ReviewreportedbacktotheMinister that the tritium-based light sources used by Defence posed an insignificant risk to personnel, provided operators and maintainers adhered to standard safety measures.However,theReviewnotedthataspectsofDefence’smanagementoftritium-based light sources reflected a combination of lack of knowledge, complacency and poor work practices over a prolonged period and thatDefence’smanagementofitsregulatoryrequirementsundertheARPANSActrequiredsignificant improvement.

The Brisbane incident did not occur for want of policy or guidance. Defence activities in the radiation space are subject to many rulesincludingtheARPANSlegislation,Defence source and facility licence conditions,ARPANSCodesofPracticeand

Australian Standards, as well as the corporate policies and procedures in SAFETYMAN.

What the incident did show was that Defence lacked a mechanism for efficiently and effectively delivering these rules to the workplace. Defence needed a business model that told people what needed to be done, offered best practice guidance on how to do it and measured performance and conformance, whilst leaving the actual method of implementation up to them. A brand new governance model was required.

Such a governance model, incorporating the Review’s recommendations, was developed and approved for use by the Vice Chief of the Defence Force in September 2008.

Director Defence Radiation Safety and Assurance (DSRA), Tony Mills-Thom said that tritium was just one component of a larger set of radiation sources used in Defence.

“Knowing this, we expanded the model’s coverage to include all these sources and the facilities where they are used,” Mr Mills-Thom said.

“We have collocated radiation specialists within DRSA to maximise the effectiveness of the team’s radiation safety knowledge and resources and enable their skills to be shared across Defence while simultaneously growing their capability by drawing on one another’s knowledge and experience.”

In the new governance model, Commander Joint Logistics becomes the single point of accountability for management of radiation sources.

“Under him, the DRSA Directorate operates as a centre of excellence at the corporate level with the detailed knowledge of applicable legislation, industry best practice, and the underlying science and strategic direction to exert technical control over the radiation space,” Mr Mills-Thom said.

“Personnel at Unit level, who have a detailed knowledge of their individual Group and Service context, especially the strengths and weaknesses of their people, their culture and their environment, are then better placed to implement radiation safety capability under this technical control framework.

“The model draws on the command chain to interpret the strategic and corporate requirement into an organisational context and to monitor its delivery on a day-to-day basis.”

The new governance model also required the reworking of the existing committee process.

Firstly, the old radiation safety committee was reformed at the strategic level to become

the Defence Radiation Safety and Assurance Committee (DRSAC), with membership consisting of SES Band 1/1 Star Nominees who are responsible for the effective control of radiation safety within their Groups and Services. The DRSAC meets quarterly and reports to the Defence Logistics Committee.

Secondly, external communications to ARPANSA have been strengthened through a reworked Defence ARPANSA Liaison Forum that meets twice yearly to discuss matters affecting the Defence – ARPANSA relationship.

Communications, both within Defence and externally to ARPANSA, have noticeably improved with positive outcomes for compliance reporting and the uptake of legislative changes.

“Our new governance model gives Defence a robust methodology for demonstrating to the Australian community that we can be trusted to handle radiation sources safely in our Establishments, wherever they may be sited,” Mr Mills-Thom said.

Mr Mills-Thom reminded commanders, managers and supervisors of personnel using radiation equipment to remain vigilant.

“They are responsible for ensuring that policy

and procedures are in place to ensure safe use of equipment, that staff comply with those policy and procedures, that accidents are reported up chains of command to DRSA, that radiation hazards within work areas are clearly marked and that personnel using equipment are adequately trained,” he said.

“Complacency is our worst enemy and puts lives at risk.”

- Director Defence Radiation Safety and Assurance, Tony Mills-Thom.

Complacency is our worst enemy and puts lives at risk

’’‘‘


more ethical and accountable workforce is the vision of the new-look Fraud Control and Investigations (FCI) Branch, which is headed up by the Inspector General (IG).

The critical role that the Branch plays in managing fraud control and promoting ethical behaviour across the department has been recognised by the responsibility for the internal audit function now going to the Chief Audit Executive, and a number of directorates being re-shaped including the:

■ Directorate of Fraud Control Policy and Ethics (DFCPE)

■ Directorate of Investigations and Recovery (DIR)■ Directorate of Fraud Information Systems (DFIS)■ Directorate of Data Analysis and Forensics (DDAF)

Looking back over the past decade or so, the Inspector General Ray Bromwich said Defence has good reason to be confident about its achievement in the areas of fraud control and promoting ethical behaviour, with the statistics painting an encouraging picture.

