PDev Strategic Framework - Royal Navy PDev Portal

Strategic Framework SummaryPhysical DevelopmentStrategic Framework 2011-2015This document sets out a strategic pathway for Physical Development (PDev) over the next five years.It is a guiding framework alongside which detailed work plans will be set to concentrate thoseresponsible for setting PDev Policy and delivering PDev effect on achieving its objectives. In the yearsahead framework will be used as a reference point to continue the journey on which the Naval Servicehas embarked to culturally embed PDev so that personnel at all levels instinctively make time for PDevas members of a maritime fighting service.The goal is to culturally embed Physical Development within the Naval Service under the mantra “Fit toFight & Fit for Life” to maximise the number of personnel fit for task. This will be delivered via the 3supporting pillars of Physical Education, Sport and Adventurous Training and underpinned by theNaval Service Core Values. This in turn will support the Armed Forces Personnel Plan to generateSustainable, Capable and Motivated people to deliver maritime effect, by reinforcing an identity fromwhich Commanding Officers can play their part. Workforce diversity must be recognised, operating tocommon PDev standards and practices, where appropriate, to the benefit of all Naval Servicepersonnel. DNPD will act as a focus for PDev and will forge strong links within the Naval Servicecommunity to build lasting relationships in order to deliver the PDev intent.Positioning PDev in 2011 – building a sustainable futureDNPD has completed the first phase of its evolution and is now preparing for the next four-year phaseof development. The DNPD Management Board has therefore decided on the following guidingstatements for the Directorate:To change the culture within the Naval Service to one of Time for PDev;To optimise the delivery of PDev, within the available resource; and making the strongestbusiness case for additional resource for emerging new requirements.To champion the delivery of PDev under the mantra, Fit to Fight and Fit for Life.To act as tri-Service sponsor for JSAT Diving and Offshore Sailing.Our VisionThe Directorate of Naval Physical Development will provide the focus for PDev, in order to maximisethe number of personnel who are Fit to Fight and Fit for Life.Our MissionTo culturally embed the trilogy of PDev within the Naval Service.Our ValuesCommitment, Courage, Discipline, Respect, Integrity and LoyaltyOur Strategic ObjectivesThe objectives that DNPD will follow during the 4 year period covered by this strategic framework:To facilitate the Naval Service compliance with Second Sea Lord’s Personnel FunctionalStandards for PDev;To promote a healthy lifestyle across the Naval Service by delivering the Navy CommandHealth Promotion Campaign.1

To provide the governance and assurance for the Naval Service Recovery Pathway (NSRP)capability from a single Service perspective, nested within a Defence Recovery context.To create a sports governance and delivery regime that ensures access, participation andexcellence from grass roots to elite status across all 39 Sports Associations.To provide the generic assurance for the delivery of PDev activity by sharing good practice andchecking policy and process compliance.To transition the Second Line Boats Capability to one that is affordable and sustainable,geographically optimised and with effective command and control;To maintain, as tri-Service sponsor, delivery of Diving and Offshore Sailing under the JSATscheme optimising output to meet the needs of Defence within an affordable and sustainableframework.Delivering the PlanTo deliver the objectives set by DNPD, the Directorate will align its resources and management focusto optimise the Naval Service PDev effect across all the 3 pillars of PEd, Sport, AT and the NSRP tothe benefit of all Naval Service Personnel, in support of the delivery of Operational Capability.DNPD Core OutputsDNPD is characterised by the following dominant outputs: Naval Service policy for Physical Education, Sport and Adventurous Training RN policy for RNFT (CMS 2) Culture change to support “time for” PDev agenda Strategic leadership of Physical Training Specialisation [and inherent ATI/ERI cadres] enactedvia Head of Specialisation role Delivery of level 2 Adventurous Training at the Naval Outdoor Centre (Germany) Delivery of Grassroots “sport for all” campaign Lead for delivery of sport via the conduit of the 39 Naval Service Sports Associations and thePT Specialisation Sponsor for Joint Services Adventurous Sail Training Generation of non-public funds for sport and AT Sponsor for Joint Services Sub Aqua Diving Lead User for the MoD Second Line Boats capability Assurance for the safe delivery of Physical Education Assurance for the safe delivery of Adventurous Training Focal point for Risk Management of Moral Component of Operational Capability Lead for the delivery of a