Transcript PQ & CAT Sponsors Forum

Defence Reserves Association Annual Conference 2009 –
Navy Reserve Briefing
Navy – Full & Part time
Enhancing Navy Capability
Commodore Ranford Elsey RFD RANR
Director General Reserves – Navy
22 August 2009
Ver 1.0a
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Defence White Paper
Demographics
Strategic Reform Program
New Generation Navy
Generating Capability – Navy Reserve contribution
Improving retention
Recognising Prior Learning (RPL) & Core Competencies (RCC)
Defence White Paper 2009 Use of Reserves
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The government is committed to a better integration
between part-time and full-time service
The government is also committed to removing factors
which can impede the contribution that part-time forces
can make to ADF capability
The Navy will continue its workforce integration program,
which focuses on discrete capability outputs
Naval Reserve Capability Enhancement Program (NRCEP)
will continue the participation of trained reservists in
providing surge capacity for all Navy force elements
Total Force – contemporary military strategy
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Reserves recognised as integral components of the ‘Total Force’
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Cost is the key driver governing the requirement for Reserves
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Changing demographic (aging population, Gen Y lifestyle)
Flexibility to manage operational tempo
Preparedness and Readiness
Roundout and Reinforcement
Maintaining a permanent full-time standing force to meet all the operational
contingencies envisaged is simply unaffordable
Tapping into trained manpower from non-standing capability is a cost efficient and
effective way of meeting capability requirements
Reservists possess civilian skills that are unaffordable in the Regular Forces
because of their high cost to achieve and maintain, and/or intermittent demand
Transferable skills enhance capability
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Recognition of Prior Learning (RPL) and Recognition of Current Competencies
(RCC) will facilitate mutually beneficial capability and outputs
Demographics and related issues
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Australian Population
- TFR below replacement level of 2.1 - fewer people joining workforce
- Demand for skilled workers increasing – resources / construction
Permanent Navy
- Small improvements in PN retention in initial period of service due to
Capability Allowance and GOPS / GORPS
- Retention declining for mid-career and experienced PN personnel
- Retention bonus effect fades - unlikely to be repeated to same extent
- Separation rate in PN unsustainable in technical and other key areas
- Multi-crewing & New platforms - increase in skilled personnel
Navy Reserve
- DFRDB recipients reaching CRA and not available for further CFTS
- DFRDB recipients take advantage of GOPS through
12-24 months CFTS - skewed data on future availability
Strategic Reform Program Objectives
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Government will deliver items listed in the White Paper through:
The Strategic Reform Program (SRP)
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The SRP will simplify our processes and improve our systems,
enabling people to spend more time on the core business for which
they joined Defence
SRP will free up funds for reinvestment in current & future capability
Based on critical analysis of almost every aspect of Defence
business and capability
Success depends on collaboration & cooperation across all Defence
Groups, Services and the Defence Material Organisation
Strategic Reform Program Reserves Reform Stream
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Objectives
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Enhance use of ADF Reserves to provide cost efficient capacity without
reducing ADF capability and preparedness below strategically acceptable levels.
Scope (initiatives)
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Achieve greater overall capacity for lower overall cost by managing the ADF as
a holistic workforce utilising full and part-time components
Identify and implement strategies that increase the use of Reserves to provide
surge capacity at a lower cost than full-time personnel
Create and maintain a database of civilian skills and qualifications to leverage
particularly the Standby Reserve
Deliver capability through a rebalanced, significantly more strategic Active
Reserve force
Analyse potential cost benefits of using Sponsored Reserves and deployed
contractors in long deployments and niche capabilities
Implement enablers – organisational and operational – to achieve an
enhanced Reserve model
New Generation Navy Vision, Motto & Mission
The vision for the future of a New Generation Navy is to have:
An Australian Navy renowned for excellence in service to the nation
This vision must be consistently interpreted and shared by
all through the New Generation Navy Motto:
Navy – Serving Australia with Pride
Which we will deliver through our mission:
To fight and win in the maritime environment
New Generation Navy Management & Engagement of Navy People
• Current recruitment &
retention challenges,
and a perception of
driving our people very
hard
Culture
…Navy will
implement a threepillar strategy…
…to deliver a New
Generation Navy
for the future.
