THE www.moat.com.au AUSTRALIAN RESERVIST Market Leading Brands Defence Reserves Association No matter the size, shape or demands placed on your business, we have the ability to deliver equipment that is functional, adaptable and reliable.
Issue Issue 19, 28, October April 2017 2012 The Of cial Journal of the Defence Reserves Association
Call us on 1800 023 953 or email us Find out how Moat VIC/TAS/SA vsales@moat.com.au equipment can benefit NSW nswsales@moat.com.au your business. QLD qldsales@moat.com.au WA bgarcia@moat.com.au THE AUSTRALIAN RESERVIST OUR ONLY MISSION IS TO LOOK AFTER YOU.
When you join Defence Health, it’s our job to take care of you like part of the family. And we love our job. We understand the lifestyle of serving members, which is why we offer tailored health cover with higher benefits exclusively for ADF and Reservist families. Our ADF Total Package includes higher benefits on dental, speech therapy, physiotherapy, psychology, antenatal and postnatal services and more. Join the family. Call 1800 335 425 or visit defencehealth.com.au 7 THE AUSTRALIAN RESERVIST
THE AUSTRALIAN RESERVIST - April 2017 (Official Journal of the Defence Reserves Association) ISSN 1835-694X CONTENTS DRA Office Bearers 2 From the President 4 The Orchard and Big Sky Publishing Prize for Best Articles XX6 Call for Contributions and Membership Enquiries XX6 A Reflection on Deployment as Chaplain to OP Anode - CHAP Mark Dunn 3X8 Being Left Behind - FLTLT Paul Dare 12 2X Training for Success - CAPT Lucy Saaroni 14 2X Sharpening the Sword - 11 BDE’s Junior Officer Development Program 16 The DRA submission to the Review of the RANR - CAPT Joseph Lukaitis RANR 19 Recommendations from the Review of the RANR - CAPT Joseph Lukaitis RANR 21 Tasman Scheme Expanded - Call for Nominations - MAJ Catherine Neuhaus 24 Victoria’s Light Horse Regiments Honoured - MAJ Colin O’Dell (Retd) 252X Helping Reservists Manage their Army Careers - LTCOL Murray Duckworth 273X The Modern Victorian Soldier - CAPT Lucy Saaroni & WO2 Bob Creelman 30 The Dead Prussian: Is Clausewitz Still Relevant - LTCOL Mark Smith 32 An Audio unit for the SA Boer War Memorial - LTCOL Murray Alexander 34 2X Book Review: “An Unending War” - reviewed by LTCOL John Boyce 371X Book Review: “Keepers of the Gate” - reviewed by MAJ Bob Harvey-Hall 38 1X Vale - Commander Malcolm Hedges 391X Vale - Brigadier William (Bill) Hocking 40
The views and opinions expressed in the articles are those of the authors and do not necessarily represent those of the DRA or the Department of Defence. Contributions and comments or queries regarding the content of the DRA Journal should be directed to the Editor at email: [email protected] or [email protected] or post to PO Box 88, Briar Hill, Victoria 3088. The Journal is published by arrangement with Ontime Publications. Enquiries regarding advertising should be directed to Steve Moxey Mob. 0400473200 or Ph. 02 9643 8314 or via email: [email protected]
1 THE AUSTRALIAN RESERVIST DEENCE RESERVES ASSOCIATION raorau NATIONAL EXECUTIVE National President: MAJGEN Paul Irving AM PSM RFD Immediate Past President: MAJGEN Jim Barry AM MBE RFD ED Deputy-President: MAJGEN Ian Flawith AO CSC Vice President Navy: CAPT Joseph Lukaitis RFD RANR Vice President Army: MAJGEN Neil Wilson AM RFD Vice President Air Force: AIRCDRE Kathryn Dunne Vice Pres. Def Health: MAJGEN Jeffrey Rosenfeld AM OBE CStJ National Treasurer: WO2 Catalina Sankey National Secretary: MAJ Elizabeth Bedggood email: [email protected] Eitorial Coittee CMDR Peter Hicks RFD RANR LTCOL Ian George OAM RFD ED LTCOL John Morkham RFD LTCOL Neville Taylor RFD LTCOL Stefan Landherr RFD MAJ Elizabeth Bedggood SNLDR Mike Dance PO Box 88, Briar Hill VIC 3088 email: [email protected] STATE EXECUTIVES NE SOUTH ALES President: COL Graham Fleeton RFD Treas: LTCOL Catherine Lewis psc RFD Sec: WO1 Warren Barnes OAM PO BOX 1065, Singleton NSW 2330 VICTORIA President: BRIG Peter Alkemade RFD Treas: LTCOL Bruce McClure RFD Sec: WO2 David Hardacre PO Box 88, Briar Hill VIC 3088 SOUTH AUSTRALIA President: MAJGEN Neil Wilson AM RFD SecTreas: LTCOL Stefan Landherr RFD 20 Grevillea Drive, Banksia Park SA 5091 ESTERN AUSTRALIA President: LTCOL Dick Cook AM RFD Treas: BRIG Duncan Warren AM RFD Sec: CPL David Cooper 21 Wattle Street, South Perth WA 6151 TASANIA President: COL Stephen Carey RFD Treas: MAJ Richard James Sec: MAJ Malcolm McWilliams GPO Box 729, Hobart TAS 7001 UEENSLAND President: COL Chris Cunneen MSt.J Treas: MAJ Peter Jenkins Sec: MAJ Trevor Herrod C- 9 Lapworth Place, MANL WEST 4179 LD NORTHERN TERRITOR President: COL Jeff Dunn CSM RFD Sec Treas: MAJ Jim Wright PO Box 1091, Darwin NT 0801 2 PERSONALTHE AUSTRALIAN RESERVIST INSURANCE FOR VETERANS AND ADF MEMBERS
COVER • Home PLUS • Contents THE • Landlords Liability • Car CARE • Caravans WWW.DSH.GOV. AU • Trailers TO COMPARE THE FEATURES CALL • Private pleasure craft 1300 552 662 • Motorcycles • Travel (The Defence Service Homes Insurance Scheme underwrites the DSHI Home Building policy. All Pay your premiums by other policies are underwritten by QBE Insurance (Australia) Limited ABN 78 003 191 035. AFS Licence direct debit at no extra cost 239 545). Please consider the Product Disclosure Statement of the particular product before making (not applicable to travel and CTP) any decisions about the product.
3 THE AUSTRALIAN RESERVIST
RO THE RESIDENT
In December 2016, the Defence Reserves Association (DRA) received a request from the Joint Standing Committee on Foreign Affairs, Defence and Trade (JSCFADT) inviting the DRA to make a submission to the JSCFADT’s inquiry into matters raised in the 2015-16 Defence Annual Report. In particular, the inquiry was to focus on personnel matters, including Proect Suakin and flexible workplace practices. The DRA had been closely involved in consultations on Plan Suakin, before it transformed into Proect Suakin and then into the ADF Total Workforce Model. DRA members have been briefed at the DRA National Conferences and through articles in The Australian Reservist on this important subect. In a detailed submission to the JSCFADT, the DRA pointed out that extensive research undertaken in 2011 by Ernst & oung under Plan Suakin revealed that Reserve personnel capability would be greatly enhanced through better support for the employment of Reservists and enhanced remuneration by way of Reserve allowances and superannuation. Regrettably, from the DRA perspective, in implementing the Total Workforce Model, the aim of Suakin to develop a Reserve structure, supported by appropriate remuneration’ to provide the ADF with a highly reliable core part-time workforce has not been achieved. In its submission, the DRA articulated that the ADF Reserves are the only part time paid workforce in the Australian community not eligible for any employer-contributed superannuation and there is a moral issue with Indigenous Reservists, who are members of the Regional Force Surveillance Units, not receiving any employer superannuation in their paid part time ADF employment. The DRA also pointed out that there is no legislation, regulation or any policy that supports the premise that employees who receive tax-free salary are not eligible for superannuation. Any move to tax the pay of Reservists based on the current divisor (i.e. dividing the appropriate Regular salary by 365 to arrive at a daily rate of pay for Reservists) raises significant equity issues. Most organisations use a divisor in the range 220 to 250. Taxation of Reserve pay would require the introduction of a new and more equitable divisor for calculating the daily rate of pay for Reservists. The DRA submission concluded that whilst implementation of the Total Workforce Model has raised awareness of the Reserve capability, there is a significant risk that there will be little difference in the structure and utilisation of Reservists before and post -implementation of the Model. Further, the ADF has not grasped the opportunity presented by Suakin to optimise the use of its Reserves. Finally, the DRA will closely monitor the implementation of the Total Workforce Model and the proposed Defence People Group review of ADF conditions of service, in consultation with the Reserve and outh Division and the ADF Services. At the DRA 2016 National Conference, Chief of Army spoke about the aging Army Reserve workforce and that the Army Reserve recruitment process is broken. This was followed by a presentation by BRIG Arnold from H 2 Div on initiatives being implemented to improve recruiting and retention of Army Reservists. Recently, COMD 2 Div, MAJGEN Porter briefed senior retired Reserve officers on the Army Reserve Transformation Plan’ that aims to stabilise the Army Reserve workforce into a single plan focusing on opening recruiting pathways, aligning depots and demography, and making structural arrangements to better support training of Reservists. For more information, briefings on this matter can be viewed on the DRA website. “Reserve Forces at the Crossroads” is the theme of the 2017 DRA National Conference that will be held on Saturday 19 August 2017 in the Comfort Inn Airport International at ueanbeyan. Planning for the 2017 DRA National Conference is well under way, so please put this date in your diary now. For some years, DRA has been seeking representation on the Ex Service Organisations Round Table (ESORT), which is the main forum of advice to the Minister of Veterans’ Affairs. In response to a review then being undertaken by DVA into the National Consultative Framework, the DRA made a detailed submission in support of its position that the DRA should be represented on ESORT. As a result of the DRA submission, DVA sought further information on the reach’ of the DRA within the Reserve community. In addition, in February 2017, Immediate Past President, Jim Barry met with the Minister for Veterans’ Affairs, Dan Tehan, to emphasise the importance of DRA being represented on the ESORT. We are hopeful of a successful outcome to these representations. DRA was requested at short notice to nominate a female Reserve veteran and a female spouse of a Reserve veteran to the DVA Female Veterans and Families Forum that was held in Canberra on 56 December 2016 to explore issues of concern to female veterans, their families, partners and widows of veterans. SGT Rebecca Baker (a veteran) and Debbie Weir (spouse of a veteran) represented the DRA at the forum that explored issues aimed at improving the support provided by DVA to female veterans and their families. We await the report from DVA on the outcomes of this forum. I am pleased to advise that the proposed amendments to the Defence Reserves Service (Protection) Act 2001 are finally moving through the system’ and should be considered by Parliament in the spring’ session of Parliament, only 10 years after Greg Garde completed his review into the Protection Act. I expect that the amendments when considered by Parliament will receive bi- partisan support. The DRA welcomed the release of the report of the Review of the Royal Australian Naval Reserve at the end of 2016. The report contains 45 recommendations which are also published in full in this edition of “The Australian Reservist”. The outcomes of the review will impact on individual Navy Reservists. Importantly and positively it will provide a base for further development and analysis of the Naval Reserve and its critical role in the maritime defence of Australia. Congratulations to CDRE Mark Hall on his promotion and appointment as Director-General Australian Navy Cadets and Reserves. Finally, on behalf of the DRA, I would like to congratulate our unassuming but brilliant Vice President Defence Health, Jeffrey Rosenfeld, who was awarded an Officer of the Order of the British Empire (OBE) by the British Government in recognition of his ongoing contributions to the health of remote villagers in Papua New Guinea. Congratulations also to COL Chris Cunneen on being appointed President of the LD DRA Branch and to WO2 Catalina Sankey on being appointed as National Treasurer of the DRA. With my best wishes Paul Irving (National President)
4 THE AUSTRALIAN RESERVIST NAB DEFENCE You’ve made your commitment. FORCE We’ve made ours. For over 25 years, NAB has helped countless members of the Australian Defence Force with home loan expertise and discounted rates. We’re committed to serving those who serve.
HOME Talk to a NAB Defence Force Home Loan Expert today.
Chris Di Giacomo Mobile Banker Townsville LOANS [email protected]
Benefits and discounts only apply to NAB Defence Force Home Loans. Annual package fee may apply. Only available to eligible Defen ce Force Members. Correct as at 1 July 2016 . Terms, conditions, fees, charges and lending criteria apply. © 2017 National Australia Bank Limited ABN 12 004 044 937 AFSL and Australian Credit Licence 230686 . 1340200217 Inkjet ality Laser & Qu tridges Printer Car FREE up to delivery Australia 75% wide LESS sive than expen ds name bran go to: www.sweetnosin.com MV00334AA
5 THE AUSTRALIAN RESERVIST
THE ORCHARD I S ULISHIN OO RIES OR EST ARTICLES
The Orchar rie : I n order to encourage the submission of high quality and interesting articles, Captain Malcolm Orchard RFD ED (DRA SA Branch) initiated the Orchard Prize for the best published articles. There are potentially two prizes each edition: one for the best article by an Officer and a further prize for the best article by a Non- commissioned Officer or Other Rank. Also the editor-in chief may award a prize for thought provoking articles. The i S ulishin oo rie Big Sky Publishing (www.bigskypublishing.com.au) generously offer a book prize for historically themed articles. The prize winners are chosen by the Editorial committee taking into account the relevance of the topic in promoting Reserves, the overall quality of the article, the issues raised, the topicality and the perceived interest level. The Editorial Committee had a number of very high quality articles that were all worthy of a prize. The prize winners for this edition are: liht Lieutenant aul Dare receives Chaplain ar Dunn receives: Cns ANZAC Sons by Allison Marlow Paterson o So A so o Asn (Big Sky Publishing) for his thought A Cns by Dr Michael Gladwin provoking articles on the challenges faced (Big Sky Publishing) for his article on his by partners of deployed persons. deployment on OP Anode.
