NAVAL ENGINEERING
STRATEGIC PLAN
DPS:JUL031/13
2013 – 2017
RIZZO REFORM PROGRAM
NAVAL ENGINEERING
STRATEGIC PLAN
2013 – 2017
Table of Contents
5
Statement of Commitment
7
Statement of Intent
9
Role Statement
10
Our Mission 11
Our Primary Goal
11
Approach to Naval Engineering Strategy
13
Naval Engineering Goals and Objectives 2013 – 2017
16
Glossary of Terms
24
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Statement of Direction
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STATEMENT OF DIRECTION
Chief of Navy
Vice Admiral Ray Griggs, AO, CSC, RAN
Technology is at the very heart of our modern Navy. As we look
to the future, our reliance on engineering and technology is not
expected to diminish. All of our people need to understand
technology’s central role, however it
is state-of-the-art materiel and
engineering excellence that will Mission
continue to be the keystones to To fight and win at
providing us with confidence to
“Fight and Win at Sea”.
sea
The Navy operates ships, submarines and other operational
systems with the intent to:
• maximise the likelihood of achieving and continuing to achieve
the defined operational outcomes; whilst
The ability to design, construct and maintain materiel elements of capability is fundamental to achieving this
desired outcome. Materiel design establishes inherent levels of operational performance, safety, reliability
and environmental protection; well designed and maintained materiel together with competent personnel,
delivers operational effectiveness. Any deterioration in the materiel quality through operational wear and tear
is addressed through the conduct of maintenance and system grooming.
The delivery of these functions is not the sole responsibility of the technical workforce. All Navy people
must understand the fundamental importance of engineering and maintenance to the safety of our people,
protection of the environment and the delivery of operational effectiveness. We all have an obligation to
provide and foster the climate for proper discharge of these functions and ensure that an appropriate balance
of priorities is applied as we consider materiel state among the many tasks that we have to manage.
In exercising my duties as the Capability Manager, I have directed Head Navy Engineering to:
• set, policies, standards and specifications that support delivery of materiel availability, consistent with
Defence materiel policies and standards;
• establish and maintain requirements for competent people, processes and organisation to deliver and
maintain platform capability within that policy regime;
• establish and maintain processes for the materiel certification of platforms and equipment;
• oversee an independent audit function to ensure compliance with regulations and standards; and
• develop and promulgate guidance to ensure the wider Navy understands its role in maintaining the technical
integrity of the maritime materiel capability.
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NAVAL ENGINEERING STRATEGIC PLAN
• minimising the risk posed to personnel, public safety, and the
environment.
I expect all commanders, and invite other managers who impact the maritime capability, to accept personal
responsibility to ensure that they:
• are aware of the high priority I place on the technical integrity of maritime materiel and therefore, the
criticality of maintenance;
• establish an environment for the proper discharge of duties and decision making in relation to the design,
construction and maintenance of materiel. One where the operational imperative is but one of the factors
that drives the final decision;
• understand the competency and qualification requirements of engineering and technical personnel that
provide materiel design, construction and maintenance support; and
• undertake informed risk assessments and exercise judgement when conflicting priorities arise.
I look to all personnel to play their part in ensuring compliance with proper engineering and maintenance
practice as we work together to as stewards of our equipment, our people, our reputation and our Navy.
Chief of Navy
Vice Admiral Ray Griggs, AO, CSC, RAN
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STATEMENT OF COMMITMENT
CEO Defence Materiel Organisation
Mr Warren King
In his Statement of Direction, CN has stated his requirements
from engineering services, to allow him to effectively discharge
his duties as the Maritime Capability Manager of the Australian
Defence Force. The Capability Manager’s requirements apply to
the engineering effort in all organisations, which contribute to
the Maritime Capability.
Naval engineering plays a significant role in the delivery of those
products and services. And therefore, it is my commitment that the DMO will:
• align with the CN’s Statement of Direction for engineering services.
• partner with the RAN in its effort to establish a strong Naval Engineering function.
• foster the development of the wider Naval Engineering Community that cuts across Defence and Industry.
