Publication:Navy Engineering Bulletin March 2006/Foreword

BY REAR ADMIRAL TREV RUTING AM, CSC, RAN HEAD MARITIME SYSTEMS DIVISION

With regard to platforms, the upgrades of the FFGs are continuing, together with multiple enhancements of ANZACs including the integration of an active phased array radar, and the commissioning of the first Armidale Class Patrol Boats. The Defence Capability Plan also established a new Amphibious Deployment and Sustainment Program, with the purchase of a new Auxiliary Oiler for conversion in Australia, and a Project to build two new Amphibious Ships and Watercraft to support joint operations.

Maritime security has featured prominently in the Government's field of view. In June 2004, the Joint Standing Committee on Foreign Affairs, Defence and Trade published its Report on the inquiry into Australia's Maritime Strategy. The Inquiry found that:

"there was the need for a comprehensive national security strategy", and that "an effective maritime strategy will be the foundation of Australia's military strategy".

In November 2005, the Joint Standing Committee on Foreign Affairs, Defence and Trade also commenced an Inquiry into Australia's naval shipbuilding industry. This demonstrates a high level of interest in Australia's maritime domain, particularly for national security and defence.

Australia's National Security, a Defence Update 2005, published in December 2005 stated that:

"To meet all these policy and strategic needs, the ADF must be able to operate as a networked, joint force across information, air, land and maritime domains. ...Through continuing modernisation, it needs to retain a capability edge over potential rivals. At all times it must maintain high levels of preparedness."

The Defence Update therefore puts emphasis on technological capability and its effective management in the defence environment and the maritime domain.

For DMO, our change agenda is gathering pace with an emphasis on performance management. Effective 1 July 2005, the DMO was established as a Prescribed Agency. The most significant impact of this change is an increasing customer focus, managed thorough a series of Materiel Acquisition Agreements implemented with the Capability Development Group, and the Material Sustainment Agreement Product Schedules implemented with the Chief of Navy. We also manage the Navy Minor Capital program on behalf of the Chief of Navy. Building robust relationships with our Customers, particularly the FEG Commanders, is critical to our success. We have documented our business model for customer service in a Divisional Strategic Plan that is now available on our MSD website.

Within the DMO, we are also making significant progress with the standardisation and rationalisation of our processes to align these with our business model. Certification of the Quality Systems implemented by our System Program Offices and Business Units to the AS/ NZS 9000:2000 is continuing. Implementation of new management tools for Project Scheduling and Reporting, and Risk Management is also progressing.

A lot of hard work has been directed towards demonstrating compliance with our Naval Technical Regulatory System. Our aim is to establish a sustainable framework, and make an effective contribution to the theme to "Keep Navy Safe".

At the recent SEAPOWER 2006 Conference, I spoke about the challenges to providing Maritime Support in a Rapidly Changing Environment. There has never been a broader range of opportunities open to Navy and Civilian engineers within Defence, covering a variety of aspects from the advanced technological skills needed to support the introduction of new ships, platform systems, sensors, weapons, and Combat Systems, to managerial responsibilities in acquisition and sustainment.

Within the DMO, there is a continuing emphasis on 'professionalising' our workforce. A number of our engineering team members have now attained the status of Chartered Professional Engineer, Chartered Engineering Technologist, or Chartered Engineering Officer. This program for the recognition of professional competence is similar to that already in place in the Navy, and there is interest in extending this activity to civilian engineers working for Navy. As with the RAN program, much of the onus for progressing certification rests with each of you, including writing up your career episodes/ journals etc based on the range of engineering employments you have had. A number of our engineers have successfully achieved award of CPEng so please talk to them for help on the translation of our typical RAN experiences into suitable entries.

That is why I'm so keen that you all achieve the relevant accreditation of your technical and engineering experience and qualifications. I also include continuous improvement and accreditation in project management skills covering the wide range from major ship acquisition through to onboard AMP/IMAV management in this 'professionalising' objective.

So the agenda at the strategic level is clear, as is the supporting role for professional engineers and technologists. There are outstanding opportunities for all in the Engineering specialisation in Navy and DMO and I encourage each of you to make the most of these opportunities to achieve the requirements of civilian certification and relevant personal development, and have fun while you are doing it. I strongly encourage our more senior officers and sailors to mentor and help our junior personnel to improve their engineering competence and professionalism.

Yours sincerely, Trev Ruting