UNIFYING THE FORCE FOR NEW ZEALAND
|
|
- Marion McCormick
- 5 years ago
- Views:
Transcription
1 CHIEF OF DEFENCE FORCE LIEUTENANT GENERAL T.J. (TIM) KEATING MNZM UNIFYING THE FORCE FOR NEW ZEALAND
2 CONTENTS Introduction...3 A Force for New Zealand...3 Leading with Excellence...3 Defining a new NZDF Leadership team structure...7 Next Steps Appendix 1: NZDF Operating Model Appendix 2: Leadership structure and the governance framework Appendix 3: The leadership portfolio structure... 16
3 INTRODUCTION 1. As part of our collective purpose, you would have read that as an organisation we cannot stand still - we will work smarter and continuously find ways to be better at what we do. In this context I have been thinking about how we can improve how we are organised in the Defence Force Headquarters to ensure effective delivery of the Defence Force Strategy Future To help inform my thinking I have undertaken various reviews and sought advice from within and outside the Defence Force. This advice has enabled me to make some immediate changes and propose others that I will be actively seeking feedback on. This document provides an overview on my approach to how we structure the future Defence Force leadership layer and implement more effective organisational governance. 3. I ll be taking the opportunity to discuss changes with you in the coming months. A FORCE FOR NEW ZEALAND 4. Future 35 outlined three end states: delivery of a Joint Task Force in 2015, Enhanced Combat Capability in 2020, and an Integrated Defence Force in In the medium term we are focused on delivering the 2020 vision of Enhanced Combat Capability. 5. The plan out to 2020 includes new capability that has been prioritised and agreed to as part of our Defence Midpoint Rebalancing Review (DMRR) which has been signed off by Government. To ensure we can achieve the end state of 2020 I have organised the efforts of the Defence Force along five lines of operation: a. Partnering for Greater Effect greater partnering with other agencies and other militaries b. Generating a Sustainable Workforce growing the people we need and better supporting our military families c. Leading with Excellence stronger leadership, better governance, and improved management d. Focused Operational Capabilities implementing the DMRR, investing in smart capability focused on excellence e. Leveraging the joint effect a single plan for the Defence Force: integrating our ways of working. 6. The organisational changes I am outlining in this document are focused on Leading with Excellence. This is a priority as it underpins all the other lines of operations. LEADING WITH EXCELLENCE 7. As part of focusing the Defence Force on Leading with Excellence (stronger leadership, better governance, and improved management) I commissioned a review of our organisational arrangements to ensure they are fit for purpose and able to deliver on Government priorities and Defence Force strategy. 3
4 8. The review drew comparisons with contemporary organisations, other military organisations and best practice models. It recommended changes to our operating model that will enhance our ability to deliver on our obligations to Government and the people of New Zealand. 9. An assessment of current organisational arrangements revealed there are a number of areas we need to focus on, and as you might expect improving governance was high on the list, which is why there has been a focus on developing and implementing a new governance framework for the Defence Force. 10. Equally important was the need for us to reconfigure the Defence Force Headquarters functions to bring about improved accountability and functional coherency. An initial focus on function 11. The review recommended we view our organisation functionally and as an operating model so that opportunities to improve accountability and coherency could be assessed against this functional backdrop. 12. The operating model for the UK Ministry of Defence was used to provide a practical starting point from which to develop our future operating model. While we are aware that we cannot directly replicate this model it was sufficient enough for us to use as a basis for a future NZDF operating model. We have amended it where we thought appropriate. As outlined in Appendix 1, the following six core elements comprise the new NZDF operating model: Acquire this element of the model includes the functions which procure and support equipment for the Defence Force, and systems and commodities needed to deliver and support military capability. This element is about ensuring we acquire the right military capability and co-ordinate those elements of the Defence Force required to bring the capability into service. This includes any urgent operational requirements which may arise. Direct functions which give strategic direction to the Defence Force such as policy, defence strategy development, strategic direction of military operations and contribution to national security. This element is focused on ensuring we have the functions to develop a strategic future, and manage our strategic relationships nationally and internationally. Enable functions which set the corporate framework of policies, rules and standards for defence and providing or procuring the delivery of services. This is about the services that indirectly support others to deliver on the organisation