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1
Q

What is the DEFENCE WHITE PAPER 2016

A

A document representing the government’s commitment to the safety of Australia and its people, aiming to keep nation safe and protect our way of life.

It sets out a comprehensive, responsible long term plan for Australia’s defence

Outlines the governments plan to enhance defence capability, deepen international security partnerships, collaborate with the defence industry and science technology research partners.

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2
Q

Who is the MINISTER OF DEFENCE

A

Richard Marles

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3
Q

Who is the CHIEF OF DEFENCE FORCE

A

Angus Campbell

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4
Q

Who is the CHIEF OF ARMY

A

Lt Gen Simon Sturat

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5
Q

What is the OFFICER SELECTION BOARD

A

Assessment which aids in identifying suitable applicants

Tests competitiveness for vacancies

Suitability is based on leadership, teamwork and individual abilities

Performed in front of the president of DF, specialist officer and psychologist

Comprised of written exam, oral presentation, group exercise, interview and practical

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6
Q

What is your PERIOD OF SERVICE

A

Length of degree +1 year

(7 Years)

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7
Q

Outline MILITARY TRAINING

A

4 Years at ADFA:
- first 6 weeks intro to defence life culminating in CDF parade)
- (6 hours P/W allocated for military training including Academy Military Education and Training (AMET) and single service training (SST) SST blocks at the start and end of the year including 5 weeks at OTS.
- In AMET you learn Defence strategies Psychology and leadership Drug and alcohol awareness Military law Physical and recreational training Military drill and ceremonial training Weapons training Field training Character development English and military communications and Study skills.

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8
Q

Outline EMPLOYMENT TRAINING

A

30 days at RAAF SALTS WAGGA
- receive the tools and advice necessary to embark upon your journey as a junior Logistics Manager
- learn: Logistics in defence, inventory and account management, finance and procurement, warehousing and distribution, operational logistics course includes a road trip where you meet fellow logos/industry workers

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9
Q

What are the RAAF VALUES

A

Service
Courage
Respect
Integrity
Excellence

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10
Q

What is the DF DISCIPLINE ACT (1982)

A

Civilian law + military law
Follow all commands given at any time which could invole risk

Offences military in nature or civil in a military environment
Prosecuted in military discipline system

Maintain command and operational effectiventess

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11
Q

What is the MILITARY DISCIPLINE SYSTEM

A

Discipline officer scheme - lowest level, commanders deal with minor offences in a simple, quick and fair manner

Summary authorities - more serious offences, delt with by commanding officers and officers appointed as superior summary authorities

Magistrate and courts marital proceedings - highest level, provides automatic review of summary authority proceedings by reviewing authority. May have rights of appeal to DF Discipline Appeal Tribunal, Federal Court or High Court of Australia.

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12
Q

What is OPERATIONAL SERVICE

A

Possibility of deploying to or near war zones (if hostilities)
Engage in direct action against an enemy force
Deploy to unstable areas where risk of violence is high (peacetime)
Engage in offensive or defensive action for protection of self and others

Major exercises
Search and rescue
Natural disaster relief

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13
Q

Why join the ADF

A
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14
Q

Why join the RAAF

A

RAAF logistics being different from the army and navy, seems to be more longer planning and more strategic.
Technologically advanced force, I have an interest in the cutting edge of technology and being able to implement it.

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15
Q

Benefits of appointment

A

Pride of being able to serve
Sense of family
Do what you love for a living
Train to reach full potential
Travel
Equal opportunities
Active
Medical and dental
Accommodation

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16
Q

Why be an OFFICER

A

Greater opportunities
Be able to lead
Sense of challenge

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17
Q

ROLE and RESPONSIBILITY of officer

A

Leader - take control of situations, command people and resources
Training and mentoring
Coordinating
Formulate strategies
Lead operations

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18
Q

Current in service RIFLE

A

F88 STEYR

Calibre: 5.56mm x 45mm NATO rounds
Weight: 4.8 kg
Length: 790 mm
Rate: 680 - 850 rpm