GOALS
Deliver Defence sustainment and acquisition capability to achieve our
vision by:
• Providing sound, timely, respected and independent advice
• Delivering government approved sustainment and acquisition outcomes
• Improving our understanding of Defence’s required outcomes and
providing cost-effective materiel options to meet those outcomes
• Improving the transparency of our business
• Building stronger and more trusted partnerships
• Maintaining a balanced and flexible organisation with strong
governance to support the performance of the DMO
• Building a capable workforce with a strong safety and performance
culture to support our core functions
• Improving and leveraging our relationships with suppliers
• Building stronger links to create future capability solutions and
managed technology
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The DMO delivers capability and through-life sustainment of
military equipment, including all Maritime Materiel. As the
Maritime Capability Manager, CN is the primary consumer of the
DMO’s maritime products
and services. The DMO’s
goal is to be a business- VISION
like, accountable and To be recognised and
outcome-driven
respected as a global
organisation. Understanding our customer’s requirement is a critical
leader in defence
input into achieving the right outcomes, by delivering products and
materiel solutions.
services that match our client’s needs and expectations.
In his Statement, CN has explained the importance of ensuring technical integrity of Maritime Materiel and
expects the wider Maritime community to understand this requirement, I endorse CN’s views on this matter
and support the initiative to establish, develop and embed within our people, process and organisations the
awareness and appreciation of the importance of ensuring the technical integrity of Maritime Materiel.
I expect all DMO managers, engineers and technicians who contribute to the Maritime Capability to:
• ensure they understand the requirements set by the Capability Manager;
• have in place processes and procedures to comply with these requirements; and
• act under the leadership and guidance of the Head Navy Engineering to provide confidence to CN in the
technical integrity of Maritime Materiel.
I look to all staff to contribute to the DMO’s vision to be a ‘recognised and respected as a global leader in
defence materiel solutions’ by:
• gaining a better understanding of the role of engineering services,
• appreciating the importance of technical integrity; and
• deepening our relationship with the wider Naval Engineering community.
CEO Defence Materiel Organisation
Mr Warren King
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STATEMENT OF INTENT
Head of Navy Engineering
Rear Admiral Michael Uzzell, AM, RAN
As HNE during this period when the reform required by the
remediation of the findings of the Rizzo Review are to be
developed and implemented, I am presented with a once-in-ageneration opportunity to guide the re-establishment of a robust,
competent Naval Engineering Function that satisfies the Chief Of
Navy’s Statement Of Direction.
In taking full advantage of this opportunity, it is my intent to:
• Develop a complete definition of the inter-related Engineering
Functions that are required to generate the materiel outcomes
required during each phase of the maritime capability life-cycle.
• Identify the processes (existing and new) that deliver these
functions across the Defence and DMO spectrum.
• Identify the technical workforce requirements, both in competency and capacity terms that enable these
functions and create sustainable arrangements to continue to deliver that workforce.
• Identify the data and information requirements that enable these functions and create sustainable
arrangements to continue to satisfy those data delivery demands.
• Identify the requirements of the tools that are needed to process the data, manage the information, and
interact with the workforce to create the required outcomes.
• Organise the workforce to ensure that competence in specified technology domains relevant to maritime
capability is developed, nurtured, and sustained,
• Identify sustainable professional awareness and development pathways for the engineering and technical
workforce to ensure that the potential benefits of technology developments can be recognised, analysed,
and harnessed.
Over the next 5 years, if we are to achieve what is required of us by the Rizzo Review, it is necessary for the
following to be achieved:
• A continuous increase in the mastery in, and knowledge, of the technology employed in the maritime domain.
• A workforce that is organised, educated, trained, and consequently capable of sustained delivery of the
engineering functions that are required to generate the materiel outcomes required during each phase of
the maritime capability life-cycle.
• A clearly defined engineering management regime that allows for responsibility and accountability for the
outcomes of engineering functions to be allocated as it best suits the Force Element.
• A relevant, contemporary, and suitable Seaworthiness Assurance Framework that assures the delivery of
safety, environmental protection, and operational effectiveness outcomes.
It is my stated intent to deliver the best possible outcomes within the constraints of the environment in which
we operate.
Head of Navy Engineering
Rear Admiral Michael Uzzell, AM, RAN
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• Ensure that these functions are executed within the context of
the Defence Capability Lifecycle and Defence-wide engineering
policies and procedures.
Role Statement
The role of Head of Navy Engineering (HNE) is to:
• Provide advice to CN regarding ADF Maritime technical matters.
• Ensure Navy strategic technical policies relating to the Seaworthiness Assurance Framework are generated
within the framework of standardised Defence materiel delivery processes, to inform and guide suppliers of
support to maritime capability and to provide direction for Navy technical services at the operational level.
• Provide strategic oversight, governance and performance monitoring of the delivery of technical support
products and services from supplier organisations.
