Home' Navy News : April 15th 2010 Contents THERE'S been some talk in the
media recently about standardising
menus across the Fleet. The rumours
started when HMAS Newcastle car-
ried out a review of their menus. We
asked the RAN's Deputy Fleet Supply
Officer, LCDR Ken Stevenson, for
What was HMAS Newcastle doing?
HMAS Newcastle catering staff, in
conjunction with Sea Training Group
staff, re-assessed their menus -- simply
taking a fresh look at the content of
the menus in preparation for the ship's
forthcoming workups and deployment.
The guidance by Sea Training Group
staff was to make sure they were fol-
lowing current policy and guidelines.
Are there any moves underway to
reduce the quality, variety and por-
tion size of meals served to Navy
There has been no menu 'trial' con-
ducted in any ship for the purpose of
formulating a "standardised menu"
across all platforms. Navy menus are
designed to give our people the nutri-
tion they need as well as energy to keep
them going throughout the day. We
take that responsibility very seriously.
Menus are drawn up by the catering
team in each ship and are approved
by the ship's Medical Officer, Supply
Officer and Commanding Officer to
make sure that the variety of food
complies with Navy's high standards
and best meets the needs and, where
possible, the preferences of that ship's
Are there any moves underway to
restrict Chefs in either their pro-
fessional development or in their
ability to develop customised menus
which satisfy the ship's company?
Absolutely not. The process of
developing the cyclic menu is taught
to our chefs during their initial train-
ing and they are encouraged to further
develop their skills in menu develop-
ment as part of their professional train-
ing. Periodic review of the cyclic menu
to ensure variety is strongly encour-
aged. Formal and informal input is
generally sought from junior Navy
chefs and ships' companies for this
Are there any plans to introduce the
same menu across Navy?
There is absolutely no intention to
standardise menus across the Fleet.
Cooks at sea, as individuals and as
part of the catering team, will still
be able to hone the skills they have
been taught, both in the classroom and
on the job, and will continue to have
ample opportunity to demonstrate flair
and innovation in the formulation of
menus and cooking of meals for their
Is the media reported feedback by
chefs re 'walking out' correct and, if
so, how widespread is the feeling?
There is no evidence to support the
statement that chefs are 'walking out'.
Certainly recent separation numbers
for chefs do not indicate that this is
the trend. You just have to look at the
current edition of Navy News (page
18) to see that our chefs continue to
thrive and enjoy their work and make
us proud. We rely on them!
April 15, 2010
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LSIS Paul McCallum
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LCDR Antony Underwood
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Navy Strategic Command Rep
LCDR Fenn Kemp
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Navy News Editorial Board
Rod Horan, Director Defence
Alisha Welch, Editor Navy News
CMDR Elizabeth Mulder, Director
Navy Reputation Management
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of the Navy
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LCDR Tony Underwood, Reserves
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Foodies need not worry!
No plans to standardise menus across the Fleet
team has a new look with
the swearing-in on April 1 of
Alan Griffin as Minister for
Defence Personnel, in addi-
tion to his responsibilities as
Minister for Veterans' Affairs.
Minister Greg Combet will
retain portfolio responsibil-
ity for Defence Materiel and
As the senior Minister,
Senator John Faulkner has
overall responsibility for all
matters covered by the Defence
portfolio, including Cabinet
Mr Griffin's Defence
Personnel responsibilities will
encompass personnel policy,
including workforce planning,
recruitment and retention, pay
and superannuation, equity and
diversity policy, personnel sup-
port, housing policy and health.
Responsibilities that remain
with Mr Combet are:
The Defence Materiel
Organisation (DMO): ten-
dering and contracting;
sustainment issues; industry
capacity, structure, policy
and engagement; skills poli-
cy; and equipment disposal.
The Defence Science and
Specific capability responsi-
bilities, including oversight of
DMO involvement in acquisi-
tion strategy throughout the
capability approval process;
management of acquisitions
after second pass approval;
and assisting the Minister for
Defence on development of
the Defence Capability Plan;
Defence Capability Plan
programming and budget-
ing; and processing of unap-
proved projects up to, and
including, second pass stage.
