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Issue 2, 2009

m a g a z i n e ›

HELPING LIVES IN THE BALANCE

Phot

o: M

ark

Bre

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This group of Defence employees deployed as volunteers with either the Rural Fire Service or State Emergency Service to the Victorian bushfires. Read how they were able to take the time from their work to restore the balance to communities ravaged by the recent bushfires. See page 20 for full details.

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magazineeditor: Michael [email protected] Phone: 02 6265 7117

Deputy editor: Jack [email protected] Phone: 02 6265 1949

Imagery support: Public Affairs Branch

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

ISSN 1446-229X

Design and layout: Grey. GREY 17465

How to contribute to Defence MagazIne

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

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

editorialThis second edition of the year focuses

on the concept of work-life balance. We’ve asked what this means for many people while compiling the edition and achieving a healthy work-life balance is definitely a very individual assumption – be it spending time with your family after a long day’s work, or simply ensuring that you at least have lunch away from your desk.

Beyond this page, you’ll see an insight from a family that has struck a delicate balance between very senior positions and raising two young children under five.

As part of our wrap-up of the devastating bushfires in Victoria, we talk to a group from Defence who are also volunteers with the Rural Fire Service and State Emergency Service.

But the last word here must really go to the Secretary and Chief of Defence Force, who, not surprisingly, said that achieving a work-life balance is a difficult challenge, but not something to be ignored.

“Getting the work-life balance right is difficult – particularly when most of us are juggling careers, children, family, friends, exercise and trying to snatch a rare bit of head space for ourselves. But it’s important we make an investment in our life outside work. It’s vital to the success and well-being of us as individuals. And it’s vital to the success and safety of our life at work,” Secretary Nick Warner said.

CDF Air Chief Marshal Angus Houston said he is the first to acknowledge that finding a work-life balance can be a challenge.

“I strive to find the work-life balance by ensuring I make the most of the spare time that I have. My priority is to spend time with my family. I also take time every day to exercise. I find that exercise not only keeps me physically fit, but also allows me to clear my head and relax. Of course, I acknowledge that the ADF is a working environment unlike any other and I do not underestimate the difficulty of accommodating flexible working arrangements. However, if we are to attract and retain the most talented people, both men and women, we must provide a flexible working environment that provides a good work-life balance. I look to the leaders in the ADF to make our family-friendly policies culturally acceptable and available to all our people,” Air Chief Marshal Houston said.

On that note, we hope you take the time out to enjoy reading this edition.

– Michael Weaver, Editor

Inside this edition

columnsSecretary 10Chief of Defence Force 11

newsSnapshot 4Pictorial 12

cover storyDefence support to Victorian bushfires: - Operation Vic Fire Assist 18 - In the line of duty for volunteers 20 - 1 Psych Unit: First aid after firestorm 22

featuresKeeping it in the family 14Karumba clearwater revival: ADF’s assistance to North QLD 16JLC: Silent enablers help Victoria rest easy 24Lights, Camera, Defence: Our starring role in media productions 26Sport in Defence: Gaining the competitive edge 30Army: Taking the lead on health 32Navy: Multi-crewing benefits Patrol Boats 34Defence Network Support Agency: Making work-life easier 36Fairness & Resolution: Indigenous service honoured 38DSTO: Programmed for good health 40CIO: Regional ICT delivery takes shape 42DSG: Health and well-being 44The Last Word: Working mothers on maternity leave 46

THe WaY We WeRe:Private andy severs of Picton, nsW, finds something to smile about as he wades through water at singleton's Infantry centre during Infantry Initial employment Training in 1981. Young infantry soldiers were put through a course to build their confidence in different situations. after completing training they were posted to units throughout australia.


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snapshotRetirement of the DHC-4 CaribouAfter 45 years of tireless and distinguished service with the Royal Australian Air Force, the Government has accepted the reality that it will be necessary to bring forward the retirement of Australia’s remaining 13 DHC-4 Caribou aircraft to December 2009.

“The Caribou fleet is suffering badly from

a range of ageing aircraft issues, and contains

asbestos parts which I am determined to weed out

of the Defence Force,” Minister for Defence The

Hon. Joel Fitzgibbon, MP said.

The Royal Australian Air Force took delivery

of its first Caribou in April 1964. The Caribou has

a proud 45-year history of supporting Australian

Defence Force operations, throughout the South

West Pacific and in South East Asia, including

active service in Vietnam, humanitarian relief in

Kashmir, Cambodia and Papua New Guinea and

also in support of peacekeeping operations in the

Solomon Islands and East Timor.

Despite its outstanding track record, the

Caribou is now well beyond its sustainable life

of type. The Caribou fleet suffers from corrosion,

fatigue and obsolescence issues that make them

increasingly difficult and costly to maintain.

“In fact, it is a tribute to the outstanding work

of 38 Squadron aircrew, technicians and support

personnel that the Caribou has been able to

operate as long as it has,” Mr Fitzgibbon said.

Project Air 8000 Phase 2 plans to deliver a

Tactical Battlefield Airlift capability for the Royal

Australian Air Force to replace the Caribou in 2013.

“Options for bringing forward the schedule

on this project are being considered as part of the

White Paper process,” Mr Fitzgibbon said.

As an interim measure, a leased fleet of five

additional Hawker Pacific B300 King Air aircraft

will undertake light air transport tasks. These

aircraft will be phased into the Townsville-based

38 Squadron as the Caribou is progressively

retired toward the end of 2009. Three King Air 350

aircraft, currently operated by Army, will also be

transferred across to 38 Squadron.

“It is important that we honour the debt

of gratitude we owe to the men and women

who have supported the Caribou for so long by

providing a means for them to maintain their skills

and streamline their transition to a more modern

and capable replacement aircraft.

“Our nation is extremely proud of the

magnificent service that the Caribou has provided

to the Royal Australian Air Force over the past

five decades. While there may be some who are

saddened to hear of the Caribou’s impending

retirement, even the most vocal supporters of the

Caribou will agree this decision is long overdue,”

Mr Fitzgibbon said.

The DHC-4 Caribou’s extraordinary 45 years

of operational service in the Royal Australian Air

Force (RAAF) will be honoured with one aircraft

being gifted to the RAAF Museum at Point Cook

and one to the Australian War Memorial.

Two Australian soldiers killed in Afghanistan

Vale: corporal Mathew HopkinsCorporal Mathew Hopkins was tragically killed in an engagement with insurgents while serving with the Mentoring and Reconstruction Task Force (MRTF) in Afghanistan.

A valued member of the Darwin-based

7th Battalion, Royal Australian Regiment

Corporal Hopkins, or ‘Hoppy’ to his mates, was

conducting a patrol near Kakarak when he and

his team were engaged by a group of around

20 Taliban on 16 March.

He was evacuated by a Coalition helicopter to

the nearby medical facility in Tarin Kowt as soon as

the security situation allowed. Despite all efforts,

it was confirmed that Corporal Hopkins had passed

aBOVe: at 10,000ft and still beneath the finisterre

Ranges, a 38 squadron caribou a4-275 cruises by

clouds during a training mission in Papua new guinea.

SNIPshot

away on arrival at Tarin Kowt hospital.Corporal Hopkins was 21-years-old, and was

married with a young son. His immediate family is receiving support from Defence representatives.

Corporal Hopkins also deployed to Afghanistan on Operation Slipper within 1st Reconstruction Task Force from November 2006 to April 2007. His military decorations include the Australian Active Service Medal with International Coalition Against Terrorism (ICAT) clasp, Afghanistan Campaign Medal, NATO International Security Assistance Force (ISAF) Medal and Infantry Combat Badge.

“Mathew was a fine, professional and courageous soldier. He died while serving his nation and his sacrifice should never be forgotten. This loss is felt heavily by the wider Defence Community. He will be sadly missed and fondly remembered by his mates and colleagues,” Chief of Defence Force Air Chief Marshal Angus Houston said.

His mates in the 7th Battalion described him as a very professional soldier, but always a bit of a larrikin having a joke when the chips were down. Corporal Hopkins was always keen to get the job done which gave his subordinates something to emulate. He was a good leader and a good mate who would go out of his way to provide any

assistance within his capacity. He was also a keen sportsman and a passionate supporter of the Broncos and the Maroons.

Corporal Hopkins’ wife Victoria said Mat was her best friend and he was very excited to become a father.

“He only got to spend four days with our son when he was born before he had to go back overseas. I’m so glad that Mat got to meet his son and experience fatherhood,” Victoria said.

Vale: sergeant Brett TillMates of Australian soldier, Sergeant Brett Till, have bid farewell to a friend and colleague during a solemn ramp ceremony in Tarin Kowt, southern Afghanistan on Saturday, 21 March 2009.

Sergeant Till, from the Sydney based Incident Response Regiment, was serving with the Special Operations Task Group (SOTG) when he was killed-in-action attempting to render safe an Improvised Explosive Device discovered during a patrol.

Led by Engineers from the Mentoring and Reconstruction Task Group (MRTF) and

Red flag alert for RaafRoyal Australian Air Force aircraft and

personnel have recently completed the US-led Red Flag exercise series at Nellis Air Force Base, Nevada. Red Flag provides the highest level of air combat training, in the most realistic simulated war scenario available.

Number 6 Squadron from RAAF Amberley led the push, with six F-111 jet aircraft conducting high-level coalition training at the purpose-designed Red Flag facilities.

A pair of C-130H Hercules, from No 37 Squadron at RAAF Base Richmond, transported equipment and personnel to the United States while also participating in the exercise.

The activity is a multi-national exercise including US, UK, Canada and Australia.

award winners share the spotlight

Six Defence and industry partnerships delivering quality capability for the Australian Defence Force have been acknowledged at the annual Australian Defence Magazine Awards dinner in Canberra.

The 2008 Sustainment Team of the Year award, which recognises excellence in the level of collaboration between industry and DMO personnel in providing maintenance and through-life support services, was awarded to BAE Systems Australia’s C4 Program and the DMO’s Ground Telecommunication Equipment System Program Office.

This partnership also won one of two perpetual trophies named in honour of the renowned Australian industrialist, Essington Lewis.

The other Essington Lewis trophy – for excellence in collaboration between DMO and a small to medium enterprise – was presented to representatives from Aerospace & Mechanical Consulting Engineers (AMCE) and the DMO’s Precision Air Drop System team from Air Lift Systems Program Office (ALSPO).

This AMCE and ALSPO team also won the certificate in the Rapid Acquisition category.

A second AMCE and ALSPO team – which developed an enhanced ballistic protection system for the C-130J aircraft to provide aircrews with improved protection without reducing the aircraft’s load carrying capacity – took out the 2008 Team of the Year certificate in the Minor Acquisition Category.

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aBOVe LefT: corporal Mathew Hopkins on patrol with the Mentoring and Reconstruction Task force 1 in Tarin Kowt, afghanistan. aBOVe RIgHT: sergeant Brett Till with wife Bree.

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accompanied by SOTG colleagues, a cortege of vehicles including a patrol vehicle bearing Sergeant Till’s flag-draped casket, passed solemnly along a route lined by members of the MRTF and representatives from coalition forces in Oruzgan.

On the dusty airstrip at Tarin Kowt, his casket was carried by eight of his mates into the RAAF C-130 Hercules aircraft that would shortly begin the journey home to Australia.

In his address at the ceremony, the Commanding Officer of the SOTG, said Sergeant Till’s death was not in vain.

"Without question, Brett’s work on the day he died saved the lives of his mates.

"He was a man who, with his team, would deliberately place himself directly between dangerous and unstable high explosive devices and the soldiers of SOTG on a daily basis, in order to ensure that they could carry out their important mission to make this country a safer place. I have the highest personal and professional regard for this selfless and dedicated Australian soldier".

Brett's wife of almost one year, Bree, described her husband as a beautiful man whose smile would crack the frowns off a hundred faces.

"Brett, gorgeouso, I miss your cuddles, I know you're there, I hear you, I feel you. Know that your kids will be reminded everyday of the man you are. I guess I will have to change a nappy after all."

CDF’s Reference Group on women meetsThe under-representation of women in the ADF was on the agenda at the Chief of Defence Force’s Reference Group on Women in Canberra on 12 February.

Minister for Defence the Hon. Joel Fitzgibbon MP and Minister for Defence Science and Personnel the Hon. Warren Snowdon MP met with members of the Chief of the Defence Force’s Reference Group on Women, which included Sex Discrimination Commissioner and Commissioner responsible for Age Discrimination, Elizabeth Broderick; Vice Chancellor of Royal Melbourne Institute of Technology, Margaret Gardner; Corporate Adviser and Board Director, Sam Mostyn; and Company Director, Elizabeth Proust.

Air Chief Marshal Houston convened the Reference Group in May 2008 to help confront the challenges in recruiting women to the Australian Defence Force (ADF) and find innovative ways of encouraging them to serve for longer periods.

Mr Fitzgibbon said women were under-

represented in the ADF and it was essential that Defence create a more supportive environment that will improve recruitment and retention outcomes for women.

“This change can only be driven by strong leadership, underpinned by initiatives such as mentoring programs and career management practices that can better accommodate individual needs and deliver greater workplace flexibility,” Mr Fitzgibbon said.

Mr Snowdon said the Reference Group members had met informally with serving women to hear their experiences and had now presented their initial conclusions to the Chief of the Defence Force and the Service chiefs for further discussion.

“The Services have already started work on a range of initiatives to improve the employment of women and though some of the issues such as cultural change are quite complex, it is essential that Defence gives top priority to these matters,” Mr Snowden said.

DeCA Negotiations in full swingDefence is currently working to develop the new Defence Collective Agreement (DeCA) which will replace DeCA 2006-2009.

Defence Workplace Relations (DWR)

commenced employee and management

consultation in mid-2008. DWR has listened to the

suggestions and feedback and developed a series

of proposals for the new DeCA. These proposals

are designed to simplify and create flexibility in

pay and conditions for Defence Australian Public

Service employees and their supervisors.

Proposals are currently being discussed

at negotiation meetings held with unions.

These negotiations are headed by senior

level management from Defence and national

representatives from the relevant unions. Subject

matter experts and union delegates are also

involved in the meetings.

aBOVe: from left – chief of the Defence force air chief Marshall angus Houston, Professor

Margret gardner, sam Mostyn, Minister for Defence science and Personnel the Hon. Warren

snowdon MP, elizabeth Proust, elizabeth Broderick and Minister for Defence the Hon. Joel

fitzgibbon MP. Photo: Steve Dent

Updates on negotiations are available via

DWR Newsletters which are located on the DWR

website (http://intranet.defence.gov.au/dwr),

under ‘Publications’. In addition, the DWR website

contains information on the development of the

new DeCA, including ‘Frequently Asked Questions’

and ‘Feedback from Employees’.

Parliamentary Program launched for 2009An initiative that gives Senators and Members of Parliament a taste of life in the Australian Defence Force has been launched by Parliamentary Secretary for Defence Support the Hon Dr Mike Kelly AM MP.

The 2009 Australian Defence Force Parliamentary Program (ADFPP) provides a unique opportunity for parliamentarians to gain a more fully-informed appreciation of the ADF.

“Since its inception in 2001, 83 parliamentarians have participated in the program, gaining a unique and often intimate first-hand experience of the challenges of service life, as well as a broader understanding of the capabilities of the ADF,” Dr Kelly said.

Parliamentarians are offered a number of ADF attachment options each calendar year, programmed during the autumn and winter recesses.

SNIPshotMajor defence contractor Thales and the

DMO’s SEA 1442 Phase 3 project team took out

the 2008 Team of the Year certificate in the Major

Acquisition category for their efforts in modernising

maritime communication wide area network.

A high commendation was presented to

Australian Aerospace and the DMO’s Maritime

Patrol System Program Office for their P-3

Orion Safety By Inspection Program, and an

encouragement award was presented to CSC

Australia and the DMO’s Joint Command Support

Environment Project Office.

Long Tan recognition issues resolved

An independent Defence Honours and

Awards Tribunal will inquire into unresolved

recognition issues for the Battle of Long Tan.

The inquiry will complete an undertaking

the Government made in August 2008 when

announcing the outcomes of the earlier

independent review of the Battle of Long Tan

recognition.

A call for submissions was released on

14 February. Submissions to the inquiry close

on 23 March.