“The number of investigations into fraud related incidents has remained relatively constant over recent years,” Mr Bromwich said.

“But at the same time, the yearly value of known fraud in Defence and the DMO has been steadily decreasing from an average of around $1.6m to around $1.2m over the past five years.”

The results are encouraging, but Mr Bromwich is adamant that no fraud should be tolerated and complacency will emerge as a real threat if Defence lowers its guard.

“While the value of fraud may seem insignificant against the overall budget, $1.2m of taxpayer funds is a significant sum that could otherwise be applied to Defence objectives and capabilities, not to mention the potential for damage to our reputation when funds are misused in this manner,” Mr Bromwich said.

The work that the IG has done on ethics has recently been given international recognition,

with the UK Chapter of Transparency International releasing a research report titled Ethics and Business Conduct in Defence Establishments – The Improvement of National Standards.

The report identified Australia as setting best practice examples in a number of areas and specifically mentioned the Ethics Matters publication that IG’s produce.

“It is great news that our strategies and processes are leading the way but there is always room for improvement,” Mr Bromwich said.

“I want to make sure that we have fresh approaches and new ideas about developing our strategies to ensure relevancy and effectiveness about the ethical standards expected within Defence and its relationship with industry.”

Executive Director Fraud Control Policy and Systems, Terry Riley, said that at any one time, there are a number of on-going investigations into allegations of criminal fraud with many successful prosecutions being obtained.

“Some of these have led to offenders receiving criminal convictions and in some cases, lengthy custodial sentences,” Mr Riley said.

“One case involved the conviction of a former APS employee and an external contractor for the fraudulent removal in 2004 of approximately $1.5m worth of aircraft parts.”

The Directorate of Investigations and Recovery (DIR) conducts investigations into suspected criminal fraud in a range of different areas, including allegations of corrupt practices or behaviour, collusive tendering, fraud, conflict of interest or lack of probity involving Defences resources, including personnel, property or premises.

DIR works hand in hand with the ADF Investigative Service (ADFIS) and the Service police organisations when conducting investigations—sharing responsibility for the investigation of fraud in Defence and the DMO.

“It is certainly not uncommon for DIR to conduct investigations into allegations of fraud against serving ADF members for prosecution in civilian courts, particularly where serious fraud is involved,” Mr Riley said.

“Recently DIR investigated an ADF member’s fraudulent retention of $140 000 in international campaign allowance to which the

InsPeCtoR geneRAl – DeFenCe

Inspector general role refocussed By Leila Daniels

A

ABOVe: Defence employees have a clear process when bringing issues to the table involving fraud and ethics. Photo: Corporal Chris Moore


ith the recent release of the 2008

Defence Attitude Survey (DAs) results,

Defence’s senior leaders have gained

important feedback on what Defence members really think about issues such as leadership, communication, values, job efficacy, work-life balance, and their well-being.

Conducted annually, the DAS provides Defence personnel with the opportunity to help shape the organisation and its personnel-related policy and programs.

Head People Capability, Major General (MAJGEN) Craig Orme said that the information from past surveys has helped inform the development of recruitment and retention initiatives, including workforce reforms outlined in the new Defence White Paper.

“The feedback received via the DAS is extremely valuable in building a picture of the needs and expectations of Defence personnel, thereby providing the ability to better target personnel and human resource initiatives,” MAJGEN Orme said.

“I strongly encourage you to continue to support this fundamental project.”

The 2008 DAS was administered during November 2008 to January 2009 to a 30 per cent stratified random sample of all permanent military and civilian members:

■ Navy: 39 per cent (1,173)■ Army: 30 per cent (2,119)■ Air Force: 50.2 per cent (1,861)■ and Defence civilians: 63.9 per cent (3,741).

“Our appreciation is extended to those who took the time to complete the 2008 survey and share their views and opinions,” MAJGEN Orme said.

“The 2008 survey both supports and reinforces our commitment to the welfare of our people and values-based leadership at all levels.”

First administered in 1999, the DAS has

been conducted annually since 2001. The dataset currently contains the responses of about 81 000 individual Defence members, collected over nine iterations of the survey.

In an effort to further improve the DAS, an extensive review was instigated in mid 2008. In close consultation with key stakeholders, the review aimed to enhance compatibility of the survey with other Defence personnel research initiatives, while retaining the ability to conduct longitudinal analysis of trends and changes within the organisation.

