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Maritime Logistics Community News : Autumn 2013
17 MARITIME LOGISTICS COMMUNITY NEWSLETTER SUMMER 2012/AUTUMN 2013 CAPT Mick Sander Project Director LCDR Brad Halloran Support Officer CMDR Paul Gall Project Manager and Culture Change Team Leader (also NGN) Mr Nick Morris Team 1 Member WO Dave Larter Team 1 Member (also NGN) Mrs Odette Sutch-Dunkley Communications & Engagement Leader Mrs Sam Cataranzariti Team 2 Member LCDR Sara Nolan Team 2 Member Of note is that of the five Navy personnel, two are also NGN (WO Dave Larter and CMDR Paul Gall) while the three APS personnel (Odette, Nick and Sam) are DMO. Seaworthiness Management System The SwCP has interdependencies with all the RRP projects, but it is most closely aligned with Project 5 SwIRM. While SwIRM is responsible for delivery of the Seaworthiness Management System (SwMS) and an Integrated Risk framework, the delivery of a Seaworthiness Culture will ensure that there are is awareness with the associated mindsets and behaviours for the use the SwMS and the risk framework. In short, everyone understands their part with regards to Seaworthiness and behaves and acts accordingly. Main points with regards to SwMS are: • It is about Assuring: o Operational effectiveness to the approved standard and operating intent o Safety, and o Protection of the environment • There are three domains: o Operational o Technical o Support • CN is the Defence Seaworthiness Authority: o Directed by CDF and the Secretary to establish the Seaworthiness Management System o Covers the other Services and Defence Groups • The Naval Flag Administrator (NFA) is the Seaworthiness regulator: o Head Naval Engineering is the NFA o similar role to the civilian Australian Maritime Safety Authority o Develops a single, harmonised, goal based regulation set for promulgation by the Defence Seaworthiness Authority o Seaworthiness authorities will be responsible for regulatory compliance and assuring Seaworthiness. These are: -- Operational -- Fleet Commander, -- Technical -- Director General Technical Seaworthiness, and -- Support -- Director General Logistics -- Navy -- The SwMS will leverage wherever possible off current practices to provide seaworthiness and risk management coverage supported by regulation -- The practical effect in each and every workplace will be that Seaworthiness Management will make the difference between knowing our platforms and systems will operate effectively and safely, rather than just assuming or hoping they will. Seaworthiness Obligations For the first stage of the SwCP, the team conducted a 'Review of Reviews' and a Gap Analysis as well as the identification of 'quick wins': • Review of Reviews. Given the number of reviews that Defence has undertaken over the last 10 years (a total of 17 major Defence/Navy reviews), these were re-evaluated from a culture behaviour perspective. • Gap Analysis. The research and analysis conducted, outlined and described a set of past state cultural attitudes and behaviours that were present in Navy and DMO. • Quick Wins. Early thoughts on 'quick wins' were identified, including use of an awareness campaign and the use of rewards and incentives, which formed the foundation for the subsequent development of the Culture Change Plan. These were all used to develop a future set of attitudes and behaviours required to set in place a Seaworthiness Culture. The 'Obligations Blue Print' outlines the desired Seaworthiness Obligations for a future state that we are endeavouring to set in place. The main themes, which were approved by CN and the RRP Program Board in October 2012, are: • Sustainable -- Seaworthy Today and Seaworthy Tomorrow • Informed -- Be informed, inform others • Collaborative -- Work in partnership to ensure seaworthiness • Accountable -- Everyone has particular responsibilities for seaworthiness Rizzo Project 6 -- Seaworthiness Culture Project SwCP Team (from left to right -- CAPT Mick Sander, Mrs Odette Sutch-Dunkley, LCDR Sara Nolan, Mrs Sam Catanzarit, LCDR Brad Halloran, Mr Nick Morris, and CMDR Paul Gall). Continued next page ...