Upload
lycong
View
213
Download
1
Embed Size (px)
Citation preview
Defence
INTEGRATIONkEy TO fuTuRE
ISSUE 1 | 2012
Contents
Feature stories
Editorial Cover story
Editor
Alisha Welch
(02) 6127 1971
Photography
Lauren Black and David McClenaghan
Defence Digital Imagery
Defence is produced by the Directorate of
Senior Leadership Communication,
Communication and Media Branch,
Department of Defence
If you have a story you wish to submit to Defence,
forward it to [email protected]
www.defence.gov.au/defencemagazine
Secretary’s column 4-5
Chief of the Defence Force’s column 6-7
Cover story 8-11
Simon Lewis ready for challenge
News 12-17
Defence leader in FOI compliance 18
CIOG sets the benchmark 19
Integrated, capable and committed 20-23
Physical challenge of reform 24-25
Defence 100 driving reform 26-27
No better workplace 28-31
A different perspective 32-35
Army maintains momentum 36-37
Collaboration equals success 38-39
People key to capability 40-41
Air Force set for year of consolidation 42-43
Defence scientist a leader in radar innovation 44-45
Building an inspiring culture 46-47
Achieving the right balance 48-49
The last word 50-51
Keeping things in order page 32-35
The Review of the Defence Accountability Framework in 2011
recommended the creation of two Associate Secretary positions
to enable better integration and performance across Defence. In
February, former Deputy Secretary Defence Support Simon Lewis
was named Associate Secretary Chief Operating Officer.
Cover image: Associate Secretary Chief Operating Officer
Simon Lewis. Photo: Lauren Black, Defence Digital Imagery
Defence 100 driving reformThe Defence 100 is a forum for about 100 SES Band 3/3 Star and SES Band 2/2 Star people to take a leading role in influencing behaviours across Defence.
page 20-23
page 26-27
page 8-11
Integrated, capable and committedWarren King has been appointed the
Chief Executive Officer of the Defence
Materiel Organisation and is ready for
the challenge.
A different perspectiveDefence APS employee Annabelle
Haywood is attending the Australian
Command and Staff College this year.
She speaks to Defence about her
experiences from a civilian perspective.
Defence 2 3Issue 1 2012
DefenceIssue 1 2012
“The CDF and I are committed to ensuring that Defence provides a working environment that is safe, equitable and inclusive for all.” – Duncan Lewis, Secretary of Defence
By Duncan Lewis
ThE pace of work continues without respite
and already there have been significant
changes in Defence this year.
We have many challenges in front of us with
the transition in Afghanistan and East Timor
rating very highly in order of importance. We
also have challenges in getting our business
enterprise into better shape with continuing
Strategic Reform Program adjustments and
delivery of new capability.
There have been several senior leadership
appointments announced in the last few
weeks.
I congratulate Mr Simon Lewis (no relation!)
on his appointment to the new role of Chief
Operating Officer of the department. The Chief
Operating Officer role is responsible for the
management, coordination and integration
of Personnel Services and Policy, Defence
Support and Chief Information Officer groups,
and driving the Strategic Reform Program. I
look forward to working closely with Simon in
his new role.
I congratulate Mr Warren King on his
appointment as Chief Executive Officer of
the Defence Material Organisation (DMO).
Warren has extensive experience in Defence
acquisition and sustainment matters and
is well placed to continue to lead the DMO
through what will be some critically important
years as we progress some of the biggest
acquisition projects in our history.
Dr Alex Zelinsky has been appointed as Chief
Defence Scientist. Alex joins Defence from
the Commonwealth Scientific and Industrial
Research Organisation and will commence in
Defence in March. his selection follows the
retirement of Prof Robert Clark late last year.
Futuredirections
Ms Carmel McGregor will be transferring
from her current role as Deputy Public
Service Commissioner to take up the
position of Deputy Secretary People
Strategies and Policy. Carmel led the Review
of Employment Pathways for APS Women
in Defence last year and I look forward to
working with Carmel again.
Mr Peter Jennings, who has been Deputy
Secretary Strategy since February 2010, has
accepted the position of Executive Director
of the Australian Strategic Policy Institute
and began in that appointment in early
March. Peter has left the department with
almost 25 years of experience in Defence
and strategic policy. I thank Peter for his
substantial contribution to Defence and wish
him well in his new role.
Finally, Mr Brendan Sargeant will transfer
from the role of Deputy Secretary Strategic
Reform and Governance to Deputy
Secretary Strategy, effective March 10.
You would have noticed that the Defence
magazine has had a face-lift. The new-look
magazine, now simply called Defence, is
an important medium for each of you to
stay in touch with key policy and structural
changes and general developments in
the department. The magazine is also an
important vehicle for maintaining clarity of
purpose and alignment across our Defence
community.
When I started in Defence in September
last year, I outlined my five priorities for
the department. This year I want to make
these priorities business as usual and I seek
the support of every person in Defence to
achieve this.
As I have already said, we have ahead of us
a very challenging year as we continue to
implement the Strategic Reform Program and
enhance accountability at all levels in Defence;
achieve against the Force2030 vision; develop
processes for whole of portfolio corporate
planning; improve our budgetary processes;
begin the transition process from Afghanistan;
and realise and integrate the outcomes of the
Defence cultural reviews.
We are currently developing a cultural reform
strategy in response to the culture reviews. This
strategy will be known as ‘Pathway to Change
– Evolving Defence Culture’. The CDF and I are
committed to ensuring that Defence provides
a working environment that is safe, equitable
and inclusive for all. We will be working with
the senior Defence leadership team and the
Defence 100 as we take this critical matter
forward.
In terms of the Strategic Reform Program, we
are still on track, however, there is no room for
complacency. There are tough decisions to be
made this year. We will need to make profound
changes to ensure our long-term sustainability.
As an organisation, we have to accept that
ongoing reform is ‘business as usual’ in
Defence.
The Review of the Defence Accountability
Framework, known as the Black Review,
is a critical element of our reform. I am
determined that we become more transparent
and accountable in the way we manage
our business. The CDF and I have recently
begun a process to ‘de-thatch’ our senior
committee processes. These changes are
cascading down the organisation and I expect
that very soon there will be substantially
fewer committees than we had last year. This
is important to improving decision making,
streamlining our processes and operating more
effectively and efficiently.
From Larrakeyah to Laverton, from Exmouth
to Enoggera, Defence is a geographically
diverse and dispersed organisation. This
certainly presents challenges but I am resolute
in our need to work as one integrated Defence
organisation – with unity in mission and culture.
Before closing, I want to extend my
congratulations to the recipients of this year’s
Australia Day medallions. These awards
recognise the important contribution or service
of individuals and teams in Defence. I strongly
believe that Defence’s achievements far
outweigh our shortcomings and it is important
that we take time to recognise and celebrate
success – we don’t do this enough.
I wish each of you the best for the year ahead.
I intend to continue my visits program getting
out and about and visiting as many Defence
sites and people as possible.
SECrETAry’S PrIorITIES
1. Support our operationally
deployed people – they
must always be front of
mind.
2. Provide the Australian
Government with the best
and most effective defence
capabilities we can field
within our resources.
3. Establish this department
as a can-do, no-nonsense
organisation focused on
getting the job done.
4. Pursue value for money for
the Australian taxpayer and
hold each of us to account
on that score.
5. Improve the professional
skills of the APS workforce.
I place high importance on
staff development and will
work hard with my senior
colleagues to achieve this
across the department.
Photos: Lauren Black, Defence Digital Imagery
Defence 4 5Issue 1 2012
DefenceIssue 1 2012
CoLumnSecretary’s
By General David Hurley
“I am extremely proud of the efforts of the ADF and the Defence organisation in our contribution to Afghanistan.” – General David Hurley, Chief of the Defence Force
Afghan mission on trackIN LISBON in November 2010, Afghan
President hamid Karzai and NATO leaders
agreed to end the combat mission in
Afghanistan by 2014.
The Lisbon Summit also set out the transition
strategy to guide the International Security
Assistance Force (ISAF) through the initial
phases. Eight months ago, the first tranche
of provinces began the transition to an
Afghan security lead. Today this process
is well advanced. The second tranche is
also under way and we are already seeing
the shift from ISAF-led combat operations
in some provinces to a more advisory role
known as “security assistance operations”.
When Tranche 2 is complete, Afghan National
Security Forces will have the lead security
responsibility for half the Afghan population.
In our own area of responsibility, Uruzgan
remains on track for transition to an Afghan
security lead. The ADF Afghanistan Campaign
plan is on track and we expect a conditions-
based transition to occur by 2014, or earlier.
The progression from a tactical support
posture to one of operational support will
see the individual kandaks of the 4th Brigade
of the Afghan National Army capable of
independent operations without a permanent
ADF presence. At the brigade level, ADF
advisors and forces will continue to support
the Afghan National Army for the command
and control of the province’s security
operations.
In concrete terms, the 4th Brigade is
increasingly taking the lead in planning,
preparing and executing tactical operations.
This has allowed Australian forces to
concentrate greater effort on advising and
partnering Afghan command and combat
support functions. Despite our progress,
the insurgency will continue its attempts to
undermine confidence in the Afghan National
Security Forces and the Afghan Government
and we should be prepared to accept that
we may suffer setbacks from time to time.
however we must remain focused on our
mission and we must ensure important gains
are not reversed.
In the past five years Australian Task Forces
have helped their Afghan partners build 18
new patrol bases and check points. The
Afghan National Police now control six of
these patrol bases and the Afghan National
Army is fully responsible for seven. Australia
will continue to work with the Afghan National
Army to transfer the remaining five bases to
Afghan control. The ADF will continue to work
with the Afghan National Army throughout
2012 to develop confidence but, perhaps
more importantly, we will work with our Afghan
partners to improve their skills base in key
areas like medicine, logistics and construction.
There is also still a great deal of work to do to
determine what the international contribution
to Afghanistan will look like beyond 2014
and how we get there. The Chicago Summit
will shape the long term strategic plan
for Afghanistan, including the size and
composition of the Afghan National Security
Forces and the international community’s
enduring assistance.
The ADF currently has around 1550 people
deployed on Operation Slipper and we can
expect to continue to play a role in Afghanistan
post 2014. While we are still considering what
that may look like, we can potentially expect
the ADF to continue to contribute to capacity
building with the Afghan National Security
Forces with military advisers and a Special
Forces presence.
Australian personnel are already making a
lasting contribution to institutional training in
Afghanistan. We are helping to develop the
Afghan National Army Artillery Training School
in Kabul and Australia is also considering
an invitation to support the UK-led Afghan
National Army Officers’ Training Academy.
We will continue to work with our Afghan and
ISAF partners to identify further institutional
training opportunities as we move through the
transition phase.
It is very clear we are at a decisive point in the
transition from an ISAF to an Afghan security
lead. The model is changing and this will be
more clearly articulated by the NATO summit in
Chicago in May this year.
There will be challenges ahead, but I am
confident in our ability to achieve our goals.
I am extremely proud of the efforts of the
ADF and the Defence organisation in our
contribution to Afghanistan.
Captain Alastair Robinson from Delta Company, Mentoring Task Force - Three, welcomes CDF General David Hurley to Patrol Base Mirwais, Afghanistan, in October.Photo: Petty Officer Damian PawlenkoPhoto (opposite): Lauren Black, Defence Digital Imagery
Defence 6 7Issue 1 2012
DefenceIssue 1 2012
CoLumnChief of Defence Force’s
FORMER Deputy Secretary Defence Support Simon Lewis
has been appointed Associate Secretary Chief Operating
Officer.
Defence Minister Stephen Smith announced the senior
leadership appointment on February 13, saying Simon
would be responsible for the management, coordination
and better integration of People Strategies and Policy,
Defence Support and Chief Information Officer groups.
The creation of the new Chief Operating Officer position,
and that of Associate Secretary Capability, were agreed
by Government last year as a result of the Review of the
Defence Accountability Framework, which found there were
significant problems with performance in many parts of
Defence.
Simon, who has worked in Government since the 1970s,
says he is honoured to have been offered the appointment
and is looking forward to taking up the role.
“The bringing together of People Strategies and Policy,
Defence Support and Chief Information Officer groups into
the Chief Operating Officer organisation provides Defence
with an opportunity to really look at the best way to deliver
integrated corporate services to the department,” Simon
says.
“All three groups have been on a change journey for
some time with the Strategic Reform Program and Shared
Services Mark II. This important work will need to continue,
as will our provision of essential services that support
capability, while we create our new organisation.”
Strategic Reform and Governance and Ministerial and
Executive Coordination and Communication divisions will
also form part of the Chief Operating Officer framework.