sustainable Naval Service Recovery Pathway Assurance of the Naval Service Recovery Pathway Lead for the delivery of the Navy Command Executive Health Promotion Campaign Sponsorship of HMS TEMERAIRE which together with the Burnaby Road facilities provides theCentre of Excellence for NS sportDeveloping Naval Service Policy for Physical Education, Sport and Adventurous TrainingDNPD has ensured that the RN policy requirements for PDev have been captured in the rewrite of2SL’s PFS and that extant policy, particularly with respect to RNFT, is captured in the new BR 3 Part 5Chapter 29 and Core Maritime Skills (CMS2); whilst also revising BR 51(RN Physical TestingRegulations). We have contributed to the review and revision of JSP 419 (Joint Service AT) andcontinue to engage on future requirement setting and policy development through the JSAT SteeringGroup. PDev delivery has been enhanced with the introduction of the Endurance Training Leader(ETL) course and RNFT policy development continues with engagement with INM. In the next 4 yearsthe objective is to bring greater coherence to tri-Service PDev policy to strengthen the Defencerequirement whilst maintaining single Service specific requirements.2

Delivery of Naval Service ATThe NS currently achieves 15.2% of personnel who undertake 5 days of AT. This needs to beincreased to 20% to comply with PFS. The available resource to support the delivery of AT needs tobe optimised to comply with the requirement of PFS, noting the wider agenda developing within theMoD Centre to better define and corral the Defence requirement and delivery of AT in which DNPD willplay a full and equal part.Delivery of RN Physical EducationPFS reporting has yet to achieve a pan-NS response and reporting of PFS PEd non-compliance ispatchy. The PEd objective is to maintain the 100% delivery of Phase 1 Physical Education training andreduce the incidence of non-compliance within Phase 2 training to meet the PFS standard. We need tomaintain the PT capacity to facilitate reducing the non-compliance within Phase 3 training to contributeto the case for raising this requirement to a Cat A PFS, and to maintain PT capacity to facilitate thedelivery of a minimum of 3 hours physical activity per week for those NS personnel on the trainedstrength.Delivery of the RNFTThe Jun 11 RNFT Statistics are:In Date 85.1%Out of Date 9.3%Exempt 1.7%Fail 3.4%No Competence 0.5%Our objective is to achieve 90% In Date by 2013 with a decrease in those with No Competence or Outof Date, whilst reducing the % of failures.Separately, DNPD remain engaged with INM to develop RNFT to incorporate an evidence and sciencebased upper body strength component of RNFT by Jan 13, with an interim preparatory trainingpackage that will be developed for roll-out from Jan 12.Navy Command Executive Health CampaignThe NCEHG is developing a set of PIs to assess trends in promoting 6 health outcomes that will leadto more people Fit to Fight. Access to robust management information remains a challenge but in 4years we expect to have sound evidence that education, training and management intervention,underpinned by the Defence Health Strategy, has resulted in: Reduced Smoking; Responsible Drinkingand Reduced Substance Misuse; Healthy Weight Management and Improved Diet; Improved PhysicalHealth; Improved Mental Health; Improved Sexual Health.Naval Service Recovery PathwayThe NS has approximately 750 (including 58 in Hasler Company) personnel assigned to the RecoveryPathway, and now that the future reduced size and shape of the Service has been defined by SDSRthere will be less flexibility to carry personnel in the medical/welfare margins who are not deployable.The rollout of an improved FECA management information system to Recovery Cells, CareerManagement Cells and Hasler Company, and the maturing of the NSRP Assurance process will resultin improved management of individuals assigned to the Recovery Pathway, supporting their timelyreturn to effective service or transition from Service to civilian life.3

Culture Change to Support “time for” PDev Agenda2011 - Tangible progress has been made and awareness of the PDev agenda – and it’s 3 keyconstituent parts – has been raised and the NS is fitter and ‘grittier’ overall. But cultural change takestime, dedicated effort and sustained leadership and there is some way to go to achieve instinctivebehavioural and enduring culture shift. There is a need to establish an enduring ethos and culture thatrecognises and encompasses personal fitness as a matter of individual pride and responsibility, verymuch a normal part of life in the RN. This is enshrined in the recently issued Personnel FunctionalStandards (PFS) for fitness, sport, AT and health promotion, where the command aim is to deliverpeople who are mentally and physically robust with a high degree of fighting spirit.PDev CommunicationsA number channels of communication have been developed to assist culture change and inform theNS on PDev