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Response to Royal Commission

Hawthorn RSL Sub-Branch Submission of Feedback to RSL Victoria for the Royal Commission into Defence and Veteran Suicide

Response to Royal Commission

​​Compiled by Eamon Hale Vice President, with support from Drew Maddison President, and the Hawthorn RSL Sub-Branch committee.

 

Introduction

The release of the Royal Commission into Defence and Veterans Suicide Final Report represents a pivotal moment for the veteran community in Australia. The report exposes deep systemic failures, particularly in the provision of mental health care, and highlights the urgent need for comprehensive reforms. The Royal Commission report, alongside the “Shining A Light” Lived Experience Report, reveals that the Returned and Services League (RSL) has gradually relinquished its leadership role within the ex-service organisation (ESO) community. This submission proposes essential actions that RSL Victoria must take, in collaboration with RSL Australia, to restore its relevance and prominence as the primary advocate for Australian veterans.

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The RSL, both at state and national levels, must drastically increase its visibility—not only among veterans but also within the wider Australian public. This visibility cannot merely be about showcasing the RSL’s activities but must involve robust and proactive public advocacy on behalf of veterans and their families. The RSL’s prolonged failure to hold the government accountable for its obligations to veterans is inexcusable. Over the course of a generation, the RSL has been absent from the front lines of veteran advocacy. The Royal Commission has made it clear that this absence has left veterans without the support they deserve, forcing many to seek help elsewhere. If the RSL does not take decisive action now, it risks becoming irrelevant to a large portion of contemporary veterans.

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The RSL has chosen to focus on 7 of the 122 recommendations from the Final Report of the Royal Commission into Defence and Veterans Suicide. This document will focus broadly on those recommendations, being:

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- Recommendation 81: DVA to fund a program to support members wellbeing during transition to civilian life.

- Recommendation 87: Establish a new agency to focus on veteran wellbeing.

- Recommendation 88: Develop a national funding agreement on veterans welfare.

- Recommendation 89: Establish a national peak body for ex-service organisations.

- Recommendation 99: Improve compensation advocacy.

- Recommendation 101: Give Department of Veterans Affairs clients more choice and autonomy.

- Recommendation 122: Establish a new statutory entity to oversee system reform across the whole Defence ecosystem.

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The Need for Public Advocacy

The Royal Commission repeatedly underscores the RSL’s lack of visible lobbying and advocacy on critical veteran issues. This shortcoming has resulted in a gradual erosion of trust within the veteran community, particularly among those who served in postVietnam operations, such as East Timor, Iraq, Afghanistan, and peacekeeping missions. Many veterans view the RSL as an outdated organisation that no longer represents their interests or their service. Whilst commemoration is a key role of the RSL, telling the story of Australian veterans should be a key focus for it. It must act to showcase the experiences of all veterans and educate the Australian public on what veterans in 2024 look like and have undertaken. The common perception of the RSL as not relevant to modern veterans is a stark contrast to the RSL’s historical role as a powerful and outspoken advocate for returned service personnel.

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One example of the RSL’s failure to advocate effectively is its response—or lack thereof—to the mental health crisis afflicting veterans. In 2022, several RSL subbranches, led by Hawthorn RSL, called for the expansion of veteran-centric, specialist, 24/7 crisis mental health services during the Victorian State Election. These subbranches demanded the re-creation of acute mental health services that veterans in crisis could access at any time, in an environment that understood and catered to their unique needs. Despite the pressing need for such services, RSL Victoria chose not to publicly support this effort. The Royal Commission Final Report has reinforced the importance of these services, making the RSL’s silence even more troubling.

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The current generation of veterans is the first in Australian history to be deprived of access to acute, veteran-specific, specialist 24/7 crisis care. Veterans who served in East Timor, Iraq, Afghanistan, and other post-Vietnam conflicts do not have access to the same resources that their forebears once had. While some sub-acute care is available at the Heidelberg Repatriation Hospital’s Veterans and Serving Members Unit (commonly known as Ward 17), acute crisis care for veterans has been unavailable in Victoria since 1994. The closure of Nui Dat House, the veteran-specific acute crisis care facility at Heidelberg Repatriation Hospital, marked the end of an era. For almost three

decades, Victorian veterans have been left without the critical acute care services they need during mental health crises.

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Expanding Mental Health Services

The submission by RSL Victoria to the 2019 Royal Commission into Victoria’s Mental Health System outlined the significant challenges veterans face when trying to access mental health services. The submission highlighted that the Psychological Trauma Recovery Service (PTRS) at Heidelberg Repatriation Hospital—a 20-bed unit catering primarily to veterans and first responders—was operating beyond its capacity. Veterans often had to wait for extended periods to access the PTRS unit, exacerbating their mental health challenges. The PTRS is not an acute crisis care service but a trauma recovery service (sub-acute), leaving veterans in crisis without the specialised urgent care they need.

