The Defence Transformation Programme (DTP) is a comprehensive, Defence-wide change programme, supported and endorsed by the Chief of Defence Force and Executive Leadership Team (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. Through 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.
After a year, the ELT decided it was prudent to refocus the DTP on accelerated change to meet a July 2010 deadline. (The scope, structure and resources necessary for the original five change programmes to deliver the benefits simultaneously was recognised as being high risk). The programmes were thus reorganised with a tighter focus on those streams that would achieve truly transformational change. The continuous improvement within Communications and Information Systems Branch meant that the Information and Technology objectives could be better met through business-as-usual activities. The Defence Estate programme has longer timelines and was formally transferred out of the DTP structure to be considered at a strategic planning level. The Education and Training Programme was incorporated into the Human Resources Management Programme to provide a holistic view of personnel training, development and management, and a new programme of work was added in the form of a Headquarters Change Programme.
The three DTP change programmes are:
- Human Resources Management (HRM) Change Programme: This programme will focus on HRM structures and delivery, looking at how the HR function can provide the right tools, data, and HR Information Systems information to enable timely, quality decision making. A payroll project will also explore how to streamline and improve the complicated processes within NZDF payroll.
- Logistics Change Programme: Logistics is a substantial and complex business area, with significant resources attached in the form of personnel, budget, assets and inventory. Given its broad reach, even small efficiencies in Logistics could create significant gains elsewhere. The Logistics Change Programme is exploring those efficiency opportunities in order to identify the best Logistics model for the NZDF.
- Headquarters (HQ) Change Programme: The HQ NZDF has to effectively support the Chief of Defence Force and Service Chiefs to deliver government requirements and operational outputs. The HQ Change Programme is exploring how to do this most effectively, removing duplication of process and improving productivity.
All three programmes will use previous research, comprehensive stakeholder analysis and interviews, and verification of new structures and processes through analysis and data modelling to develop recommendations. By the end of 2009 the DTP will begin simplifying and refocusing the support activities in the HRM, Logistics and HQ areas. The DTP will constantly look for opportunities to preserve military capability, be simpler, better, more effective and efficient.
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