The Tribunal can be contacted at:

Defence Honours and Awards Tribunal

Locked Bag 7765

CANBERRA BUSINESS CENTRE ACT 2610

Or via email to: [email protected]

The terms of reference for the inquiry can be

obtained at: www.defence-honours-tribunal.gov.au

Developing apprentices for air Warfare Destroyers

The Engineers Employers Association Group

Training Scheme (EEAGTS) has commenced

with the hiring of 10 fabrication and electrical

apprentices this year with a further 10 planned to

be hired next year under the Air Warfare Destroyer

(AWD) Apprentice Development Program.

The apprentices, employed by EEAGTS, will

initially be hosted by local companies in South

Australia where they will begin learning their

trades. They will transfer to ASC upon completion

of the Osborne shipyard where they will then

complete their apprenticeship working on the

AWD project.

ASC is the shipbuilder for the AWD Alliance, the body responsible for delivering three AWDs to the Royal Australian Navy. The other partners of the Alliance are the Defence Material Organisation and Raytheon Australia. The first of the AWDs is scheduled for delivery in late 2014.

Insect vision a guiding force for smarter weapons

Studying how insects see and navigate has resulted in a smart weapon seeker and guidance technology, developed by the Defence Science and Technology Organisation with the support of several small to medium enterprises under the Capability and Technology Demonstrator (CTD) Program.

The program utilises Bioseeker technology in a low cost, miniaturised and rugged add-on device that provides autonomous guidance to airborne systems, increasing their ability to acquire, track and strike moving targets.

The Bioseeker technology has a range of possible defence applications, including enhancing the capability of the rocket on the Aussie Tiger Helicopter, various air delivered weapons and shoulder launched or mortar based land weapons.

new head of future submarine Program

Rear Admiral (RADM) Rowan Moffitt has been appointed to the new position of Head Future Submarine Program in Defence Materiel Organisation (DMO).

The future submarine is planned to replace the Collins class submarine commencing in 2025. This highly complex project is a high priority for the Rudd Labor Government.

RADM Moffitt commenced duties on 23 February and will report to the Chief Executive Officer of DMO, Dr Stephen Gumley, and will lead a combined Navy, DMO and Capability Development Group Future Submarine Project Office.

Minister visits ethiopia and Poland

The Minister for Defence, the Hon. Joel Fitzgibbon MP, has visited Ethiopia and Poland, where he discussed a range of issues regarding Australia’s involvement in Afghanistan and Africa.

LefT: Member for Parramatta Ms Julie Owens MP and squadron Leader John cotterell at the australian Defence force Parliamentary Program launch for 2009 Photo: Bryan Doherty

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Twenty different attachment options are programmed for this year, including five operational areas ranging from the Middle East to the Solomons. Other options include opportunities to participate in the Special Air Service Regiment Selection Course, undertake a sea ride in a Collins Class Submarine, and spend a week at the RAAF’s largest operational base at Amberley, which is the home of the F-111 and the RAAF’s newest aircraft, the C-17 Globemaster.

Shark attack fails to scuttle DSTo’s Maritime Security TrialIn spite of a serious shark attack, the recent major Kondari scientific maritime security trial in Sydney Harbour was judged a big success.

More than 100 local and overseas participants

joined in The Technical Cooperation Program

(TTCP) KONDARI Trial organised by the Defence

Science and Technology Organisation (DSTO)

in association with the Royal Australian Navy,

between 2–13 February.

Dr Alan Theobald, research leader in littoral

warfare with DSTO’s Maritime Operations Division

in Sydney, said the trial was nearing completion

when a RAN clearance diver was seriously injured

on 11 February.

Navy clearance diver injured in a shark attack

at Garden Island during the trial is 31-year-old Able

Seaman Paul De Gelder, a member of Australian

Clearance Dive Team One, based at HMAS Penguin

in Sydney’s northern suburbs.

As a result of the incident, which occurred just

before 7am in waters alongside the Navy’s Fleet

Base East Wharf at Woolloomooloo, Able Seaman

De Gelder had his right hand and leg amputated.

“It was decided to hold the scheduled VIP

briefing but cancel all trial activities that day,” Dr

Theobald said. A planned media activity also had

to be scrapped.

He said the trial was aimed at exploring the

emerging technologies designed to strengthen

underwater force protection.

“On display was a range of equipments

including diver protection sonar, underwater

warning systems, imaging sonar. Remotely

Operated Vehicles and Autonomous Underwater

Vehicles used for hull, pier and seabed searches.

“The close collaboration we have achieved

through ongoing research and this Trial with our

coalition partners, industry and State security

authorities will help to ensure Australia is well

prepared and equipped with the right technologies

to counter threats against our maritime assets,”

Dr Theobald said.

As a direct result of the work of DSTO

scientists and their collaborative partners,

Australia’s ports and harbours, vital to the country’s

trade and economy, will be well protected against

possible terrorist attack.

Military Justice System in good healthA report of the Independent Review on the Health of the Reformed Military Justice System has recommended the commissioning of regular independent reviews.

Chief of the Defence Force Air Chief Marshal Angus Houston publicly released the Report on 13 March.

“This Report, the first of its kind under the new arrangements, provides me with an independent evaluation of the effectiveness of the reforms we have made to military justice to date,” Air Chief Marshal Houston said.

“I have received a detailed briefing from Sir Laurence Street and Air Marshal Les Fisher (Ret’d) – who led the review – on their findings and recommendations which were submitted to me at the end of January.

“I am pleased to say it is a thorough, and overall, positive Report which offers practical recommendations to further enhance our system and consolidate the gains already made.

“Very considerable progress in military justice reform has been achieved in recent times but that does not mean there is not room for improvement.”

Air Chief Marshal Houston said he and Defence would now carefully consider the Report and its recommendations and develop an action plan.

The Report can be found at: http://www.defence.gov.au/header/publications.htm#I

aBOVe: chief Petty Officer clearance Diver Luke 'Blue Dog' graham from australian clearance Diving Team One prepares the Hydraulic underwater scouring brush for the team conducting propellor maintenance of HMas DaRWIn alongside fleet Base east. RIgHT: Justin Pallsack, a civilian diver attached to the united states navy, prepares to enter the water, assisting members from australian clearance Diving Team One conducting propellor maintenance in HMas DaRWIn. Photos: ABPH Andrew Dakin

SNIPshotoxford Archaeology wins Fromelles excavation contract Oxford Archaeology has been awarded the contract to undertake the excavation of an Australian and British First World War group burial site at Fromelles, France.

The Australian and British Governments will share the cost of the Pheasant Wood excavation, which is expected to take up to six months depending on several factors including the weather, soil conditions and the actual number of remains recovered.

“The awarding of this contract means that planning can begin in earnest for the excavation to commence in May this year and I look forward to work commencing that will ultimately see our brave soldiers fully honoured and laid to rest,” Minister for Defence Science and Personnel the Hon Warren Snowdon MP said.

Two technical advisers and one representative each from the Australian Defence Force, United Kingdom Ministry of Defence and Commonwealth War Graves Commission were responsible for evaluating the tenders and ultimately awarding the contract.

The Australian Army is developing a working list of those First Australian Imperial Forces soldiers it believes may be buried at the site and is encouraging potential relatives to register on Army’s ‘Fromelles Relatives’ database.

More information is available online at www.defence.gov.au/fromelles or via the dedicated public inquiries line 1800 019 090.

The group burial at Pheasant Wood was confirmed during a limited excavation in May 2008. It is believed up to 400 Australian and British soldiers still lie at this site where they were buried by German forces following the Battle of Fromelles in July 1916.

The Battle of Fromelles began 19 days after the opening of the Somme campaign, and was the first battle fought by Australians on the Western Front. It is known as Australia’s bloodiest 24 hours with 5,533 Fifth Australian Division casualties including 1,917 killed.

DNA testing of an initial cross-section of remains has been agreed and, if this process returns positive results, consideration will be given to testing the balance of remains as part of the overall identification process.

Mr Fitzgibbon first travelled to Addis Ababa in Ethiopia, where he met with the Ethiopian Defence Minister senior African Union (AU) officials and ambassadors to the AU from Africans nations.

Mr Fitzgibbon then travelled to Krakow in Poland for meetings with his counterparts from other International Security Assistance Force (ISAF) contributing nations to discuss the outlook in Afghanistan.

The Krakow meeting was an important opportunity for those nations who have forces deployed to Afghanistan to exchange views on future plans and coordinate our efforts.

Through life support for c-130J Hercules

The Defence Materiel Organisation has awarded a contract to Australian Aerospace and sub-contractor Lockheed Martin to provide Through Life Support services for the RAAF fleet of C-130J Hercules aircraft.

DMO’s Head Aerospace Division Air Vice-Marshal Colin Thorne said the Through Life Support Contract, valued at $292 million, offered the best value for money for Defence and the Australian taxpayer.

The five-year performance-based contract links annual contract extensions to contractor performance and cost reduction, thereby promoting efficiency and delivering real cost savings. Subject to contractor performance, support of C-130J aircraft will continue under this contracting strategy until the fleet’s planned withdrawal date.

As part of the contract, Australian Aerospace and Lockheed Martin will deliver services including aircraft maintenance, engineering and supply chain management. C-130J engine support will continue to be provided by StandardAero under an existing contract arrangement.

Royal salute on sydney Harbour for fleet Divisions

HMAS Sydney led 15 Royal Australian Navy ships as they steamed through Sydney Heads as part of a historic Fleet Divisions ceremony on 13 March.

The ships converged on Sydney Harbour for a Fleet Review by the Governor of New South Wales, after six weeks of Navy training exercises off the east coast, as part of the 2009 Fleet Concentration Period.

Her Excellency Professor Marie Bashir was the guest of honour, inspecting the Fleet from onboard the Admiral’s Barge along with Commander Australian Fleet, Rear Admiral Nigel Coates.

Those participating in the Fleet Review included HMA Ships Sydney, Darwin, Newcastle, Anzac, Ballarat, Stuart, Manoora, Kanimbla,

Success, Sirius, Diamantina, Hawkesbury, Yarra, Norman and Gascoyne along with Collins class submarine HMAS Farncomb and visiting New Zealand ship HMNZS Canterbury.

Fleet Divisions also saw a flypast by Navy Sea King, Sea Hawk and Squirrel helicopters, including a Sea Hawk helicopter carrying a large Australian flag.

On Saturday 14 March, Sydney’s centre was a sea of white with 4,600 sailors marching in a Freedom of Entry parade through the CBD.

Visit to solomons highlights Reserve service

Twenty-four employers of Defence Reservists have travelled to Solomon Islands as part of Boss Lift – a Defence program designed to encourage employer support for the Reserves.

Employers visited soldiers from the Adelaide-based 9 Brigade, currently on a four-month deployment to the Solomon Islands.

While in the capital Honiara and surrounds, the employers had the opportunity to see their Reservists on Operation ANODE, the Australian Defence Force’s contribution to the Australian-led Regional Assistance Mission to Solomon Islands.

Reserve and Employer Support Division (RESD), which is responsible for employer support for Australia’s Defence Reservists, ensured the three-day Boss Lift program highlighted the important role the Reserves play in the Australian Defence Force and allows employers to experience directly the essential roles played by their employees.

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aBOVe: a navy sea King helicopter flying the australian national flag passes over HMas Stuart during the Royal australian navy's fleet Review 2009.


SECRETARy’S CoLuMN

s Defence prepares for deep reform, I’ve been meeting with leaders of major private sector companies to gain an insight into the fundamentals of successful change.

Each of these individuals has led significant national and global change over many years and provided invaluable insights into the highs and lows of their reform experiences.

Two things struck me in our discussions. The first was the similarities in the challenges they face, and the ones now faced by Defence. The second was the common themes that mark successful reform programs.

The need for relentless and clear communication before, during and after reform was a message that was loud and clear from the leaders. They said that every manager in an organisation must speak to staff in an open and honest way – and they must do it often if they are to bring people on board.

Another was the need to balance central coordination, integration and oversight of reform with strong business line ownership and accountability. While the leaders acknowledged that this can be tricky, they firmly advised that ‘the centre’ had to do more than just monitor and track performance.

A clear goal and agreed way forward was also imperative to success. Our leaders have to be able to ‘course correct’ to respond to changing environments and circumstances, while still keeping their eye on the ultimate destination. The journey to that one place also has to be carefully planned and structured, and every business line’s objectives had to lead there.

The recent Special Forces pay issue showed the damage that can be done by deficient processes and poor execution of procedures, and to a lesser extent customised information and communication technology systems – and inaccurate and poor quality data. The leaders stressed that standardised and simplified systems,

reporting and processes are the bedrock of efficient and effective organisations. And at all times, decisions should be driven by principles and based on the organisation’s core values, not expedience.

Defence’s leaders are looking forward to the release of the White Paper, external budget audit and companion reviews and the Government decision on the detail of deep reform. And we’re

positioning ourselves now for the new business environment to come.

The insights gained from the private sector leaders will be invaluable as we embark on the holistic and integrated deep reform journey.

I’d like to thank them for their openness and willingness to share what it takes to lead significant reform across complex, large and diverse organisations.

Keys to successful reform

a

aBOVe: The secretary and chief of Defence force hand-print a canvas as part of Defence’s contribution to the first anniversary of apology Day on 13 february. Photo: Kevin Piggott


CHIEF oF THE DEFENCE FoRCE’S CoLuMN

his month I am very pleased to be able to report that the australian Defence force has

improved its higher command and control arrangements with the recent stand-up of our new integrated Headquarters

Joint Operations command (HQJOc) organisation and the opening of the new facility in Bungendore.

The official event to acknowledge these two important milestones was held on 7 March 2009. It was attended by the Prime Minister, the Hon Kevin Rudd; Defence Minister, the Hon. Joel Fitzgibbon; Parliamentary Secretary for Defence Support, the Hon. Mike Kelly; as well as many other Defence officials, both past and present.

I was very proud of the way in which the ceremony unfolded and the way in which all Defence people conducted themselves. The Federation Guard was in fine form, as always, and I congratulate the team from HQJOC who organised the event and appropriately captured the significance of the occasion.

I would like to take this opportunity to remind you about the importance of this new organisation. An integrated HQJOC significantly improves our ability to plan and manage joint and combined operations and selected exercises and will enable us to respond more swiftly and effectively to events worldwide.

In terms of the new $300 million state-of-the-art facility, almost 750 of your Defence colleagues are based within this new complex at Bungendore. The building is equipped with a comprehensive range of command, control, communications, computing and intelligence systems and, importantly, enhances our interoperability with coalition partners. It also provides us with a significant opportunity to more fully embrace the concepts of effects-based operations and network-centric warfare.

A great deal of hard work has gone into this significant transition. I would like to congratulate all those within Defence who have been involved

in designing and building the facility and its systems, and in setting up the large and complex HQJOC organisation and its processes.

I particularly recognise the HQJOC Project team which was very well led by Brigadier Wayne Budd. Additionally, I acknowledge the efforts of the Command and Control Implementation Team, led by Commodore Peter Leschen. Peter and his team coordinated the whole-of-Defence effort to establish the HQJOC organisation, first in its transitional facilities and then at Bungendore.

Finally, I note that during the ceremony the Prime Minister officially named the new headquarters the ‘General John Baker Complex’. For those unaware, General Baker was Chief of

the Defence Force from 1995 until his retirement in 1998. Sadly, John passed away in 2007 before his vision to streamline the ADF’s operational level of command and control was fully realised.

John first touted the Joint Operations Command concept 20 years ago in the influential 1987 Baker Report. John is greatly missed by many of us within Defence, and I am so pleased that his legacy will live on through the new facility and the Joint Operations Command organisation. I firmly believe that naming the complex after John is a fitting tribute to a man who worked tirelessly to make Australia’s Navy, Army and Air Force the truly joint Australian Defence Force we are today.

Improved higher command and control arrangements

T

TOP LefT: air chief Marshal angus Houston discusses the importance of having a joint command centre at the opening the Headquarters Joint Operations command in Bungendore, nsW. TOP RIgHT: Prime Minister, the Hon. Kevin Rudd MP, inspects the australian federation guard with air chief Marshal angus Houston at the opening of the Headquarters Joint Operations command in Bungendore, nsW. BOTTOM RIgHT: Prime Minister, Kevin Rudd MP, air chief Marshal angus Houston and Mrs Margret Baker pose with a brass bust of her late husband, general John Baker at the opening of the Headquarters Joint Operations command in Bungendore, nsW.


