News
Back

Leadership 2001

July 9, 2001

*The following stories were submitted as speeches given at the 2001 CN Leadership Conference…


BRAND NAVY - by Deputy Chief of Navy, RADM Brian Adams

Last year at the Leadership Conference we showed examples of the bad media coverage Navy had received and there was much discussion of our poor reputation. Many Navy people told me that more needed to be done to regain our good image. In real terms, although we can review the media about Navy, respond to inaccuracies and give the media the facts about Navy - our image is not only driven by the media.

We need to ensure now and into the future that Navy has a voice in creating its image and managing its own reputation. Or to put it another way - we need to make sure that the Australian people see our Navy for what it is, a true expression of our values, vision, mission and goals. How do we take charge of our reputation? How do we project our image or our 'brand' as it is now termed by many organisations.

What is a 'brand'? What do we think of when we see the symbols for Levis, McDonalds, Nike, and Qantas? We do not only think of the products of these companies, we associate feelings and ideas with the companies themselves.

This is the true meaning of 'branding'.

Commercial organisations invest a lot of time and money in creating and managing their brand.

It is good for their business - and good branding for Navy is good for Navy's image. Until now it has not been done well enough.

'Brand Navy' is not about telling lies, presenting false images, doing one thing and saying another.

It is about doing our jobs well - and presenting ourselves professionally and consistently. It is about showing ourselves and the public who we are every day, every time they see anything to do with Navy. It is not about waiting for the media to tell our story.

For Navy, effective branding is vital to recruitment - why would anyone want to join an organisation that has a bad image? The people we want to join us are those who share our values - who are looking to serve with honour.

We also need to be aware that we are talking about 'Brand Navy' - not 'Brand Defence'. At the recent Defence Senior Leadership Recall Day attended by most of the ADF and ADO one star and equivalents and above, the Secretary of the Department of Defence stated that in his view there are four separate brands - Navy, Army, Air Force and the public service or Defence department.

What does all this mean?

In March 2001, CNSAC approved 'Brand Navy' - a new, consistent way of presenting everything we do, so that when people see signs, brochures, recruiting ads, gangway banners - anything to do with Navy they recognise it. You will hopefully have noticed that even this newspaper has a new look and feel as part of this consistent approach to the way we present ourselves.

This is not merely a cosmetic change - far from it. This is about showing the world that we are in control, that we are proud of our Navy and ourselves. It is also designed to reduce duplication and waste - to spend our money on the things that really matter - Navy people and Navy capability.

You can see some examples of the new look and feel with this article. You might notice that we are consistently using the word 'Navy' with the crest - on a white background (the colour most strongly associated with Navy in people's minds), and we will use consistent colours, designs and layouts to create a professional, easily recognised look for everything we do.

As things are required to be produced such as signs, banners, plans, brochures, they will be moved progressively into our new way of presenting ourselves. It won't happen overnight - we have an 18-month rollout plan, which is the responsibility of the Director General of Navy Improvement.

We must all support this change. It is about getting our image back, improving our reputation and presenting ourselves as professionals.


PLAN GREEN 2001 LAUNCHED - by CDRE Matt Tripovich

The Chief of Navy this week launched his second Navy strategic plan, Plan Green. Plan Green is a blue-print for the development of Navy over the next ten years. It provides guidance on how the 5.6 billion dollars provided by Government to Navy each year is spent, details the priorities in key management areas such as personnel and lists strategies to continuously improve Navy. Many of the strategies detailed in the plan, particularly people initiatives, are longer term. Quick fix solutions are not appropriate for many Navy and Defence problems.

Plan Green provides the guidance for subordinate organisations in Navy to build and execute their own plans within allocated resources. The plan also helps inform other organisations in Defence that provide services to Navy of what is expected. It is not a public document.

This second edition of Plan Green is easier to read than the first. Advice and feedback obtained during evaluation of Plan Green 2000 has been reflected in the new document. Improvements that make it even better will continue to be made.

