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 2010/11 and beyond are as follows:

  • Completion of the Defence Review. 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.
  • Ensuring the NZDF remains Effective and Responsive. Ensure that, in concert with capability management, current operations, both international and domestic, are effective and sustainable.
  • Consolidating the ANZAC Relationship. Creating new opportunities with Australia in developing complementary military capabilities, particularly in the areas of air transport, response forces for the South Pacific, and the defence industry.
  • A Sound and Balanced Acquisition Strategy. Ensure effective management of acquisitions by raising the capability of procurement agencies, ensuring that a whole-of-life approach is taken, and looking for solutions that meet reasonable expectations.
  • New Resource Management Methods. Ensure that value for money is evident in and pervades Defence and identifying opportunities for greater efficiencies in the management of assets and infrastructure. (Value for money is closely linked to Performance Improvement Actions (PIAs) covered later in this section.)

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 2010/11 – 2012/13. 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 Initiatives3

Objectives Measures Initiatives
Stakeholder

S1 - Current: sustain current operational commitments.
  • Sustainment of 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
  • Joint Logistic Support Organisation (JLSO) contract savings
  • JLSO transaction processing days
  • Headquarters Change Programme under DTP (PIA 1)4
  • HRM Change Programme including Education and Training (DTP) (PIA 1)
  • Logistics Change Programme (DTP) (PIA 1)
  • Cost Reduction Programme (PIA 2)
  • Innovation and Efficiency Programme (PIA 3)
  • Government’s Administrative and Support Services Optimisation Programme
  • DPMS (Defence Performance Management System)
  • Integration of capex, opex and cashflow budgeting processes
  • Activity-Based Budgeting

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 DTP)

P3 - Capability Development: deliver flexible and relevant future capabilities
  • Flexibility and utility of capabilities
  • The gap between approval in principle and spend / forecast for minor capital expenditure
  • Introducing new capabilities (Navy, Army and Air Force)
  • Defence Capital Development Plan

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
  

P5 - Whole of Government: increase our contribution to Whole of Government security sector outcomes

    

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)
  • Defence Capital Development Plan

R2 - Infrastructure: optimise Defence Infrastructure to meet future needs
  • Building condition and functionality indicators
  • 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
  

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
  • Human Resource Change Programme (under the DTP)

L4 - Information Management: grow information management capabilities to support the Knowledge Edge Force
  • Military information management
  • Corporate information management
  • Information Management and Exploitation - Phase 1

L5 - Technology: improve the ability of technology to support effective management of the NZDF
  • System availability
  • IT project delivery
  • CIS Business Plan
  • Technology Defence Capital Projects (such as: Defence Satellite Communications; Joint Command and Control System; Joint Communications Modernisation; and Land C4ISR)

Notes:

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

4See the section on PIAs later in this section.

Please use this pdf file to print the NZDF Strategic Initiatives.

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This page was last reviewed on 27 June 2010, and is current.