1. Enhancing Navy Capability Navy – Full & Part time Enhancing Navy Capability Commodore Ranford Elsey RFD RANR Director General Reserves – Navy 22 August 2009 Ver 1.0a Defence Reserves Association Annual Conference 2009 – Navy Reserve Briefing  Defence  Defence White Paper  Demographics  Strategic  Strategic Reform Program  New  New Generation Navy  Generating  Generating Capability – Navy Reserve contribution  Improving  Improving retention  Recognising  Recognising Prior Learning (RPL) & Core Competencies (RCC)

2. Defence White Paper 2009 - Use of Reserves n The government is committed to a better integration between part-time and full-time service n The government is also committed to removing factors which can impede the contribution that part-time forces can make ADF capability n The Navy will continue its workforce integration program program, which focuses on discrete capability outputs n Naval n Naval Reserve Capability Enhancement Program (NRCEP) will continue continue the participation of trained reservists in providing surge capacity for all Navy force elements

3. Total Force – contemporary military strategy n Reserves recognised as integral components of the ‘Total Force’  Changing demographic (aging population, Gen Y lifestyle)  Flexibility to manage operational tempo  Preparedness and Readiness  Roundout and Reinforcement n Cost is the key driver governing the requirement for Reserves  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 n Transferable skills enhance capability  Recognition of Prior Learning (RPL) and Recognition of Current Competencies (RCC) will facilitate mutually beneficial capability and outputs

4. Demographics and related issues n Australian Population -TFR below replacement level of 2.1 - fewer people joining workforce -Demand for skilled workers increasing – resources / construction n 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 n 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

5. Strategic Reform Program - Objectives n Government will deliver items listed in the White Paper through: The Strategic Reform Program The Strategic Reform Program (SRP) simplify our processesimprove our systems to spend more time on the core business n 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 free up funds for reinvestment n SRP will free up funds for reinvestment in current & future capability critical analysis business and capability n Based on critical analysis of almost every aspect of Defence business and capability collaboration & cooperation n Success depends on collaboration & cooperation across all Defence Groups, Services and the Defence Material Organisation

6. n Objectives  Enhance use of ADF Reserves to provide cost efficient capacity without reducing ADF capability and preparedness preparedness below strategically acceptable levels. n Scope (initiatives)  Achieve greater overall capacity for lower overall cost 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 qualifications to leverage particularly the Standby Reserve  Deliver capability capability through a rebalanced, significantly more strategic Active Reserve Reserve force  Analyse potential cost benefits of using Sponsored Reserves Reserves and deployed contractors in long deployments and niche capabilities  Implement enablers – organisational and operational –– –– to achieve an enhanced Reserve model Strategic Reform Program - Reserves Reform Stream

7. The vision for the future of a New Generation Navy is to have : This vision must be consistently interpreted and shared by all through the New Generation Navy Motto: An Australian Navy renowned for excellence in service to the nation Navy – Serving Australia with Pride Which we will deliver through our mission: To fight and win in the maritime environment New Generation Navy - Vision, Motto & Mission

8. New Generation Navy - Management & Engagement of Navy People To meet the challenges facing Navy today… Structure change to streamline accountability and focus on the generation and training of Navy’s capability Culture (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 Leadership & ethics towards a principles based organisation that identifies, grows and supports leaders of integrity, moral courage and loyalty …Navy will implement a three- pillar strategy… …to deliver a New Generation Navy for the future. Change of course Navy in 2009 Current recruitment & retention challenges, and a perception of driving our people very hard Significant gap in ability to meet future capability requirements Structure that does not support clear accountability or integration with Defence & government Increasing pressure to better manage costs New Generation Navy in 2014 Appropriately prepared and aligned to contribute to joint operations when required and produce forces in an enduring manner A training focused organisation with properly trained people, well equipped and supported to fight and win at sea A values based organisation renowned for principled leadership Highly regarded and effective contributor to the Defence objectives Supported by a nation proud of its Navy

9. Navy Navy Reserve Capability Supplementary n Supplementary Capability sustainment and surge in traditional Primary Quals & Categories Complementary n Complementary Capability expertise in niche areas that the Permanent Navy - doesn’t possess, or - possesses in small measure, or - doesn’t need in a full-time capacity

10. Navy FY06-07 > FY07-08 > FY 08-09 Navy Reserve contribution to capability FY06-07 > FY07-08 > FY 08-09 n Service has been growing steadily as a percentage of Navy’s trained force contributing to capability Financial Year Financial P/T CFTSTotalTrained ForceP/T %CFTS % Total % Year including P/T FY08/09 556 521107710,2895.40%5.06%10.47% FY07/08 490 48097010,0474.88%4.78%9.65% FY06/07 418 3417599,9924.18%3.41%7.60%

11. Generating capability - Current and future programs n NR Capability Enhancement Program -Delivering measurable capability -Training & travel linked to positions n New Primary Qualifications -Operational Logistics PQ (OPLOG) -Management Executive PQ (MX) -Naval Intelligence PQ (INT) n 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

12. n Amphibious Capability Transition Plan -Partial manning of LCHs -Partial manning of an Aviation Support Branch -Partial manning of an LPA -General support roles Generating capability - Current and future programs

13. Generating capability - Improving Retention n Employer of Choice Choice … NOT… Employer of Last Resort n Honesty & Integrity (Recruiting, Employment, Postings) n Leadership & Ethics n Valuing the individual & the team n Cultural Awareness n Communication n Alumni (‘Keep in Touch’) n Service Conditions of Employment

14. Generating capability - RPL & RCC n Understanding RPL & RCC -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 n Benefits of RPL & RCC -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

15. Realise the potential New Generation Navy -