Simon says a significant amount of work will be undertaken
by the leadership team over the coming months, focusing
on how the new organisation should be structured.
“I will be seeking the views of everyone in the Chief
Operating Officer organisation as part of this process and
encourage people to participate,” he says. “I will keep
everyone informed of our progress along the way.”
According to Simon, the introduction of the Associate
Secretary Chief Operating Officer role creates significant
challenges and opportunities.
“It will challenge us to re-think the way in which we currently
support Defence capability,” he says. “There is potential for
us to move to a more integrated service delivery business
than we are now, to minimise the different access channels
– websites, call centres and customer service centres –
and further integrate back-of-house functions that operate
across Defence business at the moment.
“In the future we are going to have to be organised
in a better fashion to deliver our reform targets under
the Strategic Reform Program and the more recent
shared services initiatives. In some cases, it may require
geographical changes in roles and functions – but this is not
something new.”
The Defence Support Group in particular has been “on a
journey” for several years, establishing business centres
in locations around the country, assuming some roles and
functions previously undertaken in regions and/or bases, in
order to consolidate those service delivery roles.
continued page 11
“The bringing together of People Strategies and Policy, Defence Support and Chief Information Officer groups into the Chief Operating Officer organisation provides Defence with an opportunity to really look at the best way to deliver integrated corporate services to the department.” – Simon Lewis, Associate Secretary Chief Operating Officer
Simon Lewis ready for
challengeBy Alisha Welch
The Review of the Defence Accountability Framework by Rufus Black in 2011
recommended the creation of two Associate Secretary positions to enable better integration
and performance across Defence. In February, Simon Lewis was appointed Associate
Secretary Chief Operating Officer and took the time to speak to Defence about his priorities
for the year ahead and beyond.
Newly appointed Associate Secretary Chief Operating Officer, Simon Lewis, ponders his new role in his Canberra office.Photo: Lauren Black, Defence Digital Imagery
Defence 8 9Issue 1 2012
DefenceIssue 1 2012
SToRYCover
from page 9
“We will be doing more of this and it’s a challenge for us as an organisation. It means some of our people will need to re-train and adjust the way they work. Flexibility will be required not just across the Chief Operating Officer organisation, but across the whole of Defence.”
Simon says the Government and the Australian community expects Defence to deliver capability and meet its core objectives in the most efficient way possible.
“This year I will be looking to staff for their ideas, inspiration and innovation in the way we can improve our jobs, be better organised and minimise waste to achieve those aims.”
Simon Lewis is looking to staff for their ideas and innovation as the new Chief Operating Officer organisation is formed.Photo: Corporal Aaron Curran
SINCE returning to Defence in April 2010 as Deputy Secretary Defence Support after fulfilling the role of General Manager Asset Management Group in the Department of Finance and Deregulation, newly appointed Associate Secretary Chief Operating Officer Simon Lewis has had a chance to reflect on Defence and the way it has evolved since he worked in Defence logistics during the 1980s.
“Some things change; some stay the same,” he says, “but the organisation does appear to work better than it did in the 1980s. Defence is a complex, deeply matrixed organisation – it was then and it still is.
“There is much more accountability to government now than there was at that time and, therefore, a much greater need for all of us to understand the machinery of government, work within it and deliver according to its requirements.”
Service delivery and implementing shared services reform was among Simon’s key priorities as Deputy Secretary Defence Support and remains a primary focus as he begins his new appointment.
In layman’s terms, he says shared services reform is an important initiative that will allow people to focus on their core business while shared services are provided on their behalf.
“People should focus on their core business,” he says, “and there is a lot of work currently done inside Defence that is not core business.
“Shared services is an important Government-wide initiative that has been under way for a while now and it will continue into the future.”
Shared services reform represents a transformation of Defence corporate support functions to deliver Force2030 in line with Defence’s strategic and reform commitments.
“This year I will be looking to staff for their ideas, inspiration and innovation in the way we can improve our jobs, be better organised and minimise waste.” – Simon Lewis, Associate Secretary Chief Operating Officer
Simon Lewis is looking forward to the challenges ahead.Photo: Lauren Black, Defence Digital Imagery
Shared services reform a key priority for Chief Operating Officer
11 DefenceIssue 1 2012
Defence 10Issue 1 2012
SToRYCover
HmAS Parramatta’s drug bust ThE ship’s company of hMAS Parramatta has seized and
destroyed more than 240 kilograms of illegal narcotics.
The narcotics, with an estimated street value of US $5
million, were seized during an investigative boarding of a
vessel in the North Arabian Sea on February 3.
Combined Task Force 150, part of the US-led Combined
Maritime Forces, directed Parramatta to intercept, board,
and search the suspect vessel.
The search revealed more than 240 kilograms of
amphetamine and heroin concealed in bags of flour and
rice, which were subsequently destroyed.
The Australian Commander of Combined Task Force 150,
Commodore Jonathan Mead, says the seizure represents
the culmination of many months of hard work, planning and
international cooperation.
“It is the first interdiction of illicit cargo by a Combined
Maritime Forces asset in more than two and a half years,”
Commodore Mead says.
Parramatta is deployed on Operation Slipper and is the
27th rotation by a Royal Australian Navy ship to the region
since 2001.
Conflict of interest awareness requiredBy Graham McBean
SENIOR Defence fraud and ethics administrators are calling for Defence people to be aware of conflicts of interest when employing people into sensitive roles.
The areas of procurement and contract negotiations were identified in particular where people employed with Defence may be in conflict with sensitive areas, such as contract renewals.
A recent issue highlighted the potential problem when questions were raised about the alleged influence of a person employed in a contract renewal.
While two subsequent inquiries found there was no unethical influence, a Defence audit of ADF reserves identified the need for awareness of employing people in critical areas.
Director Fraud Control Policy and Ethics Terry Riley says it is important to understand that it is not in itself wrong to have conflicts of interest and they are not uncommon.
“This is hardly surprising given the multitude of relationships and connections, both private and professional, that we all have in our day to day lives,” Terry says.
“The issue is how we go about dealing with them when
they arise in the context of our obligations as public office holders, as they can interfere with perceptions about a person’s objectivity and independence.”
Terry says while the case in point involves a reservist, the principles apply to all areas of Defence.
A Defence audit of reserves produced seven recommendations, which included incorporating the engagement of ADF reserves into mandatory training, a new e-learning package and ADF resettlement seminars.
Terry says there also needs to be awareness in the recruitment process, as well as in the receiving unit.
“It is important to recognise that sometimes individuals will not readily recognise their own personal circumstances may give rise to a perceived conflict of interest – sometimes these issues can be quite subtle,” he says.
Terry says Defence managers also need to be conscious of the environment in which they operate and the possibility that such issues can arise at any time, which might have consequences for a particular activity.
Further information is available from Defence Instruction (General) PERS 25-6 Conflicts of Interest and Declarations of Interest.
The ship’s company of HMAS Parramatta successfully seized and destroyed more than 240 kilograms of illegal narcotics in the Middle East on February 3.Photo: Department of Defence
Hot issue process change key to
better transparencyDEFENCE has changed its hot issue brief process to
enhance transparency, following the release of a number
of hot issue briefs earlier this year through the freedom of
information process.
Now, hot issue briefs are released to the public no later than
one week after their submission to the Defence Minister.
Exceptions to this will be individually and personally
approved by the Secretary or the CDF and be based on a
set of criteria endorsed by the Minister.
A hot issue brief provides initial and early advice to ministers
and Defence’s senior leadership on sensitive or complex
matters or incidents that may require their immediate
attention.
Assistant Secretary Strategic Issues Management Marc
Ablong says hot issue briefs are an important part of the
department’s responsibility for keeping ministers and
Defence’s senior leadership informed of activities and
incidents within Defence.
“Generally, hot issue briefs relate to issues or incidents that
have occurred within the last two to six hours,” Marc says.
“Issues or incidents older than six hours may be reported in
hot issue briefs when media reporting is imminent or urgent
action is required by ministers or Defence’s senior leaders.”
Where an incident or issue is more than six hours old,
is not immediate, or relates to advice on upcoming and
known events, a ministerial submission for noting should be
developed rather than a hot issue brief.
“hot issue briefs must not be used to convey departmental
advice on routine matters that do not require the immediate
attention of ministers and Defence’s senior leadership,”
Marc says.
To ensure a consistent standard and regular and ongoing
release, the Secretary and CDF recently endorsed a new
set of guidelines on the preparation and release of hot issue
briefs. The guidelines have been posted on the Defence
intranet and are available to help any person tasked with
preparing a hot issue brief.
The new guidelines establish formal thresholds for what
should be advised to ministers through hot issue briefs,
and guide in the preparation of that advice. Assistance and
advice is also available from Strategic Issues Management
Branch within Ministerial and Executive Coordination and
Communication Division.
A new template has also been developed for hot issue
briefs. This template, and the guidance itself, is available on
the Ministerial and Executive Support Branch website on
the Defence intranet.
Once a hot issue brief has been submitted to ministers,
the Freedom of Information and Information Management
Branch, also within Ministerial and Executive Coordination
and Communication Division, will guide the originating
Group or Service through the process of publicly releasing
the hot issue brief.
Before public release, hot issue briefs will be redacted
in accordance with the requirements of the Freedom of
Information Act.
Criteria for information redaction are based on the removal
of information that may:
• identify an individual without their consent;
• contain commercial-in-confidence or legal-in-confidence
elements; or
• release operational or classified information.
To support the public release of hot issue briefs, a media
management strategy will be developed for each brief, if
appropriate. This will be developed by Strategic Issues
Management and Communication and Media branches
in consultation with group or service leads. Often this will
involve the development of a background brief for inclusion
in ministers’ media briefings, together with any contextual
information to be posted with the hot issue brief.
In some circumstances, the Defence Minister may direct
that information in a ministerial submission be made public
using these same criteria. In these circumstances, an
incident report will be prepared using the hot issue brief
format and will be released in line with the hot issue brief
public release process.
For more information visit the Ministerial and Executive
Coordination and Communication Division website on the
Defence intranet.
In most instances hot issue briefs are now released publicly one week after submission to the Defence Minister. Photo: Able Seaman Jo Dilorenzo
A hot issue brief
provides initial and early
advice to ministers and
Defence’s senior leaders
on sensitive or complex
matters or incidents that
may require immediate
attention.
The criteria for
determining if an issue
requires a hot issue brief
are:
• the incident or issue is immediate and fast developing;
• the incident or issue is sensitive for Defence, ministers and Defence’s senior leadership; and
• the incident or issue is likely to affect Defence’s reputation, or result in media attention.
Defence 12 13Issue 1 2012
DefenceIssue 1 2012
nEWS
Security award finalists announcedBy Brooke Audsley
ACTING Deputy Secretary Intelligence and Security Ian
McKenzie has announced the 12 finalists in the first annual
Defence Excellence in Security Awards.
The announcement follows a successful nomination
process, which resulted in 56 nominations being
received from all corners of Australia and
from all areas of the Defence workforce.
“The number and calibre of the
nominations has been exceptional and
reflects the excellent work being done in
security across Defence,” Ian says.
“While congratulating the finalists, I also wish to
acknowledge everyone who was nominated for an
award. The high quality of the nominations provided
significant challenges to the judging panel when it came to
determining the finalists.”
The winners will be announced and presented with their
awards at an official ceremony at the Australian War
Memorial in Canberra on March 27.
For further information visit intranet.defence.gov.au/
securityawards. Family helpline launchedBy Miranda Ball
ADF families seeking advice, support or connection with their local community can now call the Defence Family helpline on 1800 624 608.
The new helpline operates 24-hours a day, seven days a week, and is staffed by qualified human services professionals, including social workers and psychologists. ADF members and their families can call the helpline about:
• managing during deployment, posting and relocation;
• support for partners’ employment and education;
• assistance with children’s education, childcare options, and support for children with special needs;
• help during a crisis and emergency;
• transitioning to civilian life;
• support available to Defence community groups; and
• support services in the local community.
The Defence Family helpline is for ADF members, their partners, children and relatives. Commanders can also call the helpline when seeking support for an ADF person or information on support services available to Defence families.
The Defence Family helpline can also be contacted via email at [email protected]. Emails will receive a response within 24 hours.
The Defence Community Organisation area offices remain open to commanders, ADF people and families seeking information and advice on support services available.
For Defence APS staff, the Employee Assistance Program is a free, confidential and professional counselling service for all APS employees and their immediate families to help them resolve work-related problems or personal problems that may impact on the employee’s working life.
The Employee Assistance Program can be contacted on 1300 366 789.
Defence Family ForumThe Defence Community Organisation will host the Defence Family Forum in Sydney between April 30 and May 2.
