The Minister of Defence has confirmed that his most immediate priorities for the NZDF continue to be focused on achieving the desired and required results of the Defence Sustainability Initiative (DSI) and continuing to progress the Defence Long-Term Development Plan. These requirements, together with the NZDF’s priorities, have been incorporated into the NZDF Strategic Initiatives. The NZDF will focus on achieving the Strategic Initiatives (updated annually) over the period 2007/08 - 2009/2010 as shown in the table that follows. The Strategic Initiatives are set against the Strategic Objectives. The table also shows the measurement areas against each objective.
Stakeholder
Objectives
- Current: sustain current operational commitments while introducing new capabilities
- Future: be ready to meet the Government’s next request
- Resource Management: make best use of finances and resources
- Reputation: enhance our reputation as an effective Defence Force and valued interagency partner
Measures
- Performance on current operations and activities
- Progress with introduction of new capabilities
- Preparedness against DSI targets
- Output delivery costs Stakeholder
- External relevance surveys
- Internal reputation
- Feedback from other agencies and coalition partners
Initiatives
- Initiatives to deliver objectives in the Stakeholder perspective are found across the other perspectives of the balanced scorecard
Enabling Processes
Objectives
- Business Processes: deliver effective and efficient business processes
- Logistics: deliver effective and efficient logistic support by exploiting the potential of Effects Based Logistics through a network enabled and knowledge edge force
- Capability Development: deliver flexible and relevant future capabilities
- Military Policy: develop and sustain an effective military policy capability
- Whole of Government: increase our contribution to wider Government initiatives and activities, both in the security sector and whole of Government
- Relationships: develop key relationships with national and international partners
Measures
- Savings realised from initiatives
- % Personnel trained in relevant tools
- Inventory demands met by Required Delivery Date (RDD)
- Contingency Reserve Stocks (CRS)
- Project delivery on time and on budget
- Project staff skills coverage
- Satisfaction with policy advice
- Strategic skills coverage
- Multi-Agency Operations and Tasks (MAOT) Output delivery
- Stakeholder feedback
- Interoperability (OPRES)
Initiatives
- Baseline review
- Efficiency and innovation programme
- Long-term resource plan
- DPMS (Defence Performance Measurement System)
- Portfolio, programme and project management framework
- Review CRS, Repair and Maintenance (R&M), and base sustainment stockholding policy
- Establish a Business Integration Channel for sharing logistic improvements across Services
- Develop a joint logistic training and education framework
- Capability Management Framework
- Capability Management Plans which prioritise investment
- Network Enabled Capability (NEC) concept and roadmap
- Defence Strategic Guidance for the Defence Planning Framework
- Military policy skills programme
- Information management of inter-agency networking
- NZDF/MoD information sharing protocols
- Standing networks with other national agencies
Learning and Growth
Objectives
- Culture: Be an organisation of choice
- Personnel: ensure we have the people we need
- Personnel Management: prepare and support the joint team
- Information Management: grow information management capabilities to support the knowledge edge force
- Technology: improve the ability of technology to support effective management of the NZDF
Measures
- Propensity to join
- Personnel satisfaction survey
- Collective trained state
- Critical trades at risk
- Personnel readiness
- Health and safety trends
- IM shortfalls identified in OPRES
- % critical IT/IM deficiencies funded
- System availability
- Unfunded technology bow wave
Initiatives
- Develop a Remuneration Strategy
- Housing and Accommodation Assistance Review
- Aligned personnel and capability planning
- Individual readiness policy
- Employee wellbeing policy
- NZDF Professional Development Framework
- On-line performance reporting system for officers and civilians
- Defence Recruiting Systems project
- Information Systems/Information Technology (IS/IT) project and programme management
- Joint Business Intelligence project
- Phase 1 of the Information Management and Exploitation (IMX) programme
- Network Enabled Capability (NEC) governance structure
- Joint Command and Control System
- Secure Wide Area Network (SWAN)Computer Network expansion programme
Resources
Objectives
- Equipment: equip our forces to meet current commitments and be ready for the next request
- Infrastructure: optimise Defence infrastructure to meet future needs
Measures
- Equipment shortfalls in OPRES
- % critical deficiencies funded
- Building condition index
- Unfunded bow wave
- Capital renewal index
Initiatives
- Capabilities Requirements List (CRL) for the Strategic Capability Planning Process
- Implement revised capability management process
- Incorporate Integrated Logistic Support (ILS) consideration into Major and Minor CAPEX processes
- Defence Estate Strategic Plan
- Housing Accommodation Assistance ‘goal’ policy and implementation
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