• Provide “one voice” for all Naval Engineering requirements and sustainment for Maritime capability.
• Act as a Head of Community and represent Navy Engineering personnel matters directly to CN.
To discharge these responsibilities, HNE is to establish functions within Navy to:
Oversee
• Monitor that the naval engineering functions are delivered in line with applicable civilian and defence
legislation, processes and professional standards, by engineering personnel across Defence and Industry,
towards conceptualising, designing, acquiring, constructing and maintaining the Maritime Materiel Capability.
• Promulgate the Technical Seaworthiness Framework (and associated policies, procedures and practices)
for the effective delivery of engineering functions across the Capability System Lifecycle by engineering
personnel across Defence and Industry.
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• Consistently apply of defence-wide technical and business processes and business in the execution of Navy
engineering functions.
• Capture requirements for engineers and technologists; then develop and maintain a workforce management
plan, education and training strategy and career management plans, which enable HNE to foresee, plan and
meet the demand for engineering and technical personnel and skills across Defence and Industry.
Execute
• Review, certify and accept the technical capability of platforms to provide confidence to the Navy on a
platform’s capability to ‘Fight and Win at Sea’.
• Assure the performance of the technical capability of platforms to the Statement of Operating Intent
(SOI), by monitoring technical performance metrics and conducting spot audits and inspections; to ensure
adherence to the applicable standards, regulations and performance standards in line with the operating
environment.
• Certify engineering organisations and personnel to perform engineering functions required for the design,
construction and maintenance of the technical capability of platforms.
• Review and approve (as per delegation from HNE) the Through Life Engineering Management Plans (TLEMP)
at the time of acquisition and throughout the lifetime of Maritime Materiel.
Support
• Provide guidance and mentoring to practising naval engineers and technologists across Defence and
Industry.
• Provide professional input to stakeholders (e.g. SPOs, capability managers, commanders, etc.) on naval
engineering related matters as required.
OUR VISION is to....
Deliver seaworthy materiel to enable us to Fight and Win at Sea.
OUR MISSION is to....
Conceptualise, design, construct and maintain maritime materiel, while
assuring, certifying and monitoring the technical seaworthiness of that materiel
over its lifecycle through technical mastery and business excellence; with a
professional workforce across Defence and Industry.
OUR PRIMARY GOAL IS...
By 2017, enable all platforms to meet their technical capability requirements
as stated in the Navy’s Statement of Operating Intent.
Naval Engineering plans to achieve this by pursuing four main goals:
Goal 1: Ensure HNE is established and recognised as the authority for defining
the Naval Engineering functions that will deliver seaworthy materiel
throughout the entire lifecycle.
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Goal 3: Develop, maintain and improve engineering and maintenance support
provided to materiel through the fostering of technical mastery.
Goal 4:Rebuild the naval engineering workforce to ensure that it is
professionally competent, aligned and prepared to meet the present
and future demands of Defence and Industry.
NAVAL ENGINEERING STRATEGIC PLAN
Goal 2: Implement a risk based assurance model that provides confidence to
the Chief of Navy, in the seaworthiness of materiel over the lifecycle.
NAVY VALUES1
DEFENCE VALUES2
DMO BEHAVIOURS3
• Professionalism is striving for excellence • Outcome focused: Respond to Defence’s
• Honour is the fundamental value on which
the Navy’s and each person’s reputation
in everything we do.
depends. To demonstrate honour demands • Loyalty is being committed to each other
honesty, courage, integrity and loyalty and
and to Defence
to consistently behave in a way that is
• Integrity is doing what is right
becoming and worthwhile.
• Courage is the strength of character to
• Honesty is always being truthful, knowing
honour our convictions (moral courage)
and doing what is right for the Navy and
and bravery in the face of personal harm
ourselves.
(physical courage)
• Courage is the strength of character to
• Innovation is actively looking for better
do what is right in the face of personal
ways of doing our business
adversity, danger or threat.
• Teamwork is working together with
•Integrity is the display of truth, honesty
respect, trust and a sense collective
and fairness that gains respect and trust
purpose
from others.
• Loyalty is being committed to each other
and to our duty of service to Australia.
needs
• Cost self awareness: Understand the true cost
• Managed urgency: Embrace a driven and
agile approach
• Personal accountability: Be accountability
for outcomes
• Business acumen: Understand industry’s
motivations and work cooperatively to deliver
value for money outcomes
• People management: Improve organisational
capability by developing our people
• Organisational effectiveness: Strengthen
governance to enhance effectiveness
• Simplify processes: Rationalise and
standardise
• Building industry capability: Develop and
implement strategies that contribute to
industry and enable Defence
OUR BEHAVIOURS will be to...
