Sailors Career HB-low Res - Australian Defence Force Recruiting

SUPPLYSAILORS’HANDBOOK SUPPLY SAILORS’ CAREER HANDBOOKCAREER HANDBOOKAPRIL 2001 EDITION

SUPPLYSAILORS’REER HANDBOOK SUPPLY SAILORS’ CAREER HANDBOOKCAREER HANDBOOKJANUARY 2001 EDITION

iiiForewordBy Commodore S. P. Lemon AM, RANHead of the Supply BranchThe recent challenges faced by the RAN Supply Branch have formed another majorchapter to our ongoing history. The scope and pace of these challenges have necessitatedthat our professional focus and core roles are reviewed. This has occurred to not justour branch but also the remainder of the RAN and the ADF as a whole. The role ofSupply Sailors has emerged strong in the face of these reviews and remains firmly inthe business of supporting and sustaining operations.It is therefore recognised that the management of Supply Sailors’ careers is veryimportant in the face of recent upheavals, both for you and the Navy. Certainly a freshcareer focus is required for individuals within the Supply Branch. Your careerprogression should satisfy both your professional and personal aspirations, yet alsothe operational requirements of the RAN. The variety of training and jobs you willundertake over the course of your career will provide a variety of challenges andallow you the opportunity to increase your professional knowledge to adequately fillthese positions.This Supply handbook represents a first for Sailors in the RAN. It aims to inform youof the fundamental aspects of your career progression and to equip you with the basicfacts necessary to make informed decisions about your future. It is a guide, not gospel,and should be read in conjunction with other publications, so that you have all of theinformation necessary to plan your career. It is also hoped the handbook will serve asa guide for divisional staff when assisting junior staff in career counseling.Naturally some things remain constant. Progression to the next higher rank or morerewarding positions is dependent on proven, solid performance and demonstratedprofessional competence. Also, the importance of sea service is still paramount andrequired for advancement.As the Head of the Supply Branch, I encourage all Supply Sailors to consult thishandbook and associated publications for initial guidance on career planning. Theinformation contained herein is not necessarily the final word so ADNPR(SU) andDSCM staff would welcome your corrections and views on the content of futureeditions.In providing you with this handbook, the Supply Branch is aiming to assist you toequip yourself for advancement by providing you with the necessary information inone consolidated source. Use it to help both you and the Navy achieve the best possibleoutcomes.I am confident that the Supply Branch will provide a career with opportunities foradvancement and that this handbook will aid you in taking advantage of theopportunities available, and the achievement of your ambitions in the Service.April 2001

viiTABLE OF CONTENTSForewordTable of ContentsiiiviiChapter 1 INTRODUCTION TO THE HANDBOOK 1-1Chapter 2 HISTORY OF THE SUPPLY BRANCH 2-1Chapter 3 SUPPLY SAILOR EMPLOYMENT 3-1General Employment Profiles 3-2Generic Category Employment Profiles 3-3Translating Profiles Ashore 3-7Posting Localities 3-8Responsibilities with Rank 3-9Chapter 4CAREER PROGRESSIONAND MANAGEMENT 4-1Enlistment 4-1Postings 4-2Transfer of Category 4-5Service on Minor War Vessels and Submarines 4-6Discharge 4-7Category Career Progression Models 4-8Stores Naval Career Model 4-9Writer Career Model 4-10Steward Career Model 4-11Cook Career Model 4-12Form “BACKCHAT” 4-13Chapter 5 PROMOTION 5-1Pre-requisites 5-1Commissioned Rank 5-3Qualifications 5-4Provisional Protection 5-4ADF Performance Appraisal System 5-5

viiiMoving Average Total (MAT) 5-7Status Advice Notes 5-8Acting Higher Rank 5-8Chapter 6 TRAINING AND EDUCATION 6-1Professional Training - Writers 6-2Professional Training - Cook 6-3Professional Training - Steward 6-5Professional Training - Stores Naval 6-6Promotion to CPO and WO - All Categories 6-11External Courses Sponsored by Supply Faculty 6-12Personal Development Training 6-13Civilian Accreditation 6-16Order of Progression for Trainingand Education 6-18Chapter 7MANAGEMENT OF THESUPPLY BRANCH 7-1Key Players 7-1Career Management Issues 7-4Future Issues 7-6Chapter 8 REFERENCES FOR YOUR CAREER 8-1Index of Career and ProfessionalDevelopment Publications 8-3

INTRODUCTION TO THE HANDBOOK

1-1CHAPTER 1INTRODUCTION TO THE HANDBOOKPurposeDisclaimerThe purpose of this handbook is to provide SupplySailors of the Royal Australian Navy with guidance thatwill assist them to plan and develop their Naval careers.The handbook has been produced in consultation withstaff of the Directorate of Sailors’ Career Management(DSCM) and the Supply and Health Faculty and hasbeen endorsed by the Supply Advisory Council.Accordingly, this handbook details current practices andphilosophies of the Supply Branch, and should help thereader take a methodical approach to personal careerdevelopment.The contents of this handbook are designed to beinformative not authoritative.The information provided is an interpretation andcondensation of current policies. As such, it is stronglyrecommended that further reading be undertaken toobtain comprehensive and concise details.Other portions of this guide have been produced fromthe current working practices of functional directorates,which are not necessarily documented and are subject tovariation through changes in practice and managementmethodology. It is therefore important to discuss anytopics in this guide with the relevant authorities. Inparticular, DSCM should remain the first - andauthoritative - point of contact for all queries pertainingto a sailor’s career.The principal document for Sailors’ Career Managementis ABR10.PublicationSponsorIt is anticipated that this guide will be updated regularly,although any significant changes will be promulgated asrequired. General comments or any suggestions forimprovements should be forwarded to:

1-2Assistant Director Naval Professional Requirements(Supply) - ADNPR(SU)CP 4-7-093Campbell Park OfficesCANBERRA ACT 2600Telephone: (02) 6266 4159

HISTORY OF THE SUPPLY BRANCH

2-1CHAPTER 2HISTORY OF THE SUPPLY BRANCHOverviewTheBeginningThis chapter reflects the history of the Supply Branch.The Branch originally comprised Cooks, Stewards,Writers, Stores Assistants Stores, Stores AssistantsVictualling and Printers.The first record of the Supply activities was at HMASCERBERUS where the first Naval Stores building waserected in 1916. The building, constructed of corrugatediron, unlined and with a brick floor, was situatedopposite the gunnery school battery and survived until1960 when it was destroyed by fire.With the exception of Cooks, prior to 1946 the trainingof Supply Branch Sailors at HMAS CERBERUS wasnot conducted formally as it is today. Training wasconfined to Recruits Clerical, who on completion ofNew Entry disciplinary training, were categorizedProbationary Stores Assistants or Probationary Writers.On-the-job training followed during which it wasintended that the trainees would be given elementarytechnical lectures within their Ships and Establishments.The same method of on-the-job training was applied toOrdinary Seaman Stewards.Following World War Two, the first twelve drafts ofNew Entry Supply Recruits of the Stores, Writer andSteward categories were posted directly to Ships andEstablishments immediately after Recruit trainingwithout the benefit of any professional Supply training.It was eventually realized that recruited Supply BranchSailors needed proper training in their professionalduties before being posted to Ships and Establishments.This was needed to bring Supply into line with traineesin the long established schools of the other Branches.Training objectives were established along similar linesto the curriculum of the newly formed RN SupplySchool, HMS CERES. In 1946, a formal Supply and

2-2Secretariat Training School was set up in HMASCERBERUS.CooksThe School of Cookery dates back to the earliest days ofCERBERUS and it’s inception figured in a report byAdmiral Henderson when he carried out hisinvestigations for the Federal Government regarding theformation of the RAN and Shore TrainingEstablishments. Admiral Henderson’s report to theGovernment stressed the need for the formation of aRAN School of Cookery as a matter of utmost priority.The School of Cookery was built in 1924 at FlindersNaval Depot. Prior to this instructors carried out thetraining of Cooks in the main galley.Warrant Officer George William Arnold was appointedon 1 Jul 1918, as the first Warrant Officer Instructor ofCookery. He initially instructed with very limitedfacilities, at the Naval depot, Williamstown. Later, hewas placed in charge of the School of Cookery when itwas first established. The School of Cookery is nowknown as the ADF School of Catering and encompassesCook and Steward training for all three Services. Thistraining has been undertaken at the Chisholm Institute ofTAFE since 16 Jan 1999.Cooks roles have generally remained on a steady coursesince their original training. “Quality of life” prioritieswith regard to sailors being fed well have ensured Cooksplay a crucial role for ships at sea, including most MinorWar Vessels. Cooks however have had to come to termswith many advancements in galley equipment and foodproducts. Along with minimum manning, Cooks’responsibilities have expanded in recent years with thedemise of the Victualling branch. Cooks now takeresponsibility for much of the menu planning, financialmanagement and ordering of rations. Cooks remainashore, however, now work alongside their civiliancounterparts in many establishments.

2-3StewardsThe word Steward appears to have had several meaningsin Naval history. For example, the Petty Officer rating ofCaptains Steward, and Ward or Gun Room Steward.Stewards have always been closely associated withofficers of the Royal Australian Navy, and providepersonal service for them.In the early days, Stewards were responsible for thepurchase of provisions ashore and the drawing ofService provisions from the Victualling department.They also carried out catering duties for WardroomMesses in Ships and Establishments.Although Stewards were generally employed inWardroom Messes in Ships and Establishments, liketoday, opportunities were available for them to become amember of the personal staff to senior Naval officers.Stewards roles have moved with the times over theyears. Like all categories, Stewards have seen the resultof minimum manning both at sea and ashore. Stewardsused to exist at all shore establishments, however thecommercialisation fo support functions has greatlyreduced the numbers of Stewards in traditional shoreWardroom roles. At sea, Stewards are still intimatelyinvolved in function planning and execution, CO andHOD valet services remain although slightly reduced, asdo the traditional roles in the Pantry and the Wardroom.In addition, most Stewards are now involved with theaccounting and management of Service Funds. With theadvent of the Collins Class Submarines and the demiseof the Oberon Class, the STD SM category wasdisbanded. In 1999 however this decision was reversedand Stewards are again able to serve in Submarines.Likewise, the new Mine Hunter Coastal andHydrographic Ships open opportunities for Stewards toserve in Minor War Vessels.StoresIn the early days stores such as nuts and bolts were theresponsibility of the individual department, howeversignificant misappropriation prompted the proposal ofan alternate method of stores management. In 1924