To find out more visit www.defence.gov.au/dco or contact your local DCO office by calling the Defence Family helpline on 1800 624 608.
Air Force’s No. 2 Operational Conversion Unit Executive Officer, Squadron Leader Russell Mills, is greeted by his family after returning from a course in Townsville. The recently launched Defence Family Helpline is available for all ADF members and their families.Photo: Leading Aircraftman Mark Friend
outstanding performance by a security specialist
• Warrant Officer Class 2 Peter Henrichs, Army
• Steven McLeod, Defence Signals Directorate
• Jennean Whilesmith, Defence Materiel Organisation
Deputy Secretary Intelligence and Security award for outstanding leadership in security
• Ray Andersson, Army
• Vivienne Dawes, Australian Government Security Vetting Agency, Defence Security Authority
• Scott Minchin, Chief Information Officer Group
outstanding contribution to security by a team
• Defence Materiel Organisation Munitions Branch Relocation Team
• Headquarters Joint Operations Command – Security Directorate
• Navy Guided Weapons Systems Program Office –West
outstanding contribution to security by an individual
• Major Keith Lawton, Army
• Flight Lieutenant Peter Simpfendorfer, Air Force
• Lieutenant Commander Joshua Wilkinson, Navy
DIGo shaping tomorrow’s leadersBy Jacqueline Saunders
ThE Defence Imagery and Geospatial Organisation’s (DIGO)
Future Leaders Forum, launched in 2011, brought together
a number of APS 5 and 6 staff across the organisation’s
two sites in Canberra and Bendigo throughout last year,
providing participants with an opportunity to learn from, and
engage with, senior leaders from across Defence and the
wider APS.
It was so successful that the 2012 program kicked off last
month.
The Future Leaders Forum is designed to bridge the gap
in leadership development opportunities offered at the
APS 5 and 6 level. The 12-month program aims to raise
participants’ awareness and understanding of leadership
skills and assist in their career development.
The forum is structured around monthly activities including
key note guest speakers from across the APS. The
speakers address different aspects of the APS Integrated
Leadership System and how it applies to their own
leadership style. The intimate and informal gatherings
provide the future leaders with an opportunity to engage
with the guest speakers and discuss how to be a
successful leader in the APS.
Another key component of the program is building individual
skills, and last year the forum provided several activities
to target key development areas including an innovation
project, a ‘Great Debate’ and self assessment tools.
During the year, participants were assigned to investigate
ways to improve DIGO’s business and present an
innovation project to the DIGO Executive. While this project
offered the opportunity to be innovative in the workplace,
it also exposed participants to the challenges in building
consensus when others have competing priorities or
interests. The group found the innovation exercise helped
deepen their networks within the agency and provided
insight to some of the obstacles managers and leaders face
in effecting change.
HELP AT HAND
Defence Family
Helpline (ADF)
1800 624 608
Employee
Assistance
Program (APS)
1300 366 789
Defence 14 15Issue 1 2012
DefenceIssue 1 2012
nEWS
By Corporal Mark Doran
KEEP fit, be active and stay healthy by joining the newly
formed Australian Defence Rowing Association.
The association is looking for Defence civilians and full- and
part-time ADF members from all age groups to join, as well
as team members to compete in the Australian Masters
Rowing Championships.
This year the Masters regatta will be held from May 24-27
in Ballarat on Lake Wendouree and is for competitors in age
groups from 27 to 80+, where teams of rowers will compete
in races of 1000m.
The association is looking for people who are interested in
rowing and is encouraging people who competed at school
or university to get back into the sport.
Darrell Ninham from the Chief Information Officer Group has
been rowing for 55 years and says the association provides
a fantastic opportunity for Defence people to participate
in a sport that is great for their health, fitness and general
wellbeing.
“Join the association now – you’ll never look back,” Darrell
says.
Rowing has been called the ultimate sport for teamwork
and it caters to all fitness levels. Racers compete in a range
of boats from single or double sculls, quad sculls with four
scullers through to eight-person sweep oared boats with a
coxswain.
Future plans for the Australian Defence Rowing Association
include enabling Defence people with disabilities to be
involved in the sport, especially for those with limited lower
limb or torso movement.
For more information on Defence rowing email
Row your way to better healthMembers of the Australian Defence Rowing Association, Captain Charles Huxtable, Lieutenant Colonel Selina Rowland, Brigadier Alison Creagh and Kym Fisher train on Lake Burley Griffin in Canberra. The association is calling for new members.Photo: Corporal Mark Doran
Quality care for Defence kidsBy Wendy Addison
STAFF at Defence’s 21 child care centres have welcomed the government’s National Quality Standard for early childhood education and care that came into effect in January.
The new standard is part of an overarching national framework to ensure high quality and consistent early childhood education and care across the country, and will bring many benefits to mobile Defence families.
The application of the same standard to all child care centres across Australia will mean that, when families move, they can make the transition from one Defence child care facility to another with confidence that their children will receive the same high quality care in their new location.
Under the National Quality Standard, families can expect
improved staff-to-child ratios in all Defence centres,
ensuring each child gets even more individual care and
attention. There are also new qualification requirements,
which will mean staff have greater skills to help children
learn and develop.
Under the new standard, educational program and practice
in all centres will be guided by the Early Years Learning
Framework, leading to a nationally consistent curriculum.
For more information on any of the Defence child care
centres, contact the B4Kids Support Centre on (07) 3326
5600, visit www.b4kids.com.au, or email
Flight Lieutenant Megan Horne reads her award-winning children’s book to Charlotte at the child care centre at RAAF Base Amberley. Photo: Aircraftwoman Sandra Midson
First female admiral for RAnBy Corporal Melanie Schinkel
ThE first woman in Royal Australian Navy history to attain the rank of rear admiral, Robyn Walker, will lead Joint health Command for the next three years after she was promoted late last year.
Rear Admiral Walker’s promotion follows her many achievements as Director General Navy health and Director General health Capability, including responsibility for the $270 million revamp of the ADF’s health capability and her previous roles in supporting the health of Defence personnel deployed to Iraq, Solomon Islands and East Timor.
Rear Admiral Walker says she is honoured and humbled by her new position.
“Navy and Defence have provided me with every opportunity to learn and develop as an individual. If you take the opportunities that are provided and work hard, your efforts will be noticed and rewarded,” she says.
“I don’t believe I was promoted because I’m female. I believe I was promoted because I’m the best person for the job. I don’t think any woman in Defence would want to be promoted or awarded if she hadn’t earned it.”
An active advocate for women in leadership roles, Rear Admiral Walker was named Telstra ACT Business Woman of the Year last September and says the recent decision
to remove gender restrictions on all ADF jobs is positive.
“Any organisation that builds up and encourages its women to seek leadership positions should be applauded. The more diverse an organisation is, the better the outcome and there’s evidence to support that.”
Joint health Command will continue to carry on with its former commander Major General Paul Alexander’s initiatives, as well as confront a number of new challenges during Rear Admiral Walker’s tenure.
She says Joint health Command’s biggest challenge will be adhering to the Strategic Reform Program without compromising on health care service quality or member entitlements.
“I’m looking forward to the challenges I will face during the next three years and will tackle them with as much commitment and enthusiasm as I can,” Rear Admiral Walker says.
“We will be focusing on a number of health care areas, including ensuring that the health care provided to Defence people overseas on operations is equal to the care they would receive in Australia.
“Part of that will involve making sure our health care practitioners such as medics, doctors, physiotherapists, nurses and dentists are well trained and maintain their skill sets for operating both in theatre and here in Australia.”
Chief of Navy Vice Admiral Ray Griggs promotes Robyn Walker to the rank of Rear Admiral. She now fulfils the position of Commander Joint Health and Surgeon General of the ADF.Photos: Petty Officer Ollie Garside
Rear Admiral Robyn Walker
Defence 16 17Issue 1 2012
DefenceIssue 1 2012
nEWS
DEFENCE is the first Australian Government
department to introduce an accredited freedom of
information decision makers program.
The move ensures Defence continues to make
timely and high-quality freedom of information
decisions, maintaining its high standard of
compliance.
The accreditation program also builds on
information management reforms that provides
greater openness and transparency across
Defence and delivers information to the Australian
public more quickly and easily, while also
protecting sensitive information from disclosure.
Assistant Secretary Freedom of Information and
Information Management Tony Corcoran says
when the Freedom of Information Act reforms
came into place in 2010, groups and services
reviewed and improved internal procedures to
become fully compliant with the Act for the first
time since its introduction in 1982.
“Over the past couple of years, maintaining
compliance has become an increasing challenge
as the number of freedom of information requests
has more than doubled and the requests
themselves have become more complex,” Tony
says.
“The increased level of responsiveness throughout
the organisation has been such that Defence has
remained 100 per cent compliant with the statutory
deadlines of the Act since January 2010.”
To keep pace with the increasing workload,
additional training and guidance for decision
makers was needed. And, with nearly 3000
potential decision makers, it was too resource
intensive to train such a number to ensure quality
and consistency of decisions.
“Providing additional training to that many people
simply wasn’t practical or cost effective, particularly
as only a small number of them were being called
on each year to make a decision,” Tony says.
“The Secretary agreed that Defence would appoint
around 50 dedicated decision makers who have
undergone a two-day accreditation training
program conducted by the Australian Government
Solicitor’s Office and passed an examination.
Follow-up refresher courses and online guidance
will be provided.”
The accreditation scheme initiative helps
Defence to continue its adherence to Freedom
of Information Act compliance requirements. The
program also reflects best practice information
management as Defence moves to greater
transparency in line with government direction,
while still protecting sensitive material.
Accredited freedom of information decision
maker and the Defence Science and Technology
Organisation’s Director of Coordination, Polly
Reynolds, says the training increased her
confidence in her decision making.
“It’s given me an in-depth understanding of the
Freedom of Information Act, the Information
Commissioner’s guidelines and the role of a
decision maker,” Polly says.
The new freedom of information decision making
arrangements came into place on February 1
and include a new instrument of authorisation
signed by the Secretary for accredited freedom of
information decision makers, as well as a revised
freedom of information manual to help accredited
decision makers make informed decisions.
The accredited decision makers will also be
assisted by decision support staff from the groups
and services and by the Freedom of Information
Directorate.
For more information visit http://intranet.defence.
gov.au/oscdfweb/sites/FOI.
Defence leader in FoI compliance
By Jo Hon
Australian Government Solicitor trainer, Justin Davidson, addresses participants at the accredited decision makers training program.Photo: Department of Defence
CIoG sets the benchmarkThE Chief Information Officer Group (CIOG) has achieved
certification by the International Standard for Customer
Service.
CIOG is the first Defence group to benchmark its customer
service against the international customer service standard,
which is administered and assessed by the Customer
Service Institute of Australia.
CIOG’s head of ICT Operations, Major General Mike
Milford, says customer service certification is a significant
achievement and demonstrates the group’s commitment to
cultural change and continuous service improvement.
“Customer service is a critical service delivery enabler,”
Major General Milford says. “Now that we have a baseline
to work from and an understanding of how to enhance
customer service, we can work toward improving our
customers’ experience of ICT and build on our good
relationship with the Defence community.”
CIOG’s customer service certification is the culmination of
an intense period of self-assessment and on-site interviews
by assessors from the Customer Service Institute of
Australia, which began in August last year.
Representatives from across the organisation provided
information about how their customers were engaged,
and the Strategic Reform Program projects under way to
streamline processes, strengthen vendor relationships and
enhance service delivery.
“The final certification assessment report provided by the
institute is a snap shot of where CIOG’s customer service
stands in relation to other government bodies, utility
corporations and commercial enterprises,” Major General
Milford says.
“The institute’s report provides a pathway to make
continuous improvements in customer service.
“We look forward to building a close relationship with the
Customer Service Institute of Australia to train and assess
CIOG people in customer service so we can continue to
improve our service delivery.”
By Chris Woods
Customer service assessment by the Customer Service Institute of Australia will become an annual CIOG activity.
In addition to achieving certification for customer service, CIOG won a ‘highly Commended’ award in the ACT/NSW State and Federal Government category at the 2011 Australian Service Excellence Awards.
The Australian Service Excellence Awards are an annual event sponsored by the Customer Service Institute of Australia.
This was the first time CIOG was in a position to compete against other organisations and be recognised for the customer service it provides to Defence ICT users.
Owen Kavanagh, the lead assessor from the Customer Service Institute of Australia, presents Major General Mike Milford, CIOG’s Head of ICT Operations, with the group’s customer service certification.Photo: Department of Defence
19 DefenceIssue 1 2012
Defence 18Issue 1 2012
Integrated, capable
and committedBy Alisha Welch
Warren King was officially appointed the Chief Executive Officer of the Defence
Materiel Organisation in February, after several months acting in the position. he
recently took time out to speak to Defence about his priorities and the challenges
facing the organisation.
