Providing Reviews and Investigations of Workplace Behaviour, Ethics, Administrative Actions and Employment Decisions for the Public Sector and Other Organisations

Total Page:16

File Type:pdf, Size:1020Kb

Providing Reviews and Investigations of Workplace Behaviour, Ethics, Administrative Actions and Employment Decisions for the Public Sector and Other Organisations CPM CPM font: Felix Titling Providing Reviews and Investigations of Workplace Behaviour, Ethics, Administrative Actions and Employment Decisions for the Public Sector and Other Organisations CPM Reviews provides a wide range of employment-related services to all levels of government and to other organisations. Assignments may be small or large. Our principal areas of focus are: • Misconduct Investigations • Workplace Reviews and Workplace Investigations • Bullying Investigations • Public Interest Disclosure Investigations • Fraud Investigations • Employment Reviews • Probity Advice on Tenders • Organisational Processes • Code of Conduct Audits • Selection Processes We have specialist expertise in the APS workplace context, but also work across other levels of government and in the private sector arena. www.cpmreviews.com.au Our People - The CPM Reviews Team CPM Reviews has a team of about 30 Reviewers with experience across a large number of employment areas, who have all occupied demanding management and human resource positions within the public sector. Eight have legal qualifications, some worked at the SES 2 or 3 level within government, and others have experience in specialist areas such as industrial relations, public sector employment policy, merit protection and within the policing, prison, health, defence and intelligence and security systems. Most have completed (or are currently finalising) formal credentials in investigations. Our highly skilled and experienced team, with their diverse backgrounds, enables us to provide a wide range of specialised personnel and employment-related services. Mary Brennan, General Manager, Inhouse Counsel and Principal Reviewer - Canberra Mary’s 25 year legal career in the private and public sectors included 12 years with Sparke Helmore, a leading law firm, where for 6 years she was the Canberra managing partner. After retiring from that partnership she was appointed Deputy Chair of eight Tribunals hearing serious misconduct complaints against a range of health professionals in NSW. More recently she has become a Principal Member of the NSW Civil Administrative Tribunal. She has also been a member of the Psychology Board of Australia since August 2012. In her work with CPM Reviews over the last two years Mary has handled complex Code of Conduct reviews for various agencies including ATO, DAFF and PM&C and has chaired Appeal Tribunals for the ACT Government. She has also advised on conflict of interest allegations into a tendering process for a Commonwealth statutory authority and assisted in sensitive matters for the Department of Finance. She regularly quality assures other reviewers’ matters. Jeff Lamond, Executive Director and Executive Reviewer – Canberra Jeff Lamond joined CPM as Principal Consultant and General Manager of CPM Reviews in June 2008 following a 33 year career in the APS, with the last 14 years at the SES level, including 5 years as the Merit Protection Commissioner to the APS from 2001 to 2007. Jeff’s expertise centres on public sector ethics, accountability the APS Values, APS Code of Conduct and reviews of employment action. He also has a real depth of experience in broader public sector employment policy, and has advised on Code of Conduct elements in enterprise agreements and on revisions to Conduct processes in major departments. Jeff has conducted investigations of the highest complexity and sensitivity involving staff at all levels of government, and chairs or serves on several ethics and/or audit committees. John Baker, Director - Canberra John established CPM Reviews in association with Jeff Lamond in 2008, as an offshoot of the Centre for Public Management (CPM). That business has since been sold to the Australian Institute of Management (AIM). John oversights CPM Reviews’ finances; reviewer appointments, contractual matters and other back-of-office services. Joanne Blackburn, Principal Reviewer - Canberra Joanne has a legal background and had a 30 year career in the APS, with 20 years’ at the SES level, most recently in the Attorney- General’s Department where she was a Division Head. Joanne has specialised in public administrative law and has broad international and national policy and legal experience in criminal justice. She has had extensive involvement in staffing, recruitment, performance appraisal and grievance processes. Joanne conducts workplace investigations and reviews of complex matters and quality assures the reports of other reviewers. Boris Budak, Principal Reviewer - Sydney Boris has a legal and accountancy background and over 40 years’ experience in the APS, including 12 years in the APS Commission as Group Manager and, occasionally, Acting Merit Protection Commissioner. Before then, Boris worked in several other APS agencies, including the Department of Social Security, Australian National Audit Office and Attorney-General’s Department. Boris has extensive experience with APS Code of Conduct matters. He conducts workplace investigations and reviews and quality assures reports of other reviewers. Geoff McVeigh, Principal Reviewer - Canberra Geoff’s 44 year career has spanned a range of APS agencies. He has provided advice to senior management on performance issues and complex medical cases, involving dismissal, return to work or invalidity retirement. In Defence he was responsible for building an efficient and successful performance management unit. He has undertaken complex