TRAINeD TO susTAIN - Department of Defence

Photo: Petty Officer Damian Pawlenko
TRAINeD TO susTAIN
magazine ›
Issue 7, 2009
AbOve: Navy’s seahawk helicopters, home-based at 816 squadron at HMAs Albatross, have celebrated 20 years of service to the
Royal Australian Navy after completing more than 60,000 hours of operations, as well as having been involved in every major Navy
operation during the past 20 years. Learn more about how this milestone has been achieved through Navy's newly-implemented
training regime on pages 32-33, along with many more Defence-wide articles on this theme inside.

2
Defence
magazine
editor: Michael Weaver
Phone: 02 6265 7117
Deputy editor: Jack Foster
Phone: 02 6265 1949
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Defence Magazine is produced by the
Directorate of Internal Communication,
Public Affairs Branch.
ISSN 1446-229X
Design and layout:
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How to contribute to
DefeNce MAgAzINe
Contact Michael Weaver
or defence.magazine@defence.gov.au
Phone: 02 6265 7117
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www.defence.gov.au/defencemagazine

Contents
editorial
The Defence department’s new Secretary,
Dr Ian Watt, has now had the opportunity to
put his feet under the desk and to seek input
from the senior leadership group on the precise
roles that each has to play. His inaugural column
on p10 is a valuable insight into his roles and
priorities.
In relation to our theme of training and
development, it is interesting to note the
Secretary’s comments on leadership training in
shaping those who are promoted into positions
of responsibility. “The simple fact is that you
can’t expect people to be good leaders and
managers if you don’t give them a helping hand
with development and training opportunities,”
Dr Watt said.
Likewise, the stories presented in this
edition speak for themselves in terms of the
initiatives that Defence utilises to train and
develop its workforce.
There is an insight into language refresher
courses to assist personnel in operational locations
overseas; the Graduate Development Program’s
annual study tour; the Australian Defence Force
Academy’s Open Day. Navy, Army and Air Force
are also well-tuned to importance of training and
development and we have been able to highlight
their efforts.
- Michael Weaver, Editor
corrections
Issue 6/2009, page 16: Tiger team to tackle
asbestos inventory
The first paragraph of the published article stated there
were more than 60,000 unique items on the asbestos
inventory. This figure should have been 600,000. In
addition the final paragraph was also incorrect. It should
have stated: “This is not an audit. We’re not walking in
with a clip board to assess a unit’s hazard compliance.
The AITT project is a free service that will identify and
physically collect ACM within your commands”. There
is NO intent to wield clipboards or blunt instruments,
as stated in the published article. The importance of the
work that Defence Materiel Organisation and Defence
are doing in collecting and disposing of asbestoscontaining
material cannot be underestimated.
Issue 6/2009, pages 40-41: Marking a mark –
Defence branding and the departmental logo
The graphic logos on P41 of the stylised Coat of Arms
and the conventional version 3A solid were transposed
during the production process.
Defence Magazine apologises for any inconvenience
caused and the corrected versions of both articles can
be found on the magazine’s website, at: http://www.
defence.gov.au/defencemagazine/.
Inside this edition
defence magazine ›
columns
Secretary 10
Chief of the Defence Force 11
News
Snapshot 4
The month in pictures 12
HMAS Sydney II suspicions laid to rest 14
Forces combine to entertain in East Timor 16
Meet ADFA’s first One-Star military officer 17
features
Army: Found in translation - language refresher courses 18
ADFA: Academy opens its doors to precision and prospects 20
Spotlight on Reform: Non-equipment procurement 22
Air Force: Improvements lead to lean machine 23
DMO Institute: Master class cultivates project managers 24
Defence Support: ADFHEAS + GDP 26
Army: Open display of Indigenous development 28
Australian Command and Staff College: strategic leaders of the future 30
Navy: Chief of Navy embodies cultural change 31
Navy: Training for a new generation 32
Air Force: New skills log + Aviation Medicine 34
People Strategies and Policy: Career conversations 36
DSTO: workshops on challenging conversations 37
International Policy: Military Leadership Forum 38
The Last Word: Director Ministerial and Executive Support, Claire Reynolds 39
PHOTO Of
THe MONTH:
Army Aboriginal Community
Assistance Program (AACAP)
medics Corporal Deane
Morgan and Corporal Daniel
Kelty-Gunning have fun with
the kids at Western Cape
College's Mapoon Campus
in Queensland. Members
of AACAP gave each of
the children in the school
their own Army bush-hats
to promote being sun-smart
during a 'fun Friday' at the
school each week, promoting
healthy bodies, exercise, good
food, healthy cooking, sun
safety and personal hygiene.
Photo: LSPH Paul Berry

4
news
snapshot
Last Vietnam
Veterans
return home
The remains of Flying Officer
Michael Herbert and Pilot
Officer Robert Carver have
been welcomed home during
a reception ceremony attended
by their family and former
comrades from 2 Squadron,
39 years after they went missing
on operations in Vietnam.
Minister for Defence Personnel,
Materiel and Science Greg Combet said
Flying Officer Herbert and Pilot Officer Carver
were both enthusiastic airmen who were
respected by their superiors.
“They paid the ultimate sacrifice in
serving their country. Australia can finally lay
these brave airmen to rest and honour their
memory,” Mr Combet said.
“I hope this ceremony provides some
comfort to the families of Flying Officer
Herbert and Pilot Officer Carver and I thank
them for their fortitude and strength since
the loss of their loved ones.”
Flying Officer Michael Herbert and
Pilot Officer Robert Carver disappeared on
3 November 1970 approximately 65kms
south-west of Da Nang in Quang Nam
Province following a night-bombing mission.
“The return of Flying Officer Herbert and
Pilot Officer Carver completes the recovery
of all Australian Service personnel who were
lost on operations and not recovered during
the Vietnam War,” Mr Combet said.
www.defence.gov.au/defencemagazine
High Court
decision on
Australian
Military Court
Legislation to put in place an interim
military justice system has been
introduced after the Australian Military
Court (AMC) was invalidated by the High
Court last month.
In Lane v Morrison on 26 August 2009,
the High Court ruled on a challenge to the
constitutional validity of the AMC and the
Director of Military Prosecutions.
The Minister for Defence, Senator the
Hon. John Faulkner, said the High Court
declared that the provisions of the Defence
Force Discipline Act 1982 creating the AMC
were invalid.
beLOW: The last Australian servicemen missing from the vietnam war were
welcomed home 31 August at RAAf base Richmond. Photo: CPL Colin Dadd.
RIgHT: The sail Training ship Young endeavour holds a reception whilst
alongside HMAs coonawarra in Darwin. Photo: LSPH Helen Frank.
“The AMC was found to be exercising
the judicial power of the Commonwealth but
did not meet the requirements of Chapter III
of the Constitution,” Senator Faulkner said.
“As an interim measure, the Government
is reintroducing the former system of trials by
court martial and Defence Force magistrates.
This system has a number of safeguards
within it to ensure that ADF members are
treated fairly.”
The interim legislation will also
give effect to punishments (other than
imprisonment) and orders that were imposed
by the former AMC.
“Beyond the interim measures introduced
by this legislation, the Government remains
committed to resolving the future of the
military justice system with certainty,”
Senator Faulkner said.
Further information appears in the Chief of
Defence Force's column on page 11.

Young endeavour
visits Darwin
Sail training ship Young Endeavour
recently arrived in Darwin as part her
six-month circumnavigation of Australia,
marking the ship’s first visit to the
Northern Territory in eight years.
Commanding Officer Young Endeavour,
Lieutenant Commander (LCDR) Gavin Dawe,
said the ship is now celebrating 21 years of life
changing voyages for young Australians.
“During the six-month circumnavigation
we will embark more than 700 young men and
women to participate in our unique development
program—including many from North and West
Australia who will sail Young Endeavour while the
ship is in their coastal waters,” LCDR Dawe said.
Since setting sail in May, Young Endeavour
has visited Brisbane, Bundaberg, Mackay, Airlie
Beach, Townsville, Cairns and Darwin. The ship will
visit Exmouth, Fremantle, Esperance, Adelaide and
Williamstown before returning to Sydney in December.
The Young Endeavour Youth Scheme, in
partnership with the Royal Australian Navy, has
provided challenging training voyages for more
than 11,000 young Australians.
defence magazine ›
These voyages provide the youth crew with
a unique, challenging and inspirational experience
that increases self awareness, develops teamwork
and leadership skills and creates a strong sense of
community responsibility.
enhanced virtual
world for testdriving
aircraft
The ADF’s flight simulation research facility
has been given a $1.7 million upgrade
with the launch of the new Air Operations
Simulation Centre in Melbourne.
Minister for Defence Personnel, Materiel
and Science, The Hon. Greg Combet, said the
new simulation centre was capable of accurately
simulating the full scope of flight operations and
combat scenarios for a variety of military aircraft.
“The facility is designed to introduce a far
more realistic and immersive experience for pilots
and operators, and allows Defence to test-drive
aircraft and tactics without leaving the ground,”
Mr Combet said.
snIPsHot
Next generation training
for ADf pilots
A new Pilot Training System that will enhance
the Australian Defence Force’s ability to train
highly qualified and skilled pilots to operate its next
generation of airborne capabilities has been given
first pass approval.
The new system will provide student pilots with
the necessary training and qualifications, including
theory and flight experience, to enable them to
become pilots in the Navy, Army and Air Force.
The Minister for Defence, Senator the Hon.
John Faulkner, said that throughout the coming
decade the ADF plans to replace almost all of its
airborne assets with the latest generation aircraft,
requiring a greater number of pilots with more
advanced skill-sets.
“That replacement program will include fixedwing
new air combat aircraft to be flown by Air
Force pilots and new naval aviation and troop-lift
helicopters to be flown by Navy and Army pilots,”
Senator Faulkner said.
going solo regional launch
The Defence Community Organisation (DCO) has
developed a DVD to support ADF families manage
the challenges that may be experienced during a
member's absence from home.
The DVD, Going Solo Dealing with Absence
in Defence Families, was prepared to assist ADF
members and their families.
It outlines different strategies and ideas that
have been shared by ADF families to assist during
periods of service related absences.
Each family is unique and develops their
own strategies that work for them. The strategies
outlined in the DVD are aimed at providing families
with some ideas that will enhance some of the
things they may already be doing as a family.
ADf separation rate at
10-year low
The ADF is experiencing its lowest separation
rate in the past decade, with the 12-month average
separation rate falling to 9.4 per cent in July 2009.
Minister for Defence Personnel, Materiel and
continued page 7 >

6
news
snapshot
RIgHT: Oruzgan governor Assadullah
Hamdan and the Director of education,
Malem Rahmattulah Khan, cut the ribbon
at the opening of the school in Tarin Kowt.
Photo: LCPL Joshua New
beLOW RIgHT: This image shows the Mv
PRINcess AsHIKA on the seabed. The
large balls in the picture are very large
rock spheres. Depth is 110 metres.
continued from page 5 >
“By recreating real-life situations in a virtual
environment, this facility allows air combat operations
to be rehearsed and evaluated at a significantly reduced
cost and without putting ADF personnel in harm’s way.”
In addition to supporting in-service aircraft,
the upgraded centre will also be used to support
the acquisition of the Multi-Role Helicopter and to
perform analysis for the new Super Hornets.
The upgraded facility will enable the Defence
Science and Technology Organisation (DSTO) to
communicate live over secure networks with other
defence facilities around the world, facilitating joint
and coalition exercises on a larger scale.
The launch of the enhanced facility coincides
with the 70th anniversary of DSTO’s Fishermans
Bend laboratory, where the black box flight recorder
was invented in the 1950s.
navy finds missing
vessel in tonga
A combined dive team New Zealand and
Australia operating from the Tongan patrol
boat VOEA Pangai recently completed
Operation Ashika Assist—the ADF’s
contribution to the recovery of any human
remains on board the MV Princess Ashika,
which sank on 5 August 2009.
Sonar Imagery from the Royal New Zealand
Navy’s Remote Environment Measuring Underwater
System (REMUS) detachment revealed a vessel on
the ocean floor with dimensions matching those
of the ferry which sank in waters South West of
Nomuka in the Ha’apai group of islands.
www.defence.gov.au/defencemagazine
The vessel is sitting in 110m of water, and has
a bow section, bridge, passenger accommodation
and cargo bays matching those of the MV Princess
Ashika. At a depth of 110m, the vessel was beyond
the capability of the Clearance Dive Team.
Executive Officer of the Australian Clearance
Dive Team One, Lieutenant (LEUT) Ben Fennell, said
that his team wishes they could have done more.
“I am very pleased that we could assist the
Tongan people in their time of need and I only wish
that we could have done more to help with the
recovery of their loved ones,” LEUT Fennell said.
The Royal New Zealand Navy will now
attempt to obtain visual identification early next
week with a special underwater vessel that can
capture video at depth.
This location coincides with the EPIRB signal
and the location of the Ferry Master’s final radio
call. Debris and oil was also seen in the area.
Australians
chalk one up
for education in
tarin Kowt
The Governor of Oruzgan province,
Assadullah Hamdam, has thanked
Australian Army engineers for their
efforts in refurbishing the Tarin Kowt
Boy’s School.
Governor Hamdam said that education was
important for the future of his country and its people.
“It’s important that people get an education,
so by education we know the difference between
good and bad,” Governor Hamdam said.
The original school has been refurbished
as well as the construction of a new building
containing 21 additional classrooms. The
development also includes complete site services,
new ablutions, a generator, and a new septic
system and water tower.
Oruzgan Director of Education, Malem
Rahmattulah Khan, stressed the importance of
such facilities.
“Education is like the eyes of the human, if
a man does not have eyes then he doesn’t know
where he’s going,” Mr Khan said.
“So by this school their eyes will be open, we
concur with this, however this is not enough, we
want more schools like this so that our society can
receive a good education.”

4sQn in
airfield seizure
Personnel of the newly reformed 4 Squadron
(4SQN) performed the unit’s first deliberate
parachute descent since WWII when they
jumped at 1000 feet into Nackeroo Airfield
within Bradshaw Field Training area, near
Timber Creek in the Northern Territory.
Forming part of the Special Tactics Squadron
(STS) during Exercise Talisman Saber, the exercise
was designed to rehearse the seizure of an austere
airfield, involving coordination between air traffic
control and the co-ordination of offensive fires,
such as airstrikes and artillery.
Personnel trained alongside their US counterparts
to ensure interoperability between the two units as
the 4 SQN capability continues to progress.
Commanding Officer 4 SQN, Wing Commander
(WGCDR) Dave Paddison said the 320th STS
operators had great deal of experience in this type
of operation,” WGCDR Paddison said.
“Coordinating technically complex air support
in a challenging environment is highly rewarding.
“They all face a steep learning curve in order
to deliver the full range of capabilities similar to
their USAF counterparts.”
STSs are also utilised in non-warlike
scenarios, such as disaster relief or non-combatant
evacuation operations. EOIs to become a special
tactics operator will be called for later this year
for a 2010 intake. Personnel interested in applying
should visit the 4SQN intranet homepage.
beLOW: Members of No.4 sQN Joint Terminal Attack
controller (JTAc) unit conduct continuation training
in the field around RAAf base Williamtown.
Photo: LAC Craig Barrett
Army puts lid
on waste
Australian Army engineers have been
busy devising simple solutions for
Tarin Kowt’s sanitation and waste
management needs.
The town has had septic tanks installed and
Army engineers are half-way through constructing a
sanitation system to manage the waste from the tanks.
Project Engineer Captain (CAPT) Daniel
Waugh said the waste management facility was
a great step in the right direction to improve
sanitation in Tarin Kowt.
“This facility is the next block that Tarin Kowt
needs,” CAPT Waugh said.
“Previous rotations started the process by putting
septic tanks in the schools and hospitals they've built.
Now we're building on that by giving that waste
somewhere to go.
“Our future plans involve the construction of
public toilets to centralise public waste, in line with
mentoring of local government departments to
manage the collection and dumping of the waste.”
The facility is a simple, low-maintenance
solution to a long standing problem. Now the work
remains to ensure that the Mayor’s Office is able
to manage the ongoing use of the facility and the
future development of a sanitation system in town.
snIPsHot
continued from page 5 >
Science, The Hon. Greg Combet said that Navy,
Army and Air Force have experienced significant
decreases in separation rates.
“Another pleasing aspect of this result is that
more young people are getting first-class training
from the ADF at a time when Australia needs to build
its workforce skills base,” Mr Combet said. ADF
personnel strength is currently 56,522, representing a
growth of 1,919 permanent members during the past
year, including 1,454 Reservists on full-time service.
base security Review
The recent review of Defence's protective
security arrangements has been finalised.
Several recommendations have been made to
enhance security in response to the changing nature
of potential threats.
The Chief of the Defence Force and the Secretary
have directed that a program of work commence to
implement the recommendations. This will be led
by Head Defence Support Operations and the Chief
Security Officer.
More information will be available in the next
edition of Defence Magazine.
Navy joins Indonesian
celebrations
Hundreds of thousands of Indonesians have
turned out to watch a contingent of Royal Australian
Navy ships take part in celebrations to mark the 64th
anniversary of Indonesian independence.
HMAS Darwin and the hydrographic survey vessel
HMAS Leeuwin were among 38 participating ships in the
Indonesian Fleet Review, a centrepiece of the celebrations.
Chief of Navy Vice Admiral (VADM) Russ Crane,
joined his Indonesian hosts and regional counterparts
for the Fleet Review, and said it was an opportunity
for RAN sailors to meet and interact with sailors from
around the world.
VADM Crane added that maintaining Australia’s
strong ties with Indonesia is vital and that the RAN’s
participation in this event was an example of the
strong naval cooperation between the nations.

