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

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Chapter 7:ADFA’s Structure andStaffingRecommendations 11-15Key findings of ReviewThe Review found that:• The high turnover of Commandants and military staff has had a significant negative impacton ADFA’s leadership stability, continuity and organisational memory.• The COMDT has limited influence over which staff are posted to ADFA and has limitedengagement with ADF Service Chiefs. ADFA is not considered a prestigious posting forstaff. This has an impact on staff commitment to ADFA and on the quality of educators andtrainers.• The ADF’s three Services need to develop innovative strategies to attract and retain the beststaff. Consideration should be given to separating rank and role to enable recruitment of awider pool of quality educators and positive role models within ADFA. Induction training atADFA does not provide staff with adequate tools to deal with the issues that may arise frommanaging young men and women.In summary, the findings of the Audit indicate that:• These recommendations are in the process of being implemented but further effort is requiredto realise their full intent.• A formal, regular mechanism has been established to allow engagement between the COMDTand 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.46
• The COMDT now has an enhanced role in the selection of staff at ADFA but this is not yetformalised and he is still not the decision maker. For the 2013 intake of staff the COMDT wasable to interview new staff, but only after the posting decision had been made by the CMA.• The COMDT and the CMA will actively try to change negative perceptions of a posting toADFA through communications strategies and a ‘roadshow’ approach in 2013.• The Services have not delegated authority to the COMDT to remove underperforming staff orundergraduates.• The number of female military staff being posted to ADFA has increased over the last threeyears.• There is no evidence that innovative strategies for gaining a wider pool of educators fromwithin Defence have been employed for ADFA.• There continues to be a perception of a disconnect between what the Services say inrelation to a posting to ADFA and the actual impact of the posting at ADFA on one’s career/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 more avenues offeedback which are being incorporated into performance appraisals.The Audit’s findings in respect of each recommendation follow.Recommendation 11: The VCDF develop a strategy to allow forgreater engagement between the Commandant and the ADF ServiceChiefs.Intent of RecommendationAs the institution that trains and educates the future leadership of the ADF, ADFA must be visible tothe Service Chiefs. The Service Chiefs have a clear interest in the culture and outcomes of ADFA and aregular mechanism is required to ensure two way communication.Implementation actionsThe COMDT now has the opportunity to brief the Chiefs of Services Committee (COSC) every fourmonths. The Audit has been provided with Agendum Papers for the COSC meetings for March 2012,July 2012 and December 2012 which update COSC on the implementation of actions emanating fromthe Review, identify any emerging issues and seeks COSC’s endorsement of the RIT’s current progressand proposed future directions. The sponsoring member is identified as the VCDF.Audit Report: Review into the Treatment of Women at the Australian Defence Force Academy • 2013 • 47
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Further InformationAustralian Human
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