AFTER 20 years as an engineering officer in the
Royal Australian Navy, 17 years working in industry
and seven years in the Defence Materiel Organisation
(DMO), Warren says becoming the Chief Executive
Officer is exciting but daunting at the same time.
“It’s a big challenge,” Warren says. “Our highest
priority will always be supporting ADF operations,
equipping our people who are deploying into theatre.
Along with safety, this will continue to be my strong
focus.
“The challenge is balancing that requirement with
affordability, and working within our means. The
commitment to the Strategic Reform Program
remains and, as well as driving down the costs
of sustaining capability, we must also show that
same rigour in the way we plan for and acquire new
capabilities.”
Warren says another key priority for the DMO this
year is growing its capability. Last year Defence saw
a record number of first and second pass project
approvals and, while it takes a number of years to
prepare for those, the additional work that stems as
a result of government approvals can extend over
many years as people focus on implementation.
“We have to be prepared to take on the extra work
those project approvals bring,” he says. “The DMO
is engaged in a level of business activity that equates
to just under $45 million each and every working
day. More than 50 per cent of that work, by value,
is done in Australia. So we need a very professional
workforce – a technically professional workforce –
and we need specialists in procurement, law and
logistics.”
continued page 22
The Chief Executive Officer of the Defence Materiel Organisation, Warren King, is excited about what the future holds for Defence.Photo: David McClenaghan, Defence Digital Imagery
21 DefenceIssue 1 2012
Defence 20Issue 1 2012
from page 20
Warren says the DMO will focus on building skills in
all these areas, and one of the initiatives he hopes to
implement this year is the establishment of a major
project negotiations cell.
“When the DMO is negotiating a project with industry
worth billions of dollars, industry obviously brings
its best minds to the table. We need to make sure
that we also have our best minds negotiating that
contract,” he says.
“We want to encourage a collaborative relationship
with industry and will be seeking the best deals we
can – the government and taxpayers will accept no
less. We need a cooperative arrangement that builds
on good business principles that allows industry to
make a profit, while delivering projects on time and on
budget in order for us to be successful.”
While Warren is conscious of building strong
relationships with industry, he is also well aware
that the need for cooperation applies equally within
Defence.
“Defence is a complex organisation,” he says, “and
the DMO is one part of that. We are totally integrated
– I don’t think anyone would question that.
“When the DMO became a Prescribed Agency, some
people interpreted that as being ‘different’. But I
put it this way: the Army, Navy and Air Force are all
different. They have different objectives, methods and
structures in order to do their business well as part
of the integrated ADF. The DMO is the same. It is an
integrated part of Defence but needs slightly different
structures in order to do its business.
“The other important consideration is that the DMO
has to operate objectively. So there will be occasions
when the advice I provide to the Secretary, CDF or
Service Chiefs may not be exactly what they want to
hear. That’s not being different. It’s simply a case of
offering good, objective advice so we can all deliver
sensible, achievable outcomes.”
In relation to accountabilities, Warren says the DMO
will continue to play a major role in advising the
government on the development of projects and their
respective cost, schedule and risk profiles.
“We will be heavily involved in the coordination role
with other parts of Defence but, when it comes to
executing capital equipment projects and sustaining
those capabilities, that will remain my prime
accountability,” he says.
The DMO has enjoyed much success recently,
despite what is regularly reported in mainstream
media.
“Contrary to a lot of the public commentary we are
not over budget. In fact, on average we deliver our
projects under budget,” Warren says.
“Schedule slip, which is a problem for us, is also
lessening. We have reduced our average schedule
slip from about 50 per cent to 30 per cent. We have
also compared our own schedule performance
against our international counterparts and the
comparative results are very favourable.
“As well, many of the projects of concern have been
remediated over recent years. Take the Adelaide-class
frigates, for example, those ships are now serving
around Australia and in the Middle East. At present
there are just six projects of concern – at times that
will fluctuate, but we will continue to remediate those
projects.”
The quick acquisition and delivery of hMAS Choules
is another of the DMO’s key recent achievements.
“We bought that ship from the United Kingdom at a
very good price and it’s already in service in under a
year,” he says.
“Another success is the Air Warfare Destroyer project.
When you look back to 2004, it was just a paper
concept. Now, if you go to Adelaide and around the
country, you can find more than 2000 people working,
a new shipyard, a new systems centre, and you can
actually stand on hundreds of tonnes of ship. So
while we’ve had some challenges with that project, I
don’t rate it as a failure – it’s a success.”
Leading the DMO was not Warren’s long-term
ambition. he says he was never driven to reach a
post of status, but that “it’s always just been about
doing a job I love”.
“I started my career as a Navy apprentice and
when I told my parents I was going to complete an
engineering degree and become an engineering
officer instead, they told me to stick with trade training
because there was no future in electronics! My Mum
and Dad would be stunned to know where I am
today.
“I’ve reached a place I never thought I’d be and
this will be my last role in my full-time working life.
Between now and when I retire, my simple ambition is
to leave the DMO better-placed and to make sure we
are delivering well for Defence.”
“Defence is a complex organisation and the Dmo is one part of that. We are totally integrated – I don’t think anyone would question that.”
– Warren King, Chief Executive Officer of the
Defence materiel organisation
The Chief Executive Officer of the Defence Materiel Organisation, Warren King, says he wants to encourage a collaborative relationship with industry.Photo: David McClenaghan, Defence Digital Imagery
23 DefenceIssue 1 2012
Defence 22Issue 1 2012
Physical challenge of
reformBy natalie Alexander
The Strategic Reform Program, now in its third year, aims to facilitate sustainable reform
in Defence through wide-ranging improvements to programs and processes. While macro
business changes are a strategic part of reform, across Defence people are showing how
continuous improvement in the workplace can also bring practical, beneficial change.
A NEW year has arrived, and for one of the country’s
largest organisations 2012 presents further opportunity for
development and reform. Defence Secretary Duncan Lewis
recognised this in his recent online welcome message
outlining his 2012 priorities, stating Defence must continue
to build on what it does well while finding new ways to
improve processes.
This outlook is a key driver of the Strategic Reform Program
(SRP) and the wider reform agenda for, at its core, reform
means much more than cost reductions. It is not simply
doing more with less. Throughout Defence, teams are
applying innovative thinking to reduce inefficiencies and put
resources to the best possible use. here is a look at ways
people are achieving valuable workplace reform and, in
turn, supporting an evolving Defence.
Navy
Just as Navy’s assets and equipment must be well
maintained, people must also maintain the fitness needed
to achieve their tasks.
Defence’s physical training instructors work to support the
health and wellbeing of ADF people, learning their craft at
the ADF Physical Training School at hMAS Cerberus. In
times of emergency, they must also be ready to deliver first
aid and, until recently, external instructors have provided
this training. Now under a new initiative, students will
receive qualifications through resources already on hand in
Defence – the expertise of the Medical School at Cerberus.
The reform project will see Medical School staff teach the
elements of first aid to physical training students, allowing
the sharing of valuable knowledge among people in the same location. The collaboration will also achieve more efficient use of resources within Defence, as training that was once delivered at a cost of just over $4000 per course will now be provided internally. Importantly, long-term local level gains will benefit all three services, as Physical Training School graduates enter the workplace prepared to apply military specific first aid, if needed.
Army
In an evolving environment of conflict and warfare, Army is also finding ways to improve practices and use resources wisely.
One methodology proving relevant at both the strategic and tactical level is Lean Six Sigma, a suite of tools and concepts focused on reducing waste, streamlining processes and improving performance.
So far, many on-the-ground processes have benefited from Lean Six Sigma, including soldier rehabilitation at the School of Infantry and Trainee Rehabilitation Wing.
Colonel Georgeina Whelan, Command Health Officer at headquarters Forces Command at the time, says the ‘Lean’ methodology was applied to great effect during a recent workshop on improving the rehabilitation process for soldiers injured in training, with changes to policies and processes already delivering tangible advantages for injured soldiers.
“There has been very positive feedback from the command, leadership team, health care providers and the soldiers involved in the rehabilitation process,” Colonel Whelan says.
The average time an injured soldier spends in rehabilitation
has reduced from 180 to 120 days. The rate of on-time
referrals of injured soldiers has also improved from 10 to
100 per cent, meaning all soldiers requiring rehabilitation
are referred within the required 28-day timeframe.
With several other practical benefits stemming from the
changes, the project’s success has sparked similar reform
for the trained forces, with plans under way for renewed
rehabilitation management at Townsville, Darwin and
Brisbane bases.
Air Force
Anti-submarine warfare is a complex, tri-service role.
For Air Force’s 92 Wing, being ready to contribute to
these operations requires regular and measured training,
particularly in the use of sonobuoys. These small sonar
systems are ejected from aircraft into the ocean, tracking
underwater sounds and relaying information back to
aircraft.
While training with sonobuoys is essential, they are
sophisticated and expensive systems. In an effort to ensure
they are employed as sustainably as possible, personnel
from 92 Wing, Maritime Patrol Systems Program Office and
the Defence Science and Technology Organisation, recently
joined forces to find ways to ‘re-life’ sonobuoys and treat
stock destined for disposal.
The collaborative effort saw people contribute to the reform
effort in different ways, from the development of a business
case and engineering and design procedures, to training 92
Wing personnel to successfully undertake technical re-life
tasks.
The results have been rewarding. Almost 2000 sonobuoys
have been re-lifed or saved from disposal through different
treatments, bringing a financial dividend of more than $4
million.
At the tactical level, 92 Wing can employ the necessary
quantity of sonobuoys for expanding anti-submarine
warfare skills during military exercises. The re-life processes
applied in the exercise can also be repeated in the future,
when needed, proving people-led initiatives are bringing
sustainable change to how resources are used on the
ground and in the air.
For more information on the SRP, visit the SRP intranet site accessible from the DRN homepage. Or, if you have any ideas or suggestions to help bring sustainable reform to your workplace, send them to the SRP Suggestion Box found on the SRP intranet site.
Physical training instructors, like Corporal Brett Harris pictured here motivating his class at RAAF Base Edinburgh, are now taught first aid by Medical School staff at HMAS Cerberus during the physical training instructor course. Photo: Leading Aircraftman Glen McCarthy
25 DefenceIssue 1 2012
Defence 24Issue 1 2012
Defence 100 driving reform By marc Ablong
The Defence 100 is not
just another high level
committee. It is a forum for
about 100 senior leaders to
have an effective dialogue
with peers, facilitate the
delivery of key priorities to
staff, and take a leading
role in influencing and
shaping behaviours across
Defence.
ThE Defence 100 is a new forum within Defence
that draws together the senior leadership at
the SES Band 3/3 Star and SES Band 2/2 Star
levels.
In opening the group’s inaugural meeting on
December 12, the Secretary and CDF identified
the Defence 100 as an important element of
their strategic priorities for change and reform.
The Secretary, Duncan Lewis, says the Defence
100 is small enough to get strategic and cultural
alignment within itself, and large enough to
touch all elements of the organisation.
“Effective leadership at this level has the power
to move Defence,” Mr Lewis says.
Over the last few years, a number of reviews,
including those by Paul Rizzo, Rufus Black,
and Elizabeth Proust, have all noted that
senior managers need to take greater
ownership of the collective challenges of
Defence, and to shoulder the responsibility for
failure.
The Defence 100 will support the Secretary and
CDF in their responsibilities to manage Defence
through providing a venue for the organisation’s
most senior leaders to debate, decide and then
collaborate on action and outcomes.
CDF General David hurley has issued a “call to
arms” to all the members of the Defence 100.
he says the group needs to shape policy, offer
advice and then leverage their expertise and
accountability throughout the organisation.
During the meeting, the Defence 100 group
agreed one of their strengths was that Defence
was an integrated organisation – those in
uniform do a tremendous job in keeping
our nation safe, while the APS are skilled at
providing technical, administrative and policy
support to Defence and the ADF. The group
recognised that the Defence 100 would
continue to tighten the linkages across the
department to deliver on ‘One Defence’.
At the end of the Defence 100 meeting, the
Secretary and CDF agreed that a statement of
expectations would be developed to help guide
the deliberations of the group. The statement
will identify how the Defence 100 generates
ownership of Defence’s common problems,
its responsibility to act within the organisation,
and accountability among the members of the
group.
