Publication:Plan Blue 2006/Fundamental Inputs to Capability - Command and Management
| 99. | a. | Navy's future business and administrative processes must enable our people to administer their Navy lives, contributing to increased productivity and retention. |
| b. | The Future Navy must develop doctrine and procedures that ensure joint command and management[1] processes reflect the unique requirements of a sea-going force. | |
| c. | The Future Navy must adopt command and management processes that release personnel from administrative tasks for combat roles. | |
| d. | Future command and management process initiatives must contribute to the lowering of Navy's operating costs and comply with corporate governance and regulatory requirements. |
Guidance
100. Business Process Innovation. Navy's future business and administrative processes must enable our people to administer their Navy lives in a way that contribute to increased productivity and retention. This must also reflect an incrementally smaller number of people to support these processes, particularly ashore at a junior level. Leaders at sea often have to think quickly and innovatively to solve rapidly developing problems within severe resource constraints. This thinking needs to be brought ashore. Innovation in business and administrative processes will be crucial to the development of an organisational culture that supports effective operations in the complex, resource constrained future environment.
101. Doctrine. Future warfighting concepts and observed trends both indicate the need to fight as Joint Task Forces (JTF) to achieve efficient military effects. Effective operations must also be achieved under coalition frameworks. As has been the case in recent times, in the future it is likely that JTFs and Combined or Coalition JTFs will need to be formed rapidly. To minimise work-up times and maximise the combined effectiveness of task forces, robust and up-to-date doctrine will be required. Navy must concentrate now and in the future on developing Tactics, Techniques and Procedures (TTP's) that reflect a joint approach to warfighting. Our doctrine must also remain interoperable with our Allies, and where practicable, compatible with coalition partners. Emerging concepts such as network-centric operations and the delivery and support of joint combat power from the sea (ie. variants of sea-basing), emerging technologies entering the RAN inventory such as phased-array radar systems and extended range weapon systems will drive changes to Navy's doctrine. Wargaming and experimentation will be required to develop TTPs in anticipation of the arrival of these new systems. With the technological equipment edge narrowing, the application of technology through the superior combination of systems and doctrine will be key to fighting and winning in the future maritime environment.
102. Command and Management Processes Supporting People Capability. Navy must evolve our bureaucratic processes to enable the war fighter. Our processes and supporting information technology systems must make life easier for future Navy people, control their workloads and be developed in recognition that it is likely there will be incrementally less people to support our organisational processes. Command and management processes and systems must release personnel from administrative tasks for combat roles, this being particularly important at the junior levels. These processes and systems must support complementary strategies within the other FICs, such as providing options for flexible employment strategies. In this way command and management processes and systems will improve Navy's working conditions and contribute to the retention of personnel.
103. Coordination, Compliance and Cost Minimisation. Navy's internal processes must reflect the ADF's joint approach to fighting, organisation and administration. Within this arrangement, the Future Navy must ensure that we anticipate and articulate the support requirements of a seaborne force, and that joint systems support Navy initiatives and strategies within the other FICs. The increased data transmission capability and connectivity that should be delivered as a result of a network-centric approach to warfare has significant potential to generate improvements in command and management systems. This will be particularly important in support of the Fleet at sea. The number and complexity of business processes must be minimised. The current rate of acceleration of compliance costs in terms of numbers of people and workloads will be unsustainable in the future. Future data capture and reporting systems must control compliance costs. Across Navy, administration must be minimised and where possible automated, to decrease costs and the demand for personnel within corporate compliance and administration processes.
Footnotes
- ↑ Command and management underpins Navy's operating and management environments and focuses on those supporting processes and guidance that are the foundation of Navy's day to day administration and decision making. It includes doctrine, tactics, techniques and procedures and preparedness documents. Those processes necessary to plan, measure and monitor the activities of Navy. It also includes risk management and other written guidance such as regulations and orders. For the purposes of this document it also includes safety programs, equity and diversity and corporate governance.