• work hard to deliver high quality results.
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• do our jobs to the best of our ability and take pride in
our achievements.
• always respect and recognise the contribution of fellow
engineers and technicians.
• promote the wellbeing and development of the NE community.
• be sensitive to changes in our working environment
and ready to respond.
• communicate effectively and regularly.
• provide impartial, comprehensive, timely and accurate advice.
• constantly seek to innovate and improve.
• consistently demonstrate integrity and merit the trust of our
stakeholders.
• strive for efficiency and cost-effectiveness
• seek opportunities to learn and develop.
• uphold the professional ethos of engineering.
NAVY ENGINEERING CODE OF CONDUCT4
• at all times place their responsibility for the welfare, health and safety of the Navy community before their responsibility to sectional or private
interests, or to other members;
• act in order to merit the trust of the Naval community and membership in the honour, integrity and dignity of the Members of the Naval
Engineering Community and the profession at arms;
• offer services, or advise on or undertake engineering assignments, only in areas of their competence and shall practise in a careful and
diligent manner;
• act with fairness, honesty and in good faith towards all in the Navy Engineering and Navy community;
• apply their skill and knowledge in the interest of the Navy for whom they shall act as faithful agents or advisers, without compromising the
welfare, health and safety of the Navy community;
• take all reasonable steps to inform themselves and the Navy community of the social and environmental consequences of the actions and
projects in which they are involved;
• express opinions, make statements or give evidence with fairness and honesty and on the basis of adequate knowledge;
• continue to develop relevant knowledge, skill and expertise throughout their careers and shall actively assist and encourage those under their
direction to do likewise; and
• not assist, induce or be involved in a breach of these principles and shall support those who seek to uphold them.
1.Source: http://www.navy.gov.au/Values
2.Source: http://www.defence.gov.au/publications/defence_values.pdf
3.Source: http://intranet.defence.gov.au/dmoweb/sites/_home/comweb.asp?page=91597&Title=DMO%20Purpose,%20Vision%20%20Values
4.Source: ABR 6492 Vol 1: Navy Technical Regulations Manual (NTRM)
Approach to Naval Engineering Strategy
The Engineering function is carried out widely within Defence and Industry and is central to the Maritime
Capability Systems Lifecycle (CSL). It is a professional function carried out by skilled, trained and certified
personnel, who follow professional standards and uphold the ethics and values of their profession, alongside
the ethics, behaviours and values of the organisations they represent - Defence or Industry.
The Naval Engineering Strategy (NE Strategy), detailed herein, seeks to create and maintain a professional
engineering and technical network which is respected and valued by all Maritime Capability stakeholders.
It is based on the three underlying enablers for value creation in the public sector.
• Ensuring legitimacy and authorisation,
• Building operational capability; and
• Delivering value.
Public Value
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Enabler 1: Ensuring Legitimacy and Authorisation
Ensuring and securing the right authority and legitimacy for the function is the first and most critical step
in enabling value creation. Through his Statement of Direction, the Chief of Navy has provided clarity and
delegated authority to the Head of Navy Engineering. NE Strategy (Goal 1) aims to further establish and
recognise the authority of HNE over defining the Naval Engineering functions that will deliver seaworthy
materiel through the entire lifecycle.
NE Strategy also aims to implement a risk based assurance model (Goal 2), which employs the appropriate
regulation (internal and/or external) based on risk profile and provides traceability back to governing
legislation. This will clarify the purpose of the regulations and provide further legitimacy to the assurance
function of Naval Engineering.
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Goal 1:
Goal 2:
Ensure HNE is established and
recognised as the authority for
defining the Naval Engineering
functions that will deliver
seaworthy materiel throughout
the entire lifecycle.
Implement a risk based
assurance model that provides
confidence to the Chief of Navy,
in the seaworthiness of materiel
over the lifecycle.
Enabler 2: Building Operational Capability
Developing strong operational capability provides confidence and the foundational strength to effectively
deliver Naval Engineering output and create value. Building strength in operational capability requires
development underlying - processes and people.
NE Strategy targets the development of the engineering and technical people and processes through the goal
to achieve ‘technical mastery and business excellence’ (Goal 3). The development of a ‘master-set’ for Naval
Engineering functions and Through Life Engineering Management Plans for each class and platform are some
of the strategies that will be adopted to achieve this goal.
