Home' Defence Magazine : Issue 8 2010 Contents 50 www.defence.gov.au/defencemagazine
With the Strategic Reform Program (SRP) in
full force across Defence, Navy is diversifying its
own efficiencies in tandem with culture program
New Generation Navy (NGN), so that Navy’s
culture can evolve into one that is constructive,
inclusive and cost conscious, supporting all of
Navy’s signature behaviours.
“Culture change is vital to Navy, but it is
also how we will deliver our requirements to
government,” Rear Admiral Davyd Thomas,
Deputy Chief of Navy said.
“For this reason, the success of NGN will
shape and influence the success of our other
“The NGN program has positioned Navy well for
success in achieving the SRP objectives, as it
focuses on people and cultural change to instil the
reform behaviours needed.”
DCN said that SRP reforms and Continuous
Improvement focussing on business process
reform and reducing waste are critical for this
reinvestment. Developing a culture of efficiency
within Navy to ensure that all personnel take
steps to deliver relevant reforms and business
improvement is also a high priority.
“SRP will comprehensively and fundamentally
improve the efficiency and effectiveness of
Defence, creating significant savings to reinvest
into future capability,” RADM Thomas said.
“Australia’s investment into maritime capability
as agreed in the 2009 White Paper will deliver
exciting capability with the Air Warfare Destroyers
and Amphibious ships providing significant
changes to Australia’s sea power.”
Navy started a cultural change process with NGN
prior to the launch of SRP.
Current projects under NGN include changes to
the way leadership training is delivered to all
ranks, with a focus on what makes an effective,
inclusive and ethical leader.
Culture change projects include improving
technical training, getting people to sea earlier,
improving the effectiveness of the rejoining
process, increasing awareness of flexible work
practices, and reviewing respite and predictability
across the Fleet.
Changes to Navy’s organisational structure
has aligned its role as a Raise, Train and Sustain
Navy, as well as integrating individual and
collective training into one organisation within
“The NGN program is fundamental to achieving
SRP as we require fundamental reform to our
targets for Force 2030,” RADM Thomas said.
To achieve the strategic reforms, Navy has
established a robust governance framework
to ensure oversight of all reform within Navy,
not just SRP.
The Navy Reform Board, chaired by RADM
Thomas, was established early in 2010 to drive
reform implementation. The board includes
representatives from Navy’s strategic Command
(People and Capability), Fleet Command, DMO
(Head Maritime Systems) and the Strategic
Reform Governance Executive. The reform board
is supported by Reform Stream Steering Groups
(chaired by the Navy stream lead) and subordinate
“Navy has set-up seven smart sustainment
steering groups to analyse the reform initiatives.
The key to success is a collegiate partnership
with Navy and DMO working together,” RADM
Navy’s reform progress to date has been
considerable with eight continuous improvements
underway. The initial focus has been in the area
of smart sustainment however, this has now
broadened to include Navy’s training force.
The first major Navy capability improvement
project initiated under the Strategic Reform
Program partnered with DMO was the Mine
Warfare and Clearance Diving Continuous
This Project is now in the implementation phase
and is predominately focused on:
> Initiation of Fleet Optimisation – thinking
about how we can do business in a better way
> Completion of contract strategy – to ensure
the best delivery of support
> Organisational design, to refocus and
streamline the workforce, and
> Completion/progression of all other initiatives
coming from the workforce.
“SRP has more than 300 individual initiatives,
but this is not where it ends,” RADM Thomas said.
“It is up to Defence to position itself better,
streamline its processes, eliminate wastage and
improve its business practices.”
for further information on Navy’s Strategic
Reform Program and New Generation Navy,
please visit the Navy Transformation section
of the Navy intranet.
By Annabelle Haywood &
Commander Anne Andrews
LefT: Deputy Chief of Navy Rear Admiral Davyd Thomas (left), Chief Executive Officer of WorleyParsons Mr John Grill (centre), and Non Executive Director - Bank of China Mr John Hall (right)
at a business leaders’ luncheon in Sydney to share RADM Thomas’s experience of coordinating Navy’s Strategic Reform Program. Photo: Able Seaman Imagery Specialist Evan Murphy
The future of the Communication Information Systems
category for submariners is looking forward to a more productive future following a retention
initiative to move their operations to Fleet Base West.
centre goes west
navy and ciog look
after submarine communicators
By Leading Seaman Communication
Information Systems Submariner Luke Fry
To address the retention initiative, approval was
given by Chief of Navy for the relocation of the
primary submarine communications capability from
HQJOC to HMAS Stirling in Western Australia.
The development of this capability at Defence
Communications Station Perth (DCS-PER) will
establish the primary messaging support to
submarines, with the new facility to be named
Submarine Communications Centre – West
(SUBCOMMCEN-W) with the old facility
ASNCOMMCEN SUBOPAUTH to be named
Submarine Communications Centre – Bungendore.
This initiative is a result of the Submarine
Workforce Sustainability Review, commissioned
in mid-2008 and conducted by Rear Admiral
Chief of Navy responded to evidence that a range
of factors were placing pressure on Navy people
in the submarine workforce, and impacting Navy’s
ability to generate the required level of capability
from the Submarine Force.
As a result of the review, RADM Moffitt
made a number of proposals and adopted a
comprehensive approach; identifying a broad range
of organisational and cultural challenges within
the Submarine Force.
RADM Moffitt proposed a range of
practical and executable solutions in
the form of 29 recommendations.
One result of the Moffitt Review for Submarine
Sustainability stated that the Communications
Information Systems Submariner (CISSM) category
was assessed as being perilous.
The Defence Information and Communications
Technology Committee (DICTC) addressed retention
initiatives highlighted in the review and advised
that a significant retention initiative would
occur if the current Submarine Communications
facility, Australian Naval Communications Centre
Submarine Operations Authority (ASNCOMMCEN
SUBOPAUTH) at HQJOC, Bungendore, was
relocated to Fleet Base West, HMAS Stirling.
The SUBCOMMCEN-W will be a component
embedded within Defence Communications
The majority of the ASNCOMMCEN SUBOPAUTH
workforce will be integrated with billeted
personnel from the Chief Information Officer
Group within DCS-PER . Eleven Navy billets (1 x
POCISSM, 4 x LSCISSM and 6 x ABCISSM) from
ASNCOMMCEN SUBOPAUTH will be relocated to
DCS-PER to support submarine communications.
aBOVe: HMAS Collins arrives at Station Pier, St Kilda, Melbourne, earlier this
year. Photo: Leading Seaman Imagery Specialist Nina Nikolin
defence magazine ›
The integration of personnel from ASNCOMMCEN
SUBOPAUTH within DCS-PER provides an
opportunity for personnel, regardless of primary
skill set, to further broaden their CIS knowledge.
It allows sailors to remain within their submarine
posting localities and maintains their family and
The silent nature of submarines relies on
the guaranteed delivery system that is provided
through the Submarine Fleet Broadcasts
In addition to this role, SUBCOMMCEN-W will
provide additional CIS support to the surface fleet.
By sustainment and retention of Navy’s
skilled CISSM workforce, the future sailors of
SUBCOMMCEN-W will be able to guarantee this
delivery in a more contented workplace, with
greater support; both technically and personally
than previous SUBCOMMCENs have had the ability
This relocation provides a range of interesting and
exciting challenges. With retention at the heart
of this initiative, Defence will be able to provide
greater support and maintain a well balanced,
supportive and productive workforce for Navy’s
future and current CISSM sailors.
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