investigations and reported on his findings; undertaken conciliation in unfair dismissal claims; and as a delegate under the Public Service Act has issued sanctions to employees including termination of employment. Trevor Van Dam, Principal Reviewer – Brisbane/Canberra As a Principal Reviewer Trevor has undertaken many highly complex code of conduct, workplace culture and environment and organisation reviews. He has 27 years of public sector experience, with 18 years in the SES to the SES 3 level. His executive roles have included responsibility for ethical standards, including as National Staffing Manager for the Australian Customs Service and as Chief Operating Officer for the Australian Federal Police. Trevor was also Chief Operating Officer of the Queensland Department of Employment, Economic Development and Innovation (DEEDI). Barry Poppleton, Principal Mediator – Canberra Barry has 20 years of management consulting experience in his own company, P7 Consulting, and as a partner in two management consultancies. Prior to that he held an SES level position in the South African public service and leadership positions in several other organisations. Barry specialises in relationship management and subscribes to the Australian National Mediator Approval Standards, seeing the mediator’s role as one of support for parties to reach their own decision. He undertook his training with the Association of Dispute Resolvers (LEADR). Sue Balnaves, Business Manager and Senior Reviewer – Canberra Sue has 28 years of experience in the APS and ACT Government Service, in the areas of HR, service delivery and program management. She spent many years as a senior HR Director in Defence and the Programs area of the Public Service Commission dealing with the more complex and challenging people matters. Sue is the Business Manager for CPM Reviews as well as being a Senior Reviewer. Jane Bateson, Senior Reviewer - Canberra Jennifer Colwill, Senior Reviewer - Melbourne Jane Bateson is an experienced human resources Jenni has managed workplace relations and personnel management consultant with 19 years public sector functions in Commonwealth departments for over 15 experience across central agencies, human resource years, with 11 years at the SES level. She has extensive management and program areas. She has worked as public sector experience in human resource management, Personnel Manager and Employee Relations Manager and employment policy, ethics and codes of conduct and has been involved in workplace conditions and workplace undertaken a wide range of investigations and reviews, reform. including while acting as Commissioner of the Merit Protection and Review Agency. Alf Bock, Senior Reviewer – Perth Jonathan Creighton, Senior Reviewer – Sydney Alf has 20 years’ experience in the public sector and most recently worked at the APSC on code of conduct and Jonathan has conducted over 1000 investigations, primarily merit protection investigations. With CPM Reviews he in the banking, legal, pharmaceutical and insurance sectors. has undertaken investigations across a range of issues, They have involved allegations of fraud and corruption; including bullying and harassment and professional theft; rorts; insurance claims; negligence and information misconduct. He is currently, also, Ombudsman for the City verification. He is a licensed Private Inquiry agent and of Perth, for whom he undertakes reviews of administrative member of the association of World Detectives. actions. Anne Dalton, Senior Reviewer - Melbourne Geoff Cameron, Senior Reviewer - Canberra Ann has over 25 years’ experience in public sector and Geoff Cameron has 30 years’ experience in the private sector legal practice in the areas of government/ Commonwealth public sector, mostly in the administrative law, governance, procurement and probity. Commonwealth’s central HR agencies, the Public Service Prior to heading her own firm, Anne Dalton & Associates, Board (PSB), the Merit Protection and Review Agency she was a partner with Sparke Helmore and with Blake (MPRA), the Department of Industrial Relations (DIR) and Dawson Waldron,
Recommended publications
  • Helsides Faksutskrift
    IFS Info 6/1997 Robert G .. Patman Securing Somalia A Comparisollil of US am!! AWistll'aHcm IPeacekeepillilg oclmillilg the UIMITAf Operatiollil Note on the author .................................................................................................................. 4 Introduction ............................................................................................................................ 5 The Disintegration of the Somali State ...................................................................................... 5 International Intervention: A Mandate to Disarm or Not to Disarm? .......................................... 7 Cosmetic Disarmament in Mogadishu ...................................................................................... 9 Active Disarmament in Baidoa ............................................................................................... 14 A Comparative Assessment . ... ... .. ... ... .. .. .... .. .. ... .. .. .. ... ... ... ... ... ... ... .. ... .. ..... .. .. .. .. .. .. ..... .. 18 I. Mission definition ............................................................................................................................. 18 2. Style of Peace Operations ................................................................................................................. 19 3. Cultural compatibility ........................................................................................................................ 20 Conclusion ...........................................................................................................................
