The NZDF launched its first enterprise-level Strategic Plan in March 2007. That plan provides guidance for all subordinate strategic planning and for annual planning and budgeting through the Defence Planning Directive. It sits within the wider architecture of the Defence Planning Framework (DPF), and provides the measurement framework [via the NZDF Balanced Score Card (BSC)] for corporate level reporting of progress against strategic objectives. In the shorter-term the strategic objectives are supported by annually updated strategic initiatives. The following information on the NZDF Strategic Plan is supported by and should be read in conjunction with the diagram - the NZDF Strategy Map.
The NZDF strategy to achieve its mission and to continually grow towards its vision will be effected through the three Strategic Themes of Resource Efficiency, The Agile Force - Operationally Effective, and Valued Partner - Organisational Capacity. All NZDF activities and projects will be aligned with these three broad strategic themes and are aimed at, ultimately, “mission success”. Resource Efficiency is about being the best at what we do by being selective and optimising how we use our resources. The Agile Force is about being Operationally Effective. Operational Effectiveness links the objectives that will allow us to deliver the agility and organisational resilience for operational success.
We must also remain agile in everything we do. The Valued Partner theme reflects the need for the NZDF to retain the trust and confidence of our partners and stakeholders. Through integration and synergy across the organisation we will release additional capacity for mission success. The collection of strategic themes articulates how the NZDF will work together to deliver maximum value. In effect, the strategic themes provide the ‘glue’ that links together the separate objectives and initiatives of the organisation to deliver the synergies of the whole – three Services as One Force delivering the Joint Effect (the ability to contribute air, land and/or sea capabilities to military operations that are relevant to New Zealand’s national interests and security strategy).
The NZDF strategy is organised around four Strategic Perspectives - Stakeholders, Enabling Processes, Learning and Growth, and Resources:
- Our Stakeholders. This perspective recognises who our stakeholders are [Government (central government and other government departments and agencies) with whom we share common outcomes, the citizens of New Zealand, and our defence partners] and what our strategy must deliver for our stakeholders. It reflects the mission-focused nature of public sector organisations, subject to Government mandate and limitation. For the NZDF this covers those organisational outcomes that our strategy must deliver to meet the expectations of stakeholders.
- Enabling Processes. This perspective focuses on the internal organisational processes that we must excel at to meet all the requirements of the NZDF mission, effectively and efficiently, within the resources allocated.
- Learning and Growth. This perspective looks at how we sustain our ability to change and improve. It reflects the need to build the NZDF of the future in our people, our organisation, and our information resources.
- Resources. This perspective looks at how we must obtain and manage our resources base to deliver our mission. It reflects how we will maximise output effectiveness from predetermined baselines, while controlling costs.
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