Easy maintenance

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19
Q

When have you worked in a TEAM ENVIRONMENT

A

Cadets
Karting
School
Helping with school hikes
Snowy Hike

Target

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20
Q

What are the pre-enlistment FITNESS requirements

A

20 push ups, 6.1 beep test

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21
Q

What is my TRAINING

A

Gym
Soccer
Karting

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22
Q

Drug Policy

A

Zero tolerance for non-medical use

Misuse of prescribes and non prescribed drugs is not permitted

Personnel may be required to provide urine specimen for urinalysis

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23
Q

POSITIVES of joining the RAAF

A

Opportunity
Structure
Develop a variety of skills
Lifestyle and career
Sense of family
Fitness
Pride

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24
Q

NEGATIVES of joining the RAAF

A

Reduced flexibility
Miss family and events
Move often - reduced roots

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25
Q

Qualities of a GOOD LEADER

A

Adaptable
Take risks
Believe in yourself
Good communication
Make hard choices
Self-sacrifice
Show respect
Show empathy
Know the team
Clear focus
Push people to be their best
Recognise achievements of team

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26
Q

Qualities of a GOOD MANAGER

A

Good management skills
Coaching
Seek response and feedback
Resolve conflicts
Delegate
Raise moral
Clear
Plans
Engage
Communicate

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27
Q

Describe LEADERSHIP

A

Member of the team
Possesses control
Strives to motivate and inspire
Lead by example
Create and share a vision
Leaders have people who follow them

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28
Q

Describe MANAGEMENT

A

Controls team
Isn’t necessarily a part of the team
Creates goals
Can manage from afar

Managers have people who work for them

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29
Q

Whats the DIFFERENCE between leadership and management

A

Leaders have people follow them, managers have people who work for them

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30
Q

POSITIVE aspects of being a leader

A

Create vision
Create culture
Bring energy and passion
Lead by example
Opportunities
Respect

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31
Q

NEGATIVE aspects of being a leader

A

Responsibility
Stress
Can’t control all
Isolation

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32
Q

What are the types of LEADERSHIP STYLES

A

Autocratic
Laissez-faire
Democratic
Bureaucratic

Transformational
Transactional
Charismatic
Situational
Visionary
Facilitative
Team
Strategic

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33
Q

Transformational leadership

A

Often considered most desirable

Inspire through effective communication and creating an environment of intellectual stimulation

Motivate others to do more than originally intended and thought possible - raise one another to higher levels of morality and motivation

Set more challenging expectations and typically achieve higher performance

Statistically have more committed and satisfied followers

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34
Q

Transactional leadership

A

Focus on group organisation, establishing clear chain of command and using reward and punishment approach

Leaders offer an exchange - reward good, punish bad

+ good for short term
- employees unlikely to reach full creative potential

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35
Q

Autocratic leadership

A

Extreme version of transactional - rule with iron fist

Significant control over staff and rarely consider worker suggestions or share power

+ suited to routine or limited skill environments / jobs
common in military organisations
- rarely appreciated by staff
high turnover and absenteeism
lack creativity due to strategic direction

Boss centered - leader holds authority and responsibility

Leaders make decisions without consulting subordinates
Reach decisions, communicate to subordinates and expect prompt implementation

Little or no flexibility

Guidelines, procedures and policies are additions of autocratic leader

36
Q

Laissez-faire leadership

A

Let them do’ or ‘let it be’

Hands-off approach, allowing employees to get on with tasks as they see fit

+ effective in creative jobs or experienced employees
gives authority to employees
- least satisfying and least effective style

Important leaders monitor performance and communicate expectations to prevent work standards slipping

37
Q

Democratic leadership

A

Leaders ask for input from team before making decision

+ higher levels of job satisfaction
better creativity
one of most prefered styles
entails fairness, competence, creativity, courage,
intelligence and honesty
- slower
not good if quick decision-making is crucial