The Secretary Duncan Lewis and CDF General David Hurley have high expectations of the Defence 100.Photo: David McClenaghan, Defence Digital Imagery
27 DefenceIssue 1 2012
Defence 26Issue 1 2012
no better workplace
“I want people to look after themselves and their families.” – Air marshal mark Binskin, Vice Chief of the Defence Force
It has been more than six months since Vice Chief of the Defence Force Air
Marshal Mark Binskin left his role of Chief of Air Force to take up leadership of
Defence’s most diverse group.
ThE quality of the people within Vice Chief of
the Defence Force (VCDF) Group has made Air
Marshal Mark Binskin’s move from Chief of Air
Force to VCDF a smooth transition.
“Air Force’s sole focus is on delivering airpower,”
Air Marshal Binskin says. “Stepping into an area
like VCDF Group, which has a whole of Defence
focus, took a little getting used to. This group is
Defence’s most diverse organisation with a huge
range of responsibilities ranging from the strategic
to the tactical, across Australia and the world.
“Air Force has a great bunch of people working
for it, and so does VCDF Group. They have made
the transition easy – it’s the people who make it all
happen.”
Air Marshal Binskin has some advice for his people
as we delve deeper into another busy year.
“There are a lot of challenges across Defence and
VCDF Group will be at the forefront of that because
we cover the spectrums of developing, delivering,
enabling and ensuring joint capabilities. To do this
effectively, I want people to look after themselves
and their families – it’s definitely going to be a
marathon, not a sprint.”
Part of the marathon he mentions will involve
implementing a range of diverse initiatives across
the group and the entire Defence organisation.
Joint health Command is continuing to work on
the new garrison health care delivery model, which
Air Marshal Binskin says will improve and simplify
how ADF members access a range of health care
services.
“The main aim is to bring the range of health care
services together into single precincts,” he says.
“That’s going to take time and effort but in the
short-term we are looking at interim work on bases
to take existing facilities and model them around
the new concept, before building the permanent
infrastructure over the next few years.”
Another of VCDF’s health care priorities is removing
the stigma surrounding mental health issues.
Joint health Command will continue to implement
the ADF Mental health Strategy to ensure the best
support is provided.
“We will also continue to improve the rehabilitation
for our severely wounded, ill and injured personnel,
ensuring they have support programs individually
tailored to them and their families,” he says.
Providing support to the families of ADF personnel
is high on Air Marshal Binskin’s list of priorities.
About 16,000 families currently have access to the
ADF Family health Trial, which provides families in
regional and remote locations with free basic health
care. So far, about 5000 families are involved in the
trial, which VCDF says is a “great uptake”.
Of course, many children of ADF personnel are
also members of the ADF’s cadet organisations.
The Cadet, Reserve and Employer Support
Division is part of VCDF Group and Air Marshal
Binskin says the division works hard to build
By Alisha Welch
frameworks for enhanced reserve and cadet
capabilities.
“This year we will look at ways to reduce the
administrative burden on individual cadet units,” he
says. “Cadets are supported in the field mainly by
volunteers, and it’s not their day job. The division
is looking at ways to maintain good governance
structures but reduce the burden on individual units
so the volunteers get as much enjoyment from the
experience as the cadets themselves.”
Being a former Air Force cadet, Air Marshal Binskin
understands first-hand the work that goes into
making the ADF cadets a premier youth organisation
and always takes the chance to thank the large
number of volunteers who make it “happen”.
“I think we have the best youth development
organisation in the country – bar none. Where else
can Australia’s youth conduct such great activities,
build self-confidence and self-discipline? There’s
no other organisation that comes even close! We
want to work hard to make sure we deliver on these
promises.”
On January 1, new Work health and Safety (WhS)
legislation commenced and, to align with this, VCDF
released a revised WhS policy statement, which he
says is also a key 2012 priority.
“It’s very important for people to get across this new
legislation because everyone has a responsibility – a
duty of care – for themselves and those who work
with and for them,” he says.
“I want to imbed a culture of safety. I don’t want it
to be one of those ‘tacked on’ things, but instead
always at the forefront of our minds and integral to the
normal way we do business.”
The group has implemented a number of actions to
support the establishment of a WhS culture. These
include revising WhS governance arrangements; Air
Marshal Binskin himself chairing the WhS Executive
Committee meeting; releasing a WhS strategic
plan; including WhS in the group’s risk management
framework; and introducing quarterly reporting
against 10 key performance indicators.
“The new WhS legislation shouldn’t stop us doing
business the way we need to – it just dictates that
we need to keep safety at the forefront of our minds
when we are working,” Air Marshal Binskin says.
According to Air Marshal Binskin, Joint Logistics
Command will continue to be at the sharp end of
operational support this year.
“During 2012 Joint Logistics Command will assist
headquarters Joint Operations Command with the
drawdown of Australian personnel and equipment
from Afghanistan. This will be a major task,” he says.
“As well, the command will continue implementing its
major strategic reform initiative, the Defence Logistics
Transformation Program. Transformation of the
logistics business model will contribute about $350
million to the Strategic Reform Program.”
Military Strategic Commitments Division also plays a
key strategic role in managing potential and current
ADF commitments.
“This division isn’t a widely known area but they work
long and hard – the workload there never abates,” he
says.
continued page 30
Vice Chief of the Defence Force Air Marshal Mark Binskin talks with Private Ian Maskell during breakfast at Multi National Base Tarin Kot, Afghanistan, during a visit to the base in February.Photo: Sergeant Mick Davis
Vice Chief of the Defence Force, Air Marshal Mark Binskin.Photo: Lauren Black, Defence Digital Media
Defence 28 29Issue 1 2012
DefenceIssue 1 2012
from page 29
“Military Strategic Commitments coordinates
joint military strategic input for engagement with
government, other agencies, allies and coalition
partners. This includes supporting the national crisis
management machinery. The people who comprise
Military Strategic Commitments are under constant
pressure and do extremely important work – 24/7.”
The Australian Civil-Military Centre also works at
the whole of government level. The centre is linked
to Defence through VCDF Group but maintains a
multi-agency approach in fulfilling its mission to
develop national civil-military capabilities to prevent,
prepare for and respond more effectively to conflicts
and disasters overseas. It draws on expertise from
Defence, a range of other Australian Government
departments, the New Zealand Government and the
non-government organisation sector.
“The centre has built a fine reputation developing
civil-military capabilities, and in 2012 this great work
will continue within Australia and through the centre’s
regional engagements,” Air Marshal Binskin says.
VCDF Group also includes Joint Capability
Coordination Division.
“This division’s task is to manage and coordinate joint
force capability and it plays a vital role in the space
between Capability Development Group and Joint
Operations Command. For example, Australia’s first
Landing helicopter Dock ship is scheduled to enter
service in 2014 and there is a lot of work being done
in developing new amphibious operational concepts
– Joint Capability Coordination Division is central to
this,” Air Marshal Binskin says.
Elsewhere in the vast group, the Australian Defence
College, which incorporates the Australian Defence
Force Academy, will continue to develop new ways of
delivering learning and training to Defence.
Air Marshal Binskin says the college’s courses,
which include those run by the Australian Command
and Staff College and Centre for Defence Strategic
Studies, provide Defence people the opportunity
to achieve high-level skills and formal tertiary
qualifications.
“The skills, networks, knowledge and awareness
developed during our courses ensure our workforce
has the skills to lead Defence into the future.”
When he says “our workforce”, it’s very clear he
means an integrated, cohesive team.
“While the ADF is the visible part of Defence, what
goes on behind the scenes is critical.
“Permanent and reserve ADF personnel, APS
members and contractors all pull together equally to
make a great Defence team that is well respected
around the world.
“When I travel I often get asked how the ADF achieves
the excellent results it does with such a small global
footprint. Well, it comes from our people – military,
APS and contractors – pulling together.”
People are indeed at the forefront of Air Marshal
Binskin’s mind as he leads such a diverse group.
Because of this, another of his key priorities this year
is supporting the implementation of a cultural reform
program across Defence, following a series of cultural
reviews announced by Defence Minister Stephen
Smith last year.
“The aim of the cultural reform program is to shape
Defence for the challenges of the next decade by
producing a more integrated organisation,” he says.
“The reforms will be focused across the entire
organisation and will shape us for where we want to
be in the future.”
Speaking of the future, Air Marshal Binskin says it’s
already here.
“We always think of the future as being distant – well,
the future’s here,” he says. “If you consider the way
the organisation has started to change over the past
couple of years with new equipment entering service
and organisational reform being implemented, it’s
clear the future is here and it’s going to be a great ride
– so stick with it.
“I can’t see a better workplace anywhere in Australia.”
“While the ADF is the visible part of Defence, what goes on behind the scenes is critical.” – Air marshal mark Binskin, Vice Chief of the Defence Force
Vice Chief of the Defence Force Air Marshal Mark Binskin is enjoying his role leading Defence’s most diverse group.Photo: Lauren Black, Defence Digital Imagery
Vice Chief of the Defence Force
Group is Defence’s most diverse
organisation. It comprises:
• Military Strategic Commitments
Division;
• Joint Logistics Command;
• Joint health Command;
• Australian Defence College;
• Joint Capability Coordination
Division;
• Cadet, Reserve and Employer
Support Division; and
• Australian Civil-Military Centre.
Visit the Vice Chief of the Defence
Force website for more information.
31 DefenceIssue 1 2012
Defence 30Issue 1 2012
A differentperspective
Annabelle Haywood is one of six civilians attending the Australian Command and Staff College in 2012.Photo: Lauren Black, Defence Digital Imagery
By Alisha Welch
ATTENDING the Australian Command and Staff
College in Canberra signifies a turning point in the
careers of ADF officers and their civilian counterparts.
It is a time when one’s focus transitions from
tactical to strategic, and skills and knowledge
are consolidated to breed the next generation of
Defence’s senior leaders.
Long-time Defence civilian Annabelle haywood says
applying for the college wasn’t part of her career plan
until recently.
“I was at a crossroad career-wise,” Annabelle says.
“I’d been at the EL1 level for a while and had been in
my current position with Navy for nearly three years.
I felt I was getting stale and really needed a change
and a challenge.
“I thought that if I was ever to apply and be
successful, this would be the perfect time.”
Australian Command and Staff College Commandant,
Commodore Richard Menhinick, says Defence
APS members bring an important and different
perspective to the course.
“We value an active learning process
at the college where a great amount
of time is focused on syndicate
discussion,” Commodore
Menhinick says.
“I have found that APS
people offer an important
perspective to the lively
debates within syndicates that occur over issues as
diverse as command, leadership and ethics, strategy,
Australian strategic policy, contemporary conflict and
Defence itself.
“In fact, it is my view that six APS members is too
few. I need at least one civilian per syndicate to really
challenge the military members from the ADF and 21
foreign militaries who attend the course. I would like
to see between 12 to 15 APS members on the course
each year.
“I would also like to have a direct relationship with a
number of divisions within Defence so civilians are
seconded to the college for a year, then are able to
return to their positions. To me, this is a much better
arrangement than the current one, where APS people
have to give up a position and then re-compete on
completion of the course. I am working with other
areas to pave the way for more APS members to
study at the college in the future.”
Selection to the Australian Command and Staff
College is competitive – about 20 civilians apply each
year – so Annabelle was thrilled when she found out
she’d been accepted.
“You always hope you’ll be accepted but you have
no way of knowing. It was great to be chosen for
interview and then actually getting the gig was the
icing on the cake.”
She says the selection process required multiple
levels of endorsement and support from her leaders.
continued page 34
Each year, six high performing Defence APS people are selected to join their ADF
colleagues to complete the military studies program at the Australian Command
and Staff College. This year Defence will follow one of these civilians, New
Generation Navy Communication Manager Annabelle haywood, on her journey
through the college, chronicling the experience from a civilian perspective.
Defence 32 33Issue 1 2012
DefenceIssue 1 2012
from page 33
“You need to be graded against various
selection criteria so you have to ensure you get
your application to your leaders well in advance
to make the deadline – it’s quite involved.
“My supervisor and branch head was a Navy
captain, so I had his comments, and the final
requirement was endorsement at division head
level, which for me was Deputy Chief of Navy.
I had spoken with him about it separately
and, fortunately, he was supportive and very
generous in his comments.”
Commodore Menhinick says the benefit for
civilians attending the college is manifold.
“Following selection of the Australian National
University as the academic partner for the
Command and Staff Course, this year and
onwards provides an opportunity for a revised
academic program with much more focus on
strategic issues and alignment of the curriculum
to the Defence White Paper and Force2030
outcomes,” he says.
“Associated with the new academic curriculum,
and in keeping with other professional military
staff courses around the globe, most students
will enter the Australian National University
masters program – aimed at achieving a
Masters in Military Studies, with a graduate
diploma or certificate as a lesser option.
