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Maritime Logistics Community News : Autumn 2010
1 NAVY SUPPLY NEWSLETTER AUTUMN 2010 A Message from the Head of Supply Community Welcome to the Autumn 2010 edition of the Navy Supply Newsletter 'Thriving in a Changing Environment'. BY COMMODORE BOB RICHARDS, RAN I'm sure you would all agree that none of us, regardless of our rank, role or responsibilities are immune to change. Reform does mean different things to different people -- some are excited and inspired by the opportunity that change brings with it, others are worried about the uncertainly ahead. It is true that the only thing that is constant in life is change itself and in my experience, service in Navy is all about being flexible and adaptable. I encourage you to embrace the change that is going on in the Defence Force and be a positive contributor to it. A positive attitude will assist to make the process a mutually rewarding experience. One of the largest and most important changes that we currently face is Defence's Strategic Reform Program (SRP), which brings together the work of the independent audit of Defence's budget by George Papas, the White Paper companion reviews and previous studies like the Mortimer Review into Defence procurement. This consolidated program comprises a comprehensive set of reforms that are designed to improve Defence accountability, planning and enhance productivity. Across the decade, the SRP will provide around $20 billion in savings, which will be reinvested in Defence capability. Reform doesn't start and end in Canberra though and to make a difference, change doesn't have to have a million dollar price tag attached to it. One of Navy's signature behaviours is 'Cost Consciousness'. We can all make a difference if we simply treat the Commonwealth Equipment that we use in our daily business as if it was our own. New Generation Navy (NGN) is all about changing the way Navy operates and how it treats its people. I certainly hope you have all experienced a positive change stemming from NGN initiatives. I hope these phrases all sound familiar -- challenge and innovate, fix problems -- take action, drive decision making down, be the best I can be, and respect the contribution of every individual. These are things we can all do, in every ship and establishment, and at every level, everyday. They are not only the province of people in Strategic or Fleet Command headquarters. Within the theme of change, I don't think that any Supply Category has stood still over the past year. Stewards have embraced the Quicken Service Funds accounting package rollout and elements of the Writer Review to remove payroll and accounts functions from ships have been piloted on HMAS ANZAC and HMAS NEWCASTLE. The Military Integrated Logistic Information System 'Go Live' is scheduled for 1 July 2010 and while it only affects SDSS users in Phase 2B1, it will introduce a fully deployable version as part of phase 2B2. The installation of SLIMS on all Mine Hunters, Hydrographic Ships and Submarines will be completed this year. The Cooks have also embraced change, with the reduced duty watch they no longer prepare meals for the ship's company whilst alongside naval ports. This initiative has certainly been positive and lightened the load on our onboard catering staff. The way in which the Supply Community serves the Navy and the ADF as a whole is ever changing and our ability to adapt to these challenges has always stood us in good stead. When it comes to personnel management initiatives, we have more often than not led the way -- take the mentoring program for example and our approach to modifying the pace that an individual passes through the Supply Officer training continuum to match their family circumstances. The Supply Advisory Council is taking a long term view and is determined to ensure that supply personnel are well positioned to contribute to Navy capability today and well into the future. The list of issues to be addressed is long and growing and I hope you join me and the other members of the Supply Advisory Council in identifying the solutions. Four projects are quickly coming to the front of the SAC's forward work program and if you have any thoughts on the following topics, I would be keen to hear your views: • Do Supply Officers need deep ILS skills and experience? If so, how many are needed, where would they be employed and how and when should training be delivered in the career continuum? • How should hospitality services be delivered in the RAN in 2015 and beyond? • Do Supply Officers need different logistics skill sets and experience to support large land forces across the shore from the LHD? If so, what additional training and consolidation is required? • How can the Supply Community have a fully integrate workforce that best uses the skills and experience of reserve personnel and the existing flexible work practices for permanent navy members?