MOD UK Logistics Skills Strategy DoD Logistics Executive Steering Group Meeting Jan 09

1. MOD UK Logistics Skills StrategyDoD Logistics Executive Steering Group Meeting Jan 09

2. Objectives To Share: • How the UK is organising to develop and strengthen Logistics Skills. • Highlight Parallels with US Strategy • Identify Challenges and Lessons learnt • UK future focus

3. UK MOD Logistics Workforce Demographics

4. UK MOD Logistics Workforce Demographics Total Logistics Workforce: 34,355

5. Structure – MOD Skills Strategy Internal Enablers & Requirements Defence Vision Business Improvement Strategy (tba) Civilian Workforce Strategy Service Personnel Plan Capability Review Defence Industrial Strategy MoD Skills Strategy External Requirements Skills Strategy for Central Government Leitch Review

6. MOD Skills Strategy - Context Challenges • Military systems very different to civilian and different from each other • Information and requirements drawn from a number of sources • Changing business environment (CfA, CLS etc.) Requirements • More systematic approach • Need for better data • Better link to future business planning

7. Approach – MOD Skills Strategy

8. MOD Skills Strategy - Goal 1 – Know the Workforce The MoD knows the workforce; the skills it has and the skills it requires now and in the future …Provide a Baseline

9. Key Roles & Responsibilities of Logistics Skills Champion • Taking strategic overview of business critical issues within ‘Job Family’ • Advising on major trends and issues • Pan-Defence coherence of individual Def Logs T&E • Trg Reqts Auth (TRA) for Joint Individual Logs T&E • Enhancing professionalism • Shape and influence interventions • Development of Career Paths

10. Logistics Job Family and Job Code Structure 16 Civilian Job Codes – each with a Job Code Sponsor = Workforce Category Functional Proponent? Eng and Tech Support Port Operations ILS Platform Support Configuration Management Afloat Support Logs Trades Salvage and Marine SC Mgt and Policy Storage and Warehousing Inv Mgt Postal and Courier Inv Planning Transport & Movement Mat Accounting Driving

11. Data provided from HRMS.

12. Job Code Sponsors Roles and Responsibilities • Similar to Skills Champion but for smaller community • Advises skills Champion • Workforce planning • Skills/competencies – identify, define and maintain • Intervention sponsorship/design Who • Senior Subject Matter Expert – appointed by Skills Champion Issues • Too many job codes • No/few dedicated resources • Does not align with military career sub fields

13. Management Information - Skills HRMS – for civilians Records: Accomplishments Post profile Personal profile Personal Training and Development Plan JPA – for all military Records: Job specification Courses needed Enhancement planned to include skills MI similar to that available in HRMS

14. Know the Workforce – Management Information Issues • Haven’t yet got common system/approach • Completeness and accuracy of data • Management reports need to be improved Action being Taken • IT changes being made • Processes being reviewed to incorporate recording of data • Management reports being improved

15. Goal 2 – Build Skills Management Capability MoD builds the capability to manage skills and measure outcomes effectively across the military and civilian community …Provide capability

16. Single Skills Framework - Provides reference for recording competencies and accomplishments Comprises • Core competences • Functional Competences • JCS advise upon and develop competency sets • Reflect National Occupational standards wherever possible • Supported by Training and Education • Avoid duplication • Accomplishments (quals. License, memberships, languages) • MOD Values Issues • Changes to competence sets • Assessing proficiency levels • Not yet complete for each job code • Effective management reports

17. Goal 3 – Accessible Development Opportunities MoD individuals, teams & organisations have access to effective, efficient learning & development support to meet their operational & business needs …Provide capability

18. Logistics Training and Education Non-specialist Training – Awareness • Induction • Key Logistics Messages Logistics Specialist Training and Education • Single Service Logistics Courses – core professional knowledge • Specific role related functional training Joint Training and Education for Logisticians • Training Reqts Auth • Common content on Single Service Courses Professional Education and Development • Modular Masters • Secondment

19. Logistics Training and Education Issues • Scale/no. of existing courses • Defining totality of Training and Education requirement • Incorporating new requirements quickly (DSAT) • Influencing content of Single Service Courses • Developing joint/approach • Breadth as well as depth • Evaluation Opportunities • Defence Training Review • Blended Learning • Skills Champion role • Evaluation • DSAT

20. Goal 4 – Rationalise Workforce Planning Activity MoD adopts a coherent & efficient approach to future workforce & skills planning …Provide alignment

21. Workforce Planning Aims to enable: Better workforce and skills planning Better alignment to business needs Military have established manpower planning systems Pilot workforce planning for civilian staff Nos. Grade Skills Business requirements and priorities

22. Goal 5 – Working Across Government MoD develops a “joined up” relationship with other government departments, relevant skills-related Agencies and professional bodies to the mutual benefit of Defence & government skills policy aims …Provide alignment

23. Working Across Government To Enable: • Increased Access to best practice • More Effective response to Government skills policy • Improved skills and career prospects across Government for all MOD staff Activities: • Joint approaches with Industry • Joint approaches with Other Government Depts • Contribute to National ‘Upskilling’ • Partnership with Trades Unions

24. DEFENCE BOARD DEFENCE MANAGEMENT BOARD HR CUSTOMER HR CUSTOMER PERSONNEL PERSONNEL BOARD BOARD DIRECTOR DIRECTOR Corporate HR Corporate HR Skills Champion Interfaces Business Areas Business Areas Heads of Profession Heads of Profession HR Business Partners HR Business Partners Skills Champions Skills Champions & & Job Families Job Families Professional Groups Professional Groups Functional Heads & Advisors within Functional Heads & Advisors within the business the business Governance

25. Governance

26. Lessons Learnt What has worked well: • Clear vision Senior level recognition of need to upskill • Systematic approach in place Practical concept and high level processes Skills Champion Role Clear governance structure Job Code Sponsors/Functional Proponent - practical Single Skills Framework/competencies – based on NOS • Joint working with industry and others • DSAT –brings discipline What might have been better: • Earlier establishment of principles for SSF incl. assessing proficiency levels • Clearer understanding of MI needs at outset

27. Future Focus Improved Coherence Developing competency structure – gaps and pan-Defence alignment E2E reviews of existing training DTR rationalisation and coherence Improvements in MI System changes Development of Reports Closed loop systems for completing information Workforce planning pilots Simplification of Job Code structure Communications Promotion of individual and business benefits Promotion of opportunities Career path

28. Future Focus Culture Joint Service Publication – policy/processes Common policies e.g. to education and development Update course content (to reflect new skills reqts) & align to academic qualifications Exploit Skills Champion role Processes Ongoing joint working with industry and others Prioritised Evaluation Review of executive education Funding and resources Maintain investment

29. Questions?