Copies of Plan Green are being distributed to reach units and commands by the end of July 2001. In addition to a paper version, copies will be distributed on CD-ROM. A feature of the CD-ROM is that a copy of Plan Blue - Navy's long range plan and the newly-issued Navy business guide are included. The plans will also be available on the Defence Intranet in the near future. The coordinator of Plan Green development, CMDR Michael Sander is available for advice on Plan Green distribution issues.


PLAN BLUE - NAVY'S LONG RANGE PLAN - by CAPT Peter Jones

Australia's Navy for the 21st Century is the unclassified version of Plan Blue, Navy's long-range and 30-year strategic plan. Plan Blue is based on research done within Defence and informs how Navy will successfully complete its range of missions as part of an integrated Australian Defence Force (ADF).

The last two Defence White Papers have shifted the focus of Defence progressively towards a maritime strategy, giving the Navy increased responsibilities for operating in conjunction with the Army and the Air Force as a member of a joint force and with other allies as a combined force. Australia's Navy for the 21st Century discusses these responsibilities and briefs factors likely to influence Australia's strategic future.

Australia's Navy for the 21st Century also proposes a transition from the fleet in being of today through the enhanced fleet (as planned in the Defence 2000 White Paper) to a highly capable future fleet. Centred on improvements in warfighting technology the Navy will invest in new information technology for both offensive and defensive operations. Through advances in technology the use of satellites, Uninhabited Aerial Vehicles and Uninhabited Underwater Vehicles (UAV's and UUV's) will be increasingly integrated into maritime operations. Likewise, the use of stealth technology to make ships less detectable, combined with leaps in computer power will dramatically improve the performance of our ship weapons and sensors. These are all areas discussed by Australia's Navy for the 21st Century.

Australia's Navy for the 21st Century, along with Plan Green, will be available on the Defence Intranet in the near future. The coordinator of the classified and unclassified versions of Plan Blue development, CMDR Henry Pearce is available for advice on distribution of Australia's Navy for the 21st Century


CN's keynote address - by Chief of Navy, VADM David Shackleton

Chief of Navy opened the annual Navy Leadership Conference at the Wentworth Hotel, Sydney with a keynote address on his report back to Navy.

CN remarked at the beginning of his speech that his aim is for people to leave the conference understanding the need for ongoing improvement within the Navy and knowing that we are committed to achieving the 'Navy Vision':

A Navy with a worldwide reputation for excellence as a sea power; a well equipped, professional team of highly motivated quality people, serving Australia with honour, supported by a nation proud of its Navy

CN then addressed the achievements of the past 12 months as he sees them. These included, but are not all:

  • An overall improvement in recruitment from 62% in 2000 to 86% in the Oct 00 - May 01 period. The sailor recruiting achievement continues to remain high (92% in April). And officer recruitment is increasing with ADFA 54% up 8% from the previous year and Direct Entry 67% up 15% from the previous entry.
  • Retention has been the focus of much effort since the last leadership conference. Navy's overall net loss rate reduced from 6 to 2.5 % in the 12 months March 00-01 and is presently at 2.4%. Given that there have been no significant changes in the external environment, this achievement can be principally put down to Navy's internal initiatives addressing both recruiting and retention.
  • In accordance with CN's undertaking at the 2000 Leadership Conference, 58 of 100 new civilian positions (18 of these in FEGs) are presently under various stages of recruiting action. A further 42 are undergoing follow-up action.
  • Annual career counselling has been reinvigorated and is now provided to all personnel. In particular, face-to-face counselling for all sailors has been re-established and has proven a major success. This includes the rotation of career managers through the PTAC in FBW.
  • Project Sea Eagle involves the ongoing, evolutionary approach to the training, education and leadership continuum for officers and sailors. To date, the recruit school and junior officers' continuum have been reviewed. The next phase includes re-validation of the LSMC, POMC and SSSAC.
  • Introduction of Navy Readiness Policy and Service Readiness Badge.
  • Increase in reunion travel entitlements for MWD(S) from 4 to 6 trips per annum.
  • The first NAVSAFE Conference "Managing Safety and Risk into the Future" was held in June 2001. The strategic importance of this initiative to Navy was in facilitating networking of Navy safety managers and practitioners with each other and professionals from external agencies; and gaining greater ownership and awareness in Navy of the need for effective self-regulation and supporting regimes (certification, audit, T&E).
  • The introduction and implementation of the Human Resource Plan is our biggest achievement to date in terms of people issues.
  • CN ended his presentation with the statement, "You are here because I want to hear what you have to say, your input is vital to the ongoing successes of the Navy".