CALL OR CONTRIUTIONS The Journal is published twice yearly, in April and October. Our aim is to have a quality publication that promotes the interests of Reservists and the Australian Defence Force. Articles of interest include but are not restricted to: reports from Reservists on operations, issues for debate, Reserve Policy, structural reforms, awards, current events, Reservists in the news, historic articles with links to the Reserve, letters to the editor, relevant book reviews, etc. Articles (preferably in electronic format - Word Format) should be sent to the editor c- PO Box 88, Briar Hill VIC 3088 or if submitting by email send to [email protected] or [email protected] . Pictures should be submitted as separate high-resolution JPEG format files or print quality originals. Articles for the October 2016 edition should be submitted by 5th September. Early submission is greatly appreciated. EERSHI ENUIRIES The Defence Reserves Association is a tri-service organisation with the aim of supporting the Australian Defence Force and, in particular, promoting the interests and safeguarding the concerns of the Defence Reserve component of the ADF. Further information can be found on the DRA website www.dra.org.au Membership is open to all individuals and organisations with an interest in defence. Reservists, both retired and currently serving members, are welcome to oin the DRA regardless of their membership of other associations. Application for Membership should be made through the Secretary or Membership Officer of the appropriate State Branch. NSW: PO BOX 1065, SINGLETON NSW 2330 [email protected] NT: PO BOX 1091, DARWIN NT 0801 [email protected] LD: CAG-NR Victoria Barracks, Petrie Terrace, Brisbane LD 4000 [email protected] SA: 20 Grevillea Drive, BANKSIA PARK SA 5091 [email protected] TAS: GPO Box 729, HOBART TAS 7001 [email protected] VIC: PO Box 88, BRIAR HILL VIC 3088 [email protected] WA: 21 Wattle Street, SOUTH PERTH WA 6151 [email protected]
6 THE AUSTRALIAN RESERVIST OUR ONLY MISSION IS TO LOOK AFTER YOU.
When you join Defence Health, it’s our job to take care of you like part of the family. And we love our job. We understand the lifestyle of serving members, which is why we offer tailored health cover with higher benefits exclusively for ADF and Reservist families. Our ADF Total Package includes higher benefits on dental, speech therapy, physiotherapy, psychology, antenatal and postnatal services and more. Join the family. Call 1800 335 425 or visit defencehealth.com.au 7 THE AUSTRALIAN RESERVIST
A RELECTION ON DELOENT AS CHALAIN TO O ANODE ROTATION 30 are ar Dunn Co-orinatin Chaplain 4 riae Heauarters
Introuction The purpose of this article is to share my experiences over the four months I was deployed as the Chaplain on Combined Task Force 635 OP ANODE Rotation 30 (April-July 2013) with the Australian Army, supported by soldiers from our regional partners Tonga, New ealand and Papua New Guinea. In some ways the deployment was very much about being the “Good Samaritan”. Firstly, I want say that it was a great honour and a privilege to serve our Nation and our soldiers - about 160 members in all. We were the 30th Rotation or Group of Soldiers over 10 years (each for 4 months) to deploy as part of RAMSI (Regional Assistance Mission to Solomon Islands). On this Rotation, most personnel were Army Reservists from Victoria since it was 4 Brigade’s turn to provide the staffing. The personal advantage to me was that I already knew about 50 of the members drawn from my chaplaincy postings to 419PWLH and 56RVR. I felt I was continuing in the rich tradition of past Defence padres who have built up a great reputation and are widely accepted and well regarded by everyone even those who are not remotely religious, and all this was in the Centenary ear of RAAChD. My workbattle rhythm was pretty much how I’d imagined it: pastoral care and counselling, dealing with welfare matters and Spiritual Ministry as members sought me out for prayer and counsel. Chapel Life Recalling more of my chaplaincy experiences on deployment, I’m forever grateful for a vibrant chapel life. With passionate Christian Tongan soldiers making up 3 Platoon, I was assured of a choir each week. Our 09:00 Sunday worship service was ecumenical in nature while my weekly celebration of Holy Communion was according to my Uniting Church denominational tradition. We were blessed with an average attendance of 50, singing to music from an iPod and speakers provided as part of my kit as well as guitarists offering their gift of live music at times.
The Chapel fille to overfloin
Just like most congregations do, different members took turns to read the Bible, lead the prayers, distribute communion or sing. We even wrote some original music for our context including a hymn to mark the end of ten years of the OP ANODE mission. As part of my brief, I sought to provide frank and fearless advice to Commanding Officer LTCOL Brenton Gasteen who had been CO since 2012. Importantly, we developed a very good working relationship as I did with the RSM WO Tas’
8 THE AUSTRALIAN RESERVIST
McGinley. That was especially important when we planned and conducted the Memorial Service for CPL Cameron Baird VC who was tragically killed on operations in Afghanistan 22 June 2013. Whenever we lose an ADF member on operations anywhere in the world, every other deployed group, wherever it is, stops to conduct a memorial service, a poignant expression of solidarity across the Defence Family. On that occasion every member of our Rotation swelled the chapel to overflowing in a powerful tribute to a fine soldier and the RSM, who had served with Bairdy’ on a previous tour of Afghanistan, read the lesson from John 14 with tears in his eyes. One of the unexpected highlights for me was that a young woman, CPL Jane Doe (we will call her) requested baptism, so I gathered a small group of three other Christian friends she chose, we ran some preparation sessions and I baptised Jane a couple of weeks before we came home. She gave a powerful testimony that day which showed the redemptive nature of God at work in her life - and left many of us deeply moved. The baptismal bowl I used, carved by one of the many talented local craftsmen, was generously gifted for the occasion by a senior officer working with us. It is now on display in the Australian Defence Force Chaplaincy Museum at Bandiana Victoria. Not too many chaplains get to conduct a baptism on deployment, so I consider myself very fortunate. Her story brings us back to where we contemplate how God can use us to be that Good Samaritan for someone in need. RS O1 Tas cinle reas the lesson in the Chapel for our eorial Service for CL Caeron air
roviin support to all faiths Part of my chaplaincy was to provide support for those of other faiths and we had one Jewish and one Muslim member who ended up rooming together and became good friends. Both wanted to observe something from their religious tradition and I was glad to facilitate this by providing wine, candles and prayers (with the help of my Rabbi Chaplain colleague back in Melbourne, CHAP Gutnick). One commemorated a Friday night Shabbat while the other wished to observe a holy Ramadan with daylight fasting (food and fluids) and a shaving exemption. This was carefully negotiated with an eye on our duty of care to the member in a tropical environment, so light duties in the store became part of the solution. Around the time of Anzac Day commemorations we had an Australian visitor, Mrs Avril Clark, who arrived with a mountain of humanitarian aid for the children of the village she holds dear. Avril is the mother of PTE Jamie Clark, the only soldier we lost on OP ANODE. PTE Clark was sadly killed in a tragic accident on 10 March 2005, after falling into a sinkhole while on patrol at Mount Austen, east of Honiara. He was 21 years old. What is remarkable is the way that Avril has used the pain and sadness of loss to achieve so much. A true Good Samaritan, she maintains a close relationship with the community and raised enough money to establish a kindergarten for the children in the village near where Jamie died. Her annual visits to bring welcome humanitarian supplies led to the building and opening of the Private Jamie Clark Memorial Kindergarten. In many ways Jamie is considered a local son’ in fact in my mind a fallen hero Our soldiers were delighted to give up a Saturday to source materials and build a sandpit in the playground and to cook up a huge BB for the locals while we handed over donated sporting equipment and enoyed the dance concert they put on for us. CIMIC work at its best ona to ria routine My Monday to Friday routine commenced with 08:00 COMD Brief admin from that meeting visit the hospital on the Base then time visiting the soldiers in their various work-places, where I often distributed some of the sweets and treats people sent me. Most weeks I received goodies’ from my civilian parish or sporting equipment from RSL Clubs all of which was distributed and gratefully received by our soldiers and local village head men or schools where we engaged through the CIMIC team. After lunch, I’d typically spend time in my office for worship and sermon preparation and attend to any counselling appointments, with my day normally ending after dinner with the sharing of prayers with the Tongan Platoon 35 young men who were passionate and fired up about their Christian faith. They simply took it in turns, irrespective of rank, to lead a 20 minute prayer service by selecting a Bible passage and reflecting on it, accompanied by some
9 THE AUSTRALIAN RESERVIST energetic hymn singing which was often so beautifully attractive that other non-Tongan members gathered around the edges to drink’ from the sacred space generously offered. Even though I was the oldest member of Rotation 30, I gladly embraced the physical training regime of one hour from 06:00 Monday, Wednesday and Friday plus voluntary PT on Tuesday, Thursday and Saturday by doing laps around the Hamster Track’ (the perimeter of the base is a 1.4 km circuit) or visiting the gym all of which along with the heat, humidity and a careful diet helped me lose about 10 kg across the four months. Joining in with PT was a great way for the Padre to be one of the team and my wardrobe thanked me when I got home I conducted the six week Faith Under Fire’ defence approved Introduction to Christianity’ DVD course for 20 members on Sunday afternoons participated in CIMIC run community engagement with village leaders (head men) and Pastors I facilitated a Sunday bus trip for our members, some of whom contributed as a visiting choir and I preached at the Wesley United Church, Honiara to their 1,000 strong congregation where we were treated to a banquet lunch of amazing abundance. Collaboration with the largest NGO present - World Vision, was an added bonus for me as their in-country Director Dr Andrew Catford had grown up as a son of the St John’s Essendon manse, his father Rev Rob Catford being one of my predecessors. Conclusion In concluding, I’d like to extend my sincere thanks to all tax-paying Australians. Through me and the hundreds of other soldiers across the ten Distriution of RSL Sports euipent to a Villae Hea an years of the RAMSI Mission, you (and your taxes at work) have enabled the people of the Solomon Islands to experience new hope and new life in desperate situations. God inspires within us a vision for a world of ustice, equality and participation for all people - and I can assure you, we’ve been part of living out that vision over there. Who is our neighbour Remember the answer The one who showed mercy. And Jesus’ instruction “Go and do likewise.” So, live out your faith confidently and with compassion put into action. I’m convinced our multi-nation peace-keeping effort has been a very significant attempt at being a Good Neighbour to a nation which fell among thieves and copped a bruising during the civil strife which began in April 2003. My view is that we have facilitated good healing through the peace and reconciliation process, we’ve intervened with metaphorical and actual bandages’ and now this beautiful country is well on the road to recovery - albeit they have to live with the challenges of some turbulent and pretty extreme weather at times. Thankfully, the Solomon Islands no longer needs our military presence to maintain peace and stability, so while the ten years of ADF participation in RAMSI ended in 2013, Australia’s support continues through our 80-strong Australian Federal Police presence which is committed for a few years yet, providing mentoring and training to the Royal Solomon Islands Police Force. Jesus calls us to live out our faith confidently, putting compassion in action. Make this a hallmark of your life and you will always be a blessing to others wherever you go - whatever you do with your life - in uniform or not.
Aout the Author Mark Dunn was born and raised in ueensland. On leaving school he initially worked as a Lloyds Marine Insurance Broker. He subsequently studied at the Churches of Christ Ministry College and was ordained in November 1979. He undertook a five year term as an Industrial Chaplain with client organisations AMP, SEC and Australia Post whilst completing further study. He spent a number of years in the UK ministering while completing a Master of Ministry and Theology at The University of Sheffield. Mark oined St John’s Uniting Church in 2008. He has been an Army Reserve Chaplain since 2009 and was grateful to be released by St John’s for his four months Deployment to the Solomon Islands in 2013 for Operation ANODE. He is currently the Co- ordinating Chaplain of the 4th Brigade
10 THE AUSTRALIAN RESERVIST NAB DEFENCE FORCE HOME LOANS You’ve made your commitment. We’ve made ours.
For over 25 years, NAB has helped countless members of the Australian Defence Force with home loan expertise and discounted rates. We’re committed to serving those who serve.
Talk to a NAB Defence Force Home Loan Expert today.
Chris Di Giacomo Mobile Banker Townsville [email protected]
Benefits and discounts only apply to NAB Defence Force Home Loans. Annual package fee may apply. Only available to eligible Defen ce Force Members. Correct as at 1 July 2016 . Terms, conditions, fees, charges and lending criteria apply. © 2017 National Australia Bank Limited ABN 12 004 044 937 AFSL and Australian Credit Licence 230686 . 134 02011 0217 THE AUSTRALIAN RESERVIST the person deployed, requires planning and training. Problem is, they’re trained for this, and we’re not. On the bright side though, I’m not facing loaded weapons every day. I’m not living in a shipping container, and I’m not required to wear body armour. Conclusion So I’m not going to complain. I am immeasurably proud of my wife, and all the other Australians who have volunteered to not only serve their country, but to also help complete strangers rebuild their own country. So no, I’m not going to complain, but I’m also not going to pretend. Being the one left behind is not easy, and that’s OK. Aout ife Captain Sharon Mascall-Dare is the Public Affairs Officer for H 9BDE. She is currently on deployment in Iraq with Task Group Tai 4. Sharon trained as a ournalist and broadcaster with the BBC in London for seven years before becoming a freelancer on her arrival in Australia. Sharon has a PhD from the University of South Australia on the history of the Anzac story, and has co-authored a book about female doctors in the Australian Army. Sharon decided to oin the Army as a Reservist after meeting many inspirational Army officers during the course of her PhD research. In her civilian life, she is also a member of the South Australian Government Veterans’ Advisory Council and co- presents the weekly radio programme Service Voices’ on Radio Adelaide.
Captain Sharon Mascall-Dare interviein arrant Officer Class To Aa ronol for a raio pocast fro Tas roup Tai
Aout the Author Originally from the UK, Paul Dare arrived in Australia in 1999 on a two year work visa, but never returned to the old country. Having held various academic positions in Australian universities, Paul established the company Spatial Scientific (based in Adelaide) in 2005. The company is a developer of innovative flight manage- ment systems: the software and hardware tools that enable aerial photographers to capture amazing pictures of the ground from manned (and soon unmanned) aircraft. The company also researches and develops new aircraft-based imaging technologies to support environmental mapping and management across a range of industry sectors. Paul is a photographer, programmer, and commercial pilot. But most importantly Paul is passionate about aerial imaging. He is also a member of the Defence Reserves Support Council in South Australia, and having been inspired by his wife, he was recently commissioned into the RAAF Specialist Reserve.
