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Chapter 4

PEOPLE

This chapter provides a summary of our performance against the personnel priorities and initiatives in 2005–06, together with details of our workforce and related staffing matters.

Performance Against People Matter Priorities for 2005–06

PEOPLE MATTER

Major General Mark Evans

Head, Defence Personnel Executive, Major General Mark Evans, is responsible for providing people planning, policy and services.

Great emphasis has been placed over the last year on reinforcing the point that Defence people are our most important asset for delivering military capability. Our people in uniform and in the public service, and our contractors, work hard to deliver results in a period of high operational tempo. We continue to value and to recognise their achievements.

We have enhanced our understanding of the needs of our diverse workforce. We have developed a strategy focused on retaining our people by enhancing policies and support mechanisms for members and their families, and by appropriate career management, development and training. We have implemented a recruiting plan that provides a sustainable approach to recruiting the right people for Defence; and we have worked hard to ensure that civilian and military remuneration will remain competitive and up-to-date.

Personnel challenges

Our greatest challenge is to shape the Defence workforce, ensuring that it is the correct size and has the right skills to meet the Government's capability needs. During 2005–06, priority was given to reversing the decline in the size of the ADF, at a time when the requirement was for it to grow. The labour market was highly competitive and is likely to remain so for some years to come. Other Australian employers seek people with similar professional, technical and trade skills from the same demographic groups targeted by Defence for recruitment into both military and civilian arms of the organisation.

While our recruiting results this year showed an improvement on past achievement, there is still much work to be done in terms of the ADF recruitment process, employment policies and career management practices. We must make sure that the military is an attractive career proposition, and that the attraction endures beyond initial periods of enlistment. Defence has reviewed the way it attracts and processes candidates for entry to the ADF so as to create a solid foundation for increased recruitment.

Defence is establishing a core skilling framework for APS employees, which will identify the skills, training and qualifications all our employees need during their careers. Skilling frameworks for specific technical or professional career streams will also be developed. For example, business skilling improvements for civilian staff, as well as those in the Services, include introducing computer-based learning packages, upgrading financial management courses, making financial and business management courses more relevant to Defence, and providing financial management courses for senior officers.

Focus on retention

Recruitment and retention are linked. In military workforce terms there is a need to reduce the rate of separation from the ADF to ensure that Defence has the right mix of skills and experience to deliver capability. This will help to overcome shortfalls in recruiting and to meet the government mandated growth in military personnel numbers over coming years.

The critical task in 2005–06 was to retain a greater proportion of those ADF members whose professional, trade and leadership skills were valued highly. The overall ADF separation rate was held below the outcome for 2004–05 through a mix of financial, non-financial and career management incentives, particularly among those employment groups experiencing high separation rates. Nevertheless, high rates of separation in some employment groups pose a workforce risk into the future and they continue to receive close attention. This also applies to some civilian critical categories.

Part of the retention challenge is acknowledging that the military requires its people to be highly mobile and this creates an ongoing need to find ways to reduce the impact that this can have on spouses, partners and children. Over time, the requirement to relocate frequently on posting becomes a major factor in ADF members deciding to continue serving or not. We are working to balance military capability requirements with the need to offer ADF members posting location stability wherever possible.

Having the right employment package

The Personnel Executive is strongly focused on making sure that Defence people have:

  • the right conditions of service package;
  • are paid appropriately;
  • are well trained;
  • are looked after when sick or injured;
  • are treated in a fair and equitable way;
  • have access to a range of support services that help families adjust to the requirement to move on posting frequently and restart careers and schooling in new locations; and
  • have skills and qualifications that benefit them when they eventually leave Defence.

During 2005–06, significant ADF conditions of service reforms were achieved including new location allowances to ease the burden of serving in remote areas in northern Australia, rehabilitation and mental health programs to effectively deal with injury or illness and improved complaint handling processes.

In ADF family support areas, Defence delivered an expanded childcare program and provided new emergency support programs, including measures for families with special needs. Collectively, these and other programs go some way to reducing negative impacts of service life on families and, in so doing, encourage continued service.