Mr Combet will also retain
his responsibilities in terms
of representing the Minister
for Defence in the House of
By CMDR Alan Williams
"THE biggest reform program in
our history is now underway" says
the Chief of Navy, VADM Russ
Crane, "and every member of the
Navy has a part in it".
The Strategic Reform Program
(SRP) aims to find $20 billion in sav-
ings across Defence during the next
10 years. Navy's share of the sav-
ings is about $2.6 billion and these
savings will be used to help fund
future capability such as the MRH90
helicopters, Offshore Combatant
Vessels, new submarines and Future
"By rethinking the way we do
business, we will achieve sustain-
able savings for reinvestment in our
future capability," VADM Crane
The Defence White Paper identi-
fied the force structure, Force 2030,
needed to keep Australia secure in
the future. Importantly, Force 2030
is being delivered today through
every piece of new equipment
acquired, every facility built and
every recruit who graduates.
"The SRP is a long-term initia-
tive that is not about taking money
away from Defence -- quite the oppo-
site. This is about creating sustain-
able operating efficiencies and redi-
recting the savings into capability,"
CN went on to say that New
Generation Navy had Navy well
positioned for success in achieving
the SRP objectives.
"Navy's Signature Behaviours
will be the enablers for SRP. By
demonstrating the Signature
Behaviours in the performance of
their duties, each member of the
Navy can contribute to achieving the
reforms we need.
"We need to be cost conscious;
we need to challenge and innovate;
we need to fix problems and take
action. These Signature Behaviours
are particularly applicable to SRP.
"Everyone in the Navy has a part
in using our Signature Behaviours to
do things better and save money."
Significantly, there is consider-
able flexibility in how we achieve the
savings we need and there will be a
MORE than 300 members of the
Defence Senior Leadership Group
(SLG) met to discuss the Strategic
Reform Program on March 31.
The SLG heard from Defence
Minister John Faulkner, CDF
ACM Angus Houston and Defence
Secretary Ian Watt and discussed the
challenges of the Strategic Reform
Program (SRP) and the importance of
it succeeding right across Defence.
The most important message
emerging from the day was that
Defence can't have the new equip-
ment, ICT and support infrastructure
that is in Force 2030 without the SRP,
and that we can't have the SRP with-
out everyone in Defence committing
to deliver it.
CDF described Force 2030 as a
more capable, muscular and hard-
hitting Defence. This includes eve-
rything from now to 2030 outlined
in the White Paper, from the Cyber
Security Operations Centre and build-
ing air power with the Super Hornets
and JSF, to AWDs and Offshore
Combatant Vessels, from the Light
Armoured Vehicle replacement and
self-propelled artillery, to remediation
of infrastructure and ICT as part of
repairing the backbone of Defence.
While the rewards are big,
the SRP will be challenging. The
Minister outlined some of the chal-
lenges in the areas of governance,
accountability, transparency and
process and said the Government
considered SRP to be extremely
important for Defence.
The key messages that emerged
for everyone in Defence are:
We need to build a new Defence
force with Force 2030. The SRP
will help us do this.
The SRP is the highest priority
after support to current operations.
Get involved and be creative.
make it happen.
TINA -- There Is No Alternative
For Navy the key issues are:
Continue to embed the Navy
Signature Behaviours to achieve
Drive cost conscious behaviour by
understanding the cost of doing
Develop an enduring culture
of efficiency and continuous
improvement in the workplace,
both at sea and ashore.
Be accountable for achieving
The SRP motto "make every
minute, dollar and round count" cap-
tures what the SRP is about, making
everything we do count. We will be
hearing a lot more about this in com-
Navy reform underway
thanks to SRP and NGN
lot of room for individual contribu-
And reform is underway.
There are already some positive
signs emerging from the Smart
Sustainment work that is underway
with our Minehunter Coastal vessels
in the Fleet.
Navy is on target to make the
necessary savings in 2009/10.
"And we won't compromise on
safety," CN assured. "The safety of
our people is paramount."
The focus on reducing costs and
increasing efficiency will change the
way we do business. It will result in
lasting, smarter work practices that
will make us a leaner, stronger Navy.
"We need to fix problems and
take action," CN said.
"Critically examine what we do,
look for waste and inefficiencies, and
make the changes Navy needs."
Senior leadership sets
course for SRP success
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