8
news
snapshot
elections in
Afghanistan
The Afghanistan elections have proceeded
with minimal disruption, despite the
reported 16 incidents involving rocket,
mortar and small arms fire in six areas
across the Oruzgan province.
The Minister for Defence, Senator The Hon. John
Faulkner, said the successful conduct of the elections
is a tribute to the resolve of the Afghan people and the
efforts of the Australian Defence Force.
“Voters proved their resilience and determination
by turning up and casting their votes,” Senator
Faulkner said.
“Only one polling centre had to close for less than
30 minutes during the day before resuming operations.”
The attacks included multiple 107mm rocket and
82mm mortar strikes, rocket-propelled grenades and
small arms fire. Almost all the rocket attacks were
fired at maximum distance or were poorly directed.
Australian forces engaged the firing point for one
rocket attack against a patrol base to the north of Tarin
Kowt using three rounds of canon fire.
Through all these attacks there have been no
reports of loss of life or equipment damage.
Security forces will now resume normal duties
and continue to put pressure on the Taliban insurgents.
www.defence.gov.au/defencemagazine
RIgHT: An Australian Army
Aviation Aircrewman
Loadmaster guides Papua
New guinea Defence force
(PNgDf) and Papua New
guinea Police force (PNgPf)
on to a waiting Australian
Army black Hawk Helicopter,
at the crash site in Papua
New guinea.
Photo: CPL Chris Moore
ADF completes
Kokoda mission
The ADF has recently completed its
mission to support search and recovery
operations near Kokoda in Papua New
Guinea following an Airlines PNG crash
that killed all 13 passengers including
nine Australians.
The recovery effort was managed through
the PNG Rescue Coordination Centre with several
agencies providing support the task.
For five days, Australian, PNG and AFP forces
worked to retrieve all bodies and aircraft parts for
identification and further investigation. Australian
officials in PNG also helped to load and unload
supplies for use at the crash site.
Assets from all three Services were deployed to
help local authorities, including an Army Black Hawk
helicopter and the Air Force’s Caribou to deliver the
Airlines PNG engines to Australian Transport Safety
Bureau investigation officials.
separate acts
of bravery
recognised
Sergeant (SGT) Damion King of 1st
Combat Services Support Regiment
has been recognised for his bravery
after rescuing two personnel from a
submerged army ambulance, while
the rescue of five shipmates washed
overboard at night in high seas and
heavy weather has also won Bravery
Medals for three Australian submariners.
Privates Matthew Pullen and Aimian Magyak
were driving the vehicle as part of a driving course in
February 2008, and had to negotiate a flooded roadway
after their convoy passed Corroboree Park, in the
Northern Territory.
When their vehicle was swept off the road
into the flooded creek, the vehicle immediately took
on water and the cabin of the vehicle was entirely

submerged. SGT King was travelling in the vehicle
behind the ambulance, and when he saw what
happened, he immediately jumped into the water to
render assistance.
As a result of Sergeant King’s actions, Privates
Pullen and Magyak were safely returned to the
roadside and the vehicle was later recovered by the
unit’s recovery element.
And for their extraordinary efforts to rescue their
shipmates in rough seas in March 2009, submariners
Chief Petty Officer Rohan Pugh, Petty Officer Greg
Langshaw and Leading Seaman Steven Rowell
received Bravery Medals on behalf of the Australian
Bravery Decorations Council.
Presented by the Governor-General Quentin
Bryce on August 17, the three Bravery Medallists
were members of the recovery party and entered the
turbulent water at great risk to themselves to ensure
that their shipmates were all recovered safely.
new ADF
officer aviation
remuneration
structure
The independent Defence Force
Remuneration Tribunal has recently approved
a new remuneration structure for ADF officer
aircrew and air traffic control officers.
Minister for Defence Personnel, Materiel
and Science The Hon. Greg Combet said that
the remuneration outcomes are an important
component of the total employment package
provided for the men and women of the ADF.
defence magazine ›
“The new Officer Aviation Remuneration
Structure (OARS) introduces a flexible
remuneration system that ensures this
specialist military workforce of more than
2,000 members receives comparable pay for
comparable work against the aviation industry
benchmark,” Mr Combet said.
“The ADF is currently facing the greatest
capability acquisition program in its history and
this leading-edge remuneration system for officer
aircrew and air traffic control officers will go
a long way to safeguard Defence’s substantial
investment in this workforce.”
Mr Combet said that the major capability
growth within Defence is in the acquisition of
new aircraft for the Navy, Army and Air Force.
Successful introduction into service of these
systems will result in unprecedented air power
capability for the ADF.
“Critical to the success of these acquisition
programs is a dedicated and experienced
workforce that can not only continue to deliver
capability, but also manage and contribute to
complex transition programs involving state-ofthe
art technologies.
“Aircrew and air traffic control skills are
only accumulated over years of training, at
significant expense to Defence, and are highly
sought by industry.
LefT: sergeant Damion King
renders assistance after
an Army ambulance was
submerged in a flooded
roadway in the Northern
Territory. sergeant King's
actions earned him a bravery
award from the Australian
bravery Decorations council.
www.defence.gov.au/defencemagazine
9

10
seCretArY’s CoLuMn
As you read this column I will
have been in my new role as
secretary for more than a
month. My priority has been to
begin the process of getting
to know the organisation and
its people, starting to understand the
opportunities and problems, and as an
organisation starting to examine the
issues we face in the business.
I have met with every Three-Star/Deputy
Secretary and familiarised myself with the role
they and their organisations play in Defence. We
have discussed their priorities, problems and
opportunities, the Strategic Reform Program and
how it affects them, Force 2030, and much more.
These activities are the beginning of my
sustained interaction with Defence’s senior
leadership and have emphasised for me the
enormous range of activity that takes place in
Defence, and the sheer volume of things that go
on. I have observed that, in general,
Defence meets its challenges, with the
inevitable observation that there are always
areas in need of improvement.
I have also found very useful the meetings
I have had with the Minister for Defence, John
Faulkner, Minister for Defence Personnel,
Materiel, and Science, Greg Combet, and
Parliamentary Secretary for Defence Support,
Mike Kelly. It is interesting to get a sense of
Defence from their vantage point and to learn
that overall, they have a very positive view of
what Defence does and the way it does it.
As I settle further in to my new role I intend
to seek input more widely from the Defence
www.defence.gov.au/defencemagazine
RIgHT: The new
Defence secretary,
Dr Ian Watt is
welcomed into the job,
at a meeting between
the Minister for
Defence, senator the
Hon. John faulkner and
the chief of the Defence
force, Air chief Marshal
Angus Houston.
Photo: Steve Dent
leadership. The importance of good leaders and
managers in a time of change cannot be overstated
and this is reflected in the theme of this month’s
Defence Magazine, training and development.
In this issue you will see stories that
highlight the good work being done in Defence to
train and develop its people. I am impressed by
these stories and by the innovation that Defence
shows in training programs such as the Graduate
Development Program (Graduates experience
sharp end of Defence, p27), its commitment to
technical training evident in stories such as Air
Force’s new skills log (Skills log project delivers
precise control, p35) and DMO’s commitment
to further education through its DMO Institute
(Masterclass - cultivating the project managers
of the future, p24).
But over and above that, leadership and
management training is of particular interest to
me. This is discussed in part in an article about
the importance of career conversations (The art of
career conversation, p36).
I realised early in my executive career that
the necessary leadership and management skills
do not always come easily to those fortunate
enough to be promoted into positions of
responsibility. Leadership training has had a major
role in shaping my own thoughts and actions
in managing people since I (rather belatedly)
undertook my first Australian Public Service
Commission (APSC) program in 1996. The simple
fact is that you can’t expect people to be good
leaders and managers if you don’t give them
a helping hand with development and training
opportunities. It’s far from the whole story, but it
does help people lead and manage.
During my time as head of the Department of
Finance and Deregulation, the agency underwent a
major change in the way it trained and developed its
leaders. We introduced and embedded a program
that targeted all bands of leadership from EL1 to
senior SES, and supported this by encouraging
participation in external courses offered by the
APSC, and major national and international
institutions for the most senior managers.
One of the many results was an improvement
in recruitment and retention as the program
became part of attracting good people and keeping
them. No public service organisation can afford to
ignore the opportunity to reap such benefits. But,
most importantly, we helped people become better
leaders and managers, and that had a major pay
off for staff and managers alike.
I am proud of what was achieved, and look
forward to becoming involved in supporting and
shaping leadership training and development in
Defence. I am aware, through my introductory
conversations, that an APS Career Management
Framework is being developed by People
Strategies and Policy and I will offer my full
support to its implementation.
It is easy to allow training and development to
fall victim to the conflicting pressures of day-to-day
activities, operations and budget constraints. I urge
managers not to let this happen. It is important
that we get full value out of our training budgets.
It is also important to look for innovative ways
to develop staff that provide opportunities to
widen their experience and benefit their career
progression. That is, after all an important part of
leadership and management.

CHIeF oF tHe DeFenCe ForCe’s CoLuMn
by now, you will no doubt
be aware of the recent
successful challenge to
the constitutional validity
of the Australian Military
court (AMc).
The AMC was designed to enhance the
independence and impartiality of discipline within
the ADF by trying ADF members in a judicial manner.
It operated for almost two years and replaced
the previous system of trial by courts-martial and
Defence Force magistrates.
I want it to be clear from the outset that
although the High Court has held the AMC to be
invalid, this is certainly is not a reflection on the
sterling work undertaken by the Chief Military Judge,
Military judges, registrar and associated AMC and
registry staff, who worked very hard to implement
what was an innovative discipline arrangement
within the ADF. I would like to take this opportunity
to thank them for their great work and diligence.
Immediately following the High Court’s
decision, a number of measures were implemented
to ensure effective discipline within the ADF. Some
of these measures were interim in nature, such as
the temporary suspension of summary trials, which
have since been reinstituted in a modified form.
Some of the measures are transitionary, moving
trials which would otherwise have been heard by
the AMC to the reinstituted system of courts-martial
and Defence Force magistrates.
Finally, some measures will continue to be
evolutionary, as we seek to merge transitory
measures with those parts of the discipline system
not called into question by the High Court. Legislation
is currently being drafted to affect these measures.
A first-class
discipline system
In order to assist you as we embark upon
this period of transition, I have directed some
material be prepared to assist ADF members in
understanding their rights and responsibilities
under our new discipline system. This material
will be available on the Military Justice Intranet
site (http:intranet.defence.gov.au/militaryjustice).
Of course, for those of you who have been in the
ADF for longer than two years, many aspects of our
transitionary system will be familiar to you.
There are two very important points that I ask
you to bear in mind as you familiarise yourselves
with our interim and, eventually, new systems.
The first is that although our discipline system is
changing in relation to the highest level of Service
tribunal, the other parts of our system, such as the
investigation and charging of Service offences;
the Discipline Officer scheme; and summary
authority trials—which make up 96 per cent of
all disciplinary matters in the ADF—will continue
largely unaffected. Therefore, I stress to you that the
discipline system within the ADF remains operative.
Secondly, I remind you that the system
of discipline established by the Defence Force
Discipline Act 1982 is too often considered to be
the only source of discipline within the ADF. This
perspective is a myth and sells short the role each
member of the ADF plays in ensuring the ADF
remains an effective, disciplined force.
‘‘
The ADF is held in high regard by the Australian
public and the international community not because
of our discipline system, but because of our
reputation for self-discipline, esprit de corps, and for
coming together in the face of adversity to overcome
challenges. This highlights the simple truth that
Australians in general, and the ADF in particular,
work hard to not let down their mates.
Our discipline system exists for those times
when an ADF member does let down his or her
mates, but at the end of the day, it is a port of last
resort. This fact does not change regardless of any
modifications to our discipline system.
In the coming months work will begin to
achieve the Government’s vision of a successor to
the system of trial by courts-martial and Defence
Force magistrates, to which we have had to revert.
The exact form of this new court is yet to be
finalised, but the vision for it is clear.
We must provide the ADF with a first-class
discipline system which affords the greatest
possible rights to a member accused of having
committed a Service offence, whilst providing
effective, efficient support to ADF commanders to
ensure that they have the resources with which
to do their jobs. I believe the men and women
of the ADF deserve no less than the support of a
court that will serve as a reliable backbone to our
discipline system.
Our discipline system exists for those times when an ADF
member does let down his or her mates, but at the end of
the day, it is a port of last resort. This fact does not change
regardless of any modifications to our discipline system.
’’
11
www.defence.gov.au/defencemagazine

In PICtures
Merlin magic visits
Toowoomba in the
Middle east
It was a meeting of allies off the coast
of Oman in the Arabian gulf recently when a
Merlin helicopter from the united Kingdom’s
Royal Navy dropped in on HMAs Toowoomba
to conduct some combined training activities.
The Merlin helicopter was from the Royal
Navy’s 902 expeditionary Air Wing (eAW), 814
squadron and conducted a day’s training with
HMAs Toowoomba which is deployed in the
Northern Arabian sea in support of Operation
slipper – Australia’s military contribution to the
International coalition Against Terrorism.
The crew of the Merlin detachment based at
seeb airfield, in Muscat, Oman, were delighted
to have the opportunity to work with Toowoomba
and get some rare deck time practice, particularly
with a Royal Australian Navy Anzac class frigate.
With Toowoomba’s own seahawk helicopter
(call sign Pegasus) also airborne at the time, both
aircraft flew in company and images of the Merlin
helicopter (call sign sabretooth) landing on
Toowoomba’s were taken to record the event.
Members of HMAsToowoomba’s flight deck
team were pleased to get an opportunity to work
with the Merlin as it provided some new and
interesting experience, particularly given the size
of the aircraft.
The opportunity was also greatly appreciated
by the Royal Navy aircrew who were able to
consolidate some valuable embarked operations
which is not available to them whilst they are
based ashore at seeb in Oman.
commander Ingham, who accepted an
invitation to fly in the Merlin, was very impressed
with the power and nimbleness of the helicopter,
given the considerable size of the airframe.
since her arrival in the Middle east Area of
Operations in June, HMAs Toowoomba has taken
every opportunity to forge strong relationships with
the other coalition forces deployed to the gulf.
This is allowing members of her crew to
regularly conduct Personnel exchange Programs
which is providing new professional experiences,
promoting cooperation and enhancing our
understanding of how other navies operate.
814 sQN, deployed to the Middle east
on rotation since 2003, has three Merlin
helicopters permanently deployed to Oman as
part of the part of the Royal Navy’s commitment
to operations in the gulf.
RIgHT: Air-to-air imagery of a
75 squadron f/A-18 Hornet over
a Northern Territory landscape.
Photo: LAC Casey Smith
LefT: A Royal Navy
Merlin helicopter on
takes the opportunity
to conduct deck
landing practice on
HMAs Toowoomba's
flight deck during a
day of training in the
gulf of Oman. Photo:
Courtesy Commonwealth
of Australia
LefT: Members from
the Pacific fleet
band - Hawaii, along
with members of the
RAN band, provide
a musical ensemble
prior to the start of
the 64th Anniversary
of The end of the War
in the Pacific, in Pearl
Harbour, Hawaii,
during a ceremony
held onboard the
uss Missouri
Memorial. Photo: LSPH
Brenton Freind