For Defence civilian employees, a new collective agreement was approved and delivered. The agreement emphasises:

  • performance management—by recognising high performance and better managing underperformance;
  • mutual responsibilities—where shared responsibilities between employees and their leaders achieve results;
  • upskilling employees in areas critical to Defence capability into the future; and
  • the need to assist all employees to balance their work and private commitments.

With the work undertaken and solid achievements made during 2005–06, I am confident that Defence is well-positioned to make significant advances in improving retention and recruitment while delivering a contemporary and responsive employment package.

More information on the above initiatives and other people priorities can be found in the following section detailing how we performed against our People targets in 2005–06.

Performance against People Matter Priorities for 2005–06

This section reports on performance against the priorities included in the People sections of the Portfolio Budget Statements 2005–06 and in the Portfolio Additional Estimates Statements 2005–06(1). The people goal is to ensure that Defence has the right ADF and civilian personnel with the skills and experience to provide the capabilities we need to undertake complex military operations, to support operations adequately across a number of areas, and to administer the Defence organisation.

 

Addressing Future Workforce Challenges
Priority Performance
Continuing development of the Defence Workforce Plan and the Defence People Plan to address workforce challenges associated with the current and future challenging and competitive employment environment, which features a low unemployment rate and a declining number of potential ADF candidates in the 15 to 24 year age bracket, through: The Defence Workforce Plan 2006–16 and Defence People Plan 2006–16 were endorsed by the Defence Committee in October 2005. For 2006–07, these plans have been consolidated into a single document—the Defence Strategic Workforce Plan 2007–17.
  • broadening the reach of the ADF to today's youth through a range of strategic personnel initiatives including 'Steps to the Future', a program targeting students in the 14 to 18 year age group, and providing additional incentive recognition programs within schools for students in the 16 to 18 year age group; and
The ADF has commenced initiatives to promote ADF careers and values to young people. These initiatives include:
  • involvement in the 'Steps to the Future' program, which is a series of national forums addressing a wide range of issues targeted at young audiences. In 2005, Defence sponsored the Steps to the Future Foundation and provided guest speakers and ADF recruiters. A new sponsorship agreement is being finalised to provide an enhanced program;
  • establishing the ADF Leadership and Teamwork Awards which will provide cash prizes to senior students who demonstrate outstanding leadership and teamwork at their schools. This program commenced in July 2006 and will run for three years; and
  • developing the ADF Youth Connection Program, which is aimed at actively connecting with young Australians.
  • enhancing workforce capabilities by attracting, developing and retaining skilled personnel, particularly those within areas identified as having specialist skill shortages and ADF critical trade shortages.
Defence is focused on achieving a balanced, ready and available workforce to deliver capability. This includes establishing initiatives to grow and sustain ADF critical employment categories.Recent initiatives include:
  • refining the process for reviewing and determining critical categories, including a decision support tool, predictive modelling and capability risk assessments;
  • developing and implementing a number of initiatives to recover critical categories, including improved career management and training systems, enlistment initiatives and several retention and completion bonus schemes; and
  • commencing work to develop an incentive scheme to enhance the recruitment of ADF technical trade categories.
Implementing initiatives to further improve retention and recruitment. This will be supported by investigating options through:
  • a Ministerial directed review of ADF retention and recruitment; and
The ADF Review of Recruitment and Retention was completed and an implementation strategy is being developed.
  • undertaking the Defence Personnel Environment Scan 2025 to inform long-term Defence personnel planning and policy development.
The Defence Personnel Environment Scan 2025 was completed and addresses external and internal personnel trends out to 2025. It addresses Defence implications in relation to future personnel planning and will inform human resource policies and the Defence Strategic Workforce Plan 2007–17.
