For 2006/07, the Minister of Defence confirmed that his most immediate priorities for the NZDF continue to be focused on achieving the desired and required results of the DSI and continuing to progress the LTDP. The Minister’s requirements have been incorporated into the NZDF Key Priorities (KPs). The details of the KPs and action steps are contained in the NZDF 2006/07 Output Plan.
During 2006/07, the NZDF focused on two KPs to support the achievement of Defence objectives and intermediate outcomes. These KPs are shown below, while the progress achieved against them is detailed in the following pages.
The expected result of the action steps under this KP is a military capability that meets the government’s requirement, is combat viable, deployable, ready to be deployed, and sustainable once deployed. The aim is to build and develop the operational capability of the NZDF following a period of high levels of operational deployments, above average attrition rate and the introduction into service of new or upgraded equipment.
This KP is linked to the government’s three priority themes of National Identity, Economic Transformation and Families – young and old.
The expected result of the action steps under this KP is the regeneration and enhancement of the NZDF’s organisational capability to ensure ongoing effectiveness, and to pursue efficiencies wherever possible. The aim is the development, deployment and sustainment of effective organisational capability, and the upgrading of the ability of HQ NZDF to manage present and future challenges efficiently and effectively. Actions will focus on improved planning and decision-making.
This KP is linked to the government’s three priority themes of National Identity, Economic Transformation and Families – young and old.
From the reporting year 2007/08, strategic initiatives will replace key priorities for reporting purposes.
The NZDF 2006 Statement of Intent identified key risks to the successful achievement of the NZDF strategic objectives and outlined the action steps, or risk mitigation strategies, in place or to be implemented to manage those risks. Table 1 below, sets out the risks, risk mitigation strategies and their status as at 30 June 2007.
Table 1 – NZDF’s Strategic Risks, Controls and Status
| Risk |
Risk Mitigation Strategy |
Mitigation Status |
| Unable to deliver the agreed outputs and to meet the Government’s policy requirements leading to a loss of confidence in the NZDF. |
Implement the Government’s direction for the recovery and regeneration of the NZDF as a result of the DCARR, including the active management of appropriated funds to ensure that expenditure is kept within the Defence allocation. This will be assisted by the development of a Strategic Plan.
Implement all aspects of delivering the joint effect, transformation of the Navy, modernisation of the Army, and enhancing the RNZAF. |
Refer to KP 1: The Development of Military Capability: Delivery of Joint Effect.
Refer to KP 2: The Strengthening and Development of the NZDF’s Organisational Capability: Recovery and Regeneration of the NZDF. |
| Military operations require interoperability levels not normally provided leading to an inability for NZDF units to work in with coalition forces. |
Alliance and Relationship Management with our key allies, friends and coalition partners. |
Refer to KP 1: The Development of Military Capability: Deliver Joint Effect, Continue to Enhance Alliance and Relationship Management with our Key Allies and Friends. |
| Lack of appropriate governance leading to a lack of control, proper monitoring and review of organisational activities. |
Effective organisational capability. |
Refer to KP 2: The Strengthening and Development of the NZDF’s Organisational Capability: Implement and monitor the new governance arrangements and high-level structure of HQ NZDF. |
| Inefficient and ineffective knowledge and information management systems, leading to poor decision-making. |
Improved planning and decision-making. |
Refer to KP 2: The Strengthening and Development of the NZDF’s Organisational Capability: Complete the NZDF Information Management Framework and high-level operational and business requirements. |
| Poor maintenance of the Defence Estate leading to an inability to recruit and retain regular force personnel. |
Develop plans for and commence approved implementation of the consolidation of the Air Force’s operational capability at Ohakea.
Develop and implement a Corporate Real Estate Strategy.
Develop and implement a new Accommodation Policy. |
Refer to KP 1: The Development of Military Capability: Continue to Work Towards Consolidation of the Air Force at Ohakea.
Refer to KP 2: The Strengthening and Development of the NZDF’s Organisational Capability: Complete a draft NZDF Footprint Review and Corporate Real Estate Strategy.
Refer to KP 2: The Strengthening and Development of the NZDF’s Organisational Capability: Complete the Development and Implementation of the Defence Housing and Accommodation Assistance Policy. |
| Inefficient and ineffective processes in the non-core logistics chain, leading to increasing costs and poor service delivery. |
Improved planning and decision-making. |
Refer to KP 1: The Development of Military Capability: Implementation of Joint Engineering Management System.
Refer to KP 2: The Strengthening and Development of the NZDF’s Organisational Capability: Implement the Joint Logistics Support Organisation. |
| Inability to adequately articulate what the NZDF is about and what it is doing, leading to a loss of Government and public support. |
Implement a programme of initiatives to raise and enhance internal and external awareness. |
Refer to KP2: Raise and enhance internal and external awareness of the NZDF’s roles and capabilities. |
Notes
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