Army 2020Strategy Outline with effect 2015

COMJFNZ

CAF

NZDF STRATEGIC PRIORITIES

MINDEF

CDF

CN

CA

Maintaining momentum in key relationships Organisational Improvements Addressing

affordability issues

Great partnering with other agencies and

other militaries

Focusing on the delivery of our core military skills towards

the tasks expected of us by the Government and the people of New Zealand

Growing the people we need and better support

our military families

Stronger leadership, better governance and improved management

A single plan for the NZDF: Implement the

DMRR – investing in smart capability, focused

on excellence

Contribute to nationally significant events and

commemorations

Deliver outputs and minimise impact in environment

Continue regeneration of Navy

Embed Seaworthiness Tier 1

Progress strategic change

Implement DMRR outcomes

Trusted national and regional partner

Land effects enhanced Force generated Trusted professionals Resource

management enhanced

Strengthen relationships and partnerships

Operationalising our capabilities to the best effects

Recruit, grow and sustain a professional Air Force

Developing leader-managers

Optimise resources

Enact the SWP campaign plan

Prepare, deploy, command and support assigned ops

Direct collective and joint training efforts

Prepare NZDF for SK15

Lead the development of joint warfighters

Redesign HQ, JFNZ C2

THE NZ Army cUrrENT STATE – Army 2015

our Vision And missionOur vision is a wOrlD-claSS arMy with Mana – we deliver the right effect with respect and pride.

Our mission is to provide world-class operationally focused land components as part of a Joint force that are led, trained and equipped to win.

on the lAnd

functionAllocAtion

creAting A joint effectthe new Zealand army has always been considered world-class – and the vision and mission of the army is to maintain that standard while seamlessly integrating with our sister Services.

Our primary strategic focus in the army 2020 strategy is force generated, maximising our core strength to be a professional force pursuing excellence.

alignment within the maritime, land and air environments will secure our future as a force for new Zealand.

our outPuts

our PeoPle

trAdoc army Command School – 785 Regular, Reserve and foreign military personnel trained• The army depot – 541 Regular and Reserve

Force soldiers trained• Land operating Training Centre – 156 courses

training 1814 personnel

domestic ActiVity

internAtionAl exercise

our highly trained personnel are often called on to help out when New zealand needs us:• eod squadron – 120 callouts• fire service – 1985 hours on 223 responses

We have been involved in many exercises here and overseas involving militaries partners and allies from our region, including:exercise southern KAtiPo

• 2000 Nz army Personnel• 8 countries• 5 Nz Government departmentsexercise thunder WArrior (singapore / nZdf)

exercise troPic Wing (Png / nZdf)

exercise croix du sud (fAnc / nZdf)

exercise troPic tWilight (nuie / nZdf)

exercise hAmel (Adf / us / nZdf)

exercise rim of the PAcific (rimPAc)

exercise BersAmA limA (malaysia / nZdf)

exercise KiWi Koru (us / nZdf)

exercise lightening striKe (us / nZdf)

PerSOnnel

hUMaNITaRIaN FoRCE

< 260

humAnitAriAn AssistAnce & disAster relief

< 100

ec1 - domestic resPonse

CoMbaT FoRCE

< 800

up to Battalion

< 260< 50

light infAntry comPAnyplatoon

PrePAreall capabilities prepared for joint operations so they can be deployed, sustained, recovered and regenerated at the scales of effort required to meet the government’s objectives.

ProjectOperations contributing to new Zealand’s security, stability and interests.

respond to events that impact safety and wellbeing in our region.

AucKlAnd:Special air Services

WAiouru:traDOc hQarmy Schoolswaiouru training area

mAnAWAtu:1 (nZ) Brigade hQcollective training centre1 Brigade unitsland Operations training centre

Wellington:hQ nZDfhQ Joint forcesJoint Military camp

cAnterBury:1 Brigade unitstekapo training area

ProtectOperations to protect new Zealand and new Zealanders.

Support foreign policy objectives that strengthen security and avert conflict.

informProvision of advice and military intelligence services to government to support decision making for the defence and security of new Zealand.

european

Maori

Pacific islander

no ethinicity declared

asian

Other

12.9%

of the nZ army is female.

4522 regular forces69% 1580

reserve forces24% 444 civilians7%

THE NZ Army fUTUrE STATE – Army 2020

joint effect enhAncedas a sustainable, professional force for new Zealand, we bring enhanced land combat capability that enables the new Zealand Defence force to bring greater effects in operations.

Our deployable ground forces work within a well-defined, integrated and enabled operations model.

we are sought out by our military partners, engaged in communities around the globe, and we are trusted to bring our expertise across the South west Pacific.

functionAllocAtion

strAtegic deliVerABles

AucKlAnd:Special air Service

WAiouru:waiouru training area

mAnAWAtu:1 (nZ) Brigade hQcollective training centre1 Brigade unitsland Operations training centre

Wellington:hQ nZDfhQ Joint forcesJoint Military camp

cAnterBury:traDOc hQtraining schools1 Brigade unitstekapo training area

01 force generAted• we have established an engaged career management framework that takes a more individualised approach.