issues. These include: Sports and Recreation Facilities - A brochure containing a comprehensive description of all PDevfacilities*. Fit To Fight magazine* – A biennial roundup of PDev news and information. RPD Newsletter - A monthly update of Naval Service PDev information. Regional digest*– AWO led, locally specific summary of PDev activity and forecast. Master Fixtures List – An RN Intranet calendar of all sports events that have duty status and attractpublic funding. Regional Activities calendar – RN Intranet calendars listing activity in the 5 PDev Regions. PDev Internet Portal – http://pdevportal.co.uk A portal on the RN Internet www.RoyalNavy.mod.ukdesigned as an easily accessible one-stop shop for PDev information. The aspiration is to migrateall information * to the portal and provide hyperlinks to areas of associated interest.HMS TEMERAIREHMS TEMERAIRE is home to two lodger units, the RNSPT and DNPD HQ staff and the continuedcollocation of these two units represents good practice for joined up business in the PDev arena.Together with the Burnaby Road Fleet sports facilities, TEMERAIRE is also home to the Centre ofExcellence for NS sport with its dedicated sports accommodation and swimming pool. The legacyresource management mechanism for this area is untidy and the aspiration is to be able to draw theoversight of all the facilities together into one area with clear funding lines to support the infrastructureand develop a coherent 5 year maintenance plan. This will include an upgrade to the existing ITsystem to Dii, improved layout of the building, especially with regard to access and entrance, extendingthe accommodation to 100 beds and installing a 3G pitch.Non-Public Funds for Sport and ATThe sport and AT pillars of the PDev agenda are supported with non-public funding from the NavalService Sports Charity the RN Sports Lottery commercial sponsorship and personal contributions.NSSC – (2011) - Provides £400k pa funding for Sports Association running costs, Regional Grants,Coaching and individual elite and 2nd tier athletes. It is anticipated that the PDev sports agenda willstimulate increased activity therefore demand will remain fairly constant over the next 4 years, despitereduction in NS manpower. The minimum aspiration of the NSSC is to maintain the funding andsupport at current levels eliminating any effects of inflation. It also intends to improve these levelsby championing the case for Sport within the RNRMC Family of Charities, to support RNRMC andSports Association's initiatives to attract additional corporate sponsorship, to support initiatives toimprove the take-up of Payroll Giving within the Naval Service and to take on the employment of morestaff and the management of more Sporting Facilities as the need arises and as identified by DNPD.The NSSC Trustees and Staff will remain vigilant and address any issues which could adversely affector improve funding for sport and will also support DNPD initiatives to improve facilities and support forSport.4

RN Sports Lottery – Strategically vital for the PDev Sports agenda, provides £1.25m pa net for Sportstours, training camps, grassroots, equipment, AT, CA and capital projects. Annual income increased to£1.35M pa net - £100K (£25k pa). Reduced support for AT (£280K pa) which should be entirelypublicly funded as directed training and PFS requirement. SL Manager has been set objectives to growSL income by £25k pa with a business plan in place to achieve it.Commercial Sponsorship - Sports Associations are encouraged to secure sponsorship in order tosupplement their income and those sports that are attractive to sponsors are generally successful.However, sponsorship is unpredictable and an unstable platform for a financial plan and therefore,whilst encouragement will continue, it does not feature as a reliable enabler to the PDev agenda.Public funds to support PDev agendaThe G48 budget constitutes the public money allocation to support the PDev agenda, including the 2RN sponsored Joint Service Offshore Sailing and Diving AT Centres. With continued downwardpressure on all budgets there are a number of areas that require scrutiny to ensure that therequirement is robust and appropriate to meet IF2015 needs. Work is underway to get a betterunderstanding of all areas of the G48 budget from which a more recognisable process of accountingwill emerge. This will result in a taut and focused budget that is properly delegated and sufficient toenable the continued development of the PDev agenda.Grassroots “Sport for All” Campaign2010 - Some 60% of the NS are not “naturally” inclined to participate in organised sport and thereforemissing the opportunity for “grit” that sport contributes to the fighting spirit element of PDev andtherefore OC. 2011 is the second year of a formally introduced and Sports Lottery funded grassrootssports programme that specifically aims to provide a menu of opportunity for those less inclined toparticipate. The