FROM WO-N - by Warrant Officer of Navy, WO David Wilson
At the Chief of Navy's Leadership Conference, I was very pleased to speak on how I, as the representative of sailors presented their concerns to Chief of Navy (CN), members of his Senior Advisory Committee (CNSAC) and other authorities throughout the Navy. More importantly I was able to outline the achievements that have resulted from efforts by myself and sailors.

Some areas I covered in my presentations include my role as a member of CNSAC. I spoke on how I advise CN and the CNSAC members on sailors' issues from a sailor's perspective. I mentioned how other CNSAC members often asked how our sailors would be affected by their decisions and how those decisions can be communicated effectively to our sailors.

I went on to talk about my most public achievement, the inaugural Warrant Officers' Conference that CN and I hosted in March this year. I mentioned that the outcomes of the conference led to establishing a team to define the role of WOs, what jobs WOs should be posted to at sea and ashore and what training is required to better prepare sailors to become WOs. Clarification of these areas will not only lead to more interesting and challenging jobs for WOs but also provide more opportunities for sailors to consider when planning their careers.

Another topic was the establishment of Command Warrant Officers in Maritime and Systems Command. The establishment of these billets will benefit our Navy and its people as they will support their Commands and sailors in that Command in a similar role as I do for whole of Navy and CN. I also spoke about my involvement in recruit training including a proposal to commence a short-term exchange between the RAN Recruit School's most outstanding Instructor and a USN Recruit Training Command instructor.

Recently I spoke to the Defence Force Remuneration Tribunal (DFRT) about the case for Submarine Service Allowance and Sea Going Allowance. I also have spoken with General Nunn regarding the review of members' pay and allowances. When I met with the DFRT members and General Nunn, I made it clear that though we have new ships and equipment and some areas are better that in the past, sailors still live in cramped conditions, share communal heads and bathrooms and are separated from family and friends for extended periods of time.

In closing I stated that, there are very few of these things that can be directly credited to me. I am part of the process that moves issues forward and works towards improvement for our sailors and Navy - you are the other part.


RECRUITING: THE CAMPAIGN AND RESULTS - by CMDR Kevin Sharp (Navy Recruiting Liaison Officer)

The Navy Recruiting Liaison Office (CMDR Kevin Sharp) is very pleased with the recent success in Navy's recruiting. He believes that the current advertising campaign launched by the Defence Force Recruiting Organisation in July 2000 has been very important in achieving the improvement. The campaign was based on research by New Focus, a research consultant, whose work highlighted that the community knew very little about Defence and that this was hindering our recruiting. It found that essentially, the public's image of Navy was founded on what was portrayed in the media, based on TV shows, newspaper reports and popular computer games. The result has been an image that has not encouraged people to consider the Navy as a real career.

Based on the research, the 'Lifestyle' campaign was born. It stressed that being in the military did not mean you were not allowed to go home at the end of the day! Surprisingly, many civilians in the group we are trying to recruit had the idea that we spent all our lives actually at sea wearing anti-flash! The 'Lifestyle' campaign fought that image and strove to make military personnel people they could relate to.

The initial effect was a stabilisation in the decline of enquiries. More research revealed doubts in the mind of potential applicants as to how they would be actually employed in Defence - what would they do. They knew little about what we do at sea or ashore; they were heavily influenced by the images in the media and movies, images that were turning many away.

The campaign was expanded into the 'Strategic Lifestyle' campaign, which introduced the idea of diversity in employment. Images of civil aid in East Timor and the Tony Bullimore rescue introduced the idea of varying employment, adventure and involvement in important, even vital, arenas. Enquiries soared.

