A Lack of Services
This study has illuminated the lack of effective services for former members of the police, military and emergency services in the post-separation environment. This is not for a lack of trying by many organisations, government and non-government, but more a lack of understanding of the level or type of supportive services required to achieve the best outcomes. In the context of post-service employment, the lack of services is likely to be a result of a lack of knowledge or awareness of identity issues and the way in which these issues can influence post-service employment satisfaction. There is also some confusion around where the responsibility should lie – with civilian organisations or with the organisations from which the members have separated.
An example - the ADF
An examination of the practices of organisations in the post-service environment provided the following example. In early 2019 the Australian Defence Force issued a tender, inviting organisations to demonstrate their ability to offer a transition process for separating members. The ADF had made the decision to outsource the transition and resettlement process. The significance of this action was the decision by the military to no longer take responsibility for the transition of its members out of service, except to fund another organisation to manage the process. It was unclear whether this was motivated by failings within the organisation to manage transition properly, or whether it was becoming outside their core business and therefore needed to be delegated.
But the action itself highlighted three key factors relevant to this current study. The first is that approximately 16 percent of transitioning members persist with the transition services offered by the ADF. The second is that the outsourcing of the transition process indicates a shift in the way in which the organisation takes responsibility for the separation of its members. The third is that the services demanded as part of the tender do not meet the needs of separating members as described by the participants. Therefore, it is likely that outsourcing is not going to solve any existing problems.
Consistent with the literature, the tender indicates a focus on the separation of military personnel from service, with no attention on the separation of police and emergency services. To adequately manage the needs of members from all three service groups, a transition support process that is separate from any of the service organisations is likely to be most effective.
The participants have described specific issues that they face when separating from the police, military or emergency services. In summary, these are physical limitations following injury and mental health triggers resulting in poor mental health; inability to relate to employers in the civilian world and feelings of not being appreciated in that environment; a loss of camaraderie and no sense of belonging.
As the support of military veterans post-service in Australia gains more exposure, and likewise groups and organisations are working to have police and emergency services personnel recognised as needing the same support, checks of the professional practices in place are warranted.