13 THE AUSTRALIAN RESERVIST
EIN LET EHIND A ERSONAL RELECTION ON SOE O THE CHALLENES ACED ARTNERS O DELOED SERVICE ERSONNEL liht Lieutenant aul Dare Roal Australian Air orce Specialist Reserve Introuction A couple of days ago was my 47th birthday. Like other recent events (Australia Day, New ear’s Day, Christmas Day) my birthday was spent without my partner. Instead my daughter and my mother-in-law provided presents, cards, a hastily iced cake, and a trip to the pub. In the coming weeks and months there are further iconic Australian rituals (St. Valentine’s Day, Anzac Day, May Day) which I will be party to, but for which half of my life will be absent. Holia feelins Christmas was probably the hardest day to cope with, partly because it was the first occasion that had to be faced with our key goal scorer missing, but also because of the importance that children attach to the yuletide celebrations. My focus was obviously on the children. (I say children, but they are in fact aged 15 and 18 however I notice that at Christmas my children, irrespective of their age, tend to revert to their pre-teen excitement.) Anyway, my mission for the day was to ensure the children had “a good Christmas”, whatever that means. And I think the mission was mostly successful, with the help of some dear family friends. As for me, my feelings were pretty much ignored. New ear was much better: both kids had separate parties to attend, and with associated sleep-overs, no taxi driving was required on my part. This meant that New ear’s Eve was spent at home on my own. I had the freedom to watch whatever I wanted on the television, and go to bed whenever suited me. An occurrence that had to be savoured and used wisely. The result: 1980’s sci-fi and in bed before 11 pm. A rare treat. Australia Day completely passed me by. The nature of my work meant that the day was spent partly in the office and mostly on my laptop. With kids occupied by respective boyfriends and girlfriends, catching up on paperwork was beneficial. Enoyable No. Useful es. Well that’s what I tell myself, because being positive is what will get me through the next four lonely months. The fail unit I’m blessed to have two wonderful children (one of whom has now left us to attend his new entry officer’s course at HMAS Creswell), and a mother-in-law who is more than happy to help us, even when help is not always wanted. So I feel a degree of guilt when I say that I’m lonely. But the fact is, I am. All those years ago I married for a reason: I wanted, and still want, to share my life with my best friend. A six month deployment to the Middle East makes that difficult. Learnin to cope I’ve learnt, in a surprisingly small number of weeks, how to overcome that difficulty. Focusing on the positives helps, as does ignoring the negatives. When the dark thoughts start to rise in my mind, I know it’s time to switch my attention to something that will consume me fully. Celebrating wins, however small, is important. The phone call from Iraq on my Captain Sharon ascall-Dare ith husan birthday was the best present I had for years. liht Lieutenant aul Dare Why Because it was the one thing that I actually wanted and also really needed. At my age it’s unusual to get a birthday present that makes you tearful. Socks and a new iPhone cable don’t have that effect. Dropping balls is perhaps the most important lesson that I’ve learnt. I started out thinking that I had to do everything in the home, and at work, to the same standard as before, even though we were a person down. I’ve now happily accepted that I can’t uggle all those balls, and better still, I’m not expected to. There will be stuff that won’t get done now until later in the year (clean out the tool-shed, paint the kitchen), but it doesn’t matter. The world will keep turning, even though most of the house desperately needs a lick of paint. All of this requires a change of attitude of my part, and that took me by surprise. I honestly thought that this would be easy, even fun. The house to myself for six months Fantastic. But actually being the one left at home, ust like 12 THE AUSTRALIAN RESERVIST
TRAININ OR SUCCESS Captain Luc Saaroni ulic Affairs Officer 4 riae Heauaters
Introuction One infantry unit in Victoria has refined a simple pre-recruit conditioning regime into a winning formula. Each year, almost 100 of the soldiers posted to the 5th6th Battalion RVR successfully complete the Kapooka recruit training course the unit celebrates what is possibly the highest recruit course pass rate of any Unit in the Australian Army. However this is no accident. The Battalion Training Team at 56RVR setup their soldiers for success at Kapooka and beyond, by focusing on three fundamentals: fitness, teamwork and clear expectations. Delivering infantry and artillery capability in the Australian Army has historically rested on the shoulders of men. But as women are now entering the infantry in increasing numbers, the infantry units are starting to see how closely their capability rests on meeting key enablers around social culture and values. When our individual soldiers strength improves, so too does our collective capability and capacity. 56 RVR are exploiting this correlation to the nation’s advantage by ensuring they create a military workplace that is supportive and safe for women. The re-course Trainin Reie Incoming CO of 56RVR, LTCOL Joshua Jardine, explained that the training regime has been developed over time to maximise success and minimise loss for both the unit and its future soldiers. “We invest time and effort into our pre- recruits, so that there are no surprises for them or for the Army when they leave civilian life to enter into military training at Kapooka.” Physical training, teamwork-building activities and uestion & Answer sessions about life at Kapooka’ are designed for 56RVR’s infantry hopefuls, who turn up each week before they are ready for their recruit course. The Battalion ensures their pre-recruits target 8.5 on their beep test to give them a good margin of confidence. “We like them to hurdle the PFA with a good, solid safety margin,” explains SGT Andrew “Rusty” Loughnan, who leads the Battalion Training Team at 56RVR. “This way, they have the confidence and capability to perform physically, even if they haven’t had a full nights’ sleep, or if they’re feeling a little stressed by the new environment at recruit course.”
56 RVR pre-recruits et a taste for apooa urin conitionin trainin
ein a tea plaer However the Battalion’s physical training sessions go beyond the PFA and BFA in order to prepare the infantry hopefuls for the physical demands that will be made on them during their Initial Employment Training (IET). “Fitness is ust 14 THE AUSTRALIAN RESERVIST the first of three key elements in the unit’s conditioning training,” says SGT Loughnan. “Being a team player is critical. During our training regime, they learn that success as an individual doesn’t occur without success as a team and vice-versa. The group wins only when every single person in that group makes it through.” As the pre-recruits leopard-crawl through the mud on one particular evening, SGT Loughnan’s words ring true. A soldier at the front of the pack doubles back to go through the mud again with another who is struggling and trailing behind. Epectation anaeent But it is arguably the final element of conditioning training expectation management about life at Kapooka that has played the largest role in the Battalion’s successful recruit course pass rate. “New recruits often come into the Army with a combination of hearsay and gossip about Kapooka that they’ve garnered online or from ex-serving personnel who did recruit course decades ago,” the CO says. To demystify the Kapooka experience, the Battalion invites recent recruits who have graduated from Kapooka in the last few months, to speak with the pre-recruits in detail about the training and in particular the experiences of the first few days. “The &A sessions help clarify expectations that our recruits have going into Kapooka. This equips them to manage the cultural shock that can occur when a civilian steps into Army life,” LTCOL Jardine said. The current batch of pre-recruits are at the tail-end of their conditioning training at 56RVR. Some have been going to the weekly prep sessions for nearly two months now. “I feel very fortunate to have been posted to 56RVR,” says one pre-recruit. “The systems the Battalion has in place have helped me build my confidence as well as my physical strength, to the levels they need to be for an infantry soldier.” The eale oru For nearly two years, 56RVR has been actively pioneering practices to create a military workplace that is supportive and safe for women. In particular one initiative within 56 RVR has been the creation of a dedicated female forum that is informal and allows women in the unit and the Brigade to connect. Behind closed doors, female soldiers can ask questions and share their experiences with other female soldiers and officers of all ranks. The forum has grown to include guest female speakers from other units of the 4th Brigade.
eeac For Rifleman Chrysanthi Langdon, initiatives like the female forums organised by the Battalion, have helped her reach higher levels of individual capability. “56RVR has taught me that I had no idea what I am really capable of. I have found that I can go beyond my own expectations every time I get out there and try something new. I’m learning there are no boundaries to my potential.” For uartermaster Maggie Bromley, attending the forum has increased her level of confidence in the leadership of the unit. “It is appealing to know that our Chain of Command is genuinely seeking our input on what we think of the Unit’s culture and practices,” she says. With a number of underage female recruits, the CO has also extended invitations to mothers of recruits to attend the forums too. This provides mothers with a level of reassurance that their daughters are being well supported in the Unit and that they will be supported at Kapooka. “The feedback we have received from parents and new recruits has been very positive,” the CO says. “When we get our culture right, our combat effectiveness follows suit,” he says.
15 THE AUSTRALIAN RESERVIST
SHARPENING THE SWORD - 11 BDE’S JUNIOR OFFICER DEVELOPMENT PROGRAM: ENGAGING WITH THE PROFESSION OF ARMS (From our 11 Brigade Reporter)
When the battle drum beats, it is too late to sharpen your sword – Personal professional development, unit training and leader development are the most important things we can do when not engaged in operations. There is a cumulative value to investing smal l amounts of time in self-study over a long period of time. Introduction The 11 Brigade Junior Officer Development Program (JODP) was established in 2013 and comprises a series of professional seminars, TEWTs and regular on-line blog discussions. The program has proven to be highly successful and has been running continuously for over three and a half years with over 158 members from across the 2nd Division with both Army Reserve and Regular Army members participating in the program. The JODP is completely voluntary, with all members, mentors and moderators investing their personal time to contribute to a culture of continuous, shared professional military education and development – inculcating ongoing professional military education (PME) through self-study. This approach to professional learning has been enabled largely through two digital platforms – initially the Defence Alumni Network and its successor ForceNet – the Australian Defence Force information portal. The on-line group has connected technology savvy junior officer within the Brigade and across the 2nd Division to contribute ideas regarding the modernisation of the Army Reserve and generate informed discussions and debate grounded in Foundation War Fighting Theory. The program is designed to compliment already existing unit training programs, facilitate appropriate academic preparation for courses and promote relevant and structured development of junior officers. For example, during the previous Ready and Reset cycles, 11 Brigade conducted face-to-face training at Gallipoli Barracks for over forty Lieutenants comprising two Junior Officer Development forums which included four Tactical Tutorials covering ISR planning, CSS planning, Joint Fires planning and PMV/APC employment. The JODP ethos Quote from annual survey Central to the JODP ethos is that of creating an open and peer based learning approach to create a community of practice grounded in the I recommend 11 BDE JODP to my peers and J.F.C Fuller’s philosophy that ‘ we shall teach other; it is only through superiors due to its ability to connect and free criticism of each other’s ideas that truth can be thrashed out… share knowledge with the others. It has a until you learn to teach yourselves, you will never be taught by others’. defined purpose which is relevant and tan- Two themes underpin the JODP itself: 1) learning and adaptation and 2) gible. The 11 BDE JODP has had a tremen- leadership. More specific objectives of the program include: dously positive influence on my career. CAPT – 11 BDE • Engage (in a meaningful manner) with the profession of arms • Develop professional reading and writing skills • Increase capacity for employment in Unit, Brigade and Formation HQ appointments • Increase understanding of Army, Corps and Regimental history • Enhance understanding of and proposing improvements to doctrine, policy and modernisation initiatives • Develop healthy working relationships within the Brigade The ability of JODP members to access the program remotely and on-line has proven to be largely successful; not only in engaging its members but also in enabling a conducive learning environment which is familiar to the tech savvy modern leaner. Whilst the JODP preceded Army’s Ryan Review (2016) it similarly recognised the need identified in Recommendation 16 of that report that ‘Army should build an on-line resource for self-study and the conduct of ongoing unit professional military education’. Membership of the Program Initially, the program was limited to Lieutenants and Captains within 11 Brigade, however membership has now expanded outside 11 Brigade. In addition, senior Officer Cadets who are in their final components of officer training and several Majors (who entered the program as Captains) actively participate. Every junior officer is encouraged to apply and contribute to the debate. The program having expanded its membership across all Brigades also includes a number of members from Combat Brigades. Finally, the program also includes a number of moderator/mentors who run the program with Commanding Officers and the Brigade RSM assisting in guiding discussions and on-line dialogue.