In 2009, the survey has continued to be refined. The administration methodology has been revised and beginning in early August 2009 the survey will be administered online, three times a year, to a 10 per cent stratified random sample of all permanent military and civilian members.

“This new process will greatly improving the timeliness of reporting, as well as accessibility of results, particularly via the new Human Resources Metrics System,” MAJGEN Orme said.

The Human Resources Metrics System, or HRMeS, is a readily accessible electronic dashboard layout and is updated monthly.

“This system provides greater visibility and transparency to senior executives and their HR staff of a range of data which relates to personnel capability issues,” MAJGEN Orme said. “A number of the metrics rely on DAS data, and so the more regular updates will significantly enhance HRMeS’ reporting capability.”

For a more detailed look into the 2008 DAS results, visit www.defence.gov.au

The Defence Attitude Survey is your invitation to influence policy and strategic decision-making in Defence, and it is now even easier to have your say. If you have any questions or comments about this project, contact the Defence Attitude Survey Helpline on (02) 6127 2606, by email at: [email protected] or by internal mail at Defence Attitude Survey,BP33–4–03BrindabellaCircuit,BRINDABELLAPARK,ACT,2600.

Attitudes vital in shaping Defence

Wmember had no entitlement.

“The member discharged from the Service, received a criminal conviction, was sentenced to a deferred three years imprisonment and was ordered to repay the money.”

So what can Defence members expect when they are involved in or are the subject of an IG investigation into an allegation?

“Defence personnel who have done nothing wrong should not be concerned in the event that they are the subject of an IG investigation into an allegation,” Mr Riley said.

“The primary focus for IG investigators is to seek the truth and establish the facts of a matter in a way that is professional, ethical and most importantly fairly.”

Providing continuous feedback to Groups on systemic weaknesses identified during investigations is an important role that the DIR has. Investigations can uncover misconduct by personnel in areas where inappropriate behaviour is perceived to be widespread or influenced by poor culture.

“An example of this is at one location where we did an investigation and uncovered significant systemic misconduct by a number of APS staff, all the way up to executive level positions,” Mr Riley said.

Even though the fraud itself was not proved, several APS employees either resigned or had their employment terminated.”

Inspector General Ray Bromwich said that while these investigations are an important service that the IG Division provides, the primary goal is to build and maintain an ethical culture.

“We want to encourage all Defence personnel to act in an honest and compliant way when dealing with Defence industry and the public, ensuring that Defence resources are used and managed properly,” Mr Bromwich said.

“Ideally, I would like to be involved in fewer investigations so I am going to be focussing on improving our strategies on fraud prevention and detection so that the whole organisation can see improvements in this area.”

To find out more about what the IG organisation provides, visit the internal Defence website at: http://intranet.defence.gov.au/ig/

PeRsonnel eXeCutIVe

By Emily Jacka


n understanding of Defence’s security environment is critical to maintaining operational capability. so to make security policy easier to access and understand,

the Defence security Authority (DsA) has launched the new electronic Defence security Manual – eDsM.

The eDSM sets out the security policies, guidelines and procedures for Defence to achieve its protective security objectives and replaces the previous 600-page hard-copy manual.

Chief Security Officer Frank Roberts said that all eDSM users, whether regular or infrequent, will now more easily understand their security obligations with less second-guessing.

“There has been considerable consultation in the development of the eDSM and we have incorporated a lot of feedback received during the 2007 Defence Security Manual review,” Mr Roberts said.

“The eDSM introduces a number of new features including a search function with simple key words, the delineation of how and why we manage security, and hyperlinks to relevant security legislation and documents.”

The eDSM has been designed in a simple, easy to use manner and written in plain English to make it easier to interpret. And being an online publication, it can be quickly updated to ensure the currency and accuracy of security policy and information.

The eDSM is divided into two parts, the first of which provides information on the Australian Government and Defence protective security environment, which is the governance foundation for Defence security policy.

The second part of the eDSM delivers core policy and procedures together with hyperlinks to relevant legislation and documents.

DSA is responsible for providing the framework for managing security in Defence. However, their role is reliant on the cooperation of the 14 Groups and Services that make up Defence, together with its industry partners who need to work together to achieve Defence’s vital security requirements.

“Security is critical to Defence’s operational capability,” Mr Roberts said.