DFRO continues to maintain the research behind the campaigns and intends to produce a new General Entry campaign in the second half of 2001. New ADFA advertisements, based on a similar philosophy are being aired now. Seaman officer and pilot recruiting will be next, with new advertisements being filmed now.

Continuous improvement and adaptation is required to maintain the effects of any marketing campaign. Conversion from enquiry, to applicant, to recruit is a lengthy and difficult business and is also under scrutiny. The results in comparison to the last three years are pleasing with approximately 80% of the overall General Entry targets met for FY 00/01.


STRATEGIC WORKFORCE CHALLENGES - by CMDR Russ Dowrick (Deputy Director Naval Workforce, Directorate of Naval Workforce Planning) and CMDR Henry Finnis (Deputy Director Workforce Planning - Navy, DPE)

People are an essential element of any military capability. Ensuring that Navy knows how many people it needs, with what skills and experience, and how to attract and retain them is a mission critical activity. This applies to all three elements of Navy's workforce - the military, the public service and its contractors. Identifying how to do this is a major challenge facing Navy and NAVSYSCOM in particular. This is a challenge that will be in the forefront of the minds of our workforce planners in the weeks to come as well as the many other areas who will have to assist them if there is to be a successful result.

CMDR Allan Rankin, Director Naval Workforce Planning has the challenge of addressing the strategic naval workforce issues confronting the RAN over the next decade. His presentation explored the reasons behind the need to reshape Navy's workforce given that the Defence White Paper 2000 provided Government direction on force structure through to 2010 and foreshadowed an ambitious ship building program to modernise and replace Navy's current maritime capability. Navy must position itself well for the future by identifying and planning for the introduction of appropriate employment concepts, conditions of service and workforce structures to ensure Navy is able to deliver the planned maritime capability.

The White Paper sets out a Defence Force of 54,000 personnel, of which, based on current planning, the Navy component is estimated to be 14,000. However, there is substantial evidence that Navy will find it increasingly challenging to recruit and retain the skilled workforce it plans to acquire because the people it wants will be the people many other businesses will want.

It is therefore necessary to undertake a fundamental reassessment of Navy's need for people as well as its policies to ensure it can deliver the people necessary to complement current and future capability requirements. If it is successful Navy will be the employer of choice, and meet the challenges arising from emerging social, economic and demographic trends.

CMDR Rankin has had the opportunity to study how many other navies are dealing with the same challenges and he discussed some of the personnel initiatives based on his recent fact-finding tour. At the conclusion of the presentation he, CMDR Henry Finnis (Deputy Director Workforce Planning-Navy within Defence Personnel Executive) and CMDR Des Carney, RANR, hosted a workshop to identify and explore issues associated with developing possible solutions to some of the workforce challenges. Participants were asked to look into the future and respond to a number of workforce related questions.


NAVY PERSONNEL RETENTION STRATEGY - by CMDR Sue Smith (Director Navy Personnel Policy)

Navy is currently experiencing an overall workforce shortfall of approximately 18%. There are, however, some indications that the workforce is beginning to stabilise. Sailor recruiting has been significantly turned around in recent months with achievement up from 57% in 2000 to approximately 79% in 2001. Separation rates have also improved, particularly for officers but generally they still remain too high and Navy continues to experience shortfalls in critical categories such as ET, EW, MT and CSO, and Officer PQs such as pilot, observer and seaman.

In developing a Navy Personnel Retention Strategy, Navy reviewed the data on those factors 'pushing or pulling' on separation rates. Some specific issues were identified at key career decision points, these being at approximately 5 years (out of hours lifestyle, equity between MWD and MWODs), then 10-12 years (superannuation concerns, family issues arising from the detriment of mobility), 15 years (value of MSBS Retention Benefit) and 20 years (accessing DBRDB pension entitlements). We also see a range of issues affecting Navy people across all ranks and years of service. These include concerns about high workloads, lack of recognition or credit for work done, and job satisfaction.

