Royal Commission into Defence and Veteran Suicide submissions

Over the past six months, I've been working on a number of submissions to the Royal Commission. The simple theme I've gone in with is trying to be helpful and future-focused. That is, with the Royal Commission winding up next year, there needs to be a lot of "so what" done with some practical and pragmatic ideas about the next steps.

Below are four submissions, but before I submit them, there is nothing like the cold light of day on your thoughts to help steer them. The concepts aren't intended to be some exhaustive tome but something that is able to be digested and considered.

Please offer constructive feedback either publicly in the comments or via a message.

I think we have an almost once in a lifetime to help set a positive future for veterans in Australia, and I'd like to make the most of it.

1.???????On the development of a strategic plan for the Department of Defence and Department of Veterans Affairs in Light of the Defence Strategic Review and Potential Major Conflict with China

Overview

In response to the recent Defence Strategic Review and the potential threats from China, it is imperative for the Department of Defence and Department of Veterans Affairs (DVA) to develop a comprehensive strategic plan to manage mass casualty events and the subsequent challenges arising from a major conflict. This proposal outlines some considerations and steps that the Departments should undertake to effectively prepare and plan for such a scenario. The focus is on formulating plans that enable rapid response, enhancing capabilities and resources, optimising the ability to manage the influx of demand on services and expanding workforce capacity quickly. Additionally, the proposal emphasises the importance of conducting periodic exercises to test and refine these plans in conjunction with the ADF and Department of Defence's existing strategies.

A point of reflection is that after almost two decades of combat operations in Afghanistan, the DVA systems are overloaded now more than ever. That there was insufficient plans in place to anticipate the demand on resources despite the long time horizon and low levels of combat fatalities. The Afghanistan campaign had no more than 1600 deployed troops at any one time and over the period of the entire campaign had 42 combat fatalities.

To provide context, it is worth noting that a single Landing Helicopter Dock has a planned capacity of between 1000 to 1600 embarked troops; the loss of such a vessel would immediately overwhelm systems ranging from Joint Operations Command and Joint Health Command to DVA.

The response to the Defence Strategic Review, that it isn’t just about combat systems, it’s about considering the ramification of an actual major confrontation and multiple mass casualty events and their impact on the existing systems and the Australian people.

Understanding the problem space

In order to address the resources required to support an influx of demand, Defence and DVA must assess its current capacity in managing mass casualty events and identify areas for expansion or improvement which can be rapidly enacted in the event of a major combat operation.

Simulating end to end, from combat operations to DVA services, a large mass casualty event will first expose underlying bottlenecks and constraints on the system, platforms and people.

Exercising the plan

The plan's effectiveness relies not only on its development but also on its execution and adaptability to real-life feedback. Therefore, it is imperative to exercise and test these plans regularly through formal exercises and inter-departmental collaboration. These exercises will identify potential gaps, weaknesses, and areas for improvement in the plan, allowing Defence, DVA and supporting partners to refine strategies and procedures proactively.

Moreover, testing the plan ensures that all stakeholders are familiar with their roles and responsibilities, fostering a well-coordinated response in the event of a major conflict. Ultimately, regular testing and exercising of the strategic plan will contribute to a more robust, resilient, and efficient system capable of managing the challenges associated with an influx of demand and providing individuals and families with the support and care they deserve.

Conclusion

If the narrative of the Defence Strategic Review is true, then Defence and the Department of Veterans Affairs need to establish a collaborative strategic plan to manage the impacts of a major confrontation and the flow on effects from it. Recent history has shown that complacency with regards to relatively low-level combat operations has not shown us our best side.

2.?????????????A Banner for You - Uniting Veterans and Continuing the Legacy

The "A Banner for You" initiative aims to create a unified and inclusive space for veterans of all eras, branches, and ranks to participate in the ANZAC Day march. The initiative seeks to raise awareness, eliminate feelings of shame or guilt, and inspire the next generation to carry on the tradition.

