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Maritime Logistics Community News : Autumn 2013
12 MARITIME LOGISTICS COMMUNITY NEWSLETTER SUMMER 2012/AUTUMN 2013 BY CMDR MICK SLATTERY, RAN My previous article for the Navy Supply Newsletter provided a fairly open summation of how I perceived Navy maritime logistics training to be at that point in time. I highlighted the fact that we have many issues and questions to be analysed over the course of the year. Following on from this article, I provided an equally frank observation of the challenges of the organisation to the Navy Supply Forum, which was made more poignant due to me suffering from a flu that had me ill for many weeks. My intention in both cases was to highlight the fact that the organisation needed to change in order to deliver quality training, but also to identify that the people entrusted with this responsibility have no choice but to be more creative with their delivery. Before the organisation could properly understand the challenges and be in a position to develop positive training reform, we needed to accept that the Old Generation Navy (OGN) was well and truly behind us. As soon as this realisation was achieved, we needed to learn to feel comfortable operating in the new era [referred to as NGN], which was to stop expecting a solution to simply materialise and to challenge the group-think that criticises innovation; especially when that same group-think does not provide alternate answers. My intention is to get everyone in the Maritime Logistics Branch thinking about training and to get as many people involved in proposing new ideas or at least learn to be open-minded when it comes to viewing new ideas. The challenges indicated in my last article and highlighted at the Supply Forum continue to be analysed and in some cases we have already developed ideas and solutions, hence these 'challenges' provided motivation for change. This is not the standard Navy adage of 'doing more with less', it is about doing what is necessary more intelligently. Hence, the following are some examples of the opportunities we have identified during 2012: • How do we address the impact on training when Navy, Army or Air Force decides to disestablish billets from our ADF schools? Better analysis of the trainee/student numbers is needed, as might be the need to change the way we deliver training, and/or reach into other organisations to assist. The new Manpower Analysis Planning System (MAPS) that is to be introduced early next year should assist with this resource planning requirement. • What training can be removed from the school's curriculums and what training needs to be included? For example, MILIS training is currently being considered, but is it better to have it delivered by the MILIS experts or can the RAN Maritime Logistics School value add to the training by delivering it in the school? Does the school have the required MILIS experience and resources to deliver training? The Maritime Logistics Advisory Council has directed Fleet, Category Sponsor and TA-S&H to analyse these questions and more in order to propose a training solution. • What services can the Defence Learning Branch (DLB) provide the schools? Since the last newsletter, the DLB is now providing guidance with respect to our responsibilities as the Manager of Joint Training, better assisting with respect to the role of the Industries Skills Council, and providing advice on different methods for the delivery and control of training through IT solutions. • Are there shared agencies that can assist the schools with back-ofhouse functions (finance / DRMS / resource management)? More analysis is needed; however, we are currently using the services of the Staff Officer Finance in HMAS Cerberus, Mrs Julie Cole, to assist the schools with managing their budgets. • What commonality is there in the Army and Air Force with respect to logistics, supply chain and/or administration training, especially noting the ADF School of Catering and the ADF Dental School already operates within the Training Authority -- Maritime Logistics & Health? Can the Army and Air Force help with some of our training requirements? After meeting up with the Army Learning Production Centre, they have offered to assist us with some of our online training packages. • Does the Maritime Logistics Knowledge Map provide sufficient information to guide Deputy Maritime Logistics Officers towards successful attendance on their Maritime Logistics Charge Board? Feedback indicates the Map provides little to no guidance, hence it is intended to expand each of the sub headings to provide a short description and/or approach on how best to gain the necessary knowledge. • How do the schools know that the training provided actually meets the needs of the job? The Directorate of Strategic Personnel Policy Research has been engaged to distribute, collect and analyse detailed surveys that will be forwarded to Maritime Logistics Officers (ASO, DSO and SO) to determine if the just-in-time training provided on SOAC, DSO Designate and SO Designate met their needs for their subsequent sea postings. It is intended that if this trial is successful, these surveys will be rolled out to all other category courses in order to develop better training solutions. Training Authority -- Maritime Logistics & Health Talent is useless without training. Mark Twain Continued next page ...