Royal Commission calls for Oversight Entity....

More than 1,200 Australian Defence Force (ADF) veterans and serving personnel have tragically lost their lives to suicide over the course of the past two decades. This alarming statistic underscores the urgent need for comprehensive action and support for our military community.

My colleagues, Defence families, serving Defence members, and Veterans' organizations have been tirelessly working to bring this critical issue to the forefront of national attention. Our collective efforts have culminated in the establishment of a Royal Commission into Defence and Veteran Suicide, a significant step towards addressing this crisis. Today marks a pivotal moment as the final report of this Commission is being tabled in the Australian Parliament, potentially paving the way for transformative changes.

As we anticipate the release of this crucial report, I implore those in the media and public discourse to critically examine the term "Cultural Issues" when discussing the ADF. For those of us deeply involved in this field, this phrase is not merely a benign descriptor but a potentially misleading and ambiguous term that obscures the harsh realities faced by many in the defence community. It serves to gloss over difficult yet necessary conversations about deeply troubling and unacceptable behaviors that persist within the organization. These include, but are not limited to, harassment, bullying, sexual misconduct and assault, discrimination, abuse of power, and conflicts of interest. Each of these issues represents a significant breach of trust and can have far-reaching consequences.

The ramifications of these "Cultural Issues" extend far beyond mere discomfort or inconvenience. They can lead to systemic problems such as maladministration, where proper procedures are neglected or deliberately circumvented. We've witnessed instances of weaponized medical discharge, where health issues are manipulated to remove personnel deemed problematic. There's also the concerning trend of normalized deviance, where unethical practices become standard operating procedure over time. Perhaps most troublingly, there's a culture of willful blindness, where leadership turns a blind eye to obvious problems to avoid confronting uncomfortable truths. Any one of these issues—or more commonly, a toxic combination thereof—can inflict profound harm on serving members. The damage often compounds over time, following individuals as they transition from active service into veteran life, creating a cycle of trauma and distress that can span decades.

For at least the past two decades, I have consistently and persistently engaged with Australian Defence leadership and Government Ministers, voicing my concerns and arguments regarding the pervasive "Cultural Issues" within the ADF. I have emphasized time and again that these issues are not merely problematic but fundamentally unacceptable, undermining the very principles our defence force is meant to uphold. My advocacy has centered on the pressing need for comprehensive reforms, calling for changes in both day-to-day practices and overarching policies that govern our military institutions.

One of the key recommendations anticipated from the Royal Commission's findings is a call for the Government to establish an independent oversight entity. This body would be tasked with ensuring transparency and accountability within the ADF, a proposition that, on the surface, sounds promising and progressive. However, the critical question remains: will this actually catalyze meaningful change? The potential for positive impact is there, certainly. With the right individuals appointed to lead this entity, guided by clear and robust terms of reference, and empowered with the authority to implement and enforce accountability measures, such a body could indeed be instrumental in bringing about the much-needed, long-lasting, and meaningful reforms that the ADF so desperately requires.

However, I must express my deep-seated concern about the potential for this initiative to fall short of its intended purpose. There is a very real risk that the Government might simply use this as an opportunity to install yet another layer of bureaucracy, creating the illusion of action without effecting real change. This approach of being 'seen to be doing something' is all too familiar, especially when we consider the track record of past initiatives. We've already seen over 50 inquiries conducted and more than 750 recommendations made on similar topics relating to Defence. The last thing we need is another toothless watchdog, reminiscent of existing bodies like the Inspector General Australian Defence Force (IGADF) or the Defence Force Ombudsman, which have struggled to bring about substantive change.

Accountability and transparency must be at the forefront of this narrative if we are to make any real progress. It's imperative that we move beyond euphemisms and adopt a more honest, direct language when discussing these issues. We need to reject overused and vague terms like "cultural issues" that serve to obscure rather than illuminate the problems at hand. Similarly, we must challenge the practice of preventing the disclosure of serious matters, such as criminal behavior, under the guise of protecting 'national security.' It's time to confront the harsh realities head-on and acknowledge, as Commissioner Nick Kaldas so aptly put it, that "There has been a catastrophic failure of leadership at all levels to prioritize the health and well-being of serving members and their families." This stark assessment should serve as a wake-up call to our government, urging them not just to listen to these recommendations, but to act decisively upon them. These recommendations provide an evidence-based blueprint for long-lasting reforms that could transform the ADF for the better.

We must recognize that little will change if the Defence leadership continues to falter in effectively managing workplace grievances. Accountability must permeate every level of the organization, from the highest-ranking officials down to the newest recruits, and vice versa. There is an urgent need for genuine, independent mediation of conflicts before they escalate through the Chain of Command. All too often, we've seen how issues become politicized and polarized as they move up the hierarchy, ultimately resulting in a weaponized administrative process that significantly harms the very individuals who had the courage to raise concerns about their workplace. It's a cruel irony that someone who has voluntarily dedicated their life to serving our nation and upholding the principles of democracy can find themselves deliberately subjected to treatment that would be considered unlawful in any other context. These matters should be referred to the appropriate authorities for proper investigation and resolution. The pervasive cover-up culture within the ADF must be rooted out and eliminated if we are to prevent further unnecessary loss of life and protect the mental well-being of our service members.

Moving forward, it is imperative that the Service Chiefs adopt and rigorously enforce a "Do No Harm" policy for the workplace. This policy should aim to protect those who require assistance when facing conflicts in the workplace that have the potential to significantly harm them, both physically and mentally. We must recognize that the cultural acceptance of harmful behavior, coupled with a lack of accountability for perpetrators, is in itself an unacceptable practice that goes against the core values of the ADF. It could be argued that real, significant change in addressing these 'Cultural Issues' plaguing our Defence Force will only come when individual Defence members are held personally liable for the harm they cause to their colleagues. This level of personal accountability could be the catalyst needed to drive meaningful reform and create a safer, more respectful environment for all who serve.

Dr Kay Danes, OAM

Human Rights Advocate

https://www.defencelivesmatter.com