    [Show full text]
  • Of the 90 YEARS of the RAAF
    90 YEARS OF THE RAAF - A SNAPSHOT HISTORY 90 YEARS RAAF A SNAPSHOTof theHISTORY 90 YEARS RAAF A SNAPSHOTof theHISTORY © Commonwealth of Australia 2011 This work is copyright. Apart from any use as permitted under the Copyright Act 1968, no part may be reproduced by any process without prior written permission. Inquiries should be made to the publisher. Disclaimer The views expressed in this work are those of the authors and do not necessarily reflect the official policy or position of the Department of Defence, the Royal Australian Air Force or the Government of Australia, or of any other authority referred to in the text. The Commonwealth of Australia will not be legally responsible in contract, tort or otherwise, for any statements made in this document. Release This document is approved for public release. Portions of this document may be quoted or reproduced without permission, provided a standard source credit is included. National Library of Australia Cataloguing-in-Publication entry 90 years of the RAAF : a snapshot history / Royal Australian Air Force, Office of Air Force History ; edited by Chris Clark (RAAF Historian). 9781920800567 (pbk.) Australia. Royal Australian Air Force.--History. Air forces--Australia--History. Clark, Chris. Australia. Royal Australian Air Force. Office of Air Force History. Australia. Royal Australian Air Force. Air Power Development Centre. 358.400994 Design and layout by: Owen Gibbons DPSAUG031-11 Published and distributed by: Air Power Development Centre TCC-3, Department of Defence PO Box 7935 CANBERRA BC ACT 2610 AUSTRALIA Telephone: + 61 2 6266 1355 Facsimile: + 61 2 6266 1041 Email: [email protected] Website: www.airforce.gov.au/airpower Chief of Air Force Foreword Throughout 2011, the Royal Australian Air Force (RAAF) has been commemorating the 90th anniversary of its establishment on 31 March 1921.