result is a tangible but currently unmeasured increase in a broad range of sportingactivity, but this is fragile and requires sustained senior management support and the resources tocontinue development. Intention is to build on the sound management measures already in place andcontinue to reinforce the fun element on the basis that lower level participation will be more stimulatedby fun than serious competition and put in place a means of measuring participation and trends.Sponsorship of Joint Service Adventurous Sail TrainingThe Joint Services Adventurous Sail Training Centre (JSASTC) at Gosport operates a fleet of 20yachts by a wholly civilian workforce capable of delivering all RYA practical training courses and Level3 expeditions worldwide. The centre delivers about 36,000 man training days annually for about 4,500Servicemen and women in the ratio 50% Army, 25% RN/RM and 25% RAF. Currently demand forboth practical and shore-based courses consistently exceeds supply by more than 200% and duringthe peak sailing season it is often difficult to meet demand for Level 3 Expedition assets. Followingsignificant recent investment the infrastructure JSASTC provides a state-of-the-art facility for thedelivery of Offshore Sailing AT and the maintenance of JSASTC assets. The main challenge over thenext 4 years will be downward pressure on manpower and an aging yacht fleet with increasing supportcosts and there is a need to optimise delivery within an affordable and sustainable framework. Keydeliverables includeachieving approval to recruit specialist Sailing Instructors, a review of the 3 Services’ requirement forOffshore Sailing AT , including support to Battleback and FORTITUDE initiatives, and engagementwith DE&S and Capability Sponsor to inform the yacht replacement programme with an aiming point ofdelivery of the first new yacht during FY2015/16, enacted via the boats UWG.Sponsorship of Joint Service Sub Aqua DivingThe Joint Service Sub Aqua Diving Centre (JSSADC) at Fort Bovisand near Plymouth delivers subaqua diving training from entry level to Advanced Instructor and Supervisor using the training systemsand programmes of the British Sub Aqua Club. The staff of 10, drawn from all three Services and theCivil Service, deliver courses to a customer base of the RN, UK based Army, the RAF, all threeServices’ Reserve organisations and the University Officer Training Corps. Demand for courses faroutstrips the Centre’s capacity, particularly at entry level, however some 600 personnel per year5

eceive training. This is carried out against a demanding instructor: student ratio of 1:2 for mostcourses. The Centre also provides SME advice to DNPD as the sponsor of Service AT diving, all threeServices, to expeditions and to unit dive branches, including support to Battleback and FORTITUDEinitiatives. AT sub aqua diving is which imposes some challenges.The challenge for the next four years is to continue to deliver sub aqua diving to an expandingcustomer base, despite the reduction in the size of the Services, as the withdrawal from Germanygathers pace. Meeting the aspirations of Service personnel to undertake sub aqua diving as an ATactivity, against a campaign to increase the uptake of AT, using the finite capacity of the currentmanpower resource will be a challenge. As the existing overseas sub aqua training Centres close thedemands placed on JSSADC will increase. All this will need to be delivered within the financialframework set by Navy Command.Lead User for the MoD Second Line Boats CapabilityDNPD, as Chairman of the MoD 2 nd Line Boats User Working Group, represents these interests to theMoD Boats Project Board. The 2 nd Line Boats fleet consists of over 3,000 vessels with sailing craftranging from 20m ocean going yachts to training dinghies and powered craft ranging from large twinscrew training launches to outboard powered inflatable safety craft. This diverse fleet has a multitudeof users across a number of TLBs (FLEET/FOST, NAVSEC, Army AG, FOSNNI). Until recently, therehas been little in the way of overall strategy or C2. The objective is to deliver an affordable,sustainable capability, which is geographically optimised, to meet the Defence requirement witheffective C2 To migrate towards this objective, a number of milestones will need to be achieved:Within the next 6 months the 2 nd Line Boat Fleet will need to be reviewed and adjusted to meet theresourcing levels (20% reduction) provided following the PR11 Options decision. Within the next 6months establish greater transparency between the funding made available through BASS and theneeds of users to deliver an endorsed output. The implementation of the Capability Transition Group,chaired by DNPD, will achieve this. Within the next 12 months review and take forward therecommendations provided by the Second Line Boats Requirements Paper (FTS3/OPS/0243) dated22 Feb 11. Within 12 months have determined an endorsed output and established the