s strategic objectives. For us this covers two areas. The first area is about the areas which provide support services for the whole organisation, such as our shared services (IT, Finance etc.). It also covers those areas which provide common or joint military support. These services will also have the strategic and policy focus for people, development and culture, finance and audit. Generate & Develop functions which build and provide the military capability needed to meet current and future operational demands. For us this means the core elements that are responsible for developing all personnel to a deployable state of readiness and will have a service specific view. Operate functions which provide the defence and military capability on operations and other military tasks. This means for us the areas responsible for the planning and execution of joint or potentially joint, national and multinational operations. Account functions which report on defence activity and spending to the Government, and the central agencies. 4
5 A unifying programme of change 13. In light of the review recommendations, it became clear to me that any change to organisational arrangements needed to be viewed as part of wider interconnected series of change across the NZDF. 14. Programme Kotahitanga (meaning unity ) was established following the review, and its focus in the last quarter of 2014 was the development of future strategic governance and leadership structures. 15. Other related changes that have been managed through Programme Kotahitanga were also put into place late last year. I have established the Office of the Chief of Defence Force, made governance changes and established a new Defence Public Affairs unit. 16. At the end of 2014, I took the opportunity to discuss some important decisions with the Leadership Team in relation to strategic governance and leadership structure, and now I can share with you more detail on these decisions and how they relate to you. Developing a new framework for governance 17. Changes to governance arrangements were recommended to ensure governance decisions are made which are the right decisions, and at the right level. The approach I have taken is to design a governance framework that will ensure we are able to govern strategy, govern mid-term 4 year plans and govern the successful delivery of plans and programmes. 18. Our new governance framework is based on three layers and three strategic viewpoints as outlined in the table below. Appendix 2 outlines how the leadership structure and the new governance framework interrelate. Layer Strategic viewpoint Summary Description years years Focuses on our strategic and leadership direction Focuses on translating strategy and execution Provides leadership, direction and executive focus for NZDF. Governance at this layer is responsible for aligning strategy across the organisation and for creating common objectives so all parts of the organisation support the execution of the strategy. This layer of governance is also responsible for investment and portfolio decisions within delegations. Provides the integration required to ensure that the objectives established at layer 1 are met through: communicating strategies, translating strategies into initiatives, decision-making based on approved delegated authority and performance monitoring. This layer of governance is also responsible for investment and portfolio decisions within delegations allocated from layer years Focuses on delivering Provides the functional level processes and mechanisms to units who are charged with managing and co-ordinating the day-to-day tasks required to deliver core services of specific organisation units. Service management principles underpin this layer of governance, with the objective of identifying, providing and managing services across NZDF. 5
6 Establishing the Board within layer 1 governance 19. I have decided to establish a new board (the Board) to set long term strategy. The Board will be the top level strategic board for NZDF and its membership will include experts from within NZDF as well as from wider NZ and overseas. It will strengthen my role as military advisor and will focus on our long range strategy from 5-25 years. 20. The Board: is the top level strategic advisory board for NZDF is the biggest military strategic brain for defence strengthens my role as military advisor focuses on the mid to long range strategy from 5-25 years includes our professional heads of Service the Service Chiefs - as primary advisors on matters relating to their respective domains. Establishing the Executive Group within layer 1 governance 21. In February 2015, the inaugural Executive Group meeting will be held. The Executive Group replaces the Defence Force Leadership Board (DFLB) which has been operating to date. The Executive Group will provide strong and visible leadership across NZDF, with focus on the short to medium term organisational and operational requirements of NZDF and adopt a 1-4 year strategic viewpoint. The Executive Group is responsible for oversight of NZDF s performance and significant investment decisions, and to agree the medium term plan to deliver against our strategy. 22. The Executive Group will: prioritise and make trade-offs for the Defence Force take the strategic direction and connect it with the short and medium term plan for NZDF - our 1-4 year horizon review our performance against our key performance indicators. Establishing layer 2 and 3 governance forums 23. Work is underway to refine our thinking in relation to new layer 2 governance forums. Further information on these will be provided in the coming weeks. 24. Layer 3 governance is nothing new. As depicted in the diagram in Appendix 2, this layer comprises existing Service leadership teams, domain worthiness authorities, functional management teams, and the committees that exist to govern programmes and projects (not included within the Capability Management Framework). 6
