Publication:Sea Talk Spring 2007/Navy Sea Change Program

Improve location stability to positively impact on family life and lifestyles of the individual.

1. Alternative crewing (multi-crewing) has been successfully established in Armidale Class patrol boats and in the Hydrographic fleet. An extended trial of "Flexi-crewing" is currently underway in HMAS Arunta to assess the model's fitness in an operational area. The supporting Crewing Administration Centre has been established and work to automate supporting procedures is underway to reduce the administrative burden.
2. A substantial Critical Category Remediation Plan has been developed by Director Navy Workforce Management (DNWM) through category and PQ managers, which details the tactical initiatives underway and progress to date against specific performance measures. Navy also has a number of approved short term targeted financial incentives (bonuses and allowances) to address retention in the short term while longer term initiatives take effect. Three types of bonuses have been developed by Director Navy Employment Conditions and introduced into Navy - completion bonuses, retention bonuses and retention allowances. Adjusting the workforce demand to man new capabilities and eliminate waste in the workforce is an ongoing initiative undertaken by the Navy Establishment Validation Team (NEVT) under Director Navy Workforce Planning (DNWP)
3. Director Naval Officers' Postings (DNOP) and Director Sailors' Career Management (DSCM) continue to review career management practices to identify opportunities to extend location stability. Navy provided significant input into the re-framed member with dependants (unaccompanied) policy which impacts positively on reduced family upheaval. Further work is underway within Director General Navy Personnel and Training to address issues of posting turbulence and leave on families.
4. Navy community family studies have been completed across Warfare and Logistics, on behalf of the respective heads of community. Recommendations of these and other work life balance (WLB)/flexible working arrangements studies are being synthesised and implementation plans developed.

Improve members' ability to develop career plans for members that are realistic, achievable and meets the Navy's workforce needs as well as the individual member's aspirations. Improving communications with career managers, accessibility to reliable career planning and posting information and streamlining administrative processes relating to career management.

1. A new sailors promotion system has been introduced and provides for fairer career and professional advancement. A process for identifying high performers has been established which recognises potential and development opportunities.
2. Local Career Management Centres (CMC) have been established in HMAS Stirling, Coonawarra, Cairns and Fleet Base East (FBE). CMCs provide for more open career guidance and greater opportunity for partner involvement in the posting process. All CMCs continue to be heavily utilised and favourably received.
3. The introduction of Five Year Career Plans (5YCP) is well advanced and is expected to complete end-07. The Navy People Central portal provides greater access to career management information.

In addition:

1. A review of the definition and management of ineffective personnel is underway to address shortcomings in current processes.
2. Traditional medical employment classification procedures have been streamlined through Director Navy Heath (DNH) to improve treatment and processing time.
3. A new compassionate posting policy has been implemented vide DNOP and DSCM. New provisions allow for improved oversight of sick and convalescence leave. A reduction in the time to approve long service leave has been achieved.
4. Fleet trials to improve the management and monitoring of operational reliefs are underway, including the formulation of business rules to ensure a more equitable use of 'op reliefs'.

Reduce individual and collective workloads by eliminating unnecessary tasks and focussing our efforts on achieving Navy's mission. Equally important is the need to improve the opportunities for people to get respite and access to training when needed. Seek recommendations on how local workplace practices can be improved and encourages innovation.

1. Refocussing ship activity and exercise requirements (resulting in a modified Fleet Activity Schedule (FAS)) and the review of force protection requirements are indicative of efforts to reduce collective and individual workloads. The SCWRP Whole-of-Ship Occupational Analysis, Enhanced Fleet Manning and Support (alongside) projects will contribute to rationalising workload and duty requirements. Results to date suggest that the significantly improved opportunities to take leave and conduct training can be achieved under alternative crewing models without adversely impacting capability.
2. Duty watch and watch keeping routines have been reviewed to identify the minimum manning requirements for both ships and shore bases to implement. Greater use of contractor and technological support is also being considered.
3. The development of a system to better manage 'bunks at sea' will provide greater opportunities for consolidation training required to help stabilise the workforce. Ways to minimise the shortfalls in position pre-requisites (PPRs) will have a significant impact on capability.

Improve sense of individual and collective worth, including building the Navy's reputation.

1. Timeframes for awarding medals and other symbols of recognition have been significantly reduced. The recently promulgated Directorate of Honours and Awards (DH and A) newsletter has aided communications regarding eligibility and medal distribution.
2. Awards ceremonies/presentations have been made more formal in line with the importance of the award to the individual. Local COs and Commands have become more involved in making presentations. CN has very recently approved court mounting of medals at Commonwealth expense.
3. A range of Commendation, Charge & PQ badges, staffed through NSC, have been introduced to more appropriately recognise achievement. Senior Navy Leadership has been heavily involved with DMO in order to address critical uniform shortages across Navy and the ADF.
4. The Navy Community Engagement Strategy (NCES) was launched in Oct 05 to improve Navy's public visibility, invoke support from the wider Australian community and to enhance recruiting performance. Significant progress has been made in developing and implementing closer ties with learning institutions, community leaders and communities that rarely see a Navy uniform. NCES initiatives have included enhanced visits to Australian ports by ships to allow greater interaction between the ship's company and communities.

Improve leadership skills, qualities and practices at all levels of Navy.