• Significant gap in
ability to meet
future capability
requirements
(behaviours & processes)
to one that makes and
executes strategic decisions,
supports people during and
beyond their service, and
empowers them to make a
respected contribution
• Structure that does not
support clear accountability
or integration with Defence
& government
• Increasing
pressure to better
manage costs
Leadership & ethics
Structure change
towards a principles based
organisation that identifies,
grows and supports leaders
of integrity, moral courage
and loyalty
to streamline accountability
and focus on the generation
and training of Navy’s
capability
New Generation Navy in 2014
• A values based
• Highly regarded • Supported
• Appropriately prepared • A training focused
organisation
and effective
by a nation
and aligned to contribute organisation with
properly trained
renowned for
contributor to
proud of its
to joint operations when
people, well equipped principled leadership the Defence
Navy
required and produce
and supported to fight
objectives
forces in an enduring
and win at sea
manner
Change of course
To meet the
challenges facing
Navy today…
Navy in 2009
Navy Reserve Capability
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Supplementary Capability
sustainment and surge in traditional Primary Quals & Categories
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Complementary Capability
expertise in niche areas that the Permanent Navy
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doesn’t possess, or
possesses in small measure, or
doesn’t need in a full-time capacity
Navy Reserve contribution to capability
FY06-07 > FY07-08 > FY 08-09
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Service has been growing steadily as a percentage of Navy’s
trained force contributing to capability
Financial P/T
Year
CFTS Total
Trained Force
including P/T
P/T %
FY08/09 556
521
1077
10,289
5.40% 5.06% 10.47%
FY07/08
490
480
970
10,047
4.88%
4.78%
9.65%
FY06/07
418
341
759
9,992
4.18%
3.41%
7.60%
1,200
Part Time Service
Continuous Full Time Service
Full Time Equivalent
1,000
800
600
400
200
FY06-07
FY07-08
FY08-09
CFTS % Total %
Generating capability Current and future programs
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NR Capability Enhancement Program
- Delivering measurable capability
- Training & travel linked to positions
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New Primary Qualifications
- Operational Logistics PQ (OPLOG)
- Management Executive PQ (MX)
- Naval Intelligence PQ (INT)
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NR Capability Alignment Review
- Review and rationalisation of all FRC positions
- Focus on providing capability to meet Navy’s
priorities and requirements
- Converting F/T to P/T where appropriate to drive down costs
- Embedding P/T billets in Navy SOCs
Generating capability Current and future programs
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Amphibious Capability Transition Plan
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Partial manning of LCHs
Partial manning of an Aviation Support Branch
Partial manning of an LPA
General support roles
Generating capability Improving Retention
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Employer of Choice … NOT… Employer of Last Resort
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Honesty & Integrity (Recruiting, Employment, Postings)
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Leadership & Ethics
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Valuing the individual & the team
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Cultural Awareness
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Communication
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Alumni (‘Keep in Touch’)
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Service Conditions of Employment
Generating capability RPL & RCC
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Understanding RPL & RCC
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What it is … What it is not
Recognising benefits, accountabilities and responsibilities of an RTO
Training for those responsible for awarding RPL & RCC
Development of guidelines, processes, moderating, monitoring, reviewing
The need for consistency – Competency Logs
Safety and performance issues
Benefits of RPL & RCC
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Cost saving – Facilities / Salaries / Utilities
Time saving – Training (instructors, students, facilities) / time to utilisation
Motivational – Students to progress faster than normal (pay, promotion, status)
Boredom reduced
ROI enhanced
Retention enhanced – Higher skill level reached before re-engagement
Workforce skilled faster – Training pipeline less constricted
New Generation Navy -
Realise the potential