    [Show full text]
  • RAM Index As at 1 September 2021
    RAM Index As at 1 September 2021. Use “Ctrl F” to search Current to Vol 74 Item Vol Page Item Vol Page This Index is set out under the Aircraft armour 65 12 following headings. Airbus A300 16 12 Airbus A340 accident 43 9 Airbus A350 37 6 Aircraft. Airbus A350-1000 56 12 Anthony Element. Airbus A400 Avalon 2013 2 Airbus Beluga 66 6 Arthur Fry Airbus KC-30A 36 12 Bases/Units. Air Cam 47 8 Biographies. Alenia C-27 39 6 All the RAAF’s aircraft – 2021 73 6 Computer Tips. ANA’s DC3 73 8 Courses. Ansett’s Caribou 8 3 DVA Issues. ARDU Mirage 59 5 Avro Ansons mid air crash 65 3 Equipment. Avro Lancaster 30 16 Gatherings. 69 16 General. Avro Vulcan 9 10 Health Issues. B B2 Spirit bomber 63 12 In Memory Of. B-24 Liberator 39 9 Jeff Pedrina’s Patter. 46 9 B-32 Dominator 65 12 John Laming. Beaufighter 61 9 Opinions. Bell P-59 38 9 Page 3 Girls. Black Hawk chopper 74 6 Bloodhound Missile 38 20 People I meet. 41 10 People, photos of. Bloodhounds at Darwin 48 3 Reunions/News. Boeing 307 11 8 Scootaville 55 16 Boeing 707 – how and why 47 10 Sick Parade. Boeing 707 lost in accident 56 5 Sporting Teams. Boeing 737 Max problems 65 16 Squadrons. Boeing 737 VIP 12 11 Boeing 737 Wedgetail 20 10 Survey results. Boeing new 777X 64 16 Videos Boeing 787 53 9 Where are they now Boeing B-29 12 6 Boeing B-52 32 15 Boeing C-17 66 9 Boeing KC-46A 65 16 Aircraft Boeing’s Phantom Eye 43 8 10 Sqn Neptune 70 3 Boeing Sea Knight (UH-46) 53 8 34 Squadron Elephant walk 69 9 Boomerang 64 14 A A2-295 goes to Scottsdale 48 6 C C-130A wing repair problems 33 11 A2-767 35 13 CAC CA-31 Trainer project 63 8 36 14 CAC Kangaroo 72 5 A2-771 to Amberley museum 32 20 Canberra A84-201 43 15 A2-1022 to Caloundra RSL 36 14 67 15 37 16 Canberra – 2 Sqn pre-flight 62 5 38 13 Canberra – engine change 62 5 39 12 Canberras firing up at Amberley 72 3 A4-208 at Oakey 8 3 Caribou A4-147 crash at Tapini 71 6 A4-233 Caribou landing on nose wheel 6 8 Caribou A4-173 accident at Ba To 71 17 A4-1022 being rebuilt 1967 71 5 Caribou A4-208 71 8 AIM-7 Sparrow missile 70 3 Page 1 of 153 RAM Index As at 1 September 2021.
    [Show full text]
  • Australia's Joint Approach Past, Present and Future
    Australia’s Joint Approach Past, Present and Future Joint Studies Paper Series No. 1 Tim McKenna & Tim McKay This page is intentionally blank AUSTRALIA’S JOINT APPROACH PAST, PRESENT AND FUTURE by Tim McKenna & Tim McKay Foreword Welcome to Defence’s Joint Studies Paper Series, launched as we continue the strategic shift towards the Australian Defence Force (ADF) being a more integrated joint force. This series aims to broaden and deepen our ideas about joint and focus our vision through a single warfighting lens. The ADF’s activities have not existed this coherently in the joint context for quite some time. With the innovative ideas presented in these pages and those of future submissions, we are aiming to provoke debate on strategy-led and evidence-based ideas for the potent, agile and capable joint future force. The simple nature of ‘joint’—‘shared, held, or made by two or more together’—means it cannot occur in splendid isolation. We need to draw on experts and information sources both from within the Department of Defence and beyond; from Core Agencies, academia, industry and our allied partners. You are the experts within your domains; we respect that, and need your engagement to tell a full story. We encourage the submission of detailed research papers examining the elements of Australian Defence ‘jointness’—officially defined as ‘activities, operations and organisations in which elements of at least two Services participate’, and which is reliant upon support from the Australian Public Service, industry and other government agencies. This series expands on the success of the three Services, which have each published research papers that have enhanced ADF understanding and practice in the sea, land, air and space domains.