number ofassets required to deliver this output across the whole of the 2 nd line Boats fleet. Within 24 months tohave achieved the status quo whereby the 2 nd Line Boats fleet matches the prioritised output within anaffordable and sustainable framework; including procurement strategy with sufficient flexibility to adaptto changing demand as the requirement matures to meet the needs of the future, post SDSR, ArmedForces.StakeholdersDNPD has a number of important stakeholders, all of whom must be nurtured and encouraged to givetheir backing to the vision and mission of the Directorate.DNPD Staff – instituted in 2008, DNPD employs 108 staff (69 Civilian and 39 Military) across the 3pillars of PDev in C2, policy and delivery and the coming plan period will see reorganisation andrebrigading to deliver the requirements of the manpower drawdown element of SDSR. Throughout theperiod the Directorate will endeavour to deliver agreed objectives in an environment of enthusiasm andcommitment. We believe that people will achieve more, and enjoy themselves more, when they arestretched and coached in a high performance environment. As an employer, DNPD will treat its staffwith dignity, professionalism and humour, encouraging their self development on their own personalcareer journey.The Management Board – the Management Board is formed from PDev pillar leads for both policyand delivery supported by resource subject matter experts and the executive of HMS TEMERAIRE.Board Members are appointed automatically by virtue of the role in which they are employed. This inturn offers a development opportunity to both increase the contribution to the Directorate and, morebroadly, the championing of the PDev intent and also to develop their own skills.Combined Services Sports Board - The Combined Services Sports Board (CSSB) is formallyconstituted under the authority of the Service Personnel Board through the Director General ServicePersonnel Policy (DG SP Pol). The CSSB is responsible for monitoring, advising and encouragingsport in and between the three Services and at Combined Services representative level. It is also6

esponsible for standardising sports policy across all three Services and maintaining a liaison withnational sports bodies. The members of the CSSB are the three single Service Directors of Sport (theDirector of Naval Physical Development for the Royal Navy). The office of Chairman rotates bienniallybetween the three Services.RN Sports Board - Changes to the management of NS PDev over the last 5 years have prompted areview of the composition and purpose of the RN Sports Board (RNSB) disbanded in 2008. This reviewaims to establish whether there is a requirement for a formal 2* Board to provide a higher level ofdirection and governance for NS SportRNSPT – Co-located within HMS TEMERAIRE and owned by FOST, the RNSPT delivers the trainingto the PT Specialisation which is fundamental to the delivery of the PDev intent across the NavalService. The school delivers the skillset required to meet the PDev delivery requirement championedby DNPD and owned by the Second Sea Lord. The co-location delivers quick response to commandpull and the special relationship will continue to be nurtured to the benefit of all Naval Personnel.RN Sports Associations play an increasingly central role in the delivery of Navy Sport, from providingcoaches for sports taster days at New Entry training establishments through to selecting and managingthe Navy’s representative teams. They are largely staffed by unpaid volunteers who willinglycontribute a great deal of time and effort to promoting their sport to NS personnel at all levels, and inproducing quality teams, some of which are ranked nationally.IPTRM – Links with the RM fraternity is currently via IPTRM located within the Commando TrainingCentre Royal Marines. As the focus of RM PT training, PDev delivery and assurance, it is vital that thisrelationship is exploited to ensure maximum PDev benefit for the Naval Service as a whole. NavalService PDev oversight is currently stovepiped and features unquantified duplication of effort whichrequires development and improvement for the benefit of all personnel.NCHQ – Utilising the Chain of Commend through DNPers, NavSec and 2SL, DNPD will champion thePDev agenda seeking Navy Command support and resource through PR rounds and NCHQ staffingprocess. Through management of the MCofOC Risk and extensive liaison and targeted Chairmanshipof the NSRPWG and NCEHG DNPD will exert influence to set priorities and secure the resource tomaintain and improve PDev outputs..MOD Centre and Sister Services – Through broad engagement on Defence and single Service ledStrategy Groups and Working Groups DNPD will influence and inform future Defence policydevelopment in order to bring greater coherence to existing single Service policies and generateincreased commonality in the approach and delivery of the PDev agenda across Defence.DE&S – this relationship