Subordinates involved in making decisions - headship centered on subordinates contributions

Leader holds final responsibility but can delegate authority to others

Communication is active upward and downward

38
Q

Bureaucratic leadership

A

Ensure people follow the rules and carry out tasks by the book

Often implemented in highly regulated or administrative environments, where adherence to the rules and a defined hierarchy are important

+ works well in health and safety
- stifle innovation and creativity in agile, fast-paced

39
Q

Charismatic leadership

A

Rely heavily on positive charm and personality of leader
Leader manifests revolutionary power

+ transformation of followers’ values and beliefs.
- less favourable as success closely linked to
presence of the leader
removal of leader leaves a power vacuum

40
Q

Situational leadership

A

Theory that best leaders utilise range of different styles depending on the environment

Factors - worker seniority, business process performed
and complexity of tasks

  • difficult to gauge what style is most suitable
    hold up decision-making processes
41
Q

Strategic leadership

A

Leader is head of organization - not limited to those at top

Fills gap between need for new possibility and need for practicality by providing a prescriptive set of habits

Using well considered tactics to communicate a vision for an organization

Manages, motivates and persuades staff to share vision, and can be important tool for implementing change or creating structure

42
Q

Facilitative leadership

A

People centered, quality and results driven process of developing and supporting a culture in the workplace that facilitates goal achievement through effective relational processes

Important to effective group process, teamwork, culture and change management in the workplace.

Dependent on measurements and outcomes - not skill

Effectiveness of group is directly related to efficacy of its process

If group is high functioning, the facilitative leader uses a light hand on the process.
If group is low functioning, the facilitative leader will be more directives in helping the group run its process

Involves monitoring of group dynamics, offering process suggestions and interventions to help the group stay on track.

43
Q

Visionary leadership

A

Motivated by what team can become

Not bogged down with technical details, big picture people intent to usher in new eras of innovation and development

Transform their visions into realities

44
Q

Describe how POSTINGS and DEPLOYMENTS work

A

Many opportunities for ‘any officer opportunities’ to do things outside of standard logistics.
You may be posted to any Air Force establishment or Defence site which conducts logistics activities in support of Air Force operations, within Australia or overseas.

Your preferences regarding the nature and location of your posting will be considered although other factors such as Service requirements

Your first posting will give you a broad base of Service experience

Opportunities will also exist for employment in Command and higher Headquarters appointments in areas such as capital equipment acquisitions, joint logistics planning or logistics policy.

Limited positions outside of Australia may also become available as Logistics Managers are currently serving in the United States, the United Kingdom and Malaysia.

45
Q

Outline RELIGIOUS and CULTURAL concerns

A

ADF is not obliged to provide facilities or time off for religious purposes

Wherever possible opportunities are provided for requests of time or facilities for religious purposes.

DRESS - required to adhere to policies (due to safety) but flexible in allowing variations

TATTOOS AND JEWELLERY - requests will be considered and waivers may be granted

DIETARY - every effort made to provide flexibility but not always possible

46
Q

Outline policy on TATTOOS and BRANDING

A

Tattoos/brands are prohibited on the head, neck and face that are visible in a passport photo, including the eyes and when wearing a T-shirt.

Tattoos for cosmetic purposes are permitted.

Candidates who have tattoos/brands may preclude them from joining the ADF if deemed unacceptable.

Consideration of a candidate with tattoos/brands will be made in recognition of their religious beliefs and/or ethnic background. Tattoos/brands should not bring undue attention to the member, nor should they be viewed as a disfigurement or otherwise offensive. Certain candidates with visible tattoos/brands may be advised of their ineligibility for representational duties.

47
Q

Outline policy on DRESS and GROOMING

A

Each service has uniform, hair neat natural, etc

Regulations foster qualities of teamwork and esprit de corps and allow identification.