16 THE AUSTRALIAN RESERVIST
Ho does it or JODP - QUIC FACTS Typically the program will have two to three professional articles posted each week for evaluation and critiuing by participants. • 158 members These articles are drawn from a variety of sources such as the • No cost – all participants volunteer Small Wars Journal, Australian Strategic Policy Institute Blog, • 3 posts/week Lowy, and blogs such as Doctrine Man, Grounded Curiosity, • Average 5.3 visits per day - (highest Task and Purpose, and many others. These articles often focus was 160/day) on command leadership and lessons learnt within operational theatres. • 0 of members logged in within past In addition to the sharing of articles, the JODP added the Read 30 days to Lead program in 2015 which provides e-books and readings to • 15 articles published by JODP mem- participants for study and discussion. Over the course of 2-3 months, bers a specific book is studied (vice read) with 2-3 specific discussion • book discussions and discussion uestions to prompt reflective learning. Read to Lead provides an open discussion space for informed analysis, commentary guides available and general thoughts amongst junior military practitioners. • Over 1000 downloads from resources Thus far, the program has conducted seven book discussions and library the sharing of the reading list that includes: • Assessed self-study time (blog and • On illing by LTCOL David Grossman reading projects) as 00h/year • Blink by Malcolm Gladwell • Average length of session: 6 mins • John Boyd: The Fighter Pilot who changed the Art of War • Leaders Eat Last by Simon Sinek Device Usage • Defeat into Victory by Field Marshall Viscount William Slim • Desktop (ForceNet avg: 56) • On Combat by LTCOL David Grossman • Mobile 3 (ForceNet avg :33) • CO BG Cannan’s reading list – a collection of articles for • Tablet 1 (ForceNet avg : ) reading and discussion • LWD 1 – The Fundamentals of Land Power The books selected for the 201 reading / discussion program include: • Team of Teams : New Rules of Engagement for a Complex World by General Stanley McChrystal (Feb-Apr 1) • Fighting by Minutes: Time and the Art of War by Robert Leonhard (May – Jun 1) • Legacy: What the All Blacks Can Teach Us About the Business of Life by James err (Aug-Sep 1) • The Utility of Force by General Rupert Smith (Oct – Nov 1) At the end of each book discussion, a summary discussion guide with the recommended readings, discussion uestions and (de-identified) responses is distributed to members. Commander 11 Brigade selects the overall best contributor to the discussion and presents that junior officer with a book prie recognising their commitment to PME. Copies of the full discussion guides and participant responses are available for download for members of the JODP through ForceNet. The discussion guides are a useful companion for Unit PME programs and discussions at the Platoon or Company level. Promoting Professional Writing Quote from annual survey Within the JODP, members who post particularly good responses to forum I certainly recommend this forum uestions are strongly encouraged to publish articles in professional journals, (JODP) to my peers. It firstly helps with the other members offering peer review/comment. The JODP moderators remind me and gives me comfort that assist with editorial advice and engage with publishers. there are many other young officers A total of sixteen articles generated by members of the JODP since 201 have learning and achieving great things been published in one of the following: Australian Defence Force Journal, while leading men and women in the Lavarack Papers, Regionalist Journal, RUSI-Qld’s Brisbane Line, Australian Australian Army. The forum is a mag- Civil-Military Centre’s Occasional Papers, the DRA JournalThe Australian nificent motivational and learning Reservist and Small Wars Journals. tool, as well as networking platform. Published articles authored by JODP members include: LT – BDE • ‘Reflections of a platoon commander in the first ARes Reinforcing Battle Group: on the Road to Hamel 1’ by LT Jason Tuffley • ‘Is Leadership gendered Leadership, Leadership or just good leadership’ LT Louise Broadfoot • ‘Army Reserve: Decline or Death Spiral – the argument for a Big Army Reserve’ by LT Adam Atkins • ‘Modernisation and Army Reserve Force Posture in the 21st Century’ by CAPT Mick Trainor 17 THE AUSTRALIAN RESERVIST
• ‘Resurrecting the ‘God of War’: The future of ARES Artillery’ by CAPT Liam Herbert • ‘Jump On board: Sink or Swim’ an article about junior Quote from annual survey leadership on Operation Resolute by LT Sujata Saha I recommend the JODP because it provides a self- • ‘ou can’t push a rope’ an article about junior paced opportunity to explore some relevant train- leadership on Operation Resolute by LT Adam ing and education, outside the scope of traditional Fairhurst junior officer professional development, aimed at performing specific job related tasks. There is no In addition, a number of articles written by JODP mentors obligation or commitment to time, contribute where are also shared on the site, for critical review and feedback you can and you get out of it what you put in. by junior officers thus enhancing the uality of essay writing CAPT - 13 BDE and critical thinking and engaging the JOPD participants in professional debate. These essays include: • ‘Training Battle Group Cannan: Lessons from the Road to Exercise Hamel 1’ • ‘The impact of responsibility to protect doctrine on Australia’s global and regional security obligations’ • ‘Mars and Venus: Analysing the Effectiveness of Australian Civil Military Cooperation (CIMIC) after 15 ears of ‘Small Wars’ • ‘Reserve Signals: Leveraging civilian experience to enhance reserve force integration’ • ‘Focusing the Army Reserve: force structuring as an operational rather than strategic reserve’ • ‘No better friend, no worse enemy: How different organisational cultures impede and enhance Australia’s whole-of-government approach’ • ‘The Dead Prussian: Is Clausewit Relevant to Conflict in the 21st Century’ • ‘Navigating Uncertain Waters: The three most significant geo-strategic issues confronting Australian within the next decade’ • ‘Shock and Awe A critical examination of the emergence of the terrorist group Islamic State’ (accepted for publication - to be published in Apr 1) Want to no more 1. Join ForceNet (www.forcenet.gov.au) 2. Go to My Groups and search for 11 Brigade Junior Officer Development Program 3. Apply to join the group . Participate in a discussion with officers from across the 2nd Division about leadership and the future of land warfare. Conclusion - the vie of one of the JODP participants ( an 11 Bde LT) ‘One of the JODP moderators recently posted about the importance of Reservists viewing themselves as ‘part-time professionals’ and not ‘amateur hobbyists’. This resonated with me, as we had just finished reading Gen James Mattis’s article where he says: ‘ The problem with being too busy to read is that you learn by eperience or by your men’s eperience, i.e. the hard way. y reading, you learn through others’ eperiences, generally a better way to do business, especially in our line of wor where the conseuences of incompetence are so final for young men. Thans to my reading, have never been caught flat-footed by any situation, never at a loss for how any problem has been addressed successfully or unsuccessfully before. t doesn’t give me all the answers, but it lights what is often a dar path ahead. We have been fighting on this planet for years and we should tae advantage of their eperience. Winging it and filling body bags as we sort out what wors reminds us of the moral dictates and the cost of Quote from annual survey incompetence in our profession. s commanders I would recommend the 11 Bde JODP to my peers as it and staff officers, we are coaches and sentries for provides an external source of professional development. I our units how can we coach anything if we don’t have made all other officers in my sub-unit join in order to now a hell of a lot more than ust the tactics, foster their self development. techniues, and procedures’ Those whom weren’t interested uickly became after These arguments convince me that I need to engage listening to us talk about the latest book, uestion and not with the profession of arms and view myself as a part- wanting to seem out of the loop time professional – my self-study program helps me LT - 11 BDE sharpen my sword before the battle-drum beats.’
18 THE AUSTRALIAN RESERVIST
THE DRA SUBMISSION TO THE REVIEW OF THE ROAL AUSTRALIAN NAVAL RESERVE Captain Joseph Luaitis RFD RANR DRA National Vice President (Navy)
Introduction The DRA has been actively concerned with Naval Reserve issues since 2010. This concern arose from the decision by Navy in that year to abolish 312 of the Navy’s 30 Active Reserve positions. At the same time, the staff supporting the DGRES-N organisation was severely cut to a nominal level. These radical cuts to the Naval Reserve affected hundreds of Naval Reservists who were made redundant with little or no warning. These actions also seemed to highlight a disinterest amongst senior Naval leadership in managing Reserve careers or developing the planning of Naval Reserve capability. The DRA executive commissioned a status paper on the Naval Reserve which was presented to the 2011 DRA National Conference in Adelaide. The paper was endorsed by the DRA Executive and was widely circulated within and without Navy in an effort to lobby for change. The paper highlighted significant shortcomings in the management of Reserve personnel and the perceived lack of planning for the use of Naval Reserve capability beyond present needs. The DRA, therefore, welcomed the announcement in September 2015 by the then Deputy Chief of Navy, RADM Mike van Balen, that a comprehensive root and branch review of the Naval Reserve would be conducted by Captain F. resse ADC RANR. The review was to examine the structure, sie, roles and management of the Royal Australian Naval Reserve. The overarching objective of the review was to develop and propose a concept for the optimal future generation, sustainment, employment and management of a Naval Reserve. The full report of 16 pages, (which was finalised and released in late 2016), merits reading and consideration by all Naval personnel; – both Reserve and Permanent Navy (PN) as it appears to have completed the objective of a full root and branch review of the RANR. The Review Report addresses a range of issues affecting the Naval Reserve structure, management, planning and role within the context of various RAN future plans (including Plan PELORUS and Plan ACRU). It also addresses the implementation of the new workforce service categories as developed by Project SUAIN. Many parts of the review address issues that are also considered to be relevant to both the Army Reserve and the Air Force Reserve. The report is available at: h ttp://drnet/navy/ePort/Pages/Home.aspx Importantly the Review Report recognises that the dis-establishment of the Director General Reserves – Navy (DGRESN) role and the support organisation has left a gap in the delivery of the Naval Reserve strategic remit. DGANCR presently has a limited role and resources in respect of Reserves and wears ‘two hats’ Navy Cadets and Navy Reserves. The report of the review proposes that DGANCR formally be appointed as Head of Reserve Community in order to formalie the responsibility for providing strategic leadership for the Naval Reserve community, Australian community engagement at large and to represent the interests of Reserve personnel. The appointment would mean that DGANCR would submit an annual report through the Naval Capability Committee to the Chief of Navy highlighting significant milestones and achievements, reporting on the Reserve workforce and any issues affecting it is as well as making proposals and recommendations for the future use of the Reserves. This is a welcome proposal which reflects the uniue nature of Reserve service without lessening the concept of the TIWF. The report unfortunately did not take the next and obvious step of recommending that cadets be removed from the mix and be setup under a separate leadership given the entirely different nature and role of Naval Cadets and Naval Reserves. Impact of the Revie The outcomes of the review will impact on individual Navy Reservists. Importantly and positively it will provide a base for further development and analysis of the Naval Reserve and its critical role in the maritime defence of Australia. The final report of the review made 5 recommendations based on its findings. The recommendations (as extracted from the report) are detailed in a companion article in this issue of the Journal. DRA’s submission to the Revie The DRA considered the Review to be long overdue and was invited to make a submission to the Review. The DRA’s detailed submission contained five specific recommendations which are summarised below: 1 Naval Reserve Human Resources Management Group (NRHRMG) The establishment of a dedicated Naval Reserve Human Resources Management Group (NRHRMG) within Directorate General Navy People (DGNP) to monitor, engage and manage all Naval Reservists. Concept There should be established, as soon as possible, a dedicated aval eserve uman esources anagement roup within irector eneral avy People P to monitor, engage and manage all eservists in the ctive 19 THE AUSTRALIAN RESERVIST
ist and the tandby ist. t is essential that the management group is staffed in sufficient numbers by appropriate and ualified personnel to deal with the issues involved. t is critical that monitoring, engagement and management of the members of the aval eserve ists be undertaen. ll eservists, whatever list, must be subect to these three processes. The outcome obective will be an increased people capability available to hief of avy for use in accordance with aval Plans. The process will also satisfy ongoing concerns eserves have had with career management. Attached Active Reserve Program (AARP) The introduction of an Attached Active Reserve Program (AARP) that attaches each Active Reservist to the complement of a Ship, Force Group, Naval establishment or other Defence component to which the RAN provides personnel. Concept The present aval eserve unded eserve ommitment and hort Term eserve Position TP roles should continue as part of an epanded structure. new model should include a new aval eserve ttached ctive eserve Program P structure to provide a people capability within the for sustainment and surge. The program will enhance the present personnel maintenance role of the . The essential driver of the proposed ctive ttachment eserve Program P will be a mutual commitment by avy and eservists to a planned service path for eservists. nder the program each ctive eservist supplementary and complementary would be attached to the complement of a hip, orce roup, aval establishment or other efence component to which avy provides personnel. This will embed the eservist within a ivisional system, a training program and a clearly identifiable promotion and career path. t will also mae the eservist easily identifiable for appropriate operational service, including short to medium term deployments. The mechanics and details for a woring model of the proposed P were implemented on a small scale positions in the previously introduced White Paper initiative of the aval eserve apability nhancement Program in . Comprehensive Naval Reserve capability planning Utilisation of the NR people capability to be planned in detail for increased levels of Naval operational tempo including the provision of operational sustainment and operational surge for the RAN Concept There must be specific planning aligned with planning incorporating the use of aval eservists in higher operational states and needs, including sustainment and surge. This planning must go beyond present wor aimed at filling eisting and ongoing P worforce deficiencies. This planning, presently absent in the , is critical to the ’s role in the defence of ustralia and the avy’s particular maritime responsibilities. The establishment of the and introduction of an P will enable and define the capability available to meet planning reuirements and emerging needs. Increased Naval Reserve funding The NR annual budget to be increased to fund the NRHRMG and AARP. NR funding must be hypothecated, kept transparent and not mingled with PN personnel allowances. Concept The observes that the efence budget allocation for the is confused by the application of the budget to the filling of P ongoing worforce deficiencies. dditional funding is reuired to support the and the increased activity of the proposed P. The assesses that an increased allocation will be available in the efence budget to provide further funds for an effective and real capability. Cultural change integration program – hat elephant’ That attention be given to cultural change within the RAN to achieve integrated euality between PN members and NR members in all respects. Concept The Totally ntegrated Worforce TW concept is yet to become a reality for aval eservists. ver its more than one hundred year history the has borne the difficulties of rivalries and cultural differences between full time versus part time members. lthough these cultural challenges will probably persist, they must not hinder efence capabilities. There is a significant responsibility on senior and unior avy leaders to be eserve friendly rather than the opposite. cultural change program, similar to the ew eneration avy program, needs to be introduced to ensure that P members do not, because of preudices against the value and uality of the contribution, continue in some cases to put artificial roadblocs in the way of aval eservists and the development of capability. n other words the Totally ntegrated Worforce concept must be made a reality.
20 THE AUSTRALIAN RESERVIST
RECOMMENDATIONS FROM THE REVIEW OF THE ROAL AUSTRALIAN NAVAL RESERVE Captain Joseph Luaitis RFD RANR DRA National Vice President (Navy)
Introduction The final report of the Review of the Royal Australian Navy Reserve undertaken by Captain Frank resse ADC RAN was released in late August 2016. The Review of the Naval Reserve was initiated by the Deputy Chief of Navy (DCN) with the objective of developing and proposing a concept for the optimal future generation, sustainment, employment and management of a Naval Reserve that would be fully integrated, capable and effective at meeting Navy’s current and forecast capability reuirements to 2018 and beyond, and aligned with the strategic policies. During the course of the Review, a number of recommendations were accepted and implemented these being: a. the compulsory registration on ForceNet of all Active Reservists; b. the promulgation of a Chief of Navy Strategic Intent for the Naval Reserve; and c. the establishment of an Officer Level 6 Funded Reserve Commitment position in Navy People Branch entitled Director Naval Reserve Capability and Workforce Integration. The Revie’s Recommendations The review makes a number of significant recommendations (5 in total) in order to deliver the Reserve workforce reuired to meet Navy’s future capability reuirements as part of the Total Force. The recommendations as listed below are extracted directly from the findings of the Review Report and are published herein in order to; • Ensure they are publicised as widely as possible in the Defence Reserve Community, • Stimulate and continue the ongoing conversation about improving Australia’s Naval Reserve, and • To promote the implementation of the Recommendations of the Review in a timely fashion.
Recommendation 1 - DGNP incorporate into enduring policy strategic guidance and direction on the development, management and employment of the Naval Reserve workforce, including the guiding principles a that underpin the TWM.
Recommendation 2 - The Navy People Branch undertake strategic workforce planning and management of the Reserve to align its roles, functions and structure to meet Navy Strategy 2018.
Recommendation 3 - DCN ensure sufficient resources are allocated to Navy People Branch for effective implementation and sustainment of the TWM.
Recommendation - DGNP review the practicality of utilising the capability of ForceNet to enable ‘call-out’ of Standby Reservists.
Recommendation 5 - Navy People Branch incorporate the use of ForceNet as a workforce management capability enabler and key communications medium between Career Managers, employers of Reservists and Naval Reserve.
Recommendation 6 - HNPTAR consider reconciling and adjusting the balance of roles and functions between Navy’s full-time and part-time elements to ensure the Active Reserve has a sharper focus and purpose as an integrated, capability-based and operationally focused component of Navy’s total workforce.
Recommendation - DGNP actively manage and refine the Standby Reserve to ensure it is capable of contributing to current and future Navy capability reuirements as a strategic reserve in the event of a call-out.
Recommendation 8 - DGANCR and DGNP jointly review the need to retain the FRC O6 position of Director Naval Reserve Capability and Workforce Integration in Navy People Branch once the initial period of implementation of the recommendations emanating from this Review is complete. Recommendation - DGNP raise a proposal for the establishment of an enduring FRC O position in DNWM to enhance the capacity for integrated workforce management. Recommendation 10 - DGNP increase the annual allocation from 100 to 150 Reserve days against Position 58825 (CMDR Workforce Research and Analysis in DNWR) to enhance Navy’s future workforce reuirements planning for the Naval Reserve workforce capability as part of the optimum force mix. Recommendation 11 - DGNP review organisational responsibilities with the aim of redistribution under the new Director to create synergies in management of the Naval Reserve capability.