The focus on people aspect is also to be addressed through (Goal 4), which includes strategies to develop
workforce capability to meet the demands of the Naval Engineering function across the CSL and across Defence
and Industry. Strategies to achieve workforce capability development will align, unite and develop Engineering
personnel, irrespective of where they are located, i.e. Navy, Defence or Industry, under the leadership of the
Head of Navy Engineering, as a professional community.
Goal 3:
Goal 4:
Develop, maintain and improve
engineering and maintenance
support provided to materiel
through the fostering of
technical mastery.
Rebuild the naval engineering
workforce to ensure that it is
professionally competent, aligned
and prepared to meet the present
and future demands of Defence
and Industry.
Enabler 3: Delivering Value
In order to deliver value effectively, there is a need to clearly define the goals and objectives (outcomes) and
to establish a process of measurement to ensure planned outcomes are achieved and value is created.
Embedded within this Strategic Plan (Goals 1 & 3) are strategies such as the development of a Naval
Engineering Blueprint, which will clearly articulate the value and contribution of the Naval Engineering function
and implementation of performance management and assurance functions that will provide measurement
and monitoring of planned value creation. A stakeholder engagement and communication strategy will also be
developed to ensure that the Naval Engineering function is recognised and appreciated by its stakeholders.
The Navy Engineering functions must also be delivered within the standardised framework of Navy and
Defence materiel and capability business processes. Delivering value within the Defence-wide context is a
key indicator of the effectiveness and sustainability of the Navy Engineering function.
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Objective
The Head of Naval Engineering is recognised,
empowered and held accountable for the
seaworthiness of materiel.
All members Defence and Industry recognise
Naval Engineering’s value and contribution to
seaworthiness of materiel over the lifecycle.
NE Communication Plan conveys Naval
Engineering value to Defence and Industry.
#
1.1
1.2
1.3
• Head of Naval Engineering to implement a
communication and stakeholder engagement
strategy to promulgate awareness, recognition
and feedback to ultimately achieve better
understanding and appreciation of the value
of naval engineering.
• Develop Naval Engineering’s Strategic Intent,
Strategic Plan and Blueprint to articulate its
value and contribution to seaworthiness of
materiel throughout the lifecycle.
• Chief of the Navy to provide a role statement for
Naval Engineering giving the function legitimacy,
authority and required performance outcomes in
accordance with Navy’s Strategic Plan.
• Head of Naval Engineering (HNE) to have
delegated authority for the Naval Engineering
function (Services and Products) through the
Capability Systems Lifecycle (CSL) and will
be accountable for the function’s delivery
across Defence and Industry and within the
framework of a standardised Defence Materiel
delivery system.
• HNE is to establish a Technical Seaworthiness
Board, which will be responsible for assuring
the quality of Naval Engineering Services and
Products across the CSL, delivered by Defence
and Industry.
• HNE is to delegate the responsibility to
Executive in-charge of the different delivery
groups (MSD, FEG and CDG) and Navy
Engineering Directorates, responsible for the
delivery of engineering services during the
different phases of the CSL and products to
Defence and Industry.
Strategies
• NE Communication and
Stakeholder Management
Plan.
• Naval Engineering Strategic
Intent.
• Corporate (Strategy) Plan.
• NE Future Blueprint.
• Annual Plans.
• Authorised role statement for
HNE from CN.
• Delegation of authority to
HNE from CN/ CDF to control
Naval Engineering function.
• Seaworthiness Board
established and operational.
• HNE onwards delegation
of responsibility to MSD,
FEG and CDG for delivery of
engineering functions across
the CSL.
• Alignment of Navy
Engineering Materiel delivery
to standardised Defence
processes.
Key Performance
Indicators
A: HNE (assures, monitors,
assesses quality of NE function
services and products).
R: Executive in-charge of delivery
e.g., MSD, FEG, or CDG, DGTS
(ensures delivery of NE function
services and products).
Responsibility
12 months A/R: HNE
12 months A/R: HNE
12 months
Time
Frames
Ensure HNE is established and recognised as the authority for defining the Naval Engineering functions that will deliver seaworthy materiel throughout the entire lifecycle.
GOAL 1:
Naval Engineering Goals and Objectives 2013 – 2017
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NAVAL ENGINEERING STRATEGIC PLAN
Implement a risk based assurance model that • HNE must determine the appropriate
• Naval Engineering risk based
assures, certifies and monitors the materiel’s
assurance model (Defence Instruction DI(G)
assurance Compliance Model
seaworthiness over its lifecycle.