Gives sense of belonging and being part of organisation

Promote confidence and pride in military amoung community

48
Q

Outline the ADFs regulation of LIFESTYLE

A

Regulations can affect areas such as:

  • recreational use of drugs
  • consumption of alcohol
  • unacceptable behaviour
  • unreasonable debt
  • Many practices banned or regulated by ADF are legal under civil law or socially acceptable

Maintains communities high expectations of ADF and its members

49
Q

Outline WORKPLACE BEHAVIOUR

A

Strives to be an inclusive and progressive workplace that benefits from diverse personnel

Maintaining appropriate workplace behaviour and treating everyone with respect and fairness is essential

Must be responsible, accountable and considerate of the consequences of their actions, attitude and behaviour towards others.

50
Q

Outline POLICE RECORD CHECKS

A

National police checks are conducted during recruitment process and prior to enlistment

Assists in assessing candidates suitability to serve

History may imply unacceptable behaviour, attitude, lack of self control and discipline

51
Q

Outline SECURITY CHECKS

A

Conducted by the Australian Government Security Vetting Agency

Determines suitability for access to national security information

52
Q

Alcohol tolerance

A

ADF does not condone alcohol abuse and does not tolerate alcohol consumption practices that may impair capacity to perform duties

53
Q

Discuss the PERFORMANCE APPRAISAL SYSTEM

A

Process to monitor and reward good performance and identify and resolve performance issues

All members participate

Used for range of career management purposes (postings, promotions, etc)

Provide permanent record of achievements throughout career

54
Q

Discuss TRAINING FAILURE policy

A

Failure to complete any module may result in termination

May be offered alternative or remedial training

55
Q

Discuss SUPERANNUATION

A

Compulsory deduction from salary designed to ensure you have an income during retirement

Military super = military superannuation and benefits scheme

Funds come from:
1) member benefits made up of fortnightly contributions
and its interest
2) employer benefit - governments contribution

56
Q

Discuss SERVICE ALLOWANCE

A

Compensates majority of members for special demands of service life

Include:

on call at all times
long irregular hours
no overtime or penalty rates

57
Q

Discuss CATEGORISATION

A

1) Member with dependants (MWD)
2) Menber with dependants (unaccompanied) (MWD(U))
3) Member without dependants (MWOD)

58
Q

Discuss ACCOMODATION

A

MWOD, MWD(U) and temporary personnel

  • live in quarters provided by ADF
  • no compulsion to live in quarters except special circumstances (IMT, IET)
  • if not available find accommodation on private rental market using Rental Allowance Scheme
59
Q

Discuss REMOVALS

A

Entitlement for you, your family and your belongings to be removed from one place to another at ADF expense.

Usually consequence of a posting

Type of removal based on length of posting

60
Q

Discuss ENTITLEMENT

A

Annual leave credited fortnightly, amounting to 20 working days a year

Other types of leave may be granted to make up for arduous, special or prolonged duty, including trainee leave, seagoing or flying leave, remote locality and field leave

Long service leave accumulates at a rate of 9 days per year and may be taken after 10 years

61
Q

Discuss ANUAL LEAVE FREE TRAVEL

A

Member serving in Australia with no spouse or dependants whose nominated family is in Australia but not at place of duty may travel at commonwealths expense

If family is international, travel to international airport closest to posting which flies to country

Return trips - one trip per year
Deferred recreational leave - if service prevents member accessing leave it may be deferred to following year
Recalled from leave - if recalled on recreational leave, considered not to have taken it
Limit of recreational travel leave - not exceed 7 trips per year

62
Q

Discuss FURTHER EDUCATION

A

Defence Assisted Study Scheme exists to encourage personnel to undertake educational and training courses to enhance professional capacity

Gives opportunity to participate in upward movement of educational levels and increases professional effectiveness

Financial assistance - aimed at 75% reimbursement

Maximum study release of 90 hours per semester

Max 3 hours travelling time per week

Very useful for logos to have post grad qualifications such as masters as it is a job where knowledge of the industry is very important. This is facilitated through the Logistics Professional Development Program (LPDP). The LPDP provides Logistics Managers with professional development opportunities via logistics or business related formal education.