21 THE AUSTRALIAN RESERVIST
Recommendation 12 - HNPTAR endorse an expanded role for DGANCR as Head of Reserve Community. Recommendation 13 - DGNP incorporate in the re-write of DI(N) PERS 2-2 (or its replacement) the role of DGANCR as Head of Reserve Community. Recommendation 1 - DGNP assess the viability of a HRR concept for Reserve elements that are aligned with SERCAT with differentiated conditions of Service for specific groups and/or individuals reuired to meet preparedness directives. Recommendation 15 - DCN expand Plan Acrux to re-balance the Permanent and Reserve Establishment to deliver an optimum force mix, and validate the existing Reserve establishment to ensure its alignment with future Navy capability reuirements. Recommendation 16 - DGNP actively monitor the capabilities and skills of the Standby Reserve as part of Navy’s workforce management and, as necessary, manage the component to ensure this strategic reserve element remains capable of augmenting, supplementing or complementing Navy capability in the event of a Defence or national mobilisation. Recommendation 1 - DGNP realign the Reserve organisational structure to fully leverage the TWM by making greater use of enduring fixed part-time and non-enduring part-time positions and re-aligning existing STRP positions. Recommendation 18 - DGNP and Commands manage Reserve Service Day allocations to ensure certainty of employment tenure for Reservists against the enduring fixed part-time positions, unless extenuating circumstances exist. Recommendation 1 - Functional Heads of Community take a more active role in providing input to the determination of the Reserve workforce capability reuirement and development the Reserve workforce, including input to management plans to actively manage the Active Reserve capability to ensure its structure meets Navy Strategy 2018. Recommendation 20 - DGNP incorporate into Navy personnel policy a defined workforce strategy and plan for implementing Flexible Careers as a key principle underpinning the management of SERCATs and SERVOPs that will more fully harness the benefits of the TWM. Recommendation 21 - Commodore Warfare, in conjunction with DGNP, review options for further integration of Reserves as part of an integrated deployable capability and where greater use can be made of the Reserve as a complementary capability. Recommendation 22 - Chief of Staff Navy Strategic Command and Chief of Staff Fleet Headuarters review future FRC and STRP employment to evaluate expanding the use of remote working arrangements. Recommendation 23 - HNPTAR approve the instigation of a pilot program in F 2016-1 of centrally funding travel and subsistence associated with the posting of Reserve members reuired to fill key positions. Recommendation 2 - DGNP recognise the uniue circumstances of Reserves and diversity among the Reserve in formulating employment and other policies to more actively harness the flexibility of the workforce. Recommendation 25 - DGNP and DGANCR reinforce, though communication with the Permanent Navy and Reserve community, the importance of fostering a ‘one team’ culture that recognises the contribution that Reserves make to Navy capability in order to inculcate the necessary cultural, behavioural and attitudinal change. Recommendation 26 - DNH, in conjunction with NPCMA, rectify deficiencies existing with NHR career management to increase the availability of the NHR workforce. Recommendation 2 - DNH conduct an in-depth review of the Navy Health workforce structure and capabilities with the objective of ensuring the Navy Health workforce is able to generate the capability reuired to meet Plan Pelorus. Recommendation 28 - Director General Maritime Operations review the command and control, and management arrangements, of the MTO capability to more fully integrate the capability under Navy’s Capability Management Framework. Recommendation 2 - DGNP implement a career management framework structured for Reserve members rendering service in SERCATs 2, 3 and 5, and SERCAT if raised. Recommendation 20 - DGNP apply a more lateral approach to managing career continuums for Reserve members, and modify continuum prereuisites for Reserves to reflect career paths structured for Reserve service and ensure career continuums for the Naval Reserve are flexible and consider alternative pathways to ualifications and experience for those on less than full-time service. Recommendation 31 - DGNP review the application of promotion criteria to ensure Reserves are not excluded from consideration on the basis that they are employed in non-PQ or Category-specific positions. 22 THE AUSTRALIAN RESERVIST
Recommendation 32 - DGNP establish the capability to deliver the enhanced career management framework for the Naval Reserve through Career Managers. As a first step additional resources be allocated to NPCMA Reserves pending determination of the actual reuirement with the Reserve community. Recommendation 33 - DGNP review the current minimum period of observation for submission of PARs to better align with Navy’s implementation of the TWM. Recommendation 3 - DGNP validate Direct Entry Reserve recruiting targets, entry standards and advertising to ensure they remain relevant to Navy’s needs Recommendation 35 - Unit Commanders and managers provide Reservists serving in SERCAT 5 with opportunities to undertake platform-specific and continuation training, including professional development, where a capability benefit exists. These should be incorporated as agreed goals in the member’s Preliminary Review of Performance. Recommendation 36 - Force Commands and Units review their FRC position duty statements and ensure appropriate proficiencies are identified and action initiated to assign PPPs. Recommendation 3 - COMTRAIN develop the means for flexible delivery of training to support the Service Continuum of the TWM. Recommendation 38 - DCN issue a directive enforcing the reuirement for Reservists working 20 or more Reserve days per year to complete MAAT. Recommendation 3 - DCN consider extending mandatory compliance to Reserve members serving less than 20 Reserve days for all MAAT proficiencies at a freuency not exceeding three years. Recommendation 0 - DCN maintain NR MEE commitment across the Forward Estimates based on the original the level of resourcing until Plan Acrux determines Navy’s future workforce reuirements. Recommendation 1 - DGNP develop measures to enable better analysis of the budget and the targeting of initiatives that address under-utilisation of the Reserve, thereby ensuring greater predictability and certainty over expenditure. Recommendation 2 - CFO-N advise on the source of funding to provide Travel and Accommodation as a component of Reserve postings in F 2016-1 and beyond. Recommendation 3 - Head Navy Capability, in conjunction with DGNP, DGANCR and Commands, undertake an assessment of the Naval Reserve workforce reuirements to meet Navy Strategy 2018, including future capabilities reuired of the Reserve. Recommendation - DGNP formally liaise with DG SUAIN to investigate the feasibility of extending SERVOP D to include other Government departments. Recommendation 5 - DGANCR continue to engage CRESD through the Joint Reserve Working Group and Joint Cadets Executive Committee on the use of ADF members as part of the Australian Defence Force Cadets structure, in order to assess the viability of Reservists filling positions within the Australian Navy Cadets structure as a ‘Specialist Reserve’.
ACRONMS Used CFO-N Chief Finance Officer-Navy DGANCR Director General Australian Navy Cadets and Reserve DCN Deputy Chief of Navy DGNP Director General Naval People DNH Director of Navy Health DNPCMA Director Navy People Career Management Agency FRC Funded Reserve Commitment HNPTAR Head Navy People Training and Resources MAAT Manadatory Annual Awareness Training PPP Position Prereuisite STRP Short Term Project Positions TWM Total Workforce Model
23 THE AUSTRALIAN RESERVIST
TASMAN SCHEME EPANDED CALL FOR NOMINATIONS (F 1- 1) Maor Catherine Neuhaus SO Reserve Support Reserve and outh Division Introduction Originally started as an initiative of the Tasmanian Branch of the Defence Reserves Association (DRA), the Tasman Scheme is now a joint initiative of Defence through the Reserve and outh Division (RD) in conjunction with the DRA. The Tasman Scheme is a bilateral personnel activity between the ADF and the New ealand Defence Force (NDF). The scheme seeks to reward selected ADF Reserve Junior Officers and Junior Non-Commissioned Officers (JNCOs), for their overall performance, dedication and commitment to Reserve service and to promote interoperability between the ADF and the NDF. ADF Tasman Scheme recipients will be seconded to a NDF unit as individuals with travel costs between Australia and New ealand and Reserve Service Day (RSD) salaries funded by Defence. As host, the NDF will provide Service accommodation, meals and internal domestic travel during the 1-day secondment. In a similar manner, Junior officers and JNCOs of the NDF Reserves are seconded to an ADF unit. This strengthens the ties between the two countries and, in turn, enhances the capability that the ADF and NDF derive from their Reserves. Nomination and Schedules As per DEFGRAM 18/201 nominations are now being sought for the Tasman Scheme for Financial ear 201 – 2018 and close on 30 June 201. It is expected that interviews will be conducted in the July / August 201 time frame. Successful candidates will be notified in late September, with secondments to NDF taking place in the period February to May 2018. Following their secondment participants will be expected to make a presentation on their experience. Epansion of the Scheme Previously the scheme was restricted to Junior Non-Commissioned Officers (Corporal euivalent), but has now been expanded to include Junior Officers (Sub Lieutenant, Second Lieutenant, Lieutenant, Pilot Officer, Flying Officer). Eligibility Criteria ADF Reserve Junior Officers and JNCOs, regardless of ADF trade or specialisation may be nominated by their Commanding Officer (CO) or Officer Commanding (OC) for a Tasman Scheme secondment provided they meet the eligibility criteria as detailed below. ADF Reserve Junior Officers and JNCOs nominated for a Tasman Scheme secondment must satisfy the following criteria: a. The nominee must be a serving member, with at least three consecutive years of effective Reserve service, with a minimum of 20 Reserve Service Days (RSD) served in each F. b. The nominee must be declared ‘effective’ and/or ‘efficient’ in accordance with Single Service reuirements in the financial year of nomination. c. Meet Single Service criteria, that being: (1) Navy A member of the Royal Australian Naval Reserve – SERCATs 3 or 5 and hold substantive rank of Sub Lieutenant or Leading Seaman for at least one calendar year of effective service in rank. (2) Australian Army A member of the Army Reserve or Regional Force Surveillance Units (RFSU) – SERCAT 5 and hold substantive rank of Second Lieutenant, Lieutenant, Lance Corporal or Corporal for at least one calendar year of effective service in rank. (3) Air Force . A member of the Air Force Reserve – SERCATs 3, or 5 and be a substantive Pilot Officer, Flying Officer or Corporal for at least one calendar year of effective service in rank. Responsibility of Units Units should note that consideration of a Tasman Scheme nomination will be based upon recommendation of a Commanding Officer (CO) or Officer Commanding (OC). The nomination presents an opportunity for a CO or OC to recognise and reward outstanding performance or achievement by a Reservist within their unit. The Tasman Scheme nomination Form (AE350 – Tasman Scheme Nomination) must be completed in full. Supporting documentation may be included as part of the nomination. Experience has shown that nominees who have written support from OCs and COs or other documentation which helps support the nomination increases their chances of success in the selection process. Further Information For enuiries in the preparation and submission of nominations for the Tasman Scheme, units should, in the first instance, contact the Defence Reserves Support office in their State or Territory (Telephone: 1800 803 85). Further information can be found in Military Personnel Policy Manual, Chapter 3, Part 8 – Tasman Scheme. 24 THE AUSTRALIAN RESERVIST
VICTORIA’S LIGHT HORSE REGIMENT HONOURED Maor Colin O’Dell RFD (Retd) President th1th Prince of Wales’s Light Horse Regiment Association
Introduction At an official parade held at the School of Armour in Puckapunyal, Victoria on 26 November 2016, a new Guidon was presented to th/1th Prince of Wales’s Light Horse (PWLH) Regiment. The Guidon represents a century of battle honours and military tradition and connects current serving members of the /1 PWLH with the previous Victorian Light Horse Regiments all of which have a proud history. As Commander in-Chief, the Governor-General, His Excellency General the Honourable Sir Peter Cosgrove A MC (Retd), was the Reviewing Officer for the parade.
Governor-General of Australia His Ecellency General the Honourable Sir Peter Cosgrove A MC ((Retd) inspects the th1th Prince of Wales’s Light Horse Regiment’s troops during the parade at Pucapunyal
Honouring Victoria’s Light Horse Regiments As the sole remaining Light Horse Regiment in Victoria, the th/1th PWLH Guidon recognises all Light Horse Regiments the Victorian State has ever produced, as well as its ancestral Armoured Regiments. These units were involved in many of the ANACs most legendary WW1 battles, including the Charge of the 8th Light Horse at The Nek and the Charge of the th Light Horse at the Battle of Beersheba in October 11. The Regiment’s Commanding Officer, LTCOL John Molnar sees the Guidon as a way to honour the Regiment’s illustrious past and to inspire its current member to achieve similar accomplishments in the future. We have transformed from a Reserve duplicate of Regular Army counterparts, to a modern integrated unit, whose members have deployed to East-Timor, Ira, Afghanistan and the Solomon Islands, LTCOL Molnar said. Former CO, LTCOL Graeme Smith RFD (Retd) agrees that the role of the Regiment has changed greatly over time, yet the Guidon illustrates that enduring enthusiasm and professionalism of its members. The Guidon is the Regimental icon. For me personally, it’s a reminder of the success that can be borne from difficulty and hardship in battle, LTCOL Smith said. Presentation Parade Hundreds of family and friends, (including several descendents of members of the original th Light Horse), joined Australian military and government VIPs to witness the parade, along with former members of the Regiment and
25 THE AUSTRALIAN RESERVIST
Australian Army Cadets. The Governor General came onto the field with the Creswick Light Horse mounted before and following his vehicle. Then the old Guidon came onto the field in a White Scout Car preceded by a Ferret Scout Car. The Ferret Scout Car was driven by WO2 Ian Dunlop, grandson of th Light Horseman No. 102 Corporal Charles Henry Jenkinson who served at both Gallipoli and the Battle of Beersheba. Following ancient tradition, the drummers marched to the centre of the parade. Their drums were laid on the ground, the base drum was laid across the drums and a kettle drum laid on top to form a table. The new Guidon was then laid on top of this. Following its presentation, the Guidon was then blessed by all three denominational Army Principal Chaplains. The blessing of this Guidon is a true Australian military liturgy, said Director General Chaplaincy Australian Army, Principal Chaplain Glynn Murphy. Like the Army, the guidon parade is bigger than the individual. It’s about the whole of the Australian government, the entire command of the Australian Army and chaplaincy care for all those who have served, those still serving and those who will serve into the future, he said. Following the formal ceremony, the old Guidon was driven from the field forever. The laying up of the old Guidon will be held 2th November 201. The parade was fantastic. The precision and pageantry, the inclusion of the Creswick RSL Light Horse Troop – you could see that so much work had gone into making this ceremony remarkable, said local Mayor, Councillor Rhonda Sanderson. Custodians of Heritage Speaking to the Regiment after the inspection, the Governor-General said, The Guidon depicts stories of immense sacrifice and enormous courage. These stories speak to who we are and who we aspire to be. Remember, you are the custodians of the heritage of some of the most extraordinary acts of gallantry ever displayed by those who have worn the Australian Army uniform. ou continue to serve with professionalism and selflessness that would make your forbearers proud.
