Unacceptable behaviour complaints totalled 685 in 2005–06, a seven per cent decrease over the previous year. 37 were later withdrawn and a further 90 were assessed as unsubstantiated. Some 46 resulted in formal disciplinary or administrative action. Harassment and bullying are the major causes of complaints, representing 3.4 and 1.7 complaints respectively per 1,000 head of the Defence population, which includes permanent and reserve ADF members, Defence APS employees, Defence contractors and their employees. Details of reported complaints, by category, are:
- Harassment—301 or 3.4 per 1,000 (decrease of 8 per cent on previous year)
- Workplace Bullying—151 or 1.7 per 1,000 (increase of 19 per cent)
- Sexual Offences—84 or 0.95 per 1,000 (decrease of 16 per cent)
- Sexual Harassment—78 or 0.9 per 1,000 (decrease of 26 per cent)
- Inappropriate Workplace Relations—31 or 0.35 per 1,000 (decrease of 10 per cent)
- Discrimination—22 or o.25 per 1,000 (decrease of 25 per cent)
- Abuse of power—18 or 0.2 per 1,000 (decrease of 81 per cent)
Chart 5.10 indicates the number of complaints of unacceptable behaviour per 1,000 of single Service and APS population for 2005–06. The percentage calculations are based on the number of personnel in each Service (permanent and reserve) and Defence APS employees.
Chart 5.10: 2005–06 Unacceptable Behaviour Complaints per 1000 members(1)
Note:
- Personnel numbers include permanent ADF members and Reservists who undertook paid service. Personnel numbers for Defence APS also include those from the DMO.
Chart 5.11: Comparison of Reported Unacceptable Behaviour Complaints 2003–04 to 2005–06
Chart 5.11 shows the total number of unacceptable behaviour complaints reported over the past three years.
While the decreases in 2005–06 in reported complaints in all categories except bullying are welcome, continued vigilance is necessary. The CDF-commissioned 'Audit of ADF Schools and Training Establishments', combined with reviews initiated by Fairness and Resolution Branch into the effectiveness of awareness training throughout Defence, the Equity Adviser Network and the experiences of managers and complainants of the complaint process should result in further improvements to the management of complaints of unacceptable behaviour. Additional resources will be committed in 2006–07 to gather more reliable data to improve Defence strategies and programs dealing with all forms of unacceptable behaviour.
Alternative Dispute Resolution and Conflict Management
There were 59 requests for Alternative Dispute Resolution interventions during the financial year and a number of additional contacts seeking advice, assistance or training in conflict management and negotiations skills were received. Of these intervention requests, 26 mediations were completed, six workplace conferences conducted and some 30 hours of conflict coaching provided.
Establishment of Fairness and Resolution Branch
Structural changes to the complaint handling process are also well in train and producing positive results. Amalgamation of the Complaint Resolution Agency, the Defence Equity Organisation and the Directorate of Alternative Dispute Resolution and Conflict Management into the Fairness and Resolution Branch now permits a holistic approach to complaint handling, the setting of performance standards and, consequently, performance measurement. Still in its infancy, resultant changes to business processes and work flows will translate into more responsive, efficient and timely complaint handling. Good results are already evident. Past backlogs of outstanding grievances have been eliminated and average complaint handling times are decreasing.
The importance of performance standards and measurement cannot be overstressed. Drawing on the Commonwealth Ombudsman's complaint management attributes, Fairness and Resolution Branch is developing a comprehensive complaint handling performance measurement system. The IGADF is working in parallel and in concert with Fairness and Resolution Branch with the view to introducing performance measurement of ADF complaint handling processes. Concurrent with this activity, work is ongoing to introduce an IT-based complaint management, tracking and reporting system. This work will satisfy a significant number of approved recommendations flowing from the Joint Department of Defence and Commonwealth Ombudsman Review of the ADF Redress of Grievance System 2004.
Snapshots
Feedback from IGADF military justice audit focus groups indicates that:
- There is general acknowledgment that complaints are resolved more expeditiously than in the past and general satisfaction with complaint handling policies and procedures.
- ADF personnel are more aware of their rights. They do not feel threatened or ostracised by peers or the chain of command should they feel compelled to submit a formal complaint or grievance.
- There appears to be an increasing sense of confidence in the chain of command. ADF members feel that complaints will be dealt with sensitively, fairly and objectively, without fear or favour.
- At the grass roots level, a more mature approach to complaint handling is evident. ADF personnel prefer resolution of complaints at the lowest possible level, reserving formal lodgement of a complaint as an option of last resort. Using unacceptable behaviour complaints as the example, of the 685 complaints lodged, 127 were subsequently withdrawn or unsubstantiated. Of the remaining 558, 294 or 53 per cent were resolved informally at unit level.