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Despite having a clear understanding of these issues, RSL Victoria has not publicly advocated for the expansion of such services. The consequence is a system that forces veterans to wait weeks or even months to access sub-acute care, with no acute care options available. Many veterans in crisis are forced to seek treatment in general psychiatric wards at public hospitals, where they often feel isolated and unable to relate to non-veteran patients. This is not merely a question of service availability but also of respect and dignity for those who have served their country.

Suicide rates among veterans are alarmingly high compared to the general population. Ex-serving males are significantly more likely to die by suicide, while ex-serving females are at a staggering 100% higher risk. These statistics are not just numbers—they represent real lives lost and communities devastated. The absence of acute, veteranspecific crisis care is a Victorian crisis, and the RSL must act immediately to rectify it.

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Increasing Visibility Among Service Personnel: Early Engagement

One of the most critical areas where the RSL must urgently improve its presence is within the Australian Defence Force itself, especially during the early stages of service members' careers. Currently, there is little engagement between the RSL and active Defence personnel, meaning that many veterans only encounter the RSL when they leave the military—often too late to fully benefit from its services.

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To rectify this, the RSL must actively engage with recruits during their initial training at key Defence establishments such as Kapooka, HMAS Cerberus, RAAF Base Wagga Wagga, and the Royal Military College Duntroon. Early engagement with soldiers, sailors, and aviators would provide the RSL with an opportunity to explain its purpose, share its history, and demonstrate the value of membership. Most importantly, it would allow Defence personnel to understand how the RSL can assist them during their service and once they transition to civilian life. The recent remit at RSL Victoria’s State Conference for free service membership for serving soldiers, sailors, and aviators must be the first component of a greater package aimed at telling the RSLs story and engaging the veterans who can make up RSLs future membership.

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In coordination with the above State Conference remit, the RSL must ensure a consistent presence across all Defence bases nationwide. At a basic level, this could involve regular engagement with Defence personnel during their annual mandatory training, where the RSL could share information about its services, advocate for membership, and explain how it can support serving members and their families. By embedding itself into the lives of active service personnel, the RSL can remain relevant to a new generation of Defence members, many of whom currently perceive it as out of touch with their needs.

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Role in Transitioning Defence Members into Civilian Life

The RSL must also take a more active role in supporting Defence members as they transition from military service to civilian life. Transitioning from the Defence Force can be a highly challenging process, and many veterans struggle to find meaningful employment, access appropriate healthcare, or maintain a sense of identity and community after their service ends. The RSL is uniquely positioned to provide crucial support during this transition, offering practical assistance and a sense of belonging to those leaving the military.

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Sub-branches across the country must be empowered to provide veterans with mentorship, employment opportunities, education, and general guidance during their transition. This support includes fostering relationships with employers who value the skills veterans bring to the workforce, collaborating with educational institutions to provide retraining opportunities, and offering emotional and mental health support during this difficult period. The RSL’s long-standing role as a social and communal hub for veterans should be leveraged to ensure that every transitioning veteran feels supported and connected.

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Furthermore, the RSL should increase its advocacy efforts on behalf of veterans transitioning to civilian life. This includes lobbying for better mental health services, improved job placement programmes, and enhanced government support for veterans and their families. The RSL must be a constant advocate for veterans during this critical time, ensuring that their needs are met and their voices are heard.

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The ESO Peak Body: RSL’s Role in Veteran Advocacy

The Royal Commission has recommended the establishment of an Ex-Service Organisation (ESO) Peak Body (Recommendation 89), a move that RSL Australia has publicly supported. While the creation of this body aims to unify the veteran community and streamline advocacy efforts, it also raises an important question: by supporting the creation of a new ESO Peak Body, is the RSL, intentionally or not, lobbying itself out of existence? If a new body takes on the role of peak advocate for veterans, what purpose will the RSL serve in the future?

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Historically, the RSL was synonymous with veteran advocacy. It was once the organisation to which governments turned for advice and counsel on veteran affairs, and it played a key role in shaping policy and securing veteran entitlements. Prime Ministers sought the RSL’s advice, and veterans knew they could rely on the organisation to represent their interests. In the years following the First World War, the RSL was instrumental in securing a wide range of entitlements for veterans, the scale of which were the envy of the world.