    [Show full text]
  • The Establishment of the Joint Australia-United States Relay Ground Station at Pine Gap
    HIDING FROM THE LIGHT: THE ESTABLISHMENT OF THE JOINT AUSTRALIA-UNITED STATES RELAY GROUND STATION AT PINE GAP The NAPSNet Policy Forum provides expert analysis of contemporary peace and security issues in Northeast Asia. As always, we invite your responses to this report and hope you will take the opportunity to participate in discussion of the analysis. Recommended Citation Richard Tanter, "HIDING FROM THE LIGHT: THE ESTABLISHMENT OF THE JOINT AUSTRALIA- UNITED STATES RELAY GROUND STATION AT PINE GAP", NAPSNet Policy Forum, November 02, 2019, https://nautilus.org/napsnet/napsnet-policy-forum/hiding-from-the-light-the-establis- ment-of-the-joint-australia-united-states-relay-ground-station-at-pine-gap/ RICHARD TANTER 1 NOVEMBER 2, 2019 I. INTRODUCTION In this essay, the author discusses recently released Australian cabinet papers dealing with a decision in September 1997 to allow the establishment of a Joint Australia-United States Relay Ground Station at Pine Gap to support two United States early warning satellite systems in place of its predecessor, the Joint Space Communications Facility at Nurrungar. The cabinet papers give a picture, albeit one muddied by censorship, of the Howard government’s consideration of ‘a U.S. request to continue Australian involvement in a U.S. space technological system to provide the U.S. with not only early warning of missile attack as a basis of nuclear deterrence, but also the capacity to target a retaliatory nuclear strike in the most effective way as part of a nuclear war-fighting capability. There is little evidence in these documents that senior ministers and their advisors considered these matters with any seriousness.’ The report is also published as a PDF file (1MB) here.
    [Show full text]
  • Regional Development and Decentralisation Committee Inquiry
    Regional Development and Decentralisation Committee Inquiry into Regional Development and Decentralisation Department of Defence Written Submission September 2017 Executive Summary 1. Defence has a significant presence in regional Australia and contributes to the socio- economic fabric of these communities. For the purpose of this submission the term ‘regional’ is defined as any area outside of the main metropolitan areas of Sydney, Melbourne, Brisbane, Adelaide, Perth and Canberra. 2. The location of Defence personnel, bases and facilities is driven by strategic priorities underpinned by the 2016 Defence White Paper, the 2016 Defence Integrated Investment Program (IIP) and the Defence Estate Strategy. The IIP was developed through a comprehensive Force Structure Review that assessed Defence’s capability needs and priorities to determine Defence’s future presence, comprising: location, equipment, information and communications technology, infrastructure and workforce requirements. 3. Defence has an integrated workforce, including permanent Australian Defence Force (ADF) members, Reservists, Australian Public Service (APS) employees, contractors and other service providers who work together to deliver Defence capability. The quality of the workforce is the foundation of Defence’s capability, effectiveness and reputation. As at 30 June 2017, the total number of Defence personnel in regional centres across Australia was 33,300, which equates to around 34 per cent of its total workforce of 97,911. This presence has enabled Defence to develop
    [Show full text]
  • Projection to East Timor
    Chapter 11 Projection to East Timor In August 1942 in New Guinea during the Second World War and in 1966 in Vietnam an accumulation of risks resulted in a small number of Australian troops facing several thousand well-equipped, well-trained and more experienced enemy troops. Fortunately, climate, terrain and the resilience of junior leaders and small teams, as well as effective artillery support in 1966, offset the numerical and tactical superiority of their opponents. Australian troops prevailed against the odds. If either of these two tactical tipping points had gone the other way, there would have been severe strategic embarrassment for Australia. There could have been public pressure for a change in Government and investigations into the competence of the Australian armed forces. For 48 hours in September 1999, renegade members of the Indonesian military forces and their East Timorese auxiliaries provoked members of an Australian vanguard of the International ForceÐEast Timor (INTERFET) in the streets of the East Timor capital, Dili. Indonesians outnumbered Australians, who carried only limited quantities of ammunition.1 On the night of 21 September, a 600-strong East Timorese territorial battalion confronted a 40-strong Australian vehicle checkpoint on Dili's main road. Good luck, superior night-fighting technology, the presence of armoured vehicles and discipline under pressure resulted in another historic tactical tipping point going Australia's way. Had there been an exchange of fire that night, there would have been heavy casualties on both sides and several hours of confused fighting between Australian, Indonesian and East Timorese territorial troops. There was also potential for Indonesian and Australian naval vessels to have clashed as Australian ships rushed to deliver ammunition to Australian troops, as well as for Australian transport aircraft and helicopters to have been attacked at Dili airport.