Background

The Royal Commission into Defence and Veteran Suicide will conclude on June 17, 2024, marking a time of reflection and hope. In light of this, ANZAC Day 2024 will be the first stage of the Royal Commission's finalisation, honouring and remembering veterans' service and sacrifices while expressing solidarity through the march.

Proposal

In early 2024 launch an awareness campaign highlighting that at the National Ceremony in Canberra on ANZAC Day 2024, there are banners representing the service of all veterans regardless of era, branch, rank and operational service.

That this concept enables veterans to participate in marches in any location across the world. That someone is physically holding a banner in their place at the nations Capital recognising their service.

This initiative be promoted the initiative through ESOs, the AWM, Defence, social and news media, urging veterans to march and show solidarity with others across Australia on this date.

To specifically engage younger generations, particularly children and family members of veterans, to participate in the march and ensure the ANZAC Day tradition's continuation.

Outcomes and Benefits

• Increased veteran participation in the ANZAC Day march, promoting unity and pride.
• Enhanced mental health and well-being among veterans by addressing feelings of shame, guilt, or ambivalence of service.
• Brings veteran’s together and encourages people to meet and talk about their history.
• Normalisation of diverse veteran experiences, valuing both foreign and domestic service.
• Improved societal understanding of veterans' diverse backgrounds, breaking stereotypes and fostering empathy.
• Continued involvement of younger generations in the ANZAC Day tradition, preserving the legacy of veterans.

Conclusion

The "A Banner for You" initiative is a step towards creating a more inclusive and supportive environment for all veterans on ANZAC Day. By raising awareness, addressing emotional barriers, and encouraging participation, we can foster a sense of unity and pride among veterans, while inspiring the next generation to continue the tradition.

3.?????????????Awareness Campaign: Veterans Not Victims

Post the Royal Commission into Defence and Veteran Suicide, there is need of a positive outlook, a message of hope and unity. The "Veterans Not Victims" campaign aims to raise awareness about the importance of recognising and celebrating the positive attributes of military veterans, as well as challenging the societal perception of veterans as "broken soldiers."

The campaign focuses on empowering veterans to feel proud of their service and accomplishments, while encouraging society to acknowledge their contributions and offer support for a smooth transition into civilian life.

Objectives:

• Shift societal perceptions of veterans from "broken soldiers" to empowered individuals.
• Encourage veterans to embrace their positive attributes and achievements.
• Promote mental health and wellness support for veterans.
• Foster a sense of community and inclusion for veterans and their families.

Key Messages:

• Veterans are strong, resilient, and resourceful individuals.
• The skills and experiences gained during military service are valuable assets in civilian life.
• It is essential to support veterans in their transition to civilian life and acknowledge their contributions to society.
• Veterans are not victims; they have come out of the Australian community and reflect the Australian community values.

Strategies:

Media Campaign:

• Utilise social media platforms (Facebook, Twitter, Instagram) to share inspiring stories, videos, and images of veterans, their accomplishments, and the positive impact they have made in their communities.
• Partner with local news outlets to run a series of feature stories showcasing veterans who have successfully transitioned into civilian life and are making a difference in their communities.
• Use ESO networks to spread the message to their membership.
• Use Defence networks to spread the message to their users
• Launch a national public service announcement featuring influential public figures and veterans advocating for the campaign's key messages.

Community Outreach:

• Partner with local Ex-Service-Organisations to spread the message and promote a message of unity and comradeship.
• Foster the ESOs to establish a mentorship program connecting veterans with successful role models in their fields of interest.

Advocacy and Policy Change:

• Engage with local, state, and national policymakers to promote policy changes that support veterans in their transition to civilian life.
• Advocate for increased funding and resources for mental health and wellness support services tailored to the unique needs of veterans.
• Collaborate with organisations and advocacy groups dedicated to improving the lives of veterans and their families.

The success of the "Veterans Not Victims" campaign will be measured through a combination of qualitative and quantitative methods, including:

1. Increased positive representation of veterans in the media and public discourse.
2. Greater engagement in community events and educational initiatives aimed at fostering understanding and support for veterans.
3. Positive changes in policies and resources for veterans at the local, state, and national levels.
4. Increased use of support services and resources by veterans and their families.