7 DEFINING A NEW NZDF LEADERSHIP TEAM STRUCTURE 25. I have focused on an operating model that strengthens our leadership and brings coherency to the portfolios each of those leaders is accountable for. With this in mind and to further the discussion with my current team, I have settled on a preferred tier two leadership structure. 26. I also need to be able to explain my focus. The Defence Act explicitly outlines the command authority I have as CDF. However I am also responsible for significant capital expenditure and operating investment and lead a 14,000 strong organisation. To do this I have to have functions similar to those of any other large public sector organisation. 27. I am intent on improving our management practices and accountability, and providing development opportunities within NZDF to ensure a pool of talented future leaders are available to develop executive leadership from within and throughout our organisation. 28. Recently I also communicated my expectation in realising the Four Year Plan to deliver a people capability strategy, investment in estate, increased operating funding and significant capability delivery. 29. The future tier two structure (including tier three management positions) is outlined in Appendix 3 and was developed from the operating model in Appendix We all know that a new structure on its own does not deliver a future operating model. It does however provide a solid foundation and new leadership capability to progress further to develop our organisation. 31. Detailed below is a description of the new leadership portfolio structure and accountabilities that will be put into place during The Vice Chief of Defence Force as deputy for CDF, with a focus on military capability and strategy 32. The Vice Chief of Defence Force (VCDF) is required to deputise for me for significant periods of time. VCDF s portfolio is focused on developing future force strategy, providing strategic military intelligence and responsible for managing our strategic relationships, military and all of government. VCDF is the Inspector General for the Defence Force. 33. This more focused portfolio will allow VCDF to better deputise for me, while retaining accountability for functions that directly enable strategic relationships, military intelligence and the development of the future Defence Force. 34. Future Force Development will report directly to VCDF because the function has a distinct contribution to military strategy development, without it needing to be managed as part of the Capability branch. 35. Furthermore, I have initiated a review of the Strategic Commitments and Intelligence (SCI) branch with the intent that the Intelligence function is elevated in line with the 5 Eyes community. The review will result in a proposal that will then be put out for consultation with potentially affected staff. The review will also consider the future organisational design of the SCI branch to ensure it (and the functions within it) aligns to the intent of our new operating model. 7
8 36. For the immediate future I will also retain Special Forces within the VCDF portfolio. While it is more functionally aligned with the operate element of the operating model I need to conclude a study into Command arrangements before determining where this post should be placed in the future. This is expected to be completed in the first quarter of Summary of positions / functions in portfolio A.1 Assistant Chief Strategic Commitments and Intelligence A.2 Assistant Chief Capability A.3 Director Defence Technology Agency A.4 Director Future Force Development A.5 Director Special Operations The Chief of Staff supports CDF as the Chief Executive 37. My Chief of Staff (CoS) will be accountable for the Office of the CDF/CE and Defence Legal Services. CoS will have a more focused role, unencumbered with responsibility for any large functional unit of NZDF, so that I am able to access timely advice to support me as Chief Executive of NZDF. 38. A number of changes will be made to the CoS portfolio to achieve these objectives. These changes include reassigning Office for Strategy Management (OSM) and Public Affairs, and assuming the management of the Defence Legal Services. B.1 Office of Chief of Defence Force B.2 Director Defence Legal Services Summary of positions / functions in portfolio A new Chief Defence Strategy & Governance to drive the alignment of NZDF strategy and performance 39. A new position, the Chief Defence Strategy & Governance (CDSG) has been created. It will be appointed as a military post in the first instance, but may be a civilian position in the future. This position and portfolio will bring about enhanced NZDF strategy development and governance, providing me a single point of accountability for these functions while also enhancing our ability to execute on strategy and meet Government expectations. 40. This function would lead the development of pan-nzdf organisational strategy, planning and performance reporting activities, seeking input and contribution from across NZDF. This portfolio will include functions currently within the Office of Strategy Management and EPO from Capability Branch. The portfolio will also include our governance function. In addition this portfolio would include the recently established Public Affairs unit. 8