Current Navy Retention Achievements

A number of initiatives have been successfully progressed by Navy through the Defence Committee to utilise the $100M Government provision for Defence retention issues. These include improved access to affordable child care, additional after-school care and family day care places and additional child care centres in Darwin and STIRLING. A Spouse Induction Program has also received funding. Navy has also assisted DPE in improvements to LIA at Laverton and is pursuing further improvements to RA provisions. Additionally, Navy has made significant progress under the following strategic retention themes:

Career management improvements

  • developed a revised officers' selective promotion system for implementation in 2002;
  • commenced a review of Officer's Professional Effectiveness (ROPES);
  • introduced annual career counselling to all Australian-based personnel;
  • placed all positions and billets on the DEFWEB to assist personnel with career planning;
  • progressed Phase 2 of the Sailors Career Management Study;
  • introduced direct contact protocols for personnel to interact with their career managers via electronic media.

Meaningful employment

  • increased shore billets in WA by re-locating the ANZAC Class Logistics Office;
  • introduced Acting Higher Rank in the non-commissioned ranks;
  • commenced a study into meaningful employment;
  • increased opportunities for senior sailors to exercise leadership at sea - WOs are now serving as LCH XOs and a trial of CPOs as FCPB boarding officers is well under way.

Training improvements

  • recognition of Prior Learning/Work Place Assessor policy and process at sea;
  • gained recognition as a Quality Endorsed Training Organisation (QETO) and accreditation for over 300 courses - allowing Navy to self-accredit and issue nationally recognised qualifications;
  • reviewed the Billet Pre-Requisite (BPR) process and achieved an average 25% reduction in BPR liability, thereby releasing 160 people back into the Fleet with an estimated 50,000 training days removed;
  • established Personnel Training and Advisory Centres (PTACs) in the East and West, Darwin and Cairns to improve BPR, PPD and non-billet specific training, manage Fleet training bunks and provide training audits;
  • developed a comprehensive business case for E-Learning strategies to improve access to training and education for all Navy people;
  • commenced initiatives to improve the delivery and management of recruit training.

Leadership and cultural improvements

  • introduced the Service Readiness Badge policy;
  • progressed the re-invigoration of the Divisional System Project with development of a divisional staff manual, revised task book and instructions to non-military supervisors for trainee divisional officers;
  • arranged for a tailored equity and diversity training package to be delivered to CAPTs and above.

Management improvements

  • launched the Navy HRM Management Plan on 5 Feb 01;
  • developed Category and PQ Management Plans to intensify effort into structure, training and skill requirements and aggressively pursue realistic separation rates;
  • co-located a DNWP billet in the capability development area to ensure Navy HR issues are taken into account;
  • commenced a study to examine alternative crewing arrangements, manning and workforce structures;
  • prepared the SGA and SSA pay cases for presentation to the DFRT in June 01;
  • improved guidelines for recognition of de-facto relationships.

Navy will continue to effectively resolve retention issues through intensified focus on the following strategic retention themes:

  • Reduction in intensity or rate of work;
  • Ongoing career development initiatives;
  • Provision of meaningful employment;
  • A Navy-wide cultural reinforcement program;
  • Promotion of a high performance culture in concert with Navy's Leadership and Values Program;
  • Validation and implementation of personnel policies from a 'people' perspective;
  • Increased public recognition of personal contribution and achievement;
  • Management of the implementation of the Navy HRM Plan as the major Naval focus for retention activity (located on the Navy information web-site and through COs).

Navy's successes to date, and further planned commitment to people in the Navy Personnel Retention Strategy, will see a marked improvement in our personnel manning situation thus alleviating many of the factors driving separation. All Navy personnel are encouraged to view the Navy HRM Plan through their divisional staff.


NAVY SYSTEMS COMMAND - MEETING FUTURE CHALLENGES - by CDRE Merv Davis, AM (Commander Australian Navy Systems Command)

The Australian Navy Systems Command (SYSCOM) has achieved a great deal since its formation just over 16 months ago. Establishing the command in itself has been a significant challenge, but according to CDRE Merv Davis, Commander Navy Systems Command, not as challenging as ensuring that people understand what the command does, why it was established and what it will deliver. As many would know, the people, safety and operational support challenges it faces are significant. However it has been making headway and SYSCOM was shaping up well to meet future challenges.