  1. Excludes the People Priority: Implementing Improvements Announced in the Government's Response to the Senate Foreign Affairs, Defence and Trade References Committee Report on the Effectiveness of Australia's Military Justice System. This is outlined in Chapter Five—Justice and Fairness in Defence. [ back ]
Employment Packages
Priority Performance
Continuing remuneration reform in the ADF by the development and implementation of a flexible salary structure for officers through:  
  • the Remuneration Reform Project;
In February 2006, the Defence Force Remuneration Tribunal approved a new model for the Officers pay structure. A Determination was signed in April 2006 enabling support system changes to commence. It is planned that the new model will take effect in late 2006.
  • undertaking a review of ADF Reserve Remuneration;
The Reserve Remuneration Review was completed in September 2005 and recommendations were agreed by the Government and announced as part of the 2006–07 Budget. Key outcomes included:
  • a completion bonus for the high readiness Reserves;
  • a health support allowance for high readiness Reserves and active Reservists;
  • a service allowance for all Reservists up to the rank of Major (equivalent); and
  • increased daily rates of pay for all Reservists who meet full permanent force competencies.
  • developing the next Defence Employees Certified Agreement, the ADF Workplace Remuneration Arrangement and the ADF Star Ranks Remuneration Arrangement, all of which are due to commence in the second half of 2006.
The Defence Collective Agreement 2006–2009 was developed in conjunction with the unions and took effect on 29 June 2006. Particular emphasis was given to the areas of performance management, mutual responsibilities, managing change, upskilling and leave management. In support of the agreement's implementation, an eLearning package was launched on 30 June 2006 for all civilian employees and ADF supervisors of civilian employees.
  The CDF launched the commencement of consultations for the new ADF Workplace Remuneration Arrangement 2006–2009 on 21 March 2006, enabling ADF members to provide input into the development of the new arrangement. The ADF Star Ranks Remuneration Arrangement 2006–2009 is being developed in conjunction with the ADF Workplace Remuneration Arrangement 2006–2009. It is anticipated that both arrangements will take effect from 4 November 2006.
Developing personnel policies including:  
  • implementing a new locality allowance framework to recognise service in specified difficult localities;
A new remote locality allowance framework was introduced on 1 September 2005, including increased rates of ADF District Allowance which incorporates the previous Air Conditioning Allowance. Revised accrual rates for additional recreation leave plus increased relief/leave travel benefits came into effect on 1 February 2006.
  • reviewing the policy and entitlements for Members with Dependants (Separated) to improve support to ADF personnel separated from their families due to service requirements;
The policy and entitlements for Members with Dependants (Separated) were reviewed and a proposed new policy developed. Further progress is expected during the second half of 2006.
  • finalising the outcomes of the Defence Review of Merit in Employment Decisions 2003 to improve the application and perception of the merit principle for civilian recruitment; and
A Defence APS Staff Selection Handbook was developed in consultation with the unions and other stakeholders. The Handbook was published online in September2006, following incorporation of changes resulting from the new Defence Collective Agreement 2006–2009 and Defence privacy framework developments. This initiative was the final outcome to be implemented from the Defence Review of Merit in Employment Decisions 2003.
  • strengthening the performance management culture through training and educational material for managers, supervisors and staff, which introduces courses focused on managing underperformance and strengthening performance measures.
The Defence Collective Agreement 2006–2009, which came into effect on 29 June 2006, incorporated new, more rigorous performance management arrangements through the introduction of the Performance Feedback Assessment and Development Scheme. Several initiatives to support its implementation are being developed and include:
  • introducing an eLearning package; and
  • developing a guidance manual and a face-to-face workshop for delivery from October 2006.
Additional initiatives to manage underperformance, specifically targeting supervisors and managers, are due to be implemented by late 2006. This includes the publication of guidelines and delivery of training workshops.