“Defence holds a wide range of classified and official information, and unique assets which need to be protected, and I encourage everyone to familiarise themselves with the new eDSM.”

For Defence personnel, the eDSM can be accessed via the DSA Intranet site. For further information please email: [email protected]

Defence security Manual - the facts

■ The new eDSM goes live on the Defence intranet on Monday 6 July - intranet.defence.gov.au/dsa■ The new eDSM is the complete security reference for Defence and Defence Industry■ The new eDSM has been rebuilt after months of consultation and feedback with military and

civilian Defence members■ The new eDSM replaces the old hard copy – over 600 pages and weighing 5kgs.

Benefits of the new easy eDsM

■ Faster and easier to use■ Accessed online – so say goodbye to that big, clumsy folder■ Easy search features and keyword browsing■ Always up to date with real-time updates and notifications of changes■ Plain English and standard language removes ambiguities■ Print-friendly and can be burned to CD■ Available for Defence Industry through a secure internet portal

How to access the eDsM

From Monday 3 August the new eDSM is available to Defence personnel via the DRN at intranet.defence.gov.au/dsa and on the DSN and via the internet for approved DISP members at www.defence.gov.au/dsa

DeFenCe seCuRIty AutHoRIty

A new e(asy) DsMBy Ed Huddy

A

ABOVe: The latest security measures covering all military personnel, Defence civilians and contractors are included in the electronic Defence security Manual. Photo: Corporal Chris Moore


hether you are spending money using a Defence

Credit Card, home garaging a Defence

vehicle, seeking approval for official hospitality, you need to be familiar with the revised Chief executive’s Instructions (CeI) and their supporting policy.

The CEI are a set of documents issued by

the Secretary to assist people working in or for

Defence to comply with the Financial Management

and Accountability Act 1997 and related legislation

and policy.

Compliance with the revised CEI involves

consideration of the new Financial Management

Manual, published as Finance Manual 5 (FINMAN

5), the Financial Delegations Manual, published as

Finance Manual 2 (FINMAN 2), relevant documents

forming part of the System of Defence Instructions

(SoDI) and other policy as specified in the CEI.

Director Procurement and Financial Policy Mr

Jeff Chittock has lived and breathed the CEI for

the past 12 months and has been instrumental

in establishing the revised CEI and new Financial

Management Manual (FINMAN 5) – both of which

came into force on 1 July this year.

“The CEI underscore financial management in

Defence and affect every Defence employee and

Australian Defence Force Member. They also apply

to all persons undertaking relevant functions for or

on behalf of the Defence Organisation,” Mr Chittock

said.The CEI ensure any actions or decisions made

regarding financial management in Defence will

stand up to public scrutiny, and represent efficient,

effective and ethical use of Commonwealth

resources in support of Defence objectives.

The recent review of CEI sees their reduction

from 56 to 40 documents, meaning some

instructions have been discontinued, others have

been consolidated, and new CEI developed.

“The revised CEI incorporate changes to

the financial management and accountability

framework and include updates to align

with Commonwealth best practice, improve

accessibility, and have been developed to include

a complementary Financial Management Manual

(FINMAN 5),” Mr Chittock said.

“The more significant changes include

revisions to the CEI on Official Hospitality, Special

Events and Working Meals; Grants; and, the use

of Commonwealth Credit Cards. The CEI have

also taken on a new format, layout and structure

to include templates, hyperlinks and definitions,

and the associated FINMAN 5 was developed to

separate the financial policy from the instructions

in the CEI,” Mr Chittock said.

Founded on a number of different

Commonwealth legislation, and supported by

the APS Values and Code of Conduct, the CEI are

mandatory and enforced across Defence.

“Any person found to be in breach of the CEI

can face serious penalties. A breach of the CEI may

also give rise for action under the APS Code of

Conduct for APS personnel, and ADF members may

face disciplinary action under the Defence Force

Discipline Act of 1982,” Mr Chittock said.

As part of the CEI review a comprehensive

new site has been established on the Finance in

Defence (FinD) Intranet that provides links to the CEI,

FINMAN 5 and FINMAN 2, together with summary

information and frequently asked questions.

Every Defence Group has their own Group

Finance Officer who is able to provide assistance

on CEI. In addition, the Financial Policy Helpdesk

is available to answer any questions and take your

feedback. They can be contacted on 02 6265 6111

or by email to [email protected].

The CEI and FINMAN 5 are considered to be

‘living documents’ and ongoing feedback is vital to

improving them.