AbOve: Air force's Indigenous
Affairs liaison officer Leading
Aircraftwoman Deborah
booker, with seven-year-old
Mary colquhoun, who drew a
picture of the balloon for the
visiting crew at Nhulunbuy
Primary school's oval as part of
a journey through Arnhem Land
called exercise Arnhem Drifter.
AbOve: Avionics
Technician, Leading
Aircraftman Michael
greck checks the ram
bleed air ducts of a f/A-18
as part of the pre-flight
checks during exercise
Thai boomerang at
Korat Air force base in
Thailand. Photo: LAC
Casey Smith
beLOW: former Royal Australian Navy
sub Lieutenant Donald Reed receives
a medal on his 87th birthday. sub
Lieutenant Reed became the reluctant
centre of attention when he was awarded
a prestigious overseas service medal
from World War II. The award was
never actually handed to Mr Reed, who
eventually settled back into civilian life
after the war. Don’s case was brought
to the attention of the Netherlands
government, with whom he served, which
was quick to investigate his case and
make for an impromptu birthday present.
Photo: LSPH Nina Nikolin
On friday, 28 August, the Deputy chief
of Army, Major general (MAJgeN)
Paul symon, and the Ambassador to
the Republic of Korea (ROK), H. e. sam
gerovich, unveiled the Australian
Army Korean War Memorial Plaque
at Observation Post (OP) Tai Poong,
located along the demilitarised zone
(DMz) in south Korea.
Created by Dr Ross Bastiaan, a Colonel in the
Active Reserve, the plaque outlines the involvement
of Australian Armed Forces in the Korean War and
provides detail on the Battle of Maryang San, as OP
Tai Poong overlooks the hill that was the site of the
battle in early October 1951.
The plaque is one of three dedicated
Korean War plaques. The plaque “recognises
the friendship between Australia and the
Republic of Korea, and remembers those brave
individuals who paid the ultimate sacrifice in the
defence of freedom,” MAJGEN Symon said in a
short speech at the ceremony.
defence magazine ›
Australian Army
Korean War Memorial
Plaque unveiled
LefT: sergeant gavino
Mura of the school of
Artillery, Puckapunyal
victoria, has his face
painted by chief of Army
Lieutenant general
Ken gillespie to raise
awareness of the blue
september organisation's
prostate cancer campaign.
Photo: Bryan Doherty
The ceremony was well attended by both
the local and international community, with a
number of Korean national veterans who had
fought in the local terrain being present. The
28th Division from the ROK Army, who man
OP Tai Poong, was especially generous in its
support to the ceremony with the provision of
personnel and equipment. The ceremony lasted
20 minutes and all who attended commented on
how fitting the plaque was both for the event
and wider occasion. The location of the plaque
ensures that it will be well seen by both
military and civilian persons.
MAJGEN Symon also had opportunity
to meet with the ROK Chairman of the Joint
Chiefs of Staff, General Kim Tae Young.
They concluded that there were a number of
similarities between the ROK Armed Forces and
the ADF; both being concerned with common
regional challenges, both operating extensively
with the US military and sharing similar
weapons and hardware systems. These points
of commonality continue to build on an
already strong relationship.
13
www.defence.gov.au/defencemagazine

By Lieutenant Alistair Tomlinson
Amilitary truism states that when
choosing between a conspiracy
and a mistake to explain
defeat, the latter is inevitably
correct because the former
requires planning.
14
news
HMAs Sydney II
suspicions
laid to rest
And so, according to HMAS Sydney II
Commission of Inquiry (COI) President, the
Honourable Terence Cole, an error of judgement
was the reason Sydney sank because her captain,
Joseph Burnett, made the mistake of not treating
the HSK Kormoran as suspicious.
The battlefield tipped decisively in Kormoran’s
favour once Sydney came within 1500m – negating
her tactical strengths and allowing the German
raider to gain first strike advantage and cause the
deaths of all 645 crew members.
No Japanese submarines working in tandem
with the German Navy were necessary to sink
Sydney. Neither was a fake surrender or mines or
any of the other 25 conspiracy theories to blame.
The Commission concluded that although there
were “…frauds, conspiracies or speculations,
none of which has any substance whatsoever”.
Sydney was plainly out-gunned by one of the
most successful German raiders of WWII.
Examining hours of video imagery, large
quantities of historical documents, photographs
and other publications, the Defence and Science
Technology Organisation (DSTO) in conjunction
with the Royal Australian Institution of Naval
Architects, helped explain how the less-wellequipped
Kormoran sank the battle-hardened
veteran that was Sydney.
www.defence.gov.au/defencemagazine
According to the Commission’s report, within
about five minutes, the heavy gun and small arms
barrage had killed or disabled about 70 per cent of
Sydney’s crew, including most of her officers.
During the battle, no less than 87, 15cm shells
struck Sydney and at least 200,000 pieces of shrapnel
penetrated her plating. The bridge, gunnery control
tower and at least two gun turrets were destroyed.
A torpedo struck her bow causing extensive
flooding. Her decks were strafed by a variety of light
armaments and machine guns resulting in fire and the
destruction of the ship's plane and life-rafts (damage
to the port side is shown above).
So why did CAPT Burnett allow Sydney
to come so close to Kormoran? In attempting
to answer this question, the COI undertook
new research into a number of issues directly
relevant to the loss of Sydney. This included what
information was available CAPT Burnett on the day
that Sydney confronted Kormoran.
Twice daily, all Australian warships including
Sydney, were sent a Shipping Intelligence
Message, or SIM, from the Navy. This formed the
basis of the Vessels in Area Indicated Chart (VAI)
that told a captain about what shipping he could
expect to encounter. The SIMs sent to Sydney
on both 18 and 19 November 1941 stated that
she should not expect to encounter any friendly
shipping on those dates.
In order to test the accuracy of these SIMs
and the subsequent VAI chart, the Commission
reconstructed the original source of information
used to create the SIMs.
This meant analysing 8,742 Merchant
Shipping Index Cards from every allied ship
operating in Australian territorial waters during
WWII. From this, the report found that Sydney had
been correctly informed that she should not expect
to come across any friendly ships.
Notwithstanding the circumstances
of Sydney’s tragic demise, in the view of
Commissioner Cole, CAPT Burnett was performing
his duty as Commanding Officer in seeking to
identify an unknown ship and no findings of
negligence were made by the COI – the report
nevertheless describes his decision to treat the
unknown ship as innocent rather than suspicious
as an “error of judgment”.
This error in judgment was to disregard
known movements of shipping and assess the
ship as innocent, when it was not on Sydney’s
plot and therefore not expected to be in the area.
With some justification CAPT Burnett may have
disregarded the VAI because sometimes it was
inaccurate and as a matter of fact, no German
raider had ever been spotted off the Australian
coast since the outbreak of the war.
However, existing Australian naval procedures
required ships not appearing on the VAI to be
treated as suspicious. Had CAPT Burnett followed
this protocol, he would have brought Sydney to
action stations, remained at least seven nautical
miles away (out of effective torpedo range), and
adopted a more aggressive signalling system.
CAPT Burnett had followed this procedure
on three previous occasions when he had ordered
Sydney to action stations upon sighting an
unidentified vessel. One of these occurred on 2
June 1941 and was only about 70 nautical miles
from the encounter with Kormoran.

eLOW: Approaching the site of
HMAs Sydney II, HMAs Sydney is
silhouetted by first light, as invited
guests prepare to pay their respects
to those who lost their lives.
Photo: ABPH Andrew Dakin
LefT: Lieutenant commander (LcDR)
John Quinn (retired) looks out over the
Indian Ocean on sunset on the flight
deck of HMAs Manoora in transit to
the HMAs Sydney site. LcDR Quinn
was the commanding Officer of HMAs
Jarapet the vietnam War. LcDR Quinn
also lost his father, Petty Officer cook
george Quinn, on HMAs Sydney II.
The decision by CAPT Burnett not to treat
Kormoran as suspicious was not based on any guise
or deceit by the German raider, as the two ships
were 20 nautical miles apart when mutually spotted.
Several subsequent actions by Kormoran should have
resulted in CAPT Burnett changing his perception that
the ship was innocent, to the ship was suspicious.
These included Kormoran’s premature turn into
the sun and increase in speed after it was spotted
by Sydney; her obfuscated and delayed flag signals
in response to various requests from Sydney; an
extended chase lasting more than an hour; and the
incorrect use of ‘Q’ messages by Kormoran.
The report concludes that these factors,
individually or collectively, should have caused
Captain Burnett to alter his assessment of the
unidentified ship from appearing innocent to
appearing suspicious. However, wartime command
involves assessments and risks and it cannot
be said how others, if placed in CAPT Burnett’s
position would have acted.
The Commission concluded that although there were
‘‘
“Human nature is such that once it is known
that a course of action results in tragedy, no one
will admit that they would have taken that course
of action,” Mr Cole said.
“And it is never to be forgotten that
Captain Burnett and his crew lost their lives
during the performance of their military duty of
investigating an unknown vessel whilst protecting
Australian shipping lanes. Although Sydney was
lost, she succeeded in ridding the sea lanes of an
enemy raider.”
This conclusion was endorsed by Chief of
Navy, Vice Admiral (VADM) Russ Crane.
“An appreciation of the training, tactics
and procedures of the time and the particular
circumstances of the day in question, including
the fact that merchant vessels frequently did not
properly respond to queries by warships, must be
taken into account to help understand why HMAS
Sydney II approached so close to HSK Kormoran,”
VADM Crane said.
…frauds, conspiracies or
speculations, none of which has
any substance whatsoever
defence magazine ›
LefT: The HMAs
Sydney II replica bell,
with HMAs Sydney in
the background, during
the ceremony over the
site of the sinking of
HMAs Sydney II.
AbOve: Denise Harris, who never met
her father (Able seaman Dennis Paling
who was lost on HMAs Sydney II) stands
over the site of the sinking, with HMAs
Sydney in the background.
AbOve 2: senior chaplain barrie
Yesberg, RAN pays tribute to the fallen
’’
over the site of HMAs Sydney II, on
HMAs Manoora. HMAs Sydney is in the
background during the ceremony.
15
www.defence.gov.au/defencemagazine

16
news
fter performing a series of
live radio broadcasts,
Australian radio
personalities, music legends
and comedians have
returned from one of the
most successful forces
entertainment Tours to east Timor.
The Helicopter Point of Departure (HPOD) in
Dili came to life in July with live radio broadcasts
from Melbourne’s Vega 91.5fm, with presenter
Ian ‘Dicko’ Dickson.
Best known as a judge on Australian Idol, Dicko
broadcasted his daily military life experiences back
to Australia. His broadcasting included spots from
his boot camp participation, a visit to the weapons
range, the art of travelling in military vehicles, an
adventure flying in an Army Blackhawk Helicopter
and his new hairdo – an Army crewcut.
“I’ve been a long time admirer of the Australian
Defence Force and therefore was thrilled to be part
of the team to entertain and support those men and
women serving in East Timor,” Dicko said.
Dicko and his Vega team also gave Melbournebased
troops the opportunity to send their love over
the airways to their friends and family back home.
www.defence.gov.au/defencemagazine
Music and
comedy stars
rock east timor
As well as enjoying the radio program, troops
in East Timor had the opportunity to sing along with
legendary Australian musician, Ian Moss.
“My reason to participate was partly because
of the location, East Timor sounded so exciting. I also
loved the idea of playing for the troops,” Ian said.
Ian and his band rocked the bases with some
classic Cold Chisel hits as well as some of his own
work – both past and present.
“My experience performing to the troops in
East Timor is completely different to the atmosphere
I am used to playing at a regular pub gig,” Ian said.
“It was so much more relaxed, which tends to
relax me and therefore I play better.”
The tour also included performances from
2008 Australian Idol contestant Mark Spano and
comedy acts from award-winning British (and now
Melbourne-based) comedian Jeff Green, as well
as Lawrence Mooney from Melbourne.
In a tradition that pre-dates the Vietnam War,
the entertainers donated their time free of charge
to bring cheer and laughter to the troops.
Tour de Force 16 was the 16th Forces Entertainment
Tour to visit East Timor and was designed to entertain
and boost the morale of the International Stabilisation
Force, comprising both Australian and New Zealand
Defence Force personnel.
By Julie Akmacic
LefT: Tour de force 16 entertainer
Mark spano enjoys the wide open
space of gleno, east Timor, while he
waits for a black Hawk helicopter
to return him to Dili after a lunchtime
concert for the soldiers serving with
the International stabilisation force.
beLOW: Music legend Ian Moss
proves he still has what it takes as he
rock another Tour de force 16 concert
for International stabilisation force
soldiers on deployment in east Timor.
Photographs by LAC Christopher Dickson

By Leila Daniels
ommodore (cDRe) Mark
Purcell is ADfA's first
graduate to achieve onestar
status, a milestone
achievement for both the
institution and the man.
After joining ADFA in 1986 following one year
at Naval College, CDRE Purcell graduated with
a double degree in Electrical Engineering and a
Bachelor of Science, majoring in computer sciences.
"I have no doubt that ADFA is very different
today to how it was back when I was there," CDRE
Purcell said.
"There was definitely a large Army presence in
the early days but when we came in, things started
to be re-balanced.
"I did have to fight pretty hard to do my double
degree in computer science and engineering which
is certainly not the norm now, but the fact that I was
able to do this gave me the ability to dual stream in
IT and engineering for the rest of my career.
By Colonel Chris Field
by one measure, the promotion of
commodore Purcell means, for the
ADf, that ADfA has come of age.
Since ADFA’s inception in 1986, the Academy
has graduated 5053 people for service in the ADF,
and other international militaries including Cambodia,
Malaysia, New Zealand, Thailand and Singapore.
Of these graduates, Commodore Purcell
achieved one-star military rank within 23 years
of ADFA’s inception.
In contrast, Australia’s senior military
institution, the Royal Military College, Duntroon
(RMC), which was established in 1911, was unable
to produce a graduate above the rank of lieutenant
colonel until the Second World War. In 1939, on
RMC’s 28th anniversary, 24 Army graduates had
been promoted to lieutenant-colonel, although only
"ADFA gave me a really strong blend of
challenges and recognised academic qualifications.
"There were definite advantages in the
adventure training and service sports that I competed
in and my interest in the area was definitely sparked
while at ADFA," CDRE Purcell said.
AIRCDRE Staib congratulated CDRE Purcell and
said that ADFA had come of age now that graduates
were achieving senior rank in the military.
"Due to the need to serve time in rank, naturally
it takes a while to achieve one-star rank. Because
we don't laterally recruit like other industries, to get
to the top you have to start at the bottom,” AIRCDRE
Staib said.
"You can't just apply to be a Commodore, you
have to do your time and work through the ranks."
The future leadership of the ADF certainly
looks secure with many talented ex-ADFA
cadets approaching senior ranks.
"We have a lot of very talented people
reaching senior positions that have been
cadets at ADFA so the future is looking
very bright indeed," AIRCDRE Staib said.
defence magazine ›
ADFA congratulates its first
one-star graduate
What does commodore Purcell’s
promotion mean for the ADf?
10 of these were substantive in the rank at the
outbreak of the war. By 1945, RMC Army graduates
were commanding corps and divisions and had
been filling these posts for some years; three were
temporary lieutenant-generals, 17 were majorgenerals,
and some 50 had reached brigadier.
For the Royal Australian Air Force (RAAF)
graduates of RMC, in August 1939, the highest ranking
officer was wing commander. By May 1945, RAAF
RMC graduates accounted for five air commodores.
In 1913, the Royal Australian Naval College
(RANC), which in 1958 was named HMAS
Creswell, accepted the first two entries of cadet
midshipmen. The first graduation from the RANC,
in 1916, included Midshipmen John Collins and
Harold Farncomb, both of whom were appointed to
Commodore in 1944, Collins in June and Farncomb
in December. In Commodore Mark Purcell’s own
service, the RANC had been established for 31
years before producing RAN graduates at the rank
of one-star.
Interestingly, Joseph (Joe) Hewitt, who
transferred from the RAN to the RAAF in 1928,
was the first one-star graduate of the RANC.
Hewitt entered the RANC in 1915, graduating
in 1918. Hewitt was seconded to the Royal
Australian Air Force in January 1923, and in
April 1928 transferred permanently to the RAAF.
He was promoted to Air Commodore
in February 1943 and appointed Air Officer
Commanding No. 9 (Operational) Group in the
New Guinea area in February 1943, which at
the time was the largest and most important
operational command in the RAAF. Hewitt’s
promotion to one-star pre-dates that of Collins
by more than 12 months.
17
www.defence.gov.au/defencemagazine