2-4Naval storekeeping, then called ‘Central Storekeeping’,was introduced.The Naval Storekeeping branch was subdivided into theVictualling and Stores categories in 1950, to conformwith changes made by the Admiralty for the Royal Navy,noting the excessive knowledge needed in each field ofexpertise.In the 1993, the Victualling and Stores categoriesmerged again, with the commencement of cross trainingoccurring from 1994. Meanwhile the warehousingfunctions were gradually changing with greatercomputerisation of stores systems. SLIMS, the firstcomputerised stores accounting system on ships, wasimplemented in the early 1990s and DSRMS was phasedout to make way for the Tri-Service stores system,SDSS, in the mid 90s. Further advancements andchanges to seagoing stores systems (e.g. AMPS) haveplaced much pressure on the SN to keep up withcomputerisation. The 90s also saw the advent of theManagement of Consumables (MOC) system, whereconsumables were purchased ashore under contract.Local Purchase became an important function for manySNs. The Commercial Support Program (CSP) and theprinciples of minimal stock holdings ashore haveresulted in reduced numbers of SNs in more recenttimes.WritersThe Writer category was established by the Royal Navyon 2 February 1867 to assist in the Ship’s Office. In1889 the designation as Writer 1st, 2nd and 3rd Classwas abolished and substituted by Chief Writer (CPO),Second Writer (PO) and Third Writer. The followingyear Writers were given the familiar six pointed GoldStar as a distinguishing badge.Prior to 1946, Writers were enlisted as Recruits Clerical.Following recruit training they were categorized asProbationary Writers and posted to Ships andEstablishments for on-the-job training which includedsome typing training. Eventually it was realized that

2-5newly recruited Writers required formal training toprepare them for their professional duties before beingposted to Ships or Establishments. Writers used to alsoundertake duties as Stenographers and Data Operators.Primarily, Writers today are involved in many of theHuman Resource functions within a ship including pay,accounts, registry, personnel, cash and financialmanagement. Traditional roles ashore have changed andnumbers decreased with the centralisation andcommercialisation of many functions. The WTR branchhas also endured rapid changes to computerisationwithin their field of employment in the last 10 yearsincluding the advent of ADF Pay, DEFMIS, DEFMIS atSea and FIBARS to name a few.RecentHistoryThe 1990s saw a great deal of changes to the SupplyCategories. These changes included the amalgamation ofthe Stores Naval and Stores Victualling Categories, theintroduction of Tri Service training for Cooks andStewards, civilianisation of many traditional Supplypositions ashore as well as added responsibilities andknowledge of automated technology for all Categories.At sea also roles have changed particularly with theadvent of minimum manned ships, and the subsequentincreased involved in whole ship activities.In 1997, a team was commissioned to complete a reviewof the Supply Categories. This team (Supply CategoryReview - SCR) had the difficult task of makingrecommendations on the shape of the Supply SailorCategories in the Navy of the future. In line with history,this review changed certain focuses of the SupplyCategories.

SUPPLY SAILOR EMPLOYMENT

3-1CHAPTER 3SUPPLY SAILOR EMPLOYMENTIntroduction-SupplyCategoryReviewThe Supply Category Review (SCR), completed in1997, was the first full review of Supply Categories inrecent times and came when the impacts of theCommercial Support Program (CSP), MembersRequired in Uniform (MRU) and the Defence ReformProgram (DRP) were taking effect. There was generalacceptance that a review of some sort was necessarybecause of such organizational impacts and rapidlyadvancing technological innovation including newclasses of ships.Although the review did not recommend or introducesweeping changes to Supply Categories and theiremployment, the impact of the review causedconsiderable anxiety for Supply Sailors. Unfortunatelythe impacts of the DRP and MRU arrived at the sametime, and often the SCR was blamed for the reduction innumbers ashore and the civilianisation of manytraditional Supply functions. The SCR’s actual aim wasto focus and prepare the Branch in response to theseGovernment initiated sweeping changes.In terms of employment for Supply Sailors, the reviewconcentrated primarily upon changes required in theimmediate future, so that Supply Categories were able tocontinue to deliver the best possible support, seeking toimprove current business practices in an operational oroperational support environment. The outcomes of thereview concluded that four Supply Categories wereneeded into the foreseeable future, but with some changeto core tasks within Categories. These are as follows:• Stores Naval (SN), responsible for materiel andfinancial support;• Cook (CK) responsible for cooking and rationsmanagement;• Writer (WTR), responsible for personnel andadministrative support (including some cashmanagement); and

3-2• Steward (STD), responsible for mess and servicefund management.GENERAL EMPLOYMENT PROFILESGeneral This chapter attempts to summarise the roles of SupplyEmployment Sailors at sea and ashore, within each rank and Category.Profiles In basic terms the four Categories still hold manytraditional functions at sea, but, in line with a changingNavy, whole ship and general responsibilities are also alarge focus.As part of a wider Navy, specifically at sea, SupplyCategories must exercise the following non specificskills:Management and Administration:• Manage personal work priorities and professionaldevelopment;• Contribute to Quality Management;• Promote Diversity and Equity in the work place; and• Operate quality customer service.Ships Survivability and Safety:• Apply basic first aid treatment;• Respond to all the ship’s emergency alarms, including firefightingand damage control;• Comply to all changes in the ship’s operational readiness state;and• Participate as a member of the damage control and emergencyteams.Occupational Health and Safety:• Comply with the principles of OH&S;• Obey and enforce workplace safety regulations, orders andprocedures;• Apply ‘Duty of Care’ principles in the workplace;• Identify and report potential OH&S hazards in the workplace;Whole Ship Activities:• Perform domestic duties (café, messman, ablutions etc);• Participate in whole ship activities;• Carry out physical security tasks;• Perform ship’s husbandry; and• Perform as a member of the flight deck team / Ships MedicalEmergency Team / ships defence team;

3-3GENERIC CATEGORY EMPLOYMENT PROFILESGenericCategoryEmploymentProfilesStoresThis section examines core tasks within each SupplyCategory, against ranks. It will illustrate the scope ofduties, training and experience required at each ranklevel within each Category.RANK FUNCTIONS/RESPONSIBILITYCPO/POSN • Stores Accounting Officer (SAO)• Manage warehousing and distribution• Manage the procurement and accounting ofnaval and commercial stores• Manage transfers/surveys/conversions/returns/disposals• Coordinate stocktaking regime• Senior Stores Sailor• Financial (budget) controller• AIMS Manager• Manage URDEF and signal demands• Manage consumption monitoring• Manage Allowance documentation• Manage Inventory control systems (rations,stores)• Conduct simple procurement• Petty cash sub advance holder• Coordinate storing/destoring and replenishmentactivities• Oversee Configuration Status Accounting• Partake in Configuration Change Management• Staff regulator for the Supply Department• Conduct security storeroom roundsLSSN • AIU controller• Maintain stateboard• Monitor 12 monthly musters• Investigate discrepancies• AIMS controller• Valuable and attractive stores custodian• Stores not in the custody of the controller• Maintain medical stores account• Supervise accounting of naval stores• Issues/returns

3-4• Stocktaking• Storeroom duties• Undertake Configuration Status Accounting• Supervise bedding and repayment/loan clothing• Supervise storing/destoring activities• Conduct consumption monitoring• Conduct dangerous goods packaging• Conduct simple procurement(commitment and purchase)• Conduct transfers/surveys/conversions/disposals• Draft URDEF and signal demandsABSN • Conduct issues/returns of naval stores• Perform storeroom duties• Perform office duties/filing/customer service• Conduct stocktaking• Conduct storing/destoring activities• Conduct simple procurement (commitment andpurchase)• Maintain configuration baseline documentation• Maintain consolidated publications register• Maintain bedding and repayment/loan clothingstore• DUP/COTS controller• Process daily demand requests• Secure storerooms for seaWriterRANK FUNCTIONS/RESPONSIBILITYCPO/POWTR• CO Secretary• Personnel Officer• Supervise Ships Office• Local Pay Systems Manager• Supervise Accounts and Removals Section• Manage Ships MailLSWTR • Maintain Accounts/ Removals section• Administer accounts/removals regulations• Process personnel entitlement claims• Process all traders claims for payment• Process Removals• Perform financial records reconciliationprocesses

3-5• Maintain sub accountancy/temporary receipts• Local Pay Systems Manager• Supervise Pay SectionABWTR • Unit pay representative• Maintain Ships Office• Technical Office Writer (TOW)• Assist compiling personnel claims• Assist personnel officerStewardRANK FUNCTIONS/RESPONSIBILITYCPO/POSTD• Wardroom mess manager• Coordinate official/wardroom functions• Beer Officer• Canteen manager• Manage canteen staff• Maintain canteen stock control - stocktaking andreconciliation• Purchase/receipt all SCAF stock• Maintain canteen/storeroom security andmaintenance• Supervise/conduct canteen sales• Coordinate production of source documents forSCAF reports as requiredLSSTD • CO valet• Assistant canteen manager• Conduct canteen sales• Assist with canteen stock control• Process all mess account sales and transactions• Process all stock transfers• Produce monthly mess bills• Receive mess bill payments• Manage the day to day activities of thewardroom• Supervise wardroom ABs in respective parts ofship• Manage wardroom bar administration and stockcontrol• Supervise cleaning routines• Supervise preparation and service• Coordinate/prepare official/wardroom functions

3-6ABSTD • Conduct food preparation and service• Conduct wardroom and cabin cleaning routines• Re-stock wardroom bar• Assist with SCAF duties• Conduct canteen salesCookRANK FUNCTIONS/RESPONSIBILITYCPO/POCK • Manage food service aspects of ship’s enduranceagainst operational requirements• Manage rations financial allocations and bids• Manage and develop rations endurance• Perform rations purchasing• Manage safety, hygiene and sanitation (HACCP)LSCK • I/C Galleys• Supervise and conduct meal preparation andpresentation• Supervise and perform maintenance of hygiene/sanitary standards• Manage vermin control• Rations Management• Supervise and control rations usage and issues• Assist in the ordering and purchasing of rations• Maintain endurance load statements• Conduct rations storage and custody• Maintain rations commitment• Supervise and maintain the café and scullery• Conduct functions for the COABCK • Watchkeeping galley duties• Conduct meal preparation and presentation• Conduct rations storeroom orders andmaintenance• Conduct cleaning and hygiene routines andpractices• Maintain rations storerooms

3-7TRANSLATING PROFILES ASHORERoles Ashore Profiles for Supply Category employment ashorereplicate and complement the seagoing roles of Supplypersonnel. Broadly, roles ashore require SupplyCategory personnel to perform Category professionalskills in operational support establishments, ClassLogistic Offices and Commands, develop and delivertraining and undertake policy formulation,implementation and auditing.The focus for employment ashore must be eitherperforming an operational role or in direct support ofthat role. Employment ashore should replicate andcomplement functions at sea wherever possible to ensureskills and currency can be retained. Trainingdevelopment and delivery, and policy formulation is alsonecessary in support of this role.Although not all encompassing, profiles for SupplyCategory employment ashore which were proposed bythe Supply Category Review, remain relevant today, andare summarised as follows:• performing required category professional skills inoperational support establishments;• training development and delivery;• policy formulation and implementation (forexample, in ADNPR(SU), JLSA, ADFCG -Inspector Foodstuffs Navy);• auditing policy and practices at sea and ashore;• performing required category professional skills inClass Logistic Offices; and• performing required Category professional skills inHeadquarters, Commands, and the Defence NationalStorage and Distribution Centre (DNSDC)• Contract Management roles.SkillsMany support tasks provided by Supply Categorypersonnel ashore of the past have been common industryskills, with limited requirement for military specificperformance. In today’s Navy, however, support to

