DMO, the weak link in submarine sustainment

First, hats off to those that did the hard work to bring Collins availability up from the disaster that was the end of 2009 and beginning of 2010.

Have a look at this March 2014 report about the management of the Collins program (PDF): STUDY INTO THE BUSINESS OF SUSTAINING AUSTRALIA’S STRATEGIC COLLINS CLASS SUBMARINE CAPABILITY.

Worrying is DMO's under-performance.

"The ASC has a workforce plan and we have seen evidence of implementation; the RAN has a number of plans, some of which have borne fruit, although progress towards a fifth crew is dependent on increased submarine availability and approval for the headcount increase; and the DMO needs to change its workforce the most, but is held back by the lack of flexibility in managing its workforce and does not have a plan of substance."

But, not unexpected.

"It was all too clear to me that the lack of suitably qualified experienced personnel in the DMO to operate within and fulfil their role in an output focused Enterprise, may stall or even reverse the achievement of benchmark availability. It would be an astonishing outcome if the inability to sustain the knowledge and energy now evident in the Collins Class Transformation Program were to lead to its undoing – particularly given there is every indication benchmark performance could be achieved at a lower long-term cost with reduced DMO project oversight. This problem needs to be addressed urgently."

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