 

Supporting ADF Members and their Families
Priority Performance
Supporting ADF members and their families through:  
  • delivering employment assistance to partners of ADF members and improving the availability of personalised resumes as part of the assistance package;
More than 500 partners of ADF members accessed the Services Workforce Access Program for Partners, including accessing a new initiative whereby partners can receive reimbursement of up to $500 per posting for the preparation of a personalised resume.
  • enhancing the Defence childcare program by increasing access to places nationally and establishing booking and placement services that support mobile Defence families;
The Defence contract with ABC Corporate Care Pty Ltd has significantly enhanced the Defence Childcare Program through the acceptance of offers from ABC of 19 new corporate centres. As at 30 June 2006, 14 of these new centres were already operating as Defence corporate centres and offering Defence families priority placement. The number of priority places available to mobile Defence families increased from 995 to 2,097 in the period 1 July 2005 to 30 June 2006. Under the new contract arrangements, Defence families have access to a toll-free child care information and booking service on relocation and posting.
  • expanding the ADF Emergency Support for Families program to ensure greater support and practical assistance to families of ADF members serving away from home;
The Emergency Support for Families Scheme was launched nationally in May 2006. It offers short-term assistance to an ADF member's dependants in an emergency situation where the member is absent from the dependant's location for Service reasons.
  • increasing Defence's sponsorship of school transition aide positions within public and private schools that have significant enrolments of ADF children, to support mobility of ADF members;
All 'Primary School Transition Aide Program' and 'Secondary Transition Mentor' positions located in 130 and 32 schools respectively are in operation. The program provides practical support which is integrated into schools, classrooms and school communities. It supports the transition of mobile ADF students from school to school and across curriculum jurisdictions upon ADF relocations or postings.
  • distributing a new multi-media digital student portfolio to facilitate the transition of primary and secondary students between state and territory education systems;
The new digital student portfolio was launched by the Minister Assisting the Minister for Defence in December 2005. All ADF members with dependant children are entitled to receive this new resource. This initiative assists in capturing the child's school and personal information in an ordered and succinct way that facilitates their transition from school to school on relocation and posting.
  • implementing the new Welcome-Partners in Defence program that targets information and services to spouses and other family members who are new to the ADF; and
The 'Partners in Defence Program' suite of resources aims to ensure partners are well informed about the opportunities and challenges associated with the military family lifestyle. The resources available to support all ADF families include a CD-ROM, DVD and an address book. The package was launched nationally in May 2006.
  • providing assistance to ADF families with recognised special needs dependants, including the implementation of the 'Circle of Friends' respite program designed to provide families with some time out from their ongoing caring responsibilities.
Defence continues to provide assistance to ADF families, including through the 'Circle of Friends' respite program. During 2005–06, this program supported the respite needs of 48 ADF special needs families (with approximately 4,600 hours of respite).

 

Sapper Jamie Tonna, his wife Lisa and daughter Jasmine

Supporting Families: Sapper Jamie Tonna, his wife Lisa and daughter Jasmine are just one of the many families able to access new Defence Support Programs.

Targeted Education and Training
Priority Performance
Continuing to develop targeted education and training through:  
  • ongoing implementation of the agreed outcomes of the Defence Business Skilling Review;

Business skilling requirements in addition to the priority skills identified in 2004–05 have been developed.

A number of new and revised training courses have been introduced or are being developed to meet identified priority skilling needs. Visibility of business skills training has greatly increased, with most corporate business skills training now being recorded in the central Defence personnel information system.

  • responding to the training needs identified by the Defence Financial Statements Remediation Plans;
More than 37,000 students undertook financial management, human resource management, business management and business training courses in 2005–06. The courses were conducted face-to-face and via eLearning.
  • expanding the suite of training modules available through eLearning; and

In 2005–06, an additional 136 courses were loaded on the Defence Online eLearning system, known as CAMPUS. These courses included Logistics in Defence, Introduction to Security, Defence Collective Agreement Awareness, Ecologically Sustainable Development and a Prohibited Substances Tester Course.

There were almost 132,000 enrolments in the eLearning courses available through CAMPUS, with over 79,000 of these courses being completed.

  • promoting the learning and growth of Defence leaders and managers through the Australian Defence College by providing education to military officers and Australian Public Service (APS) managers throughout their careers.
The Australian Defence College continued to provide education to military officers and APS managers. Achievements in 2005–06 included:
  • implementing a new curriculum for the 2006 academic year for both the Australian Command and Staff College and the Centre for Defence and Strategic Studies; and
  • commencing a review of ADF Joint Education and Training to inform future directions in education and training methods, and processes and resources related to the preparation of Defence people for joint, interagency and coalition operations.

 

Improving ADF Health
Priority Performance
Continuing to implement measures to further improve ADF health, including:  
  • the Defence injury prevention program;

The Defence Injury Prevention Program continues to be implemented, with efforts to date primarily focused on Army units and establishments. Injury prevention advisers are now in place at six Army sites, providing support for injury prevention activities.

In March 2006, work commenced to further strengthen the management of the program function within the Defence Health Service and for a separate work directorate to be established by early 2007. The new directorate will be responsible for the continued implementation of the program, including coordination and support for data collection and management as well as training for injury prevention advisers, unit coordinators and health staff.