3-8operational units requires the use of military specificsystems and skills. Seagoing experience in mostpositions is considered essential. These skills allowinteraction and relief for Ship’s companies andappropriate support to operational units. Military andspecialist skills knowledge are also necessary in trainingand policy billets to provide balanced judgement andexperience in decision making and teaching roles.CommercialSupportProgramIt is highly probable that today’s Supply Sailor will berequired to work with a contractor in a CommercialSupport Program (CSP) environment. Senior SupplySailors may also be involved with the management of aCSP contract.Notwithstanding the employment conditions of the CSPscenario, the Chief of Navy stresses that Supply Sailorsworking under CSP are still very much part of the Navyfamily and the divisional system remains extant to guideand help.POSTING LOCALITIESGeographic Examination of seagoing billets highlights theDistribution geographic disposition of Supply Category personnel;primarily in the East and West, and for some Categories(SN/CK/STD), in Darwin and Cairns.To reduce the potential of posting turbulence and toensure a ready pool of personnel able to return to sea,Supply Category personnel are generally employed inthe major seagoing homeports. Accordingly, thegeographic disposition of Supply Category employmentashore (to support seagoing activities) is generally asfollows:

3-9Stores Naval Cook Writer StewardSydney Area Sydney Area Sydney Area Sydney AreaFleet Base West Fleet Base West Fleet Base West Fleet Base WestCairns Cairns CairnsDarwin Darwin DarwinHMAS CERBERUS(for training purposes)HMAS CERBERUS(for training purposes)The above is a broad illustration of billet geographicaldistribution. It is to be noted that there are a fewindividual billets inconsistent with this distribution, andsome personnel will be required to be employed intraining delivery and policy development areas or out ofBranch jobs. Such postings may be located remotelyfrom the above identified geographic areas.RESPONSIBILITIES WITH RANKOverview Similar to how each Category in the RAN performsquite distinct roles, the responsibilities between ranklevels are also quite distinct. The general leadership andmanagement qualities required at each rank level arehowever similar across all Supply Categories. Thissection reinforces the principle functions at each ranklevel. The information is extracted from ABR 10.WarrantOfficerChief PettyThe principal function of Warrant Officers is to performmanagerial and specialist professional duties in amanner consistent with operational, support, training orstaff requirements. They are required to demonstrate ahighly developed capacity for self directed applicationand independent use of a high degree of professional orapplied theoretical knowledge. They may undertakeplanning, creative research and problem solvingactivities. Their positions may involve a significantdegree of personal accountability. Warrant Officers maybe employed in duties other than those of theirspecialisation and are expected to play an active part inthe divisional system.The principal function of Chief Petty Officers is to

3-10OfficerPettyOfficersLeadingSeamanAll Ranksperform line management and technical specialist dutieswithin their categories in a manner consistent with unitobjectives. They are responsible for applying OH&Sstandards when it is within their control to do so. Theyare required to demonstrate a well developed capacityfor self directed application and use of a high degree ofapplied professional theoretical knowledge in skilledareas that involve a range of work activities includingmany that are complex and non routine. Well-developedsupervisory competence is a requirement. Theirpositions may involve personal accountability. ChiefPetty Officers may be employed in non-category dutiesand can expect to be actively involved in the divisionalsystem.The principal function of Petty Officers is to performtask management and technical specialist duties withintheir categories in a manner consistent withdepartmental objectives. They are responsible forfulfilling OH&S requirements when it is within theircontrol to do so. They are required to demonstratedeveloped practical ability and a capacity for selfdirected application of theoretical knowledge in skilledareas, including tasks which are complex or non routine.Supervisory skills are necessary. Their positions mayinvolve personal accountability. Petty Officers may beemployed in non-category duties and whenever possiblethey can expect to be actively involved in divisionalduties.The principal function of Leading Seamen is to performspecialist duties within their categories in a mannerconsistent with departmental objectives. They areresponsible for fulfilling OH&S requirements associatedwith tasks under their control. They are required todemonstrate practical ability and a capacity for selfdirected application in the use of a range of techniquesand equipment to perform tasks that occasionally maybe of some complexity. Their duties may involveindividual responsibility. Limited supervisory skills arenecessary. Leading Seamen may be employed in noncategorydutiesAll ranks (including Able Seamen) have a responsibility

3-11to do the following:• Keep themselves informed of any cause ofcomplaint from a subordinate / peer and to informtheir divisional superiors to enable any such matterto be properly investigated;• Ensure that delegated duties are undertaken orassigned equitably to be completed to a satisfactorystandard within the specified time;• Facilitate and promote equity and diversity, andgood working relationships within their work groupor section;• Ensure that OH&S requirements are observed byall members of their work group or section; and• Assist with on the job training of peers orsubordinates.

CAREER PROGRESSION AND MANAGEMENT

4-1CHAPTER 4CAREER PROGRESSION AND MANAGEMENTIntroductionENLISTMENTOpen EndedEnlistmentFixed PeriodEnlistmentNew EntryEnlistmentThe information contained within this chapter is for thebenefit of all Sailors and is promulgated for guidance.It briefly covers the issues of enlistment, postings anddischarge incorporating pertinent career managementand progression issues. ABR 10 should be consulted toobtain complete and accurate knowledge, and it is alsoessential that divisional staff are consulted for adviceand guidance about these and all other career relatedmatters.Open Ended Enlistment (OEE) is designed to providesailors who remain motivated towards RAN Servicewith tenure of employment to retiring age of 55 years.All new recruits now join the RAN for a Fixed PeriodEnlistment (FPE) term. Sailors serving for fixed periodsshould be aware that security of tenure is not guaranteedas applications to re-enlist will not automatically beapproved but will be subject to manpower requirements.For manpower planning purposes all Supply Sailorshave a FPE term of four years.Despite having the choice of OEE or FPE, all newenlistees are initially signed up for a fixed term. ForSupply Sailors this is four years. For OEE members thismeans they must serve a minimum of four years and arethen free to serve until their retiring age (55 years). Theymay discharge during this time with suitable notice, asadvised in ABR 10. FPE members must also serve theirfixed term and on completion apply for further fixedterms. Manpower strains and pressures have changedthese conditions over recent years, therefore divisionalstaff, ABR 10 and DSCM should be consulted for up todate advice.

4-3shore rosters, discharges, promotions and careermanagement requirements, including training andoperational circumstances. Sailors are posted to billetswhich equate to their rank, Category, skill grade andwhere practicable prerequisite training.PostingPlansPosting plans are developed by DSCM with the aim ofproviding sailors with six to eight months notice of theirnext posting. To assist in meeting this aim DSCM is tobe advised of re-enlistment or discharge intentions forsailors well in advance. Posting Plans are based on thefollowing considerations:• operational requirements of RAN and ADF,• the need to relieve sailors serving at sea who aredue for shore service,• career progression of individuals, includinganticipated promotions and training requirements,• known discharges,• billet requirements,• new classes of ships and specialist requirements,and• personal posting preferences or changingcircumstances (medical or compassionate) ofindividuals.In many instances changing Fleet Activity Schedule orpersonal circumstances create unpredictable eventswhich require posting action to take place outside of theformal posting plan. This generally means that theminimum period of notice for postings cannot be givenand the expected duration of a posting may also be cutshort and indeed, postings changed. Whilst every effortis made to minimise such postings, there will inevitablybe circumstances where posting turbulence isunavoidable. Postings giving less than three monthsnotice will be notified by signal and later promulgatedby List of Sailors Postings.List of SailorsDSCM is responsible to Director General NAVAL

4-4PostingsPersonnel and Training (DGNPT) for the creation andmanagement of the List of Sailors Posting (LSP). In allcases, postings are issued either as a loan, an additionalposting, or to a billet, with an indication of the intendedlength on the following basis:• T-billet - less than six months,• S-billet - six months or more but less than 12months, and• N-billet - 12 months and more.Additional posting information will be promulgatedfrom time-to-time in annexes to the LSP. Annexesmay include, but not be restricted to:• Sailors discharged in absence,• calls for volunteers for particular postings or forvolunteers to forego shore service,• amendments or additions to PPDs,• posting sea-to-shore ratios,• instruments of re-enlistment, and• amendments to Sailor career management policy.PostingStabilityIt is a policy objective to provide, where possible,postings of three years duration in the one shoreestablishment. Additionally, the aim is to provide at leasttwo consecutive postings in the same geographical area.It must be noted however, that the primary motivator ofSailors’ postings is the sea/shore roster that impacts onthese objectives to a varying degree, depending oncategory, rank and the availability of trained manpower.The ratio of sea-to-shore billets in a particular localitye.g. Western Australia, will also have a large bearing onwhether consecutive postings can be achieved in thesame geographical area.Sea / Shore The sea/shore roster for Supply Sailors is publishedRatio periodically on the LSP.Sea andThe policy with regard to sea and shore service is no

4-5ShoreSailor will be required to serve at sea for more thanService 3.5 years between shore postings or for less than 18Policy months ashore between sea postings, unless exceptionalcircumstances dictate otherwise, or a Sailor volunteersfor service outside these limits.ServingMarriedCouplesFor the purposes of posting rules relating to Servicemarried couples, the term ‘married’ and ‘marriage’includes recognised defacto relationships. Every effortwill be made to allow Service married couples to servein the same geographical locality. However, it is by nomeans automatic that simultaneous postings will occur.Service in the same locality is governed entirely by theavailability of suitable billets for both members.TRANSFER OF CATEGORYTransfer of Although Sailors are recruited into specific Categories toCategory meet the manpower requirements of the Navy, there are(TOC) procedures available for sailors to transfer from theSupply Categories to other Categories. At timesmanpower numbers may necessitate personnel inoverborne categories transfer to underborne Categories.DSCM will call for volunteers in such a situation.Generally though, Sailors request to change Categorythrough their divisional system for personal reasons. Theusual means of entry to the CD, EWL, NPC, PHOT andPT Categories are by TOC. Approval for TOC rests oncompletion of a successful trial period, favorablepsychological and medical assessment andrecommendation from the Sailors’ divisional staff andCommanding Officer that the transfer is in the bestinterests of the sailor and the RAN. Navy’s manningpriorities will also influence TOC approval. Promotionand return of service obligation implications forpersonnel who transfer Category are detailed in ABR 10.SERVICE ON MINOR WAR VESSELS AND SUBMARINES

4-6Service onMinor WarVessels(MWV)Service in MWV is an option for all Supply JuniorSailors. It must be noted that the Hydrographic Ships(HS) are considered Major Fleet Units, however areincluded in this section, due to the relatively small sizeof the Ships’ Company. Personnel interested in Serviceon MWV and working in a small team with lots ofresponsibility should inform their divisional staff andDSCM of their desires. The options for Service onMWV are as follows:- WTR - HS as AB- SN - FCPB / LCH as AB and MHC / HS as LS- STD - HS / MHC as AB- CK - FCPB / LCH / MHC / HS as AB andHS / MHC as LSService onSubmarines(SM)DISCHARGECurrently STD and CK Categories are able to serve onSubmarines; CKs as both Able and Leading Seamen,STDs as Able Seamen. Junior CKs and STDs who wishto undertake service in Submarines must transfer to theSubmarine Arm. Sailors must pass a medicalexamination, a psychologist assessment and theEnhanced Selection Process that gives the volunteer anoverview of life as a Submariner and the basic trainingrequired to achieve the SM qualification. Once the entryqualifications are achieved, the Initial submarinetraining incorporating the Submarine Sea Qualificationis conducted, which on successful completion, aSubmarine Qualification Badge (Dolphins) is awarded.On promotion to LS for STDs and CPO for CKs, sailorswill return to General Service.Sailors who are interested in serving in the SubmarineArm are encouraged to find out more information andvolunteer through their divisional staff.