“We are convinced that we are now providing a
world’s best practice vocational and academic
education program that will provide long lasting
benefits to individuals and Defence.”
he says the course is a quality product that
deserves to be embraced by the APS.
In terms of what she hopes to gain from
attending the challenging year-long course,
Annabelle says that, besides the academic
credentials and strategic awareness, everyone
tells her it is the networking which is of the
greatest benefit in the long run.
But she does have some apprehensions.
“It’s completely out of my comfort zone,” she
says. “Most people have fantastic things to
say about it and those who don’t were usually
overwhelmed by the workload, or hadn’t
studied for a long time. I suppose all I can do is
try and be mentally prepared!”
Unlike a number of Defence’s high performing
APS people, Annabelle did not begin
working for Defence as part of the Graduate
Development Program. She entered the APS as
a temporary employee then won a permanent
position.
“My career has mainly been in the public affairs
area, with a couple of junior communication
roles in the department before that,” she says.
“I worked in the public affairs operations centre
for three years then in a couple of EL1 roles
before moving to Navy as the New Generation
Navy Communication Manager in 2009.”
She says she enjoys working for Defence.
high points have included a trip to East Timor
providing public affairs support to a forces
entertainment tour and working for Navy.
“Working for Navy in an area where I was the
only ‘civvie’ was certainly a daunting prospect
in the beginning, but the experience has been
phenomenal.
“Defence isn’t where I expected to work when
I set out as a wide-eyed uni graduate but it has
given me a lot of opportunities and, being so
vast and varied in its interests, there is scope
for many career directions and opportunities.
“I have been here for more than 10 years now,
worked in four different groups and have had
seven completely different jobs.”
After the course has finished, Annabelle
says she would like to continue her career in
change-related communication.
“I have really enjoyed that – whether that’s in
Navy or elsewhere. But anything can happen.
Ask me again in a year!”
“Defence has given me a lot of opportunities and, being so vast and varied in its interests, there is scope for many career directions and opportunities.” – Annabelle Haywood, Australian Command and Staff College 2012 course member
The Australian Command and
Staff College, part of the Australian
Defence College at Weston Creek in
Canberra, aims to prepare selected
ADF and foreign military career
officers and high performing APS
people for command and staff
appointments in single service,
joint and integrated environments.
Its vision is to promote excellence
in warfighting and develop quality
leaders through delivery of three
courses – the Australian Command
and Staff Course (Joint), the Royal
Australian Navy Staff Acquaint
Course, and the Australian
Command and Staff Course (Army
Reserve). For more information
visit the college’s website at www.
defence.gov.au/adc/centres/acsc/
acsc.html.
Annabelle Haywood studies an atlas in the Australian Defence College library at Weston Creek in Canberra.Photo: Lauren Black, Defence Digital Imagery
Defence 34 35Issue 1 2012
DefenceIssue 1 2012
Army maintains momentumNEW equipment and personnel policy changes are
a major focus for Army this year, according to Chief
of Army Lieutenant General David Morrison.
When asked about his plans for the year,
Lieutenant General Morrison listed three key
priorities, naming support for people on operations
as number one.
he says a range of new equipment will be rolled
out or further developed this year, providing major
capability increases.
“We need to replace our wheeled vehicles under
Land 121,” Lieutenant General Morrison says.
“We’re still a partially analogue force in a digital
world and we’re going to change that with our
digital radios and our battlefield management
system.
“We need to complete the journey with our artillery
systems under Land 17.
“We need to introduce a better electronic warfare
capability under a couple of projects that are
being considered and we need to do all of
the groundwork to ensure that Land 400, the
replacement of our armoured vehicles, less tank, is
affordable and realisable.”
his second priority is making sure Plan
Beersheba – Army’s major restructure and
capability upgrade – is worked through in detail
to ensure the Service is robust and relevant in the
third decade of this century.
Workforce management is the third priority, with
striving for greater diversity part of the personnel
focus.
“We need to continue the great work we’re doing
with care of our wounded, injured and ill, but
we need to be better at it,” Lieutenant General
Morrison says.
“There’s a lot of great work being done now
in all of our commands and I want to keep the
energy flowing in those areas because that’s very
important to me.”
Referring to the removal of gender restrictions on
all ADF jobs, Lieutenant General Morrison says
having a more diversified workforce is also one of
the priorities.
“It’s not about feeling good about gender; it’s about
capability,” he says. “The more diversified the
workforce, the more capable we will be.
“I think there are some views on this that are more
conservative than they need to be and they’re held
by very well-intentioned people, but I don’t agree
with them.
“I think the majority of people in Army, irrespective
of their gender, are well and truly in the right
mindset here – they know this is very important for
Army and they know it’s important for our capability
in the future.”
Despite major operational commitments and
capability upgrades, Army will still need to find
efficiencies in 2012.
“The Strategic Reform Program is something Army
is doing well and needs to continue doing well,” he
says. “We need to be smarter about the way we
use our resources.
“We need to be very much focused on the joint
aspects of our trade – working with Navy, Air Force
and coalition partners.
“Army is a great national institution, not because
we keep saying it is, but because of the men and
women who make it up and I know that they’re up
for whatever challenges we’ve got in the future.”
By John Wellfare
Trooper Aaron Tziolis from Mentoring Task Force - Three keeps a lookout during a patrol of the Mirabad Valley, Afghanistan. Chief of Army Lieutenant General David Morrison says supporting people deployed on operations is his number one priority.Photo: Petty Officer Damian Pawlenko
Chief of Army Lieutenant General David Morrison reviews the graduation parade at the Royal Military College in December 2011.Photo: Grace Costa
“The more diversified the workforce, the more capable we will be.”– Lieutenant General David morrison,
Chief of Army
37 DefenceIssue 1 2012
Defence 36Issue 1 2012
“our work is interesting because it is relevant. We do work that has a real impact and benefit at all levels.” – Ian mcKenzie, acting Deputy Secretary
Intelligence and Security
Acting Deputy Secretary Intelligence and Security Ian McKenzie is confident the people within the group will respond to the challenges ahead. Photo: Lauren Black, Defence Digital Imagery
SINCE the October 2011 departure of former Deputy Secretary Intelligence and Security Stephen Merchant, Ian McKenzie – Director of the Defence Signals Directorate – has been acting in the group’s top job.
The group conducts diverse work including supporting ADF operations, securing Defence information, personnel and assets, informing government decision making and maintaining effective relationships with intelligence partners. It comprises the Defence Security Authority, Defence Imagery and Geospatial Organisation, Defence Intelligence Organisation and Defence Signals Directorate and, according to Ian, the group’s work has never been more important.
“The work of our agencies, particularly our intelligence support to the ADF, continually emphasises how important teamwork is,” Ian says. “No single capability is preeminent and units working together to produce something that is greater than the sum of their individual parts is one of the most important lessons of the last decade.”
Ian says the people who make up the group are well aware that collaboration is essential to success in today’s dynamic intelligence environment. Decision makers are frequently faced with an insurmountable volume of information and Defence’s intelligence agencies work to ensure they deliver clear, accurate, timely and complete intelligence solutions.
But this evolving intelligence role is just one of the many opportunities afforded to the Intelligence and Security Group in 2012.
“Our group has a number of things on which to focus, in addition to our core role of providing intelligence support to the ADF, government customers and providing security advice to Defence,” Ian says.
Among the group’s priorities in 2012 is implementing the recommendations of last year’s Independent Review of the Intelligence Community. While the specific recommendations are classified, Ian says they are important and the group will work hard to implement the findings.
He says no specific short-coming sparked the review. The 2004 Review of the Intelligence Community by Phillip Flood recommended the community be reviewed on a regular basis. The 2011 review was the first of these regular reviews and provided the opportunity to fine tune the work undertaken by the Australian intelligence community, ensuring it is optimised for purpose nationally, and that Australia’s contributions remain relevant within an international intelligence framework.
The review’s recommendations provide a blueprint for the community over the next five to 10 years. however, delivering these valuable outcomes costs. As with all parts of Defence, Intelligence and Security Group has to ensure its resources are well spent. For this reason, the Strategic Reform Program remains high on the group’s agenda.
“The group has made good progress in efficiency initiatives and achieving savings targets – saving Defence about $350 million over 10 years – but there is still work to be done and we will continue
Collaboration equals success
By Alisha Welch and Amanda Thompson
Intelligence and security are vital to the Defence mission and are easily
overlooked because of the high level of security applied to their operations.
Defence’s Intelligence and Security Group – and the community of dedicated
individuals working within its four agencies – play a critical role in ensuring
Australia’s national security.
The public announcement of the Independent Review of the Intelligence Community last year confirmed that Australian intelligence agencies are performing very well. Key findings were:
• Australia and its citizens are safer than they would otherwise have been as a result of intelligence efforts;
• our intelligence capabilities have contributed significantly to the global security effort;
• Australia has built intelligence capabilities broadly commensurate with our growing security challenges; and
• the current basic structure of the Australian intelligence community remains appropriate, including the operational mandate of agencies.
to play our part, particularly as shared services reforms are implemented,” Ian says.
The biggest contribution has been of ICT at the top secret level, as well as human resources and security consolidation within the group.
The Defence Security Authority is another priority for the group in 2012 as it works to strengthen the essential personnel security vetting function that underpins so much of Defence’s core business.
Following significant work in 2011, the group will make additional investments in the Defence Security Authority in 2012 in response to the Inspector-General of Intelligence and Security’s Inquiry into allegations of inappropriate vetting practices at the Defence Security Authority and Related Matters, which reported in December.
Sparked by complaints aired on the ABC’s Lateline program in May 2011, the Inspector-General’s inquiry confirmed serious deficiencies in the administration of personnel vetting that are now being diligently addressed.
Defence Minister Stephen Smith released the inquiry on February 8 and the government has accepted all 13 recommendations. In tabling the report in Parliament, the Minister noted that Defence had already begun remediation work to ensure the integrity of the security clearance process. This remediation work is well advanced and the Defence Security Authority’s Australian Government Security Vetting Agency is committed to providing Defence and government with a
personnel vetting service that is robust, efficient,
effective and trustworthy.
“The Defence Security Authority has faced tough
challenges in the last year, but I am confident
our people will respond to these challenges. I
appreciate their dedication and commitment to
getting things right,” Ian says.
To this end, the Australian Government Security
Vetting Agency will benefit from investment in
improving its business processes, personnel
development, information technology and
management oversight in 2012.
Ian says other priorities within the group include
further investment in cyber security, a key
government focus, and contributing to Defence-
wide planning activities like the Force Structure
Review.
All of these tasks present challenges for the
Intelligence and Security Group on multiple fronts,
particularly in relation to recruiting and retaining
the right people with the right skills, but Ian is
confident the group will succeed.
“Our work is interesting because it’s relevant,”
he says. “We do work that has a real impact and
benefit at all levels – in terms of support to the ADF
and broadly across government.
“When you know something you’ve done has
actually had a real effect, it makes you feel good.
A lot of people within this group have that sense of
fulfillment.”
39 DefenceIssue 1 2012
Defence 38Issue 1 2012
People key to capabilityCAPABILITY Development Group (CDG) is at the
sharp end of implementing Force2030 and the people
within it are playing a critical role in ensuring Defence
realises the targets it has been set by government.
Leading the charge is Vice Admiral Peter Jones, who
began as Chief CDG in December last year.
“It’s a great honour to be in this position,” Vice
Admiral Jones says. “It’s my third job within CDG and
I’m very happy to be back and in a position where I
can hopefully make a positive difference and, more
importantly, enable everyone in the group to do the
same.”
To help achieve this “positive difference”, Vice
Admiral Jones is implementing an improvement
program to help the group achieve its mission of
providing Defence senior leadership and government
with timely and high quality advice on the Defence
Capability Plan.
Broadly, the Capability Development Improvement
Program (C-DIP) incorporates the ideas from those
serving within CDG and the broader capability
community to improve the way Defence manages
capability development.
“We have looked within the group to assess where
we can improve our business – how we can deliver
proposals in a better way – and have developed a
series of initiatives that we believe will improve our
advice, offer more certainty and meet the challenging
timeframe to deliver the suite of projects on time,”
Vice Admiral Jones says.
Among the initiatives are those which streamline
the capability development process along with the
supporting documentation. Importantly, the Defence
Capability Plan will be managed as a portfolio with
individual like-projects aggregated into sub-programs.
While there is considerable expertise within CDG, it is
also developing partnerships with industry for specific
skills such as cost estimation and scheduling. The
group is also working with the Australian Defence
Force Academy to provide enhanced capability
development education opportunities.
“Many of the C-DIP ideas have been identified
internally and I’ll be looking to everyone within CDG,
and the broader capability development community,
for even more,” he says.