18
ArMY
FOUND IN
TRANSLATION
rguably one of the most
fundamental lessons learnt from
experience in recent counterinsurgency
operations, but
equally valid in all missions,
is that success ultimately
lies in establishing close relationships
with the local population.
Language and cultural skills play a vital role
in fostering these relationships and in helping
Australia’s land forces understand the environment
in which they find themselves operating.
Chief of Army’s Visiting Fellow at the Lowy
Institute for International Policy, Lieutenant Colonel
(LTCOL) Nick Floyd, said that language and cultural
understanding were critical capabilities for Army
and Defence more widely.
“These skills improve the decisions our soldiers
need to make both on missions, and when involved
in engagement and cooperation with Australia’s
regional and global partners,” LTCOL Floyd said.
“The most obvious benefit is when going into
an operational theatre where the inhabitants and
other players, such as coalition partners, speak
another language.
“But you’ve also got to have a language
capability when we’re involved in humanitarian
assistance missions and international diplomacy.”
LTCOL Floyd said that language and cultural
skills, although critical, were less tangible than
other capabilities, with benefits harder to measure.
“You can conceptualise the idea of buying a
new weapon, because you can see the outcomes
then and there, but the returns from language and
cultural understanding are extremely intangible,”
LTCOL Floyd said.
To help further this capability within Army,
soldiers and officers are being actively encouraged
to take up the opportunity to requalify in their
languages skills through its recently re-introduced
Language Refresher courses.
“Army has recently successfully completed
another of its rolling sessions of two-week language
requalification courses, at the Defence Force School
of Languages (DFSL),” LTCOL Floyd said.
www.defence.gov.au/defencemagazine
Army personnel who have previously qualified
in the key Languages Other Than English (LOTE)
of Indonesian, Arabic, Vietnamese, French Persian
Farsi/Dari and Thai were required to attend these
courses, after a period of two years or greater
since their last qualification.
Soldiers who retain their languages at the
intermediate level or higher are entitled to apply
for further, in-country training that immerses them
in the language and culture of particular regions or
work environments.
“These opportunities are designed to both
develop and broaden a linguist’s skills, particularly in
a specialist area or key dialect,” LTCOL Floyd said.
“They are an exemplary model of Army’s
current educational approach for today’s complex
environments—that is, teaching its soldiers how
to think, not what to think.”
Other key languages such as Japanese,
Khmer, Korean, Malay, Russian Portuguese,
Mandarin and Filipino are also being refreshed as
part of the ongoing Refresher program.
LTCOL Floyd said that Army unit commanders must
ensure that any intermediate-level or higher linguists
posted to their units are able to retain their individual
language abilities by requalifying every two years.
“By implementing this scheme, Army should see
a return in capability that far outweighs the outlay
made for the two-week attendance, and ensures that
Army’s significant initial investment in training its
generalist linguists is returned,” LTCOL Floyd said.
LTCOL Floyd said that language on its own is
insufficient, and must be teamed with insight into
other cultures.
“You could define cultural understanding as
the capacity for active study and understanding
of human and cultural influences affecting all
decision-making and actions in the operating
environment,” LTCOL Floyd said.
“These influences are pretty diverse, and include
things like behavioural considerations and drivers;
power and influence sources; government, political and
social grouping structures; tribal or ethnic dispositions;
and spiritual, economic and geo-social factors.
“It’s key that this understanding, or
By Jack Foster
Language and
cultural skills
break down
barriers
empathy, extends to the cultures of all groups or
individuals—not just adversaries but also noncombatants
and our coalition partners – that act in
or influence the operating environment.”
LTCOL Floyd said understanding has to go
beyond superficial awareness, and take into
account an individual’s motivational drivers,
societal norms, political/group allegiances and any
behavioural drivers that influence decision-making.
“Gaining this understanding helps commanders
and operators at all levels to achieve best-practise
decision superiority,” LTCOL Floyd said.
At present, the Australian Army currently
assembles knowledge and awareness of operational
surroundings in many ways, drawing on cultural
understanding obtained through formal and
immersion training, incidental individual and
collective experience, as well as personal motivation.
“We also draw on further in-country
knowledge while on deployment from locally
engaged staff such as interpreters, and through
operational experience,” LTCOL Floyd said.
“This learning is then ploughed back in as part
of our Mission Rehearsal Exercises.
“The continuing operational experience
Australian has had throughout the past 10 years
reinforces the importance of language and cultural
understanding as a multiplier of all aspects of
interventions, not just combat, but stabilisation,
Defence military engagement, diplomacy, and
humanitarian assistance missions.”

On-ground cultural understanding
The local engagement element of
ADf operations is a major focus for
Major (MAJ) Julian Thirkill, a key
staff officer on the headquarters of
the Mentoring and Reconstruction
Task force Tarin Kowt.
“One of my responsibilities as a staff officer
within the Headquarters is to advise on how, when and
where to deal with local nationals,” MAJ Thirkill said.
“This is a responsibility that I take very seriously
and began long before we arrived in Afghanistan
itself. It is simply pivotal to our success here.”
The majority of locals in Uruzgan Province
speak Pashtu. This is in contrast to the majority
of Afghan National Army soldiers that work with
Australian forces, who speak the official Afghan
language—Dari.
MAJ Thirkill said another important part of
operating within Pashtun-dominated southern
Afghanistan is to understand the ancient code of
conduct known as Pashtunwali. This is a set of rules
guiding both individual and communal conduct and
is socially practiced by the majority of Pashtuns.
“It is considered a personal responsibility
of every Pashtun to discover and rediscover
Pashtunwali's essence and meaning and it is my
responsibility to ensure that our soldiers are at
least aware of what this means to them,” MAJ
Thirkill said.
MAJ Thirkill said it was of paramount importance
AbOve: Mentoring and Reconstruction Task
force 2 (MRTf2) combat Team Alpha, 1 Platoon
commander, Lieutenant Travis Peet (far left),
corporal benjemin byrne (center) and their
interpreter (right) chat with local Afghan whilst
on patrol in the village of sarab.
fAR LefT: chief of Army’s visiting fellow at
the Lowy Institute for International Policy,
Lieutenant colonel Nick floyd, says soldiers
and officers are being encouraged to requalify
in their languages skills through the recently
re-introduced language refresher courses.
Photo: Warren Clarke
2ND LefT: Mentoring and Reconstruction
Task force 2 Officer commanding, Major
David Trotter and Major Julian Thirkill speak
with local Afghans in the "green zone" of the
baluchi valley.
LefT: caption: Local children of sarab chat with
Mentoring and Reconstruction Task force 2
(MRTf2) combat Team Alpha, 1 Platoon's Private
geoffrey shaw during a short halt during a
patrol. Photo: Corporal (CPL) Rachel Ingram
that the Australian troops’ relationship with them was
a very inclusive relationship with them.
“We need to ensure that they feel and know
we are here to help them, and with them together,
defeat the insurgency,” MAJ Thirkill said.
“Within the incredibly complex web of personal,
family, tribal and political networks in Uruzgan
province, not everything is always as it first appears.
“We strive to win their trust, their confidence
and their respect and show them that together we
will defeat the insurgents who otherwise bring
oppression, intimidation and suffering.
“By closely interacting with them we reveal
to them the differences between Australian and
Afghan culture but also revel in the common
determination to defeat a common enemy.” 19
www.defence.gov.au/defencemagazine

AustrALIAn DeFenCe ForCe ACADeMY
ADFA opens up
to PreCIsIon
and ProsPeCts
By Leila Daniels
Precision drill teams,
academics, anxious parents
and inquisitive prospective
students came together
to see the exciting range
of study options at the
Australian Defence force Academy
(ADfA) Open Day recently.
The Commandant of ADFA, Air Commodore
(AIRCDRE) Margaret Staib, said the Open Day
program was an important day in the academy's
calendar for the cadets, teaching staff and
prospective students.
"Our open day is part of a wider program of
open days for universities right across Canberra
and it is a great opportunity for us to showcase the
Academy so that people can really get an idea of
what we are about," AIRCDRE Staib said.
"We estimate that we had about 5,000 people
visit ADFA and we really got the message across
that if people want to be a part of the ADF as
an officer, they can come here and get a civilian
qualification through the University of New South
Wales, and combine it with a military education."
Since 1986, ADFA has provided undergraduate
education and military training to midshipmen
and officer cadets, and during the past 23 years
has lived up to its mission of producing the best
leaders for the Australian Defence Force.
"We provide a balanced and liberal university
education within a military environment, for our
officer cadets and midshipmen but we also provide
the opportunity for research, development and higher
education for members right across the Department
– including civilians," AIRCDRE Staib said.
"What a lot of people don’t realise is that
20 ADFA is unique in the world – it is a joint academy
www.defence.gov.au/defencemagazine
with a civilian provider for the academic program.
"It is not a defence degree, students actually
graduate with a civilian qualification."
As one of the top research intensive universities
in Australia, ADFA's Commandant is not shy when
talking about the academic success of the students.
"We have an extremely competitive pass rate
of 95 per cent, compared to some of the other top
institutions being around 90 per cent.
"I think one of the reasons for our success is the
academic attention our students receive. We have a
student to academic ratio of around nine to one but
in some other universities that could be as high as
30 to one."
One potential ADFA candidate, Shannon
Bowen, said that the opportunity for her parents to
attend the Open Day allowed them to find out more
information about her desire to join the Navy.
"Over the course of one week their attitudes
have changed from passive acceptance to
enthusiastic support for my ambition to join the
Navy, and I would certainly put that down to a very
smooth and well run Open Day," Ms Bowen said.
The range of post graduate options available
to military and civilian members at ADFA is vast.
"Apart from the 1,011 officer cadets and
midshipmen we have studying here, there are also
2,000 post graduate students and they include
civilians both within and outside of Defence. There
is a great opportunity for anyone wanting to do
their Masters degree or doctoral study here at
ADFA," AIRCDRE Staib said.
One civilian Defence member who has done that
is Sally Schaumburg, Principal Business Operations
Manager in Integrated Travel Solutions, Defence
Support Group. After not studying for many years,
Sally decided to apply to undertake a Graduate
Certificate in Management Studies through ADFA.
AbOve: service Police from the Air force put on a
military working dog display with bite during the
2009 ADfA Open Day. Photo: David Patterson
RIgHT: Two ADfA cadets display the finer points of
fencing during the 2009 ADfA Open Day.
"I have found the subjects I've studied to
be extremely relevant in the workplace," Ms
Schaumburg said.
"My research has assisted me to add value
when providing feedback or responding to
questions in the workplace."
ADFA has several well-known graduates, with
one of its most notable being Dr David Kilcullen. A
graduate from the class of '89 and a doctorate in
political anthropology, Dr Kilcullen is currently an
advisor to the US Government.
"Dr Kilcullen recently gave the University lecture
here at ADFA focussing on guerrilla warfare - his area
of expertise. It was really wonderful to learn from him
and welcome him back," AIRCDRE Staib said.
The success of the Open Day was reflected
in the many comments the Commandant received
from prospective parents.
"One parent was so impressed with one of our
cadets that they felt compelled to let the Chief of
the Air Force know. This type of feedback makes
me extremely proud to be a part of the further
development of these very clever and bright young
men and women," AIRCDRE Staib said.