4-7Types ofDischargeOther than medical and disciplinary discharges, there arethree types of Administrative discharges from theService as follows:• Discharge before expiration of enlistment• Discharge at expiration of enlistment• Discharge at attaining retiring ageThis section will concentrate on discharge beforeexpiration of enlistment for three types of discharges:• Discharge at own request (DAOR)• Claim for Discharge• Retention Not in the Interests of the Navy (RNIN)DAORClaim forDischargeRNINDischargePersonnel applying for DAOR request discharge prior tocompletion of Service without adequate notice. Thesepersonnel must have compelling or compassionatereasons to leave the Service that can’t be rectifiedthrough long service or compassionate leave. Thecontingencies of the Service and manning issues areconsidered prior to approval.These personnel must be on the OEE scheme and havecompleted any return of service obligations. Personnelmust give adequate notice to the Navy as follows:• Completed less than ten years service - 12 monthsnotice• Completed more than ten years but less than 20 yearsservice - nine months notice• Completed more than 20 years service - six monthsnoticeRNIN will be considered for personnel who havedisplayed certain attributes in performance or charactersuch as, but not limited to the following:• Unsuitable for Naval life (discipline)• Failure to achieve professional or physical testingwhich is within Sailor’s control• Unable to perform duties in the lowest rank• Security issues (large debts, unacceptable sexualbehavior)• Misconduct or serious offenceOn discharge members must consider many issues and

4-8Considerationsshould seek the assistance of their divisional staff toensure the discharge process is completed smoothly.Some considerations are leave / pay in lieu, dischargemedical, removal to home port, resettlement training/seminar, Record of Training and Employment (RTE)book and joining the Reserves.CATEGORY CAREER PROGRESSION MODELSThe following Supply Career Progression Models arebased on promotion pre- requisites detailed in ABR 10,however also attempt to show a career model based onthe types of jobs personnel may be posted to at eachstage of their careers. Certainly they are not meant toexactly reflect individual careers, as postings and time ineach rank level will vary. They are also based on themost current training courses that may not be completelyapplicable to all personnel. As such they should only beused as a planning guide for Supply Sailors anddivisional staff.

4-9STORES NAVAL CAREER MODELRCT SNGeneral Entry Recruit - 910700Swimming Test - 999500SMNSN*Initial Stores Naval - 400301SMNSN12 months effective Service for promotionWork Experience Journal SMNSN - 400275Initial Posting to Major Fleet Unit or establishment to complete journalABSN2 years seniority required for promotion to LSWork Experience Journal (ABSN) - 400481Leading Seaman Leadership Course - 400406Shore posting after completion of initial sea posting for WorkExperience Journal progressionMinor War Vessel (if volunteer) postingLSSN4 years seniority required for promotion to POLSSN PDP Phase 1-3 - 420204/5/6Professional Qualification for POSN - 400277Petty Officers Management Course - 933390Shore postingSea posting (Major Fleet Unit or Minor War Vessel)POSN4 years seniority required for promotion to CPOCommand Test Part 3 - 999420Shore posting (back to back with sea draft)Senior Stores Manager Course (being developed) - can also be done as CPOSea posting (possibly as SAO of Major Fleet Unit)-SAO PJT firstCPOSN / WOSN4 years seniority required for promotion to WOSSASSC Phase 1 and 2 - 400433 / 400432Sea posting as CPOSN (Regulator / SAO)-SAO PJT firstShore posting at establishment as SAOPossible policy / training / personnel / MHQ

4-10WRITER CAREER MODELRCT WTRGeneral Entry Recruit - 910700Swimming Test - 999500SMNWTR*Initial Writer - 919710SMNWTRWork Experience Journal (WTR) Part 1 - 40136712 months effective Service (sea or shore) to complete part 1ABWTR2 years seniority required for promotion to LSWork Experience Journal (WTR) Part 2 - 401366Leading Seaman Leadership Course - 400406Shore posting (Defence Corporate Support / Shopfront)Sea posting (Major Fleet Unit)LSWTR4 years seniority required for promotion to POLSWTR Professional Development Program Phases 1,2, 3 - 420134,420135, 420136)Professional Qualification for POWTR - 919910Petty Officers Management Course - 933390Shore posting (Headquarters / Defence Corporate Support)Sea posting (Major Fleet Unit)POWTR4 years seniority required for promotion to CPOCOSEC PJT - 401150Shore posting (Personnel Officer in establishment / headquarters )Sea posting (Personnel Officer / COSEC - MFU)CPOWTR / WOWTR4 years seniority required for promotion to WOSSASSC Phase 1 and 2 - 400433 / 400432Sea posting as CPOWTR (CO SEC / Regulator)Shore posting (Defence Corporate Services establishment as PERSO)Possible policy / training / personnel / HQ postings

4-11STEWARD CAREER MODELRCT STDGeneral Entry Recruit - 910700Swimming Test - 999500SMNSTD*ADF Initial Steward - 420077SMNSTDADF Initial Steward Competency Log Book Part 1 - 42020712 months effective Service (sea or shore) to complete part 1ABSTD 1ADF Initial Steward Graduates Competency Log Book Part 2 - 42020818 months Service (sea or shore) to complete part 2ABSTD 22 years seniority as AB required for promotion to LSADF Initial Stewards Graduates Competency Log Book Part 3 - 420209Leading Seaman Leadership Course - 400406Shore posting (Defence Corporate Support)Sea posting (Major Fleet Unit / Hydro Ship)Intermediate Stewards’ Course (on selection for promotion) - to be developed -anticipate pilot during 2001.LSSTD4 years seniority required for promotion to POAdvanced Steward Course - 919930 - to be redeveloped during 2001Petty Officers Management Course - 933390Shore posting (Defence Corporate Support / Valet )Sea posting (Major Fleet Unit - SCAF / CO’s Vallet)POSTD4 years seniority required for promotion to CPOCommand Test Part 3 - 999420Shore posting (preferable back to back with sea draft)Sea posting (SCAF Manager - MFU)CPOSTD / WOSTD4 years seniority required for promotion to WOSSASSC Phase 1 and 2 - 400433 / 400432Sea posting as CPOSTD (Regulator on ANZAC/FFGClass)Shore posting (Defence Corporate Support management role)Possible policy / training / personnel / MHQ postings

4-12COOK CAREER MODELRCT CKGeneral Entry Recruit - 910700 - on completion SMN*Swimming Test - 999500SMNCK*TAFE and Single Service Training (Category Training) - 420076SMNCK12 months seniority as SMN required for promotion to ABCK 1Single Service modules and nominated tri-Service modules (Part 1) of ADFCompetency Log - 420122, completed at shore EstablishmentABCK1All modules (Part 2) of ADF Competency Log - 402123.Completed at sea or shore.ABCK 22 years seniority required for promotion to LSLeading Seaman Leadership Course - 400406Intermediate CK course and Part 3 of ADF Competency Log - 420167Sea posting (Major Fleet unit or Minor War vessel)Shore posting (Defence Corporate Support)LSCK4 years seniority required for promotion to POAdvanced Cook Course - 919920Petty Officers Management Course - 933390Shore posting (Defence Corporate Support)Sea posting (Major Fleet Unit - back to back with shore posting)POCK4 years seniority required for promotion to CPOCommand Test Part 3 - 999420Shore posting (Defence Corporate Support)Sea posting (I/C Galley - preferable back to back with shore posting)CPOCK / WOCK4 years seniority required for promotion to WOSSASSC Phase 1 and 2 - 400433 / 400432Possible sea posting as CPOCK (Regulator on ANZAC Class)Shore posting (Defence Corporate Support management role)Possible policy / training / personnel / MHQ postings

FORM BACKCHATBACKCHATDirectorate of Sailors’ Career ManagementThis form provides individuals with an informal avenue to raise issuesthat affect their career direct with their DSCM Career Manager. This formdoes not replace the Divisional System or Form PE42 (PostingPreferences) which should continue to be used to represent posting/coursepreference to your Career manager. DSCM reserves which may be suppliedin writing or by telephone. Once completed, forward to the address at thebottom of this form.Rank: Surname: Initials:Personal Number:Ship/Establishment: Stream:4-13Your mailing address and work telephone number:Your commentsSignature:Date:Date Received: (DSCM use only)Forward to:Department of Defence (Navy Office)Attention: DSCMR8-4-001Russel OfficesCANBERRA ACT 2600

PROMOTION

5-1CHAPTER 5PROMOTIONPRE-REQUISITESOverview The information contained within this chapter is for thebenefit of all sailors and is promulgated for guidance. Itcontains only basic information, and the publicationsreferred to in the text must be read in conjunction toobtain complete and accurate knowledge.Promotion toSeaman(qualified)Promotion toAble SeamanPromotion to Seaman (qualified) occurs on successfulcompletion of Category training. This training producessailors who can undertake routine tasks within theirCategory preparing them for further employment and, intime, promotion.All sailors are eligible for promotion to Able Seamanafter 12 months effective service in the rank of Seaman(qualified). The pay seniority date of a member isnormally the same as the date of actual promotion.Local units are responsible for authorisingthis promotion.Promotions -LeadingSeaman toChief pettyOfficerAble Seamen require a minimum of two years seniorityin rank to be eligible for promotion to the rank ofLeading Seaman. Leading Seamen and Petty Officersrequire a minimum of four years seniority in rank to beeligible for promotion. In addition to the seniority theymust have completed appropriate courses as outlined inchapter six.Promotion from Able Seaman through Chief PettyOfficer is gained on a competitive basis governed by apoint system derived from assessments awarded in FormAC 833-21 (Sailors’ Performance Appraisal Report -SPAR).

5-2Promotion to Promotion to the rank of Warrant Officer will be made inWarrant Officer conjunction with a posting to a specific billet vacancyand is contingent upon acceptance of a positing to thisposition. The Warrant Officer Promotion Boardconvenes annually in June, or more often as may bedirected by DGNPT to meet operational exigencies. On30 June each year the previous orders of merit andpromotion categories become null and void. The WOPBwill reconsider all eligible CPO’s for suitability forpromotion, detail new allocation to categories andestablish new orders of merit. The Orders of Merit asapproved by DGNPT remain valid for 12 months.Chief Petty Officers must attain four years seniorityduring the life of the promotion list (by 30 June) forwhich the respective WOPB convenes. Whilst thefollowing selection criteria is by no means exhaustive,the WOPB will consider the following in allocatingpromotion categories and determining the final Orderof Merit:• Final course report from the SSASSC2;• Contents of Form AC 414-Anticipated Performanceas a Warrant Officer;• Performance levels and promotion recommendationfrom the latest AC 833-21 report;• Perceived lenient or harsh marking on Forms AC833-21 and AC 414;• Relative job difficulty and breadth of experience;• MAT score and contents of all AC 833-21 reports inthe rank of CPO;• Any commendations and awards awarded to theindividual;• Discipline record including the award of anycensures or warnings;• Medical category;• Compassionate circumstances that may haveaffected performance or may affect futureemployment and or performance; and• Relative seniority.

