The DTP is a comprehensive, Defence-wide change programme, supported and endorsed by the Chief of Defence Force and the ELT. Its vision is to have: “A single organisational approach enabling simpler and better support functions to the three Services and Operations”. This means that support functions will be driven by Defence priorities, with regard for Service specific requirements. By identifying better processes and simpler structures that reflect a single organisational approach, the DTP aims to free up resources to invest back into the front line.
During 2008 the DTP successfully placed military personnel on their new remuneration sector, tier and step, marking a significant step toward a more flexible and employment market responsive pay system. The DTP also met cost savings targets and completed a comprehensive review of scope and deliverables.
As a whole, the DTP will be looking at:
- ways to align consistent priorities, strategies, policies and processes;
- using modern support tools and technologies;
- leveraging commercial support arrangements;
- improving levels of personnel competency, continuity and retention; and
- reducing overheads by removing duplication, where practical.
The three DTP streams are the Human Resource Management Change Programme, the Logistics Change Programme, and the Headquarters Change Programme.
Progress
The DTP will be vital in helping the Defence Force to weather the current financial storm and prepare for the eventual post-recession improvement in macro-economic conditions. The NZDF embarked on the DTP because it believes finding efficiencies from within is the right thing for any public sector organisation to do. The expectation is that in 2010, the DTP will be delivering a new way of conducting logistics support; a new way of training, managing, and leading people through human resource management and education and training initiatives; and will have improved the “value-add” of NZDF Headquarters so that it provides the strategic underpinning that an organisation the size of the Defence Force needs.
All three programmes are undertaking comprehensive analysis of the current picture of NZDF structures, processes and systems across the Logistics, HRM and HQ functions. Much of the information in these reports comes from focus groups and in-depth interviews with subject matter experts and end-users in each area, underpinned by financial and organisational analysis. These current state reports will act as the “line in the sand” against which future state model options can be compared and contrasted.
The current state reports also provide a basis for identifying opportunities for improvement within parameters set by the ELT. Currently, the programmes are analysing various future state options to present to the ELT. These options will outline the costs, benefits, risks and impacts of each option, and provide guidance on how the NZDF can transform to achieve closer alignment to the vision of “Three Services as One Force – Being the Best in Everything We Do.”
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