63
Q

Discuss MEDICAL AND DENTAL

A

ADF provides medical and dental treatment as required to keep or restore you to normal health

64
Q

Discuss the ROLE of the LOGISTICS MANAGER

A

Play an integral role in keeping the Air Force moving. Solve logistical challenges, and manage and coordinate supplies required for Air Force exercises and operations.

65
Q

Acquisition and Sustainment Logistics

A

The acquisition function involves obtaining supplies and services from a range of sources through direct purchase, purchase order, contract or lease. The required item may already be available or may need to be developed and manufactured. This may include a simple procurement (local purchase function at Unit level) or more significant capital acquisitions (such as the capital procurement of new platforms)The acquisition process includes:
* Preparation of requirements
* Selection of sources
* Solicitation of bids
* Award of contracts
* Funding
* Claims processing
* Performance monitoring
* Technical and management functions directly related to satisfying weapons system, facility and materiel resource requirements.

66
Q

Project Management

A

Project Management includes the management of cost, schedule, requirements and performance to remediate current capability and deliver new capability.
* Identify and deliver capability which optimises mission and support system performance, and delivers best value for money
* Meet schedule imperatives to ensure readiness is not compromised
* Manage project risks and mitigate/avoid potential cost and schedule overruns or capability shortfalls;
* Manage the integration of new capability into service to ensure seamless transition of new and extant capabilities
* Assess the market
* Manage project funding for all project elements including the platform and all sustainment lines

67
Q

Operations Support - Operational Logistics

A

Logistics personnel are crucial to the successful deployment and subsequent support of units in the single Service, joint and combined arenas, both within Australia and offshore.
* Preparing logistics deployment bids and forecasts
* Conducting pre-deployment planning
* Orchestrating preparatory and deployment and re-deployment activities
* Performing remediation activities.

68
Q

Supply Chain and Inventory Management

A

The supply chain and inventory management function involves the process of planning, implementing and controlling the efficient and effective flow and storage of stores and equipment.
* Introduction of inventory codification and cataloguing of items into the Defence catalogue
* Establishing and specifying inventory levels for operating and reserve stockholdings
* Establishing and carrying out procedures for the acceptance, receipt, storage, issue, disposal and evacuation of equipment and supplies
* Tracking of inventory holdings
* Managing and auditing inventory accounts
* Managing entitlements
* Managing Logistics Information Systems
* Raising, reviewing and/or authorising stores adjustment paperwork
* Setting and monitoring performance levels and analysing performance reporting
* Coordinating, controlling and undertaking governance audits
* Managing supply chain risk

69
Q

Warehousing and Distribution

A

Distribution systems facilitate the location, issue and transport of materiel from industry and organic warehouses to the end-user
* Receiving, storing, packing and controlling inventory
* Selecting demands
* Preparing and shipping materiel to satisfy customer demands
* Determining siting/placement of materiel
* Undertaking governance audits
* Contract management

70
Q

Procurement and Contracting

A

The span of procurement and contracting activities within logistics is relatively large, and can be conducted within acquisition and sustainment and operational logistics environments.
* Preparing financial bids
* Managing budget allocations
* Exercising financial delegations
* Developing Statement of Works/Requirements
* Seeking tenders
* Receiving and evaluating tenders
* Undertaking negotiations
* Establishing, managing and administering contracts
* Setting and/or monitoring contract performance.