Last year was a big year for CDG. In addition to
recording the biggest increase in government project
approvals in several years, a number of projects,
like the acquisition of recently commissioned hMAS
Choules, were completed in very short timeframes.
“This was the result of a lot of very hard work across
CDG and the broader capability development
community,” Vice Admiral Jones says.
The Services, Defence Materiel Organisation,
Chief Information Officer Group, Defence Support
Group and defence industry comprise this “broader
capability development community” and, within it,
members of the ADF work alongside APS people and
civilian contractors.
“Throughout CDG and, I think, across Defence, the
ADF and civilian workforce is completely integrated,”
Vice Admiral Jones says. “It is certainly the case
within our group. We value the strengths everyone
brings and many APS members bring critical
specialist expertise to the group. This is particularly
valuable when complex business cases and robust
costs models are being developed. We very much
see it as an integrated workforce.”
he says the work of CDG in delivering Force2030 is
something most people appreciate and the reason
Defence has embarked on the far-reaching Strategic
Reform Program.
“I am very confident that CDG will deliver its part of
that endeavour,” he says. “We are working hand-
in-hand with our colleagues in other groups and
industry, and are working hard to achieve the goals
we have been set.”
By Alisha Welch
Chief Capability Development Group Vice Admiral Peter Jones at work in his Canberra office. Among his priorities this year is implementation of the Capability Development Improvement Program. Photo: Lauren Black, Defence Digital Imagery
“The ADF and civilian workforce is completely integrated.”
– Vice Admiral Peter Jones, Chief Capability
Development Group
Defence 40 41Issue 1 2012
DefenceIssue 1 2012
Air Force set for year of consolidation
AIR Force achieved great success in 2011 but Chief
of Air Force Air Marshal Geoff Brown doesn’t want
people to get complacent.
“This year I want Air Force to get back to basics and
make sure we do all the small things right,”
Air Marshal Brown says. “We need to continue with
Air Force Improvement and play our part in ensuring
the success of the Strategic Reform Program.”
Last year was a significant year for Air Force. Not only
did the organisation celebrate its 90th anniversary
and provide vital support to numerous operations
both at home and abroad, it welcomed cutting-edge
capabilities as they entered service. These included
receiving three of five KC-30A multi-role transport
tankers, the fifth C-17A, and the final four F/A-18F
Super hornets.
Air Marshal Brown says most of the training related
to these new platforms has been completed and that
the next step is to demonstrate how they will enhance
the joint force.
“This year is very much about working with the rest
of the ADF and our military partners to show what Air
Force can put into the fight in the joint and combined
context,” he says. “Once this happens, an incredible
difference will be noticed.”
Among the Chief’s priorities are providing support to
operations and consolidating the new capabilities,
which can’t be done without an effective support
network.
Air Marshal Brown is conscious of ensuring the long-
term health and success of Air Force and says that a
great support network comprising uniformed, public
service and contracting staff is essential behind the
scenes to produce an operational effect.
“I don’t think anyone should measure their worth
based on their distance from the target,” he says.
“With about 900 civilians working for Air Force, when
I say Air Force is one team, it doesn’t just mean a
blue suit. We have to make sure we have an essential
backbone – this is what gives us our advantage in the
world of aviation.”
Recruiting and retaining this “backbone” is always a
challenge, and Air Marshal Brown wants to focus on
maintaining Air Force’s workforce as engaged, excited
and enthusiastic about their work.
This is the impression he gets when he travels to
bases around the country and overseas, but he says
he would like Air Force’s public image to be more
prominent to attract people to the service.
“I know being in Air Force is fantastic, but I think we
need to do more to project an image to the wider
community that Air Force is a great place to work.
Many of the great ideas for our future will come from
people we haven’t even recruited yet.”
Air Marshal Brown began in the top job on July 4 last
year and is enjoying the role. But for him, getting out
of Canberra and visiting bases around the country is
what gives him the most satisfaction.
By Alisha Welch
Chief of Air Force Air Marshal Geoff Brown is welcoming and relaxed in his office to
discuss Air Force’s priorities for the year ahead. Overlooking Lake Burley Griffin in
Canberra and filled with mementos that clearly demonstrate his pride in the service,
his office and persona complement Air Force’s recent success.
Chief of Air Force Air Marshal Geoff Brown speaks with a member of his staff at Air Force Headquarters in Canberra. Photo: Leading Aircraftman Bill Solomou
He says both he and Deputy Chief of Air Force, Air Vice-
Marshal Gavin ‘Leo’ Davies, are looking forward to getting
“out and about”.
“I want to get around to all of our units this year as there are
a few places I haven’t had the chance to visit yet,” he says.
“I’ve been in the job for over seven months now and, while
I am thoroughly enjoying the work, I feel most re-energised
after returning from base visits. I’m inspired when I see the
focus, pride and determination of our people wherever I
go.”
Air Marshal Brown was appointed to the Order of Australia
in the Australia Day honours List and says the award is a
reflection of the great team he has had around him for many
years.
“I feel extremely privileged to receive this award. however,
you don’t do anything in this organisation as an individual.
Everything is a team effort and this award is recognition of
that.”
he also thanked recently appointed head Joint Capability
Coordination, Air-Vice Marshal Neil Hart, for his work as
Deputy Chief of Air Force.
Air Force has much to look forward to this year.
“We must ensure we value everyone’s time – make sure we
have good, robust processes in place and that we are using
everyone’s time wisely,” Air Marshal Brown says.
“We also have to consolidate our new capabilities –
particularly in relation to the heron. They are doing a
fantastic job in their third year of operation and marked a
significant milestone in January, recording 10,000 flying
hours.
“The heron has been incredibly successful, especially when
you consider how quickly it was introduced into theatre.
Because of the rapid stand-up, it does not have the same
normal ‘raise, train, sustain’ aspects to it – and that’s what
we want to build on this year. This essential capability must
have robust structures in place to ensure its continued
success.”
Given Air Force’s achievements last year, it is very apparent
Air Marshal Brown is excited about what the year ahead
will bring. Whatever that may be, one thing is for certain
– the organisation’s success relies on the contribution of
everyone wearing the “blue suit” and the civilians working
alongside them to ensure Australia’s air power remains at
the forefront of global aviation.
“I don’t think anyone should measure their worth based on their distance from the target.”
– Air marshal Geoff Brown, Chief of Air Force
43 DefenceIssue 1 2012
Defence 42Issue 1 2012
LONG-time Defence employee Cheng Anderson
was recognised for her commitment to scientific
innovation late last year with the 2011 Minister’s
Award for Achievement in Defence Science.
Cheng, who has worked for the Defence Science
and Technology Organisation (DSTO) for 30 years
and is currently head of the Radar Signatures
Group, is the principal architect of a world-class
capability that has made it possible for the ADF
to predict, measure and reduce the visibility of its
ships and aircraft to radar systems.
Defence Science and Personnel Minister Warren
Snowdon presented the award on November 21.
Cheng says it recognises the important work
by DSTO in applying the capability to real world
problems faced by the ADF in the acquisition of
new platforms, the enhancement of in-service
ships and aircraft, support for operational
deployments, the development of tactics, and
all the other domains where detection by threat
radars is an issue.
“Radar is the primary sensor for long range
detection,” Cheng says.
“The stealthier we can make our platforms, the
harder it is for an adversary to detect them and the
more effective our electronic protection systems
will be. This increases the survivability of our ships
and aircraft and, in some circumstances, expands
their operational envelopes.
“The flexibility of the tools we have developed also
means we can design protective measures against
new types of threat radar, should they emerge.”
Cheng completed her PhD in theoretical physics
in 1979 and wanted to put her skills to work in
a research environment. DSTO was the obvious
choice.
“My husband was already working in DSTO – I
joined in 1981. It was at the time when radar
signature control at microwave frequencies was
emerging as an important issue for major air and
surface combatants.”
her early work involved examining the techniques
to compute radar signatures and comparing their
predictions against measurements in an anechoic
chamber – a room designed to stop reflections of
sound and electromagnetic waves.
“The results of those studies revealed that no
single technique could serve as the basis for
a general purpose scattering code of the type
needed to support the ADF,” she says.
So she set about designing a framework within
which a variety of techniques could be invoked.
The work involved the development of computer
models to predict a platform’s visibility to radar,
known as the radar cross-section, which can
also be measured experimentally, validating the
computer model predictions.
She says to support and validate the theoretical
modelling, her team invested a lot of time and
effort developing measurement radar facilities.
Cheng’s work in DSTO over the last three decades
has helped place Defence in an enviable position.
Mr Snowdon says Defence only had a limited
capacity to protect its assets adequately before
Defence scientist a leader in radarinnovation
By Alisha Welch
she began her work 30 years ago.
“Dr Anderson’s work has been vital in improving the stealth capabilities and ensuring the survivability of our military aircraft, ships and land vehicles,” he says.
“I would like to thank Dr Anderson on behalf of all Defence personnel for her hard work, which will save lives, while improving the capability and efficiency of the ADF.
“This award recognises the rare distinction of an individual scientist being solely responsible for establishing a critical capability.”
Cheng and her team are currently working on several complex research activities focused on providing protection against radar sensors.
“In addition to keeping the ADF well informed on the signatures of its platforms, from the design stage through to in-service status, we are constantly looking at new developments in radar system characteristics and how we can defeat them,” she says.
Cheng is excited about what the future holds.
“I have always taken the view that experience must be balanced by fresh ways of thinking,” she says.
“Accordingly, I plan to hand over leadership of my group to a younger person within the next year. There are some ‘blue sky’ ideas that I would like to pursue, and it is not really possible to do justice to that kind of research while running a group.”
While Cheng may leave DSTO within the next year, her legacy will remain as the scientist whose work to improve the stealth capabilities of the ADF will save Australian lives in battle. And, really, that’s what Defence scientific innovation is all about.
A radar signature is the target-specific
response produced in a radar by the
returning radar echo. Radar signatures can
be used to identify or distinguish among
objects, including targets such as aircraft,
decoys, missiles with warheads, and chaff
(a radar countermeasure in which aircraft
or other targets spread a cloud of small,
thin pieces of aluminium, metallized glass
fibre or plastic, which either appears as
a cluster of secondary targets on radar
screens or swamps the screen with
multiple returns). The term can also relate
to the detailed characteristics of a radar
transmission.
The radar cross-section of an object is
a measure of the strength of the reflected
signal (i.e. the echo) relative to the strength
of the incident signal. A larger radar cross-
section indicates that an object is more
easily detected.
Last year’s winner of the Minister’s Award for Achievement in Defence Science, Cheng Anderson.Photo: Luciano Rossato
45 DefenceIssue 1 2012
Defence 44Issue 1 2012
Building an inspiring culture
By Alisha Welch
Acting Deputy Secretary People Strategies and Policy Group, Major General Gerard Fogarty. Photo: Lauren Black, Defence Digital Imagery
CARMEL McGregor has been
appointed Deputy Secretary People
Strategies and Policy Group and,
at the time of printing Defence, was
scheduled to begin her new position
on March 19.
For the last three
years, Carmel
has served as
the Deputy
Public Service
Commissioner and
has extensive background in public
administration, including holding
senior positions in the Department
of Immigration and Citizenship and
Centrelink.
She also led the review into pathways
for women in the ADF and Defence,
one of the six cultural reviews
recently undertaken by Defence.
Carmel is currently Australia’s
representative on the Organisation
for Economic Cooperation and
Development’s Public Governance
Committee and is a Fellow of the
Australian Institute of Management,
a Fellow of the Australian human
Resources Institute, Vice President of
the Institute of Public Administration
Australia in the ACT, and a member
of the Australian Institute of Training
and Development.
her varied executive career and
professional memberships reflect
her abiding interests in cultural
and organisational transformation,
leadership strategy, and human
resource development.
Carmel is originally from Queensland
and holds an Arts degree with majors
in psychology and sociology from the
University of Queensland.
new leader for People Strategies and Policy Group
PRIOR to Christmas, Defence’s APS workforce voted
against the proposed Defence Enterprise Collective
Agreement (DECA) – for a second time. The result
meant Defence had to recommence the agreement-
making process; something Major General Fogarty
says is almost complete.
“One of this group’s principal aims is generating
capability,” Major General Fogarty says.
“We are about making sure Defence has the
workforce it needs to deliver capability today and
into the future. Forming a compelling employment
offer that attracts people who are willing to do
extraordinary things for Defence is a very important
part of our work.”
In terms of negotiating a new DECA, Major General
Fogarty says it has been a difficult journey over the
past 10 months.
“We have been focusing on crafting an attractive
employment offer and we are now close to that – I
think we will be going back for another vote soon,”
he says.