SNAPSHoTS

explosive Detection Dog Mandy

with handler sapper David Brown

both grinning ear-to-ear. Mandy,

who retires shortly after six years of

service, was awarded two medals for

dedicated service to the nation. Photo:

CAPT Alastair McPherson

RIgHT: Royal australian

navy sailors march

down george street

during the freedom

of entry to the city of

sydney as part of sea

of white on March 14.

Photo: LSPH Yuri Ramsey

BeLOW: chief of Joint Operations Lieutenant general Mark evans (left) and Deputy chief of Joint Operations air Vice Marshal greg evans take a break in the foyer of the new general John Baker complex at Headquarters Joint Operations command. Photo: CPL Guy Young

a c-130H Hercules aircraft from 37 squadron, Raaf

Base Richmond, flies over Melbourne in lead-up to the

avalon air show 2009. Photo: ABPH James Whittle

LefT: east Timor Prime Minister Xanana

gusmao (left), Minister for Defence

Joel fitzgibbon (right), chief of Defence

force air chief Marshal angus Houston

and Minister for Veterans' affairs

alan griffin hold a press conference

following the opening of the specialist

Training Wing in Metinaro, east Timor.

Photo: LSPH Paul Berry


LefT: Warrant Officer class 2, Ian Johnson of 1 combat services support Battalion Darwin, tucks into a piece of birthday cake for the australian army's 108th birthday. Photo: Sergeant Brent Tero (RAAF)BeLOW: cadets stand tall for the chief of Defence force Parade to mark the completion of intensive military training at the australian Defence force academy. Photo: Kevin Piggott

BeLOW: chief of Joint Operations Lieutenant general Mark evans (left) and Deputy chief of Joint Operations air Vice Marshal greg evans take a break in the foyer of the new general John Baker complex at Headquarters Joint Operations command. Photo: CPL Guy Young

Private Ian Dahlenburg from alpha company 1/19th Royal new south Wales Regiment, working as part of the clean-up crew for Operation Vic fire assist. The australian Defence force and the Victorian Police cleared up to 50 properties a day, which were affected by the Victorian bushfires. Photo: ABPH Jo Dilorenzo

BeLOW: HMas newcastle enters sydney Harbour for the Royal australian navy's fleet Review 2009. Photo: ABPH Andrew Black

war diary poems confirmed as Banjo Paterson worksOriginal poems, handwritten by Banjo Paterson, have been found hidden inside an Australian Army Officer’s Boer War diary. The poems have been authenticated as the work of the legendary Australian bush poet.

The poems were discovered at the 1st/15th Royal New South Wales Lancers Museum at Parramatta and were written by Banjo Paterson during his journey to South Africa as a war correspondent to cover the Boer War in 1899.

The five works, including Another Blessed Horse Fell Down, Johnny Boer, The Reveille, The Rum Parade and Driver Smith, were found inside the diary of Major G.L. Lee, who commanded a Lancer Squadron during the Boer War.

They were written onboard the SS Kent as Paterson travelled to South Africa as a special war correspondent for the Sydney Morning Herald with MAJ Lee.

Each poem was eventually published, however, these original drafts all have various differences to the final versions.

Ian Hawthorn from the Lancer Museum says the works have now been confirmed as that of Banjo Paterson’s by forensic testing.

“What we’ve discovered here is something of huge significance to Australia, and its military history in particular,” Mr Hawthorn said.

Mr Hawthorn went on to say: “The diary was given to the Museum in the 1960s or 70s and has been sitting in a dusty corner for decades before I looked through it when I was doing some archive work and found the poems.

“The documents have never been on public display, but we are now looking to have them properly preserved and on show here at the museum.”

MAJ Lee’s original, signed Boer War Army map, which he used to lead the Lancers, has also been discovered hidden amongst old wartime artefacts.

The 1st/15th Royal New South Wales Lancer Regiment is one of Australia’s oldest Regiments with continuous and on-going links to its origins; the NSW Cavalry Reserve of 1885 and NSW Lancers, circa 1900.

The 1st/15th Royal New South Wales Lancers Regiment has more battle honours than any other Army organisation and the Regiment’s heritage-listed barracks at Parramatta is one of the oldest military barracks still in use in Australia – dating back nearly 190 years.

The Regimental Museum has a collection of weaponry, uniforms, vintage fighting vehicles and military documents and is open to the public each Sunday from 10:00am to 4:00pm. The Museum is located at 2 Smith St, Parramatta in Sydney.

d e f e n c e m a g a z i n e ›


Juggling commitments becomes a full-time jobBy Michael Weaver

Juggling a work-life balance is all part of a day's work for the Owens family, from L-R: William, John, Helen, georgia and andrea. Photo: LSPH Paul McCallum

KEEPING IT IN THE FAMILy

KEEPING IT IN THE FAMILy

hen Helen Owens applied for an executive

level position with the Defence signals

Directorate in 2004, it can be said her application

carried a glow that ultimately helped win the position.

Unbeknown to those reviewing the application, the phone call from DSD offering Helen an interview for the position was received at the precise time that she was delivering her first child, William.

The pending interview was put on hold for a further three weeks to allow Helen to recover, but according to the family unit of Helen, her husband John and an assisting aunty (John’s sister) Andrea, the wait was worthwhile. So began the journey of juggling busy work lives in Defence and raising their two children, after

daughter Georgia was born in 2007.John Owens is no stranger to Defence, with a

career spanning nearly 25 years, including almost 15 in uniform with the Army from 1985 to 1999. In January 2008, John was promoted to the SES Band 2 position as Head Infrastructure Division in Defence Support Group, after holding numerous positions within International Policy Division and the Defence Intelligence Organisation. He also had a short stint with the Department of Foreign Affairs and Trade, but couldn’t resist the calling back to Defence with his current position.

“I missed the culture and camaraderie at Defence,” John said.

That culture is something that pervades the family unit, with Helen holding an EL2 position as a human resources director in the Defence Imagery and Geospatial Organisation (DIGO), and Andrea an EL1 assistant director in vetting branch with the Defence Security Authority. John and Helen are very conscious of how lucky they are to have the support of Andrea, and know that many Defence families do not have the benefit of such support.

Their lives are busy and their diaries are full, but most importantly they are a tight-knit family unit that is an example of the shifting demographic of senior public servants bringing up a young family.

“That old paradigm of the husband being a

workaholic, staying all hours, coming home and being fed while the kids are tucked up in bed is completely gone for a whole bunch of reasons,” John said.

“Nowadays, there’s less emphasis on seniority so people are getting promoted to more senior positions at a younger age. The second thing is that we’re having children later, so we get a confluence of younger people in senior positions. But the third thing, of course, is wives just don’t have jobs, they have careers, which in turn means that husbands are expected to do more around the house and with the kids – and rightly so.”

Helen, John and Andrea achieve their work-life balance in their own ways: Helen does so by working part-time 56 hours per fortnight, while John manages to work relatively normal hours with the assistance of the DREAMS system and can take care of many issues while at home. Andrea, the ‘assisting aunty’, moved to Canberra two days after William was born and now works full-time, but has

the flexibility in her job to come to the rescue at a moment’s notice.

“Like every family, the real challenge is when your kids are sick and you’ve got a full diary scheduled,” Helen says.

“We then work out a schedule for who is home when and this will often result in us doing half days each and stacking meetings into those half days. And then if we really can’t manage it, that’s when we ring aunty and call for help.

“The terrific thing about this is that Andrea has had great support from her chain of command that recognises she’s an integral part of our family unit and how we manage this. There’s a sense of community spirit about it which we find really good.”

Likewise, John and Helen are full of admiration for the support of the department and their respective bosses, who make their delicate balance possible.

“The most important part of juggling busy careers and busy jobs with family demands is sympathetic support from bosses, co-workers and the people who work for you. It’s not grudging, it’s whole-hearted sympathetic support for the circumstances in which you find yourself – and I have certainly found that to be true of my boss (Martin Bowles) and my colleagues,” John said.

Helen adds: “My supervisor Clive Lines (Director of

DIGO) is a dedicated family man himself and clearly remembers how hard it is when your children are young. As a result he is a very supportive boss and he is keen to inculcate a family-friendly culture in his organisation.

“As part of that, he is conscious of making sure that the job I have can be contained within my part-time hours. That’s also a big challenge for Defence – realistically defining part-time jobs instead of just taking a full-time job and expecting it to be done in part-time hours.

“I also get fantastic and open support from my team and colleagues at DIGO – they commonly just pick up and run with things if I am called away at short notice and I never feel any sense that I am letting them down. To be successful in managing such a busy life you need a team like that.

“Essentially, I think I’m a better person for having a realistic life balance on this. Yes, the kids are a big priority for me, but my career is also important and thankfully I don’t feel like the fact

that I’ve gone part-time is going to affect my long-term career prospects at all.”

Furthermore, John, Helen and Andrea are conscious of still meeting the needs of Defence when it counts.

“I’ve never really had to knock anything back work wise because of a clash with family life – I tend to just move things around and just manage them. And if a high priority commitment comes at six-thirty, well it gets the attention it needs – it’s as simple as that,” John said.

For Andrea, the balance is occasionally a three-way street, but one that can always be managed.

“I try to be at work by 7.30am. I try to get away in the afternoon to the gym – which I see as my own bit of work-life balance which is supported by my boss – but sometimes I don’t leave until 6pm.

“We may have to duck out early, but if we’re needed back for whatever reason, we will do that as well. I think that while we expect a lot from the department, I think the department also has a right to expect it back,” Andrea said.

For John, his success comes in managing the day-to-day balance and being committed to their decision to making it work.

“I think all of us consciously place a big focus on the importance of family and I guess we start from a position that you can achieve both family success and professional success if you do it right and if you are supported in the right way.

“I know the department says this in its policy documentation, but we feel it’s very important to try and live it as well. You’ve got to trust your staff to do their jobs and not want to do their jobs as well as your own because that’s what can clog up your time.

Andrea meanwhile continues to be impressed with the way Defence supports its people.

“Defence is a good organisation and there are good people in it, and it’s great to see that good policy about work and family is supported by good practice. Work and family should not be an either-or choice, and our experience at Defence has borne that out.”

WDEFENCE SuPPoRT GRouP

– Head Infrastructure Division John Owens

I think all of us consciously place a big focus on the importance of family and I guess we start from a position that you can achieve both family success and professional success if you do it right and if you are supported in the right way

‘‘

’’


15

DEFENCE SuPPoRT GRouP

By Jack Foster

ater flowed to the horizon in every direction, yet

those living in the far north Queensland town of Karumba

were in danger of having nothing to drink as record

floods contaminated the town’s main water supply pipeline.

Having become an inland island with no road access, the Army could not reach them to provide the much-needed water purification system, meaning the only way to get clean water for the town was by air.

Finding a way was a small team from 1 Airfield Operations Support Squadron (1AOSS), which was tasked with assessing whether a C-130 Hercules would be able to land safely at Karumba airfield while heavily loaded with critical water purification equipment.

1AOSS Airfield Engineer, Flying Officer (FLGOFF) Kenneth Edwards, said the Airfield Survey Team needed to assess this risk and provide advice on minimising damage to the runway, as the Royal Flying Doctor’s light aircraft needed the airstrip to continue its own emergency relief efforts.

“The team flew to Normanton before transferring to a helicopter to fly 100km west to the Karumba airfield,” FLGOFF Edwards said.

“The runway at Karumba was in surprisingly good condition considering it had been subjected to nearly two metres of rain in a two-month period, and it was still above the flood waters.”

After it was deemed safe to land, the Air Force air-lifted No.3 Combat Engineer Regiment equipment and personnel into Karumba and immediately started producing clean water.

Team leader based at 3rd Combat Engineer Regiment Warrant Officer (WO) Donaldson said the quality of the water treated by Army engineers was “as good as bottled water”.

“The purified water is of a very good quality and the local people have been very appreciative that we’ve been able to maintain clean water supply for the community,” WO Donaldson said.

“When we first got into Karumba there was only few days’ supply left and we were able to turn the situation around – it has given breathing space for the local authorities to work to rectify the problem and it’s great to help where there is such a need.”

Once on site, the Cross Plate Clarifier 20 (CPC 20) trailer-mounted treatment unit pumped up to 400,000 litres of clean water per day. More than five-million litres of drinking water had been produced until the floodwaters receded.

W

When we first got into Karumba there was only few days’ (water) supply left and we were able to turn the situation around‘‘ ’’

TOP: Lance corporal andrew Rainbow from the 3rd combat engineer Regiment operates the mobile water purification unit in order to provide fresh water to the Karumba community in northern Queensland. Photo: Craftsman Christian Gilbert BOTTOM: an army Black Hawk helicopter from the Townsville-based 5th aviation Regiment transports a pallet of aid from Townsville to Ingham to help provide relief to the flood-stricken community. Photo: Captain Al Green


– 3rd Combat Engineer Regiment Warrant Officer (WO) Donaldson


ust hours after australia’s most devastating firestorm tore through large parts of Victoria in early february, Defence was there.

In the weeks that followed, more than 600 personnel provided specialist and

emergency support to hundreds as part of Defence’s coordinated relief effort, Operation Vic Fire Assist.

Under the watchful command of Brigadier (BRIG) Michael Arnold, the Joint Task Force (JTF) included full-time and Reserve members, primarily from the Army’s 4th Brigade. Major contributing units also included the 4 Combat Engineer Regiment, 22 Construction Regiment, 4 Combat Service Support Battalion, 108 Signals Squadron and 4/19 Prince of Wales’s Light Horse Regiment.

“The Australian Government and Defence remains committed to supporting their fellow Australians in their time of need,” BRIG Arnold said.

In an address to the House of Representatives shortly after the tragedy, the Minister for Defence, the Hon. Joel Fitzgibbon, talked of his emotional visit to some of the most devastated areas.

“The media coverage of the Victorian bushfires has been so extensive and, indeed, so graphic that I am confident every Australian has a proper and full appreciation of the level of carnage and tragedy those affected have faced,” Mr Fitzgibbon said

“I saw that carnage first-hand, yet what has happened in the towns just north of Melbourne remains, to me, incomprehensible.

“But what is just as amazing is the strength and the resilience of those who have lost so much and the selfless sacrifices of those who are working so hard to help others.

“Of course, many of those lending assistance are themselves victims of those tragic bushfires.”

Mr Fitzgibbon also said that 4 Brigade stood as a reminder that the role of the Reserve forces in the ADF is worthwhile, meaningful and critical.

“They are accountants, tradesmen, doctors, technicians and teachers who give freely of their time to be prepared by training, to assist their fellow Australians and to take care of Australia’s national interests when they are called upon to do so,” Mr Fitzgibbon said.

Chief of the Defence Force Air Chief Marshal Houston also visited the devastated townships, starting at Maygar Barracks in Broadmeadows to witness the departure of the first convoy of trucks carrying 120 pallets of emergency equipment to be used to set up Community Service Hubs in bushfire-ravaged areas.

On 14 March, several convoys of vehicles rolled out of Marysville signifying the end of Defence’s role in the critical bushfire search task.

The departure came after Victoria Police advised that it no longer required the assistance of the TF in the search task beyond 13 March.

BRIG Arnold said it had been a challenging two weeks for soldiers, who were mainly reservists from interstate.

“They quickly adapted to the significant demands of the task and have interacted extremely well with the police, who’ve been leading the search, and the local residents of the affected communities,” BRIG Arnold said.

“I know, like all of us who have spent time in the devastated areas, they have been deeply moved by their experiences. They should be very proud of their contribution to the fire relief effort.”

Defence helps Victoria rise from the ashesBy Jack Foster

sunday 08 february

• Portablebeddingfor150peoplesentintotheresidents of Warragul, while tents, beds and sleeping bags for 120 people were dispatched to Yea.

• AnArmyEngineerhasjoinedtheIntegratedEmergencyResponse Centre in the CFA Head Quarters in Victoria to assist with a review of the bushfire situation and provide advice on additional Defence support.

• Defenceliaisonofficersentinwithemergencyauthoritiesto provide increased visibility on possible future tasking for Defence.

Monday 09 february

• BrigadierMichaelArnoldconstitutestwotaskgroupsaspart of a Joint Task Force (JTF): an Engineer Support Group and a Reserve Response Force Support Group.

