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A MUSICAL VOYAGE - Royal Australian Navy

A MUSICAL VOYAGE - Royal Australian Navy

- 32 - KEY PEOPLE Key

- 32 - KEY PEOPLE Key Decision-Makers and Support Authorities 13. The Chief of Navy has issued clear guidelines regarding Navy’s public image and the band is an integral tool reinforcing his wish to extend Navy’s public relations reach. Likewise, the Maritime Commander—Australia is also a key stakeholder as he is responsible for operational control of the band. The Commanding Officer, HMAS Stirling, will be required to provide valuable administrative and divisional support for the band; so he has a keen interest in this project. Also, the Director of Naval Officer Postings and Director of Sailors’ Career Management will be keen to ensure the best outcomes for our people. Furthermore, filling vacant positions and instrumentation imbalances will be crucial if the project is to proceed; so support from the Director of Defence Force Recruiting is needed. The Business Case must also receive support from the Director General of Navy Business Management. Therefore, key decisions makers and support authorities are: • Chief of Navy, • Maritime Commander—Australia, • CO HMAS Stirling, • Director of Naval Officer Postings, • Director of Sailors’ Career Management, • Director of Defence Force Recruiting, and • Director General of Navy Business Management. 14. The Director of Music—Navy will responsible for implementing and managing the project. Personnel Affected by this Project 15. Members of the permanent naval detachments may be relocated as a result of the success of this project. Also, members of the reserve detachment in Perth may see their long-term future threatened by injecting a permanent detachment into their area of operation. Therefore, key drivers for implementing this project are: • Music Director’s and members of the East Coast detachments, and • Bandmaster and members of the current Western Australia detachment. BROAD STRATEGY Stages 16. Establishment of a permanent detachment in the west would be staged over 18 months. There are five stages: • Stage One. Approval stage. • Stage Two. Fill current vacant positions in the musician category and correct instrumentation imbalances. o This phase would be ongoing during the life of the project. It is envisaged that once a permanent footprint is established in the west the project will benefit from geographic recruitment opportunities. 4 • Stage Three. Relocate a small group of key instrumentalists to the west and seek geographic recruitment opportunities. o This group will form the core component of the new integrated detachment; able to perform high-energy popular music products, and able to complement the current reserve detachment. 4 Constantin, J.A., Evans R.E. & Morris M.L (1976) Marketing, Strategy & Management, Business Publication Inc., p125. Royal Australian Navy Band: A Musical Voyage

- 33 - • Stage Four. Relocate the remaining personnel. o This will give a permanent ceremonial capability in the west, giving the combined detachment significant capabilities. 5 • Stage Five. Evaluation stage. Project Team 17. The Director of Music—Navy (DMUS-N) will be the Project Manager and will be responsible for planning, monitoring and controlling the project 6 . In particular, DMUS-N will be responsible for: • redirecting appropriate financial resources from within the current National Band Program Budget, • posting key members to the west, • ensuring organisation support and goal setting particularly during the transition stage, • overseeing the project, and • liaising with and reporting progress to all stakeholders. 18. In addition to the Project manager, the following key team members will play an integral part in driving the project through to completion by minimising any human risk factors: 7 • Field manager 8 —Officer in Charge of the new integrated detachment. • Support Services Manager 9 —current Bandmaster of the West Australian Navy Band. • The new integrated detachment—current members of the West Australian Navy Band and new members from the East Coast detachments. 10 Work Breakdown Structure 19. A simplified linear responsibility chart is shown at Figure 1: ▲ Responsible ● Support ■ Must be consulted ○ Approval Chief of Navy Maritime Commander CO HMAS STIRLING Director of Naval Officer Postings Director of Sailors’ Career Management Director of Defence Force Recruiting Director of Music Navy Royal Australian Navy Band: A Musical Voyage Director of Navy Business Field Manager Support Services Manager Stage One ○ ● ● ● ● ● ● ● ● ● ● Stage Two ● ● ▲ ● Stage Three ● ■ ■ ▲ ■ Stage Four ● ■ ■ ▲ ■ ■ Stage Five ▲ ● ● ● Figure 1 5 This supports the RAN Band Goals 1, 2 & 3. 6 These responsibilities ensure the fundamental purpose of the project is achieved. See Meredith, J.R. and Mantel, S.J., op.ct., pp 412-413. 7 Meredith, J.R. and Mantel, S.J., op.ct., pp 163-165. 8 ibid, p 161. 9 ibid. 10 Herzberg’s ‘hygiene’ factors require a participative approach to leadership. Furthermore, the project success will depend on teamwork within the new detachment. See Meredith, J.R. and Mantel, op.cit, p 165. Personnel

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