CHIeF FInAnCe oFFICeR

Revised CeIs for your informationBy Shelley Daws

W The CEI underscore financial management in Defence and affect every Defence employee and Australian Defence Force Member. They also apply to all persons undertaking relevant functions for or on behalf of the Defence Organisation

–Director Procurement and Financial Policy, Jeff Chittock’’

‘‘


ith better integration of Aboriginal and Torres strait Islander

(ATsI) members and employees across

Defence in the spotlight during recent National Aboriginal and Islander Day Observance Committee (NAIDOC) celebrations in Brisbane, the challenge was clear.

Speaking at the third ATSI network meeting,

Deputy Secretary People Strategies and Policy, Mr

Phil Minns, raised the need to define what can be

done to make Defence different for ATSI personnel

now and in the future.

“Let’s develop a sense that we can make a

difference,” Mr Minns said. “Let’s feel empowered

to help lead change.

“Defence is a huge organisation and we can

be a clear beacon for reconciliation.”

Mr Minns highlighted the great opportunity

that a large organisation such as a Defence has to

make a difference in the area of reconciliation and

better integration of all its people.

“But we can only be the light on the hill by

working collaboratively, encouraging one another,

providing direct advice and preparing Defence

to build a pathway for the next generation,” Mr

Minns said.

“Be an active participant and shape the

future so that in five or seven years we can look

back on where we were, how we shifted it and

why it worked.”

During the meeting, ideas flowed on

ways to improve Indigenous recruitment and

retention, removing barriers to Indigenous youth

participation, and ways to build on and improve the

activities and membership of the network.

But the meeting was as much about support,

as recruitment and retention.

The network discussed ways to enhance

cultural understanding in Defence, particularly on

family, language, hierarchy, and the relationship

with the land and community. And in keeping with

the NAIDOC theme of Honouring our Elders and

Nurturing our Youth, four people, both elders and

youth, spoke about their journey with the Network.

Director Indigenous Affairs Soozie Parker said

the ATSI network provides a powerful forum for

Indigenous members and employees.

“The network allows us to develop initiatives

to bring about change for our people, Defence as an

organisation and as a community,” Ms Parker said.

“The third, largest and arguably most

successful ATSI network meeting was a time

to have fun, a time to work hard and a time to

celebrate.”

PeoPle stRAtegIes AnD PolICy

Indigenous network challenged to make a difference By Dawn O'Hara

W

ABOVe: Lance Corporal Barbara Johnson was presented with her Certificate of Promotion at the ATsI network meeting by Major General Mick Fairweather. Lance Corporal Johnson works with the Directorate of Indigenous Affairs at Fort Queenscliff.



It was a solemn, yet uplifting event and allowed everyone to reflect on the enduring and significant role Indigenous Australians have played, and will continue to play, in defending the nation

‘‘

he contribution and sacrifice of past and present

Indigenous service men and women was recently honoured at the Aboriginal and Torres strait Islander Memorial

service in Canberra.

Indigenous Australians have taken part in

every major conflict since the Boer War. The

memorial service saluted the Indigenous men and

women who have served their nation and continue

to play a role in protecting Australia as members of

the Australian Defence Force.

The service formed part of Defence’s National

Aboriginal and Islander Day Observance Committee

(NAIDOC) Week activities and was attended by the

Chief of the Defence Force, the Service Chiefs or their

representatives, members of the senior executive and

dignitaries from the Indigenous community.

The service was conducted by Chaplain

Captain Ivan Grant, while Lieutenant Commander

Bertram Slape read the Ode. The service included

a traditional welcome to country by Ngunnawal

elder, Aunty Agnes Shea. The Last Post and Rouse

were performed by a bugler from the Royal Military

College Band and a didgeridoo played as wreaths

were laid beneath the Memorial Plaque.

The theme of this year’s NAIDOC Week

was Honouring Our Elders, Nurturing Our Youth.

Director Indigenous Affairs Soozie Parker said

the memorial service realised the first part of this

year’s theme in a moving and dignified way.

“It was a solemn, yet uplifting event and

allowed everyone to reflect on the enduring and

significant role Indigenous Australians have

played, and will continue to play, in defending the

nation,” Ms Parker said.

“Everyone was very moved by the stories of

the contribution of past Indigenous Service men

and women—a contribution that needs to be

remembered every year.”