5-3Promotion allranksAll sailors being promoted to a higher rank are to bephysically capable of performing all the duties of thatrank, both ashore and afloat. Passing the annual RANPhysical Fitness test is also mandatory for promotion.COMMISSIONED RANKAppointment to Warrant Officers may be appointed to commissionedCommissioned rank through the Warrant Officer Entry (WOE) Scheme.Rank - WOE Warrant Officers must be recommended and have threescheme years seniority before selection. Once selected theseofficers will attain the rank of Lieutenant with threeyears seniority. These officers will be specialised andhave a primary qualification of their category(eg. LEUT CK).A modified selection through WOE for Supply WarrantOfficers to become LEUT SU officers is currently beingpursued by ADNPR(SU). Involving an abridgedtraining continuum, these personnel will undertakeSupply Officer training resulting in Supply Sea Charge.Appointment toCommissionedRank - otherentriesAll Sailors and Warrant Officers may be appointed to theGeneral List (GL) (e.g. LEUT (SU)) through the SailorEntry (SE), Engineer Officer Scheme (EOS),Undergraduate Entry (UE), Sailor Entry to theAustralian Defence Force Academy (SEA) or DefenceAcademy Entry (DEA) schemes.Once a sailor volunteers and is recommended forappointment to commissioned rank, the member isclassified an Officer Candidate (OC) and reported on byAOPAS (officers reports) in addition to the SPARreporting system. To be considered for commissionedrank, an OC must possess passes in at least four subjectsgenerally at the Year 12 level. Rank and seniority uponCommission is dependent on non-commissioned rank,and educational qualifications attained. More detailedinformation can be obtained in ABR 10 and ABR 6289.A modified entry / selection to Commissioned rank forSenior Supply Sailors involving abridged training,

5-4recognising prior experience, is being actively pursuedby ADNPR(SU). This will allow faster advancementthrough the Supply Officer training continuum resultingin Supply Sea Charge.QUALIFICATIONSPrerequisites Discretionary and Non Discretionary are the two typesof promotion pre-requisite course qualifications.DiscretionaryNonDiscretionaryDiscretionary qualifications are those within the sailorscontrol, such as Task books, Competency Logs andRAN Physical Fitness TestNon-Discretionary qualifications are those coursesselected/posted by DSCM such as the Petty OfficersManagement Course, the Leading Seaman LeadershipCourse and Advanced Category Courses.PROVISIONAL PROTECTIONPrinciples of The provisional protection system operates when a sailorProtection has been precluded from obtaining promotionprerequisite qualifications due to the requirements of theServices or other circumstances beyond their control. Itis an important principle of provisional protection that toqualify, the sailor must be:• a recommended volunteer for the course ortest concerned,• recommended for promotion,• medically fit, and• be initially selected for that course or test.Directorate Sailors Career Management (DSCM) grantsprovisional Protection.

5-5ADF PERFORMANCE APPRAISAL SYSTEMSailors’ The Personnel Evaluation Reports (PERS1) have beenPerformance replaced in 2001 to a new ADF Performance AppraisalAppraisal System which has been developed to allow a moreReport (SPAR) equitable system of performance assessment in both aForm AC 833-21 single Service and tri-Service environment. The newperformance appraisal system will interface through thenew Human Resource management system, PMKEYS(tri-Service replacement for NPEMS). The new reportis called the Form AC 833-21, Sailor’s PerformanceAppraisal Report (SPAR).The new performance appraisal system will be used forreporting on the current performance and suitability forfuture employment of members from the ranks of SMNto WO inclusive. The significant change in the reportingsystem is that it moves from Category based reporting torank based reporting dates. Noting the relative infancyof this new report sailors and divisional staff shouldconsult ABR 10 Chapter 6 to ensure new reports arecompleted correctly and to understand any implicationsof the PERS1 promotion / reporting transition.Promotion lists, reporting periods, cut off dates forseniority and discretionary qualifications are as follows:(Note: Personnel will be eligible to appear on apromotion list, providing all discretionary qualificationshave been gained by the cut off date and seniority isachieved by the last day of the promotion list (ie the dayprior to the effective date of promotion) ).

5-6Reporting Rank SPAR Qualifications Cut off Promotion ListPeriod and Due and Seniority Date Effective fromPromotionDateListsAB 30 Apr Discretionary 1 July - 31 DecQualifications 30 AprSeniority31 Dec31 Oct Discretionary 1 Jan - 30 JunQualifications 31 OctSeniority30 JunLS 30 Apr Discretionary 1 July - 31 DecQualifications 30 AprSeniority31 Dec31 Oct Discretionary 1 Jan - 30 Jun1Qualifications 31 AugPO 30 Jun Discretionary 1 Sep - 28/29Qualifications 30 Jun FebSeniority28/29 Feb31 Dec31 Dec Discretionary 1 Mar - 31 AugQualifications31 AugCPO < 28 Feb Seniority NA NA3 years DiscretionaryQualificationsSeniority NA NA31 Aug Discretionary NA NAQualificationsSeniority NA NACPO > 28 Feb Discretionary 30 Jun (prior to start of next3 years Qualifications promotion list).SeniorityAchieved during the life ofthe next promotion list.WO31 Mar

5-7PostingPreferenceFormsPersonnel are reminded that the Posting PreferenceForm(PE42) should still be completed on every occasion thata performance report is raised or whenever personalcircumstances change. Without this information DSCMhas no idea of an individual’s personal situation.91 Day rule Like the PERS 1, in order to receive a valid SPAR, a sailormust be observed by a supervisor for more than 91 days.This time incorporates recreation leave and weekendsand public holidays.EmploymentOnlyIndexation andExtremeGradingsSituations may arise where a sailor may not have beenobserved for more than 91 days, by a supervisor. Inthose cases, a Supplementary report (Form AC 833-30)as an Employment Only report, is raised.The SPAR has NO scope for any indexation ofassessment scores. As such it is the responsibility ofDivisional Staff to resist the inflation of performancescores. Extreme gradings should be awarded only whenconsistently high performance is observed.MOVING AVERAGE TOTAL (MAT)MATThe Moving Average Total (MAT) continues to be usedto determine the order of merit for promotion, andpromotion course selection. That is, sailors are placedon their respective promotion list in MAT score order.This order of merit is used to determine the initial orderof merit for promotion and promotion prerequisitecourse selection.CalculationA MAT score, for promotion purposes, is calculated forevery sailor who is fully qualified for promotion. Thisscore is an average of the most recent Form AC 833-21scores dependent on rank. For Able Seamen it is theaverage of the last 4 reports and for Leading Seamento Chief Petty Officers it is the average of the last 8reports. Where the required number of reports are notheld, an average of the available reports in the currentranks will be used.

5-8MAT Scores are calculated to three decimal places.Where two or more sailors obtain the same MAT theywill retain that score on the promotion list. However, todetermine the order of merit for promotion of thesesailors, their scores are recalculated disregarding theoldest Form AC 833-21 score that was included in theoriginal assessment.STATUS ADVICE NOTESDefinition Status Advice Notes (SAN) are completed andforwarded to each PNF sailor eligible for promotionwho has not been identified for promotion vide thepromotion signal. They are compiled from thepromotion lists and forwarded to the CommandingOfficer of every PNF sailor eligible for promotion. TheSAN provides the individual position of personnel onthe promotion list so that the member can gauge thelikelihood of promotion.Receipt of SANUpon receipt of a SAN, the Sailor’s divisional officer isto counsel the sailor so there is no misunderstandingabout their position on the promotion list. Anyclarification that might be necessary should beaddressed quickly as any change or adjustment couldnaturally affect others on the same promotion list. A nonreceiptof a SAN means that either the requiredseniority has not been gained and/or discretionaryqualifications have not been completed on time.ACTING HIGHER RANKDefinition and Acting Higher Rank (AHR) is intended to meet aReporting particular Service need that cannot be met by posting aImplications suitably qualified sailor holding the required rank intothe vacant position. The grant of AHR is related tospecific performance of the duties associated with aspecific billet posting and will normally be revokedwhen the individual sailor ceases to perform thoseduties. As AHR is a function of a posting requirement itdoes not imply any guarantee of promotion. The grantof AHR is not an entitlement and will be restricted tothose positions where the rank is considered necessary

5-9for the purpose of Command, Status or Disciplinaryreasons. As AHR is not a promotion, the sailor is to beassessed at his / her ‘substantive’ rank and not on theacting rank worn.

TRAINING AND EDUCATION

6-1CHAPTER 6TRAINING AND EDUCATIONSupply &HealthFacultyThe Supply and Health Faculty, located at HMASCERBERUS, forms part of the Naval Personnel andTraining Branch within Navy Systems Command. TheS&HF is responsible for training conducted at thefollowing locations:• Supply, Medical, Dental and ADF Catering Schoolsat HMAS CERBERUS.• The Medical School at HMAS PENGUIN.• Driver Training coordinated through HMASCERBERUS.The Roles andResponsibilitiesof the S&HFGoalsThe responsibilities and roles of the S&HF areas follows:• develop, deliver and evaluate training;• approve and manage the configuration of all currentcourse syllabi and associated documentation;• advise DGNPT on training policy;• through Navy Personnel & Training Centre,Canberra (NPTC-C), liase with acquisition projectson the development, conduct and evaluation ofproject training and on the transfer of projectdefined training to the RAN; and• assist ADNPR(SU) identify employmentcompetencies.The goal of the S&HF is to provide high quality,resource efficient, initial, pre-joining, continuation andadvanced Supply, Catering, Medical and Dental trainingfor the ADF, Fleet units and establishments.

6-2PROFESSIONAL TRAINING - WRITERSInitial Writer The Initial Writer Course is a residential courseCourse (EDP conducted in the Supply and Health Faculty at HMASNo 919710) CERBERUS. The training is focussed on equippingjunior Writer sailors with the skills and knowledgerequired for service in a fleet unit or core employment ina shore establishment. The course is of 14 weeks (70instructional days) duration and is comprised of thefollowing four major components:• Captain’s Office;• Financial Conditions of Service;• Pay Administration; and• Keyboard Skills and Computer Based Training.WorkExperienceJournalLSWTRProfessionalDevelopmentProgram(EDPNo919910)On completion of the Initial Writer Course, trainees areprovided with a Work Experience Journal (WEJ). TheJournal is designed to provide Seaman and Able SeamanWriters with a complete record of the types of taskactivity they have undertaken in their workplace. Certaintasks are marked as mandatory and must be completedby the sailor to satisfy promotion prerequisiterequirements to the ranks of Able Seaman and LeadingSeaman respectively.The LSWTR Professional Development Program (PDP)is a distance education package that has replaced thetraining that was previously provided in the residentialAdvanced Writer Course. The training offered in thePDP is presented in three phases: Pay Administration,Personnel Administration, and Financial Conditions ofService. The PDP concludes with a ‘Professional Test’which replaces the final exams of the former AdvancedWriter Course. The LSWTR PDP is conducted over aperiod of three years. In each year of study a threemonth study period (May, Jun and Jul) is allocated forthe sailor to undertake one of the three phases. Only onephase can be completed each year. The content of eachphase follows the same format; guidance on the subjectmatter, some practical exercises and an assignment forsubmission to the Faculty for assessment. The successful

6-3completion of the three phases will qualify the student toundergo the Professional Test. The achievement of apass mark in the Professional Test will qualify the sailorfor the award of the Professional Qualification forPOWTR.CommandingOfficers’SecretaryPre JoiningTraining (EDPNo 401150)The Commanding Officers’ Secretary Pre JoiningTraining (COSEC PJT) is a mandatory billet prerequisitefor COSEC’s in Major Fleet Units, and a desirable billetprerequisite for the LSWTR’s posted to sea. The PJT hasbest affect when delivered no longer than six monthsprior to the participants’ sea postings. To coincide withthe current posting cycle the PJT is being deliveredtowards the end of each calendar year. The COSEC PJTis programmed for five days and can be conducted inHMAS CERBERUS, Fleet Base East or Fleet BaseWest.PROFESSIONAL TRAINING - COOKIntroduction All ADF Cook training is managed and deliveredthrough the ADF School of Catering (ADFSC) HMASCERBERUS. The training package was developed bythe three services in consultation with industry, workingclosely to align the training to industry standards, withSingle Service elements incorporated into the program.The majority of the training is conducted at theChisholm Institute of TAFE at the Frankston Campus.ADF InitialCooks Course(EDPNo.420076)This course concentrates on the acquisition of the skillsnecessary to perform tasks of a Cook and the training isprovided into two parts:Part One consists of 17 weeks delivered at the TAFECampus. The 17 weeks are broken into core modulesand each trainee is assessed before advancing to the nextmodule. The competencies on course total 29, and arewithin the guidelines for the Hospitality Industry(Commercial Cooking), and all these must be obtainedbefore the trainee advances to phase two of training,which is conducted at the ADFSC.