• TheEngineerSupportGroupconsistsof15plantoperators, seven bulldozers and front-end loaders, their associated operators, two chainsaw sections and logistics support.

• ReserveResponseForceSupportGroup,comprisingof 160 personnel, formed and ready to deploy from Melbourne.

• Engineertaskgroupcuts10kmoffirebreaksinthevicinityof Broadford and Yea.

• Ateamoffiveplantoperatorsandheavylifttruckdrivershave moved to Puckapunyal Army Base to load the bulldozers and plant equipment before driving to Yea.

• Additionallogisticssupportisbeingprovidedby 4 Combat Support Services Battalion.

• Areconnaissanceteamofthreepersonnelincludingaliaison officer and signaller have already been despatched to the CFA Regional Command Centre.

Tuesday 10 february

• AirForceusesAP-3COrionaircraftoverthefire-affectedarea to assist with identification of the fire front.

J DEFENCE SuPPoRT To oPERATIoN VIC FIRE ASSIST:

CoVER SToRy


DEFENCE SuPPoRT To oPERATIoN VIC FIRE ASSIST:• 160soldiersdeployedtoKilmoretoconductawide

area search task in Traralgon, St Andrews, Flowerdale and Yarra Glen.

• FourArmouredPersonnelCarriersfittedwithcommunication and emergency evacuation capabilities deployed.

• Soldierswhoarecurrentlyconductingpre-deploymenttraining prior to conducting operations in Solomon Islands are providing surge capacity for short duration tasks.

Wednesday 11 february

• Twomedicalandpsychologicalsupportteamsdeployed to assist government agencies with the provision of specialist health support including counselling services.

• AirForcetransportsafive-personWesternAustraliaPolice Victim Identification team and vehicle from Perth to Victoria.

• RAAFBaseEastSaleprovidedaround4000Lofaviation fuel to a commercial airliner which was transporting 50 South Australian fire fighters to the emergency effort. They also accommodated and fed 21 Federal Police Officers who were assisting in the relief effort.

• Accommodationfor160people,includingtents,afieldkitchen, bedding and stretchers for a relief centre in Alexandra begins.

• Engineerscompletedenhancedcontainmentlinesinthevicinity of Wandong Township, while work was carried out to establish a containment line along Shiralee Road and route obstacle clearance on Strath Creek Road.

• TheFlowerdale-completedsearchtaskmovedtoKinglake West.

Thursday 12 february

• Approximately475personnelprovidespecialistandemergency support to government agencies and a

further 160 in Puckapunyal are providing additional support when required.

• SoldiersfromtheSearchTaskGroupparticipated in a special game of backyard cricket with local children at Flowerdale.

saturday 14 february

• CDFvisitsdevastatedtownships,startingatMaygarBarracks in Broadmeadows to witness the departure of the first convoy of trucks carrying 120 pallets of emergency equipment to be used to set up Community Service Hubs in bushfire ravaged areas.

sunday 15 february

• AustralianandNewZealandDefenceForcemembersserving in East Timor as part of the International Stabilisation Force hold a memorial service to pay tribute to those affected by the Victorian bushfires.

• Approximately120squarekilometresoffiredamagedareas have been searched, including 1300 houses of which two thirds have been destroyed, in the townships of Kinglake, Flowerdale, Hazeldene, Marysville, St Andrews, Yarra Glen and Traralgon.

• Accommodationfor160peopleinAlexandraand 200 people in Marysville completed.

• EstablishmentofamajorreliefcentreatKinglake for up to 1500 people begins.

• ConstructionofaseriesoftemporaryCommunityService Hubs throughout the devastated region also begins.

saturday 28 february

• About20ArmyReservetroopsfromVictoriajoinedVictoria Police in a more detailed search for bushfire victims in Kinglake.

• Thissecond,moredetailedsearch,followspreliminarysearches immediately after Black Saturday. Many of

the same soldiers had been involved in the earlier searches.

• Thetroopshadbeengivenspecialtraining,andspecialprotective equipment, for the task. Some buildings in the area are believed to contain asbestos.

• Policeestimatedthatapproximately30peoplearestillunaccounted for in the wake of the bushfires.

Tuesday 10 March

• SoldiersfromtheADF’sJointTaskForce662,assistingin the search operation, have relocated to bushfire-devastated Marysville, to join Victoria Police in the new search task.

• Thesoldiers,inconjunctionwithpoliceofficers,conduct a methodical and detailed examination of fire-affected building sites in Marysville, as well as several other communities in the eastern section of the bushfire-affected area, including Narbethong and Buxton.

• ReservistsfromNewsSouthWales,SouthAustraliaand Western Australia have been operating out of the Kinglake area for 10 days, clearing approximately 664 premises in Kinglake itself, as well as at Castella, Toolangi, Steels Creek, Chum Creek and Dixons Creek.

saturday 14 March

• TheADFwithdrawsitstroopsfromMarysvilleasitsrolein the bushfire search task comes to an end.

• SeveralconvoysofvehiclesrolledoutofthetownonSaturday morning carrying more than 100 soldiers and tons of military equipment, used in the support provided to Marysville residents, Victoria Police and emergency services personnel.

• ThedeparturecomesafterVictoriaPoliceadvised that it no longer required the assistance of Joint Task Force 662 (JTF662) in the search task beyond Friday, 13 March 2009.

an M113 armoured Personnel carrier assists local fire authorities in establishing fire containment lines in

Humevale, Victoria. Photo: Leading Seaman Kade Rogers


he australian Defence force’s response to the Victorian

Bushfires was typically swift, but just as immediate was the response of volunteers from both the Rural fire service (Rfs) and

state emergency service (ses).

Many members of these astute organisations also work full-time for Defence, either as military personnel or civilians. In fact, 10 per cent of all the ACT’s SES volunteers to the bushfires were Defence employees.

How they manage their commitments to both Defence and their community organisations makes them hard to track down at the best of times, however, Defence Magazine managed to speak with a group of volunteers who answered the call and our questions as well.

What does work-life balance mean to you?

Vicki Munslow – acting Manager, Joint Operations support services, acT/snsW:

Work-life balance is a nice thought, but without the active support and understanding of our leaders, from supervisor upwards, combined with the conscious efforts of employees to take time out for ourselves, the notion of work-life balance is simply an academic concept.

In all honesty, I don’t feel that I necessarily am able to always achieve it.

Lieutenant colonel Paul Murphy – command and control Implementation Team, HQJOc:

I view work-life balance as managing my professional work with my family life, having some time to do little things for myself and participate in the community. Central to this is my young family. I ensure that I spend a little time with my family in the morning before going to work, I try to maintain as regular a work routine as possible, support (and attend where possible) my family’s activities and have some quality time each evening. Weekends are important family time. We have some routine activities, like to get around town and the local area, and attend community events. I also maintain routine interaction with my local ACT Rural Fire Service brigade as my contribution to the community.

Donald Roach – Directorate of navy Platform systems:

To me work-life balance means that I can be flexible with my working hours while still meeting my work commitments. This means that I can spend time with my family during those important times and occasions. A flexible working arrangement and the fact that the Department of Defence allows leave for emergencies allows me to be a dependable member of the State Emergency Service organisation.

Warrant Officer class One Kevin Mauger - Test Trials and Operations Manager, amphibious Deployment and sustainment Program, DMO:

It’s about trying to find a healthy balance between all the things I want to achieve in life. Being a volunteer is a big part of that balance – it’s all to do with the commitment for me. My family is the most important commitment and it can be difficult at times to keep everyone else happy. My job has been very supportive to my commitments with the SES which makes life a lot easier. I couldn’t imagine trying to be in the SES and work in a non-supportive work environment.

Lieutenant commander Lewis gaha – staff Officer Reserves, Directorate of naval Officer Postings:

It’s the ability to juggle competing priorities within the workplace while maintaining a full and diverse family and social life. I really try to allot time to the range of social and volunteer activities I am involved in, and resist the urge to spend longer at work, thereby taking time from those activities.

graeme Billett – accountant, Directorate of financial Reporting:

Having the time to do what I want (not work) while giving enough time to do what I have to do (work).

I generally start work early so I can have time to complete extra work or to fit in the other things that I want to do in the afternoon and evening.

James Brown – Business solutions analyst, chief Information Officer group:

To me it means having a responsible and enjoyable home life as well as getting the job done as best as possible. Sometimes with work you need to set yourself a time limit on what can be achieved and you need to prioritise your work effort, doing what is urgent and important

first. Sometimes, unfortunately, you can’t do everything and you just have to say sorry to someone that you could not get that job done for them yet.

Benjamin Bryant – Regional environment and sustainability Officer, Defence support group:

It’s basically about balancing work, family and community commitments and having a well-rounded lifestyle.

eamon Parker – executive assistant, Defence Materiel Organisation:

It is essential. A strong sense of professionalism and pride in the workplace is imperative, however it is important to take a break from work to enjoy other hobbies and pastimes so that you work doesn’t become all encompassing. A break from work with something equally challenging and rewarding allows me to appreciate both dimensions of my life more completely.

How long have you been with Defence and the Rfs or ses?

Vicki Munslow:I have been with Defence for about 18 years

and with the SES for just on nine years.

LTcOL Paul Murphy:This is my 24th year in the ADF, specifically

Army. I have had postings to Canberra, Puckapunyal, Kapooka, Melbourne, Darwin and Sydney. I spent almost eight years with the NSW Rural Fire Service in the Blue Mountains prior to moving to the ACT. This is my second active year with the ACT Rural Fire Service, after taking a 12-month break last year as I was posted unaccompanied to Sydney.

Donald Roach:I have been with Defence for 35 years – 25 in

uniform and 10 as APS. I have been with the SES (Rivers) for approx 4.5 years.

WO1 Kevin Mauger:I have been in the Defence Force for 22 years

and joined the SES about two years ago when I received a posting to the JP2048 Phase 3 project (LHD Watercraft) in Canberra.

LcDR Lewis gaha:Member of the RAN and RANR for 33 years

and joined the RFS in 2005.

Volunteers

answer the callBy Michael Weaver

CoVER SToRy

T


graeme Billett:Defence since July 2005; SES since October

2003. I took 14 months off both to live overseas from April 2007–June 2008.

James Brown:I joined up as a RAAF cadet at ADFA in 1990.

Between 2000 and 2005 I worked as a contractor to Defence and then joined back up as an APS in March 2005. I joined the Rural Fire Service in October 2003.

Benjamin Bryant:Defence – 18 months; RFS – 5 years.

eamon Parker:I have been with Defence since April 2006 and

with the RFS since October 2006.

What are the most rewarding aspects of working with Defence?

Vicki Munslow:Working in an organisation that is overall

supportive of its people and not solely-focussed on processes. Personally, I think that flex-time, Studybank and Emergency Duty Leave are great. I have also been blessed with supervisors and work areas that have been very supportive of my SES membership.

LTcOL Paul Murphy:Working with the people who make up the ADF

and seeing the outcomes of Defence’s activities.

Donald Roach:Providing a quality product for the end user –

that is, the guys and gals on our ships at sea.

WO1 Kevin Mauger:My career in Defence has been very

rewarding, presenting many challenges and being able to make a difference to the outcome of some tasks and operations is great. I have been lucky enough to see some great places and meet some great people.

LcDR Lewis gaha:Diversity of work challenges – even within

the same job, benevolent employer and social structure of the Defence work environment.

graeme Billett:Being supported in my training as a professional,

as well as being supported in my SES role (and

previously in my reservist capacity as well) all at the same time.

James Brown:It is being a small part of the team that is

trying to be a good world citizen. I believe the Defence Department, through humanitarian efforts, actively promotes world goodwill to Australia for the benefit of all Australians.

Benjamin Bryant:The fact that Defence sees itself as a

responsible part of the community and integral in its core role in helping out in situations like this (Victorian bushfires). It’s a very flexible organisation.

eamon Parker:The interesting work that I do. I highly value

the fact that I get to contribute to something bigger than myself and not solely in pursuit of the almighty dollar. While this goes for all of the public service, I enjoy the strategic and political dimensions of my work and the challenges that my daily work carries.

What have been the most rewarding aspects of your community service?

Vicki Munslow:Since I joined the SES in 2000, I have

learned so many diverse and great skills – from the very practical skills such as general rescue, communications and land search to the more academic skills like field leadership and incident management. I am part of a close-knit, fun and highly-competent team and I have been fortunate enough to have been involved in some of the larger emergency operations in the ACT in recent times. And sometimes you get to help somebody who really needs it.

LTcOL Paul Murphy:Making my personal, and on behalf of

my family, a direct contribution to the local community. Part of this is meeting people and of course contributing to public safety, both of the ACT and interstate when required. Since joining the RFS, I’ve been involved in fire-fighting campaigns in Sydney, Canberra and Victoria.

Donald Roach:The most rewarding aspect of being in the

SES is being able to do something for your fellow Australians in their hour of need.

WO1 Kevin Mauger:The SES is something I’ve always wanted to

do and I hit the ground running. My first task was the Newcastle floods and since then I have got stuck in and gained as many qualifications and done as many tasks as possible, including major tasks like the Victorian fires. The most rewarding thing though has got to be the people – you can arrive at any job (even in the middle of the night) and when you get there it’s on, and everyone gets in to get it done. And from jobs like that you meet some fantastic people from all walks of life.

LcDR Lewis gaha:The ability to give yourself in a physical way

to aid the community, and utilise training and career knowledge gained in Defence to assist other RFS members. For example, peer support skills have helped brigade crew members in the event of a tragedy.

graeme Billett:Being trained in multiple skill sets that I know

can help people and if needed to save lives. I have also had the opportunity to be given some highly sought-after qualifications such as a Cert IV TAA (trainer and assessor), with the SES paying for the whole thing.

James Brown:To me the most rewarding aspect is helping

the community. I was a little touched by many people thanking us for our help when we stopped for lunch on our way back at the Albury RSL.

Benjamin Bryant:With the Fire Service, you’re involved in

helping with the community and giving back in a really positive way.

I’d actually like to see a one-year compulsory service to one of these organisations once you leave school. It would really help with recruitment.

eamon Parker:The fact that I get to give back to society,

the adrenalin rush, the mateship and the host of additional skills that I get trained in, up to and including things like 4x4-wheel-driving instruction, chainsaws and helicopter.

LefT: Defence employees who deployed with the Rural fire service (yellow helmets) or state emergency service (orange helmets) during the Victorian bushfires. Back row (L-R): Vicki Munslow, eamon Parker, James Brown, Benjamin Bryant, Donald Roach, graeme Billett; front (L-R): Lieutenant colonel Paul Murphy, Lieutenant commander Lewis gaha and Warrant Officer class One Kevin Mauger.Photo: Mark Brennan


s psychologists, social workers and counsellors packed relief centres to help hundreds of traumatised Black saturday victims, a group from the army’s 1st Psychology unit,

with help from the 2nd Health support Battalion (2HsB), ventured out to make the first contact with those yet to leave their towns.

Major (MAJ) Nick Wallace, a senior psychologist within the Unit, oversaw the effort and said the team provided a unique contribution to the wider bushfire relief.

“There were hundreds of people out there who were traumatised about what was going on, people who hadn’t had any contact with the civil authorities, and people who hadn’t seen a firefighter since the day of the fires,” MAJ Wallace said.

“We had vehicles, we had rations, we had military gear, and we could easily get out there, which is something a lot of the civilian support services weren’t able to do.”

Drawing on experiences from work done after the Port Arthur massacre and Sea King accident, as well as extensive psychological support to operations as part of their primary role within the ADF, the team spent two weeks systematically knocking on doors, offering vital psychological “first aid” to hundreds.

“We visited the houses that were left standing to talk with people about their experiences, while offering coping strategies, as well as helping them normalise their reactions to what was such as an extraordinary situation,” MAJ Wallace said.

After making contact with fire victims, Unit members would record their details and, where

required, link people in with the local mental

health resources for longer term support.

As night fell, residents would concentrate on

dinner, family and rest, but for the 1st Psychology

Unit, work continued well into the night with

more coordination, planning, and liaison, as well

as being ready and available for any emergency

call outs, including any ADF personnel who were

affected by the loss of friends or family.

Captain (CAPT) Dave Anthony, a psychologist

within the Unit, was among those walking door-

to-door and said the experience is one he will

never forget.

“It was hard to describe,” CAPT Anthony

said. “Probably unbelievable is a word that comes

to mind.