LOG 4-5-012 and ANAO Risk Management
developed and implemented.
Better practice guide) that optimises process • Technical Seaworthiness
efficiency against operational outcomes,
Assurance Agency (TSAA) is
and in conjunction with product assurance,
established and operational.
provides confidence in materiel seaworthiness
•
Appropriate instructions/
over its lifecycle.
orders are in place
−−Establish risk based assurance, certification
providing penalties that
and monitoring framework that provides
may be enforced for nonconfidence in the platform’s technical
compliance.
capability over its lifecycle.
−−Ensure licensing bodies are established
as part of the Technical Seaworthiness
Assurance framework certifying the
platforms technical seaworthiness over its
lifecycle.
• Establish a Technical Seaworthiness Assurance
function that will inspect a platform’s
compliance and performance against Naval
Engineering datum, standards and the
assurance framework.
• Establish enforceable instruments that
promulgate adherence to the legislation,
regulations and standards.
2.2
• Naval Engineering Assurance
and Compliance Environment
is defined.
• Adherence to governing
legislation and defencewide policies and
regulations is monitored and
communicated.
• HNE level of engagement
with external authorities
responsible for development
of legislative and procedural
guidelines.
HNE enables compliance with governing Workplace • HNE to launch a work programme to identify
Health & Safety, Environmental, Maritime and
all relevant governing legislations applicable
Defence legislation, regulations and processes.
to the NE functions.
• HNE to lead and establish the engineering
regulations, policies, procedures and
processes that align with governing
legislation for Occupational Health & Safety,
Environmental, Maritime and Defence
legislation, regulations and engineering
processes.
• HNE to initiate and lead work programmes to
review and ensure legitimacy and currency
of Naval Engineering regulations, policy,
procedures and processes in accordance with
governing legislation, Defence regulations and
standardised processes.
Key Performance
Indicators
2.1
Strategies
Objective
#
A: HNE
R: Nominated delegated authorities.
Responsibility
R: NCAA, licensing bodies and
other designated technical
authorities*.
(* HNE to establish assurance
functions and provide appropriate
delegations.)
18 months A: HNE
18 months
Time
Frames
Implement a risk based assurance model that provides confidence to the Chief of Navy in the seaworthiness of materiel over the lifecycle.
GOAL 2:
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Objective
Implement administrative policies, processes
and procedures to give effect to the legislative
framework and support the assurance model
in providing confidence in the materiel’s
seaworthiness over its lifecycle.
#
2.3
• HNE to identify all administrative policies,
procedures and processes required
to effectively execute the assurance
requirements and comply with governing
legislations and defence-wide processes.
• HNE to develop the framework of policy,
procedures and processes that optimise
administrative effort, whilst providing
transparency, accountability and traceability
to the assurance framework and the governing
legislation.
• HNE to ensure the accuracy, currency
and relevance of administrative policies,
procedures and processes.
Strategies
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• Naval Engineering Policy
and Assurance Framework is
developed.
• Policies, procedures and
instructions identified by
the Naval Engineering
policy framework are
current, accurate and
relevant.
Key Performance
Indicators
24 months
Time
Frames
A: HNE
R: Nominated authorised delegates.
Responsibility
• NE functional gold-set is
defined and approved by
HNE.
• TLEMP standards are defined
for each class and platform
type and approved by HNE.
• TLEMPs that meet the
standards set across Defence
and through HNE are
available for all classes and
at least 95% of operational
platforms.
• HNE to lead and drive work programmes to
define the NE functional ‘master set’ of best
practice functions and products, across the CSL.
• Naval Engineering to develop and implement
plans for the different classes, platforms and
equipment to construct, operate, monitor and
maintain the technical capability through its life.
−−Identify functions and products from the
‘master set’ that are required to meet a
platform’s technical capability requirements
within appropriate budgetary constraints.
−−Map the functions and products across the
CSL to capture the whole of life engineering
needs.
−−Publish the standards for TLEMP for all
classes, platforms and equipment.
• Delivery groups (MSD, FEG, CDG, DTS etc.) to
ensure that the information requirements of
TLEMPs are available and accurate:
−−for all classes, platforms and equipment,
−−for the CSL phase that they each manage;
and
−−ensure the information provided in the
TLEMPs are consistent with standards
prescribed by HNE and across Defence.
• HNE to review (adherence to standards) and
approve the TLEMPs for all current and future
technical capability.
