NZDF

Minister of Defence Priorities and NZDF Strategic Initiatives

The NZDF Strategic Plan, including mention of Strategic Initiatives, was introduced under Section 3 of this Statement of Intent.

The Minister of Defence has confirmed that the Government’s key priorities for Defence for 2009/10 are as follows:

  • Defence Review 09. Contribution to Defence Review 09. The focus is on “how well the NZDF meets the tasks that are expected of it by the Government”. The objective is that the NZDF be capable of doing more with current funding. New priorities stemming from the results of the review will be struck for 2010/11 and beyond.

  • Current Operations. Ensure that, in concert with the priority on Capability Management (below), current operations, both international and domestic, are effective and sustainable.

  • Capability Management. Ensure effective management of major capability acquisition, Project Protector (new vessels for the Navy) in particular. Other major contracts underway include the upgrading of the RNZAF’s aircraft and purchase of new helicopters.

  • Value for Money. Other than essential additional funding the NZDF is required to manage within its current funding envelope. Ensure that value for money is evident in and pervades Vote Defence Force for 2009/10 and beyond).

These priorities, together with the NZDF’s internal priorities, drive the content of the NZDF Strategic Initiatives. The NZDF will focus on achieving the following Strategic Initiatives (updated annually) over the period 2009/10 - 2011/2012. The Strategic Initiatives are set against the Strategic Objectives as covered in Section 3 of this Statement of Intent. The table also shows the main measures against each objective.

NZDF Strategic Initiatives4


Objectives Measures Initiatives
Stakeholder
S1 - Current: sustain current operational commitments.
  • Sustainment measures for current operational commitments (Navy, Army and Air Force)
  • Sustainment of Multi-Agency Operations and Tasks (MAO&T)
 Initiatives to deliver objectives in the Stakeholder perspective are found across the other perspectives of the balanced scorecard.
S2 - Future: be ready to meet the Government’s next request
  • Preparedness projections: Navy, Army and Air Force
S3 - Resource Management: make best use of allocated finances and resources
  • Changes in delivery vs Changes in Resources Allocated
  • Efficiency Savings realised
S4 - Reputation: enhance our reputation as an effective Defence Force and valued interagency and coalition partner
  • Key Messages delivered through Print Media
  • Key Messages delivered through broadcast Media
Enabling Processes

P1 - Business Processes: deliver effective and efficient business processes
  • Savings realised from the Defence Transformation Programme (DTP)
  • Project Delivery performance by portfolio
  • Joint Logistic Support Organisation (JLSO) Contract savings
  • JLSO Transaction Processing Days
  • DPMS (Defence Performance Management System)
  • Headquarters Change Programme under the DTP)
  • Portfolio-Programme- Project Management Framework
P2 - Logistics: deliver agile and effective logistic support
  • Supply Chain measures (Navy, Army and Air Force, and Operations)
  • Repair process Measures (Navy, Army and Air Force)
  • Efficiency Measures
  • Logistics Change Programme (under the Defence Transformation Programme (DTP)
P3 - Capability Development: deliver flexible and relevant future capabilities
  • Flexibility and Utility of Capabilities
  • Minors Gap between Approval in Principle and Spend / Forecast
  • Introducing New Capabilities (Navy, Army and Air Force)
  • Strategic Asset Management Plans
P4 - Military Policy: develop and sustain an effective military policy
  • Level of preparedness for contribution to Defence policy papers / reviews
  • Effectiveness of the NZDF Strategic Planning Process
  • Defence Strategic Guidance for the Defence Planning Framework
P5 - Whole of Government: increase our contribution to Whole of Government security sector outcomes
  • (Under development)
  • (Under development)
P6 - Training: optimise our training systems
  • (Under development)
  • Human Resource Change Programme (under the DTP)
Resources
R1 - Equipment: equip our forces to meet current commitments and be ready for the next request
  • Availability of Equipment (Navy, Army and Air Force)
  • (Under development)
R2 - Infrastructure: optimise Defence Infrastructure to meet future needs
  • Building Condition and Functionality indictors
  • Building Utilisation indicator
  • Recapitalisation Rate
  • Satisfaction with Facilities (military and civilian personnel)
  • Defence Estate Strategic Plan
Learning and Growth
L1 - Culture: Be an organisation of choice
  • Propensity to join
  • Recruitment Success
  • Overall Satisfaction
  • Early Rate of Notice
  • Attrition
  • Housing and Accommodation Assistance Policy implementation
L2 - Personnel: ensure we have the people we need
  • Overall Numbers versus targets (Navy, Army and Air Force)
  • Rank/Trade Shortfalls and Risks (Navy, Army and Air Force)
  
L3 - Personnel Management: prepare and support the Joint Team
  • Satisfaction with Performance Management and Career Development
  • Satisfaction with Conditions of service
  • Housing and Accommodation Assistance Policy implementation
  • Human Resource Change Programme (under the DTP)
  • Workforce Planning Systems and Tools
  • Defence Recruiting Project
  • Professional Military Development Framework
L4 - Information Management: grow information management capabilities to support the Knowledge Edge Force
  • Under development
  • Information Management and Exploitation - Phase 1
  • Joint Business Intelligence
  • Network Enabled Capability - Concept and Roadmap
L5 - Technology: improve the ability of technology to support effective management of the NZDF
  • System availability
  • IT project delivery
  • Secure Wide Area Network (SWAN) expansion programme
  • Technology Defence Capital Acquisition Projects (such as: Defence Satellite Communications; Joint Command and Control System; Land Intelligence, Surveillance and Reconnaissance; Joint Communications Modernisation; Army Tactical Trunk Communications)
Note

4The numbers (such as S1, S2, P1, etc) against each objective correspond to those used within the NZDF Strategy Map shown at Section 3.

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This page was last reviewed on 30 June 2009, and is current.