“Going up there and seeing the devastation

in all directions, no matter where you looked, was

really hard to fathom.

“You would have moments where you’d think

how did people survive this thing? And how did

they manage to save their houses, but at the same

thinking how easy it was to lose your life up there.

There didn’t seem to be any method to it.”

CAPT Anthony said the community response

was excellent, even after initial thoughts of there

being some resistance.

“We thought that some people may not have

felt comfortable having a chat with someone who

works in mental health, or someone wearing a

uniform,” CAPT Anthony said.

“But everyone was so open to have a chat,

share their experiences, and talk about what they

had done to help themselves move on.

“Professionally it was very a good opportunity

to develop those critical incident skills while

working with people who have been through

something so traumatic and massive.”

First aid after firestorm By Jack Foster

CoVER SToRy

a

Established in 1963, 1st Psychology Unit is one

of the oldest units of 17 Brigade.

The role of 1st Psychology Unit is to provide

psychological support to land-based force

elements during joint, combined and whole of

government operations.

They have provided psychological support to

deployed personnel since soldiers served in

Vietnam. These include personnel deployed

to Somalia, Rwanda, Bougainville, East Timor,

Diego Garcia, Kyrgyzstan, Afghanistan,

Solomon Islands, Middle East Area of

Operations and Sumatra.

In 2006 unit members were deployed to

Operations Catalyst, Slipper, Pakistan Assist,

Astute, Anode and Ramp. It has provided pre

and post operational support to members of

Operations Azure, Mazurka and Paladin.

You would have moments where you’d think how did people survive this thing? And how did they manage to save their houses, but at the same time thinking how easy it was to lose your life up there. There didn’t seem to be any method to it

‘‘

’’- Captain Dave Anthony, a psychologist with 1st Psychology Unit.


everal Defence employees comprised part of the acT Task force rotations to the Victorian fires, either as Rural fire service (Rfs) or state emergency service

(ses) volunteers.

Volunteers Lieutenant Commander Lewis Gaha, Benjamin Bryant and Eamon Parker participated in the first two tanker crew rotations (three days each) deployed on to the fire line at the Beechworth/Myrtleford fire complex in north-east Victoria.

The teams were housed at Latrobe Uni campus at Beechworth and ‘hot-bedded’ between night and day shifts. The accommodation was comfortable, even if it was part of an old asylum for the insane.

The ACT Task Force worked in the Beechworth area, covering the townships of Steel Creek and Stanley, where it undertook a variety of activities including blacking-out, back-burning, building/consolidating containment lines, property protection, chasing break-aways from the fire front and township protection.

While there was the usual ‘hurry up and wait’ aspect, once deployed, the units rotated through the work and there was plenty of activity for all the crew members.

The ACT crews worked with two CFA strike teams, two NSW RFS strike teams, one NSW Parks strike team and a variety of heavy plant, under the control of divisional commanders who were Victorian Department of Sustainability and Environment (DSE) teams.

Unfortunately due to the thick smoke, aircraft were not available to help attack the fire. The task force worked extremely well, especially because SES volunteers such as Vicki Munslow and Graeme Billet provided great logistics, mechanical and communications support. They were also supported by the local community, Red Cross, Victorian SES with the best fed and accommodated task force they had ever been on.

RFS volunteers Lieutenant Colonel Paul Murphy, David Neumann, David Horner, 2nd Lieutenant Nicholas Gover, and LCDR Lewis Gaha, as well as SES volunteer Don Roach, participated in the third and fourth tanker crew rotations in the Alexandra area, covering the townships of Marysville, Cambarville and Tagerty where they undertook similar fire and support activities.

Defence also supported RFS volunteers Benjamin Bryant and James Brown as part of a specialist Remote Area Firefighting Team (RAFT) initially deployed to the Mitta Mitta Snowy Creek Fire, 50km south of Tallagatta in Northern Victoria.

Although the RAFT worked for three hours blacking out 30m into a bulldozer line on steep terrain using hand tools, they redeployed to Alexandra on short notice and filled an urgent crew gap on DSE slip-on units at the Kilmore East – Murrindindi Complex North Fire the following day. They burnt out portions of the Big River Sector, east of Marysville, consolidated the fire line and partially prevented further progression into the Melbourne water catchments.

The following day they were tasked to the Rubicon Sector, east of Tagerty, hiked 1.5km up to the fire line (500m rise in elevation from the valley floor), cut a 700m rakehoe line from the hydro pipeline to a river, felled concerning trees and flaming stags, burnt back into the fire front and hiked back out in order to protect a hydro power station below. They directed a fixed wing aircraft dropping fire retardant powder and two water-bombing helicopters to assist fire suppression.

The Victorian emergency services greatly appreciated the ACT deployment achievements, which would not have been possible without employers, including Defence, releasing volunteers to respond to this state emergency.

Sadly, one member of the third rotation of the ACT Task Force, Senior Firefighter Qualified David Balfour of the ACT Fire Brigade, was tragically killed when a tree fell on him. David is survived by his wife and three children and remains in the thoughts of all volunteers and the community.

All in the line of dutyfor volunteersBy Benjamin Bryant

s

The Defence Coordination Centre has been busy compiling Defence’s contribution to the Bushfire Message Book – a hard copy record of support made up of thousands of pages from all parts of Australia.

Prime Minister Kevin Rudd invited people to contribute to the Book as part of his address on the National Day of Mourning on Sunday 22 February.

“For those whose lives have been forever changed by this tragedy, this will stand as a lasting record of the nation’s support and sympathy, and our resolve to help them rebuild their lives and their communities,” Mr Rudd said.

The book will be released in the coming months.

Bushfire Message Book



undreds of people burnt out of their homes on Black saturday rested a little easier thanks to an urgent delivery of sleeping bags and stretchers by Joint Logistics

unit (Victoria), just hours into the relief effort.

Describing his team as Defence’s “silent enablers”, Manager of Joint Logistics Unit (Victoria) Operations, Phil Edwards, said the delivery highlighted the core work behind any disaster relief effort.

“A lot of people wouldn’t see the work that JLU(V) does in selecting the stores, packing the stores, and delivering the stores, all they see is the end product,” Phil said. “We don’t take offence to this…we’re the enablers, we deliver the goods.”

As many fire victims sat in dismay in the firestorm’s wake, Phil and his team organised emergency accommodation and other materials such as industrial fridges, trucks, earth-moving equipment and tankers of drinking water.

“We had to identify what was actually needed, get it out of stock, have the trucks loaded and then stores and vehicles delivered,” Phil said.

Phil said the timely release and delivery of everything from sleeping supplies, tents, trucks,

bulldozers, power generators and batteries wouldn’t have been possible without closely collaborating with supporting sites such as Puckapunyal and Bandiana and other business units such as Defence National Storage and Distribution Centre in Sydney.

“We worked from six in the morning and finished at 10 at night for two weeks straight,” Phil said. “Throughout all of this activity the professionalism of the JLU(V) team was instrumental in providing emergency assistance to the community which is reflected in the quality of the services that Defence has provided.

“Our warehouse contractors, BAE-Systems, worked overtime, and transport agencies stood up, with drivers in some cases staying overnight when the ground support elements could not unload the delivery.

“Obviously it was a tragedy that we were supporting, but we did a great job in getting materials out there to look after people in the field, that was the big thing for us.”

As well as accommodation stores and material support, JLU(V) facilitated the building of Community Support Hubs, or one-stop shops, as well as setting up a local contract for fresh food at Lilydale and Marysville.

“We also supplied ration supplements for the Defence search teams in the form of energy

drinks and food bars required for operating in high temperatures, as well as protective dress,” Phil said.

Phil said that previous bushfire experiences of 2005 and 2007 proved critical in the days following Black Saturday.

“We learnt in 2005 that we needed to better identify the sort of materials that would go into the bushfire zones, and then created a list of what we thought were critical items,” Phil said. “Most of those items were used this time.”

As the initial relief effort wound up, work geared towards the retrieval of stock, giving Phil and his team the opportunity to reflect on lessons learnt.

“You continue to learn of areas where improvements can be made in how you support and respond to emergencies,” Phil said. “You then put that into your plan, so next time you’re streets ahead.”

Silent enablers help Victoria rest easy

H

JoINT LoGISTICS CoMMAND

MaIn: Private Will Taylor from 4th Brigade Operational support company inspects paper work on army generators for issue during Op Vic fire assist.InseT: Private Will Taylor from the 4th Brigade Operational support company and Reservist Private Daryl arnold from 11/28th Royal Western australian Regiment, load a pallet of water destined for OP Vic fire assist. Photos: ABPH Jo Dilorenzo

By Jack Foster

As many Australians watched the worsening media reports of devastation after the Victorian fires, those in Joint Logistics Command (JLC) were actioning Defence’s relief response.

In any Australian disaster, JLC’s key responsibility is the planning, coordination and delivery of logistics support for an emergency response.

Supporting the effort are seven regionally-based Joint Logistic Units, who select, pack and deliver the required materials. Their involvement depends on the location of the disaster.

Key steps in actioning any disaster relief assistance:

• ReceiptofWarningOrderfromHeadquartersJoint Operations Command (HQJOC) outlining likely ADF capabilities required to support an emerging domestic situation or event which has already occurred.

• Supportstaffactivaterecall/notificationplan for key Directorate Staff and any other obvious subject matter experts.

• Anassessmentisconducted of the logistic capabilities required, while JLC senior officers are briefed on the emerging situation. At this time, relevant Units initiate their own planning, recall and preparatory procedures.

• DomesticandResponseSectioninitiateliaison with the nominated Task Force Headquarters and deploy a Liaison Officer.

• HQJOCTaskOrders,requiringactionbyJLC,assessed by the Domestic and Response Section which then issues a JLC Task Order.

• OnreceiptofaJLCTaskOrder,therelevantunit (in this case Joint Logistics Unit (Victoria)) source, prepare and distribute the required material.

• Veryshortlyaftertheprovisionoftheinitial logistic support requirements, the planning for continued sustainment and recovery/reconstitution begins.

the facts

We had to identify what was actually needed, get it out of stock, have the trucks loaded and then stores and vehicles delivered

‘‘’’Manager of Joint Logistics Unit

(Victoria) Operations, Phil Edwards


PuBLIC AFFAIRS

hen a television producer sought Defence’s help

in launching a bar fridge dressed in a spider suit

across garden Island Wharf into a make-shift

web, Defence’s Media engagement and Liaison Officer Yuri shukost, responded with the usual formalities.

“We have a proposal form that needs to be

completed, which outlines, amongst other things,

where the Defence connection is, and how we

would benefit by getting involved,” Yuri said.

“Apart from damage and personal injury issues,

there was no clear connection or benefit so we

didn’t get involved.”

Yuri is the central contact for any documentary,

movie or television producer seeking a piece of the

ADF and, ridiculous requests aside, he receives

hundreds of serious proposals every year.

“Sometimes you look at a proposal and think

what a great opportunity it is,” Yuri said. “You

almost have to put down the phone, take a breath,

and make sure you don’t let them know you’re too

eager. You’ve still got to play the poker face.”

Once approved, Yuri works closely with

relevant stakeholders to facilitate the use of

Defence equipment, vessels and establishments,

as well stock footage and access to personnel for

interviews. Defence even provides expert script

advice for technical and historical accuracy.

Our role in each production varies,

but requests to film on our locations and

establishments are most common.

“No matter what the proposal, there needs

to be a clear connection and benefit to Defence if

we’re to take it on. We’re not a location provider or

a cheap source of labour or equipment,” Yuri said.

Defence helped turn Schofields Aerodrome

into an Alaskan airfield for the 2005 movie

Stealth, resulting in the injection of $60 million

in foreign funding and about 1000 jobs. There

was also the 2007 local production Black Balloon

about a Defence family which won a number of

Australian and foreign film awards in 2008.

Other successful partnerships range from

documentaries such as Submariners, Real Top

Guns, and the ABC’s Navy Clearance Diver series,

to large-scale film and television productions

including Sea Patrol and Australia’s Next Top

Model – which saw contestants tackle the

Holsworthy obstacle course, as well as using a

Navy vessel as a shoot location.

“There is a recession and, as it has in the

past, the entertainment industry has responded by

searching for more content to lift peoples’ spirits.

The desire for ADF content is stronger than ever,”

Yuri said.

As well as appearing regularly in historical

documentaries and on educational shows such

W

film crew watch on as two HMas Penguin sailors make a cameo appearance during filming of television series sea Patrol.Photo: Able Seaman Paul Berry

continued >

ADF plays starring role in media productionsBy Jack Foster

Lights, Camera, Defence


One of the army's Tiger helicopters gets set for a one-off race with a subaru rally car for the Top gear australia program. Photo courtesy: Top Gear Australia


as Totally Wild and The Shak, Defence has also

featured on Top Gear Australia, in which a Tiger

helicopter races closely above a Subaru rally

car. There’s even a music film clip for The Ballad

of Young Bobby Dale about a RAN sailor by the

Wolverines – filmed entirely on HMAS Kanimbla.

Other appearances have featured Reservists

helping out a Long Tan veteran on Backyard Blitz,

a personality profile on Australian Idol finalist,

Able Seaman Carl Risely, and Community Service

Announcements for Legacy, Kids Helpline and

other worthy causes.

And viewers should also look out for the

Stephen Spielberg-Tom Hanks production Pacific,

which is the largest and most expensive locally-

made TV mini-series in Australian history, set to be

released this financial year.

“In a nutshell, if people don’t know what we

do, if they don’t know what we stand for, they’re

not going to want to join Defence, or be supportive

of what we do. Seeing what we do instills

confidence,” Yuri said.

Defence’s relationship with the media and

entertainment industry has existed for decades

(some may have memories of ABC’s Patrol Boat,

starring Andrew McFarlane in the 1970s and 80s),

but to accommodate the sheer number of requests,

the position of Defence’s Entertainment and Media

Liaison was created in 2000.

“Originally we would have to go almost cap-

in-hand to try and get people interested in military

content,” Yuri said. “If they wanted to know us at

all, it was because we have great locations and

a large labour force which they hoped to get for

close to nothing. There was usually no military

connection at all.

“When I took over in September 2003, it was

my aim to turn around the film and TV industry’s

perception of the value of military content. Slowly,

it became more and more obvious that the ADF-

related product that was being shown was hugely

popular and producers are now more confident

of selling their programming to Free to Air TV

broadcasters.

“In fact, one producer had such faith in the

subject matter that he mortgaged his home to help

finance his project. He came away with a Logie for

Best Documentary and the History Channel had its

best ratings for that year”.

Although Defence does not receive any

direct financial benefit for offering its resources

beyond cost recovery where it’s applicable, an

independently-verified method of equating media

exposure into a monetary figure makes for some

encouraging news.

During the 2007-08 financial year, about

12 million people had seen Defence in some

entertainment capacity, which, in advertising

terms, equated to about $19 million. But at the

core of Defence’s willingness to get involved, lie

less tangible benefits such as recruitment and the

ADF’s reputation and community perception.

Director of Navy Reputation Management,

Commander (CMDR) Anne Andrews, explains how

Sea Patrol, arguably the most successful Defence-

related program, plays an integral part in improving

Navy’s community perception.

“It provides an opportunity for people to see

what life in the Navy is like, because predominately

ships go to sea and people don’t know what we do,”

CMDR Andrews said. “Albeit in a drama series, Sea

Patrol increased the understanding of what we do.

It’s been very positive.”

While this is difficult to attribute success

directly to the show, CMDR Andrews said that a

comparison of surveys before and after Sea Patrol

highlighted a promising trend.

“We asked what the community thought

of Navy, and the types of work we do,” CMDR

Andrews said. “We noticed a spike from 70 to

74 per cent in people who thought the Navy

did a good job, with a dramatic increase in

understanding the specific things we do, like

border protection and fisheries protection.”

Yuri added that editorial control is important

when trying to maintain a healthy reputation

within the community, but said editorial

independence is a must if there is to be a wide

audience acceptance.

“We’re about getting an honest message out

with the use of a third party,” Yuri said.

“The reality is we have control over material

that may be classified and we will always review

the product to make sure this doesn’t appear, as

well as having contractual clauses making sure

Defence is not disparaged.”