9 41. As the new Public Affairs unit is established and implemented, I have also asked that CDSG lead a review of events management functions across the NZDF and consider the potential amalgamation of Single Service Events cells under the leadership of the Public Affairs unit and whether there may be an opportunity to develop a more effective cross-nzdf organisational capability that can better respond and prioritise resources to deliver NZDF s most important events and ceremonies. I expect the review to be completed by May The Assistant Inspector General for the NZDF will report to the CDSG to better integrate and align NZDF performance monitoring and reporting, while VCDF will remain Inspector General for the Defence Force. Summary of positions / functions in portfolio C.1 Deputy Director Strategy and Governance C.2 Deputy Director Strategic Plans C.3 Director Enterprise Portfolio Office C.4 Deputy Director Performance C.5 Director Defence Excellence C.6 Director Public Affairs C.7 Assistant Inspector General (Defence) The Chief Financial Officer portfolio and responsibility will be strengthened 43. The Chief Financial Officer (CFO) portfolio will be extended and strengthened by adding responsibility for NZDF s Property Services function. There are strong commercial and financial synergies to be attained by adding Property Services to the CFO portfolio. 44. The CFO is an executive position with accountability for functions that go beyond financial control. The evolution of our CFO role is similar to the changes in CFO accountabilities across other leading organisations. Alongside their traditional mandate to provide financial analysis and insight, CFOs nowadays have a greater involvement in developing organisational strategy, guiding or leading key business and investment initiatives, and having accountability for corporate functions (such as property) that enable the organisation to achieve its operational outcomes. 45. I would like to consider the option of adding the Knowledge & Information Management function to the CFO portfolio. The Knowledge & Information Management function is currently a separate unit under Chief Operating Officer (COO) and will be a strategically important capability for us in the longer term. It is important however, that any structural change we make achieves the greatest effect and provides the necessary support to the function as a pan-nzdf capability. To this end, I have asked Programme Kotahitanga to review and provide advice on how best to align the function to the leadership structure. 46. I have also asked that the current Risk & Assurance directorate under CFO be reviewed to identify how we could strengthen our focus on these functions (and in particular strategic risk management) and consider how to operate and organise them in the future. There seems to be a trend across Government to separate risk from assurance functions, which I expect the review 9
10 to specifically investigate as an option and make recommendations on. The review will be part of Programme Kotahitanga and the current Director Risk & Assurance will be involved. Summary of positions / functions in portfolio D.1 Deputy Chief Financial Officer D.2 Financial Controller D.3 Director Risk & Assurance D.4 Principal Advisor to the CFO D.5 Director Financial Strategy and Modelling D.6 General Manager Defence Property Group A Chief People Officer leading our key strategic resource people 47. I have established a new civilian leadership position, Chief People Officer (CPO). The CPO portfolio will draw together all the functions that enable us to manage our people as a key strategic resource. This is a key driver in our Four Year Plan. 48. The CPO portfolio will include Defence Personnel Executive, Defence College, Reserve Forces & Youth Development, and Health & Safety. This role and the portfolio has elevated our people function and demonstrates the immediate and long term importance of NZDF s people capability and supports our people past, present and future. 49. In addition this portfolio will include Veteran Affairs NZ (VANZ) to complete the full spectrum of our support for our personnel. The inclusion of VANZ within the CPO portfolio provides for better access to resource that will assist VANZ in delivering changes throughout 2015 and 2016 that will be made as part of the government response to the Law Commission s Review of the War Pensions Act Furthermore, the transition of VANZ from VCDF to CPO better supports the implementation of the new NZDF operating model and specifically the future role of VCDF. 50. The new CPO position will drive the development and execution of NZDF s workforce and organisational development strategies. To this end, I have asked that a review of career management functions that exist within HQNZDF and across Single Services is undertaken in 2015, and my intent is to better integrate them into a single unit under CPO in the future. 51. Once appointed, I expect our CPO will be responsible for further developing the portfolio and its operating model in 2015 to drive better integration across the functions. This may include further changes at the tier 3 and 4 functional level to other leadership portfolios where it makes sense. Of all the portfolios, after forming the VCDF portfolio, this is my next priority. I expect a review of the CPO portfolio and implementation of changes to be completed by the last quarter in Summary of positions / functions in portfolio E.1 General Manager Veterans Affairs New Zealand / Secretary for War Pensions E.2 Commander New Zealand Defence College E.3 Director Health & Safety 10