Through-life Engineering Management Plans
(TLEMP) that are approved by the Technical
Seaworthiness Authority and provide a
consistent and comprehensive view of the
‘whole-of-life’ engineering needs at the class
and platform levels.
3.1
NAVAL ENGINEERING STRATEGIC PLAN
Key Performance
Indicators
Strategies
Objective
#
36 months
Time
Frames
Develop, maintain and improve engineering and maintenance support provided to materiel through the fostering of technical mastery.
GOAL 3:
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A: HNE
R: Nominated authorised delegates.
Responsibility
An Information Management Function, which
can standardise, synchronise and provide an
integrated ‘single source of truth’ for all technical
data captured and maintained across the CSL for
a class by different engineering organisations.
A Performance Management Function that
monitors and evaluates technical capability of
platforms against their Statement Operating
Intent and enables the platforms to evolve, adapt
to their operating environment and facilitates
continuous improvement.
3.3
3.4.
• NE governance framework
established from HNE down
to the level of each technical
capability and technician.
• Technical delegations for are
current for at least 95% of
al NE personnel and 98% of
engineering organisations.
Key Performance
Indicators
A: HNE
R: Nominated authorised delegates.
Responsibility
A: HNE
R: Nominated authorised delegates.
R: Nominated authorised delegates.
24 months A: HNE
18 months
Time
Frames
• HNE to develop and implement a Performance • Performance Management
18 months
Management function that can measure,
standards are defined by HNE.
monitor and report effectively and in a timely • Metrics as per performance
manner technical performance of platforms
management standards are
against the SOI.
being captured.
• Authorised delegates (organisations and
individuals) to capture and report (make
available) performance metrics within the
mandated timeframes.
• HNE to launch and drive a work programme to • Stock take of all sources of
conduct a complete stock take of the different
technical data is completed.
sources of technical data and develop an
• Appropriate information
approach to standardise and synchronise the
management technology has
capture of the technical data across CSL.
been identified with approved
• HNE to launch and drive a work programme
funding for implementation.
to explore, develop and authorise appropriate • Integrated information
information management technologies
management system
and practices, such as common working
implemented and
environments, to support an integrated view
authorised.
across the CSL.
−−Explore options available within Defence and
those used in Industry by other Navies and
merchant fleet operators.
• Authorised Engineering Organisations to
implement the authorised information
technologies and practices to capture their
technical data.
Governance framework is implemented
• HNE to establish and implement the
that clearly articulates accountabilities and
governance framework which delegates the
responsibilities for the delivery of Naval
appropriate authority and identifies the
Engineering outputs for a platform across the CSL.
responsibilities for the delivery of Naval
Engineering’s functions and products to
respective agencies such as Defence and
Industry.
• HNE to review, revise and update all current
delegations and ensure that they are aligned
to the Naval Engineering Strategic Plan,
assurance model and governance framework.
• HNE to ensure relevant orders are
implemented to enforce proper discharge
of delegated authority, towards execution of
mandated responsibilities.
3.2
Strategies
Objective
#
NAVAL ENGINEERING STRATEGIC PLAN
20
Objective
HNE ensures the engineering input to a workforce
strategy meets both present and future demand
requirements. #
4.1
NAVAL ENGINEERING STRATEGIC PLAN
• HNE to establish principles of effective
delegation to create a culture of delegating
decision making and acceptance of
responsibility to an appropriate level of
authority and competence to increase
operational efficiency and effectiveness.
• HNE to ensure engineering and technical
personnel receive targeted training, coaching
and certification that provide them with
confidence and competence to discharge to
the limit of their delegation.
BEHAVIOURAL
• HNE to lead work programmes to conduct an
assessment of present and future availability
and demand situation for trained and certified
engineering personnel across Defence and
Industry.
• HNE to establish workforce management
principles that encourage integrated class
management across the CSL, sharing of
engineering and technical resources, knowledge
and information between Defence and Industry.
• HNE to initiate work programme to develop
and publish a future state workforce
profile, including clear articulation of Naval
Engineering career pathways, including
training programmes, flexibility, mobility
and portability options to enable Naval
Engineering to attract, recruit and retain a
skilled and talented workforce.
• HNE to initiate work programme to identify
and establish specific, specialised skills
environments (where necessary), to enable
the delivery of specialised Naval Engineering
requirements.
STRUCTURAL
Strategies
Time
Frames
18 months
Key Performance
Indicators
• Workforce management
principles have been defined
by HNE.