CDRE Davis noted that SYSCOM, an amalgam of the previous Naval Training and Support Commands, together with elements of the previous Naval Materiel Organisation, the Defence Personnel Executive and Maritime Command, had achieved much in the 16 months since it was established as part of CN's TNT initiatives. Its current, very obvious, focus is on people and safety, both of which are addressed separately in this edition. Less visible was the work in providing operational support to the Maritime Commander, the changes in shore command and efforts to address the management of Navy people in enabling groups and in developing improved FEG management practices.

CDRE Davis highlighted some of the achievements in these areas, including:

  • Improved recruiting and retention achievements. Overall achievement against recruiting targets has increased from 54% in 99/00 to 79% in 00/01. At the same time, our rolling average net loss rate has reduced from 6% some 14 months ago to 2.4% now. Indeed, in the month of May, our workforce grew by some 132 - more people are being recruited than leaving. This was the first time our workforce had grown since early 1998.
  • Developing formal agreements to be entered into with enabling groups who employ Navy people. These agreements outline how Navy and these groups will manage our people to ensure, for example, that the opportunity to take leave, access to divisional support, release for training and professional development and meaningful employment are provided. The first of these agreements is expected to be signed this month.
  • Recognition of Navy as a Quality Endorsed Training Organisation (QETO) with more than 300 courses recognised to date. This allows Navy the flexibility to self-accredit and directly issue nationally recognised qualifications.
  • Achieved key milestones for certification, audit and acceptance/delivery of Navy platforms - providing greater surety of the safety of platforms. In addition, the Naval Certification and safety agency sponsored the first NAVSAFE Conference in May this year - it was invaluable in getting our people, government and industry together to discuss safety issues.
  • Developed the first Navy C4 Master Plan which provides a roadmap for achieving Navy's C4 requirements into the medium-term (10 years).
  • Met our customer's requirements in providing support for the Fleet, including, port services, communications and electronic warfare support. As an example, RANTEWSS established a record for the most number of concurrently deployed teams during Feb - Jun 01.
  • Continued to work with the FEGs, NHQ and MHQ to develop and implement best practice across Navy and get more bang for our buck.

As to the future, CDRE Davis is clear that stabilising Navy's workforce and meeting future people requirements was the number one challenge. That said, the focus on safety had to continue and there was scope to better support the Fleet and the many other users.


KEEPING THE NAVY SAFE - by CAPT Drew McKinnie (Director General Navy Certification Safety and Acceptance Agency)
Vice Admiral Shackleton's keynote address at the CN Leadership Conference included the announcement of a new Navy strategic theme - 'Keep the Navy Safe'. This theme will form the third element of the new Navy Future Direction Statement and will be incorporated as a new goal in the Navy Balanced Scorecard. Our aim - to be 'safe' in meeting our duty of care to all Navy people - having safe workplaces; having safe and fit-for-purpose platforms, systems and support; conducting safe Naval operations; and not doing the enemy's job for them.

CAPT Drew McKinnie, Director General Navy Certification Safety and Acceptance Agency (NCSA), reports that the development of the framework for the 'Safe Navy' goal was informed by the inaugural NAVSAFE 01 Conference, sponsored by his agency in June. The mature framework will comprise:

  • A robust policy framework and regulatory and certification systems and processes, governing the safety, integrity and fitness for purpose of Navy platforms, systems, people and support.
  • A strong, professional and positive safety culture, and Navy people provided with appropriate training and education to support this culture.
  • Strong safety and regulatory alliances and relationships with external government, defence, industry and influencer agencies.