– Defence’s Media Engagement and Liaison Officer Yuri Shukost

‘‘…it became more and more obvious that the aDf-related product that was being shown was hugely popular and producers are now more confident of selling their programming to free to air TV broadcasters’’

aBOVe: Lisa Mccune (centre) receives some last minute makeup touches as she and Ian stenlake prepare for the next scene of sea Patrol. Photo: Able Seaman Paul Berry

OPPOsITe MaIn: (L-R) The shak presenter 'nitro', Pilot flight Lieutenant natalie Pietrobon, flight engineer sergeant craig Hunter and presenter 'curio'. Photo: LAC Scott WoodwardInseT LefT: a Defence cameraman gets the best angle of The Wolverines in action on HMas Kanimbla. RIgHT: The Wolverines on HMas Kanimbla (L-R back row): John Jeffrey (camera), Leiutenant commander graeme Wong, Julian Limosin (Bobby Dale) and Jaydee (navy helper for the day); front row: Wolverines Darcy LeYear, chris Doyle & John clinton. Photos: Kim Cardow

continued >




port remains one of Defence’s greatest traditions, and an important element in developing team and individual skills, while keeping bodies in shape.

Signifying the beginning of an integrated sporting environment which members from the APS and three Services now enjoy, all references to the word “Force” were removed from the title of Defence sporting associations in 2006.

The name change was also adopted by the ADF Sports Council, now known as the Australian Defence Sports Council (ADSC), headed by the Director General Defence Education, Training and Development.

Other members include representatives from the Services, and the Assistant Director of Sport and Adventurous Training, Robert Todkill—the APS member responsible for the Council’s secretariat needs.

“Defence sport provides an avenue for greater interaction across the organisation,” Robert said.

“It encourages both serving and APS members to join together and compete at various levels from local, interstate and national carnivals, to international events against foreign defence forces and civilian sides.”

ADSC also provides financial support and endorsement to 23 affiliated sporting associations.

events of interestHeld in Darwin every second year, the Arafura

Games (aka the Games) is the biggest event on the Defence sporting calendar, with about 200 Defence members competing across 14 sports listed in the table on the following page.

The Games began in 1991 as the Arafura Sports Festival with 1500 participants from seven countries competing in 13 sports. This year the Games will be held from 9–17 May.

Coordinated by the Northern Territory Government, Robert said the Games are the leading international sporting competition for developing

athletes from the Asia Pacific region, with tens of thousands of athletes, spectators, officials and volunteers involved throughout its history.

“They are billed as a meeting of our sporting neighbours, attracting competitors from all parts of Australia and nations throughout the Asia Pacific region,” Robert said.

“By the time the ninth Games were held in 2007, participation had soared to more than 3,000 athletes representing 42 nations, from regional countries as well as the United States, Japan, China and the United Kingdom with competition in 23 sports.”

For the first time in 2007, the combined ADF and APS teams competed under the one Defence banner in 13 sports, with our contingent of 188 athletes wining 20 gold, 21 silver and 18 bronze medals.

Other sporting eventsAll ADSC affiliated associations schedule

activities throughout the year achieving excellent results. Some of these are highlighted below.

australian Defence nordic Biathlon associationThe Australian Defence Nordic Biathlon

Association competes annually at Mt Hotham in Victoria, conducting National Inter-Service biathlon patrols and relays, and has recently conducted a tour in Autrans, France for the Masters World Cup.

australian Defence Running & athletics association

This association of keen runners and athletes compete in marathons, cross-country, track and field, both locally and internationally. In August 2008 they represented Defence when competing in the annual City to Surf in Sydney during which their premier runner finished eighth outright. In September the premier female distance runner finished second in the Sydney marathon. In July 2007 the team also went on a tour of Vanuatu, with the women’s team winning the event outright as well as setting a new record time.

Gaining the

competitive edgeThe Alpine Snow Sports Association (ASSA)

Australian Defence Basketball Association (ADBA)

Australian Services Cricket Association (ASCA)

Australian Defence Golf Association (ADGA)

Australian Service Bowls Association (ASBA)

Australian Defence Nordic Biathlon Association (ADNBA),

Australian Services Rugby Union (ASRU)

Australian Defence Sailing Association (ADSA)

Australian Defence Softball Association (ADSA)

Australian Defence Tenpin Bowls Association (ADTBA)

Australian Defence Services Triathlon Association (ADSTA)

Australian Defence Water Polo Association (ADWPA).

Australian Services Australian Football Association (ASAFA)

Australian Defence Clay Target Association (ADCTA)

Australian Defence Cycling Association (ADCA)

Australian Defence Hockey Association (ADHA)

Australian Defence Netball Association (ADNA)

Combined Australian Services Rugby League (CASRL),

Australian Defence Running & Athletics Association (ADRAA)

Australian Defence Football Federation (ADFF)

Australian Defence Squash Racquets Association (ADSRA),

Australian Defence Touch Association (ADTA)

Australian Defence Volleyball Association (ADVA)

australian Defence sports council affiliated sporting associations

AuSTRALIAN DEFENCE SPoRTS ASSoCIATIoN

s


Athletics Golf Squash

Basketball Lawn Bowls Tenpin Bowls

Clay Target Shooting Netball Triathlon

Cycling Softball Volleyball (Indoor and Beach)

Football (Soccer)

sports being contested by the aDO at the 2009 arafura games


Prize winnings, including $250 000, were donated to the children’s ward of the Vanuatu hospital. The men’s team finished second to a very strong French military side.

australian Defence Tenpin Bowls association The Tenpin Bowls Association competes every

year at the Australian National Tenpin Bowling Championships. In October 2008, they competed at the Tuggeranong Tenpin Bowling Centre, in Canberra for the Australian National Tenpin Bowling Championships where the men’s singles came second and third in their respective grades. They also won fifth place in the team events. On the Easter weekend of 2008 the team was invited to compete in the New Zealand Tenpin Bowling Association’s national teams championships. During which their women’s team came fourth, men’s team came fifth with an overall combined standing of fourth. A female player was awarded lady sportsman for the championships.

australian Defence services Triathlon association

The Defence Services Triathlon Association competes annually in multiple events such as the National Duathlon Championships, Long-Course Championships and various Ironman Championships. At national and international events the group also competes with civilian athletes from Australia around the world. During the recent Ironman Australia Championship at Port Macquarie, one of

the team’s female members placed second overall in her age group. The Association has established a reputation for being very competitive, providing talented members who can match top ranked athletes both nationally and internationally.

australian Defence Basketball associationThe Australian Defence Basketball

Association boasts a full sporting calendar with several events held every year. In July/August 2008 the team conducted a tour of New Zealand where they competed against the New Zealand Defence Force at their national championships. The women’s side won seven out of nine games, with the men’s team winning eight games—taking out the series with an overall win.

The Association has seen an increase in the number of women joining since Defence Recruiting started sponsoring the Women’s National Basketball League three years ago.


New directions for Army healthBy Leila Daniels

ARMy

MaIn: The army is reinforcing the value of good health in its personnel with formation of the Directorate of army Health. Pictured here are australian Joint Task force members taking the strain during a tug-o-war at the australian embassy during the australia Day function in Dili, east Timor. Photo: Corporal Dominic HamonInseT: Director-general Personnel-army Brigadier gerard fogarty at work. Photo: Corporal Andrew Hetherington


he health and well-being of all army personnel is in good hands with the

formation of the new Directorate of army Health (DaH) within Director general Personnel – army (DgPeRs-a).

DGPERS-A Brigadier Gerard Fogarty said the new directorate was created so that the Chief of Army could have a more active say on the health and well-being of members.

“We know that the provision of health care is an important component of the employment offer and we want to continually improve on the health care and well being of our members,” BRIG Fogarty said.

Under the direction of Colonel Stephan Rudzki, the directorate is tasked with the quality assurance of health care within Army, and the promotion of initiatives that will improve outcomes for seriously-injured Army personnel.

“We are working on a range of new initiatives which will aim to provide improvements in the areas of medical employment classification, rehabilitation and compensation advice,” COL Rudzki said.

Mental Health Army is focusing effort on educating soldiers and

commanders about the causes and effects of major mental health disorders, particularly Post Traumatic Stress Disorder (PTSD).

“We are looking at developing a PTSD awareness package that will provide useful information for commanders on the recognition and management of soldiers suffering from PTSD,” COL Rudzki said.

“Early recognition and commencement of appropriate treatment will maximise soldiers’ ability to return to being fully effective. We want people to understand that soldiers who suffer from the effects of traumatic exposure can still be effective soldiers.”

Improving the psychological resilience of Army personnel is also very important and DAH is working with Joint Health Command to develop a comprehensive training package that will cover initial entry, pre-deployment and post-deployment. A trial of the program at Army Recruit Training Centre has been very successful.

RehabilitationExtending the period of rehabilitation and retraining

available to members after a severe injury will be another improvement that members will benefit from.

“Seriously injured soldiers need a long time to recover. Previously we set a 12-month limit for rehabilitation before consideration for transition at the Medical Employment Classification Review Board,” COL Rudzki said.

“As we get more battle casualties this is no longer an appropriate solution and we are proposing policy changes that will offer a minimum of two and up to six years of rehabilitation depending on the individual case.”

Filling out compensation claims for injuries can also be a very stressful and confusing time for members, but the team at DAH is looking at ways to support injured members.

“We want to provide our injured people with the best possible advice on compensation and to do this we

are setting up regional teams of reservists to provide compensation advice.

“These teams will provide Commanding Officers and members with information on how to lodge compensation claims with Department of Veterans Affairs and also to help people through the appeals process if required. Soldiers will benefit if their claims are accepted early instead of the usual rush to complete them just prior to discharge,” Col Rudzki said.

Medical employment classification system

An extensive review of the PUHLEEMS employment standard and its relationship to the Medical Employment Classification system is being undertaken by DAH. It is anticipated that revised medical standards will allow more soldiers to deploy to Main Support Base areas that may otherwise have been precluded. A new classification is also being proposed for soldiers who are employable but not deployable and this classification will extend up to five years before transition action is considered.

“The review aims to provide important and positive developments for our members by proposing new medical classifications to provide members with medical conditions more deployment options,” COL Rudzki said.

Work and Lifestyle BalanceArmy is taking very seriously the improvement in work

life balance of its members. DGPERS-A keeps a very close eye on the results of the Defence Attitude Survey and this has shown that members want more work/ lifestyle balance and location stability.

“We have been listening to what people have been telling us in the survey and what we have heard from soldiers is that they want to stay in their posting location longer,” BRIG Fogarty said.

“We are working on standard three-year tenure for all soldier and officer postings to allow members greater location stability. This, teamed with eight-month deployments, will give members longer periods of respite and time with their families.

“Overall, Army’s separation rates within its full-time trained force are now below targets which are a reflection of the significant effort during recent years to provide a more competitive conditions of service package for our people.

“In 2009 you will see a range of exciting personnel initiatives being developed and implemented and I am looking forward to seeing the results in improved outcomes for our people and their families,” BRIG Fogarty said.

T

To contact the Directorate of army Health:

COL Stephan Rudzki, Director Army Health Ph: 6266 6162LTCOL Fred Parker, SO1 Health Operations Ph: 6266 6211LTCOL Roger Holmes, SO1 Health Capability Ph: 6266 6181MAJ Alison Berlioz-Nott, SO1 Health Policy Ph: 6266 6256

or see the DgPeRs-a website for up to date development in army personnel matters:http://intranet.defence.gov.au/armyweb/sites/ DGPERSA/comweb.asp?page=111263


he commander Officer of ardent Three in the armidale class Patrol Boats, Lieutenant commander Mal Parsons, gives a first-hand look at one of the navy’s many new

initiatives, which provides sea-posted personnel the opportunity to enjoy a greater work-life balance.

With the introduction of the Royal Australian Navy’s (RAN) Armidale Class Patrol Boat (ACPB) into service came my first experience with multi-crewing.

Whilst I was aware that multi-crewing had been successfully employed in the hydrographic ships for some time, as an experienced patrol boat Captain, I initially had some reservations as to how it would work throughout the ACPB fleet.

In the Fremantle Class Patrol Boats (FCPB), it

was one crew to one boat. At that time the routine consisted of a six-week period at sea on patrol followed by a two or three-week assisted or self-maintenance period. During these maintenance periods, the ship’s crew were responsible for the majority of the work and thus were unable to take leave.

The ship would have one dead-ship leave period a year (no personnel on board), normally mid-year of about four weeks duration.

During the cyclone season (December through to April), the ship’s company were not allowed to proceed on leave out of the local area due to the necessity of being able to sail the ship if a cyclone approached. In essence, the majority of the crew were restricted in their ability to take leave when desired and were never able to go out of the local area during the Christmas break and summer season.

In the ACPBs, each crew is programmed for four availabilities of nine weeks per year, a total of 36 weeks. The general rule is that each crew takes over one or two weeks prior to a patrol and

hands over one week following a patrol. This means that each crew is normally at sea for 24 weeks per year.

On the odd occasion there has been an operational requirement to extend the patrol by an extra week, although that requirement is not the norm.

To summarise, this means that each crew will get a guaranteed minimum of 24 weeks at home (ranging up to 28 weeks or more in most cases) and they will only be assigned to a platform, or boat, for two-thirds of the year.

The other third of the year where a crew is unassigned is also time at home and can be used for leave, training, administration, courses, adventure training – in fact anything that is justifiably worthwhile.

Of the four unassigned periods, most are more than four weeks long, with the odd one out to eight weeks. All of these periods allow a decent break from the rigours of being at sea and being onboard a platform.

NAVy


NAVy wins with MuLTI-CREwING

Personally, I have found these periods to be

relaxing and refreshing as well as providing quality

home time.

I recently did back-to-back Commands in the

FCPBs, a total of 31 months straight. Whilst I did

enjoy my time in Command, it was both physically

and mentally taxing and by the end of it, I was

tired and needed a break.

Having now been in Command of an ACPB

crew for more than two years with another 10

months to go, the outlook is completely different.

I feel fresh and motivated and feel like I could

remain in Command of an ACPB forever. This, I

believe, is a result of the four breaks per year that

each crew gets through the multi-crewing strategy.

It is a winner for me and a winner for my crew.

As a married man with two children,

I really do appreciate the extra quality time

I now get with my family.


Personally, I have found these periods to be relaxing and refreshing as well as providing quality home time

‘‘’’

LefT: The ship's company of HMas glenelg 'cheer ship' during the commissioning ceremony in south australia. Photo: LS Alan Charlton MaIn: armidale class Patrol Boats HMa ships Maryborough and albany sail in company from Darwin Harbour. Photo: ABPH Bradley Darvill


35

NAVy wins with MuLTI-CREwING

Commander Officer of Ardent Three, Lieutenant Commander Mal Parsons


Plan - Build - RunCIO Group moves with technology to improve our work lifeBy Michael Weaver

sk commander of Defence strategic communications (cDsc) commodore Roger Boyce, for an overview of his area and you get an answer as complex as the cables and

fibre-optics that hold it together.

Working adjacent to some sizeable satellite dishes at HMAS Harman, CDRE Boyce is at the forefront of the Chief Information Officer Group’s (CIOG) management of Defence’s Information and Communications Technology (ICT) and represents the ‘run’ part of CIOG’s over-arching ‘plan, build, run’ model.

“ICT is pretty much like velcro,” CDRE Boyce said.

“Every bit sticks to every other bit at every level, so lines of responsibility can sometimes become blurred, but we’re working to make our organisation as ITIL compliant as we can because we don’t need to reinvent ways of conducting ICT business if there are proven methodologies already out there” ITIL is an IT best practice framework that is globally recognised by IT organisations and industry.

CDSC is one half of the overarching Defence Network Support Agency (DNSA). The other half is Defence Information Services (DIS) and CDSC and DIS work very closely together to bring the capability to Defence. They are responsible to Rear

Admiral Peter Jones, the Head of ICT Operations, for the efficient operation of DNSA.

CDSC is responsible for running the Network itself, including bearers such as satellite, landline and radio circuits, the mainframe computing environment, provision of mobile phones, fixed telephone services, Blackberries, data cards and the like. It also provides security through the Defence Cryptographic Control Authority, and Network Defence, Support to Military Operations and planning and control functions through the Directorate of Communications and Network Operations.

DIS delivers the customer facing part of the ICT whole and is responsible for maintaining and running the two major service provision contracts Defence uses (KAZ for Central ICT service delivery and UNISYS for Regional ICT service delivery) as well as the DRN and DSN helpdesks.