11 E.4 Director General Reserve Forces & Youth Development E.5 Assistant Chief Personnel A Chief Joint Defence Services would enable the force and deliver joint excellence 52. We know that our long term vision is all about joint excellence and the Joint Enablers Programme has been a catalyst for establishing enabling functions. 53. With this in mind and as we transition from the current COO position and model, I intend to establish the Chief Joint Defence Services (CJDS) position. This position will be accountable for pan-nzdf military enabling functions (such as Communication and Information Systems, Logistics, Health, and the NZDF Military Police). 54. Integrating and enabling support to operations is an important strategic pillar for NZDF. The position provides a centre for current COO functions that are enabling and do not logically align to other executive portfolios. The benefit being that combining the expert services into one accountability area provides co-ordination and consistency of service planning and management. 55. The CJDS position will be appointed as either a military or civilian position, and is separate from the portfolios and functions covered so far. The portfolio will be expanded further as other joint opportunities are identified and consolidated. 56. To support the formation of the CJDS portfolio, I will ask the newly appointed CJDS to develop a service delivery model for the portfolio which will set out how it (and its component functions) will operate as a service provider to the military. All other in-flight reviews of associated functions will consider and incorporate the outputs of this service model review. 57. In addition, I have asked that the Defence Commercial Services unit and the Defence Shared Services unit (both within the Logistics branch) be reviewed to ensure that there is appropriate segregation of duties in place for the services provided by the functions and as they relate to the NZDF operating model and the wider portfolio structure. I would specifically like the review to confirm what services should remain within the Logistics branch, and what if any would be better placed elsewhere in the organisational structure. Summary of positions / functions in portfolio F.1 Chief Information Officer F.2 General Manager Strategic Programmes F.3 Commander Logistics F.4 Director Defence Health F.5 Provost Marshal 11
12 A coherent model for single Services 58. As we further review and reconfigure the structures under each new portfolio, we will also take the opportunity to engage the single Service Chiefs and review their HQ structures to ensure that they also reflect leading with excellence and consider recommendations from the study into Command arrangements that has been referred to earlier in this document. 59. This review will also ensure the command of single Service force elements assigned as part of a joint force is limited to that as prescribed by me as CDF and the Defence Act. Furthering operational command 60. As an extension to the C2 review currently being undertaken by the Commander Joint Forces (COMJFNZ) New Zealand, I have asked whether the COMJNZ portfolio should be extended to include Special Forces. Such change may better enable changes to the VCDF portfolio, while further enhancing operational command doctrine. I expect to confirm any changes in structure to these functions later in Warrant Officer Defence Force 61. The Warrant Officer Defence Force is a direct report to me. The position does not have a portfolio and is an advisor to CDF. NEXT STEPS 62. To ensure we can deliver stronger leadership, better governance and improved management we will implement changes in a progressive and purposeful manner. 63. My first priority is to get layer 1 and 2 governance forums in place. This will occur over the following timeframe: Executive Group first meeting on 2 February Organisational Committee first meeting in February 2015 Output Committee first meeting before the end of March 2015 Board first meeting during the first half of My second priority is to get my leadership team (tier two) in place and the portfolios under each to reflect the new operating model. 65. The reporting line changes outlined in this document will be effective at different times: VCDF, CoS, CDSG, and CFO reporting lines will be effective from 9 February CPO reporting lines will be effective upon the commencement of the new CPO which is expected before the end of April. In the interim, CPO tier 3 positions will remain reporting to their current manager/commander. CJDS reporting lines will be effective upon the commencement of the new CJDS which is expected before the end of May. In the interim, CJDS tier 3 positions will remain reporting to their current manager/commander. CFO will remain acting COO as we transition to the new structure. 12