• we have developed a Personnel Plan aligned to the 4 yrP and DMrr steady state fy 24/25.

• we have optimised the training pipeline to align to the DMrr growth plan and army demand.

• we have retained the core nucleus of knowledge and experience at cPl, Sgt, caPt & MaJ level to meet operational outputs utilising a ‘Just in time’ force generation model.

02 trusted nAtionAl & regionAl PArtner

• we are in the top five of most trusted professions.

• we are sought by other government agencies for our professional skills.

• we have implemented an effective engagement framework that includes regional and international communities.

05 resource mAnAgement enhAnced• we’ve embedded the task group structure with the right equipment available to

support capability brick deployment and sustainment.

• we embrace an evidence-based governance system to support the organisation.

• we’ve established a consistent footprint baseline for our camps beyond 2020 to enable Defence functional services that support nZ army.

03 lAnd effects enhAnced• we proactively assess the future combat environment

as part of Business as usual.

• we critically assess programmed capability delivery.

• we have implemented and introduced a framework to ensure that the right operational capability is available as required.

• we’ve introduced agility in capability management to accept risk with introduction.

• we have an established operational evaluation framework for capability introduction and outputs within the Joint interagency Multinational environment.

04 trusted ProfessionAl

• we have established a framework to reinforce our professional standards.

• we embrace cognitive agility and innovation as a core skill.

• we’ve developed a culture of safety awareness leveraging both the ‘Profession of arms’ and ngati tumatauenga to provide an organisational anchor.

our PeoPleour demographic will better align with Nz population.

our personnel retention will increase.

women in service will increase to

enhAnced comBAt cAPABilitycommunicAtion• network enabled Battalion hQ

and rifle company• network enabled light task

group• Sensor systems• Modernised Special forces

command & control

WeAPonsrePlAced:• 40mm grenade launcher• 5.56mm rifle• pistol• sniper rifle

uPgrAded:• 84mm anti armour weapon• sustained fire machine gun

neW:• anti-material weapon

logistics• MhOv full capability

delivered

neW:• Special Ops vehicles• aircraft refuelling tankers• rhibs tractor trailer

vehicles• garrison and training

support vehicles

success for Army 2020 Will meAn:

20-30%

Top InsTITuTIonal Changes:• career Management

review

• retention

• community engagement framework

• Key leadership engagement

• Operational testing and evaluation

• landworthiness framework

• army future footprint

theMe 03 lAnd effects enhAnced

theMe 04 trusted ProfessionAl

theMe 05 resourcemAnAgement enhAnced

a strong focus on health and Safety is vital in creating an effective army.

army can be relied on to provide ready and relevant military and aid related responses.

we can be consistently relied on for our commitment to achieving wider nZDf priorities.

the army is fit for purpose and able to execute its mission sets.

the army uses it resources wisely and well.

nZ army has the right mix and depth of skilled personnel so that we are always ready to act.

we trust an army that reflects the make-up of the community it serves.

theMe 02 trusted nAtionAl & regionAl PArtner

theMe 01 force generAted

Our army can operate freely in the SwP and nZ communities because they are trusted.

Waypoint to Future 35:Enhanced Combat Capability

ways means ends

year Theme/Phase

2015 2016 2017 2018 2019 2020waypoint to Future 35

Phase One – stabilise Phase Two – Optimise

Force Generated

Maximising our core strength – developing our people capability will be our highest priority

Trusted National & Regional Partner

enhancing our engagement with nZ communities and across the pacific

Land Effects Enhanced

Being more effective in the delivery and generating of war-fighting capabilities

Trusted Professionals Strengthening our operational worthiness

Resource Management Enhanced

future proofing our infrastructure, systems and logistics

Strategic Influences

cOMMunity engageMent

cOMMunity engageMent Ph2

Key leaDer engageMent

lanD wOrthineSS PreliM lanD wOrthineSS Ph 1 lanD wOrthineSS Ph 2

PrO fOruM (awc)

lanD PrO Military eDu

OP teSting anD eval

intrO intO Service

PriOritiSatiOn caP Delivery

arMy future fOOtPrint PreliM arMy future fOOtPrint PreliM Ph 1

rnZalr Strategy

tOee

STrATEGy mAP: Army 2020

Army 2020 Visiongovernment, new Zealanders and our international partners trust and respect us because we:

• provide ready and relevant military and aid-related responses

• are a proactive partner in the South Pacific region

• positively contribute to the wider new Zealand community

• lead and operate effectively within the global environment

• contribute land combat forces within a joint environment, working effectively with other agencies and multinational forces

• seamlessly integrate with the wider nZ Defence force.

NZ Army mISSION to provide world-class operationally focussed land components as part of the joint force that are led, trained and equipped to win.

