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December 8, 2011
By CMDR Anne Andrews
and Damien Hansen
WE ARE now in the third year of
Over the past two years we've
spent a lot of time analysing the way
we conduct our business, through
review committees (such as the
Navy Reform Board) as well as
direct feedback from you, the sailors
and officers of the RAN.
From this information a number
of reform programs have already
been implemented, through SRP,
the work of Directorate of Navy
Continuous Improvement (DNCI)
and the culture change activities of
New Generation Navy.
Navy has done well to meet its
SRP savings targets set so far, how-
ever, we are now reaching a critical
The next two years of SRP have
the greatest jumps in expected sav-
ing figures, and SRP is moving from
a 'planning' to an 'implementation'
Navy members are going to start
seeing a lot more reforms rolled out
across the fleet, with large initiatives
planned within the non-equipment
procurement and workforce and
shared services reform streams, not
to mention large ongoing projects
from DNCI in the smart sustainment
Deputy Chief of Navy RADM
Trevor Jones said SRP would deliv-
Reform on track
IN 2009 the Defence White
Paper set out the government's
plan to build a stronger ADF.
This force -- Force 2030 -- pro-
vides the capabilities and sup-
porting infrastructure that will
keep Australia secure well into
To achieve Force 2030 we
need to change the way we have
been doing business in Defence.
We need to be smarter in the
way we work, through simplified
processes that are not dupli-
cated across the organisation.
We need people that under-
stand that the resources we are
entrusted with are scarce and
must be used wisely.
The Strategic Reform
Program (SRP) is the vehicle
with which we will make the
changes to our organisation that
we need to deliver and sustain
The SRP is a decade-long
campaign of reform, saving
$20 billion over 10 years. It will
change and improve the way we
do business, it will reduce our
costs and allow the resources
freed up by those cost reduc-
tions to be re-invested into Force
er reforms to the way Defence and
Navy does business.
"We are looking at many of the
core processes undertaken across our
workplaces, trying to identify oppor-
tunities for us to work smarter and
more efficiently without compromis-
ing safety and capability," he said.
"The Navy senior leadership
group is focused on ensuring that
Navy operates at the absolute opti-
mum effectiveness while meeting
our capability commitments to gov-
ernment and ensuring we build on
our positive reputation.
"The capabilities of Force 2030
are vital for us to achieve our stated
mission, to fight and win in the mari-
time environment, in the decades to
He encouraged personnel to keep
up the good work and embrace the
changes being delivered through
SRP and DNCI.
"Always work within our
Signature Behaviours and remain
flexible to change in the coming
years to ensure that Navy operates
at its highest level of capability with
the resources provided," RADM
SRP AT A GLANCE
ONE of the biggest changes
planned in 2012 is the imple-
mentation of hospitality and
catering reforms coming out of
the Defence-wide hospitality and
catering review in July.
Defence was spending about
$130 million on hospitality and
catering services each year, how-
ever, reform initiatives are hoping
to reduce this to $60 million.
Each Service has also conducted
a review of dining room and bar
facilities with the aim of reducing
waste and staffing costs associated
with low volume messes. The review
was guided by capability require-
ments, Service traditions and ethos
and affordability principles, and
made recommendations for future
services at each base.
The findings of the review were
reported to Chief of Navy in August
and a number of initiatives have
been approved for implementation.
These involve the amalgamation
of dining room and bar facilities
across bases where services can be
provided by a common galley.
Arrangements will continue to
allow for separate mess dinners and
functions to take place but will gen-
erate efficiencies through the use of
common galley, dining room and
Implementation will begin with
HMAS Penguin in early 2012 and
in a progressive roll-out throughout
Additionally, changes to meal
choices were implemented on
November 1 to reflect a review of
the Defence Catering Manual, to
align meal options in all dining
facilities and to ensure that ADF
members have a well balanced,
Commander Support at Fleet
Headquarters CDRE Andrew
Smith said Navy would be con-
solidating bars and dining rooms
-- mainly senior sailors' messes and
wardrooms -- across some bases
where the facilities were under
"We are aiming for the most
cost-effective solution, with a single
galley serving all ranks," he said.
"Arrangements at our primary
training establishments will remain
largely unchanged, due to the high
number of personnel using those
"These changes contribute to
SRP targets and the funding of our
future capability. They reflect our
Signature Behaviours and require
More information on this reform
will be provided to all members
through the divisional system,
following presentations to base
command teams by the SRP--Navy
Personnel are encouraged to remain alert
to any efficiencies they identify and com-
municate them through their chain of
Hospitality and catering reforms
Fleet has established a sustain-
able business model for the replace-
ment of ship's gym equipment. This
has established a funding line to
ensure the proper replacements and
maintenance of all fleet gym equip-
Through the active cost-conscious
actions of its members, Navy has
reduced the per head, per annum
cost of travel from $3234 to $2373 --
the second lowest of any group. This
was mostly achieved through smarter
use of restricted airfares, limiting
travel to when it was really needed
and ensuring members make use of
service accommodation and mess
dining wherever possible.
Fleet Marine Services
The Fleet Marine Services con-
tract provides Navy with a variety
of training, submarine and harbour
support services around the country.
Contract negotiations have resulted
in Navy achieving a combined 20 per
cent efficiency and productivity gain
through smarter use of the service
Navy has implemented several
new initiatives to improve fuel effi-
ciency and decrease greenhouse gas
emissions by reducing fuel usage.
Navy is investing in new and envi-
ronmentally friendly ways to remove
hull and propeller fouling which cre-
ate drag and, in doing so, will reduce
fuel consumption by between 2-5 per
cent. Another Navy fuel cost reduc-
tion initiative is programming ships'
activities to allow for economical
transit speeds, charting courses that
take advantage of favourable ocean
currents and sea states.
MAIN 2011 ACHIEVEMENTS
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