Home' Defence Magazine : Issue 1 2009 Contents 46
efence support group (dsg)
will this year undertake
major reform to become
a more proficient and
savings to defence.
Deputy Secretary Defence Support Martin
Bowles said to be successful, reform will be
based on a detailed examination of DSG’s
business and how it can best meet the priorities
of the Defence organisation.
“In Defence Magazine Issue 4 2008-2009,
I said that DSG will need to evolve if it is to
continue to be a vibrant, customer-focused and
customer-driven organisation. I also said that
organisational change will be necessary to ensure
that DSG is aligned with broader Defence reform,”
Mr Bowles said.
DSG-managed activities account for more
than 25 per cent of Defence’s budget and more
than 50 per cent if Defence Materiel Organisation
is not included. As such, Mr Bowles says DSG
must shoulder a sizeable part of the reform effort
underway across Defence and this reform will not
be achieved without significant change to the way
DSG does business.
“I believe the best response to this challenge
is to grasp business reform now, rather than
wait for change to be thrust upon us. DSG is
determined to be pro-active - to find ways to work
more effectively and efficiently, and to maximise
control over our future by leading reform. We
are committed to working with the Groups and
Services to prioritise, and continue to improve, the
support we provide to them,” said Mr Bowles.
In late 2008 the DSG Executive considered its
existing business model and agreed some general
principles for a new approach to service delivery
that would enable DSG to deliver its products and
services in as seamless a manner as possible.
This involves centralising a range of
transaction-based functions to create greater
efficiencies. On the other hand, where
effectiveness is the critical measure, DSG is
likely to deliver the service at a base level with
the emphasis on maintaining high quality and
consistency across bases.
“In coming months DSG will seek to align
the structure of our workforce at bases with
our new model of service delivery. We will
determine just what DSG is accountable for in
terms of ‘government as owner’ and service
delivery functions. We will also work through the
changes we need to make to implement the Base
Accountabilities Model,” said Mr Bowles.
“Two of the keys to providing improved
services to our clients will be the continued
development of a performance management
framework and the compilation of performance
metrics for our products and services. These
enhanced tools will help DSG to refine our
customer management system and information
resources to better support the Defence Service
Centre and customer support centres.
“Having reliable performance metrics will
enable DSG to focus on the parts of our business
that really need attention. For example, metrics
tell us that the cost of a service to DSG can vary
greatly in different locations. The answer is
probably not as simple as it appears, though it’s
clear that DSG needs to examine the difference
in costings. The metrics show us where questions
need to be asked.”
At an organisational level, there will be
significant reforms to the functions and services
DSG delivers. In personnel services, DSG will
continue efficiency improvements related to pay
and personnel administration processing for ADF
personnel and continue efforts to consolidate
personnel services for Defence civilians. Financial
and business services will also be streamlined.
DSG also intends to streamline contract
management for garrison support services,
streamline customer support centres, consolidate
the Defence Service Centre role and reform the
management of training areas and ranges.
“The DSG executive has agreed that we will
need to restructure the organisation as we change
business processes. While no firm decisions have
been made about a new structure, I don’t believe
our current structure is sustainable in the long
term,” said Mr Bowles.
“DSG also has plans to establish contract
hubs to bring together each of the regions serviced
by the same garrison support services contractor.
Similar hubs for comprehensive maintenance
contractors will also be established, along with
new arrangements for the development and
management of training areas and ranges.
Mr Bowles said a plan detailing DSG’s reform
process will ensure communication about DSG
reforms is open, honest, clear and ongoing.
and delivering savings
DEFENCE suPPoRt GRouP
I believe the best response to this challenge is to grasp
business reform now, rather than wait for change to be thrust
upon us. dsg is determined to be pro-active - to find ways to
work more effectively and efficiently, and to maximise control
over our future by leading reform.
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