Memorial service honours our Indigenous service men and women

T

COMING sOON

The Defence Reconciliation Action Plan 2007-09 report is due out soon. The report outlines what Defence has done to advance Indigenous recruitment and retention and participation in the past two years. The new version of the Defence Reconciliation Action Plan 2010-12 will also be available shortly.

– Director Indigenous Affairs Soozie Parker

’’

ABOVe: Warrant Officer Class Two stan Albert (Girramay) Prayer of Remembrance


hen you think of branding

and reputation management,

logos and images of corporate giants like

Nike, Apple and the famous golden arches of McDonalds are likely to come to mind.

But what logo represents the Department of

Defence and, more importantly, how can our logo

help us maintain a strong and positive reputation

within the Department as well as publicly?

Defence is Australia’s largest Government

Department—a diarchy undertaking many

functions worldwide. This has made the

application of a consistent brand, and creating a

strong public recollection and robust reputation,

complex and difficult.

Defence has previously attempted branding

the Department, or components of the Department

in isolation. In 2003, the department had more

than 400 different logos in use – this did not

include any military insignia, badges or emblems,

from the ADF, Navy Army and Air Force.

And while these logos represented a wide

variety of Defence functions including projects,

Directorates, Groups, Executives, Agencies and

applications, they did not achieve a cohesive

strong brand presence for the Department.

In mid-2003 however, the Department of Prime

Minister and Cabinet (PM&C) introduced, and

mandated the use of, a common Government Design.

PM&C advised that the Australian Government

brand is used to illustrate that all Australian

Government Departments are representing the

Australian Government consistently and this

applies to the Department of Defence.

PM&C issued the Australian Government

Design Guidelines in 2003 (revised in May 2009),

which illustrated the correct use of the design,

which Defence also must observe.

This decision immediately and officially

annulled all non-military existing individual

Defence logos. Exemptions were granted for all

ADF, Navy, Army and Air Force logos and insignia,

and Defence Force Recruiting. Exemptions to

use unique logos by Government Departments or

Agencies, instead of the Government design, is

decided on a case by case basis by PM&C.

W

internal communication

making a mark -Defence branding and the departmental logoBy Rachel Bowman

Did you know the Commonwealth Coat of Arms comes in a number of versions?

King Edward VII made the first official grant of a coat of arms to the Commonwealth of Australia in a Royal Warrant dated 7 May 1908. King George V granted the second Commonwealth Coat of Arms in a Royal Warrant dated 19 September 1912. It is the 1912 version that is featured on the Departmental logo.

1908 Commonwealth Coat of Arms

The Coat of Arms was composed of a simple shield of white and blue enclosing a cross of St George on which there were five six-pointed white stars, around the outside of which were six small escutcheons, ie small shields. The shield was supported by a kangaroo and an emu standing on a grassy mound. Above the shield was the crest containing the seven-pointed gold star of Federation on a wreath of white and blue. The motto ‘Advance Australia’ was inscribed at the base.

DiD YouKnoW?

www.defence.gov.au/defencemagazine


making a mark -Defence branding and the departmental logo

PM&C guidance states that the

Commonwealth Coat of Arms (and the Government

Design which incorporates the stylised version

of the Coat of Arms) is a formal symbol of

the Commonwealth of Australia that signifies

Commonwealth authority and ownership.

As a protected Australian symbol, it can only

be used by Government, to represent Government.

Similarly, Defence’s Departmental logo is only for

use by Defence.

The Defence logo cannot be given to external

organisations for use unless prior approval has been

sought from the Corporate Identity Coordinator.

Likewise, co-branding with any other logo is not

permitted. This includes co-branding with any military

insignia, be that the ADF Emblem or any badges or

crests belonging to the Navy, Army or Air Force.

The Departmental logo must only be used

where it appropriately displays the activities of the

entire department, both the ADF and APS elements.

Due to the sheer size and complexity of the Defence

organisation, all external communication products

are to only feature the generic Department of

Defence logo unless an exemption has been

obtained. However, when communication products

are produced for an internal audience, identification

to Group level is permitted.

One of the most important factors of brand

and reputation management for the Australian

Government is the way it displays and uses its

Departmental logo – consistency and integrity

are vital.

Reputation management is an important

factor to consider in any organisation. How an

organisation’s reputation is managed underpins its

performance and provides an opportunity to have

its good work and expertise acknowledged, valued

and respected publicly.

The Department of Defence is no different,

and it is why the correct and consistent use of the

organisation’s logo is vital.