71
Q

Movements and Transportation

A

While Logistics Managers will predominately operate within an Air Terminal or Squadron environment, some positions will entail road and sea movement functions in Joint Movements environments.
* Coordination, receipt, custody and movement of all inwards and outwards passengers and equipment for transport by air and surface modes
* Packaging, load planning, load building and reporting
* Acquisition of space on civil transport
* Coordination of the use of ground support equipment
* Loading and unloading of Service and contracted aircraft and the processing of all personnel and equipment;
* Coordination of air, sea and road transport of dangerous cargo
* Coordinating the movement of ADF personnel and equipment with appropriate transport control agencies and operations staff
* Activating air load teams in support of military operations, and major joint and combined Services exercises.

72
Q

Catering Management

A

Catering management duties for Logistics Managers include the oversight of catering services, finances, ration systems and stores, and in-flight services. Catering elements can either be located at a deployed site, or on a base. Catering officers will have daily interaction with Service Provider Groups who also provide an element of the catering function at fixed bases.
* Forecasting activity levels for rationing purposes
* Managing ration information management systems, including downtime systems
* Providing oversight of ration store, kitchen and messes, and in-flight services management, including correct ordering, receipt and storage of rations and stock management
* Contracting management
* Management of food safety and hygiene.

73
Q

Logistics Policy, Planning and Governance

A

Sound policy and a governance framework underpin the integrity of capability.

74
Q

What LOCATIONS could you be posted

A

Many opportunities for ‘any officer opportunities’ to do things outside of standard logistics.
You may be posted to any Air Force establishment or Defence site which conducts logistics activities in support of Air Force operations, within Australia or overseas.

Your preferences regarding the nature and location of your posting will be considered although other factors such as Service requirements

Your first posting will give you a broad base of Service experience

Opportunities will also exist for employment in Command and higher Headquarters appointments in areas such as capital equipment acquisitions, joint logistics planning or logistics policy.

Limited positions outside of Australia may also become available as Logistics Managers are currently serving in the United States, the United Kingdom and Malaysia.

75
Q

What is the DAY TO DAY ROLE

A
76
Q

Motivation

A

Interest in logistics - how crucial it can be and how bad it can be if it goes wrong I.e Russia

77
Q

What type of leader are you?

A

I enjoy allowing others to develop themselves and how they work effectively
Democratic, coaching, transformational

78
Q

Why do you want to go to ADFA

A

As I am coming straight out of high school, I would love the opportunity to develop my character strengths in an environment like ADFA, where you are exposed to all services and even different nations over three years. I learn best where I have chances to apply what I learn, so being at ADFA will give me plenty of chances over the 3 years which I aim to take the chance on.

I would like to study the BA to study business and either history or international and political studies. This will not only give me a deeper knowledge of logistics and business leadership, but I will also be able to study politics and previous leaders to further my base of knowledge for Officer and employment training.

79
Q

What do you think a logistics officer does?

A

Logistics work
Staff officer work (more general)
Advocate for demands
Ensure you are meeting the goals
Heavy focus on leadership and management

80
Q

Who have you spoken to about the role?

A

Careers manager (defence)
Serving members at cadet activities
Serving members at defence events
Ex-serving relatives

81
Q

Good leader?

A

Yes, I am good at finding peoples strengths and employing those strengths effectively

82
Q

Good team player?

A

Yes, I understand that there are situations where you can’t be/don’t need to be the leader, and you do just need to play your delegated role.

Can’t be macho in everything

83
Q

Australia’s current threats?

A

China’s growing interest in the pacific (I.e the development of bases on pacific islands)

Russian foreign policy (trade)

China foreign policy (trade)

Cyberattacks from foreign countries

Less of a terrorist threat, recently lowered threat level to POSSIBLE

84
Q

Key allies?

A

The QUAD (AU, US, Japan, India)

AUKUS

ANZUS

85
Q

Peacetime vs Combat

A

Peacetime:
Spending lots of time to ensure readiness
Practicing for combat situations

Combat:
Being able to respond to demands

86
Q

Current issues in defence

A

PTSD/Suicide:
Big impacts on the community and family
Managed by defence through DVA
Defence is currently trialing the RESTORE program - cognitive behavioural therapy

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