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4.?????????????Establishment of a Junior Veteran Advisory Round Table

Summary

This policy proposal advocates for the creation of a Junior Veteran Advisory Round Table (J-VART) to provide advice to the Australian Department of Defence and the Department of Veteran Affairs. The J-VART will comprise of current and former junior members from the ADF. The purpose of the J-VART is to provide a platform for these members to voice their experiences, provide insights into contemporary issues, and advise on potential solutions. The concept of engaging junior members is that it is this group that suffers some of highest rates of issues facing veterans and it also can address issues before they become real concerns.

Existing forums such as ESORT and Younger Veterans - Contemporary Needs Forum are not provisioned to cater to input from junior ADF members.

This initiative aims to improve both Departments' understanding of the challenges faced by junior members and veterans, enhance policymaking, and ultimately, improve the welfare and effectiveness of the ADF.

Outline

According to 2020–21 National Health Survey and the 2020–21 National Study of Mental Health and Wellbeing released by the Australian Bureau of Statistics as per here 16–29 year old ADF males and females experience a significantly higher rate of suicide (42.2%) and (41.4%) than the general population (29.1%) and (22.0%) respectively. While this is just one metric it provides a lens into the age-related issues which may not be fully realised in current strategies.

Junior ADF members are at the forefront of military service, bearing the brunt of the physical and mental challenges associated with it. They are also more likely to understand contemporary issues impacting their peers through personal real world experience. However, their voices are often underrepresented or non-existent in decision-making processes and in forums. Establishing the J-VART will ensure that their unique perspectives are heard and considered in policy-making.

Structure and Composition

The J-VART will comprise of ten members, ensuring a manageable size for effective communication and decision-making. The composition will be balanced with a 50-50 split between currently serving junior ADF members and discharged veterans. This balance ensures that both current and post-service experiences are represented.

Members will be drawn from different services, junior ranks, and specialties within the ADF and the veteran community. This diversity is crucial to ensure a broad range of perspectives, experiences, and expertise are represented in the J-VART.

Rotation and Succession

Members will serve on a rotational 24-month basis, with a staggered 50% replacement every 12 months. This rotation system ensures a continuous influx of fresh insights and perspectives, while maintaining continuity and institutional knowledge. It also prevents undue burden on any individual member, as their service on the J-VART is time-limited.

Governance

The J-VART will operate under a democratic governance model, with members electing a Chair and vice-chair from among themselves for a 12-month term. The Chair will be responsible for leading the meetings and representing the J-VART in communications with the Department of Defence and the Department of Veteran Affairs. The Vice-Chair will assist the Chair and step in when the Chair is unavailable.

One of the responsibilities of the J-VART will be to manage its own succession planning. This involves identifying potential new members, preparing them for their roles, and ensuring a smooth transition when existing members rotate off the J-VART. The outgoing members will be responsible for training their replacements, ensuring continuity of knowledge and experience.

The J-VART will establish its own internal rules and procedures, including how decisions are made (e.g., consensus or majority vote), how meetings are conducted, and how conflicts of interest are managed. These rules and procedures will be reviewed and updated as necessary.

Outputs

Biannual Report:

The primary output of the J-VART will be a comprehensive biannual report addressed to both the Department of Defence and the Department of Veteran Affairs (DVA). This report will serve as a formal record of the J-VART's activities, findings, and recommendations. It will outline section will detail the current issues impacting junior ADF members as well as provide advice on options for remediation. Each recommendation should be clearly linked to the issues identified and include a rationale based on the J-VART's analysis. The recommendations should be practical, actionable, and consider the resources and constraints of the departments.

Conclusion

The establishment of the J-VART will foster a culture of inclusivity and respect for the experiences and insights of junior ADF members and veterans. It will enhance the Departments' understanding of the challenges faced by these members, leading to more informed and effective policies. This initiative represents a significant step towards improving the welfare and effectiveness of the ADF and the veteran community.