1. Leadership, Management and Personal Development (LMPD) training continuums are continuously improved by Training Authority - Initial Training Leadership and Management (TA ITLM) to address perceived shortfalls.
2. In addition to Command Warrant Officers, Ships' Warrant Officers (SWO) have been introduced to provide a much needed conduit between the ranks.
3. Visibility and accessibility of senior officers to Navy's people has increased via a more proactive and coordinated visit program, fireside chats and leadership forums, thereby improving two-way communication and understanding.
4. Reinvigoration of Team Sports to promote teamwork and leadership, e.g. Command Sporting Challenges. Interservice events have benefited by the introduction of values-based management teams.
5. Reinforcement of the Navy's Divisional System with the on-line publication of a comprehensive web-based Divisional Officer's Handbook/reference.
6. Establishment of a proactive Navy Workforce & People Committee (NWPC), chaired by Deputy Chief of Navy, willing to champion and endorse prototypical activities to meet Navy's people challenges.

Improve members' ability to access reliable, accurate, easily understood and timely information about issues that concern them and encourage appropriate feedback. Help people to understand how and why decisions have been made and improve their ability to contribute to the decision making process.

1. A Navy Corporate Communications Plan has been promulgated by DGNCC with a heavy focus on Navy Reputation and Issues Management. Navy Branding initiatives will improve community recognition and association with Navy.
2. The Sea Change Implementation and Reporting System (SCIMARS) was introduced in Mar 05. Some 1200 items of unsolicited feedback has been received to date illustrating the popularity of this web-enabled database. SCIT national roadshows held twice annually continue to attract large audiences. Sea Change Focus Group inputs inform/influence the outcomes of initiatives, e.g. MWD(U).
3. Navy Community Discussion databases have been introduced and are routinely monitored as an indicator of community opinion on topical issues.
4. Ongoing improvements to IT bandwidth at sea continue to improve electronic communications/intranet access and a successful satellite TV trial at sea has been conducted.

With the endorsement of the Navy Training Strategy as an activity within SCWRP this key area is being re-framed in line with CN priority 'Think'.

1. Greater flexibility and accessibility to training and education opportunities, vide DNT, have resulted in improved training throughput and reduced training pipelines.
2. Formal mentoring and coaching systems, such as the Naval Officers Development Program, have been implemented by Director Navy Mentoring. A Sailors Development Program proposal has been staffed and will be introduced later this year.
3. Civilian accreditation (Navy Personnel & Training Centre - Canberra) & licencing of training and competencies (Director Navy Professional Requirements) have progressed considerably in line with nationally recognised qualifications.
4. Business Skilling across the Navy has been endorsed and encouraged in support of new systems and processes to improve business 'savvy' (Director General Navy Business Management).
5. Industry Outplacement Programs providing internships for technical sailors within private industry (including Defence contractors) to enhance skills, experience and motivation.

1. Whole Ship Occupational Analysis.
   
2. Enhanced Fleet Manning - Current and Future Fleet Manning.
3. Workforce Redirection from Non-Navy Groups.
4. Alternative crewing - future options.
5. Targeted CFTS under the Reserve Capability Enhancement Program.
6. Options for Tri-service PQs/categories.
7. Alternative career streams and pathways for both officers and sailors.
8. Implement the Naval Training Strategy (NTS).
9. Enhanced Fleet Support (alongside).
10. Improve Workforce/Personnel Policy.

1. Whole-of-Ship Occupational Analysis has been completed and report finalised. Further analysis of the findings is underway to draw recommendations regarding workforce structure and utility.
2. Current manning challenges in the Fleet are being addressed and as a result a re-framed Fleet Activity Schedule has been endorsed by Chief of Navy. Sea Change is actively involved in determining skill sets and input into future AWD and LHD manning and training requirements.
3. Increase workforce flexibility and sustainability by repatriating appropriate Navy positions from Non-Service Groups. Repositioning CIS sailors from CIOG is the lead case. Review of DSG and DMO to follow in light of recently imposed AFS ceilings.
4. Alternative crewing options are being analysed in order to develop manning models to achieve sustainable respite, leave and training across the Fleet while meeting capability commitments.
5. The Reserve Capability Enhancement Program is funded, endorsed, and is being implemented by Director General Reserves - Navy. The Naval Reserve (NR) contribution to capability has been defined. Navy is targeting individuals to fill currently vacant priority positions in HQs and FEGs.
6. Options for Tri-Service provision of capability across various PQs/categories where appropriate are being considered.
7. Proposals for new officer PQs have been endorsed by NWPC and are currently being staffed through DGNPT. The PQs will address a number of career development concerns for officers and OR changeovers, given movement towards GOPS.
8. The NTS is focused on training demands to 2025 and is made up of nine major activities which are progressing at pace. 'Just in time' training; moving the training to the Fleet; increased simulation and emulation; and flexible delivery principles underpin the strategy to improve the flexibility and accessibility of training and education opportunities.
9. The effect will be to reduce demands on ship's company when in port. Contracting out a number of in-port services and watch-keeping functions is being considered. A successful 'Ship Keeping Team' trial has been conducted in HMAS Stuart.
10. Identify personnel practices which are less than effective and/or outdated and 'fix' them. Overcome the cultural and organisational impediments to transform Navy into a principles-based (rather than a rules-based) organisation.

Improve members' access to information on 'condition of service' and initiatives. Increase Navy's ability to engage and influence authorities beyond Navy.

Sea Change has contributed submissions to a number of recent ADF reviews. These have been very effective in situating Navy's position on issues under review, e.g. MWD(U). Sea Change, in concert with DNEC, continues to engage and lobby a number of external authorities and agencies on conditions of service matters.