  • the ADF mental health strategy;
The Mental Health Strategy continues to mature. Achievements include:
  • developing the 'Acute Mental Health on Operations' course to train medical, psychology and nursing officers for individuals who present with acute symptoms in a deployment context;
  • conducting a pilot course for the 'Coming Home Readjustment Program' for the Al Muthanna Task Group;
  • participating in the National Mental Health Disaster Task Force Expert Advisory Group;
  • producing mental health literacy fact sheets and promotional material;
  • progressing the ADF Mental Health and Wellbeing Study, including finalising the research and survey design;
  • developing a Wellbeing Handbook for Defence, which is scheduled for publication during the latter part of 2006;
  • completing the Chaplaincy Spirituality and Wellbeing Project to provide guidance for ADF Chaplains; and
  • continuing delivery of the ADF Critical Incident Mental Health Support Program.
  • the ADF alcohol, tobacco and other drugs program;
Milestones achieved by the ADF Alcohol, Tobacco and other Drugs Program include:
  • continuing delivery of courses, including general education for the wider Defence community and targeted courses for health professionals and providers;
  • improving the understanding of alcohol and drug issues for ADF members and their families through a marketing and information campaign, including participation in Drug Action Week in June 2006;
  • continuing delivery of the Outpatient Alcohol Treatment Program; and
  • reviewing a number of policies related to alcohol, tobacco and other drugs, including those on the misuse of alcohol and the testing for alcohol and prohibited substances in the ADF.
  • the ADF suicide prevention program;
Milestones achieved include:
  • introducing a clinical upskilling program for mental health professionals;
  • introducing the 'Keep Your Mates Safe—suicide prevention training', with an intended audience of junior leaders, to raise awareness of the risk factors involved in suicide and strategies for assisting a person at risk;
  • continuing delivery of 'Applied Suicide Intervention Skills Training', in collaboration with Living Works (Lifeline Australia). Over 650 members completed the training in 2005–06;
  • a Master Coaching program to provide for appropriately qualified trainers;
  • maintaining delivery of the All-hours Support Line, a 24-hour national crisis telephone line; and
  • delivery of education and awareness packages through the Defence mental health website, publications in Defence media, fact sheets and unit/ship based training.
  • consolidating the deployed health studies unit within the Centre for Military and Veterans' Health;
The deployed health studies unit within the Centre for Military and Veterans' Health is now fully established. The unit is carrying out a number of research studies on personnel who have deployed to Timor-Leste, Bougainville, Solomon Islands and the Middle East.
  • continuing health studies of personnel deployed on Operation Anode (Solomon Islands), Operation Citadel (Timor-Leste) and to the Middle East Area of Operations; and
Work continued with these long-term health studies, including initial planning for the Solomon Islands and Middle East Area of Operations health studies and the development of a research plan for the Timor-Leste health study. The 'Deployment Health Surveillance Program', which manages Defence health study initiatives, was enhanced during 2005–06. A new governance structure was established, including a Program Management Board, Program Office and Scientific Advisory Board.
  • implementing agreed recommendations of the review of Defence Health Services.
The 2004 review of Defence Health Services provided several recommendations for improvement. The recommendations implemented in 2005–06 include:
  • reviewing the current standards for the provision of health care, including the development of a model to cost future alternative health care standards and methods of delivery;
  • establishing a strategic-level supervisory committee to oversee the Defence health system;
  • restructuring the Defence Health Services Division to include the establishment of two one-star positions to support Head Defence Health Services;
  • establishing a Pharmaceuticals and Therapeutics Committee to oversee the development of policy and guidelines for the use of pharmaceuticals in the ADF; and
  • reviewing and amending the Employer Support Scheme payments for Reserve health professionals.