AbOve: ADfA cadets display
their on-stage talents during the
stage production of their rock
musical Rent.
cADeTs RAIse THe
ROOf fOR RenT By Leila Daniels
P
utting away their books and
uniforms and hitting the stage
with ease, 60 cadets combined
their creative energy to put on
the rock musical, Rent for the
Academy's annual production.
The production is a much-anticipated annual
event for the cadets and the excitement around
this year's show was no exception.
AIRCDRE Staib said she was very impressed
with the production.
"I have had all sorts of fantastic feedback
from many people who attended, it was very
professional and I would have paid money to go,"
AIRCDRE Staib said.
Rent has a striking similarity to Puccini's opera La
Boheme but it also examines modern day issues such
as homosexual relationships, AIDS and drug addiction.
When brainstorming for ideas for this year's
musical, the cadets were wary as to how Rent would
be received. In the end, tackling how to portray the
controversial themes was no problem for the cast, the
Director, Officer Cadet (OFFCDT) Josh Kam said.
"Yes, dealing with the themes in the show
wasn't easy," OFFCDT Kam said.
"At face value it can seem that the show is just
about people dying of AIDS but it takes real energy
and commitment to bring out the underlying themes of
love, and living life to the fullest despite poor odds."
There were a number of first-timers in the
cast, getting involved in their first ADFA production.
OFFCDT Anna Anderson auditioned this year to get
involved in a different area of academy life.
A member of the Australian Defence force
Academy radios instructions to comrades
during a section attack display under
inclement skies during ADfA's recent open
day. Photo: David Patterson
"It was a great opportunity to develop some
unique skills in performance and organisational
management that I can use as an officer," OFFCDT
Anderson said.
"We had more than 400 people in the
audience each night and people were happy to see
ADFA put on a serious show. I think many walked
away having a learnt a lesson from the people's
lives we presented on stage."
The stage manager, Midshipman (MIDN)
Kane Stuart, couldn't pass up the opportunity to do
something out of the ordinary at ADFA.
"There was a lot of work involved as the
stage manager but in the end I felt as though I
had been a part of something quite spectacular,"
MIDN Stuart said.
AIRCDRE Staib was keen to point out that
the cadets don't just march on the parade ground
while at ADFA.
"The reason we do things like the musical
production is so our cadets get a chance to be put
in positions of leadership. It also lets them display
other talents they have which is in line with our
mission of producing well-rounded, capable and
confident graduates."
After this year's challenging and thought
provoking production, what can audiences look
forward to next year?
"This year's show had some pretty serious
themes so next year will probably be a full on comedy,
plenty of laughs and light-hearted songs – you will
have to wait and see though," OFFCDT Kam said.
The production raised $2,000 for the production
committees' chosen charity of Camp Quality.
21
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22
sPotLIGHt on reForM
Non-equipment procurement:
more than ‘rats and mice’
Defence buys a vast array
of items – from pencils and
paper through to ships and
planes. Defence also buys
services from a large number
of contractors, including
from those who maintain equipment,
look after bases and provide expert
technical advice.
Defence is a major user of water, electricity
and telecommunications infrastructure and spends
$15 billion or more across Defence and the Defence
Materiel Organisation in payments to industry each
year for goods and services.
The Strategic Reform Program (SRP) seeks to
make sure that Defence’s purchasing gets best value
for money. Any money saved can be used to buy more
capability – ships, tanks and planes.
When people think about Defence purchasing,
they often focus on the equipment side, and assume
that the rest is largely ‘rats and mice’. In fact,
Defence spends less each year on purchasing military
equipment than it does on all its other purchases.
Non-equipment procurement (NEP), which refers
to all the goods and services Defence buys, apart from
military equipment and its sustainment, costs around
$4 billion to $5 billion every year. It’s a lot more than ‘rats
and mice’. In fact, it represents around $16,000 that each
of us will contribute from our taxes during our lifetime.
www.defence.gov.au/defencemagazine
NEP is complex, as it covers a vast array of goods and
services, including such things as:
• Building maintenance
• Travel
• Training
• Health services
• Utilities – water and power
• Garrison support services at out bases, including
catering, gardening, cleaning and security
• Purchase of office requisites and office furniture, and
• Arranging for the removals of Defence people and
their families when posted.
The advantage of having such a large annual spend on
NEP is that you don’t need to do much to save a lot of
money. If Defence can shave as little as one per cent
off its costs, $50 million is freed up every year – that’s
half a billion dollars in a decade.
But Defence can do a lot better than one per cent.
The independent budget audit carried out last year
assessed that as much as 15-20 per cent can be saved
in some NEP categories. All together, it is estimated that
Defence can save more than $400 million every year –
around 8-10 per cent of current annual spend on NEP.
AbOve: Lunch is served at the Airmen's Mess at RAAf base Darwin. Improvements to
catering services such as this have been identified under the strategic Reform Program.
Photo: CPL Michael Davis
Defence Magazine intends to publish regular articles to update readers on
the progress from the 15 streams of the Strategic Reform Program. Below,
Dr Ian Williams focuses on the Non-Equipment Procurement stream.
In a number of cases Defence will not be able to
deliver the savings overnight and they will come only
as contracts are renewed and old habits, systems and
policy are changed. But where it can, Defence will
move quickly to implement necessary reform.
Savings can be made in two main ways – by
reducing unnecessary demand and by improving supply
arrangements. The following examples illustrate the
sorts of opportunities we have:
• Travel: We should only travel when we
absolutely need to. If as little as one trip in every
five carried out by Defence people is eliminated,
we will achieve more than the NEP target saving
for travel.
• Payment and Debt Processing: Defence’s
travel allowances are very generous by wider
community standards. In some cases, people
lodge requests to be paid adjustments of as
little as a dollar – and even less. Under present
arrangements it costs Defence about $70 to
process that request or to recover a debt of that
amount. We need to see if we can change policy
and behaviours to avoid this inefficient practice.
• catering: How much would you pay for lunch?
On Defence bases the cost to Defence of a meal
varies from as little as a few dollars up to $60
or more. Why is there this variance? We clearly
need to ensure people have access to quality
food, including in remote areas, but no-one can
argue that Defence should be paying $60 for a
lunch worth a few dollars.
Reform will not happen if it is left to a few in Russell
Offices. It needs to engage all of us. It needs the
commitment of all of us. Most importantly, it needs
everyone in Defence to see themselves as leaders of
reform; looking for ways to be more efficient.
People are often discouraged from proposing
change because it has been rejected in the past
or because it contravenes a policy. The SRP is the
opportunity to change that outlook. We can review
policy if it is not sensible and by adopting a ‘we can
if…’ approach to make real and sustainable changes.
But as well as thinking about reforms, people also
need to be prepared to accept change. We need to be
realistic in our expectations and be willing to accept
different ways of doing business.

AIr ForCe
Business improvement
leads to lean machine
By FLTLT Shannon Farrington
Lean thinking will be the way
forward for the Australian
Defence force in times where
economic pressures combine
with the need to continue
support to regional and
international operations.
Logistics Flight, No. 1 Combat
Communications Squadron, with the assistance
of Air Force Improvement, took part in a business
improvement activity from March to April 2009.
The aim of the process was to eliminate excess
time and motion taken to complete equipment
tasking for exercises and operations. The result
was a leaner logistics support methodology.
The major results were improvements in time
and motion for carrying out tasks. The time taken
to task equipment was reduced from two to three
days to an average of 40 minutes. The distance
a logistics flight member had to travel back and
forth by foot or forklift to move equipment away
on exercise was reduced from 2.5km to 1.5km.
This dramatic reduction in itself means the flight
is better equipped to deal with a high workload
and morale improved as a result.
An unanticipated bonus was the identification
of $1.5 million of excess stock which was returned
to the DNSDC storage system.
Visual management techniques and the 5S
principle were the main tools used to identify
improvements in the warehouse environment.
sort: Items were sorted to identify what
was being used regularly, less regularly and
rarely/not at all. Items that were not used at
all, or were in surplus, were returned to the
DNSDC storage system.
straighten: The items in high use were
moved to front areas of racking and the
warehouse racking was re-arranged to make
a more user friendly environment.
standardise: Areas in the warehouse
were identified and clearly marked to
ensure standardised practises were used
for returning equipment. Clear bays
were allocated to show equipment that is
going away on exercise, needs technical
inspections, or needs to be disposed of.
shine: Equipment was checked and
cleaned, the floor of the warehouse was
painted and racking and shelves were
removed to open the area up.
sustain: All the staff are now proud of the
product they have developed as a team, and
the morale in the section is high. Members
have a vested interest in maintaining the
warehouse to the standard it is now and
will keep it this way.
LefT: Members of 1css work on their new tasking
area and a cleaner, more productive workplace.
beLOW LefT: A great result, a faster turnaround
of jobs and less stress means happier customers
and improved morale for the team in Logistics
flight 1ccs.
1CCS is a busy Squadron, with more than
80 exercises, operations and external loans
completed in 2008. The role of 1CCS is to provide
deployed communications to a single service,
joint or combined environment.
This includes a wide range of equipment from
combat net radios to deployed IT systems. The
logistics flight team not only manage the tasking
and movement of all this equipment, but also have
their day to day governance responsibilities like
stocktaking and SCA management. Streamlining
the processes for tasking equipment on exercises
and operations has increased 1CCS’s ability to
manage the corporate governance workload as well
as train and develop professionally as logisticians.
Read more at http://intranet.defence.gov.au/
raafweb/sites/afi
23
www.defence.gov.au/defencemagazine

24
DeFenCe MAterIeL orGAnIsAtIon
mastercla
cultivating future project managers
By Shelley Daws
he success of the many
complex and challenging
projects managed by the Defence
Materiel Organisation depends
on the best and brightest project
managers the industry has to
offer. but what happens when these
very project managers retire?
Emerging trends within Australia, the United
Kingdom and the United States indicate a critical
shortfall in senior project managers. Until recently,
there has not been an adequate succession plan to
resolve this issue.
But in 2007, Defence and several global
government and industry organisations worked together
to develop the competency standard for complex
project managers. From this, the Executive Masters in
Complex Project Management course was developed
and delivered.
Developed by DMO and the Queensland University
of Technology (QUT), the course is a world-first and
aims to accelerate the advancement of senior staff
members and industry partners who are responsible
for managing highly-demanding projects on behalf of
the ADF.
The course is designed to challenge students
to reflect on themselves and how others perceive
them. It provides a learning framework to build
their leadership, team building, problem solving and
decision-making skills.
DMO's Ms Deborah Hein and Mr Stephen Onus
were participants on the 2008 pilot course and both
said it has had lasting effects.
“This is not just project management 101,”
Stephen said. “It questions the way you behave and
asks you to think about yourself, and whether you can
achieve better outcomes by doing things differently.
“The way QUT have developed the program is
different as every single lecture is co-facilitated by an
academic and an experienced practitioner.
“They have leading practitioners for each
theoretical component, and create a fantastic balance
between the theory and its practical application.”
www.defence.gov.au/defencemagazine
Deborah said the course was extremely rewarding
and provides participants with an opportunity to extend
themselves, to learn and to change.
“We now have the skills and knowledge to look
at a situation and very quickly identify the problem
and work toward a solution,” Deborah said.
One feature of the course is the international
study tour where students can experience firsthand
the innovations and processes of leading
global organisations such as the London Olympic
Development Authority, BAE Astute Submarine
project in the UK, and Lockheed Martin’s Joint Strike
Fighter project in the USA.
“Ideally what we should be doing as a project
management community is sharing our knowledge
and working with people around the world to do
things better,” Deborah said.
“By visiting the United Kingdom and United
States of America we experienced Defence
Industry projects on a global scale and it gave us an
understanding that industries around the world are
facing similar challenges in project management.”
Now in its second year, the course continues
to exceed expectations. Daniel Kopunic is a student
in this year’s course and provided an insight into his
experience so far.
“We talk about the ambiguous nature of
contemporary projects, and it’s like we’re learning a
new language,” Daniel said.
“This course is the cornerstone for the next
development phase of my life and I will continue to
refer to the knowledge I have gained in the course for
years to come.”
Since last year’s pilot course, the DMO senior
executive has repeatedly commented on the
observable changes in leadership and decision
making behaviour evident in the graduates of the
Executive Masters in Complex Project Management.
But as Deborah Hein points out, everyone can
benefit from the course, not only the DMO.
Delivered as an intensive one-year
program, the executive Masters
in complex Project Management
is a highly intensive, interactive,
problem-based course where
students experience real challenges
in the complex project management
environment. students develop a
range of skills such as:
■ innovative and creative problem
solving techniques
■ advanced communication skills
■ personal awareness and the affect
on others
■ systems thinking
■ strategic management of complex projects
including stakeholder management, risk
and issues management, performance and
financial management, strategic business
planning, accountability and governance,
and managing contract relations and
contract law, and
■ leadership.

ss
AbOve: Participants from DMO discuss ideas as part
of their course in executive project management.
“The course is developing managers in complexity,
regardless of industry sector, and its success has already
seen it in demand from organisations and industries
worldwide,” Deborah said.
“It’s the only course of its kind in the world that
is run in this way. We have had international students
and now the United States and Canada are looking to
establish the program.”
Coordinated by the DMO Institute, the program
is open to Defence employees, Defence industry and
employees from other Government departments. The
course is targeted at experienced project managers
who are typically toward the top of their level at the
rank of EL1 or lieutenant colonel (equivalent) or higher.
Next year will see the scope of the course
broadened to include an option for strategic
procurement, meaning students will have
the choice of studying either complex project
management or strategic procurement for the last
six units of the course.
“It’s not a holiday, it is hard work – but if I could,
I’d do it again tomorrow,” Deborah said.
For further information on the Executive Masters
in Complex Project Management, contact Frances
Costa in the DMO Institute on (02) 6265 5570 or visit
the link on the DMO Intranet website.
defence magazine ›
DMO InstItute
fronts challenge to professionalise
At the recent Defence + Industry
conference in Adelaide, chief executive
Officer of the Defence Materiel
Organisation (DMO) Dr steve gumley
said “it is the youth of today who will be
building the submarines of tomorrow”.
This statement is at the forefront of DMO
Institute’s challenge to deliver the skilled people that
the DMO needs. The Institute’s programs target the
DMO’s core acquisition and sustainment business
– project management, logistics, engineering,
procurement and contracting, with professionalisation
frameworks for each of these areas.
Since the Institute originated in 2005, it has
grown to a virtual college that delivers the training
and professional development needed to support
DMO’s business. Institute programs are provided
in the capital cities and major regional locations
around Australia where the DMO has a presence.
The DMO Institute now offers a program of
more than 45 practitioner, vocational, tertiary and
higher education courses as well as an extensive
professional certification program for DMO's
workforce. The Institute's achievements have been
very impressive in a short time.
Since 2006, the Institute has put more than
9,000 participants through training short courses,
957 through its Gateway and Catalyst leadership
programs and 280 through post-graduate programs.
The DMO values the achievement of professional
certification – 71 per cent of its professionals in
project management, engineering and technical,
accountancy and law are certified or are undertaking
certification, which recognises that DMO professional
meet the rigorous industry-wide standards.
150tH sKilling AGREEMENT SIGNED
Australia’s only thermal treatments company to
be part of the f-35 Joint strike fighter Project has
signed on as the 150th business to commit to the
skilling Australia’s Defence Industry (sADI) Program.
The agreement represents a joint commitment
on the part of the Defence Materiel Organisation
(DMO) and Heat Treatment Australia (QLD) Pty Ltd
to spend more than $126,000 on defence-specific
technical training.
By Anne Miller
The Institute also targets areas of skill
development such as materiel logistics – a critical
skill for the sustainment and inventory reform being
pursued under Defence's Strategic Reform Program.
Until the Institute developed materiel logistics
competencies and qualifications in 2008, there wasn’t
a recognised development program for this group.
Now the Institute offers a structured
development program of competency-based
workplace logbooks and courses at introductory,
practitioner and manager level that result in
vocational qualifications at Certificate IV, Diploma or
Advanced Diploma level.
The other key area of skilling highlighted by the
DCP is complex project leadership. The DMO is the
business process owner on project management. The
Institute offers a suite of courses and qualifications
from the Diploma in Project Management right
up to the Executive Masters in Complex Project
Management (see article on this page). This Masters
degree was developed by Queensland University of
Technology in conjunction with the DMO and partner
organisations in the United Kingdom and United
States for project managers to manage the most
complex defence acquisition projects, such as the
new generation submarines and Joint Strike Fighter.
The DMO Institute courses are specific to DMO
and, by extension, Defence industry business. The
Institute recently undertook a survey of Defence
industry to confirm this and assess the level of
interest in opening DMO Institute courses to industry.
This has been very positively welcomed and will
happen by the end of this year. The DMO Institute
courses are also open to all Defence staff.
More information on the DMO Institute and its
programs, are available on the website http://intranet.
defence.gov.au/dmoweb/sites/institute/comweb.
“The agreement will provide this small to medium
enterprise with an additional 20 training opportunities
over and above the company’s normal training
program,” Minister for Defence Personnel, Materiel
and Science, Mr Greg Combet said.
The Australian Government has committed
more than $43 million from the SADI Program funds
to address the unique character of many defencerelevant
skills and the rising demand associated
with the ongoing modernisation and expansion of
the Australian Defence Force’s capability.
25
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26
DeFenCe suPPort
A head start to uNiversity
Y
www.defence.gov.au/defencemagazine
ou may be closer to achieving
your university qualification
than you realise.
The The Australian Defence Force
Higher Education Advanced Standing
(ADFHEAS) Scheme provides a pathway
between ADF education and training to
internationally recognised qualifications, including
undergraduate degrees, graduate certificates,
graduate diplomas and masters degrees, at 24
participating universities across Australia.
In signing the latest agreement with the
University of Wollongong on behalf of Defence,
Director General Defence Education and Training, Air
Commodore (AIRCDRE) Ian Pearson said that while
the early focus of the ADFHEAS Scheme was on
post-graduate qualifications, the current priority is to
provide opportunities for members to translate their
trade qualifications into undergraduate degrees.
“Members do not need to hold High School
Certification (HSC) or equivalent to participate in the
Scheme since the universities look at ADF career
experience and trade training when working out the level
of advanced standing offered,” AIRCDRE Pearson said.
“We have 14 universities offering pathways
for members to translate their trade qualifications
to university degrees and are currently working
with other universities in this area.
“We are also actively working at growing the
number of universities involved with the Scheme to
provide a range of geographic locations, a range of
courses and a range of delivery methods, ranging
from face to face classes to distance learning.”
The Scheme assists former and serving ADF members
receiving equivalent civilian recognition for Defence-specific
education and training, whether these be vocational
qualifications (Certificate III to advanced diploma) or higher
education qualifications (degree or higher).
The ADFHEAS contact officer is able to issue
Certificates of Eligibility for expired qualifications,
which will be accepted by the universities
participating in the ADFHEAS Scheme. These
qualifications may then count as credit or advanced
standing towards the chosen university course.
For example, if an ADF member has completed
their Logistic Officers Intermediate Course,
Intermediate Staff Course, Logistic Officers
AbOve: Director general Defence education and Training Air commodore Ian Pearson signs the
MOu with the university of Wollongong's vice chancellor Professor gerard sutton.
‘‘ This scheme represents a win for the ADF, a
win for participating universities and a win
for the broader community
’’
- Director general Defence education and Training, Air commodore Ian Pearson
Advanced Course and Intermediate Operations
Course, they would be entitled to a Graduate
Diploma in Logistics Management.
This qualification can then be used to obtain
advanced standing for a Masters of Business
Administration (MBA) at a participating university,
which may result in up to 50 per cent of the
required units of study being given as a credit.
Similarly, the Advanced Diploma Management
(Air Maintenance Engineering), which maps
advanced technical training, would provide advanced
standing in an undergraduate degree course in either
management or engineering, significantly reducing the
length of study required to complete this qualification.
“This Scheme represents a win for the ADF, a
win for participating universities, and a win for the
broader community,” AIRCDRE Pearson said.
“Along with the advanced standing received
towards their chosen studies, serving ADF members
may also be eligible for a study assistance package
through the Defence Assisted Study Scheme.
AIRCDRE Pearson said that members that
serve in the ADF for greater periods and who gain
associated Defence qualifications are likely to gain
greater advanced standing towards their studies.
“There has been positive feedback on the
scheme, including one case of a junior Navy officer
who had made substantial progress towards
completing a postgraduate qualification through
distance learning whilst on deployment in the Middle
East Area of Operations,” AIRCDRE Pearson said.
Details of the ADFHEAS Scheme are on both
the Defence intranet and the internet at: www.
defence.gov.au/dsg/organisation/adfheas/.

