Publication:Plan Blue 2006/Fundamental Inputs to Capability - Organisation
| 93. | a. | The Future Navy workforce structure must incorporate innovative crewing strategies, cost-saving initiatives, an increasingly competitive recruiting and retention environment, and the increased use of contracted services. |
| b. | The Future Navy command and control structures must reflect the FMOC's vision of scalable Task Groups as the basis of warfighting capability in the future. | |
| c. | The Future Navy must be positioned to effectively contribute to the command of joint and combined operations. Simplicity of organisational[1] structures must remain a focus. |
Guidance
94. Workforce Structure. Navy must adopt a Total Workforce Concept. The Permanent Navy (PN), Navy Reserves (NR), Defence civilians and, to some extent, key defence contractors must be viewed as one force that forms Navy's total people capability. The role of Reserves to surge capability will become increasingly significant. Civilian personnel will continue to play an important role in releasing PN members so they can focus on warfighting. The Australian Naval Cadets will continue to play a significant role in linking Navy to the broader community and helping to attract potential recruits to the PN and NR. The employment of civilian defence members will also contribute to the control of Navy's costs. Further, contractors will increasingly deliver key support services to Navy and may be required to deploy with Navy units into areas of operation. As part of a balanced ADF there will be an increased requirement for other ADF members to deploy on Navy ships when the capability is not resident in Navy.
95. The flexible movement of people between the PN, NR and defence industry should be supported, including initiatives such as an increased opportunity for industry people to become Navy Reservists. A Total Workforce Concept must also reflect the sea-going nature of naval service and new crewing strategies. These crewing strategies will require amendments to Navy's organisational structure and scheme of complement changes.
96. Command and Control Structures. Navy's structure must evolve to ensure the effective delivery of combat power as articulated in the FMOC, namely flexible Joint Task Forces (JTFs). The Force Element Group and surface, amphibious and mine warfare Task Group commander arrangements may require review in the longer term. The continued development of joint command arrangements will require changes to Navy's structure so that Navy can effectively contribute to the command of JTFs. Similar considerations apply to the contribution to coalition Task Groups and Task Forces.
97. Support Structures. The support elements of Navy's organisational structure must evolve so that enabling and supporting services can be delivered in an increasingly joint ADO. Areas that are likely to be considered for further increases in joint responsibility include logistics, strategy and concepts, capability development, administration and operational headquarters arrangements. Initiatives such as more contracting arrangements and increased commonality across Navy and ADF major systems may lead to increased efficiency and serve to amend some support structures.
98. In Navy's future structure it is likely that significant elements of the workforce will be allocated to joint organisations. Effective career and command arrangements must be in place to ensure that initiatives within the Organisation FIC make a contribution to the retention of Navy people, particularly when they are serving in joint and enabling organisations.
Footnotes
- ↑ Organisation includes Navy's scheme of complement (the right number of people and an appropriate balance of skills and competencies) and the correct organisational structure to accomplish tasks and effect command and control of the Navy.