 

Occupational Health, Safety and Compensation
Priority Performance
Continuing to implement the Military Rehabilitation and Compensation Scheme in partnership with the Department of Veterans' Affairs. During 2005–06, the development phase of the scheme was completed and implementation commenced in south Queensland, South Australia, Western Australia and the Northern Territory. National implementation is expected by December 2006.As part of the new scheme, ADF members requiring rehabilitation now receive early intervention through an assessment and the appointment of a case manager to coordinate their rehabilitation program.
Continuing to develop an integrated occupational health and safety management system guided by the Defence Occupational Health and Safety Strategic Plan 2004–06. In 2005, Defence developed a Capability Maturity Model to determine the current capability against the elements of the Defence occupational health and safety management system, which includes incident prevention and management to minimise injury and disease.In January 2006, a pilot project commenced to test the utility of the Capability Maturity Model approach throughout Defence.
Continuing initiatives from the Defence Civilian Injury Prevention and Absence Management Framework to reduce the incidence and severity of unscheduled absences in the civilian workforce. Implementation of the Defence Civilian Injury/Illness Prevention and Management System is well advanced with a range of initiatives under way, including the distribution and implementation of corporate awareness and education products.Further activities include:
  • a psychological injury prevention and management program, including a national Employee Assistance Program for APS employees and completion of a Workplace Climate Program pilot;
  • strategies to improve rehabilitation case management performance, including improved training, the introduction of a case management module and a targeted high cost claims program; and
  • bi-annual Group and Service absence management reports.
  • To further manage unscheduled absences in the civilian workforce, the Defence Collective Agreement 2006–2009 has introduced:
  • a limit of eight days per calendar year on personal leave taken without the production of a medical certificate; and
  • further restrictions on the granting of additional personal leave with pay for employees who have exhausted their paid personal leave credits.

 

Medals
Priority Performance
Implementing the Australian Defence Medal initiative. Her Majesty the Queen approved the Australian Defence Medal in March 2006. Up to 30 June 2006, over 60,000 applications and 24,000 telephone enquiries were received, with approximately 30,000 medals being provided to eligible serving and ex-serving members. A contract for an Australian Defence Medal Research and Assessment service was signed in June 2006, which will assist in reducing the backlog that currently exists in medal assessments.

 

Vice Admiral Russ Shalders, presenting Leading Seaman Writer Fiona Bradley with the Australian Defence Medal

Vice Admiral Russ Shalders, AO, CSC, RAN presenting Leading Seaman Writer Fiona Bradley with the Australian Defence Medal.

Improvements to Defence's Human Resources and Payroll Management System
Priority Performance
Continuing improvements to Defence's human resources and payroll management system (PMKeyS) including: The PMKeyS Self Service expanded functionality, which allows Defence employees and ADF members to view and update their personal information online, continued to be implemented. During 2005–06, a total of 2.85 million visits were made via the Self Service portal.
  • continued expansion of its self service functionality, including electronic workflow across Defence;
Enhancements included:
  • mandating PMKeyS Self Service for submitting and approving annual leave for Defence civilian employees;
  • mandatory reporting of address on leave and itinerary details;
  • the ability for civilians to update their banking details and deductions and access their payment summaries;
  • recording eligibility for civilian employees to receive performance progression;
  • completing the PMKeyS Self Service pilot for submitting and processing leave for ADF members, with rollout to occur during 2006–07;
  • an ADF manager view of leave lapsing data;
  • improving the individual readiness report for ADF members; and
  • automation of the password reset functionality.
  • implementing the warehousing software strategy to support archiving and management reporting; and
A business intelligence roadmap project was commissioned during 2005 to assess existing requirements, including a data warehousing strategy and improved reporting tools. Reporting improvements were achieved, with a software solution which provides an important self-service reporting capability for authorised staff.
  • development of documentation to support requirements for the software upgrade project and integration of ADFPAY systems.
In July 2005, Defence obtained first-pass approval from Government to proceed to second-pass PMKeyS and financial management system upgrades, including the integration of the ADFPAY systems. The Requirements Definition Project and fit/gap analysis for the upgrade project were completed in December 2005. Requirements for the PMKeyS upgrade are now baselined and will be kept up to date by a 'requirements maintenance process'. Restricted tender documentation for the upgrade was released in June 2006.

