The recent past has been characterised by continued high activity tempo (a combination of our commitments to operations overseas, our commitments in and around New Zealand, including training and multi-agency tasks, and modernisation). During Financial Year 2007/08 the New Zealand Defence Force (NZDF) commenced the introduction into service of the Project Protector vessels, despatched aircraft for upgrade, completed a major baseline review to identify savings, and, related to that, initiated a Defence Transformation Programme (DTP) to ensure that we can deliver Government’s expectations now and into the future. Other significant milestones included a continuation of projects under the Defence Sustainability Initiative; consolidation of the NZDF Strategic Plan, including performance measurement and reporting; built military capability and strengthened organisational capacity in HQ NZDF. In concert with the Ministry of Defence we achieved significant progress with the Defence Long-Term Development Plan (LTDP).
In accordance with decisions by the Cabinet relating to the structure and content of accountability documents, this Statement of Intent, compared with those of the past, focuses more on the medium term – out to three years. It emphasises our core business, including strategic priorities, how we go about our business and how we intend to measure our performance.
During the next three financial years (2008 - 2011) it is anticipated that the NZDF will maintain a similar level of commitment to government-approved overseas operational missions. We also expect to maintain the capacity to react to short-warning contingencies in our strategic area of interest. As well as maintaining those operational commitments, support to multi-agency operations and tasks that other government departments and agencies rely on for NZDF equipment, manpower and expertise will likely continue, indeed probably increase. The new vessels for the Navy have an important military role, yet the government purchased them, particularly the Offshore and Inshore Patrol Vessels, to undertake tasks relating to New Zealand’s wider security needs - border control and protecting our marine environment and resources. These are important tasks, and the NZDF will continue to build the necessary working relationships with the associated departments and agencies of government. Notwithstanding, we need to ensure the cost effectiveness of our involvement in multi-agency operations and tasks to maximise efficiencies and make the very best use of our resources.
Our vision remains “Three Services as One Force being the best in everything we do”. The underlying notion that I want to promote in support of this vision over the next few years is excellence; we need to do the things we currently do better and to seek ways of doing better things - to do our business simpler and better. As detailed in this Statement of Intent, and with the full support of my Executive Leadership Team, I intend this notion to underscore everything we do.
The Defence Sustainability Initiative (DSI), together with a ten-year Defence Funding Package (DFP), set about to build military and organisational capability to a level that would ensure the Government’s defence policy objectives could be met on a sustainable basis. The projects under the DSI have either been completed or have transitioned to business as usual. The DSI is subject to a mid-term review in 2010. The baseline review that was completed to complement the achievement of DSI objectives and goals led to the DTP. The DTP comprises five Change Programmes. These programmes, covering Human Resources, Education and Training, Logistics, Defence Estate, and Information and Technology, will be far-reaching and will result in organisational and structural changes. I expect these changes will preserve our military capability and ensure the NZDF is an effective organisation. The DTP will also continue our alignment as an agile, resource efficient and valued partner organisation as identified in the NZDF Strategic Plan.
The main items on the LTDP (new vessels for the Navy and replacement and upgraded Air Force aircraft) are being realised. Looking forward to 2011, other major items currently on the LTDP to improve the capabilities of the NZDF include: a Joint Command and Control System; Consolidation of the Air Force at Ohakea; Land Intelligence, Surveillance and Reconnaissance; Advanced Pilot Training Capability; NZDF General Service Vehicle Fleet Replacement Programme; NZDF Weapon Replacement Programme; and the ANZAC Class Frigate Platform Systems Upgrade and Self-Defence Upgrade. These matters will be subject to appropriate staff action and government approval.
In my introduction to the 2007 Statement of Intent I noted that there were gaps in how we measured our performance and the overall health of the NZDF. I had high expectations that the inaugural NZDF Strategic Plan and Defence Performance Management System (DPMS) would enable the Executive Leadership Team to draw together the necessary information upon which to base its decisions. While we still have some development to do, the building blocks of our Strategic Plan and related systems and processes are proving invaluable. All major planning is now being linked to the Strategic Plan and the three strategic themes of The Agile Force, Resource Efficiency, and Valued Partner. The NZDF Balanced Scorecard, introduced at the same time as the Strategic Plan, is being used by the Executive Leadership Team to track progress against our strategic objectives. It is a most useful management tool for tracking the achievement of strategic initiatives, and the quality of our performance against the strategic challenges that the NZDF faces.
The NZDF continues to meet a wide range of challenges. It must be combat-capable, joint in effect, deployable, highly adaptable, open to change, and totally professional. It must be able to meet military and non-military challenges in New Zealand, in the Pacific, and across the globe where this is in New Zealand’s best interests. My primary concern will remain on the ability of the NZDF to provide effective military response options for the Government that are prepared for operations; to improve our management processes; and to drive the change necessary, via the DTP, to ensure we can keep delivering effective military capabilities into the future. The combination of the high activity tempo within the NZDF and cost increase pressures, including remuneration and personnel growth requirements, create a significant challenge to maintaining delivery of services and directed outputs during FY 2008/09 and beyond. To help ease this challenge, the operational preparedness of force elements has been adjusted.
The Defence Outcomes and the NZDF Mission Statement have not changed. They continue to reflect the Government’s defence policy and future intentions. Improvements continue to be made in the way the NZDF operates. I remain confident that we will continue to move closer to our vision of being “Three Services as One Force, being the best in everything we do”.
J Mateparae
Lieutenant General
Chief of Defence Force
New Zealand Defence Force
22 April 2008
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