Approximately 800 employees bind all this together, including a military component of about 280, as well as public servants and contractors.

Not surprisingly, how all this makes our work-lives easier takes some explaining.

“I think ICT is a bit of a double-edged sword,” CDRE Boyce said.

“From one perspective it’s easier doing your job than it used to be due to the access we now have to data, the ability to get our messages and work out to many people quickly and effectively and the more efficient ways we can now store and recall files and documents.

“But on the other hand, because the ICT environment speeds up turnover times, we are all under increased pressure to action the things that come into our in boxes as soon as they get there. I think that this can add to our workloads because so many things can come to you so quickly. And of course if lots of people are sending stuff out and they all need action or replies right now it puts a lot of pressure on individuals to be able to sort out the really important from the merely important. That then puts pressure on individuals to manage their work-life balance more effectively. At the end of the day we want the ICT to make our lives easier, not harder and that takes some practice.”

This all-in-one approach already has its makings in applications such as online automated document tracking and registry functions and CDRE Boyce says similar systems also allow us to pay attention to personal banking and catching up with the daily news.

However, this added flexibility is of course a two-way street, as Defence can only provide a certain amount of bandwidth, which also carries cost limitations.

“We expect all people in Defence to exercise responsibility and make sure they comply with all the regulations and instructions that are out there – at the end of the day, the bottom line is the DRN and the DSN are there to support Defence operations and it is important that all users are as security conscious and compliant as they can be,” CDRE Boyce said.

a

CHIEF INFoRMATIoN oFFICER

• CIOGcomprisesthreemainsections:a development division, an operations division and a technology division.

• CIOGwascreatedinAugust2004from merging the Office of the Chief Information Officer and the Information Systems Division (Corporate Services and Information Group), along with the areas that developed and supported enterprise management applications.

• TheDefenceNetworkSupportAgencycomes under the ICT Operations Division, headed by Rear Admiral Peter Jones.

• Thestrategicnetworkhasabaseofmorethan 92,000 desktops, a user community of more than 100,000 (in the Restricted domain) and is the third largest communications network in Australia, following the commercial networks of Telstra and Optus.

• TheDefencenetworkhandlesapproximately 1.3 million incoming legitimate emails per week and a further 800,000 outgoing. This does not include emails sent to and from Defence users within the DRN or DSN environments.

• DefenceNetworkSupportAgencyalsohandles the DREAMS system (Defence Remote Electronic Access Mobility System). Approximately 5600 DREAMS tokens have been issued.

the facts


37

“We also try to give people as much access to the Internet as we can, commensurate with Defence’s operational and business priorities and the amount of capacity we physically have at any one time. We are very conscious that the Internet is a central medium to all sorts of capabilities – professional and social networking, keeping in contact with family and friends, research for business or personal reasons, education and training and the like.

“Take distance education for example. The ability for our people to take advantage of distance learning packages offered by various institutions is an important part of enabling people to expand and improve their education. Unfortunately some of the websites operated by some of these institutions can act as uncontrolled chat rooms or introduce viruses and the like to our system, so we actively block those sites we consider a risk to the integrity of our networks.

“Generally we, like every other large organisation, we have to walk this little tightrope between giving people as much access as possible and protecting the network.”

Also protecting the health of the network are a variety of filters and applications which clean out approximately two million spam emails, or about 80 per cent of email traffic that hits the Defence gateway, per day.

CDRE Boyce says a lot of effort goes into protecting the Defence network and occasionally a malicious attachment gets through, but usually because an individual has opened something they shouldn’t have.

“Just about everyone has a home email account and everyone understands what the dangers are because it happens to them at home. And so everyone brings that with them to work and takes what they learn at work back home I think as well,” CDRE Boyce said.

“And so the vast majority of people on the network do the right thing and they’re not silly. Sometimes people can get caught out – you’re just not thinking and you might click on something. But we have procedures and processes in place to identify, contain and cleanse all those sorts of things.”

Down the track, CDRE Boyce is also optimistic about technologies that will assist the Defence

network and its users and says Defence is not about to isolate itself from the wider ICT environment.

Directing traffic in this regard is Defence’s Chief Technology Officer Matt Yannopoulos, whose focus is on the Internet, where increased services will provide much greater benefits to our work and personal lives.

“Increasingly, we will be able to offer high quality internet services to the ADO in both the fixed and deployed environments,” Matt said.

“These tools will enable sailors, soldiers and airmen and women to manage their private affairs such as banking, e-business/commerce and keep in contact with family and friends.”

Matt said options exist to do this securely or via Internet companies such as Facebook, Twitter and MySpace, but ultimately how much access, in terms of time, will be a matter for Defence leadership to decide.

“Our aim in CIO Group will be to make the technology capable of meeting whatever business need is desired.

“Clearly, managing information risk and ensuring that operational information stays inside Defence-managed networks is a challenge for ICT groups, but increasingly, innovative ways of doing that will emerge, so that the user – be they APS, military or family/friend – will not need to be challenged by multiple separate networks and separate access devices,” Matt said.

CDRE Boyce is like-minded when it comes to technology making our lives simpler, which extends to our home and work-lives.

“There are more services being delivered on converged systems. And so at home, you’ll be getting your phone through your internet connections, you’ll probably get your TV down track through your internet. You’ll be getting whatever else you’re trying to get through the internet,”

CDRE Boyce said.

“Really, you want to get to a stage where

there’s just one fibre into your house instead of

three or four, or one satellite link depending on

where you are.

“Defence is no different.”

Commander of Defence Strategic Communications Commodore Roger Boyce

Increasingly, we will be able to offer high quality internet services to the ADO in both the fixed and deployed environments‘‘ ’’


he Minister for Defence science and Personnel,

Warren snowdon, the Minister for Indigenous affairs, Jenny Macklin and the Minister for employment Participation,

Brendan O’connor, recently announced the start of the Defence Indigenous Pre-Recruitment course (IPRc) in newcastle.

Mr Snowdon said the course, which will run

until 24 April, was one of the early initiatives to

be rolled out from the Australian Defence Force

Indigenous Employment Strategy.

“The 20 Indigenous trainees now start an

eight week course that will help them not only

prepare for an ADF career, but will serve them in

any future venture,” he said.

During the course, participants will visit

Defence establishments in Newcastle, Singleton,

Sydney, Canberra and Wagga Wagga, and

undertake training in motivation, discipline,

physical fitness, communication and skills to live

away from home.

Ms Macklin said one of the highlights of

the course is the five day Indigenous Leadership

Program in Canberra that develops participants’

strengths and communication skills.

“This course forms part of the Government’s

commitment to making progress on the

Government’s aim of halving the employment

gap between Indigenous and non-Indigenous

Australians within a decade,” Ms Macklin said. Mr O’Connor said the first course in Townsville

last year was a great success.“Two participants from the original course are

now Army recruits currently training at Kapooka and another seven are in the recruiting process.

I am confident that the Newcastle IPRC will result in similar positive employment results.”

Director General Fairness and Resolution, Di Harris said her Indigenous Affairs team is in the advanced planning stages for a further IPRC to be delivered in Shepparton from 5 May to 29 June.

Indigenous pre-recruitment courses announced

FAIRNESS AND RESoLuTIoN

T

aBOVe: The Minister for families, Housing, community services and Indigenous affairs Jenny Macklin MP and commanding Officer Lieutenant commander gavin Dawe address the youth crew on board the sTs Young endeavour.


Indigenous pre-recruitment courses announced ndigenous servicemen

and servicewomen were recently honoured at the official opening of the Toomelah War

Memorial in northern new south Wales.

About 300 people attended the opening, with representatives from Navy, Army and Air Force, the police, state and national Indigenous affairs agencies and state and federal politicians.

The commemorative address was delivered by

Commanding Officer, Army Aviation Training School, Lieutenant Colonel Chris Hadzi and the catafalque party was provided by Australia’s Federation Guard.

The poem Black ANZAC by Korean veteran Cecil Fisher was read by the Department of Veterans’ Affairs Indigenous Veterans’ Liaison Officer, Robert Noble. The reading of Black ANZAC was particularly moving because Uncle Cecil sadly passed away the night before after travelling to Toomelah to take part in

the opening ceremony.The driving force behind

the erection and opening of the Toomelah War Memorial was local Elder, Les Lang.

After the opening, Uncle Les was formally presented with his Australian Defence Medal. Uncle Les was visibly moved as a congratulatory letter from the Minister for Defence Science and Personnel was read aloud by Director Defence Indigenous Affairs, Soozie Parker.

Earlier in the day, the contribution of Warrant Officer, Len Waters – the first Indigenous fighter pilot to serve in the Royal Australian Air Force in World War 2 – was commemorated at a separate service in Boggabilla.

Len fought with 78 Squadron in Kittyhawk Fighters and logged 103 hours of combat flying. He was involved in 95 operations and 26 sorties against the Japanese.

The commemoration service at Boggabilla was addressed by Squadron Leader Dean Robertson from 82 Wing at RAAF Base Amberley and Len’s widow, Aunty Gladys Waters.

Indigenous service honoured

TOP: goomeroi elder Les Lang (left) with event master of ceremony David Williams. MIDDLe: aunty gladys Waters, widow of Len Waters, is presented with a wreath by Moree sub-Branch president Tony Bruce. BOTTOM: Private anthony Lagana, a member of australia's federation guard, is surrounded by Toomelah Public school children. To his left is Les Knox, a narrabri shire councillor, who grew up on the Toomelah community. also looking on is sergeant Darin gaw (centre). Photos courtesy of Koori Mail InseT: Warrant Officer Len Waters was the first Indigenous fighter pilot to serve in the Royal australian air force in World War 2.

Defence HOnOuRs aPOLOgY DaYDID YOu KnOW? The native hibiscus – a flower found across Australia and known as a “survivor” – is the national emblem of the stolen generations. The flower denotes compassion and spiritual healing and remembers the mothers and children of the stolen generations. Silk hibiscus flowers were given to participants in the Apology Day event.



DEFENCE SCIENCE AND TECHNoLoGy oRGANISATIoN

sTO staff in search of a good night’s rest have been flocking to fairbairn in droves recently to listen to a lunch-time speaker from the faculty of Health clinic

based at canberra university.

The Health Matters program helped raise staff awareness and deliver practical advice on general health issues. DSTO uses awareness-raising activities, such as Lunchtime Health Lectures, to actively promote health and a balanced lifestyle amongst its employees.

A noticeable improvement in general staff ‘alertness’ was experienced throughout the region in the weeks that followed, which shows that the approach used by DSTO to improve the general health and wellbeing of staff is working.

Lunchtime lectures are not confined to Canberra-based staff, but are also conducted on DSTO sites around the country as part of a broader program of awareness and fitness activities.

The People Strategies team in DSTO understand the importance of obtaining and maintaining good health as the important first step in encouraging a healthy workforce.

In light of this, they have devised in partnership with staff from the sites, wellbeing programs that focus on three key areas – health, life and physical.

A range of activities, special presentations and awareness campaigns are supported throughout the year by the growing number of employees who are becoming involved.

Healthy employer of choiceThe challenge of recruiting and retaining

highly skilled and talented science and technology graduates is a challenge facing many science organisations – be they government, private or academic institutions.

With a dwindling supply of science and engineering graduates, DSTO has to market itself not only as a leader in science and technology, but also as an employer of choice.

In addition to its scientific laboratories, diverse scientific research programs and robust links with Industry and academia, DSTO also promotes its obligation to promoting well-being in the workplace.

Based on three key themes – health, life and physical – DSTO’s well-being programs will appeal to individuals of all ages, shapes, sizes, backgrounds, fitness levels, health awareness, and lifestyles.

Guest speakers from a range of government and university organisations are invited to speak to staff and answer questions related to a health topic – such as the sleep lecture mentioned above.

Lunch-time seminars across DSTO sites have included a range of topics such as eating for peak performance, advanced nutrition, understanding prostate cancer, how to decrease diabetes risk factors, eating to reduce body fatness and postural awareness.

These seminars are increasing staff awareness of health issues that are relevant to both them and their families.

As with the Health Matters program, the Life Matters program includes introducing subject-matter experts to engage with staff during lunchtime seminars. However, the Life Matters

aims to help employees to better cope with the myriad issues that impact on our daily lives – both at work and at home.

The program includes guidance on achieving work-life balance and, together with on-site counselling services, works to help staff who may have to care for an aging relative, or cope with grief or depression.

Other subject areas covered by the Life Matters program are social intelligence, resilience training, workplace harmony, relaxation techniques and coaching skills for teamwork.

By providing employees with information and support to help them through life’s rough patches, DSTO is helping individuals to achieve a healthy balance between their work and personal life.

With awareness of health and life issues already covered, the third wellbeing program Physical Matters gets employees actively involved in activities that increase fitness levels.

Most activities link into existing recreational activities that are scheduled throughout the year; for example, the DSTO Winter Walking Challenge held annually across all sites where teams of four compete to cover the longest distance over a 12-week period.

Table tennis tournaments, volleyball competitions and lunchtime soccer matches are just a few of the activities that involve staff.

DSTo programmed for health and happiness

D DSTO uses awareness-raising activities, such as Lunchtime Health Lectures, to actively promote health and a balanced lifestyle amongst its employees

‘‘

’’

Testing the stress-points of an organisation’s structure and processes by applying extreme workloads and pressures is not something that can be achieved in real time.

So with the task of having to do just this, a DSTO team of scientists led by Dr Alex Kalloniatis, developed computer-based models that could test the potential weaknesses of the new Headquarters Joint Operations Command (HQJOC) without interrupting the daily workflow of the organisation.

This work is complemented by questionnaire surveys and other scientific work within a DSTO Task led by Dr Sharon Boswell.

“The aim of the HQJOC Modelling and Simulation project is to provide the Director General of the Command and Control Implementation Team (DGC2IT) with quantitative advice on whether HQJOC is a balanced organisation in terms of workload and staffing,” Dr Kalloniatis said.

“By using modelling, we were able to stress the organisation artificially in ways that would be difficult to do in the real organisation in an experiment or exercise.”

Dr Kalloniatis’ team applied a series of crisis scenarios to push the model of the organisation to breaking-point.

The team then analysed potential weaknesses in the organisation’s structure and under what extreme conditions those weaknesses would occur.

“The extreme conditions applied to the model are not ever likely to occur, but it gave us an indication of what points in the organisation needed to be monitored should the workload ever reach an intensely high tempo,” Dr Kalloniatis said.

The work is ongoing, with the team focussing on updating and enriching the, at present, separate models for planning and for monitoring and control of operations.

“This year we will integrate these models as the actual HQJOC is integrated into its new headquarters in Bungendore,” Dr Kalloniatis said.

under pressure and working well

For the less active, there are sessions on exercise for peak performance, importance of warm-up and stretch in injury prevention, building greater stamina, and weight management through strength training.

The Physical Matters program encourages sedentary staff to engage in regular physical activities provided in the workplace and extends the resources available to staff already participating in on-site recreational activities.

An added benefit is having equipment and individual fitness programs available to assist the return to work process for employees who have a pre-existing injury or condition that is helped by a specific and individual physical activity program.

The journey aheadIn moving forward, DSTO will continue its

journey toward integrating wellbeing across all of its workplaces. This includes raising staff awareness of the importance of establishing and maintaining a healthy balance between work and personal life.

2008 saw the successful completion of a pilot program that was implemented across a DSTO Division. The program, supported by senior management, was well received and attended by staff.

This program used short-term targets so that staff could more readily realise the benefits.

An example of this was improving employees’ general health habits. Each employee’s health habits were detailed at the start of the program, and then assessed against follow-up health assessments at the end.

DSTO is looking now at rolling out the program across all its divisions.

DSTO will continue to move in the direction of integrating wellbeing within the workplace as it understands that an organisation is only as healthy as its constituents.


41

RIgHT: Personnel transition between complexes at the new Headquarters Joint Operations command complex, near Bungendore. BeLOW: a team from DsTO works on HQJOc model.



Seamless change for regional ICT delivery

chief Information Officer group staff work through the complexities of transition of Regional IcT services to unisys.

CHIEF INFoRMATIoN oFFICER

ay 1 marks the conclusion of the second phase in the chief Information Officer group’s (cIOg) three-phase program

to transition responsibility for delivery of IcT services in Defence regions to cIOg.

change? What change?