While facilitating the implementation of a new DECA
is a priority this year, People Strategies and Policy
(PSP) has a number of key issues on which to focus
during 2012 and beyond. One of these is working on
attracting people to the organisation, particularly in
areas where critical skill shortages remain.
“We have been very successful as a department
over the past five years,” Major General Fogarty says.
“We have grown the ADF enormously – by about 20
per cent. Five years ago we had a number of critical skill shortages and we have rectified most of these. But we remain out of balance. While we are attracting enough people to the organisation, both in the ADF and APS, we are still deficient in some areas.”
Among the areas lacking sufficient numbers are aviation, intelligence, health, engineering and information technology.
In order to combat these deficiencies, PSP will target these areas in recruiting activities, as well as work on policies to retain people with corporate knowledge and skills.
Another key priority this year is working to decrease the rising separation rate in the ADF.
“We’ve had record low separation rates over the last three years,” Major General Fogarty says. “Despite this, they are now rising steadily. We are doing a lot of work to understand the reasons for this and to come up with initiatives to retain people so we can build and sustain the capability the Group heads and Service Chiefs need.”
Much work is also being done in the field of professionalising the APS workforce, which Defence Secretary Duncan Lewis last year stated was among his key priorities.
Major General Fogarty says PSP is working on a core capability framework, which will articulate the skills, knowledge and behaviours that are expected of all Defence employees to ensure delivery of government priorities and high quality services, now and in the future.
With numerous action items on the agenda for People Strategies and Policy Group
in 2012, acting Deputy Secretary Major General Gerard Fogarty is confident the
people within the group are well-placed, committed and excited to see many
initiatives through to fruition.
“This is a big task,” he says. “Essentially we are
working to cluster APS employees into job families
and identify a development and skilling path within it.”
Regarding the importance of ADF and APS people
working together, Major General Fogarty says
everyone has an important role to play.
“When I go outside my office and talk to people who
work in the group, it’s really irrelevant whether they
wear a uniform or not,” he says. “Everyone is aligned
to the objectives we are trying to achieve, and I think
that’s consistent throughout the department.
“In PSP we have areas that are predominantly staffed
by APS members, yet their output is solely focused
on the ADF – and there is nothing unusual about that.
It is very easy to integrate staff when they have a
clear objective. It’s the unifying aspect of our goal that
makes the workforce quite content and ready to get
on with doing their work.”
Major General Fogarty says the implementation of
shared services reform is also an exciting prospect
this year. Broadly, this program represents the
transformation of corporate support functions to
deliver Force2030 in line with Defence’s strategic and
reform commitments.
“Our workforce is very excited about shared services
reform,” Major General Fogarty says. “We’ve been
working on this for the past 18 months – the solution
has been crafted and this year it will be implemented.
We can see the benefits it will deliver.”
Of course, none of this is worth much if the
organisation’s culture doesn’t inspire people to
be the best they can. PSP, which is providing
secretariat support for the series of culture
reviews announced by Defence Minister
Stephen Smith in April last year, is working
closely with the Secretary and CDF to
support initiatives that will enhance
Defence’s cultural intent now and into
the future.
“People come to Defence for
a variety of reasons, but our
culture is why they stay,” Major
General Fogarty says. “having
a compelling employment offer
is not just about the tangible
aspects – like how much
people are paid. It is also
about the environment in
which they will be working and this is where culture comes into play.
“PSP is working hard to help the Secretary and CDF build an organisation where we have a valued, committed and sustainable workforce; one of which the Australian public can be very proud.”
47 DefenceIssue 1 2012
Defence 46Issue 1 2012
DEFENCE recognises that achieving change is not
just a case of opening up job roles to everyone,
irrespective of gender. It requires good policy
and the effective application of that policy – a
responsibility of all Defence people.
Over several decades Defence has improved its
policies to enable people from diverse backgrounds
to flourish through the use of flexible working
arrangements, promotion of knowledge and
skills development, and through proactive career
management.
These changes have enhanced Defence’s ability
to attract capable talent from a broader proportion
of the Defence and Australian community and
allowed those people to stay with Defence longer
and through the changing stages of their lives and
careers.
head People Policy, Philippa Crome, attributes her
success to setting goals, having open discussions
about her career goals, and having been lucky
enough to have great mentors who helped her
shape her skills and experiences to enable her to
achieve the goals she set.
her career in the APS spans two decades and she
says she has never felt as though her gender has
held her back.
“The APS is a great career option for women –
the breadth of departments and agencies and
the scope of work done means the options are
endless,” Philippa says.
“It is a good time to be a woman in the APS. Female
employees have achieved equal rates of pay for
equal work, and we’re seeing an increase in women
in senior leadership roles, with four females now
holding secretarial appointments.
“From my experience, you get to work with great
people who can provide you with support to achieve
your career aspirations.”
Currently 57 per cent of ongoing APS employees
are women, while in the Defence APS women
represent about 40 per cent of the workforce.
While representation of women in the Defence APS
is fairly strong, there are smaller numbers of women
moving into leadership roles with women currently
representing 30 per cent at the EL1 level and 18.5
per cent at the EL2 level.
Philippa says more could be done to encourage
women to pursue leadership, with mentoring and
flexibility important factors.
Philippa has called on the Defence APS workforce
to seek out flexibility and make use of the provisions
that are in place to enable both men and women
to achieve a balance between their lives and career
goals.
“All of the agencies I have worked in have had
a number of flexible work practices available
for all employees, but there still seems to be
some reluctance among employees to have a
discussion with their managers about whether the
various options may be suitable to their particular
circumstances,” she says.
Flexibility is not the only factor at play concerning
lower levels of representation of women in Defence
APS leadership.
Philippa says Defence is aware that there is still
a particular shortage in the recruitment of senior
women at the EL2 level, and that women are the
minority on development programs, even though 37
per cent aspire to reaching EL2 level.
“Recruitment and promotion in the APS is based
on merit, not quotas. People need to believe in
themselves, irrespective of their gender, and ensure
they set themselves goals to achieve.”
Wing Commander Dee Gibbon is one example
of someone who has thrived under Defence’s
flexible workplace policies. She joined the Air Force
more than 20 years ago and says it has changed
dramatically over recent years, in incredibly positive
ways.
Achieving the right balance
By Lisa Smallacombe
“I am exceptionally proud of the fact that I have built my career, achieved academic success and been promoted within Air Force while always prioritising my children and family life, and I encourage other women to do the same,” Wing Commander Gibbon says.
“Women in today’s ADF are facing fewer and fewer gender-based limitations as technology improves, artificial constraints and barriers are removed and the organisational culture becomes more accepting of the multitude of benefits that diversity brings to the organisation, at every rank and in every job role.”
But, there is still further change needed to ensure Defence is able to accommodate all people as they progress through various life stages, so the younger generations will have greater options and face fewer challenges, Wing Commander Gibbon says.
“We continue to lose so many women at ‘mothering stage’, because for many women, especially those in high-tempo operational roles, a full-time ADF career simply becomes untenable once they start having children,” she says.
ADF members face unique challenges, such as the need to deploy, the physical risks associated with some roles, and moves to new locations that come with an inability to live near extended family and established networks that make life easier for families. Defence develops unique workplace
policies that seek to balance these challenges, but
they can only be as effective as their application
allows.
“The greatest challenge for me was overcoming
the negative ingrained perceptions that still
surround flexibility and part-time work in Defence.
We are working incredibly hard to change these
perceptions,” Wing Commander Gibbon says.
Another area for improvement is greater
acknowledgement and recognition that women
bring their own range of skills and attributes into
leadership roles.
“My advice to women entering Defence is that it
isn’t necessary to masquerade as men – there
are numerous examples of women who have
succeeded in Defence and industry without rejecting
their female selves,” Wing Commander Gibbon
says.
She encourages all women coming into Defence to
both seek and become strong female role models
and mentors.
“The ADF is actively working to make networking
and mentoring opportunities for women accessible.
I encourage women to take part and to actively
build networks that will generate a real sense
of ‘sisterhood’ with other women across the
organisation.”
Defence celebrated International
Women’s Day 2012 on March 8,
acknowledging the economic,
political and social achievements
of women in the past, present
and future.
Wing Commander Dee Gibbon, an advocate of Defence’s flexible working arrangements, walks her two daughters, Maya and Evie, to school.Photo: Leading Aircraftman Bill Solomou
Anam Khan, Philippa Crome and Linda Bailey discuss their work in the sunshine at Russell Offices.Photo: Christel Starkey
CArEEr DEVELoPMENT ProGrAMS For DEFENCE WoMEN
APS
The APS offers a number of programs to enhance people’s careers. Visit http://intranet.defence.gov.au/pspg/sites/APSCareerDevelopment.
Navy
Visit the Navy intranet site for information on the Navy Women’s Strategy.
Army
Army selects female personnel to attend women’s mentoring activities annually through the Director General Career Management – Army. People can express their interest through their career managers.
Air Force
The WINGS program is a 10-month program where attendees attend a two-hour facilitated session each month. For more information contact Warrant Officer Carmel Pako on (02) 6265 4940 or email [email protected].
Defence 48 49Issue 1 2012
DefenceIssue 1 2012
Associate Secretary Chief Operating Officer, Simon Lewis, chats with his Chief of Staff, Kate Duncan.Photo: Lauren Black, Defence Digital Imagery
What do you do as Chief of Staff and how will
your role change now that your boss has been
appointed an Associate Secretary?
MY ROLE is to provide support and advice to
Simon and to make sure he has what he needs,
when he needs it. This often involves asking people
for information, sometimes at short notice, and
making sure that the information he receives is what
he actually needs.
I also provide advice to the Executive, other parts
of Defence and staff about Simon’s style and
preferences, and help facilitate the resolution of
issues.
Lastly, I manage the day-to-day running of the
office, although I am supported by two wonderful
people who make my life much easier: Simon’s
Senior Executive Assistant, Peta Nightingale, and
his Executive Assistant, Michelle Gilbey.
I don’t see my role changing greatly with Simon
being appointed as an Associate Secretary,
but I will need to get to know the business and
develop relationships with the people of the
Chief Information Officer and People Strategies
and Policy groups, as well as Strategic Reform
and Governance, and Ministerial and Executive
Coordination and Communication divisions, which
now all come under the Chief Operating Officer
organisation along with the Defence Support
Group. Come back in six months, though, and I
may have a different answer!
Describe your typical day.
I’m sure people in similar roles would agree that
there is no such thing as a ‘typical day’. Whatever
my priorities are when I arrive in the office they
usually change several times during the day. In
a general sense I ensure that Simon is prepared
for his day and flag any potential issues he may
need to think about. I also spend much of my day
talking to people – listening to them, giving advice
and helping to resolve issues. The key to this role
is to be flexible, approachable and to have good
relationships.
How long have you worked for Defence and in
which areas?
I started in Defence 13 years ago when I moved
from Adelaide to Canberra for the Graduate
Development Program. Since then I have worked
in a number of corporate support roles including
human resources, corporate governance, corporate
communication, ministerials and coordination. I also
spent a few years as a Departmental Liaison Officer
at Parliament house. I have worked as Simon’s
Chief of Staff for just over 12 months.
What has been the most memorable moment
of your career?
I’m not sure I have a ‘moment’ but I have had many
wonderful opportunities and experiences during my
time with Defence. On the Graduate Development
Program I visited bases and establishments in the
Northern Territory as part of the study tour and
experienced a day at sea. I spent two weeks at
Puckapunyal on the Army familiarisation course
a few years ago and I also enjoyed my time at
Parliament house.
What are some of the challenges working in
Defence and how have you overcome them?
One of the challenges of working in Defence is the sheer size of the department. Each component has
Keeping things
in orderKate Duncan has worked for Defence for 13 years and fulfilled many roles. In
her current position she is the Chief of Staff to former Deputy Secretary Defence
Support and newly appointed Associate Secretary Chief Operating Officer,
Simon Lewis. here, Kate chats to Defence about what life is like working for
such a high profile senior leader.
its own characteristics and culture that can take
time to learn.
These nuances add to the variety but, given
the fluidity, geographic dispersion and overall
pace, it can be challenging to make sure you have captured all the relevant stakeholders. I do my best to overcome this challenge by being approachable, building on existing relationships and listening to what people actually say.
“The key to this role is to be flexible, approachable and to have good relationships.”
– Kate Duncan, Chief of Staff to Associate Secretary
Chief Operating Officer
51 DefenceIssue 1 2012
Defence 50Issue 1 2012
WoRDThe Last
Subscribe to Defence
Call us on (02) 6127 1971 oremail [email protected]
Visit us atwww.defence.gov.au/defencemagazine
Defence