6-4Part two of the training is a further two weeks of singleservice components. In the case of the Navy Cooks, thistraining is conducted at HMAS CERBERUS in the MainGalley. It is tailored directly to the Navy specificelements of Cookery and includes: Administration,Watchbills, Safety and Security, Waste Management,Hygiene, Machinery and Equipment, Pest Control,Bread Baking, Menu Planning and Bulk Cooking.On successful completion of the ADF Initial EntryCooks Course personnel are awarded Certificate II inCommercial Cookery and promoted to SMNCK skillgrade 1.CooksCompetencyLogs;ABCKSkill Grade 1(EDPNo 420122)ABCK SkillGrade 2(EDPNo 420123)IntermediateCooks’Course (EDPNo 420167)In consultation with the HMAS CERBERUSTraining Services Faculty (TSF) and ChisholmTAFE, the ADFSC developed a Cooks’ CompetencyLog that has common TAFE competencies and Navyspecific competencies. The Competency Log hasbeen introduced to enable the skills andcompetencies for further advancement.Completion of each stage of the Competency Log islinked to accreditation, pay increment and promotionconsiderations. Completion of Parts 1 and 2 of theLog is prerequisites for the award of skill grade 2 forAble Seaman.This is a Tri Service Course developed and conducted atthe ADFSC by Service and Civilian Instructors. TheCourse runs for three weeks and was designed to assistAble Seaman to have an understanding of the duties andresponsibilities of LSCK. Whilst the course contentmeets Industry standards, a number modules unique tothe ADF have been incorporated to meet Service needs.On successful completion of the Intermediate CooksCourse the trainee is awarded Certificate III inCommercial Cookery.

6-5AdvanceCooksCourse (EDPNo 919920)The Advance Cooks Course is designed to prepareLSCK sailors for promotion to POCK. Positions on thiscourse are selected by DSCM from sailors who areconsidered competitive for promotion. The coursecovers 18 modules over a six week period to enhancethe skills required to manage galleys, rationsmanagement and accounting and staff management.PROFESSIONAL TRAINING - STEWARDIntroduction All ADF Steward training is managed and deliveredthrough the ADF School of Catering located in HMASCERBERUS, Victoria. The training package is alignedto Industry standards, with single service elementsincorporated into the program. The majority of thetraining is conducted at the Chisholm Institute of TAFEat the Rosebud Campus.ADF InitialStewardsCourse(EDPNo. 420077)This course concentrates on the acquisition of the skillsnecessary to perform the tasks of a Steward and thetraining is divided into two parts:Part One is a five-week intensive TAFE component,which involves students completing 13 modules oftraining. These are designed to provide students withskills in food and beverage service, food hygiene andsafety, industry knowledge, customer service and foodpreparation skills.Part Two is a further two weeks of Single Servicecomponents. In the case of Navy Stewards, this trainingis conducted in the HMAS CERBERUS Wardroom.This training introduces students to the Navy specificelements of Stewarding, including valet service, cabincare, service functions and bar duties, and provides themwith the opportunity to enhance the skills they havelearnt during the TAFE component.On successful completion of the ADF Initial StewardsCourse, personnel are awarded Certificate II inHospitality Services and promoted to SMNSTD skillgrade 1.

6-6Stewards In consultation with the Chisholm TAFE, the ADFCompetency School of Catering has developed a StewardsLog -Competency Log that has common TAFE elements andParts 1-3 Navy specific competencies. The Competency Log has(EDPbeen introduced to enable Navy Stewards to demonstrate420207/8/9) that they have the acquired competencies necessary toachieve the award of further accreditation. Completionof various stages of the Competency Log are also linkedto the award of skill grade II with an associated payincrease, and full completion of the Log is one of theprerequisites for promotion to LSSTD.IntermediateStewards’Course(EDP No TBC)AdvancedStewardCourse (EDPNo 919930)This Navy Course will be developed in 2001 andconducted at the ADFSC by Service Instructors. Thecourse will run for four weeks and candidates will bepaneled for the course once they are identified forpromotion. The course is designed to prepare ABSTDscarry out the duties and responsibilities of a LSSTD.Whilst the course content meets Industry standards, anumber of modules have been incorporated to meetService needs.The Advanced Steward Course is designed to prepareLSSTD Sailors for promotion to POSTD. Positions onthis course are selected by DSCM from sailors who areconsidered competitive for promotion. It is anticipatedthe course will be redeveloped during 2001 and will beconducted over a two week period to enhance the skillsrequired to manage messes, Service funds, staff andcontract management.PROFESSIONAL TRAINING - STORES NAVALInitial Stores The Initial Stores Naval course is a seven weekNaval course residential course conducted at HMAS CERBERUS.(EDPThe content of the training prepares the SMNSN withNo 400301) the skills and knowledge required for service in a Fleetunit or core employment ashore. The course iscomprised of the following units:• Defence Logistics Procedures and Principals,• Afloat Inventory Management System (SLIMS-S,AMPS-PA),

6-7• Warehousing,• Receipt and Dispatch,• Purchasing,• Stocktaking and Stocktaking Principles,• Quality Assurance,• NAVALLOW and Configuration ManagementPrinciples, and• Dangerous Goods Handling and Storage.SeamanStores NavalWorkExperienceJournal(EDPNo 400275)AbleSeamanStores NavalWorkExperienceJournal(EDPNo 400481)The SMNSN Work Experience Journal must becomplete within the first 12 months after completing theInitial SN course to enable possible promotion to ABSN.The Journal is designed to provide Sailors with acomplete record of the types of task activity they haveundertaken in their workplace. Certain tasks are markedas mandatory and must be completed by the Sailor tosatisfy promotion prerequisites to the rank of ABSN.These tasks mostly relate to on the job consolidation ofparticular aspects of their Initial training. The remainderof the Seaman Stores Naval Work Experience Journal, ifcarefully maintained, will provide the SN Sailor andsupervisor with a valuable means of comprehensivelyassessing experience levels.Similar to the previous Work Experience Journal forSeaman Stores Naval Sailors, this journal must beingcompleted prior to be selected for the Leadership Courseand therefore is mandatory for promotion to LeadingSeaman Stores Naval.This journal will be a record of the types of tasks androles completed whilst within their workplace. However,there are more detailed tasks that must be completed andto a set standard to ensure that all personnel achieve thesame level of experience and knowledge. Again, thesetasks mostly relate to on the job consolidation oftraining but particular aspects will ensure that furtherskills are obtained. The journal will continue to providethe Stores Naval Sailor and supervisor with a valuablemeans of comprehensively assessing experience levels.

6-8LeadingSeamanStoresNavalProfessionalDevelopmentProgramLSSN PDPPhase 1-3(EDPNo 420204/5/6)The Leading Seaman Stores Naval ProfessionalDevelopment Program is a flexible learning packagethat allows individuals to study at their own pace,remote from a classroom environment. The training alsoallows a degree of flexibility to be introduced into thedelivery of the training.The Leading Seaman Stores Naval ProfessionalDevelopment Program will consist of three studyperiods, each being six months in duration.However after each study period there will bea six month administration period before thecommencement of the next study period. This periodwill be important to allow time for grading andnecessary administration to be completedprior to the commencement of the next study period.Each of the study periods will contain a number oflessons that will be undertaken by the student. Thelessons will have self-assessed exercises with answerssupplied to allow each student to gauge their progressionand understanding of the topic being detailed. Oncesatisfied with their progression, the student may thenelect to complete the assignment supplied with thatlesson, and return it to the Supply Faculty forassessment and grading. The Faculty will, on completionof grading, return the assignment with comments to thestudent for retention or if necessary re-submission.Each Leading Seaman Stores Naval will be eligible tocommence the training from as early as the date ofpromotion to Leading Seaman or at a time that suits theindividual. The Faculty will call for nominations twice ayear to commence the program on either 1 February or1 August. They may choose to undertake each phasewhenever it best suits their particular circumstances.With the training being spread over three years theLeading Seaman can gradually enhance his or her skillsand knowledge in core Stores Naval employment.

6-9ProfessionalQualificationfor POSN(EDPNo 400277)This qualification is one of the discretionary coursesrequired for Leading Seaman Stores Naval Sailors to beeligible for promotion to Petty Officer. Being the finalcategory training required before promotion to PettyOfficer Stores Naval, the course is designed to providethe students with the core skills and knowledge toprepare them to assume the roles and responsibilities ofa Petty Officer Stores Naval Sailor.The course is completed over two weeks with acombination of classroom instruction, syndicate work,detailed assignments and practical exercises. Thiscomponent of the training will allow the students tonetwork and exchange ideas within a mature andproductive learning environment. This qualification willensure that students gain the higher competenciesrelating to the Stores Naval training continuum, but willalso introduce the students to new competenciespertaining to the management of a Stores NavalDepartment. Areas covered in these competencies willbe:a. management of Afloat Inventory ManagementSystem,b. introduction to Configuration Change Management,c. Operation Support Management, andd. introduction to Departmental Management andchecks.During this component of training all students completetheir final Professional Examination covering all aspectsof the Leading Seaman Stores Naval ProfessionalDevelopment Program as well the contents of the finalqualification training.Senior StoresManagementCourse (beingdeveloped)The roles and responsibilities of the Senior StoresManager are significant and require the sailor acting asthe Senior Stores Manager to be fully prepared when he/she joins his/ her respective position either at sea orashore. Productivity of the Senior Naval Stores Sailormust commence at ‘day one’ in assuming the positionand not after spending the first months settling in. For

6-10these reasons the Senior Stores Management Coursemakes a vital link in the training continuum of the StoresNaval category.The course composition is comprised of both a distancelearning phase followed by a short residential instructionphase. The earlier phase will commence three monthsprior to the residential instruction. This phase isconsidered essential to ensure that the course is wellbalanced, and that all students work toward a commonbase level of knowledge prior to undertaking theresidential phase. The course will address newcompetencies that have not been previously addressedwithin the Stores Naval Category training such as:a. aspects of RAM (Reliability, Availability,Maintainability),b. Configuration Management Support,c. Consumption Management, andd. Workplace Assessor Training.Included within the contents of the course arepresentations from guest speakers with particular subjectmatter expertise, practical exercises and syndicateexercises. The course is designed to allow the inclusionof topical, and up to date issues that will affect theSenior Naval Stores Sailor in their role in support oftheir platform. Most importantly, the course provides aforum for the students to establish a network throughwhich they can operate during their employment as theSenior Naval Stores Manager.This course will be introduced in 2001. It is intended tobe a Billet Pre-requisite for Senior Sailors posted to seaand possibly some shore billets.