Whilst the NCSA has the responsibility for developing the framework for keeping Navy safe, and for providing assurance to CN in discharge of his duty of care obligation, ultimately safety is everyone's responsibility. Safety is not simply an engineering problem. Regulation is an operational problem. And we aren't marking time waiting for the safety framework to magically unfold in 2008. The NCSA is leading the push to dispel these myths and to develop improved safety arrangements, practices and understanding. Considerable progress has been made, including:

  • The on-schedule roll-out of new Navy safety, regulatory, test and evaluation and acceptance policies, including a new Navy Safety Policy issued by CN 27 April 2000 and promulgation or revision of a number of BRs.
  • Engagement of classification societies, for example Lloyds Register of Shipping in the development of rule sets used in the certification basis of Navy platforms.
  • Achievement of planned audit and Provisional Acceptance (PA) and AINS programs, including key delivery milestones for - Fast-Track Submarines, MANOORA and KANIMBLAs, Hydrographic Survey Ships, FFGs, COLLINS submarines, and the Mine Hunters Coastal.

During the conference, CAPT McKinnie and the Navy Systems Commander, CDRE Davis, AM, hosted a workshop session entitled 'Emergency Responses - testing credible failures in Navy's defences'. The message from the workshop - we need to continually test, rather than simple practice, our procedures (SOPs etc) for dealing with emergencies. Participants noted that failures and flaws will exist at all levels of a layered defence - the 'Swiss cheese' model and accordingly we need to test for credible failures of those defences - find the holes. Hence damage control on board ships at sea, firedrills ashore, sub miss and sub sink exercises, aircraft crash on deck exercises and so on.


SUPPORTING AND ACQUIRING NAVY CAPABILITY - by RADM Kevin Scarce and CDRE Tony Flint

At last year's conference I spoke about our intentions in bringing the former Defence Acquisition Organisation and the Support Command together. One year down the track the organisations have been successfully integrated and the reform agenda is well under way. There is a lot more work to do in examinging and defining the underlying processes, but we are starting to see the benefits from this organisational reform.

Concurrently, the Capability Systems Division and specifically Maritime Development Branch has also undergone significant change and restructuring. The four primary catalysts for this have been the revised Defence Capability Development Process which has been recently introduced, the requirement to better recognise and interact with the FEGS, implementation of the Defence White Paper initiatives and an overriding requirement to plan for and develop strategies for the current and future naval capability within a 30-year horizon.

During the Chief of Navy's Leadership Conference, Head Maritime Systems, and Director General Maritime Development, CDRE Tony Flint outlined:

  • Broad Defence Material Organisation (DMO) organisational change with emphasis on maritime activities;
  • Practice examples of how the DMO reform agenda is being implemented;
  • Changed in the manner in which capability is defined and developed;
  • The delivery of the maritime capability included in the White Paper, such as the air warfare and maritime operations support capabilities;
  • Alignment of Maritime Systems Division (MSD) and DGMD offices with FEG commanders;
  • Challenges in supporting the fleet into the future.



OPS AND DEPLOYMENTS - by Maritime Commander, RADM Geoff Smith

Maritime Command OPERATIONS

It is important to ensure all members of the Royal Australian Navy take a few moments to read this article so they can reflect on our Fleet's achievements during the past 12 months.

During 2000/01, our sailors have proudly shown the flag in many international ports having been involved in a multitude of international exercises including: RIMPAC 2000, SINGAROO, FLYING FISH and more recently, Australia's major biennial training exercise with the United States, EXERCISE TANDEM THRUST 2001. Held in May 2001 in the Shoalwater Bay Training Area Queensland, Exercise TANDEM THRUST 2001 involved 12,000 Australian and 15,000 American personnel, 32 ships and more than 200 aircraft.

Our ongoing operational commitments in the Pacific region during the past year have seen many of our sailors spend significant periods of time on station in the Solomon Islands, Bougainville and Timor. In addition, HMAS ANZAC's crew are now preparing to deploy in July 2001 to the Arabian Gulf as part of the Australian Government's commitment to supporting the United Nations Security Council resolutions on Iraq. It is also important to acknowledge our hard-working patrol boats that have continued to protect our northern waters in support of our ongoing surveillance commitments.