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However, by 2024, the RSL’s leadership has faltered. Once the most powerful voice for veterans, it has gradually lost authority and is now viewed by many as out of touch and irrelevant. The call for a new ESO Peak Body reflects the RSL’s retreat from its founding mission, leaving many veterans to fend for themselves and forcing them to create new organisations to meet their advocacy needs.

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Despite this decline, the RSL’s existing infrastructure makes it ideally suited to serve as the ESO Peak Body. The organisation already has a national presence, with ANZAC Houses in every state and territory, experienced staff and CEOs, and a governance framework in place. Additionally, the RSL’s reputation, although tarnished, remains strong within the Australian community. Any new ESO Peak Body would need to build its infrastructure, reputation, and authority from scratch—a daunting and time-consuming task.

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This is a pivotal moment for the RSL and the veteran community. Veterans must engage in the discussion around the formation of an ESO Peak Body and decide whether the RSL should assume this role. If the RSL chooses to embrace its historical role as the primary advocate for veterans, it could leverage its existing infrastructure and expertise to unify the veteran community and provide a strong voice for all ex-service personnel. However, if the current leadership of RSL Australia is unwilling or unable to take on this responsibility, it will be up to the veteran community to elect new leaders who are ready to take on the challenge.

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Proposed Solutions

To address the urgent need for improved mental health services for veterans in Victoria, the following actions are proposed:

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1. Establish a Veteran and Emergency Services Crisis Care Facility

A specialised facility, offering 4 to 6 beds for acute crisis care, should be established to serve both veterans and emergency services personnel. Whilst ideally this facility could be collocated within the existing infrastructure of Ward 17, equally this facility could be located anywhere in Victoria and would provide immediate, veteran-centric care to those in crisis. Such a facility would ensure that veterans and emergency personnel have access to the care they need when they need it most.

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2. Expand the PACER Program

The Police, Ambulance and Clinical Early Response (PACER) program has successfully provided mental health crisis care in the community. A similar program should be developed to focus on veterans and emergency services personnel, offering in-person mental health assessments and care without the need for hospitalisation. This would provide a less invasive and more supportive approach to mental health crisis intervention.

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3. Increase Resources for Ward 17

Ward 17 at Heidelberg Repatriation Hospital is a highly respected and trusted facility, but it currently operates with limited resources. By increasing funding and expanding its capacity, Ward 17 could serve more veterans and their families, reducing waiting times and ensuring that all veterans have access to the care they need. Expanding its outreach to regional areas would also ensure that veterans living outside metropolitan Melbourne are not left behind. RSL Victoria has a critical role in lobbying government to achieve this funding increase and expansion.

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4. Provide Family Support and Accommodation

For veterans undergoing treatment at facilities like Ward 17, the support of their families is crucial to their recovery. However, there is currently little provision for family accommodation. RSL Victoria should work with organisations like Vasey RSL Care and Legacy Melbourne to create affordable accommodation options for families of veterans receiving treatment. This would reduce the financial and emotional burden on families and ensure that veterans receive the support they need.

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Partnerships and Collaboration

To achieve these outcomes in improved mental health services for veterans, RSL Victoria should partner with other advocacy bodies such as The Police Association, the United Firefighters Union, and the Victorian Ambulance Union. These organisations have a shared interest in improving mental health care for their members, many of whom are veterans themselves (Approx 8% of Victoria Police have served/serve in the ADF and can be defined as veterans). By working together, these groups can present a united front to the government, increasing the likelihood of securing funding and support for these critical services.

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Additionally, RSL Victoria should seek to collaborate with metropolitan sub-branches, such as Hawthorn and Richmond, to develop affordable accommodation solutions for the families of veterans undergoing mental health treatment in Melbourne. These subbranches have already expressed an interest in providing support to veterans and their families, and by pooling resources with organisations like Legacy Melbourne and Vasey RSL Care, RSL Victoria can ensure that these projects are successful.

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Conclusion

The Royal Commission Final Report has made it clear that the current system is failing veterans, particularly in the area of mental health care, public advocacy, and representation. RSL Victoria, in partnership with RSL Australia, must take immediate action to address these failings and rebuild trust within the veteran community. By increasing its public advocacy, expanding mental health services, enhancing engagement with current Defence personnel, and supporting veterans in their transition to civilian life, the RSL can once again become the trusted advocate that veterans need.

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Failure to act now could result in the RSL’s further decline, leaving a new generation of veterans without the support and representation they deserve. Not only will this fail future generations but also betray the legacy of those who came before us to build the RSL.

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The future of Australia’s veterans depends on the RSL rising to the challenge and reclaiming its role as the foremost advocate for those who have served their country.

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