is key to delivering the MoD Second Line Boats Capability. Sustainment ofthis capability and migration to need the future needs of both the NS and wider Defence is dependenton a good working relationship with the PTs (currently TSB PT) who procure, maintain and dispose ofcapability assets. In engaging, greater understanding has to be fostered with the aim of deliveringbenefit to both the NS and wider Defence.Naval Service Sports Charity (NSSC) - A Company limited by guarantee, which is a subsidiaryCharity of the RNRMC, whose current role is to distribute a proportion of the Payroll Giving fundsprovided by the Naval Service for the benefit of Sport, to manage sporting facilities provided from nonpublicfunds and to represent the interests of Sport within the RNRMC Family of Charities.The Command Chain – it is essential to the success of DNPD and the delivery of the PDev agendathat leaders, from Leading Hands and Corporals to Admirals and Generals, are aware of our work andthus choose to embrace that cultural shift that ensures that all personnel will make time for PDev. Theapproach will be through excellent example set by the PT Specialisation, the continued education ofthose exercising command or about to take up Command appointments and the leadership anddirection set by NavSec and 2SL.7

Regional Warrant Officers – As the PDev Regional delivery focal points, the network of WO1 PTs willbe used to ensure coherence and consistency of PDev delivery afloat and ashore and the mediumthrough which to foster innovation, identify and share good practice. To assist them in this, theRegional WO1PT’s are to co-ordinate the Quarterly Returns to the RPD Office to ensure key blockersto delivery are flagged to NAVSEC via DNPD at the earliest opportunity. The flow of informationupwards as well as downwards is crucial in ensuring the apposite delivery of the PDev agenda.Engagement and Communication are key and DNPD looks to the WO1PT’s to exercise MissionCommand in the delivery of PDev in concert with the RPD office.The Physical Training Specialisation – DNPD discharges the role of Head of PT Specialisation; asthe key enabling resource in achieving the delivery of the PDev intent, DNPD champions the PDevcapability requirement and exercises strategic guidance, leadership and direction of the PTSpecialisation in concert with the Specialisation Adviser. The PT Specialisation are the naturaladvocates of the PDev intent and the front line foot soldiers who deliver it. Sustained and activeengagement with Specialisation members, Career and Requirements Managers is required to ensurecapable, sufficient and motivated PTs who are fit for task.ConclusionDNPD has emerged as an organisation with a clear objective to deliver 2SL’s PDev strategic intent, butfacing a considerable task of converting a behavioural change to one of achieving an enduring culturalchange within the Naval Service, across all Fighting Arms. After three years DNPD has a clearidentity, a growing supporter base, strong relationships with its primary stakeholders, an expandedremit and a voice that is heard.The strategic framework set by the Management Board is ambitious and stretching in an environmentof economic fragility, but DNPD is putting down strong roots and, in linking closely with the men andwomen of the Naval Service, is creating an environment of success. This framework will guide ourdetailed decision making and workplans over the years ahead as we work to deliver personnel who areFit to Fight and Fit for Life.Measuring the achievementsIn 2010 the revised Personnel Functional Standards (PFS) was published by 2SL. Within the contextof PDev, PFS set a number of targets against which success would be measured against the overallprogress it made against 18 factors. Those factors are:1. PFS 8.2 Facilities2. PFS 8.3 Duty travel for personnel participating in recognised sports.3. PFS 8.4 Time to participate in physical activity (Phase 1&2 training, Trained Strength,Reserves).4. PFS 8.5 At least 20% of unit personnel to achieve 5 days AT/CA each year.5. PFS 8.6 FTRS personnel to achieve 5 days AT/CA each year.6. PFS 8.7(Cat B) Time to participate in physical activity during Phase 3 training.7. PFS 8.8(Cat B) Time for MARRES to participate in AT.8. PFS 10.3 Access to Smoking Cessation Advisors9. PFS 10.4 Provision of Nicotine Replacement Therapy (NRT)10. PFS 10.5(Cat B) Access to carbon monoxide monitoring.11. PFS 10.6 Access to education, advice and guidance on alcohol and substance misuse.12. PFS 10.7 Access to Alcohol Awareness Courses.13. PFS 10.8 Access to Naval Service Weight Management programme.14. PFS 10.9 Access to education, advice and guidance on weight management.15. Restructuring of 2 nd Line Boat fleet iaw PR11 Option decisions16. Establishing an accurate and detailed asset register listing all 2 nd Line Boats17. Establishing an endorsed requirement for all assets.18. Formulating a prioritised and affordable procurement strategy.8