6-11StoresAccountingOfficerPre JoiningTrainingThe position of the Stores Accounting Officer (SAO) isnot Stores Naval Category specific, although it isrecognised that the Senior Stores Naval Sailor will mostoften be tasked with this responsibility. Theresponsibilities of the SAO are significant and involveaccountability, problem solving and vigilantmanagement of procedures and processes. The ability tocompetently meet these responsibilities can have asignificant impact of the ability of a ship to meet itstasking, and as such, cannot be underestimated.The course, while under development, would beexpected to be run following the residential phase of theSenior Stores Management Course for those seniorsailors posting to a SAO position. The course structurewill be such that it will be able to cater for variations inthe responsibilities delegated, as well as those that maybe locality specific.PROMOTION TO CPO AND WO - ALL CATEGORIESPromotion Promotion to CPO is facilitated through theto CPO successful completion of the Command Test Part 3 forpromotion to CPO. This exam is open to POs and iscoordinated through the Administrative Support OfficerSupply and Health Faculty - HMAS CERBERUS. It isconducted as a distance exam with exam papers sent toindividual ships and establishments and returned toCERBERUS for assessment.Promotionto WOLike all categories in the Navy, promotion to WOhas no category specific requirements. All CPOs mustcomplete the Senior Sailors Advanced Staff SkillsCourse parts 1 and 2, and have a minimum of four yearsseniority. A special promotion board is convened byDSCM annually to select CPOs for promotion to WO.

6-12EXTERNAL COURSES SPONSORED BY SUPPLY FACULTYDangerous This course is sponsored by the Supply Faculty butGoods instructed by the Royal Australian Air Force SchoolPacking and of Technical Training. The RAAF School ofAcceptance Technical Training travels around AustraliaAll Modes instructing the Dangerous Goods Packing andCourse Acceptance All Mode Course (DGPACKACCEPTALL)for all three Services.The course competencies qualify the students to packand endorse documentation for dangerous goods to beforwarded by all modes of transportation. This alsoincludes competency qualification in shipping dangerousgoods by both civil air cargo and also RAAF aircraft.This competency, known as the IARTA, must berequalified every two years. The Stores Navaldepartments, along with other Categories, have beenassigned the billet prerequisites of this qualification on anumber of ships and establishments. Courses are held ona regular basis around Australia, with nominations beingcalled six weeks prior to programmed courses. TheSupply and Health Faculty should be contacted forfurther information.SLIMS- The Ship Logistics Information Management System -Supply Supply is one of the Afloat Inventory ManagementPre-joining System operated onboard RAN Major Fleet Units. TheTraining course provides instruction to both users and managersof this computer system prior to taking up their postingsStandardDefenceSupplySystemLocal SiteAdministratorCourse (LSA)RAAF has responsibility for conducting this course viathe RAAF School of Technical Training at RAAF BaseWagga. The course will provide students with thecompetencies in management procedures,administration, conduct and assessment of on the jobtraining as well as associated documentation of theStandard Defence Supply System within a local area.The course is held at RAAF WAGGA over five dayswith RAAF instructors issuing competency certificateson completion.

6-13Service Funds The five day Service Funds Treasurers Course isTreasurers conducted at HMAS CERBERUS/Fleet Base East/FleetCourse Base West as required and provides LSSTDs/POSTDswith the knowledge to manage. Service Funds in shipsand establishments.Sea GoingTrainingAll Supply Category Sailors throughout their career willbe required to complete various sea going courses,which are a billet pre-requisite for the ship they areposting to. These courses are Ships Medical EmergencyTeam (SMET), Flight Deck Team or Marshall (FDT/FDM) and Nuclear Biological Chemical Defence(NBCD). The courses are conducted in the followinglocalities:• SMET course at HMAS PENQUIN (RAN hospital),• FDT/FDM courses at HMAS ALBATROSS, and• NBCD at JBRF, HMAS CRESWELL andHMAS STIRLINGPERSONAL DEVELOPMENT TRAININGService Service Vocational and Educational Training Scheme,Vocational (SVETS) is available to provide financial assistance toandmembers who wish to undertake individual studies inEducational their own time. The purpose of SVETS is to enableTraining personal development and preparation for re-entry intoScheme civilian life. All members enlisted for full timecontinuous Service are eligible to participate in thescheme. For more information refer toDI(N) PERS 20-12.DefenceForceAssistedStudySchemeThe Defence Force Assisted Study Scheme (DFASS)exists to encourage Service personnel to undertakeeducational and training courses, which enhance theirprofessional capability. However it is not to be used todevelop job prerequisite qualifications, or forresettlement purposes. DFASS aims to give servicepersonnel the opportunity to participate in the generalupward movement of educational levels and to increase

6-14their professional effectiveness. All members of the ADFon full time service or on leave from the Service(including leave without pay) are eligible for assistance.For more information refer to DI(N) PERS 20-5.CivilSchoolingSchemeThe Civil Schooling Scheme, (CSS) is intended tosponsor serving members on continuous full timeService undertaking civilian courses which are of primelong term benefit to the Navy, by covering the period ofproposed study and associated return of serviceobligation. For more details on CSS refer to DI(N)PERS 20-4.Distance As of mid-1999, distance education courses wereEducation available for the qualifications of:and ADFA • Graduate Certificate/Graduate Diploma/Master ofManagement Studies; and• Graduate Diploma/Master of Defence Studies.A distance education program for post-graduatequalifications in Information Technology will also beavailable from 2000/2001. Non-Canberra basedpersonnel who wish to undertake distance education viaADFA should contact the address given below. Distancestudy at ADFA attracts an administration fee which isreimbursable under the provisions of DFASS.Executive OfficerFlexible Education CentreAustralian Defence Force AcademyCANBERRA ACT 2601Ph (02) 6268 6274OrUniversity College Student Administration Desk(02) 6268 8716/7

6-15Ranking ofCredentialsTAFEs and Universities offer a wide range of coursescatering for all levels of education and most professions.The flow chart later in this chapter details the relativeranking of both University and Technical And FurtherEducation (TAFE) credentials. The flow chart isrepresentational only and does not necessarily cover allthe variables that arise from the different institutions andStates. TAFE institutions will provide exemptions fromunits for ‘Recognition of Prior Learning’; exemptionscan also be obtained by successfully passing ‘ChallengeTests’ for applicable units. Depending on the structure ofthe course to be undertaken the duration of the courselength can be reduced by up to 50%. The certificate ordiploma awarded can, in turn, be utilized to either gainadmission for higher education and in certain cases,obtain exemptions for that course.

6-16CIVILIAN ACCREDATATIONCivilianAccreditationWritersCPOPOLSABABThe Accreditation regime for Supply Sailors wasapproved by the ACT Accreditation and RegistrationCouncil (ACTARC) in June 00. The accreditations areas follows:Advanced Diploma in Government (assessed as competent as CPO)Diploma in Government (assessed as competent as COSEC)Certificate IV in Government (on completion of the PDP)Certificate III in Government (on completion of journal pt2)Certificate II in Government (on completion of journal pt1)StoresCPOPOLSABDiploma in Transport and Distribution (Logistics) - or PO if SAOCertificate IV in Transport and Distribution (Warehousing)Certificate III in Transport and Distribution (Warehousing)Certificate II in Transport and Distribution (Warehousing)CooksWOCPOPOLSABSMNRecord of attainment of having gained 31 of 35 competencies for theAdvanced Diploma of Hospitality ManagementRecord of attainment of having gained 27 of 29 competencies for theDiploma of Hospitality ManagementAs per CPOCertificate IV in Hospitality (Commercial Cookery)Certificate III in Hospitality (Commercial Cookery) on completionof Part 1 and Part 2 of the competency logCertificate II in Hospitality (Operations) on completion of ADF InitialCooks CourseStewardsWOCPORecord of attainment of having gained 31 of 35 competenciesfor the Advanced Diploma of Hospitality ManagementRecord of attainment of having gained 27 of 29 competencies

6-17POLSABSMNfor the Diploma of Hospitality ManagementAs per CPOCertificate IV in Hospitality(Food and Beverage Supervision)Certificate III in Hospitality (Food and Beverage) oncompletion of Part 1 and 2 of the competency logCertificate II in Hospitality (Operations) on completion ofADF Initial Steward Course

6-18ORDER OF PROGRESSION FOR TRAININGAND EDUCATIONMASTERSGRADUATEDIPLOMAHONOURSGRADUATECERTIFICATEEXECUTIVECOURSESSTAFFCOURSESDEGREEPROFESSIONALQUALIFICATIONSAND/OREXPERIENCEADVANCEDDIPLOMAYEAR 12 OREQUIVALENTDIPLOMAYEAR 10 OREQUIVALENTCERTIFICATE (I-IV)

MANAGEMENT OF THE SUPPLY BRANCH

7-1CHAPTER 7MANAGEMENT OF THE SUPPLY BRANCHAimThere are a number of key players and factors thatcontribute to the management of the Supply Branch andspecifically each Supply Category. Many Supply Sailorsmay not be aware of the management practices in place,the inextricable linkages between various organizationsand key players, and issues that affect the managementof the Branch. This chapter aims to briefly describethese roles, linkages and issuesKEY PLAYERSCategory Each Category in the Navy has a sponsor who isSponsor responsible for representing Category concerns,identifying potential problem areas and developingactions plans to resolve them before they affect theability of Navy to deliver its capability outputs. For theSupply Categories, the Assistant Director NavalProfessional Requirements (Supply) - ADNPR(SU) isthe Category Sponsor. ADNPR (SU) is part of theDirectorate of Naval Professional Requirements(Engineering and Logistics). Each Category also has arepresentative Category Desk Officer (usually WarrantOfficer rank) who works for ADNPR(SU).CategorySponsorsResponsibilitiesMore specifically the Category Sponsor’sresponsibilities include the following:• advising on the correct and effective employment ofsailors in their sponsored Category;• formulating plans and proposals to develop theCategory to meet changes in technology,organisation and Navy requirements;• providing specialist advice on the allocation ofpriorities for the employment of availablemanpower resources within the Category; and• providing specialist advice on career planning,modes of entry, education and training standards,safety and pay structures and remuneration.