Users of the Defence Restricted and Secret

networks requiring ICT support may have

experienced an improved service during the past 10

months. Equally, users might even be forgiven for

thinking not much has been going on.

They continue to contact the same service desk

numbers – 133 272 for DRN and 133 137 for DSN

– and if their problem is not resolved they receive

a visit from a field engineer who assists onsite. In

many cases, the field engineer is a familiar face,

although they may turn up a little sooner wearing

a different polo shirt with a red logo.

What most people will be surprised to learn

is that a massive change has been going on behind

the scenes.

In the last 10 months, CIOG, in collaboration

with new service provider Unisys Australia, has

been overhauling second-level ICT support for

Defence personnel – and it’s been no small exercise.

CIOG’s Regional ICT (RICT) Services Transition

Program is perhaps one of the most sizeable and

geographically-spread ICT infrastructure projects

in Australia, encompassing 100,000 desktops at

460 locations nationally.

CIOG set an aggressive timetable. CIOG and

Unisys had 18 months to effect the transition once

the Service Agreement was signed in February 2008.

Adding to the complexity, the transition had

to be effected alongside a simultaneous shift of

responsibility for RICT services within Defence

from the Defence Support Group (DSG) to the

CIOG, which meant not just changes to processes

and ownership, but impacts to real people and

real jobs.

Supporting people was a clear imperative.

CIOG, DSG and Unisys worked hard to inform

and prepare DSG staff being transferred to CIOG,

offer voluntary redundancy (VR) packages to staff

whose positions were being outsourced, advise the

changes to Australian Defence Force (ADF) members

embedded in RICT teams, and reassure Defence

Groups and RICT customers generally that ongoing

Defence operations would not be disrupted.

Concurrently, outside Defence, Unisys undertook

one of its largest single recruitment exercises – of

around 380 positions nationally – to provide sufficient

skilled technicians onsite and in place for servicing

Defence as needed across the country.

For DSG staff transferring to CIOG, the

move offered a specialist IT career path with the

Defence Group leading ICT capability development

for Defence, and at a time when a new Defence

White Paper is – for the first time – considering ICT

capabilities as a crucial element in the process.

For those choosing to leave Defence,

Unisys offered a continuation of their IT career,

a competitive commercial environment and

opportunities to transfer within a global business.

The bottom line imperative for all parties

throughout the transition has been no reduction in

service levels or disruption to ADF operations and

Defence activities – either in Canberra headquarters

or operational commands in regional Australia.

At the time of writing, CIOG has handed nine

of the 12 regions to Unisys and transition on the

remaining three regions is well under way to meet

the target of 1 May 2009 for completing the second

phase of the transition.

Once the last region, ACT/SNSW, is transitioned

on 1 May, the RICT Service plan will advance to its

national completion phase in which process and other

improvements will be standardised and implemented

across the whole system.

CIOG will monitor the outsourced services

during this third and final phase before formally

signing off on the full transfer of services included

in the Services Agreement to Unisys. This service

handover date is expected towards the end of 2009.

It is the intention of CIOG and Unisys that this

is where further substantive service improvements

will be seen.

Already, an early customer benefit in bringing

all Defence ICT under CIOG is showing in the

significant reduction in open service request tickets

on the Defence Restricted Network. This was a

key recommendation of the Defence Management

Review released in 2007.

In the six months to December 2008, Defence,

with its partner Unisys, reduced the outstanding

tickets queue by 60 per cent, while still steadily

transitioning nine regions. After anticipating and

managing the volume spike from the busy January

March-In-March-Out period, CIOG and Unisys are set

to resume this service improvement trend into 2009.

Standby for more improvements to come.

How it happened

CIOG, DSG and Unisys partnered to

develop a forward transition plan that included

concurrent and sequential activities in different

regions. Staggering the timing of the regional

transitions ensured a smooth transition in which

experience gained in each region was continually

incorporated into and improved the transition

process in the next region.

Within four months of the contract signing,

the CIOG, DSG and Unisys transition teams moved

into the first test region, Sydney West and South

(SWS). The transition was a success. Working

methodically region by region, by December 2008

CIOG had handed over nine of the 12 regions to

Unisys to provide second level RICT Service.

As planned, each changeover was practically

invisible to Defence RICT customers. Unisys met

every milestone and project deliverable on time.

They recruited and filled all of the 380 positions

required, including actively attracting large

numbers of impacted RICT staff, which helped

to ensure service continuity.

M

The bottom line imperative for all parties throughout the transition has been no reduction in service levels or disruption to aDf operations and Defence activities – either in canberra headquarters or operational commands in regional australia.



43


sustainable organisation thinks not only of its products, services and environment, but also its people and culture.

The health and well-being of its people is a priority for Defence Support

Group (DSG), as it is throughout the whole of Defence. Defence Support’s workforce is integral to the Group fulfilling its mission to be an innovative, agile and cost-effective support service that enables and enhances the delivery of Defence capability.

“People are our most valued resource in Defence Support,” Deputy Secretary Defence Support, Martin Bowles said. “And, at a time of continued high operational tempo and improving efficiency, I am concerned that increasing work demands will have a significant impact on the health, well-being, morale and productivity of our people.”

To ensure that Defence Support is actively committed to support work-life balance, DSG supports its people in a number of ways, including:• promotingtheEmployeeAssistanceProgram

(EAP)• workingoncomplexcasemanagement• implementingtheManagingAttendance

Strategy and • reviewingandimprovingtheDSGHealthand

Well-being Program.

“In recognising that people are our most valued asset we have an obligation to ensure the health, well-being and safety of our workforce is being effectively managed,” Mr Bowles said.

Managing attendance“A reasonable level of employee absence

is an expected element of working life in any organisation. It is also a normal feature of a healthy work environment that supports family friendly practices that absences can and do occur for a range of reasons.

“However, when an employee is absent from the office, it not only impacts on our capability but can also carry significant social consequences for our people and their families,” Mr Bowles said.

At the end of 2007, People Strategies and Policy Group and DSG’s Directorate of Integrated People Solutions commenced a project to review Defence’s 10 longest term complex cases with the aim to find a mutually-agreed way forward. Defence Support had six of these cases.

Mr Bowles confirmed that Defence Support has successfully resolved five of these cases. “This demonstrates that when key stakeholders are working together cases can be quickly resolved and employees supported during their time of need,” he said

In May 2008, Defence Support developed and implemented the Managing Attendance Strategy in support of Defence’s Civilian Absence Management Framework. This strategy is aimed at improving the health, wellbeing and productivity of Defence Support’s people.

The strategy clearly sets out roles and responsibilities for all Defence Support staff, particularly managers, supervisors, commanders, human resources staff, and rehabilitation/medical case managers. It also encourages everyone involved to work closely together to resolve cases, focussing on early intervention and early return to work.

In late 2008, Defence Support presented the strategy to Defence’s HR One Star network who collectively agreed the strategy should be implemented across Defence.

so what’s next?“We now need to identify and implement

training to support managers, supervisors and commanders in managing absences in the workplace,” Mr Bowles said.

In late 2008, a working group was formed, with participants from across the groups and services, to work together to develop tools to assist managers and supervisors effectively manage absences across the organisation.

Health and WellbeingTo ensure Defence Support staff are supported

in their work, the Group is also reviewing its health and wellbeing program, to ensure any such activities are effectively targeting improving the health and general well-being of our employees.

”The ultimate aim is to invest in a culture throughout the Group where health, wellbeing and safety are priorities for everyone,” Mr Bowles said.

The program will incorporate established programs already available in Defence such as the Employee Assistance Program, or EAP. This service is actively marketed and utilised in Defence Support, with staff using this resource at a utilisation rate of over 10 per cent - 2.6 per cent higher than the Defence average.

People Workforce and Safety team in DSG’s Chief Operating Officer Division also provide fact

sheets to support employees on a range of topics such as coping with the holiday blues; how to cope with the back to work blues; and tips on how to prepare for Christmas leave.

Further information on DSG’s Managing Attendance Strategy is available on the Supporting our People website (http://intranet.defence.gov.au/dsg/sites/supportingourpeople/).

Managing health and well-being in Defence Support Group

DEFENCE SuPPoRT GRouP

a

aBOVe: Defence civilians working at Russell Offices (L-R) Ms Jade Kitchener, squadron Leader amanda Robinson and Mr David Darcy. Photo: ABPH Jo DilorenzoRIgHT: Defence civilians and military personnel work on their own well-being at Russell Offices in canberra. Photo: CPL Hamish Paterson


In recognising that people are our most valued asset we have an obligation to ensure the health, well-being and safety of our workforce is being effectively managed

‘‘’’


Deputy Secretary Defence Support, Martin Bowles


ow a pregnancy is balanced with a career is often a talking point in the workplace. When will you take maternity leave? are you coming back? Who’s going to

fill the position while you’re away? If you decide to return, what will your job be like?

Defence policy allows for an absence of 52 weeks. This may consist of paid and unpaid leave and recognises the physical aspects of the later stages of pregnancy, childbirth and recovery after childbirth. It also provides time for initial care of the child.

Defence is also considered to be an industry leader in providing 14 weeks paid maternity leave for personnel who have served more than 12 months.

Below, Defence Magazine talks to three women from the respective Services who have utilised maternity leave and put the policy into practice. They are now in differing stages of raising their families and, as such, have perspectives on prioritising the additional aspects in their work-life balance.

How is your work and family life currently structured?Lieutenant commander stacey Porter:

I am a Training Specialist (TS) Officer and have been in the RAN since August 1990. Since December 2007 I have held the position of Executive Officer HMAS Harman, having spent the two previous years as the Training Manager in HMAS Kanimbla. I have two daughters, Alexandra, 10, and Georgia, 7.

Lieutenant colonel Bronwyn Worswick:I am an Army legal officer and am in my 15th

year of service. I am currently working as the Staff Officer (Legal) to CDF. This is a two-year posting.

I came back to full-time work after having my third child to take up this posting after it was offered

to me, as it is one of the most challenging and rewarding legal positions for an ADF legal officer.

I have three daughters: Abigail, 5, who has just started school, Isabelle, 2, and Miranda, 1. Isabelle and Miranda are both at the Russell Hill Child Care Centre.

Wing commander Bernadette finglas-Watson:

I have worked full-time as a Logistics Officer since joining the RAAF 22 years ago. My husband and I have four children (two independent adults and two secondary school students).

How much maternity leave did you take off and how did your work area manage the shortfall?LcDR Porter:

In Alexandra’s case I returned to work when she was four-months-old because my husband worked night shifts and could share the workload. At that time my workplace had no-one to cover for me in my absence.

In Georgia’s case I returned to work after seven months after agreeing to return earlier than expected as there was a shortfall of personnel that needed filling as a priority.

Whilst I felt it was extremely important to have the time with both girls, my return to work was a balance of RAN requirements vs financial considerations vs maternalistic feelings, but I felt I was ready in both cases.

LTcOL Worswick:I have had three periods of maternity leave.

For each child, I had six months off work and returned to work part-time for a further period of six months, and then transitioned back to full-time work. For each of my periods of leave, I talked extensively with my manager/commander before going on leave in order to come up with a plan for my absence that was workable and flexible.

In Army, legal officers are often sole-posted to a particular formation or headquarters. This

means that if you are going to be absent for a long period, a plan has to be place to provide command with legal support. Because of the way military establishment positions are managed, that plan has to be pretty creative.

For each period of maternity leave, I found that if I was open with my manager about my plans, stayed in touch while on maternity leave, and worked collaboratively beforehand to help put in place a relief arrangement, I was given a lot of support when it came time for me to return to work.

WgcDR finglas-Watson:Until eight years ago my husband was a

stay-at-home-dad and I was the only wage earner.

A working mother’s perspective on

maternity leaveBy Michael Weaver

H

Coming back to work full-time after having a baby is a tough call for a new mother. You need a lot of support…You also have to remember that flexibility is a two-way street. While it is okay to expect your workplace to be flexible, you also have to be prepared to be flexible and help out in peak periods

‘‘

’’- Army legal officer and mother of three girls, Lieutenant Colonel

Bronwyn Worswick

THE LAST woRD


Without an entitlement to paid maternity leave we would not have been financially able to extend our family beyond the two children we had before I joined the RAAF. With both pregnancies I only took my paid Maternity Leave of 12 weeks.

My early career choices were focused on keeping my job and progressing in rank to maximise the wages I was bringing home.

What did or didn’t work for you with regards to your maternity leave? Have you returned full or part-time?LcDR Porter:

With Alexandra, after her birth, I was asked to do a small project from home in the latter two months which helped immensely with keeping up my currency, continuing to be paid (partly) and feeling human. It was a fellow female officer (and mum) that arranged this and it was fabulous. I definitely think more flexibility in returning to work should be explored.

Being told I had to take maternity leave four weeks before Alexandra’s birth (she was late) meant I could not spend as much time after her birth with her as wanted. There was a perception that being pregnant really did mean ineffective. That’s not the case now.

LTcOL Worswick:Coming back to work full-time after having

a baby is a tough call for a new mother. You need a lot of support. Part-time work is a good way to get a bit of balance but the work has to be meaningful. You have to be a self-starter to find the part-time opportunities that provide meaningful work that supports your overall career aspirations. You also have to remember that flexibility is a two-way street. While it is okay to expect your workplace to be flexible, you also have to be prepared to be flexible and help out in peak periods.

Overall, it comes down to choice and self-help. It is very difficult to have it all, and women put so much pressure on themselves to try and do

this. You have to be realistic and think about how best to cope with life as a working mother. There are loads of opportunities in the ADF for working mothers, but unfortunately, accessing those opportunities and making them work for you can be difficult at times. Initiative is required to make the situation work to your advantage.

WgcDR finglas-Watson:It has been a long time since I was pregnant

and took maternity leave (18 and 13 years respectively), but I have some clear and lasting memories of the experience. During my first pregnancy I was moved to a less demanding job because my supervisors were not convinced I would be able to work until six weeks before my baby was due and return to work after my paid maternity leave expired. Also, there were no maternity uniforms so the moment I was unable to fit into my regular uniforms I lost my identity as a member of the RAAF.

Five years later, things improved. I remained in my job, my supervisors did not doubt my ability to continue my work or my commitment to returning, and despite my big navy blue maternity pinafore, it was a uniform and I still felt as though I belonged.

What does work-life balance mean to you?LcDR Porter:

I am conscious that the work-life balance is a tenuous one and wholly dependent on your working situation at the time. Ashore, I have found all my superiors have been fantastic about ensuring that all personnel are able to go to school assemblies if able, countenance the odd half day that children have to be in at work and understand that sometimes you have to take time off for dental appointments. At sea this is simply impossible, but this is why we need to ensure the sea/shore respite ratio is as closely met as capability requirements can allow.

I do feel I have the right mix now and have consistently. My current CO is extremely family-

orientated and understands that our jobs often require us to juggle work and family commitments. He is very comfortable that families are involved in as many activities as possible especially the Naval Community Engagement activities that we are involved in here at Harman. His attitudes I have found displayed ‘across the board’ and are increasingly more prevalent.

LTcOL Worswick:Work-life balance is a challenge for most

working mothers and it certainly is for me. In the modern work environment, it is not realistic to think that you can simply come to work each day, work eight hours with an hour for lunch and then go home and relax.

My outside of work time is devoted to my family and with three small children my home life is very busy. But, this is a choice I make. The demands of my present posting mean that I don’t have an optimal work-life balance. However, for my next posting I will probably choose something less intensive that will help even up the balance.

WgcDR finglas-Watson:Now that my husband is working full-time, my

career choices are more influenced by locational stability. We want to live in our own home we bought last year and my husband wants the opportunity to pursue his long-term career goals.

So for me life-work balance means understanding, and accepting the impact of the choices that I make have. This means that sometimes I am not as focused on my family as other mothers and there are career opportunities I have to forgo. But on balance I am happy that I have a functional family and a satisfying career.

Defence policy on maternity leave:aDf – Health Directive 235 / PacMan chapter 5 Part 4

aPs – Defence Workplace Relations Manual chapter 8 Part 4 / Deca – Part f17 / Maternity Leave (commonwealth employees) acT 1973

A working mother’s perspective on

maternity leaveBy Michael Weaver

Discussing the finer points of maternity leave are (L-R) LcDR stacey Porter, WgcDR Bernadette

finglas-Watson and LTcOL Bronwyn Worswick.Photo: Michael Weaver

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