If you are in the process of developing

any communication products for your area, the

Defence Branding website (Directorate of Internal

Communication, Public Affairs) http://intranet.

defence.gov.au/oscdfweb/sites/Branding/comweb.

asp?page=36044&Title=Home provides a wealth

of information on a variety of communication

products and branding advice.

1912 Commonwealth Coat of Arms

The absence of specific references to the States in the shield in the 1908 Arms led to a number of alterations approved on the recommendation of the Commonwealth Government by King George V. The new design included a shield with six parts each containing a representation of the badge of a State.

The positions and poses of the supporters were also changed. The colours of the wreath of the crest were altered to gold and blue. These are the ‘livery’ or identifying colours of the Arms.

The new Arms were accompanied by small branches of wattle, ornamental rests for the supporters, and a scroll with the word ‘Australia’ – none of which are actually mentioned in the 1912 Royal Warrant.

There are 10 variations of the 1912 Arms – the colour version, four variations of the conventional Arms, and five variations of the stylised Arms.

The only version that is to be used in the Departmental logo is Conventional Version 3A (Solid).

1908 Commonwealth Coat of Arms 1912 Australian Coat of Arms The Conventional Version 3A Solid

Permission to reproduce the Commonwealth Coat of Arms granted by the Department of Prime Minister and Cabinet.

The stylised Coat of Arms


efence’s readiness for activities such Operation Vic fire Assist was given a boost recently when more than 150 soldiers from the Army’s Reserve Response Force

(RRF) unit took to the sydney streets.

Exercise Taylor Resurgent, an annual collective training exercise, gave the troops the opportunity to conduct low risk searches and other related security activities in preparation for future support activities.

The training scenario saw the soldiers rehearse the exercise at Army Bases in Kogarah, Sutherland and Penrith before carrying out search tasks at Balmain ferry wharf, St Andrews Cathedral, the Sydney Cricket Ground and St James station.

Commanding Officer of 5 RRF, Major (MAJ) Ian Hart said the exercise provided the soldiers with the skills and confidence required to conduct domestic security tasks in support of the police and other civil agencies.

“The exercise provided a realistic environment to assess the RRF Company in a wide variety of tasks and scenarios,” MAJ Hart said.

“This is now the bench mark for training required to be sustained for future exercises and it was extremely useful for the RRF Company which may be tasked with future operations.”

The exercise was conducted under the watchful eye of 2nd Division and 8th Brigade as well as Government stakeholders including the NSW Police Force.

It was also significant because it marked the graduation for 60 new RRF soldiers and allowed them to test their understanding of search tactics, techniques and procedures at the major venues that they may be called upon to assist.

Corporal (CPL) Greg Shepherd, 1st/19th Royal New South Wales Regiment, said the exercise further developed his skills and confidence while providing his section with the opportunity to search the myriad of tunnels of St James station.

“The exercise was important because it enabled those who have just completed the RRF

course to put their skills gained from the theory into practice,” CPL Shepherd said.

SO1 Collective Training 5 Brigade (BDE), Lieutenant Colonel (LTCOL) Robert Agnew, said that the exercise was a success with all the training objectives being achieved, including confirming that HQ 2 Division’s mandatory readiness requirements were met.

“The objectives included improving command, control and communication activities and the future planning capabilities within 5 RRF and the 5 BDE Headquarters. This enables and prepares 5 Bde to support future short notice tasks,” LTCOL Agnew said.

Commander 5 BDE, BRIG Brereton, said Exercise Taylor Resurgent and the 5 Bde training regime had instilled a culture of readiness in his officers and soldiers.

“The Brigade’s comprehensive training program has enabled 5 Brigade force elements to achieve the required level of planning and preparedness necessary to conduct short notice tasks,” he said.

ReseRVes

Reserving a matured force capability response By Captain Michael Brooke

The Army’s six company-size Reserve Response Force (RRF) units continue to develop their capacity to conduct a range of important tasks in support of the community. The six RRF companies have demonstrated their capacity to conduct tasks at short notice such as Operation Vic Fire Assist earlier this year, support to the Asia Pacific economic Cooperation summit (APeC) in 2007 and World Youth Day in 2008. The important contribution that RRF units make to Defence and the community was recognised in the 2009 Defence White Paper. The six units located across the country have been identified for continual development in the future.

