ࡱ> uwtg &bjbjVV <.r<r<*TTaaaaabbb8Hb Tbbhbhb~b~b~bcccjllllll$bacccccaa~b~bHdddc^a~ba~bjdcjdd"@~b:$db8V0d"p\atccdcccccdccccccccccccccccT `: Adair Donaldson "b 2) Inadequate Training Background I am a lawyer and a partner in the legal firm Shannon Donaldson located in Toowoomba, Queensland. I gained my Commission as an Officer in the Australian Army in 1989. I have served as the Reserve Legal Officer on the Darling Downs from 1998 until 2010 when I transferred to the Standby Reserve. As a legal officer I had the responsibility of representing ADF members who had either been the subject of complaints pertaining to harassment, Defence Force Discipline Act offences and/or police investigations. In addition I have delivered training to ADF members in relation to sexual assaults, alcohol, drugs, motor vehicles and the illegal use of technology. I am also in the fortunate position where I am able to compare the level of knowledge and the understanding of these issues to similar organisations in the private sector. Most notably I have the privilege of working closely with the National Rugby League in developing training resources, University Residential Colleges and mining companies. These organisations are comparable to the ADF in relation to the demographics of their employees. For some time I have been concerned by the regularity of Defence members being investigated in relation to inappropriate behaviour. During training I was surprised by the lack of insight and awareness of members in relation to what is acceptable behaviour particularly the attitude of some young officers. Most alarming was the general ignorance of members in relation to issues concerning consent and the use of technology. Due to these concerns in 2008 I sent correspondence through my chain of command addressing my experiences and what I perceived was inadequate training. I also sent correspondence to the Chief of Army in February 2010 in response to his concerns about alcohol problems in the ADF. I am able to produce this correspondence and also evaluations of training I have conducted if required. Inadequate training in relation to sexual harassment and inappropriate behaviour The ADF, as the peak Government employer, should be the leader in relation to providing training to their employees in relation to harassment, inappropriate behaviour and social issues. Based on my personal experience and knowledge this is not the case for the following reasons: (a) The training in relation to diversity and equity is ineffective and is designed to achieve compliance. Members are required to attend mandatory sessions each year. Some of the training in the past has been computer generated where a member sits in front of a computer, reads material and then answers queries. Once a member has completed the questionnaire an automated entry into their personal files is made acknowledging they have completed the training. The anecdotal feedback I have received from members is that this training is tolerated at best but is seen by most members as an inconvenience. (b) Many experienced NCOs and officers hold very entrenched negative attitudes in relation to diversity and equity training. Given the close working environment within the ADF, these negative attitudes flow through to the junior members in their chain of command. (c) The training is not interactive. The training that the members receive is being delivered in an instructional manner by a person who does not necessarily have the position or respect of the members receiving the training. (d) The training is inflexible and does not recognise that there will be different issues in different localities and units. (e) The training is not seen as a genuine priority by Officers. Given the level of operations in which the ADF is deployed, this is understandable, however the impact that a sexual harassment claim can have on the operational efficiency of an organisation can not be underestimated. (f) The very values that the ADF promotes such as solidarity, team work and respect for the chain of command can have a detrimental effect on the ability for the ADF to bring about a change in culture. Work relationships that exist between members are very strong many of these relationships have been forged in war zones where they relied upon each other to defend themselves. As a result they are extremely protective of one another and any criticisms/complaints that are made against a member are treated as hostile. (g) The training concentrates on what occurs in uniform. Instead there should be a focus on issues that either occur when they are in barracks outside of training hours or alternatively when they are interacting with the civilian population. Commanders need to appreciate that members actions outside of training hours will impact on the ADF. This is not unique. The resource sector has been dealing with similar issues associated with a Fly in Fly Out work force. Many of these resource companies address these issues through a rigorous training regime to promote a workplace culture where both the female workforce and the role of families are promoted. How can the training be improved (a) The training should be interactive with a focus on understanding rather than compliance. (b) The training should be delivered by peers. Rather than having an equity and diversity officer delivering the training the junior NCOs should be trained to be delivering the training. This way the junior NCOs are required to understand the issues and then to be delivering the training to their command. For example, the NRL is using past players as mentors to deliver training and Charles Sturt University is using Residential Advisors in the same manner (see the following links NRL http://www.youtube.com/watch?feature=player_embedded&v=k7pMvRheX6U and CSU http://www.youtube.com/watch?v=zrNAQorbzFs ). (c) Intensive training in relation to social awareness should be delivered to all trainees. Many recruits will have preconceived ideas or hold their own rigid views which may be in contrast to the ethos of the ADF. This is particularly so when social attitudes towards drinking, sex and the use of technology is developed at an early age. For example, the ADFA incident should not have come as a surprise as the illegal use of technology is very common in schools. It has been my experience that many young people still do not appreciate the legalities and consequences surrounding the improper use of mobile phones and other digital technology. As a result offences are regularly occurring. To use the NRL as an example, they are now training potential employees at 16 years when they join development squads. This is well before they become employed by an NRL club. The message they are delivering through the training is not only based on respectful relationships but also around the legal consequences and the impact on their future employment. Similarly, the ADF could host training sessions in relation to social awareness as part of the enlistment process. That is, the training is conducted outside of the barracks and in a relaxed civilian environment. By doing this the ADF could ensure that members are aware of their responsibilities before they commence their recruit training. (d) Utilise experienced ADF personnel (ie health, legal, service police, Physical Training Instructors and Chaplains) that can use their own personal experiences to assist with the delivery and development of training. (e) Separate training should be delivered at a command level where the focus is on increasing operational efficiency by reducing the number of incidents through better training. Summary The ADF is a challenging work place in relation to social issues however it is not unique. Members of the ADF need to appreciate and understand that their actions outside of work hours can impact on the operational effectiveness of the ADF. This can be achieved in part through effective training. "      PAGE \* MERGEFORMAT 1 6&&&&&&&&&&&&&&&&&&ӿh@ShSmHnHu h_h@Sjh_h@SUhTjhTU hV/h*h,hMV hMVhMV*5^ 4 "op   ./gdMV/M!" $$%%%&&&&&&&&&&&&&&&gdqgdmLgdMV:&P 1h:pqBP. 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