Soldiers from th1th Prince of Wales’s Light Horse Regiment uncase the Guidon for the first time The colour patches of all the Victorian Light Horse Regiments are displayed on the Guidon The ribbon at the top of the Guidon is the Presidential Citation to the 1 Troop A Suadron 1 Prince of Wales’s Light Horse Regiment Vietnam
This is an enhanced version of an article by CAPT Lucy Saaroni hich as first published in Army Nes Edition 1 1 December 1 26 2 THE AUSTRALIAN RESERVIST
HELPING RESERVISTS MANAGE THEIR ARM CAREERS Lieutenant Colonel Murray Ducorth CSM Directorate of Reserve Soldier Career Management - Army : Southern Region
Introduction The purpose of this article is to give an overview of the work of the Army Career Management Directoriates and the way in which the career management for Active Reserve members (soldiers and officers) is undertaken. In late 2012 the regionally based Army Personnel Agencies (APA) responsible for the career management of Active Reserve members (soldiers and officers) were dis-established. The functions of the APAs, including promotion to SGT and above, were assumed by the new Directorate of Reserve Soldier Career Management – Army and the Directorate of Reserve Officer Career Management – Army. This completed the consolidation of all career management functions for Army into a single Career Management – Army branch comprising: • Directorate of Officer Career Management – Army (DOCM-A) • Directorate of Reserve Officer Career Management – Army (DROCM-A) • Directorate of Soldier Career Management – Army (DSCM-A) • Directorate of Reserve Soldier Career Management – Army (DRSCM-A) • Directorate of Projects and Standby Reserve Management – Army (DPSRM-A) All Directorates are based in Brindabella Park, Canberra. Since this reorganisation, the promotion of Active Reserve soldiers is now managed centrally by the Selections and Appointments Group within DRSCM-A. However, local level input continues to be provided by the still regionally based Career Advisor Groups within DRSCM-A. Greater synergy is being generated with the new centralised model. Communication between Directorates is improved particularly with the centralisation of transactors which provides greater efficiency and consistency of transactions. The following Career Management Cycle (CMC) diagram provides an indication of how busy the Directorate is in supporting the soldier, their commander and the service. The CMC is conducted over a twelve month period prior to the promotion and posting cycle.
The Career Management Cycle
27 THE AUSTRALIAN RESERVIST
Eligibility criteria The following advice is provided to Active Reserve soldiers so that they are aware of the eligibility criteria which must be met before they will be considered at the annual Personnel Advisory Committee (PAC) for promotion to SGT and above. For those that do meet the eligibility criteria, an outline of the PAC process and possible outcomes is also provided. The current eligibility criteria are: • Minimum five years Average Time in Rank, (ATiR) as at the following January. • ‘Suitable’ or ‘Highly Suitable’ recommendation for promotion from the Senior Assessing Officer on the Performance Appraisal Report (PAR) from the previous year. • Fully ualified for promotion IAW the relevant Employment Specification, or have no more than one outstanding promotion course to be completed by January the following year. • A comparative reporting history. This means that at least three assessed PARs are reuired from the last four years, including the previous year. The exception is if there are fewer assessed PARs due to maternity and associated leave. • If the soldier has transferred from the ARA or other Service, at least one assessed PAR in the AR is reuired. The reason for this is to demonstrate the soldier can maintain performance and commitment in a Reserve environment. • Does not have a pending separation or transfer from the AR. • Is not attending or panelled/nominated for training for an approved Corps or Trade transfer. • Is not providing Restricted Service. • Is not undergoing disciplinary or administrative action which would prevent promotion clearance. • Has an acceptable Medical Employment Classification (MEC) for deployment. Other MEC classifications will only considered by exception. • If the soldier has been assigned Band (that is they will not be considered for further promotion) at a previous PAC, a re-raise reuest submitted by their Commanding Officer and approved by the Director DRSCM-A is reuired. • The guiding principles for promotion are merit and service need. Merit is based on a soldier’s Performance, Qualifications, Experience and Potential. (PQEP). Promotions are determined strictly on merit and service need. To be promoted to SGT and above, soldiers must satisfy the above specified eligibility criteria and be assessed as suitable for promotion by a promotion board at PAC Part 2. Additionally, promotion depends on Army’s vacancies in that particular rank and employment category. While the above principles apply, there is flexibility and authority with the promotion delegate to promote to SGT and above into non-trade positions, but such promotions are by exception. Any reuest for promotion into a non-trade position must include detailed justification and a recommendation from the relevant SO1 CAG. The reason for the justification is to ensure that the asset in particular trades does not become skewed, or that a particular trade does not hold a disproportionate number of non-trade positions. Soldiers are normally promoted into trade positions so that they can consolidate their trade skills at that level and be reported on in trade at the new rank and these reasons ensure that the merit principle is not compromised. Why as I not considered The main reasons that soldiers are not considered at PAC include: • lack of PARs; lack of promotion course ualifications; • do not meet ATiR reuirements; • do not have their Senior Assessing Officer’s recommendation for promotion; or • they are previously Band and no re-raise reuest has been approved. Of these, PARs and courses are two areas where the soldier has a significant responsibility to ensure they meet eligibility criteria. It is a soldier’s responsibility to ensure that they receive an annual PAR (and keep a copy of it) and that they actively identify and seek nomination for their reuired promotion courses. It is also important to remember that being assigned Band is not necessarily the end of a soldier’s career, which can continue to be personally and professionally rewarding at their current rank, nor is it necessarily the end of promotion prospects. There are many reasons/circumstances why soldiers are assigned Band and these may change significantly. Where there has been a significant change, the soldier’s Commanding Officer may apply to DRSCM-A to have the soldier reconsidered at PAC. Meeting the eligibility criteria is essential before a soldier is even considered for promotion. So those seeking promotion should take an active interest in ensuring they meet these criteria. Soldiers are encouraged to engage with their chain of command and respective Career Adviser if they have any uestions about their eligibility for promotion 28 2 THE AUSTRALIAN RESERVIST
THE AUSTRALIAN RESERVIST consideration. Those soldiers who do meet the eligibility criteria are then considered in detail through a two part PAC process. PAC Part 1 is conducted internally within the regional Career Advisory Groups (CAGs). The PAC Part 1 is chaired by the regional SO1 CAG and each soldier is presented to the PAC by their Career Advisor. The PAC reviews each soldier in detail and then assigns a preliminary order of merit within each target rank and employment category. Unit RSMs and Commanding Officers are invited to observe PAC Part 1 in their regions. PAC Part 2 is subseuently conducted in the regional CAG locations. However, the PAC Part 2 is chaired by the SO1 Selections and Appointments Group in DRSCM-A. The regional SO1 CAG presents soldiers to the Committee. PAC Part 2 reviews and adjusts, as necessary, the outcomes of PAC Part 1. The focus of PAC Part 2 is on ensuring the appropriate application of policy and guidance, consistency between regions and transparency. PAC Part 2 decides on the final order of merit within each target rank and employment category. It then allocates a Band to each soldier. The Bands are allocated based on a soldier’s order of merit and the likely availability of vacant positions at the target rank. The Bands which may be allocated are: • Band 1 - suitable for promotion and will be promoted (i.e. position identified) • Band 2 - suitable for promotion and promotion likely (i.e. position likely to become available) • Band 3 - suitable for promotion, but promotion unlikely (i.e. position unlikely to become available) • Band - not considered again for promotion It should be noted that many soldiers are allocated Band because there are no positions, or very few positions available at the soldier’s target rank and employment category in their region. It is very rarely due to the soldier’s poor performance that they are allocated Band . Releasing the PAC Results PAC results are released via the soldier’s Commanding Officer by the end of August each year, for promotion to take effect in the following January. While Band 1 soldiers will have an expectation of promotion, the promotion of Band 2 and Band 3 soldiers is subject to the availability of a relevant position and the soldier’s place in the final order of merit. Therefore, significant consultation usually occurs between Career Advisors, soldiers and the chain of command about options for Band 2 and Band 3 soldiers as soon as the PAC results are released. CAGs locations and areas of responsibility are detailed belo: • Southern Region – Victoria Barracks Melbourne (VIC) • Eastern Region – Victoria Barracks Sydney (ACT/NSW) • Northern Region - Victoria Barracks Brisbane (QLD) • Central West Region - eswick Barracks Adelaide (TAS/SA/WA/NT) Any Questions Questions about the PAC process and implications for individual soldiers should be directed to Career Advisors in the first instance. Career Advisor contact details and further information on the PAC process are available on the DRSCM-A web page: (http://drnet.defence.gov.au/army/DRSCMA/pages/Home.aspx).
About the author:
LTCOL Murray Duckworth CSM enlisted in MUR in 16 into the RAInf Corps. He was commissioned in 11 and has held a wide range of regimental, training and staff appointments including SI at MUR, regimental appointments in the rank of Captain and Major in 5/6 RVR and HQ Brigade; OC th Brigade RRF, O, Security Task Group, JTF 636 Operation ACOLTE (Melbourne 2006 Commonwealth Games) and OC, CTF 635 Operation ANODE (Solomon Islands) in 200. He commanded 8th /th Battalion, RVR from 2011-201 and is currently the SO1 DRSCM-A – Southern Region. He is a graduate of Monash University, having been awarded a BA (Social Science) in 10, Flinders University, with a Graduate Certificate in Public Sector Management in 1 and Royal Melbourne Institute of Technology University with a Diploma of Occupational Health and Safety in 200. 29 THE AUSTRALIAN RESERVIST
THE MODERN VICTORIAN SOLDIER Captain Lucy Saaroni in conversation ith Warrent Officer Bob Creelman Public Affairs Officer Brigade Headuaters
Introduction How have soldiers changed since the 10s Are today’s soldiers physically or mentally any different from those who went off to fight in Vietnam so many years ago Warrant Officer Class Two Bob Creelman can provide some insight into this uestion. A Vietnam War Veteran, WO Creelman is still serving his country as the Training Warrant Officer of the 8th/th Royal Victorian Regiment. He has been in the Army for 5 years. Based in Ballarat, Victoria, WO Creelman’s steely posture belies his soft and kind blue eyes. The young Reserve soldiers of his Regiment look up to him with respect and he in turn mentors them through their military training, transitioning them from daytime civilians to night-time military fighters, with the wisdom of a sensei and the dry humour that only a veteran soldier can have. Today’s Soldiers WO Creelman holds the new generation of soldiers in high regard. Today’s soldier is more educated, WO Creelman explains, most of the kids have completed higher education and come to the Regiment armed with a deeper understanding of the world. But for all the technological and weaponry advancements, basic soldiering remains the same. ou know, there’s still only one way to really fire a weapon or dig a hole. Eercise HAMEL In 2016 Australian Army units from 1st Brigade including Reserve elements from the th and th Brigades participated in Exercise HAMEL which was conducted at the Cultana training area, South Australia. It was a massive military exercise where over 8000 personnel from the Australian Defence Force, the United States Marine Corps, The United States Army (Pacific Command) and New ealand Army came together to experience warfighting in a combined arms environment. The aim of the exercise was to provide soldiers from the 1st, th and th Brigades with experience in
Private Jacob Elliott of thth Battalion Royal Victoria Regiment provides security
30 THE AUSTRALIAN RESERVIST a combined arms environment, where a range of fighting forces (such as infantry, engineers, armour and artillery), logistic elements and enabling support elements (such as intelligence, surveillance and reconnaissance) combine to make a single potent fighting unit. WO Creelman kept a close eye on his soldiers during this exercise, as infantry, engineers, armour and artillery integrated into single fighting units. This was a new experience for the Ballarat, Shepparton, Mildura and Swan Hill locals of the 8th/th Royal Victorian Regiment. I’m very proud of my soldiers, WO Creelman says, especially as they haven’t conducted conventional warfare training for a while. They’ve been tied up in East Timor and The Solomon Islands, which was much more focused on street and urban operations. The soldiers WO Creelman is referring to are predominately Reservists. Normal girls and guys, living normal lives in country towns in Victoria. And while it is hard to imagine these camouflaged, weaponised men and women as civilians, their youthful enthusiasm was palpable as the latest military assets rolled in to the Battlegroup Jacka Headuarters during the Exercise. WO Creelman assessed a group inspecting a Bushmaster vehicle, using armoured vehicles is new to them. They are really stimulated by the new technology, he explained.
Army Reserve soldiers from 1thth Battalion Royal South Australia Regiment conduct a fire mission drill on the mortar line Exercises like Hamel have provided a dynamic, simulated environment to help the soldiers of today understand their fundamental purpose. They should go home proud of what they have achieved here in Cultana. Our morale is high and we have confirmed and evaluated our foundation war fighting skills, WO Creelman said. Conclusion Indeed, the soldiers of the 8th/th Royal Victorian Regiment were assessed and certified to enter the ready phase of the Army’s Force Generation Cycle. This means that they, along with the rest of Victoria’s th Brigade, and South Australia’s th Brigade, are effectively trained and euipped to deploy on any future contingency operations. The prospect of deploying on operations is one that interests many of the Brigade’s members, who became Reservists to serve their communities, protect their country and be a part of something bigger than themselves. In this way at least, it’s clear that soldiers haven’t changed a bit.
