Review into the treatment of women at the Australian Defence Force ...

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Chapter 2: Summary of Audit Findings• Respective accountabilities for the implementation of the Review recommendationshave been accepted or delegated appropriately and a performance framework is beingutilised.• An extensive Communications Plan was finalised in October 2012. While it is verycomprehensive the Audit notes that the Plan is still in its infancy and therefore cannotassess its success or effectiveness.Equity and DiversityRecommendations 6-10• ADFA has undertaken a number of actions with the aim of promoting a more positiveand values based concept of equity and diversity.• The COMDT is leading from the front in promoting equity and diversity. A new policystatement signed by the COMDT promotes the value of equity and diversity at ADFAand outlines its benefits to the organisation.• Equity and diversity training incorporates the COMDT’s policy statement, but somelessons continue to aggregate equity and diversity with unacceptable behaviour and thecomplaints process.• The close alignment between equity and diversity and the complaints process makesit difficult for ADFA to teach equity and diversity principles as core values underpinningethical leadership.• The expansion of the Equity Adviser Network is a positive step but further evaluation isrequired to understand and address issues of access to the Network.• The creation and expansion of the Sexual Offence Support Person (SOSP) Network iswelcomed. This is an important source of support and assistance to complainants andrespondents.• More work is required to create regular forums for undergraduates and staff wherefemale role models from within and beyond the ADF present on their experiences.• The ‘Linking with Universities’ forum is a positive development that ADFA could buildupon.ADFA’s Structure and StaffingRecommendations 11-15• These recommendations are in the process of being implemented but further effort isrequired to realise their full intent.• A formal, regular mechanism has been established to allow engagement between theCOMDT and the ADF Service Chiefs.• The Career Management Agencies (CMA) accept that posting the right staff to ADFAis critical, but that their job requires balancing competing priorities across all trainingenvironments and other operational requirements.8
• The COMDT now has an enhanced role in the selection of staff at ADFA but this is notyet formalised and he is still not the decision maker. For the 2013 intake of staff theCOMDT was able to interview new staff, but only after the posting decision had beenmade by the CMA.• The COMDT and the CMA will actively try to change negative perceptions of a postingto ADFA through communications strategies and a ‘roadshow’ approach in 2013.• The Services have not delegated authority to the COMDT to remove underperformingstaff or undergraduates.• The number of female military staff being posted to ADFA has increased over the lastthree years.• There is no evidence that innovative strategies for gaining a wider pool of educatorsfrom within Defence have been employed for ADFA.• There continues to be a perception of a disconnect between what the Services sayin relation to a posting to ADFA and the actual impact of the posting at ADFA on one’scareer/promotion.• In 2012 there was still wide variability in the quality of staff posted at ADFA.• The tenure of the COMDT AFDA is now 3 years which is a welcome development.• Significant effort is being invested in incorporating the intent of the Review’srecommendations into staff induction and training.• The performance review process has not changed however there are now moreavenues of feedback which are being incorporated into performance appraisals.Midshipmen and Cadets are Young People and Future LeadersRecommendations 16-18• Substantial work has been undertaken in the development of a feasibility study whichoutlines a range of options for a single Service and work placement program for eachof the Services. The Services have decided not to implement any of the proposedoptions on the basis that they were not feasible. Having explored the single Serviceplacement options, the Audit considers further measures should be developed to meetthe underlying intent of the Recommendation.• The minimum entry age has been reviewed however it was decided that the age shouldnot be changed due to recruitment imperatives.• Recruitment options to address life differentials of male and female undergraduateswere considered in the feasibility study and it was decided by the Services not toundertake any further actions. After consultation with the Audit further options are nowbeing explored by the RIT.• Options for a new mentoring program have been developed. As yet ADFA has notimplemented the new program and no timetable for implementation has been provided.• The comprehensive approach to alcohol management is evidence of a concerted efforton the part of ADFA to address excessive alcohol consumption. The pricing regimehas been reviewed and drink prices have been increased. In respect of alcohol testing,ADFA has increased testing in 2012 to a level that is unparalleled in previous years.Audit Report: Review into the Treatment of Women at the Australian Defence Force Academy • 2013 • 9
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Further InformationAustralian Human
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