Hard work not going unnoticed
Audit helping to log activity

The production team (from left): CMDR Paul Hornsby (DNIS), Mrs Sue Collicutt, CN VADM Chris Ritchie; LCDR Paul Lashko DDNIS); CPO Jak Goudman (BMN), CAPT Drew McKinnie (DGNCC).

Photo: LS Ashley Phayer

If you’re currently serving at sea or working ashore in an area that has many gapped billets this probably isn’t news.

But you maybe surprised just how much effort is collectively going on across Navy, and at nearly every level.

You’ll probably be even more surprised to know that what you’re doing is not going unnoticed.

This has been revealed by an assessment ordered by the Chief of Navy in early 2004.

The audit was instigated to establish what improvement activities were occurring, how these were being measured, what dividends were gained, and whether those officers and sailors involved were being recognised for their efforts.

As stated by CN, it is very important to ensure that Navy people both recognise what they are achieving, and receive recognition for their collective productivity.

Conducted by the Director of Navy Improvement Strategies (CMDR Paul Hornsby), senior managers were invited to identify improvements made by their groups, their units and their people towards capability, operations, logistics and organisational support.

This was in lieu of normal functional lines, as it was suspected that each group contributed to at least one if not all of these four areas.

The response was substantial, with it becoming apparent that people considered three distinct goals were being kicked.

These were: Initiatives that had been designed (or loaded for processing), would clearly produce improvements, but were yet to be launched; Improvements that were underway (or launched), were making gains, but were yet to reach their desired end point; and Achievements that had reached fruition (or landed on target).

In particular, this included operations that had completed, and clearly brought improvement to areas such as combat experience or Navy’s credibility.

As part of the process it was also important to establish how all commands, branches and directorates (in addition to Navy’s suppliers) thought they were measuring these improvements; and that they had a clear understanding of where they were expected to go next with them.

All results were linked to one of Navy’s strategic objectives, making it possible to gauge whether the right proportion of effort was being applied to areas that require particular focus.

This information has been termed the Project “II&A” database, with the main product being a new report called the Navy Improvements Log.

It is sizeable and awkward to ignore; which should be a message in itself. While the raw number of improvements can be deceptive (given their relative significance), results indicate no less than half a dozen initiatives, improvements or achievements are occurring in all of Navy’s 22 strategic objectives (B1- 17 and L1-5).

Some areas have as many as 30 to 40 improvements underway (eg fight smarter: 37; ensure sustainable logistics: 43; improve career and personnel management: 22).

Many of these are substantial enterprises, involving hundreds of our personnel and likely to affect thousands more.

Some subjective analysis suggests many are occurring with little or no fanfare.

The unclassified version of the log is currently being issued down to the Commanding Officer and Director level. It is not a public document, but is there for all sailors to review in order to appreciate what collectively they are achieving as a team; or more to the point “a team of teams”.

In delivering his recent findings to CNSAC, CMDR Hornsby said: “On first impression, it’s a staggering amount of productivity and achievement from just 14,000 people.”

While the log is a first cut, it nevertheless suggests a high level of productivity is occurring at nearly every level.

The challenge remains to ensure these activities and improvements are continued, measured regularly and that due recognition is given as appropriate.

The log can be accessed on the Intranet via the DNIS page within the following site
http:// intranet.defence.gov.au/NavyWeb/sites/DGNCC.

Additions for the next issue are most welcome and should be forwarded to Director Navy Improvement Strategies, Navy Headquarters, R1- 4-C024, Russell Offices, Canberra, ACT 2600.

Anyone with ideas on doing things more efficiently or effectively can forward them as part of the Navy Suggestion Scheme.

Information about the scheme, requirements and payments are available at the same website.

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