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Maritime Logistics Community News : April 2014
10 MARITIME LOGISTICS COMMUNITY NEWSLETTER 2014 Maritime Logistics Category Workforce Update Maritime Logistics -- Personnel Update The ML-P Category is healthy with a trained workforce (AB-CPO) of 246 personnel to meet a current demand of 211, an overbearing of 35 personnel. There are currently 7 personnel in the training pipeline. Continued demand for ML-P personnel outside of the current 211 positions remains high with a number of personnel filling short term temporary positions and operational deployment positions. In the last edition I advised on the work being conducted to split the Initial ML-P Competency Task Journal (CTJ). I can now provide further detail on this change. There have been no significant changes to the content of the current CTJ but it has been separated into two distinct parts. Part one consists of tasks to be completed by SMN to demonstrate they have attained the fundamental skills for employment in the ML-P category. The completion of part one will be the new trigger point for ML-P sailors to transition from the Training Force to the Trained Force. Part two consists of the remaining tasks from the current CTJ to be completed by SMN/AB in preparation for intermediate training. In addition to the split the journal has been renamed to a Capability Evidence Journal (CEJ). As I write this article the final version is awaiting approval and implementation. It is expected the new format Initial ML-P Capability Evidence Journal (CEJ) Parts I and II will be issued on completion of the next initial ML-P course (Nov 13). One of the more detailed components within Project DEMETER is the future workforce structures of the Maritime Logistics categories. One area of the ML-P category I have been focussing on is the ratio of staff to customers within personnel offices; being mindful this needs to be achieved without increasing the overall size of the category. Two long standing submissions for increases to positions within the HMAS Kuttabul and Harman Personnel Offices were recently approved. These changes have provided 2 additional positions for both Kuttabul (2 x AB) and Harman (1 x PO and 1 x AB). These recent changes are a great outcome for the ML-P category and are in line with the future workforce structure. I would like to point out work continues in this space and I anticipate further improvements are likely. Another activity being undertaken is the update of ML-P duty statements. There are a number of duty statements that have not been updated for some time. This activity will aim to provide updated duty statements for ML-P positions in support of the Training Needs Analysis. As this will be my last contribution as the ML-P category manager, I would like to thank everyone who has provided me with advice, guidance and support during my tenure. I have particularly enjoyed the opportunity to visit category members and see first hand the great results being achieved by ML-P sailors. I encourage you all to play an active role in the future of your category through interaction with your category manager. I also wanted to take this opportunity to welcome WO Phil Robertson who will take up this position in January 2014. Maritime Logistics -- Personnel Category Manager WOML-P Marc Henderson Maritime Logistics -- Supply Chain Update The Supply Chain (SC) Category continues to remain very healthy with a trained workforce (AB-CPO) of 294 personnel to meet a current demand of 280, an overbearing of 14 personnel. There are a further 41 personnel in the SC training force which consists of personnel undertaking recruit training, category training and those SMNSC conducting On the Job Training (OJT) before becoming Trained Force by completing Part 1 of the Initial SC Competency Task Journal (CTJ). Our strong numbers are a result of increased recruiting targets over the last 12 months which was aimed at ensuring we have sufficient trained and experienced personnel to meet the implementation of Project DEMETER initiatives from late 2014. We aim to recruit a further 45 personnel in FY13/14 before reducing the recruiting level in FY14/15. The busy pace has continued this year, Category Manager visits to Fleet Base West, Darwin, Cairns and Sydney along with presentations to the Stores Accounting Officer, Advanced and Intermediate SC courses has allowed me to meet with the majority of personnel in the category, as always I appreciate the open and honest feedback on the current and future challenges for the category. Much of my time in the office in Canberra has been divided between Project DEMETER support and the everyday Category Management responsibilities with these two roles are becoming more entwined as Project DEMTER has matured. The second version of the Project DEMETER SC category transition plan was completed in September and incorporates the workforce changes since the first version was completed in Dec 12. The transition plan is an important document in detailing the future employment roles and structure for the category, the relocation of an ABSC position from FLSE-C to FLSE-D and the establishment of a new POSC position in FLSE-D are results of the Project DEMETER transition plan supporting the input from FLSE-D personnel to establish and rebalance SC positions to provide better support to Navy capability. Other initiatives for the Supply Chain category within Project DEMETER currently under consideration are the national stocktaking team and the shore support teams. The proposed introduction of the stocktaking team Continued next page ...