by clicking the arrows at the side of the page, or by using the toolbar.
by clicking anywhere on the page.
by dragging the page around when zoomed in.
by clicking anywhere on the page when zoomed in.
web sites or send emails by clicking on hyperlinks.
Email this page to a friend
Search this issue
Index - jump to page or section
Archive - view past issues
Maritime Logistics Community News : April 2014
14 MARITIME LOGISTICS COMMUNITY NEWSLETTER 2014 DIRECTOR TRAINING AUTHOR- ITY -- MARITIME LOGISTICS AND HEALTH CMDR REBECCA LEVITT, RAN Whilst I was only new to the training environment, I could quickly appreciate how effective training was critical to supporting Navy's capability. Hence our first challenge was articulating how we would deliver the best product. The outcome of our discussion was a new TA-MLH mission: "To deliver a training organisation that uses emerging technologies and resources, and promotes a learning culture of continuous improvement in order to meet stakeholder and industry standards." This captures my team's commitment to delivering a high standard of training which is responsive to ongoing reform, and offers a long term investment in Navy's people and capability. As I reflect on the year that was, there has been significant progress in achieving this mission and also the logistics reform we are collectively driving towards. I will limit myself to discussing just three of the key areas, whilst acknowledging that I will be only scraping the surface of what is being achieved on a daily basis within each of my schools. Project Demeter -- Training Needs Analysis (TNA) Project Demeter Phase III Work Package 4 requires an analysis of the current and future training needs for each of the ML Officer PQs and Sailor Categories. This package is being delivered by TA-MLH as owners of ML training. This is the first time that ML Officers and Sailors have been reviewed as part of a collegiate workforce with a collective, agreed mission -- to deliver logistics capability to enable Navy to fight and win at sea. It is therefore a huge undertaking which is central to transformation of the branch towards 2030. The Analyse phase of the TNA will be done by an external contractor with input by dedicated Navy representatives. A range of tools will be employed to survey individuals within the ML Branch, and then identify the logistics skills that currently exist. The results will then determine what new skills are needed to appropriately perform current and future roles in line with our new titles, and what training needs to be developed to fill the capability gap. Having the insight of a contracted industry specialist offers invaluable opportunities to the ML branch. It provides an objective assessment of our shortfalls and identified best practice training solutions and qualifications which exist within and external to Navy. Accordingly, it will force us to question the status quo and ensure that we develop an innovative and professionally satisfying training solution which delivers and maintains a highly skilled and capable workforce. The Analysis phase of the TNA will take six months with the expectation that recommendations will be returned to TA-MLH for action in mid-2014 after which the Design and Development of the training solution can commence. The aim is then to trial courses during 2015 and implement new courses in 2016. RAN Maritime Logistics School Whilst the TNA is focussing on future training, LCDR Casson and her team at the RANMLS are focussed on meeting current training needs. Her separate newsletter article shows that there have been many achievements this year, which have sought to improve management of MLB training. In particular is the new process for MLO PQ and CQ boards which is ground- breaking in its recognition that assessment should not be based purely on technical knowledge, but that equally important is the ability to apply this knowledge in the workplace. In all cases, these improvements have been the result of RANMLS's considerable stakeholder engagement and dedication to ensuring that training is meeting individual and customer needs. With the assistance of Ms Kean, they have also researched opportunities to utilise technology and simulation within training. Simulation allows us to inject greater reality into courses and reduce the reliance on operational units to provide on-the-job training. Virtual training then minimises the tyranny of distance and provides a valuable source of continuation training. Whilst we have identified the tools to do this, we are still in the process of identifying the human and financial resources that can deliver it. Watch this space! Hospitality Training and Support Service Contract (HTSS) For more than 14 years, Chisholm Institute of TAFE have been providing Initial Employment Training (IET) of ADF Cooks and Stewards under the HTSS Contract. This contract was re-tendered in early 2013 and was awarded to Holmesglen Institute of TAFE with effect from 01 July 2013. Holmesglen has worked alongside Crown Casino and major Melbourne hospitals to develop hospitality training solutions for bulk commercial cookery, fine dining experiences, event functions, specialist dietary requirements and its indigenous/multi-cultural student population. Training Authority -- Maritime Logistics & Health On a balmy July day at HMAS Penguin, the collective brains trust of TA-MLH OICs gathered to plan the future direction of training in logistics and health. Continued next page ...