31 THE AUSTRALIAN RESERVIST
THE DEAD PRUSSIAN: IS CLAUSEWIT STILL RELEVANT TO CURRENT CONFLICTS Lieutenant Colonel Mar Smith Commanding Officer thth Battalion Royal Queensland Regiment
Introduction Prussian General Carl Von Clausewit’s iconic work On War (published in 1832) presents a philosophical and theoretical examination of war, whose relevance to contemporary operations has been debated, since the Cold War. The general message of his book was that the conduct of war could not be reduced to universal principles. Among the many strands of thought, three stand out as essential to Clausewit’s concept: 1. War must never be seen as having any purpose in itself, but should be seen as an instrument of Politik - a German word that conflates the meanings of the English words policy and politics: War is not merely a political act, but also a real political instrument, a continuation of political commerce, a carrying out of the same by other means. • 2. The military objectives in war that support one’s political objectives fall into two broad types: war to achieve limited aims and war to disarm the enemy: to render him politically helpless or militarily impotent. 3. All else being eual, the course of war will tend to favour the party with the stronger emotional and political motivations, but especially the defender (contrary to the common prejudice that soldiers generally endorse aggressive warfare). Recently two authors, Antulio Echevarria and Emile Simpson, have written about Clausewit’s relevance to the 21st century conflicts. This article explores the differences between the two authors’ views by analysing their arguments against three central Clausewitian principles: the nature of war; subjective-objective dualism; and the ‘wondrous trinity’. Both authors assert that Clausewit is relevant for operations in the 21st century. However their conclusions differ due to different applications of the subjective-objective dualism and the level of war used to consider Clausewit’s writings. War from the Ground Up In his book War from the Ground Up, Simpson approached the relevance uestion through junior officer deployment experience with British forces in Helmand Province, Afghanistan. He observed that the Afghanistan conflict is not a traditional war; ‘it is an armed conflict designed to achieve political outcomes by multiple actors.’ He aserts that debate over Clausewit’s applicability to 21st century conflict, often ‘confuses a Clausewitian war with armed politics outside of war,’ and he concludes that Clausewit is only relevant to traditional state on state warfare. Clauseit in the Tenty-First Century Echevarria in the book, Clausewit in the Twenty-First Century, approached Clausewit’s relevance, from a different perspective in the chapter, Clausewit and the Nature of the War on Terror. Rather than examining tactics, Echevarria addressed the broader Global War on Terror (GWoT). He found that GWoT is a 21st century war; wars change in accordance with the ‘spirit of the age’; both the strategic level of war and subordinate operations are consistent with Clausewit’s universal principles. Is the nature of ar unchanged Clausewit stated in the opening chapters of On War that the nature of war is unchanged; ‘ undertaken to realie political purpose which the State pre-determined in view of national internal and external conditions’. Echevarria and Simpson take different views on this statement. Echevarria, focused on the GWoT at a strategic level and demonstrated, that the United States of America and al-Qaeda, both ‘attempt to use, armed force to achieve political or religious ends that are secular in nature’. Political aims of GWoT can be articulated strategically; Echevarria acknowledged the ambiguity and multi-polarity that Simpson discussed at the tactical level. Echevarria accepted that cultural norms, tribal alliances, religion, values and popular support influenced how both sides chose to wage war and define its ends. Echevarria remained focused on the strategic level and did not conduct separate operational or tactical analyses for Ira and Afghanistan. Echevarria viewed these conflicts as a series of tactical actions and operations by both parties to reach their political goals. Echevarria maintained that Clausewit is still relevant in the GWoT. Simpson drew on his personal experience in Helmand Provence and applied Clausewitian views to the purpose of war at a tactical level. He considered that politicians advocated British involvement in Afghanistan and had, ‘influenced 32 THE AUSTRALIAN RESERVIST the polaried political situation more than reality’. Simpson suggested that the human terrain was far more complex than ‘good versus evil’ and that dualism was non-existent between the USA and al-Qaeda at a tactical level. He cited provincial tribal and factional tensions that shifted political alliances of individuals and groups. This meant that pro- Afghan individuals and groups became anti-Afghan government. Local tensions drove the conflict within the province; not an alliance to insurgents. Simpson challenged the polar view of insurgency; rather than the Taliban being a single entity, it is a group of different factions under a common ‘Taliban franchise’ who come together to advance local and pragmatic interests. Shifting alliances cause confusion when identifying ‘friend or foe’ at tactical levels. Simpson ueried whether British Forces are tasked to pre-determined British political outcomes at a strategic level. For example, in Helmand Province they are used to intervene in local factional issues and provide military support to the political aims of the Afghan Government. Simpson illustrated the difficult application of Clausewit subjectively at a tactical level. Echevarria’s argument is more compelling because he considered the strategic level of war which made the purpose of war easier to define. Simpson delved into the tactical level which made the purpose of war difficult to discern the nexus between the motivation of Taliban fighters’ and al-Qaeda’s strategic goals. The nature and purpose of ar The nature and purpose of war is interpreted through different reasoning methods. Clausewit used a dual subjective- objective method of reasoning throughout. He used dualism to extrapolate objective truths about war from subjective circumstances, experiences and observations. Clausewit used case studies and analysis to describe subjective knowledge. Subjective knowledge is valid for a particular war, army, or individual. Clausewit analysed his subjective knowledge to determine and impart objective knowledge (universal truths) about the nature of war, applicable to all wars at all times. Universal truth applies to all wars, but subjective knowledge applies only to an individual case. Echevarria focused on the strategic level of war and avoided delving into subjective analysis of the Afghan conflict and acknowledged the utility of objective knowledge espoused by Clausewit. Analysis of a province in Afghanistan Simpson chose to analyse a province in Afghanistan, applied Clausewit’s ideas subjectively to that particular conflict, and identified a number of inconsistencies with Clausewit’s teaching. He found that multiple actors within the province prevented British forces facing a unitary opposing force, which they could fight. Without a clear enemy to fight it is difficult to know whose political will the British forces are trying to influence. Is it the local population, convincing them to reject the Taliban Is it the local Taliban, convincing them to lay down their arms and take up a shovel Or is it the senior leadership of al-Qaeda Simpson uestioned whether the British forces tactical activities in Helmand achieved their stated strategic aims. Simpson focused on subjective lessons at a tactical level, and did not consider the impact that British activity in Helmand Province had at an operational and strategic level. Echevarria’s argument was more persuasive and able to demonstrate that Clausewit is still relevant when considering objective principles (universal truths). Contrary to Clausewit, Simpson used inductive reasoning, to force a bottom up subjective experience to become a universal law. When this failed, he concluded that Clausewit was not relevant to conflict in Helmand Province, without accounting for how the character of war changes. Clauseit’s ondrous trinity’ Clausewit’s ‘wondrous trinity’ (representing the character of war as shown in Fig 1), described how the character of war changes in response to circumstances, and can be applied objectively or subjectively. Echevarria adopted an approach that, ‘the trinity comprises three objective forces: a subordinate or guiding influence, chance Figure 1 Clauseit’s ondrous trinity’ and probability, and the force of hostility’. Echevarria applied Clausewit to strategic GWoT and used coalition examples, and those of our adversary, by drawing on the interconnectedness of al-Qaeda-sponsored or inspired attacks in America, Britain, Indonesia, Morocco, Tunisia, Philippines, Ira and Afghanistan. Echevarria acknowledged the adversarial complexity of the GWoT, and acknowledged that many groups share al-Qaeda’s goals, others are motivated by different political purposes; self-determination, religion, and power at regional or local levels. He argued that, on a strategic level they share similar purposes and common political aims and that Clausewit’s trinity is still relevant in the 21st century because the interplay of influence, chance and hostility continues to shape the character of the GWoT. It remains relevant because the speed and scale of their influence on the character of war
33 THE AUSTRALIAN RESERVIST increased, due to the acceleration of interaction between globalisation of improved communications and worldwide media. Simpson did not address Clausewit’s trinity objectively but used the subjective trinity of; government, army and people to identify ‘strategic audiences’. Clausewit’s interpretation is less compelling; he used the latter example of the trinity to demonstrate a subjective case by focusing on individuals and organisations in the subjective trinity. Simpson’s argument evolved differently from Echevarria’s. Based on his experience Simpson illustrated the different characters of war: British forces fought battles with insurgents, exchanged fire with ‘accidental guerrillas’, and supported pro-Afghan militias and government forces. He highlighted that in each case, there is a range of actors motivated by individual purposes. The interplay between government, army and people can be examined in each of these situations. (see Fig. 2) Simpson believed that variations between situations were too significant to provide a unifying objective truth about the overall interplay of trinity elements. He asserted that with so many actors, with divergent aims and influences, it was impossible to identify a clear enemy or audience to seek battle with or to influence with strategic narrative. Unless a unified target audience is convinced they are defeated, further hostilities are pointless. Conclusion Unlike Echevarria, Simpson did not feel compelled to focus on the purpose that unites, but rather, highlighted differences between them. He concluded that Clausewit’s trinity was not relevant to the Helmand armed conflict, but remains relevant in traditional war where strategic narrative reaches target audiences. Echevarria and Simpson both asserted the Figure : Simpson adopts Clauseit’s subective relevance of Clausewit for the 21st century; Simpson believed trinity to describe strategic audiences’ . that he is relevant for traditional warfare but not for armed conflict. ey differences between authors are dependent on their application of Clausewit’s writings and his subjective- objective duality. Echeverria applied Clausewitian principles at the strategic level of the GWoT and found that Clausewit’s universal truths are still applicable and relevant for contemporary operations of both traditional and non-traditional war. Simpson reflected on personal experience in provincial operations in Helmand Province and found that he could not reconcile tactical activities with the achievement of political goals on the GWoT. His tactical focus and inductive reasoning lead him to ignore war’s ability to change in character; he disregarded Clausewit’s axiom that war is ‘more than a simple chameleon’ and that the character of war varies in relation to; objective forces of influence, chance and hostility. Despite their differences, both authors concur that Clausewit has relevance for the 21st century as he provided a number of objective truths about war, which transcend history and account for change.
About the Author: Lieutenant Colonel Mark Smith is an Army Reserve Infantry officer with over 20 years of service and is currently Commanding Officer of the 25th /th Battalion Royal Queensland Regiment. Prior to his current appointment he was posted to Headuarters 1 Brigade as the Staff Officer Grade One – Training. He has a wide variety of regimental postings including Operations Officer for Battle Group Cannan (the Army Reserve’s first Reinforcing Battle Group) in 201. His operational deployments include Timor Leste (5RAR), Afghanistan (HQ 1 Bde) and Vanuatu (HQ 3CB). He has completed a Masters in Military and Defence Studies, a Masters of Business Administration, and is currently completing studies in Terrorism and Security Studies. In addition he holds a Bachelor of Legal and Professional Studies, and credentials in business, government, management, and policing, security and risk management. He graduated from the Australian Command and Staff College (Joint) in 2013 and was the recipient of the Principal’s Prie. In his civilian career, he is employed by the Queensland Police Service as a Senior Sergeant and is also a member of the Department of Foreign Affairs and Trade’s Australian Civilian Corps.
34 THE AUSTRALIAN RESERVIST
AN AUDIO UNIT FOR THE SOUTH AUSTRALIAN BOER WAR MEMORIAL Lieutenant Colonel Murray Aleander RFD ED (Retd) Defence Reserves Association South Australia
Introduction The South African War Memorial (also known as the Boer War Memorial) is an euestrian memorial dedicated to the South Australians who served in the Second Boer War of 11 October 18 to 31 May 102. It was the first war in which South Australians fought, and 1531 men were sent in nine contingents, with over 1500 horses to accompany them. Over 5 South Australians died in the war. The memorial is located in front of the main entrance to Government House, one of the most prominent buildings in Adelaide, on the corner of North Terrace and ing William Street. It was constructed with a budget of 2500 raised through public donations, and was designed by the London-based sculptor Adrian Jones.
Unveiling of the South Australian War Memorial (the Boer War Memorial) in 1
The statue was unveiled by the Governor of South Australia, George Le Hunte, on 6 June 10. It has since become one of the focal points for the Anac day marches, as well as being regarded as one of the most eye-catching and significant statues in the city. As such, it was added to the national heritage listing in 10. Updating the memorial – The Audio Unit Proect To give the memorial more significance and provide some background information the National Boer War Memorial Association, South Australian Branch, decided to add an Audio units in front of the statue. As Deputy Chairperson of the National Boer War Memorial Association, South Australian Branch, I was allocated the task to originate and manage the project. The audio unit has four narratives each with appropriate introductions so that recipients can come to understand some information about the Boer War and South Australia’s contribution. The four narratives are:
35 THE AUSTRALIAN RESERVIST
• The Memorial. Introduced by His Excellency, The Honourable evin Scarce AC CSC RANR, Governor of South Australia. • The Battles. Introduced by Brigadier Tim Hanna AM, State President of the Returned Services League of South Australia. • The Conditions. Introduced by Brigadier Robert Atkinson AM RFD, Royal Australian Army Medical Corps. • The Commemorations. Introduced by The Honourable Marjorie Jackson AC CVO MBE, the 33rd Governor of South Australia. The Audio Unit also has a QR Code to capture the above narratives using a smart phone for later use, or alternatively, the Audio Unit displays the following website address to access on-line: http://www.adelaidecitycouncil.com/ explore-the-city/see-do/maps-and-trails/public-art-guide/sight/boer-war-memorial Proect Funding Following an initial presentation to a meeting of the Adelaide City Council (ACC) with a view to gaining their approval a submission outlining the concept and estimated cost of the project was made to the Adelaide City Council Finance Committee. Subseuently Adelaide City Council advised that it would allocate up to 20,000 towards the project. A number of meetings with Jared Barnes, Team Leader, Design Projects, ACC then followed in order to share preliminary uotations and costs which I had already obtained for the project. He undertook to further improve the sources needed, both in-house and externally to bring the project to fruition. Ultimately, Jared, who was very helpful and committed to the project, came up with the need for a total amount of 50,000.00 for the project. Thus began the search for additional sponsors. Approaches were made to several South Australian companies and the South Australian Government, for financial support, but no funding was forthcoming. This lack of result was largely due to three significant memorials just completed or being completed in South Australia. David Bowyer, whose paternal and maternal grandfathers each served in the Boer War, worked with me to ultimately come up with a single organisation, to donate the reuisite 30,000. After several iterations, we met with Greg Troughton (CEO Real Estate Institute of South Australia) and Robin Turner, MD of Turner Real Estate and Chair of the REISA Centenary Committee. Ultimately the reuisite funding was achieved and REISA are acknowledged, along with the Adelaide City Council as co-sponsors of the Audio Unit at the South Australian Boer War Memorial on the Bollard housing the audio unit. Audio Unit unveiling On 13 July 201, His Excellency Rear Admiral the Honourable evin Scarce AC CSC RANR led the unveiling of the audio unit by the Lord Mayor Stephen arwood and by Mr. Robin Turner.