graduates
experience the sharp
end of Defence
D
efence graduates are getting
a taste of what it really
means to work alongside and
support our Defence forces
thanks to a new scheme
providing study tours to regional
Defence bases and establishments.
The tours form part of Defence’s annual
Graduate Development Program (GDP) managed by
the Defence Education Training and Development
team, within Defence Support Group (DSG). The
GDP is designed to recruit high-calibre university
graduates across a wide range of disciplines into
successful careers with Defence.
The 10-month program is a carefully-managed
introduction to Defence that combines three
varied work rotations with a range of training and
development opportunities, all designed to provide
graduates with a strong basis upon which to build
their careers as public servants in Defence.
GDP project officer Julie-Ann Calvi said the
The Defence education Training
and Development (DeTD) explorer
website was recently launched,
providing a single integrated portal
through which Defence staff can
access information on the wide range
of professional development services
and opportunities.
RIgHT: graduate
Development Program
study tour participants
Rebecca Moloney and
Kristie Jongkind.
first of the 2009 study tours was a rewarding and
enjoyable experience for all.
“Sixty five graduates attended this year's study
tours, of which there were two, one in May and the
other in August,” Julie-Ann said.
“During this tour, graduates met the serving
members of the ADF who may well be affected by
decisions they make back in Canberra in the future.”
This year’s tour also provided opportunities for
graduates to experience first hand, both operational
and support elements of Defence.
“The more exposure the graduates have to ADF
members, in conjunction with briefings on various
areas visited, the more valuable,” Julie-Ann said.
The tour to the Northern Territory included a visit
to HMAS Coonawarra where graduates experienced
a rigid hull inflatable boat ride. They also visited the
Northern Territory’s other military bases, including
RAAF Base Darwin where Headquarters Northern
Command (NORCOM) and Northern Forces Command
provided an insight to military and civil maritime
surveillance and response operations.
Robertson Barracks gave the graduates the
opportunity to fire a steyr on the Weapon Training
In launching the DETD Explorer website, the
Director-General of Defence Education, Training
and Development, Air Commodore (AIRCDRE) Ian
Pearson, thanked website authors Steve Funnell
and Beck Cliff.
“Through the Explorer website Defence
employees now have quick and easy access to
first-level support for training and development
opportunities for both individual and organisational
needs,” AIRCDRE Pearson said.
Simulation System (WTSS). The Army’s 1st Brigade
was on exercise at the Mount Bundy Training
Centre, so the group travelled to Mount Bundy to
experience 1st Brigade’s capability.
The week culminated with a visit to RAAF Base
Tindal. Along the way, the graduates visited the
Adelaide River War Graves Cemetery where they
had a sombre reminder of the sacrifices made by our
Service personnel and civilians during the bombings
of Darwin during WWII and visited the resting place
of Wing Commander Archibald R.Tindal for whom
RAAF Tindal is named.
At RAAF Tindal, graduates visited 75 (Fighter)
Squadron where they had the opportunity to sit in
the cockpit of an F/A-18 Hornet and take a test flight
in the simulator.
“A visit to the Military Working Dog section
highlighted the diversity of capabilities within our
Defence Force,” Julie-Ann said.
“The tour was a wonderful experience for
the graduates and a unique opportunity to better
understand the work of our armed forces and to put
into perspective the work they will do to support the
ADF capability.”
Improving access to training and
development information online
The Explorer website incorporates:
■ training and courses
■ study support
■ workplace qualifications, and
■ professional development
■ analysing the need for training
■ training design and development, and
■ training delivery and evaluation.
Why not take the opportunity to explore the education, training and development opportunities in Defence at http://intranet.defence.gov.au/dsg/sites/DETDExplorer/.
27
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28
ArMY
www.defence.gov.au/defencemagazine
Open displ
Indigeno
With their families
watching proudly from
the sideline, the Defence
Indigenous Development
Program participants
demonstrated their new
skills at an open day held in August.
As part of a seven-month pilot program to
give remote Indigenous people a combination of
military and vocational education and training, the
students displayed a variety of skills ranging from
fencing and welding to quad-biking and computing.
The Defence Indigenous Development
Program (DIDP) Program Manager, CAPT Adam
Baden-Clay, said the students were able to
demonstrate skills that many did not have prior to
starting a couple of months ago.
"We had one student from quite a traditional
community who had never touched a computer in
his life prior to coming on this course, but he was
able to show his family how to search online for
information which was pretty incredible,” said
CAPT Baden-Clay.
The Charles Darwin University's Katherine Rural
Campus hosted the students' family members for
the day, giving them the chance to see the progress
the students had made over the past three months.
"Many trainees’ families had to take leave
from work and travel long distances to be here,
which is a humbling indication of their commitment
to supporting their loved ones on the program.
"You could really see the pride in the faces of
families, they were very impressed with what they
saw and of course the students were keen to show
everyone around.
"Because the families farewell their
husbands, fathers, sons and brothers for a long
period of time while they are away studying
on this course, we wanted them to see for
themselves the importance of their sacrifice and
the great long-term benefit that they and their
communities will enjoy as a result."
It is expected that their communities will
benefit greatly from the new skills that the

RIgHT: Private Jeremiah Nugget from Hodgson Downs leads
a single file patrol formation during a walk-through with
lesser-experienced recruits on the Defence Indigenous
Development Program, for a military component of their
work in the scrub near the NORfORce Katherine Depot in the
Northern Territory. Photo: Gunner Shannon Joyce
ay of
us development
By Leila Daniels
students have learnt during the course, but some
of the other benefits would be harder to quantify.
"There are definitely indirect benefits such as
increased self confidence and self esteem. They
will influence other young people in the community
who will possibly think 'one of our own has gone
off and done this, I can too."
The Program has progressed very well with
the students having completed their recruit military
training and about half way towards completing
the vocational requirements of the course. They
are working towards completing the requirements
for Certificate II in Rural Operations and Certificate
II in General Education for Adults.
"Some of the students are currently conducting
on-the-job training and work experience with Northern
Territory Police or with the Indigenous Pastoral
Program on a large cattle station outside Broome.
"The students perhaps see this as a light at
the end of the tunnel, and it is our hope that this
experience will make them much more employable
as a result of already having this under their belts,"
CAPT Baden-Clay said.
Defence’s Director of Indigenous Affairs Soozie
Parker attended the open day and was pleased with
how the course was progressing.
"Attending the DIDP Open Day in Katherine
provided me with renewed energy to keep up
the pace in implementing Defence’s ambitious
agenda in creating career opportunities for
Indigenous Australians," Ms Parker said.
"The participants demonstrated great
enthusiasm for their studies and the pride on the
faces of their families and loved ones is something
I will never forget.
"It was encouraging to see how much has been
achieved in such a short period of time, demonstrating
the commitment of everyone concerned. These young
men should be very proud of what they have achieved
to date and I look forward to warmly congratulating
them at the end of the program." What can the
participants expect from the rest of the year?
"They will graduate in mid December and the
intention is that they will be able to walk straight
into continuous full-time employment - such as
an assistant manager on a station, an aboriginal
community police officer, a sea ranger or working
with Parks and Wildlife," CAPT Baden-Clay said.
“Of course we would be thrilled if our
graduates go on to join the full time ADF, but
there is no compulsion – the intention is that they
achieve continuous employment of their choice.
"The opportunities are huge and it could even
be in an area that is completely unrelated.
"We are in regular touch with potential employers
and we have invited several prospective employers to
visit the course and see first hand what the trainees
are doing – there is great interest out there."
As the Program manager, CAPT Baden-
Clay reckons he has one of the best jobs in the
world: being able to actively participate in the
development of Indigenous people.
"This is such a valuable program and I
have had the opportunity to visit the remote
communities where these guys come from. It
makes it worthwhile when you get to meet people
in these communities who come up and ask me,
how can I join up for the next course? "
Commanding Officer, LTCOL Chris Goldston,
said several of the participants were inducted into
the course as new members of North West Mobile
Force (NORFORCE).
“Significantly, at least half of the participants
were current serving NORFORCE soldiers,
identified for their leadership potential. This
course seeks to bridge the education gap that will
allow that potential to be realised in NORFORCE
and in their communities," he said.
“The success of the program can largely
be attributed to NORFORCE's strong links to the
Northern Territory / Kimberley community.
"Our relationship has been built up over nearly
30 years of training young men of the region to be
soldiers. We have high military standards and a
common culture or 'one skin' in NORFORCE which
is the key to our continued success.
"Basically our soldiers bring a professional
maturity to courses like this and that is what
makes the DIDP a really unique course,"
LTCOL Goldston said.
Army
Indigenous
strategy
The Army Indigenous strategy, which
is a component of the Army People
Plan, aims to increase the number
of Indigenous members in the Army
and support the government’s goal
of closing the gap.
The strategy seeks to:
■ maximise capability
■ attract indigenous people to serve
in the Army by promoting Army as an
employer of choice
■ maximise the effect of recruiting and
retention
■ build community relationships, and
■ align all Army and Defence-related
indigenous programs.
Director of Workforce Strategy-Army, Colonel
Scott Hicks said the pilot DIDP had been an
integral part of Army's Indigenous Strategy
and was hopeful that the program could be
expanded next year.
"The DIDP has the potential to be a lifechanging
experience for the participants while
providing the positive experience of being a
Soldier in the Army," COL Hicks said.
"These young men are future leaders and whether
they return to their community, pursue a future as
Regular or Reserve soldiers, or take up a different
career, both the individual and the Army benefit.”
AbOve: students studying the horsemanship
phase of their course at the Katherine Rural
college pose for a group photo in the stables
during the Defence Indigenous Development
Program in the Northern Territory.
Photo: Gunner Shannon Joyce
29
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30
AUSTRALIAN COMMAND AND STAFF COLLEGE
he ninth Australian
command and staff course
(Acsc) is being conducted this
year at the Australian Defence
college, Weston creek,
canberra. The course brings
together officers from the Australian
Regular and Reserve military, the
Australian Public service, other
government departments such as the
Australian federal Police, along with
officers from more than 20 allied and
partner countries.
The diverse range of backgrounds of the course
members and the currency of their operational
experience provides a unique environment where
new concepts can be explored and contemporary
operational issues can be debated.
Commandant of the Australian Command and
Staff College Brigadier Wayne Goodman said: “the
opportunity to establish firm professional and personal
relationships with the future leaders of Australian,
allied and partner forces is an invaluable one”.
The ACSC is designed to prepare officers and
officials for command and staff appointments in
integrated, joint and single Service environments
at the O5 level by promoting excellence in
military operations and leadership. The one-year
course demonstrates the strong commitment of
the Australian Defence Organisation towards
developing its people.
d that.
The White Paper process
TThe ACSC curriculum covers topics such as
critical thinking and planning skills, strategic studies,
regional and global security, counter-terrorism,
leadership and planning in joint operations.
One of the recent additions to the program
has been the introduction of a dedicated module
on ethics. Director of the Centre for Defence
Leadership and Ethics Mr Jamie Cullens, said
the introduction of ethics studies is due to the
recognition that ethics lies at the absolute core of
what defines the military as the warrior profession.
The opportunity for course members to
analyse ethical dilemmas they have faced in
www.defence.gov.au/defencemagazine
strAteGIC
LeADers
the past and are likely to encounter in future
command appointments is at times confronting
but essential for all military professionals.
The calibre of guest presenters at the ACSC
is impressive, ranging from past governor-generals
and military leaders, through to the current senior
Defence leadership team. This year’s line-up has
included the Chief of the Botswana Defence Force,
the internationally known strategist, Dr Norman
Friedman, and a team of Defence personnel who
served in Rwanda during the Kibeho Massacre.
Through open forum and syndicate discussions
course members are encouraged to challenge
the views presented and develop a broader
understanding of strategic issues.
Lifestyle, study and balance
For course members, one of the most welcome
aspects is the ability to regain some balance
between work and lifestyle. The program and selfdirected
study time provides workplace flexibility
and is a refreshing change from the demanding
appointments and operational deployments that
course members may have come from.
The daily routine at ACSC is designed to be
fairly consistent and manageable. The working day
usually begins at 8.30am and the final programmed
event will normally conclude before 5pm. The
weekends are free except for a few weekends
spent travelling in Australia and overseas for the
Joint Capability Tour and Overseas Study Tour. This
provides ample opportunity for course members to
spend time with their families and pursue hobbies
and sporting interests.
The ethos behind the scheduling for the
ACSC is to balance the educational needs of
the college while allowing course members the
opportunity to socialise.
As Wing Commander Howie Edwards of
the Royal Air Force said: “I just like waking up in
Australia everyday, but the highlight of the course
for me has been the opportunity to network.
“Everyday at mornos, I meet someone new and
hear a different perspective on current Defence issues.”
The Officers’ Mess at Weston Creek is
reputed to be one of the best in Canberra and
with a vibrant and multi-national membership it
provides an excellent venue for everything from
happy hours to formal dinners.
oF ThE
FuTuRE
By Major Clare Kellaway, Wing Commander howie Edwards and Ms Geraldine Gibson
As well as the formal social activities such
as the International Day and the Winter Ball, the
curriculum allows for more casual opportunities
to interact and socialise. Wednesday afternoons
are reserved, where possible, for course members
to take part in team sporting activities. Canberra
provides a wealth of opportunities for sport that
includes sailing and rowing on Lake Burley Griffin
and mountain biking at Mount Stromlo.
Academic qualifications
In addition to the primary goal of earning
the accreditation of Passed Staff College (Joint),
ACSC offers an excellent opportunity to earn credit
towards a Masters degree. The University of New
South Wales (UNSW) is responsible for the delivery
of a number of the core and elective courses
throughout the year at ACSC and awards graduate
credits for their courses.
With a little extra work it is possible to gain
a Graduate Certificate or Graduate Diploma in
Defence Studies from the UNSW during the year
at ACSC. This may be converted to a Master of
Arts in Strategy and Policy or a Masters of Arts in
Strategy and Management with the completion of
two additional courses through UNSW which can be
studied by distance education.
Naval officers and civilians who undertake the
Navy Single Service module also complete a course
of instruction through the University of Wollongong
which can be converted to a Graduate Certificate
in Maritime Studies with the completion of an
additional essay. A Masters in Maritime Studies is
available to those who complete a further research
paper on a subject of their choice approved by the
University of Wollongong.
Ms Geraldine Gibson, who was most recently
employed in the International Policy Division and has
pursued the additional studies said: “As a Defence
civilian, I feel that it is a real privilege to be a part
of a military learning environment with people who
have a wealth of operational knowledge.
“It is also very rewarding for me to share my
knowledge of the broader Defence organisation.
Overall, it is a fantastic year.”
More information on the Australian Command
and Staff Course can be obtained from career
management agencies or found at the website:
http://www.defence.gov.au/adc/acsc_home.htm