• NE future state workforce
profile published.
• Specialised skills
environments have been
identified where necessary.
• HNE’s principles for effective
delegation are defined and
circulated to NE personnel.
• NE personnel’s confidence
is tested and found to have
increased.
A: HNE
R: Nominated authorised delegates.
Responsibility
Rebuild the naval engineering workforce to ensure that it is professionally competent, aligned and prepared to meet the present and future demands of Defence and Industry.
GOAL 4:
21
Objective
A career management function that allows
personnel to develop across the career continuum
and ensures ongoing availability of skilled and
talented personnel to execute Naval Engineering
functions.
Naval Engineering training and education strategy
is aligned to meet the present and future skill
needs of Defence and Industry; and is aware
and responsive to the latest engineering and
technology trends.
The Naval Engineering community understands
and appreciates the unique value addition and
contribution they make to Navy as professionals
and displays a culture and behaviours that
upholds their professional ethics and values.
#
4.2
4.3
4.4
• Training and Education
strategy is developed
providing alignment to NE
Corporate Strategy.
• Skill gap analysis is
completed and input into
Training and Education
Strategy.
• Succession planning is
available for at least 65% of
NE technical positions.
• The NE workforce profile is
phased and functionally
streamed.
Key Performance
Indicators
• HNE to communicate the Naval Engineering
• NE EVP has been approved
Employment Value Proposition (EVP) to
and published to all NE
attract, recruit and retain suitably qualified
personnel.
and experienced personnel.
• NE Community is able to
• HNE to make available appropriate channels of
interact through at least 2
communication (e.g., newsletters, group email,
channels of communication.
phone lines, intranet pages) for Engineering
• HNE Hotline established.
personnel to share their experience, knowledge
and insights and develop the feeling of being
one community.
• HNE to ensure that there is a direct channel
of communication with all Naval Engineering
personnel on all professional ethics related
matters.
• HNE to launch and drive a work programme
to HNE to ensure all training and education
provided by engineering organisations to their
technical personnel are aligned to the NE
strategic direction and workforce strategy.
• HNE to lead and drive a work programme
to conduct a stock take and develop an
inventory and distribution of functional skills
(mapped to the gold-set of NE functions)
available within the current technical
workforce across Defence and Industry.
• NE to identify gaps which can be addressed
through training, education and experience
and implement a bridging programme to
close gaps in the skill profile using the current
workforce.
• HNE to implement a process of succession
planning that is adopted by engineering
organisations to ensure ongoing technical
integrity of NE specialists, operators and
regulators. The NE function is only as good as
the quality of its workforce components (from
both a professional and technical aspect).
• HNE to initiate and drive work programme to
establish a phased and functionally streamed
Naval Engineering workforce profile for the
present and the future.
Strategies
NAVAL ENGINEERING STRATEGIC PLAN
22
A: HNE
R: Nominated authorised delegates
Responsibility
12 months• A/ R: HNE
R: Nominated authorised delegates
12 months A: HNE
24 months
Time
Frames
Objective
HNE to ensure non-engineers benefit from what
engineering brings to the maritime capability
and are ably informed to balance technical
seaworthiness requirements with operational
demand.
#
4.5
NAVAL ENGINEERING STRATEGIC PLAN
• The Non-technical workforce 12 months
has been made aware of the
role of NE, at least once a
year, through Navy wide or
group specific communication
channel.
• HNE to ensure NE Stakeholder Engagement
Strategy includes communication to wider
audience about the value of engineering.
−−Explore and pursue options to communicate
with non-technical audience through other
Navy-wide forums and communication
channels.
Time
Frames
Key Performance
Indicators
Strategies
23
A/R: HNE
Responsibility
Glossary of terms
NAVAL ENGINEERING STRATEGIC PLAN
24
CDG
Capability Development Group
CN
Chief of Navy
CSL
Capability Systems Lifecycle
DMO
Defence Material Organisation
DTS
Directorate of Technical Seaworthiness
EVP
Employment Value Proposition
FEG
Force Element Group
HMS
Head of Maritime Systems
HNE
Head Navy Engineering
NCAA
Naval Capability Assurance and Assessment
NE
Naval Engineering
SOI
Statement of Operating Intent
SPO
Systems Program Office
TLEMP
Through Life Engineering Management Plan
NAVAL ENGINEERING
STRATEGIC PLAN
DPS:JUL031/13
2013 – 2017
RIZZO REFORM PROGRAM