 

Cadets
Priority Performance
Further enhance the Australian Defence Force Cadets. During 2005–06, the Cadet Enhancement Program:
  • engaged an expert in the human rights of the child under a standing contract to provide advice and guidance to ensure the ADF Cadets comply with the United Nations Convention on the Rights of the Child;
  • developed a Youth Development Guide for adult staff and completed amendments to the Cadet Forces Regulations 1977 to clearly define the responsibilities of Defence, Cadet staff and Cadets, and better reflect community expectations of a contemporary youth development organisation. Reviews of the child protection policy and recruitment screening processes and the commencement of a training enhancement program are scheduled for implementation from 2006–07;
  • engaged with Defence Force Recruiting to advance the 'pathways' project, which represents Defence as an employer of choice and removes barriers for Cadets in the ADF recruitment process;
  • completed a program to ensure all Cadet accommodation provides a safe and healthy environment through remediating Occupational Health and Safety issues at over 170 Cadet units;
  • promulgated a new Cadet Policy Manual, which provides a central point for tri-Service Cadet policy;
  • completed a draft policy on the provision of garrison support to Cadets;
  • implemented a range of human resource initiatives, including a project to further develop the skills of Cadet staff, the provision of an alternative dispute system and a Cadet staff performance management system;
  • continued the development of Phase 1 of the Cadet Online Administration System, which will automate Cadet administrative processes and reduce the time spent by Cadet staff on routine administration;
  • commenced a new review of the Cadet Firearms and Military-Like Activities policy to deliver an improved Cadet experience;
  • commenced the development of a Cadet Firearms Register;
  • continued to implement the Indigenous Participation Program through the Indigenous Liaison Officers located in Darwin and Townsville; and
  • continued to administer the $0.5m 'Cadet Initiated Activities' program, which allows Cadets to bid for adventurous, leadership and team building activities for their unit.
ADF Cadets

ADF Cadets lending a hand at National Families Week in Canberra (May 2006)

Continued Commitment to High Priority People Initiatives

The 2005–06 Budget continued the Government's commitment to allocate $100m per year for high priority personnel initiatives totalling $500m over five years. Details are shown in Table 4.1 below. Continuing on from the Government's commitment, the Defence People Committee will guide debate and the decisions on the way in which Defence prioritises funding and initiatives for people related programs, supported by the Defence Strategic Workforce Plan 2007–17 and funded through the Defence Management and Finance Plan.

Table 4.1 High Priority People Initiatives
Approved Program 2001–02 Result $'000 2002–03 Result $'000 2003–04 Result $'000 2004–05 Result $'000 2005–06 Result $'000 Total $'000
Family Support Fund(1) 100 100
Child Care Centres 1,025 808 1,252 4,623 559 8,267
Spouse Induction Program 169 49 218
Spouse Professional Fees and Courses 14 50 67 48 29 208
Emergency Childcare 7 5 5 1 18
Human Resource Career Streaming 76 135 211
ADF alcohol management program 48 313 554 566 431 1,912
ADF mental health strategy 309 159 406 225 634 1,733
Defence school transition aides 1,388 1,562 850 2,039 5,839
eLearning 2,610 3,171 2,597 2,012 10,390
OHS management system 348 870 1,218
Defence injury prevention program 14 182 466 417 1,079
Reserves enhancement 12,313 13,674 14,483 13,808 15,783 70,061
Cadets enhancement 3,030 7,676 6,182 5,096 8,258 30,242
ADF rental allowance for members without dependants 25,511 49,655 62,545 66,088 73,000 276,799
Improvements to living-in accommodation 39,167 3,821 833 43,821
Darwin air conditioning allowance 603 2,664 1,693 4,960
Duntroon community centre 660 660
Defence library service portal 275 298 573
Services workforce access program for partners 778 1,029 674 2,481
Centre for Military and Veterans' Health 900 900
Employee assistance program 172 351 523
HR decision support program 547 1,214 919 2,680
Suicide intervention training 327 362 192 881
New locality allowance 17,300 17,300
Australian Defence Medal 1,100 1,100
Navy retention 3,055 3,055
ADF recruitment advertising 2,130 2,130
Total 42,602 117,589 100,614 99,671 128,883 489,359
TOTAL ALLOCATION 100,000 100,000 100,000 100,000 100,000 500,000
VARIATION –57,398 17,589 614 –329 28,883 –10,641

Note:

  1. The Family Support Fund was allocated $100,000 in 2001–02 as a regenerating fund.

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