36 THE AUSTRALIAN RESERVIST
BOO REVIEW An Unending War- the Australian Army’s struggle against Malaria 1- 1 by Dr Ian Hoie-Willis Revieed by Lieutenant Colonel John Boyce RFD (Retd) Defence Reserves Association - Victoria
MALARIA is not only the greatest killer of humankind, the disease has been the relentless scourge of armies through- out history. Malaria thwarted the efforts of Alexander the Great to conuer India in the fourth century BC. Malaria frustrated the ambitions of Attila the Hun and Genghis han to rule all Europe in the fourth and thirteenth cen- turies AD; and malaria stymied Napoleon Bonaparte’s plan to conuer Syria at the end of the eighteenth century. Malaria has also been the Australian Army’s continuing im- placable foe in almost all its overseas deployments since the Army formed at Federation in 101. The scourge of malaria has actually halted Australian military operations three times in our history: in Syria 118, in New Guinea 13 and in Vietnam 168. Forces have melted away in illness before a commander’s eyes. Throughout our mili- tary history there has been an ongoing struggle to control the impact of this disease, using medical research and mosuito-preventive measures. However, it would also ap- pear that lessons learnt have needed re-learning by some later generations of field commanders and their troops. This book begins by explaining the nature of the dis- ease, which affects over 18 million annually around the globe, actually kills half a million each year and has ex- isted since ancient times. It then charts Australian mili- tary efforts to overcome malaria from colonial days right through to recent operations in Ira, Afghanistan, Bou- gainville, Timor Leste and the Solomon Islands. In the past twenty-five years some 36,850 ADF personnel (including thousands of Reservists) have deployed without any ma- larial deaths and only one epidemic of malarial infections. Author Ian Howie-Willis writes in a very clear and interesting style. He begins with an overview of the disease, its transmission and the major ways in which prevention and treatment can be attempted. After briefly consider- ing its historical impact since ancient times, he then presents separate chapters about each Australian military period. In these he sets the general context of those military campaigns and vividly describes the extent of the malarial problems encountered, what steps were taken to deal with them and how successfully (or otherwise). Howie-Willis is full of praise for the work of the present Australian Army Malarial Institute (AAMI) and its predecessors, describing their efforts during each campaign and also summarising their work in a sepa- rate chapter later. He suggests that their existence was not always remembered by authorities dur- ing the urgency of recent tropical deployments, until the rate of disease once more started to impact upon operations, but he acknowledges that the AAMI could have promoted itself more effectively. The book is well-illustrated by diagrams, maps, a few key graphs (showing dramatic infection rate spikes) and many photo - graphs of people, localities and anti-malarial activities. It is extensively-referenced and has a detailed index. The author had his work peer-reviewed and he thanks by name a wide range of medical experts and military historians for their assistance. He does not comment much about recent preventive medicine action at the local unit level, nor offer specific recommen - dations for future operational health planning. The book also stops short of discussing the current controversy about side- effects from use of meflouine in the ongoing search for drugs against changing and more drug-resistant malarial strains. Nevertheless, this is an important book well worth any military reader’s attention, both for the historical context it es- tablishes and for the warning it provides to commanders at all levels regarding future deployments into malarial ones. ‘An Unending War – the Australian Army’s struggle against Malaria 1885-2015’ by Dr Ian Howie-Willis is published by Big Sky Publishing (www.bigskypublishing.com.au ) (ISBN 81252528 16 pages, Hardback RRP 3.)
37 THE AUSTRALIAN RESERVIST
BOO REVIEW eepers of the Gate by Maor Francis (Bob) Collins RFD (Retd) Revieed by Maor Bob Harvey-Hall RFD ED (Retd) Defence Reserves Association - Victoria
The title eepers of the ate refers to the New Guinea Volunteer Rifles (NGVR) which was one of the few Allied military units engaging the Jap- anese in New Guinea in early 12. With aggressive patrolling and re- connaissance, the gate to the New Guinea Goldfields and central range south to Port Moresby and Australia remained closed to the enemy. Armed with only WW 1 light infantry weapons, no air or artil- lery support, few rations, minimal ammunition supply, mea- gre medical services and limited communications, this poor- ly trained force was used to exhaustion and then disbanded. Importantly this book is not a history of NGVR, but rather a collection of thirty-seven personal accounts of men who served in the New Guinea Volunteer Rifles during World War 2. It reveals why they were in New Guinea as civilians at that fateful time, their wartime and post-war experiences and the effect on them and their families. The NGVR was a militia unit raised in 13 at Rabaul on the island of New Britain in the Mandated Territory of New Guinea, which included part of the western mainland of that island and the islands of the Bismarck Archipelago. At that time, the NGVR was the only defence capability on the Mandated Territory. The battalion never served in Australia and was disbanded in April 13 when it virtually ‘ran out of manpower’. The initial contact of the NGVR with the Japanese was with the AIF Lark Force in January 12 during the defence of Rabaul. Some members died there and during the TOL plantation massacre on New Britain, whilst some 80 after being captured, perished on the ill-fated unmarked Japanese POW ship Montevideo Maru which was sunk by the American submarine Sturgeon on 1 July 12. After escaping their Japanese pursuers others were rescued and re-joined the NGVR on the mainland, whilst some returned after being taken directly to Australia from New Britain. On the mainland NGVR detachments at Salamaua, Lae and Madang evacuated the remaining civilian populations, making their way to the Markham valley and Bulolo and Wau in the Goldfields. The presence of the NGVR denied the Japanese the gateway to those goldfields and Port Moresby. When the unit was finally disbanded some men joined the AIF, or were taken on strength by the Australian New Guinea Administration Unit. Others joined Force and other special units, whilst some were attached to US Forces. Many plagued by malaria and with various other health problems were discharged. The NGVR received the battle honours Rabaul, Wau and the South West Pacific 12-3. The author, an ex-member of the Papua New Guinea Volunteer Rifles, in recording the stories over ten years, has publicised an iconic military unit of which the public had little knowledge during and after WW2. This book will earn its place as another worthwhile piece of Australian military history. It is an excellent companion to the definitive publication, The ew uinea olunteer ifles - istory, by Dr Ian Downs, a noted Coastwatcher and District Commissioner in Papua New Guinea. The book can be purchased from the NGVR/PNGVR Ex-Members Association; Mobile: 02 562 030 or email: pngvroptusnet.com.au
38 THE AUSTRALIAN RESERVIST
OBITUAR Commander Malcolm James Hedges RFD RANR (Retd) Citien Sailor Naval Officer Veteran’s Advocate Administrator July 1 - 1 January 1
Malcolm was born in Perth in 10 the elder of two sons. In 1 his family moved to England for his father’s work with the Immigration Department. On their return by liner to Australia, Malcolm continued his education at Scotch College Melbourne. He always had a love for ships and the Navy, and in 15 he joined the Navy cadets before transferring to the Royal Australian Naval Reserve. In 158 he undertook full time service as a Seaman Quartermaster Gunner and served as part of the Far East Strategic Reserve during the Malayan Emergency on the aircraft carrier, HMAS Melbourne. This was something he always remembered, from the thrill of sailing up top, port visits around the country, seeing Gurkhas infiltrate the ship during exercises, or learning to avoid the British Military Police in Hong ong. He kept a ton of souvenirs and they were a source of fascination and mystery to his children Allison and Ewen. On discharge from the Navy he worked in the Department of Customs and Excise, which continued his association with ships, and at times, the dockyards as well. It was a great time to work there, with a lot of veterans in the senior levels who led by example. While working at Customs he met Janet, a (legal) import from New ealand. They married on th September 10 and Janet gave birth to twins Allison and Ewen in June 12. His family was to be to focus of his life. In 1 he re-joined the Royal Australian Naval Reserve and was commissioned as a Lieutenant in the Naval Control of Shipping Branch with the Melbourne Port Division – HMAS Lonsdale. On promotion to Lieutenant Commander he took on the role of Recruiting Officer. It was a role in which he excelled and he uickly established a very effective recruiting team drawing on his talents as a skilled administrator. Following the disestablishment of the Naval Reserve Port Divisions in 12, he was promoted to Commander and appointed Chief Staff Officer (Reserves) for Victoria to help oversee the integration of the Naval Reserve with the Regular Navy. Whilst working for the Customs Department Malcolm studied Economics and Accounting at Monash University, graduating in 18. On leaving Customs he worked for Telecom Australia and undertook further legal studies to assist him in his role as Telecom’s/Telstra’s freedom of information officer a most demanding position. When Telstra reorganised its FOI office by recruiting a team of lawyers he took the opportunity to take early retirement from the civilian work force. This enabled him to have a second career as a full time Naval Officer. He worked several periods at HMAS Cerberus as Staff Officer Training and as the Head of the Operations Faculty. To his family it felt like he was finally in the career he should have been doing his whole life. On retirement from the Navy in July 2002 he focused his energies and skills towards the Rye RSL. He served on the Committee and held the positions of Welfare Officer and Secretary. It gave him so much pleasure to work in that organisation for the veterans and their families and be able to provide assistance to the wider community. And of course his service with the Far East Strategic Reserve gave him the reuired street cred. In his retirement he enjoyed his freedom by playing bowls, tending his beloved garden, making new friends as an active member of the RSL and his Probis group, playing golf and caravanning with annual ‘grey nomad’ journeys to Queensland to see the real outback. Malcolm was a life member of the Defence Reserves Association and served on the Victorian Committee for a number of years. All who knew him described him as one of life’s true gentlemen. His creed - Have a heart that never hardens, a temper that never tires and a touch that never hurts. VALE
39 THE AUSTRALIAN RESERVIST
OBITUAR Brigadier William (Bill) Jeffrey Hocing RFD ED (Retd) Citien Soldier Inspiring Leader Businessman 1 November 1 - December 1
William Jeffrey Hocking was born on November 12, 136. He was educated at Williamstown High School, where he was a good scholar and became School Captain. Bill joined the 58th/32nd Battalion, the City of Essendon Regiment in 155, via the then National Service route. He was commissioned as a First Lieutenant in 15, promoted to Captain in 163 and Major in 168. As an outstanding young infantry officer he was considered ideal to encourage the commandos to learn the principles of infantry warfare and was thus selected for attachment to 2 Commando Company. In the late 160s he volunteered for service in South Vietnam in a scheme designed to give Citien Military Force officers active service experience. In 1 Bill was promoted to Lieutenant Colonel and appointed commanding officer of the 1st Battalion Royal Victoria Regiment. By 1, under his leadership the battalion had grown to more than 500. His outstanding ability to develop morale and inspire his troops was demonstrated over and over again during his military service. In 181 Bill was selected to attend the Joint Services Staff College. Following successful completion of the six month, full time course, he was promoted to Colonel. Further promotion awaited in 18 he he was promoted to Brigidier with command of the Fourth Brigade. In 11 Bill reached retirement age for his rank and accepted the appointment of Regimental Colonel of the Royal Victoria Regiment, which honour he held until 2001. As Regimental Colonel he was affectionately known as Brigadier Bill. During this time he and Fay took part in a visit to affiliated overseas units such as the Royal Regiment of Fusiliers, the Gordon Highlanders and the Staffordshire Regiment. Bill’s Army service taught him organisational skills that he was able to apply to his various business roles. The fact that he was able to achieve a successful business career, as well as one in the Australian Army, as a member of the Reserve with from time to time periods of full time duty, rising to senior ranks in both fields of endeavour, demonstrates the calibre of the man. Bill started work in 155 in a cadetship with QANTAS Airways. In 158, he travelled to the U during which time he was attached to the London eomanry Territorials. On his return to Melbourne in 161 he joined Remington Rand Pty. Ltd. in a sales role before joining the Reg Hunt/Rhodes Group of Companies in 16 where he worked for some 18 years in various roles culminating as a group director of sales. He was so successful in developing a culture of team work in the company that it became the largest Holden dealer in Australia. It was at this company he met his future wife Fay in 16. They married in August 166 and had two children- Jeffery, the manager of a large car dealership in the U, and Andrew who is a Colonel at Army Headuarters in Canberra - with their sons now paralleling their father’s civilian and Army careers. Bill relinuished his role with Reg Hunt in 182 to accept consultancies with Nissan and GMH, before becoming Victorian Manager of Holden National Leasing, a role he held until 18. He then joined NAFA/Wheel Lease Pty. Ltd. in various management roles including Director of Sales and Marketing in 10, a position he held until his retirement in 18. When Bill was not involved in Army activities he loved nothing better than to escape to his house in the Mt. Beauty area, downhill skiing in the snow season, and bush walking in the summer. Bill built many stepping stones in his life as a loving family man, businessman and soldier, highly respected and fondly regarded by all he met. His outstanding ability to develop morale and inspire his ‘troops’ was demonstrated over and over again during both his military service and business endeavours. He wa a life member of the DRA. He died on December 8, 2016, leaving his wife Fay, Jeffery and partner Claire, Andrew and wife Caroline, and grandchildren Jessica and Hugo. VALE.
40 Convotherm 4 Designed around you
Because we listen to you, the new Convotherm 4 range has been developed around your needs in the kitchen and brings a new benchmark in combi-steamer cooking. A complete new look and a whole range of optimum features for more reliable, even and innovative cooking.
Lower operating design meets costs whilst helping functionality - the environment - The new Convotherm 4 Every watt and litre count. design is ideal for front-of- Convotherm 4 stands for house cooking. Aesthetics the equipment on energy are combined with a new dimension in intuitive consumption. operation and straight forward servicing.
Taking care of The new standard Your cooking results in focus - cleaning - The Advanced Closed ConvoClean+ and the heavy work. ConvoClean have been perfection in the third developed to deliver generation. Delivering the One of the largest costs in producing quality food is your labour; ultimated in even cooking, why not use technology to do the heavy work for you and remove minimum consumption. with optimised results to your the unwanted heat from the kitchen! Automatic cleaning means requirements. chemical contact is avoided. Metos Kettles have made making large volumes of sauce, soups and stews the most relaxing job in the world due to the integrated mixing arm that stirs your product automatically, the flow on effect is: • Accurate quanti ties • Significant savings • Less manual handling easyTouch and easyDial - 2 designs, 7 sizes each, direct steam and boiler version - 56 models altogether.
CULINO VIKING PROVENO easyDial: new easyTouch: the pioneer standards in manual in full touchscreen operation technology
CTAA vsalesmoffat.com.au, nswsalesmoffat.com.au, To find out more about how you can experience the ldsalesmoffat.com.au, A bgarciamoffat.com.au new Convotherm 4 way of cooking, contact Moffat moffat.com.au on 1800 023 953 or visit www.moffat.com.au ree hone1800 023 953 CTAA vsalesmoffat.com.au, nswsalesmoffat.com.au, moffat.com.au ldsalesmoffat.com.au, A bgarciamoffat.com.au ree hone1800 023 953 MOFFAT 1468 03/16