This past year has also seen our Fleet grow, having commissioned two Collins Class submarines and several ships, the latest being the Mine Hunter Coastal HMAS GASCOYNE in May 2001. We also bade farewell to the 'Dili Express', HMAS JERVIS BAY, having transported more than 7300 personnel and 3500 pallets of goods during her 39 runs between Darwin and Dili since August 2000.

As part of our reflection process, it is vital that we recognise the commitment of the Navy's personnel. It is the sailors of today that make it possible for the Navy to conduct its operations throughout the world and achieve its mission - to fight and win at sea.

You are what makes the Fleet what it is today.

You make the difference.

The pride of the Fleet is YOU!

MAJOR RAN DEPLOYMENTS - GLOBAL COVERAGE IN 2002

As part of the Chief of Navy's Leadership Conference, the Maritime Commander announced his intention to undertake three major task group deployments in 2002.

The global deployment program is an ambitious but exciting undertaking which has been planned since the Navy Symposium in 2000 when the Chief of Navy announced his intention to conduct a global deployment in 2002 that incorporated the Royal Australian Navy's commitments in the Asia-Pacific region.

The global deployment program, is an essential element of the 'Chief of Navy's Future Directions' and 'Maritime Commander's Plan 2001', aimed to meet the Navy's operations and preparedness goals whilst providing our personnel with a comprehensive, challenging, and professionally rewarding program of international exercises, training activities throughout the Asia-Pacific, Europe and the American continents.

Further details on the deployments are:

RIMPAC 2001

2002 is an Exercise RIMPAC year in which the RAN will again be participating. A surface task group comprising two ANZAC Class Frigates and an LPA will deploy in June to the Hawaiian exercise areas. It is also intended that a submarine will participate in the RIMPAC exercise and remain for further exercises in Hawaii prior to returning home via Guam and SE Asia.

SE & NORTH ASIA DEPLOYMENT

The biennial deployment to SE and North Asia will also take place in the second half of the year featuring the Five Power Defence Arrangement (FPDA) Exercise STARDEX, Exercise AUSTHAI, and JMSDF 50th Anniversary Review involving two FFGs and an oiler. A submarine will also participate in Exercise STARDEX and associated port visits along with two patrol boats as part of the task group for the exercises and port visits in SE Asia.

OPERATION BOOMERANG

Between March and October, a task group comprising nine units will deploy to the United Kingdom and Western Europe via South Asia, the Middle East and Southern Europe.

Code-named Operation BOOMERANG, the deployment will feature major operational activities with a French carrier battle group, NATO amphibious exercise, RN sea training, and multinational joint maritime control exercise. In July, the surface combatants and oiler will continue westbound via North, Central, and South America (Pacific Coast) and the South Pacific to complete a global circumnavigation in October, while the remaining units return to Australia via Southern Europe and South Asia.

Operation BOOMERANG schedule has required careful coordination with the remainder of the fleet activities schedule to ensure that the RAN will remain capable of meeting the current ADF preparedness requirements and regional engagement objectives.

More specific details of the global deployments program for 2002 will be promulgated in the fleet activities schedule.

I have no doubt that the year 2002 will be one our sailors will enjoy and reflect upon in years to come.

CENTENARY REVIEW

More than a million people are expected to line Sydney Harbour foreshores on October 6 for the Royal Australian Navy's major contribution to Centenary of Federation celebrations - an international fleet review.

About 45 Australian and international warships, representing 12 countries, will participate in the review before the huge crowd and the reviewing officers, Prince Phillip and the Governor General. The review will be followed that evening by the Battle of Sydney Harbour, a fireworks spectacular set to better any yet staged on the harbour.

The fleet entry, led by HMAS BRISBANE, and fireworks are the highlights of an eclectic RAN program which runs from October 2-8.

Some of the countries sending ships are the United States, United Kingdom, New Zealand, Japan, France, India, Singapore, South Africa, Thailand and Papua New Guinea.

Included in the program of events will a youth program, sea days, open days, a march through Sydney, band recitals, church services, sporting fixtures and cultural tours.