    [Show full text]
  • Struggling for Self Reliance
    Chapter 7 Conduct and Aftermath of Operation Lagoon On Saturday 1 October 1994, after renewed pressure from inside the Government of Papua New Guinea (PNG) and from Australia for him to postpone the start date of the conference, PNG's Prime Minister, Sir Julius Chan, appealed directly to Australian Prime Minister Paul Keating to insist that the Australian Defence Force (ADF) deploy the South Pacific Peace Keeping Force (SPPKF) prior to the start date of 10 October. Chan pointed out that the deployment time could be reduced if troops were moved by air rather than by sea. He called for a substantial advance party to be deployed to Arawa by 8 October to establish a presence. Keating contacted the Australian Defence Minister, Senator Robert Ray, soon after a conversation with Chan and told him to instruct the ADF to have the SPPKF on Bougainville before the peace conference started on 10 October.1 Confirmation that the peace conference would start on 10 October had a significant impact. Pre-deployment training stopped.2 HMAS Tobruk had to be loaded with personnel and stores in less than 24 hours. At around this time, HMAS Tobruk's ship's army detachment staff assessed that there was too much stock on the wharf. The ship would be overloaded and possibly `bulk out'.3 Captain Jim O'Hara's only option was to load HMAS Success with the stores that would not fit aboard Tobruk. Unfortunately, both ships bulked out before all stores could be loaded. HMAS Tobruk was also 200 tonnes over its authorised weight limit.
    [Show full text]
  • Alan Staines
    CLArion No 1712 – 01 Dec 2017 Email newsletter of Civil Liberties Australia (A04043) Email: Secretary(at)cla.asn.au Web: http://www.cla.asn.au/ ____________________________________________ What should CLA prioritise in 2018? In preparing for major areas of interest in 2018, Civil Liberties Australia is seeking input from members and friends on what areas of concern we prioritise. Our preliminary thoughts are to elevate concerns for the rights of people in aged care and nursing homes, and the rights to free speech and association for athletes and sports people. These will be added to our other mainstream activities: monitoring and commenting on legislation before parliaments throughout Australia (including the Right To Appeal amendment), keeping a close eye on the behaviour of police and the misbehaviour of forensic science laboratories, drawing attention to the urgent need for a national review of the legal/justice system, and a Bill of Rights for Tasmania. In other areas – refugees, euthanasia and juvenile Indigenous detention are good examples – we actively back up other groups who have those issues as their core focus. Concern for rights in aged care arose from an odd source: a CLA member is about to enter a facility, but cannot take her cat with her. Cutting long correspondence short, it turns out residents of the facility have the right to vote on such issues…but nobody has told them. As well as financial, medical and end-of-life issues, we think this lack of awareness of, and education about, the rights of aged people is a major and growing concern. Athletes and sportspeople are frequently ‘abused’ by sophisticated managers, marketers and code managers who dangle what seems to be large sums of money in front of their eyes.
    [Show full text]
  • Struggling for Self Reliance
    Chapter 8 Search for Joint Command and Control In the late 1980s General Peter Gration and then Brigadier John Baker had both shared a vision of a new command appointment and a new joint headquarters that would command Australian Defence Force (ADF) operations.1 This commander and his headquarters would take over after the Chief of the Defence Force (CDF) and his staff had translated government guidance into planning directives. The first moves began in March 1988 when Defence Minister Kim Beazley approved the establishment of Northern Command (NORCOM) with its headquarters in Darwin. The new command was subordinate to the Land Commander in Sydney. Senior maritime and air force officers in the Northern Territory supported Commander NORCOM (COMNORCOM) as component commanders. His role was to plan and conduct surveillance operations with assigned forces across northern Australia and the northern approaches to the mainlandÐAustralia's geographical frontline.2 Accordingly, COMNORCOM, a one-star appointment, would coordinate surveillance and then orchestrate initial responses to incursions by hostile forces awaiting arrival of a senior joint commander, his headquarters and follow-on forcesÐa national projection of military force from the south and east to the northwest. By 1996, as the new CDF, Baker was determined to complete the reorganisation of ADF command and control arrangements, including synchronising joint intelligence, logistics and movements in support of operations.3 Co-location of existing environmental headquarters would be insufficient to achieve unity of command.4 He wanted a new co-located joint force headquarters separated geographically from Canberra.5 In March 1996, he directed the Maritime Commander, Rear Admiral Chris Oxenbould, to also act as Commander Australian Theatre (Interim) and to raise Headquarters Australian Theatre (HQ AST) at Potts Point in Sydney.