nAVY
CHIeF eMBoDIes CuLturAL CHAnGe
By LCDR Fenn Kemp
cultural change is never easy
and chief of Navy vice
Admiral (vADM) Russ crane
is determined to succeed.
“That’s not to say that Navy is
broken – far from it,” VADM Crane
said, “but I firmly believe we can improve and
strengthen key aspects of what we do.”
Since the New Generation Navy initiative was
launched in April this year, a significant amount
of work has gone in to re-shaping both Navy’s
structure and the way Navy operates. During that
time, Navy has found its cultural direction the
subject of newspaper headlines.
VADM Crane said respect for the
contribution of every individual is a key focus
of the NGN reform program.
“Navy has its share of behavioural aberrations
but what organisation with more than 13,000
people in it can claim to be perfect? However,
when these aberrations occur there is no tolerance
for them in our Navy,” VADM Crane said.
NGN places a particular emphasis on people,
performance and professionalism. Navy’s 10 new
signature behaviours focus on the treatment and
well-being of Navy’s people.
CN says the New Generation Navy program
also recognises that Navy members are judged
by a higher standard. “Sometimes this is
challenging but Navy behavioural standards are
set to meet the expectations of the Australian
public that we serve.”
The facts speak for themselves.
Eighteen per cent of Navy’s trained workforces
are women – the highest percentage in the ADF.
seAHAwKs
Navy’s seahawk helicopters,
home-based at 816 squadron
at HMAs Albatross, recently
celebrated 20 years of service to
the Royal Australian Navy.
The Seahawks have flown more than
60,000 hours of operations and have been
involved in every major Navy operation
during the past 20 years. This has included
operations in the Middle East, East Timor, the
Solomon Islands and more recently in support
of anti-piracy in the Gulf of Aden.
The Seahawks have also been called on
to support the civil community during fire,
contributing to the 1998 Sydney to Hobart
yacht race rescue efforts and bushfire
support and major flood relief efforts.
The Seahawk helicopter is equipped with
a range of integrated sensors and weapons
systems which makes the aircraft a vital
element in Navy’s combat capability.
A Navy seahawk helicopter escorts
a fleet of frigates into sydney Harbour
earlier this year for the fleet Review.
Some 25 per cent of Navy’s new entrants and
more than half of those young people taking part in
Navy’s Gap Year program are female.
Regardless of their gender, CN says Navy
is working hard to develop a contemporary,
supportive 21st century workplace culture, which
respects the contribution of every individual and
provides opportunities for all to excel.
“Navy people embrace the concept of
giving everyone a fair go – they are intolerant
of discrimination whether this is on the basis of
gender, ethnicity, sexuality, religious affiliation or
other grounds,” CN said.
“The men and women in the Royal
Australian Navy pride themselves on their
commitment to serving their country as a diverse
team of people who reflect the positive aspects
of Australian society.”
20 YeArs
oF serVICe
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32
nAVY
trAInInG For A
By Ca p t a i n St e v e el m S
new GenerAtIon oF nAVY
www.defence.gov.au/defencemagazine
‘‘
This bringing trained individuals together into
working teams is the responsibility of the
Australian Fleet Sea Training Group (STG).
’’

LefT: cryptological systems submariners
(cTssM) training in HMAs Collins' submarine
electronic Warfare Office. from left: Able seaman
cryptological systems submariner Allan garty,
seaman cryptological systems submariner fiona
Kellaway and Leading seaman cryptological
systems submariner Tracey small.
hanges have been identified
for the train function of New
generation Navy’s (NgN)
raise, train and sustain
philosophy – ensuring the
right people, with the right
skills, are developed at the
right time to do their job at sea.
The inaugural Commodore Training is
Commodore (CDRE) Daryl Bates, and his prime focus
is now on exploiting the synergies, effectiveness
and benefits of positioning all Navy Training
resources and systems under the one Command.
“Much of Navy’s approach to this New
Generation Training philosophy hinges on better
linking shore and at sea-training under one
seamless continuum,” CDRE Bates said.
“In the past, where separate Commands in
Navy were responsible for different parts of the
various training continuums, difficulties sometimes
arose in achieving a totally coordinated and
synchronised training effort.”
Whilst the Navy’s five training authorities remain
largely unchanged structurally under NGN, there
has been much change in developing supporting
organisations to better deliver the New Generation
Training outcomes. Included in here are the Director of
Navy Training Policy (DNTP) and the Director of Navy
Training Activities (DNTA), both at the Captain level.
“DNTP will be responsible for all training policy,
governance, simulation, flexible learning, development,
projects and accreditation,” CDRE Bates said.
“DNTA will be the link between shore and at
sea-training and, with the Sea Training Group (STG)
and Commanders of both individual and collective
training, will ensure that the training product
delivered at sea meets the ultimate capability needs.”
This new way of linking all training together
with all assets available, will allow Navy to better
position itself for the future. So what are Navy
training authorities doing to deliver what is needed
now and in the future?
Training Authority Logistics (TA-LOg)
Responsible for the individual training
of officers and sailors in a broad variety of
specialisations, TA-LOG is working on getting people
into the Fleet sooner. The three major schools at
TA-LOG are embracing blended learning methods
to improve the effectiveness and efficiency of
their training programs. Electronics training now
incorporates the use of a computer-based learning
package to enable flexible delivery of initial technical
training, and the Marine Technician training regime
is currently undergoing a significant re-structure
under the Marine Technician (MT) 2010 Project.
Training Authority Maritime
Warfare (TA-MW)
The team at TA-MW are busy working on a review
of warfare training structures to better align training for
the future needs that will arise with the introduction
of the Air Warfare Destroyer, Landing Helicopter Dock
(LHD) ships, and the Aegis radar system. This will be
a significant task for the TA-MW team as they are
responsible for more than 150,000 training days per
year and deliver training in New South Wales, Western
Australia, Victoria and Canberra.
In support of NGN, TA-MW has already
initiated a review of many aspects of how they do
business, including the Combat System Operator
course. They have also committed to Project
Phoenix to investigate how best to stream Sonar
and Technical Data Link specialists within the
Electronic Warfare category.
Training Authority Aviation (TA-AvN)
Responsible for all aviation-related training in
the Navy, TA-AVN's responsibilities include training
at the Naval Aviation Training Centre, HMAS
Albatross and the management of all Navy aviation
training conducted externally throughout the ADF.
Training sections include Flight Deck Training
and Helicopter Underwater Escape Training (HUET)
to Fleet units, all post initial employment training for
the Aviation Technician category including Advanced
Technical Training and the Seahawk, Squirrel and
Sea King helicopter equipment application courses.
Systems such as the Seahawk Simulated Aircraft
Maintenance Trainer and the Printed Circuit Card
Repair Laboratory greatly enhance TA-AVN’s ability
to provide training that is state of art.
Training Authority Initial Training,
Leadership and Management (TA-ITLM).
Taking care of Navy’s initial entry and
leadership training, TA-ITLM is located at both
HMAS Creswell and HMAS Cerberus. But they also
deliver some training and education via distance
means, as well as provide flexible delivery through
the use of mobile training teams.
defence magazine ›
TA-ITLM has responsibility for the conduct
of through career Leadership, Management and
Personal Development (LMPD) training for both
sailors and officers.
Initial entry training on first joining the Navy is
undertaken at the Recruit School (HMAS Cerberus)
for sailors, and at the Royal Australian Naval
College (RANC) (HMAS Creswell) for officers.
Advanced LMPD training courses are conducted at
the Sailors’ Leadership and Management Faculty
(at both Fleet Bases East and West) and at the
Management and Strategic Studies Faculty (RANC).
Training Authority submarines (TA-sM)
The fifth and final training authority, TA-SM,
is responsible to Commodore Training for the
management of all submarine training in support of
a skilled and sustainable workforce for the Collins
Class Submarine.
At the working level, TA-SM’s primary
customers are the Submarine Force (SMFOR), and
the submarines. Other customers include the Fleet
Command (FC) for Command Team Training and the
Submarine Escape and Rescue Centre (SERC) for
training quality assurance.
“Navy also operates as a team, where
collective training is the end state to achieving
capability,” CDRE Bates said.
“Bringing trained individuals together
into working teams is the responsibility of the
Australian Fleet Sea Training Group (STG).”
CDRE Bates said that while commanding
officers of ships are ultimately responsible for the
effective operation of their team, the STG provides
the additional oversight and best practice to
prepare Navy’s people for everyday activities and
mission-specific operations.
“By way of analogy, where the ship’s company
is the footy team, STG are the skills coaches,
umpires and strappers that help bring the team to
their best performance,” CDRE Bates said.
“The Sea Trainers themselves are at the top of
their trade as practical and experienced operators.
Although based ashore in Western Australia, Cairns
and Sydney, the STG spend most of the year at sea
in major ships, submarines and minor vessels.
“They live alongside the ship’s team and
coach them through different training activities,
ranging from safety work-up weeks through to full
mission rehearsals and assessments.”
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34
AIr ForCe
AviAtioN MedicAl
oFFICersBy Fl
he RAAf Institute of Aviation
Medicine (AvMeD) plays
an important part in aviation
medicine training, research,
development and clinical
governance.
ADF Aircrew are better prepared than ever
before to meet the physiological challenges of
flight at the edge of the aerospace envelope.
A primary role of AVMED is the provision
of aviation medicine training, with such training
predominantly for aircrew, but also for a variety of
specialist craft groups, such as ADF medical and
nursing officers.
AVMED conducts training for approximately
1,000 students per year covering a range of subjects
including altitude physiology, acceleration, ejection
seat training, life support systems, motion sickness,
aircrew health matters and visual physiology and
www.defence.gov.au/defencemagazine
night vision. Formal lectures are supplemented
by practical training evolutions with such practical
experience being a unique and integral component of
the training provided by AVMED.
Such practical evolutions include hypobaric
chamber training in decompression and hypoxia,
spatial disorientation using the Integrated
Physiological Trainer and night-vision goggle (NVG)
familiarisation using the NVG terrain board.
AVMED also provides a core function in research
and development to ADF and other approved bodies,
both nationally and internationally, on both aeromedical
and human factors matters. AVMED houses and
manages many specialised research tools in support of
such research such as the laser anthropometry scanner
and an alveolar gas analyser and a thermal research
chamber. Such unique tools are supplemented by an
extensive aeromedical library maintained onsite.
Another unique role that AVMED provides in
support of ADF aircrew capability is the clinical aviation
medicine governance function. AVMED is the centre
of clinical aviation medicine expertise for any medical
y i n g OFFiCer me l O d y ea r l
matters affecting ADF aircrew, acting in an advisory
function to ADF health services. Furthermore, AVMED
also has primary responsibility for oversight of any
Aircrew Medical Employment Classification Reviews
(AMECRs or Medical Boards) and confirmation of
medical fitness for all ADF aircrew applicants.
AVMED is part of Development and Test Wing
(DT WG), belonging to Aerospace Operational
Support Group (AOSG) and is a lodger unit on RAAF
Base Edinburgh. The unit is staffed by a mixture
of uniformed (RAAF & Army) and civilian (APS and
contractors) personnel, bringing with them a range of
specialised skills in aviation medicine, human factors
and aeronautical life support.
Earlier this year, Flying Officer (FLGOFF) Pamela
Wittmann graduated from the 01/09 Aviation Nursing
Officers (AVNO) course, receiving the Miss Margaret
Lang Memorial Prize for the best performance in the
examinations. FLGOFF Witmann found the ANVO
course an intense two weeks but provided practical
experience that will broaden her opportunities for
deployments and exercises.