7-2Importantly the Category Sponsor also formulates atransition plan that prioritizes and details all Categorybillets that transition into the new MRU (MembersRequired in Uniform) structure. The rationale behindMRU will be described later in this chapter. TheCategory Sponsor managers the SU MRU structures onbehalf of DNWP and DWPE who base the NavyWorkforce Plan on these numbers. This managementalso takes into account future planning for organisationalrestructure issues that may affect billet numbers.CategoryAdvisoryGroupsThe Supply Category Advisory Groups (CAGs) wereinstigated to address the professional aspects that impacton Supply personnel and operate in an advisory capacityfor the Category. Specifically the roles of the CAGs areas follows:• oversee and manage all matters relating to trainingand employment of Supply personnel;• provide professional advice on the future direction,function, purpose and employment of the Category;• seek continual improvement to the professionalstandards and practices of the Category;• investigate suggestions by members of the Categorythat represent professional concerns and developappropriate solutions to issues; and• develop initiatives into working proposals forconsideration by higher authority or the SupplyAdvisory Council (SAC).CAGCompositionThe CAGs convene at least twice per year, if possibleprior to the meeting date of the SAC (see later in theChapter). The meetings provide a vehicle for discussionon professional and policy issues that affect theCategory. Supply personnel are encouraged to attend theCAG meetings, however the official CAG compositionis as follows:• ADNPR(SU) (Chairman)• Category Desk Officer (Secretary)• Training Representatives

7-3• Maritime Command Representatives• Defence Materiel Organisation Representatives• DSCM - Category Career Manager• Host Establishment RepresentativesSupplyAdvisoryCouncilThe SAC is an advisory body with the primary purposeof assisting the Head of Branch and Category Sponsor toundertake responsibilities for ensuring the effectivedevelopment of the Supply Primary Qualification andCategories of Supply Officers and Sailors in the RAN.The SAC considers and provides advice on:• Supply roles and functions and their relationship tothe personnel management and career developmentrequirements of the Navy;• education, training, employment and careerdevelopment policy for Supply Officers andSailors, including Reserve personnel; and• professional and personnel related concerns whichmay impact upon Supply personnel, initiatingresearch and evaluating issues as deemed necessary.SACAuthorityDirectorateof Sailors’CareerManagementThe SAC has authority to establish working groups asrequired to staff specific issues. As a member of theSAC, the Category Sponsor (ADNPR(SU)) is theconduit between the SAC and CAG representing issuesin both directions.The primary aim of DSCM is to place the most suitablesailor in a designated billet thus meeting therequirements of the Service, whilst also attempting tobest meet the realistic aspirations of each individualSailor.Career management is the continual process of planning,evaluating, selecting, coordinating and directing aSailor’s employment, education and training so theSailor may develop and the Navy’s billets are billedappropriately. As opposed to the Category Sponsor,DSCM fills billets rather than identifies billets. DSCMmay however assist the Category Sponsor when

7-4necessary, in prioritising MRU billets, based on whichones can and should be filled first. Indeed careermanagement must take into account a number ofdiffering requirements that may not always work inaccord. These include the aspirations of the individualSupply Sailors and the constraints imposed by branchand Category structures, hence DSCM and ADNPR(SU)staff must communicate closely.MaritimeHeadquartersSupply andHealthFacultyFrom a Supply professional management perspective,Maritime Headquarters (MHQ personnel) work closelywith the Category Sponsor by providing input to andadvice on standards and policy. They set the standardsand assess Fleet Units and seagoing personnel. Inaddition they represent Fleet professional issues throughthe SAC and CAG meetings. They have considerableinput into the employment profiles based on actualduties and activities occurring in the Fleet.The S&HF represent training issues at SAC and CAGmeetings. Their role in the management of the SupplyBranch is to ensure the correct and adequate trainingoccurs to meet the standards set by MHQ and policychanges made by the Category Sponsor. The righttraining is the first essential step in ensuring that theSupply Branchis ready to undertake its role.CAREER MANAGEMENT ISSUESManpower Supply Category numbers are calculated by the NavyRequired in MRU model. The MRU model uses total sea billets andUniform core shore positions to determine the total number ofpersonnel required to grow and sustain the Navalworkforce. Core shore positions are those which requiremilitary and category specific skills to effectivelyundertake the duties of the shore billet, and thereforecannot be civilianised. Another MRU study is expectedto be conducted by the Navy in 2001/02.

7-5MRUParametersMRUDeterminationThe MRU model calculates the number of personnelrequired to sustain sea going and core shorerequirements using a range of parameters such as:• the sea shore ratio,• historic attrition rates,• desired promotion points, and• percentage of ineffective personnel (sick, leaveother than annual leave, or training less thanthree months).SU MRU numbers form the basis of the SupplyWorkforce Structure, which basically identifies whereand how MRU personnel will be employed. The SupplyWorkforce structure is dynamic, reflecting changes insea going positions and demands for Supply personnelashore. In determining where MRU billets are retained,the following criteria are used:• provide the geographic distribution required tosupport the sea shore ratio; and• provide core employment and facilitate continuationtraining for Supply personnel;In the process of identifying MRU billets, the CategorySponsor also identified those non-core duties, of whichsome were traditional Navy Supply functions. Theseresponsibilities were to be transferred to other agencies.In many cases the transfer of these duties is still in theprocess of being completed. During this transitionperiod, many SU Sailors are required to undertake thesetraditional roles, as well as their core roles causing alarge workload, especially in shore establishments. Themanagement of the civilianisation or transition of thesenon-core responsibilities to other organisations is a largeand complicated task which is a high priority for theRAN Senior Management.Retention/AttritionHigh attrition of qualified Supply Category Sailors ismaking it harder to fill MRU billets ashore, resulting inbillet gaps. This eventually impacts on filling those corebillets at sea. It is difficult to manage MRU when

7-6retention is low or attrition is high because it putsconsiderable pressure on recruiters, workforce planners,trainers and career managers. This is in addition to thepressures on the immediate workplace.FUTURE ISSUESTechnology There are a host of issues to be faced by Supply Sailorsand the management of the Branch of the future. Newships will probably call for a continuation of minimummanning with high levels of technology. Supply Sailorswill need to embrace new technologies that will makejobs easier and more efficient. It is important toremember that some technologies however may makethe jobs Supply Sailors do now either redundant orcentralised. Such technology may be things likeelectronic commerce, smart card technology orautomated identification technology.MinimumManningand MultiCrewingExpectChangeMinimum manning in future ships may also result infurther multi-skilling of all Sailors. This could meansome Categories take on Supply duties, or SupplySailors take on other Category duties. The future mayalso see more of the multi-crewing concept, whichcurrently occurs in the Hydrographic Ships. Multicrewinginvolves more than one crew for one ship,allowing the ship to be on task for longer whilst the crewreceive adequate rest and training.The Supply Branch has seen amalgamations andchanges within categories in the past and this is likely tocontinue into the future. Certainly with various Defencereviews and reforms, roles are changing very rapidly andthe management of these are a challenge. The Branchand the Navy must keep abreast and be at the forefrontof technology, which may completely change the waywe do business. Despite this, there will always be a needfor some form of customer service and quality of life forSailors at sea. The Supply Branch is responsible forproviding these and has a strong future.

REFERENCES FOR YOUR CAREER

8-1CHAPTER 8REFERENCES FOR YOUR CAREERYourCareerDivisionalCategorySponsor andCAGsNavalSupplyNewsletterSupplyDiscussionDatabaseYour Supply career is exactly that: yours. There aremany things that will influence the way you work,where you work and what progression and promotionyou achieve. You are, however, a major driving force toensure the outcomes are what you want.Your role as a Supply Sailor is to ensure you have acareer plan. You can and are encouraged to set yourselfgoals. Obviously the operational needs of the Service areparamount, however you should make known youraspirations, yet be willing to be flexible. This shouldfirstly occur at the divisional level in your own workenvironment. Divisional representation should also beyour first point of contact to make comment or expressideas about the management and issues concerning theSupply Branch. There are however, many other optionsopen to you to express your views or concerns, whichyour divisional system may also employ.The Category Sponsor, or Category Desk Officer isanother accessible person to forward broader careermanagement ideas or concerns to. If legitimate, thesewill be represented and discussed at the CategoryAdvisory Groups hopefully clarifying or solving theissue. You may also submit an agenda item, preferablythrough your Divisional chain, directly to the CAGmeetings.The Naval Supply Newsletter is the Supply Professionaljournal. It is a forum for everyone in the Branch toexpress or discuss views or to communicate or advertiseyour units’ activities.Although not yet available to seagoing personnel, theSupply Discussion Database is another excellentavenue to provide information or ask Supplymanagement questions. It is regularly read and updatedby Category Desk Officers and is an excellent forum for

8-2proposing, discussing, gathering ideas, or askingquestions. This system has tended to be abused in thepast, and personnel are advised to keep it relevant andmature. For those without access to the Databasecomments / suggestions can be emailed tosupplypolicy@cbr.defence.gov.au.ADNPR(SU)WebsiteADNPR(SU) also has an informative website which canbe accessed on the DEFWEB as follows:defweb.cbr.defence.gov.au/navysyscom/DNPR(E&L)/DNPR_home.htmFrom here you can drill down to the Supply Page whereyou can find interesting information on personnel andpolicy issues and other discussion topics.

8-3INDEX OF CAREER AND PROFESSIONALDEVELOPMENT PUBLICATIONSIntroduction For your convenience, a list of relevant career and professionaldevelopment references is listed.ABR 10 RAN Sailors’ Career Management ManualABR 27 RAN Training ManualABR 6289 RAN Officers’ Career Management ManualDI(N) PERS 02-1 RAN Manning PolicyDI(N) PERS 18-1 Leadership, Management and PersonalDevelopment in the RANDI(N) PERS 19-1 EEO in the ADFDI(N) PERS 20-4 Civil Schooling SchemeDI(N) PERS 20-5 Defence Force Assisted Study SchemeDI(N) PERS 20-12 Services Vocational and EducationalTraining SchemeDI(N) PERS 20-13 Ready Reserve Education Assistance SchemeDI(N) PERS 22-2 ANZAC Exchange ProgramDI(N) PERS 31-24 Management of Overweight Personnel inthe RANDI(N) PERS 31-34 ADF Policy on Individual ReadinessDI(N) PERS 31-36 Inherent Requirements of Service in the ADFDI(N) PERS 31-38 RAN Policy on FitnessDI(N) PERS 38-3 Conditions of Service for Personnelin HAROLD E HOLTDI(N) PERS 38-4 Conditions of Service for Personnelin DARWINDI(N) PERS 38-5 Conditions of Service for Personnelin CAIRNSDI(N) PERS 38-8 Temporary Home Located Work for membersof the ADFDI(N) PERS 38-9 Variable working hours for ADF membersDI(N) PERS 38-10 / 42-9 Return of Service ObligationsDI(N) PERS 38-11 Appointment and Enlistment into the ADF -Fixed periods of ServiceDI(N) PERS 38-12 Part time Leave Without PayDI(N) PERS 40-3 Movement of personnel between the ServicesDI(N) PERS 43-3 Recognition of Civilian Qualifications forReporting Purposes for Sailors

8-4DI(N) PERS 50-6 ADF Posting Policy for Inter-Service CouplesDI(N) PERS 60-2 Granting of Acting Rank - SailorsDI(G) PERS 35-3 Discrimination, Harassment, Sexual offences,Fraternisation and other UnacceptableBehaviour in the ADF.DI(N) ADMIN 17-28 Supply Advisory Council - Functions and RolesDI(N) ADMIN 35-9 Redress of Grievance