NZ Army VISIONa world class army with mana.

career ManageMent review

reviSeD arMy recruitMent

reviSe training PiPeline Ph 1 reviSe training PiPeline Ph 2

retentiOn Ph 1 retentiOn Ph 2

a2020 review

unSc Seat

f35 uPDate ex SK15

PrOgraMMe clOSure

arMy 2025 DevelOPMent

ex SK17

gOnZ electiOn

gOnZ electiOn

Defence white PaPer

FRIGaTE SySTEM UPGRadE

Nz LIGhT aRMoUREd vEhICLE UPGRadE

LaNd CoMbaT WEaPoNS

LaNd TRaNSPoRT CaPabILITy PRoGRaMME

CaNTERbURy REMEdIaTIoN (CURRENT – 2019)

LITToRaL WaRFaRE SUPPoRT CaPabILITy (LaTE 2016 – bEyoNd 2020)

NETWoRk ENabLEd aRMy (2016 – bEyoNd 2020)

CoNSoLIdaTEd LoGISTICS PRoGRaMME (2015 – 2018)

dEFENCE WhITE PaPER 2015strategic Initiatives (new)

strategic Initiatives (within resources)

Benefits realisation point

Likely activities

Legend

FUTURE STATE

1. Developing an internal focused job market

2. implemented an instructor excellence framework

3. focused community engagement with the potential for expeditionary effect

4. Deliberate external agency engagement framework implemented

5. consistent and measured approach of future land combat environment

6. Standing entity to conduct user requirement eval and DlOc/OlOc quaility assurance

7. agile, fit for purpose capability introduction

8. Broader use of available skills to deliver soft effects

9. health & safety management system embedded as a cultural shift

10. landworthiness framework embedded for self regulation

11. evidence-based decision making meeting strategic objectives

12. army future footprint established

RESOURCE mAnAgEmEnT EnhAnCEd

Strategic theme focus:

1. Our inability to ensure solutions are fully achieved and embedded is impacting our ability to delivery sustainable improvement

Benefits to be realised:

1. More effective, better prepared force

strategic responses:

1. improve our long-term thinking and forecasting of future infrastructure and support requirements

2. improve our prioritisation, governance and oversight of change initiatives

Key performance indicators:

1. Operational preparedness

2. improved equipment availability and utilisation

3. Support for army initiatives (nZDf)

4. assuredness of funding/priority (nZDf)

5. improved activity planning

TRUSTEd PROFESSIOnAL

Strategic theme focus:

1. inconsistent achievement of professional standards is resulting in avoidable incidents and harm

Benefits to be realised:

1. More confident, resilient and engaged workforce

2. improved safety and well-being of our people

strategic responses:

1. create a more positive, transparent and aligned review capability

2. foster a more accountable and trusting professional culture and associated behaviors

3. Simplify and refresh our ‘Profession of arms’ support infrastructure to make doing the right thing easy

Key performance indicators:

1. improved engagement and attitudes towards nZDf

2. improved organisational resilience

3. improved management of saftey and well-being

4. reduced incidence of avoidable harm

LAnd EFFECTS EnhAnCEd

Strategic theme focus:

1. the current approach to implementing new capabilities is not sufficiently agile, resulting in sub optimal return on investment

Benefits to be realised:

1. increased certainty that the right operational capability will be available when and where its needed

strategic responses:

1. increase responsibility for future capability development across key roles and activities

2. increase capacity around future capability needs by working with and leveraging others

3. Modify governance and management of agreed capability change to better reflect scale and risk

4. Broaden approach to training and developing our people for new capabilities

Key performance indicators:

1. Operational preparedness

2. time to intro into service

3. improved capability delivery process

4. Successful operational testing and evaluation of new capability

TRUSTEd nATIOnAL & REgIOnAL PARTnER

Strategic theme focus:

1. Significant deterioration of nZ’s trust and confidence will threaten our future success

benefits to be realised:

1. enhanced nZDf influence nationally and regionally

2. Better able to attract and retain high calibre, diverse personnel

Strategic responses:

1. create enduring community connections

2. Strengthen SwP engagement

3. enhance interagency partnerships

key performance indicators:

1. improved recruitment diversity

2. improved levels of trust for army pers

3. Maintain levels of national trust

4. increased requests to work with other nZ entities

force generAted

Strategic theme focus:

1. Our current approach to career management and models impedes our ability to grow and retain talent

benefits to be realised:

1. greater depth of skill and experience to meet future challenges

2. Better able to meet and sustain future operational outputs

Strategic responses:

1. create a more flexible and responsive work environment

2. create a more individualised approach to career management

3. Broaden training paradigms to create and keep skills

key performance indicators:

1. increased average length of service

2. enhanced operational readiness

3. increased qualified post holders

CURREnT STATE

1. Organisational focused job market

2. army instructors have limited instructor development

3. Opportunistic approach to community engagement

4. Opportunistic approach to external agency engagement

5. reactive assessment of future combat environment

6. reactive quality assurance of output / capability introduction

7. new capability introduction into service is slow and inflexible

8. focus on military kinetic skill sets

9. reactive h&S response

10. Sub optimal self regulaton framework

11. reactive decision making at strategic level

12. fluctuating army footprint planning

THEmE STrATEGIES: Army 2020 Waypoint to Future 35:Enhanced Combat Capability