“The staff at AVMED are extremely passionate
about aviation medicine and this made the course
thoroughly enjoyable,” FLGOFF Wittmann said.
As part of the requirements of Health Directive
305, ADF Aviation Medical Officers (AVMOs) are to
maintain currency with aviation medicine knowledge,
training, equipment in support of current and future
ADF aerospace operations. In recognition of the
current operational tempo and the pace of new and
changing platform acquisitions by the ADF, AVMED
has just hosted the inaugural AVMO Refresher
course, a one-week intensive course designed for
currently practicing ADF AVMOs.
The one-week course will now run annually
in conjunction with the formal AVMO course (five
weeks), thus allowing cross-pollination between
senior and experienced ADF AVMOs and those junior
doctors undertaking the initial training required to
become ADF AVMOs.
Building on the success of the AVMO Refresher
Course, AVMED plans to investigate offering a joint
course to both ADF AVMOs and Specialist Reserve
Medical Officers (SRMOs). The courses will be run in
conjunction but will differ subtly in focus and intent.
Such a training opportunity has been suggested
in recognition of the significant contribution
continuously made by ADF SRMOs to achieving
success of ADF operations. SRMOs also regularly
provide specialist input to AVMED on aircrew clinical
matters but often their actual experience in the practice
and application of aviation medicine can be limited.
Chief Instructor, Squadron Leader Adam Storey
acknowledged the challenges faced by SRMOs.
“With very busy civilian medical commitments,
Specialist Reserve Medical Officers can not often
attend the full five-week AVMO course and providing
flexible learning opportunities for reserve members
may enhance both their involvement and retention
defence magazine ›
and access to their specialist skill set.
“Specialist Reserve Medical Officers regularly
express an interest in the field and such a course may
provide an insight and exposure into many aspects of
military aviation medicine within the ADF,” SQNLDR
Storey said.
The team at AVMED is led by Commanding
Officer Colonel John Turner and is known for its
exceptional commitment to continuous improvement
and self-assessment in line with the motto of the unit
- Salus Per Scientiam, Safety through Knowledge.
skills log project
delivers PreCIse ControL
By Fl i g h t li e u t e n a n t Sk y e Sm i t h
Leading Aircraftmen David Holme,
Ryan Pratt and Michael Turon, from 2
Operational conversion unit, discuss their
Air force skills Logs with flight sergeant
Marco brugnatti. Photo: LAC Craig Barrett
The Air combat group’s (Acg) Air
force skills Log project was initiated
in 2008 with the primary purpose of
improving the group’s ability to deliver
Australia's capability to control the air
and to conduct precision strikes.
Amendments to the ADF Aviation Maintenance
Management Manual AAP 7001.059B2(AM1) created
a need within ACG to re-evaluate the way avionic
and aircraft-fitter personnel were being utilised and
developed in the aircraft maintenance environment.
Air Combat Group identified that the vast
majority of fitters were being employed mainly on
flight line tasks while they progressed through their
competency journal. This, in effect, placed the bulk of
the workload with the corporals and also did not provide
the most effective development of fitters to conduct
Squadron-relevant tasks.
Air Combat Group formed a Technical Workforce
Project Team for the purpose of developing a method
to deliver a more useable technical workforce with
the ability to generate additional serviceable aircraft.
The project team – in conjunction with the
Air Force Technical Trade Sponsor – developed
the Air Force Skills Log as a direct replacement
for the competency journal in order to meet these
requirements. The driving force behind the skills log
was the need to improve the process of recording
a fitter’s work history prior to assessment and to
provide a basis for progressive task authorisation in
their Record of Training and Employment (RTE).
The competency journal format was focussed
on providing fitters with an aerospace industry
certificate IV, whereas the skills log is focused on
progressing fitters through a logical sequence of
training, on-the-job experience and assessments
leading to progressive task authorisation.
Fitters will still receive their certificate IV upon
successful completion of the skills log, however ACG
has also placed priority on ensuring that the fitter
workforce is able to be more effectively utilised in
the workplace and is able to progressively exercise
and expand their task authorisations over time. This
will better prepare them for their eventual role as
qualified technicians. The skills log is the tool that
will help achieve this goal.
The project team has received positive feedback
from squadrons on the functionality of the skills log
and statistics indicate ACG now has an increasingly
more useable fitter workforce. The introduction of the
skills log has increased the number of authorisations
in a fitter’s RTE.
In June 2009, the trend for an increase of
competency assessments continued, with 36 per
cent of competency assessments being able to
correlate to more than one skill, signifying the
efficiency of the new program.
The direct effect of the number of authorisations
is evident at the operational level for units such as
No.2 Operational Conversion Unit (2OCU). Since the
introduction of the skills log there has been an influence
at the workshop level with section heads being able to
progressively task authorise fitters after an approved
aerospace assessor has assessed a competency.
Within months of arriving at 2OCU from the RAAF
School of Technical Training and after completing the
F/A-18 Hornet Safety and Familiarisation Course and
relevant fitters’ course, fitters have been assessed as
competent and consequently task authorised to work
on individual systems.
“The fitter can now work on a job without being
accompanied by a mentor, freeing up a valuable person for
another job,” Senior Non-Commissioned Officer in Charge
of Avionics, Flight Sergeant Marco Brugnatti said.
This in effect doubles the efficiency of the two
fitters over the competency journal system and gives
members a greater overall sense of belonging within
the unit, leading to a more productive workforce and
improved capability.
Senior Engineering Officer of 2OCU, Squadron
Leader Craig Darby said: “The ability to maintain
multiple aircraft in parallel with the same work force
strength is essential for 2OCU to maintain required
sortie generation rates, especially considering the
effects of an aging F/A-18 platform”.
The unit has seen a steady increase in personnel
effectiveness through progressive task authorisation
since the introduction of the skills log, which has
translated to a far greater maintenance capability
and allowed the unit to sustain their required tempo.
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36
PeoPLe strAteGIes AnD PoLICY
ThE ART oF career
conversation
By Kelly Altenburg
Learning and career development
initiatives for Defence Australian
Public service (APs) employees
are being progressed to ensure
Defence retains and attracts
a first-class APs workforce.
A key driver for success is facilitating strong
relationships between APS employees and their
APS and military supervisors and managers.
As a first step, the team from Leadership,
Values and Cultural Engagement (LVCE), with
help from staff in other Groups, has conducted
interactive information sessions across the country
throughout August and September. These sessions
were designed to help strengthen learning
and career development discussions between
employees and their supervisors and managers.
Separate sessions were designed for the
employee and supervisor audiences – both providing
participants with tools and ideas to help have the
career conversation, guidance on how to identify
learning needs and also how to link the learning needs
to business requirements and future career roles.
Director-General Executive Branch, People
Strategies and Policy Group, Ms Sue Parr said that
the sessions were planned to coincide with the
September 2009 Performance Feedback Assessment
and Development Scheme (PFADS) review.
"It's important to remember that successful
learning and career development requires that the
conversation between employees and supervisors be
ongoing, not just a half-hour session at PFADS time.
"Any time, for example, that a new team
member starts, or new processes or new technology
is introduced, is a good time for having a conversation
about learning and development needs," Ms Parr said.
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Key areas of focus:
Mutual responsibilities: Under the Defence
Employees Collective Agreement APS employees
and their supervisors – including military
supervisors – are jointly responsible the learning
and career development of APS employees.
The Development Model (see figure): There are
many ways to address capability gaps. Formal
training courses have a role play but should usually
constitute about 10 per cent of the total learning
and development solution. On-the-job training and
workplace coaching usually have a much larger
role to play. Research shows that employees retain
learning longer when given the opportunity to
apply in the workplace what they have learnt.
conversation tools: The information sessions
introduced the following three tools designed to
facilitate the employee/supervisor conversation:
■ capability Identification Tool (separate tools
for the APS and Executive Levels) – assists
employees in identifying their capability gaps
against the Defence Leadership Framework, the
Management and Administration Framework,
and the functional requirements of their current
or aspirational job.
■ Development Plan – this tool is essentially
the employee's business case to their
supervisor on how to bridge particular
capability gaps and identify any risk to the
team's business objectives should the plan to
improve capability not be approved.
■ Learning Agreement - this documents the
plan agreed by the employee and first- and
second-line managers for addressing the
capability gap.
Training
education
(10%)
coaching &
Mentoring (20%)
On-the-job
(70%)
Why should APS employees choose to use these
tools as well as participating in the PFADS?
"Focus groups conducted across the country
in 2008 highlighted to my team that although
employees and supervisors believe APS learning and
career development is important, many are not sure
how to start the career conversation," Ms Parr said.
"The tools we have introduced are designed to
make starting and having this conversation much
easier for both employees and their supervisors and
to ensure better alignment of employee development
with Defence and Public Service needs."
Noting that the current PFADS cycle is drawing
to a close Ms Parr said: “This is an excellent time
to discuss learning and development needs. I
encourage all employees to take the next step and
book time with their supervisor. It might be the best
career conversation that you have ever had”.
further information
Further information on APS learning
and career development, including the new
conversation tools and frameworks detailed in this
article, can be found on the Leadership Values and
Cultural Engagement website from 25 September
www.intranet.defence.gov.au/lvce/.
‘‘ It's important to remember
that successful learning and
career development requires
that the conversation
between employees and
supervisors be ongoing
’’
Director-General Executive
Branch, People Strategies and
Policy Group, Ms Sue Parr

DeFenCe sCIenCe AnD teCHnoLoGY orGAnIsAtIon
Dsto confronts challenging
conversations
By Justine o’Brien
Our most challenging
conversations might be about
providing feedback to staff
on their work performance,
but they may also be calling
below-the-line behaviours,
raising a difficult business issue,
discussing a contentious decision,
drawing attention to problems in a
relationship, or indeed anything that
we would rather put off.
It is natural to sometimes avoid things that
feel uncomfortable or risky. But in an organisational
context, the better we are at doing difficult things,
the more we are worth to the organisation, and the
more promotion-worthy we become.
Some people seem to be naturals at
challenging conversations, but, rest assured, they
have probably had their fair share of learning
experiences (and disasters) along the way.
DSTO has been running intensive one-day
workshops at most of its sites on preparing
for and engaging in challenging conversations.
The workshops provided participants with the
opportunity to identify some tough discussions
and talk about why they found them hard.
“I gained a lot out of discussing avoidance
behaviour and learning strategies that I can put to
the practice in the workplace,” a recent workshop
participant said.
“Being able to recognise my own inhibitions
is helping me to feel more confident in having
difficult conversations, whereas in the past I’d
just avoid them and hope the issue would go
away,” another participant said.
Staff attending the workshops were provided
with some models on how one might prepare for
and structure a challenging conversation. The
workshop groups also gave feedback on how it
felt to be on the receiving end of a challenging
RIgHT: There are
different types
of challenging
conversations
that occur in the
workplace.
conversation, allowing them to soften or sharpen
up their messages and still get their point across.
Participants also engaged with some of the most
challenging personality archetypes that people
use to try to shock, intimidate, charm, manipulate
or scare you off your message.
“The workshop really helps me to identify
and spot specific behaviours and then deal
with them effectively before they become too
challenging. It also gave me an understanding of
how to form and prepare for engagement with
colleagues – not just difficult conversations,”
another participant said.
“Challenging conversations often take
longer than you would prefer. The problem is that
anything else takes longer,” writes Susan Scott
in her book, Fierce Conversations (Berkley Books,
New York, 2004).
“This is certainly our experience in DSTO,”
People Strategies Melbourne manager Kathryn
O’Loughlin said.
“We often find that the longer people delay
raising their concerns directly, the harder issues
can become to resolve. We see some very
complex situations evolve.”
some tricks that can help you
survive complex and challenging
conversations are:
■ Know your facts, seek advice if
you need to
■ be prepared
■ Acknowledge how you may have
contributed to the problem
■ Notice what you tend to avoid
saying/doing
■ be clear and succinct
■ Try to use “and” instead of “but”
■ Try “can you help me understand
…?” instead of, “why did you …?”
■ ensure that people take
responsibility for their issues.
37
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One of the most direct and
mutually-beneficial ways
Defence can engage with
the forces of another country
is through the provision of
training, with Defence investing
significant resources to make training
available to overseas military personnel
through its Defence cooperation and
engagement Programs.
38
IMPortAnCe oF By Dave Mayhew
InternAtIonAL trAInInG
Such training promotes the development
of personal and professional relationships
between members of Defence and their regional
counterparts. Accordingly, the provision of training
to members of regional defence organisations
is a high international engagement priority that
supports Australia’s national interests.
Below are two examples of recent training
activities managed by International Policy Division.
International Aviation safety
Officers course
As part of its international engagement
activities, Defence International Policy Division
arranged an Aviation Safety Officer course dedicated
entirely to international military officers working in
the field of aviation safety in July.
The course, held in Canberra from 13-24 July,
was conducted by the Directorate of Defence Aviation
and Air Force Safety and was the second of its kind.
The course was designed for international
military officers and defence civilians, and provides
an introduction to the principles and framework
of aviation safety. This includes crew resource
and aviation risk management, investigation
requirements such as witness interviews, crash site
control, evidence gathering and preservation.
Considering the current enormous expansion of
aircraft activities in the Asia-Pacific region, and the high
tempo of our own Defence operational aviation tasks,
the importance of aviation safety cannot be overstated.
Twenty-three students attended the training,
from the countries: Pakistan, Indonesia, Bahrain,
Brunei, Jordan, India, Papua New Guinea,
Malaysia, Thailand and the Philippines. Many
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RIgHT: staff and
students from the
Aviation safety
Officer course,
dedicated entirely
to international
military officers
working in the
field of aviation
safety.
of the students are pilots or officers working in
aviation safety roles for their military services.
Director of Defence Aviation and Air
Force Safety, Group Captain Craig White said
Defence's sharing of its excellent aviation safety
training is a strategic investment in international
relationships and safer skies for Australia's
military and civilian air travellers.
“Through the provision of quality training
to Defence’s international counterparts we are
positively influencing the future safety of our
regional airspace,” GPCAPT White said.
On the last afternoon of the course the Deputy
Chief of Air Force (DCAF), Air Vice Marshal (AVM)
Geoff Brown, joined GPCAPT White to provide
feedback on the students’ syndicate presentations
on a variety of safety incident scenarios. DCAF then
presented students with their graduation certificates.
Military Leadership forum
International Policy Division coordinated the
third Military Leadership Forum in Manila from
14-16 July, co-hosted by the Armed Forces of the
Philippines (AFP), the St James Ethics Centre, and
the Asia Pacific Centre for Military Law (APCML).
The Forum was designed for senior military
officers and provides an opportunity to discuss
common leadership issues around a central theme.
Previous themes have included peacekeeping and
military operations other than war.
The 2009 theme was regional anti-terrorism
and transnational crime with daily sub-themes
encompassing: the role of the military in countering
terrorism; the role of the military in fighting transnational
crime; and international cooperation between militaries.
Forty-three representatives from the region
attended from Bangladesh, Brunei, Cambodia, China,
India, Indonesia, Malaysia, New Zealand, Pakistan,
Philippines, Singapore, South Korea, Thailand,
Tonga, Vietnam and Australia. The background
and rank of attendees at the Forum were chosen
to promote command-based perspectives and
discussion of the leadership and ethical issues
arising from military activities related to the key
forum theme, with each day’s sub-theme providing
context and guidance for the ensuring discussion
and syndicate work.
The Chief of Staff of the Armed Forces of the
Philippines (AFP), General Victor Ibrado, said that both
terrorism and transnational crime undermine the rule
of law, national stability and social cohesion. He also
highlighted the need to recognise the inter-relationship
between transnational crime and terrorism.
He gave an example where the logistical
infrastructure for the importation of illicit drugs
was also being used for the importation of
terrorist bombs and arms for organised crime and
insurgent groups. This overlap between terrorism
and transnational crime creates an underlying
challenge for law enforcement agencies and
military forces in formulating a strategy to deal
with these two problems.

tHe LAst worD
A new way of doing business –
THE DefeNce PARLIAMeNTARY
WORKfLOW sYsTeM
Claire Reynolds – Director Ministerial and Executive Support
The new Defence
Parliamentary Workflow
system (DPAWs) will
transform and modernise
the way Defence conducts
business by enabling tasking,
editing, clearance, reporting on
and tracking of parliamentary
documents across Defence.
DPAWS has been specifically tailored to
meet Defence’s requirements and will manage
the workflow of parliamentary documents such
as ministerial correspondence and submissions,
talking points, media releases and questions on
notice. The initial roll-out of the system includes
the Question Time Brief module.
The DPAWS team is in a very busy period right
now as the IT experts conduct their final testing in
preparation for deployment to desktops, while the
trainers prepare for training and the pilot of the
QTB module in November.
Keep up to date on the projects progress at:
http://intranet.defence.gov.au/oscdfweb/sites/DPAWS/
Want to find out more? Contact the DPAWS
team via email: DPAWS.Helpdesk@defence.gov.au
or phone 1800 818 920.
How did the need for DPAWs originate?
The need for DPAWS came about because the
current Defence Ministerial and Parliamentary Liaison
Service (DMPLS) data base, developed in the early
1990s, is now a largely outdated inflexible system.
It has become increasingly unstable and is built on
a legacy platform which is not part of the future
Defence Standard Operating Environment.
With this in mind and following a number
of recommendations coming from the Defence
Management Review (April 2007), the Ministerial
and Executive Support (MES) Branch examined
the options for managing parliamentary workflows
across government.
Following the comparison of a number of systems
in use across government departments, Defence
selected the then-DEST developed PDMS.net as the
preferred option to replace the DMPLS database.
How will this system benefit
Defence and improve the quality of
advice to government?
For Defence to provide best practice issues
management and ministerial support we must
move to a system that allows for electronic tasking,
tracking, version control, storage and searching in
a consolidated way that provides links to the whole
of Defence and our Ministers’ offices. DPAWS will
achieve this, which means that Defence can focus
less on process and more on improving the quality
and timeliness of advice to our ministers.
Who will be the main users
of this system?
Initially, the main users will be those people
involved in the QTB workflow. One of the key
benefits to those involved with QTBs is that DPAWS
will streamline the process by providing coordination
areas with greater visibility in tracking QTB tasks.
Modules will be added incrementally and
eventually it will be used by everyone involved in the
tasking, drafting editing and clearing of documents that
support our Ministers and Parliamentary Secretary.
How and when will DPAWs
be rolled out?
DPAWS will roll-out on all DRN desktops this
year and on the DSN in 2010. You will soon see a
DPAWS icon in your DRN start menu. The first module
to be rolled-out is Question Time Briefs with training
LefT: The Defence
Parliamentary Workflow
system team (back row
L-R): Tony Mills, James
Young, Rosie Layton, Don
Larice, graham sporne,
Heather Partridge;
(front row L-R): vanessa
elphick, Nicolette ellis,
cathy Husselbee, Jade
Wright, claire Reynolds.
starting in October followed by a pilot commencing
in early November and continuing throughout the last
parliamentary sitting period for 2009.
How will the training be implemented
and how can people find out more?
Training will play a crucial role in the successful
implementation of DPAWS and a number of options
will be available. Initially, we will be providing
online role based tutorials via the DPAWS website.
It’s important that people start visiting the website
to find out what their role will be so they know
which tutorial to complete. The tutorials will be
available from early October as will a range of other
support materials including quick help guides.
The team will commence face to face role
based training from the end of October. Nominations
for this training can be made via the website.
One-on-one sessions will also be available for SLG
members as required.
I would encourage everyone to keep an eye on
the website for further developments in this area.
What did you learn about parliamentary
processes and Defence's role in
providing advice to government?
That there are a lot of similarities in workflows
across the broad range of documents that we provide
in support of the government of the day. DPAWS
will be one addition to Defence that will streamline
parliamentary workflows and enhance our support to
our Ministers and Parliamentary Secretary.
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