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Maritime Logistics Community News : Autumn 2010
27 NAVY SUPPLY NEWSLETTER AUTUMN 2010 The one element of certainty in the future is that change is on the horizon and we, as a Navy and Defence Force, need to continue to thrive and meet our operational outputs whilst at the same time ensuring the effectiveness and efficiency in meeting our key deliverables. A number of significant projects are underway in the NZDF which will shape the RNZN and NZDF over the forthcoming decade and beyond. Defence Review 09 (DR09) will lead to a future Defence White Paper and will outline the organisational arrangements required of the Defence Force in the coming years. Therefore, flowing out of the White Paper will be a need for us to revisit the NZDF Strategic Plan, to consider our doctrine, processes and priorities as they relate to the delivery of high-performing organisational systems. The DTP: An agenda for change: Meanwhile, the NZDF has a change agenda in the form of the Defence Transformation Programme (DTP). The DTP is a comprehensive programme designed to improve efficiency and deliver savings from our Logistics, Human Resource Management, and Headquarters -- which together account for 70 percent of the NZDF's support costs. DTP has delivered some quick wins, but essentially the past two years have been about putting in place the detailed planning necessary to deliver in 2010 simpler and better organisation-wide support functions. Delivering value for money: The Defence Force is actively contributing to the Government's plan for improving state sector performance and delivering better value for money in other areas too. The NZDF is looking at its day-to-day operations around procurement; as well as embarking on an Enterprise Cost Reduction programme, which is an external review focusing on all NZDF costs that are not already part of the DTP. Together, these and the DTP are about delivering a more effective, efficient and fiscally sustainable Defence Force. The great aspect for the RNZN, and our team, is that we have been on a change management programme over the previous decade undertaking our own improvement programme under the auspices of Naval Excellence, being the best in all that we do. The RNZN became the first public sector organisation in New Zealand, and only the third New Zealand business in 10 years, to win an internationally recognised Baldrige Gold Award from the New Zealand Business Excellence Foundation. "This award is both national and international recognition of the Royal New Zealand Navy as a world class organisation," quoted by our Admiral. "It's a significant milestone on our journey to achieving operational excellence and our vision of being the best small nation Navy in the world." However, the RNZN is but one of three services. Our collective NZDF Vision is, 'Three Services as One Force, being the best in all that we do' with a perspective the author shares is the achievement of DTP will assist the on the journey to achieving the NZDF vision. Appreciating that there are three workstreams to the DTP as alluded to above; Logistics, HRM and HQ, two of these workstreams will have a direct influence and outcome to the future of the Support Branch (RAN Supply Community personnel), and some Trades. The Logistics and HRM workstreams have proposals gathering momentum that will ultimately create a number of NZDF Centre's of Expertise, to which key enabling functions will be centralised across the NZDF. The creation of the COEs will be challenging as the three Services, in most instances will have to consolidate functions and processes which historically have been conducted in isolation of each other. Whilst a dotted functional and reporting relationship may remain in the interim, the future may be a direct customer and vendor type relationship -- also reference recently as a hub and spoke concept. From a high level of the NZDF and RNZN to the reality of what's in it for me (meaning the RNZN Support Branch [equivalent of the RAN Supply Community])? To begin with the 'me' requires further defining to confirm to the reader audience, what is the RNZN Support Branch? As at end of February 2010 the Branch comprises of 500 sailors across the nine trades of; Chef, Medic, Musicians, Naval Police, Physical Training Instructors, Stores Accountants, Stewards, Writers and a single Driver with this Trade being phased out. The 'so what?' of DTP as it relates to the Support Branch remains focused on 'simpler and better' being the key strap line of the DTP. Professional Trade training that is common; Medical and PTI is already being delivered in an agency basis by Army; for Medical and Air; for PTI training. The next Naval Policeman trade training course will be Army led at the MP training school. Further common elements of all core professional training are continuing to be exploited to ascertain synergies and efficiencies that maybe capitalised upon to achieve the common goals of simpler and better, and efficient and effective. The jury remains out over career management in the present DTP context as a common theme and opinion held is over maintenance of the culture, appreciating the three services are fundamentally different for very good reasons. Appreciating the level of change potentially on the horizon the future is far from certain, insofar as human resource management and a consolidated logistic common operating picture across the NZDF. What is certain however is that members of the NZDF will continue to thrive in the changing environment and attempt to achieve the very best in all that we do. Go the blacks! NZ Defence Force -- Defence Transformation Process Project The theme of this edition of the Supply Newsletter 'Thriving in a changing environment' is topical particularly across the Tasman in the Royal New Zealand Navy (RNZN), and more appropriately the New Zealand Defence Force (NZDF). COMMANDER PHIL WIIG, RNZN COMMANDER PERSONNEL AND TRAINING (SUPPORT)