    [Show full text]
  • SENATE Official Committee Hansard
    COMMONWEALTH OF AUSTRALIA PARLIAMENTARY DEBATES SENATE Official Committee Hansard FOREIGN AFFAIRS, DEFENCE AND TRADE LEGISLATION COMMITTEE (Consideration of Estimates) TUESDAY, 17 JUNE 1997 BY AUTHORITY OF THE SENATE CANBERRA 1997 CONTENTS TUESDAY, 17 JUNE Department of Defence— Program 4—Air Force ................................. 573 Program 5—Intelligence ................................ 574 Program 8—Defence personnel executive .................... 580 Program 10—Science and technology ....................... 617 Program 11—Defence estate ............................. 623 Program 12—Corporate information ........................ 632 Program 13—Corporate support ........................... 632 Tuesday, 17 June 1997 SENATE—Legislation FAD&T 571 SENATE Tuesday, 17 June 1997 FOREIGN AFFAIRS, DEFENCE AND TRADE LEGISLATION COMMITTEE Portfolios: Foreign Affairs and Trade; Defence (including Veterans’ Affairs) Members: Senator Troeth (Chair), Senators Bourne, Cook, Eggleston, Ferris and Hogg Participating members: Senators Abetz, Bolkus, Brown, Brownhill, Calvert, Colston, Faulkner, Forshaw, Harradine, Margetts, Murphy, Neal, Ray, Schacht and West The Committee met at 7.32 p.m. DEPARTMENT OF DEFENCE Proposed expenditure, $10,937,163,000 (Document A). Consideration resumed from 12 June 1997. In Attendance Senator Newman, Minister for Social Security Defence Headquarters Vice Admiral Chris Barrie, Vice Chief of the Defence Force Rear Admiral David Campbell, Head, Strategic Logistics (designate) Major General Peter Abigail, Assistant Chief of
    [Show full text]
  • STRATEGY and COMMAND American Naval Strategist Alfred
    Cambridge University Press 978-1-316-51237-1 — Strategy and Command David Horner Frontmatter More Information S TRATEGY AND C OMMAND ISSUES IN AUSTRALIA’S TWENTIETH-CENTURY WARS American naval strategist Alfred Thayer Mahan wrote in 1908: ‘If the strategy be wrong, the skill of the general on the battlefield, the valour of the soldier, the brilliancy of the victory, however otherwise decisive, fail of their effect.’ In Strategy and Command, David Horner provides an important insight into the strategic decisions and military commanders who shaped Australia’s army history from the Boer War to the evolution of the command structure for the Australian Defence Force in the 2000s. He examines strategic decisions such as whether to go to war, the nature of the forces to be committed to the war, where the forces should be deployed and when to reduce the Australian commitment. The book also recounts decisions made by commanders at the highest level, which are passed on to those at the operational level, who are then required to produce their own plans to achieve the government’s aims through military operations at the tactical level. Strategy and Command is a compilation of half a century of research and writing on military history by one of Australia’s pre-eminent military historians. It is a crucial read for anyone interested in Australia’s involvement in twentieth-century wars. David Horner is an Emeritus Professor at the Australian National University, where he was Professor of Australian Defence History for fifteen years. He has an international reputation for military history and strategic analysis and is considered Australia’s premier military historian.
    [Show full text]