ABOVe: The soldiers of 5 Reserve Response Force (5 RRF) conduct a search for suspicious objects

at the sydney Criciket Ground during exercise Taylor Resurgent. Photo: Captain Michael Brooke

ABOVe: Corporal Greg shephard, 1st/19th RNsWR (right) uses his torch during a search by the 5 Reserve Response Force of st James station during exercise Taylor Resurgent. Photo: Captain Michael Brooke

D


What is your role in the Records Management team?

My primary role is to manage the team of experts who provide records management advice and guidance to fellow colleagues in Defence. We have a policy manual, POLMAN3, that spells out our responsibilities and what we must do to accord with legislation and regulations and we have a website that gives more detailed, practical advice.

Another role is to manage the implementation of the Defence Records Management Strategy on behalf of my Branch Head, Mr Tony Corcoran. This involves managing the day-to-day aspects of the strategy which covers diverse initiatives such as updating policy, improving training and skilling aspects, providing business process requirements for IT solutions, and providing support to change people’s recordkeeping practices.

Why is records management important to

an organisation like Defence? Records management is crucial to Defence because of the diverse, complex and dispersed nature of the work we do.

There is firstly the operational side, the Services and the supporting arrangements that allow them to do their operations. And there is the business side, the administration of Defence, which is one of the biggest ‘businesses’ in Australia. If we do not look after our records we are in danger of not being able to support decision making to our Minister and the Australian people.

How does records management align

with good governance? Good governance is about accountability, so managing our records allows us to be able to account for our actions. It’s not about showing that a decision is right or wrong, it is about being able to show transparency - showing that decisions are made in good faith on the information available.

Managers need good, up-to-date records on which to base their decisions. If pertinent information is kept on a G: drive folder somewhere, or in someone’s drawer on an unregistered file then we run the risk of not having a full audit trail of any decision made.

We should remember that the G: drive is not a records management system. I see it as a short-term parking bay. Put it on the G: drive if you

must but when you have finished with it, or at the end of the day’s work, put it on a file - electronic or physical - that is up to you.

Defence’s document and records management system enables staff the option to store records electronically or manage their physical records. So, there really isn’t any excuse for not managing your records.

What are your priorities for the next

12 months? We will have the POLMAN3 Edition 4 published to make sure we are acting on the most current legal requirements.

I also want to help all staff change their recordkeeping behaviours by providing better training and skilling through e-learning courses such as the Responsible Recordkeeping course on CAMPUS.

Defence used to have a good records management regime in place with records and office managers responsible for recordkeeping. It is up to us to regain that recordkeeping culture.

Another priority is to help the Chief Information Officer Group (CIOG) with their aim to upgrade the current electronic records management system and have it rolled out across the whole of Defence by 2015.

What sort of long-term changes do you see ahead for records management in Defence? Our strategy aims to position Defence as a best-practice recordkeeping agency in the short term and to move Defence from a largely paper-based information environment to an electronic environment.

This will be achieved by providing an Enterprise Content Management System across the whole of Defence that allows not only for records management but for work flow and collaboration tools as well.

What is it about records management

that keeps you engaged with the organisation?

The people I work with and their enthusiasm, knowledge and their desire to do the right thing for Defence is very uplifting. They have been engaged with the various aspects of recordkeeping

practices over many years and now I have them in my Directorate using their expertise and experience in developing policy and providing advice.

Andy Lovelock, Anne Robinson and Julie Carpenter are very hard working and take great pride in their work. I’m also very encouraged by the reputation these guys have outside Defence – we are very lucky to have them.

What’s one key piece of advice you’d give to all Defence personnel? Don’t be afraid of records management – it will help you in your day-to-day job as well as in your decision making practices.

If you follow very simple rules to put your information on files, whether electronic or paper, and have the file in a public place – that is a shared filing cabinet, not in your locked desk, then you can rest assured that the decisions you are making, or are a part of, are based on the most current, verifiable and most pertinent information available to you and/or your team.

Please visit our web page and make it one of your favourites. Support for recordkeeping requirements across Defence are changing constantly so please don’t rely on old information.

Electronic records management systems are improving and are becoming more user friendly and if you don’t have access to an electronic system, make sure you are keeping your records on an authorised paper file until you do have an electronic system.

Mr ernie Power – Director Records Management

tHe lAst woRD

m a g a z i n e ›

Documents

GOVeRNANCe · and Records Management, the release of the electronic Defence Security Manual, along with some timely words on Defence branding and use of the Defence logo. Who ever