13 66. My third priority is to support leaders deliver changes to the organisation to implement the new operating model. I intend on establishing a programme office to assist in coordinating the change and providing the resources to executive owners and leaders to enact change. 67. The table below sets out the most important operating model and organisational changes expected in Priority organisational change initiatives Intent Executive Owner Ref para 35. SCI branch review To consider the separation of the Intelligence function from the current SCI branch and reorganise remaining SCI functions to reflect the new operating model Vice Chief of Defence Force Ref para 41. Public Affairs implementation and Events Management review Implement the new Public Affairs structure, and consider the amalgamation of Single Service Events cells under the leadership of the Public Affairs unit Chief Defence Strategy & Governance Ref para 46. Risk & Assurance review Undertake best practice review of Risk and Assurance functions Chief Financial Officer Ref para 50 and 51. CPO and Career Management review Review and configure the CPO tier 3 leadership structure, and establish a fit for future PERS model including a future model for the career management function Chief People Officer Ref para 56. Joint Defence Service Model review Develop a service delivery model for the portfolio Chief Joint Defence Services Ref para 57. Defence Commercial Services and Defence Shared Services review Ensure that there is appropriate segregation of duties in place for the services provided by the functions Chief Joint Defence Services Ref para 58. Single Services HQ review Ensure Service HQ structures reflect leading with excellence and consider recommendations from the study into Joint Command arrangements Vice Chief of Defence Force 68. Following the release of this document relevant staff will receive confirmation outlining the impact to their position as a result of the decisions above (i.e. changes in reporting line). In addition a 90- day plan will be released in the form of a CDF directive to outline and direct immediate changes. T. J. KEATING Lieutenant General Chief of Defence Force 13
14 APPENDIX 1: NZDF OPERATING MODEL Account Defence Capability (Procure and support equipment for the Defence Force) Acquire Proposal Strategic requirement and budget Public Affairs and Relations (Public affairs and relations advice, and interagency/ministerial interests) Strategy, Planning, Risk and Governance (NZDF strategy coordination, strategic risk assessment, output reporting, governance) Defence Force Strategy and Intelligence (Future military force strategy and international relationships) Defence Policy and Planning (Formulate policy advice on meeting current and future military and security needs and interests) Direct Proposal Agreement and budget CDF Proposal Strategic requirement and budget Direction Joint Operational Excellence working better together to deliver capabilities and services that are combat-oriented and relevant Joint Defence Services integrating the key functions of the Defence Force to deliver operational effectiveness People Capability, Development and Culture (People and capability strategy an d policy, people services for all NZDF personnel past, present and future including Regular Forces, Reserve Forces, Cadets, and Veterans) NZDF Force Elements Joint Forces Operational Level of Capability Operations Specific requirements Air Force Navy Army Requirements Expert services for operational excellence (Professional disciplines supporting military activities and operations) People, development and culture (People and capability strategy and policy, organisation development, people services for all NZDF personnel past, present and future including Regular Forces, Reserve Forces, Cadets, and Veterans) Combat / readiness training Taskforces Trained personnel Combat / readiness training Combat / readiness training Force elements Force elements Force elements Services Shared services pan-nzdf (transactional and support services) Finance and assurance (Finance strategy, budgeting, financial performance reporting, trending, financial and efficiency advice) Generate, Develop and Operate Support units Support units Support units Service planning and management (Customer relationship management, account management, business change and service management) Enable Generate & Develop 14
15 APPENDIX 2: LEADERSHIP STRUCTURE AND THE GOVERNANCE FRAMEWORK LAYER 1 LAYER 2 LAYER 3 THE BOARD Chief Of Defence Force Chief of Staff (OCDF) WODF THE LEADERSHIP TEAM Vice Chief Of Defence Force Chief Defence Strategy & Governance Chief Financial Officer (E) (E) (E) Chief People Officer Chief Joint Defence Services Chief of Navy Chief of Army Chief of AirForce Commander Joint Forces DIRECT & ACQUIRE ENABLE GENERATE AND DEVELOP OPERATE THE EXECUTIVE GROUP CAPABILITY MANAGEMENT FRAMEWORK INTEGRATION GOVERNANCE ASSURANCE GOVERNANCE CAPABILITY MANAGEMENT BOARD CAPABILITY STEERING GROUPS ORGANISATION OUTPUTS WORKPLACE SAFETY AUDIT & RISK PROGRAMMES & PROJECTS FUNCTIONAL MANAGEMENT TEAMS NAVY LEADERSHIP BOARD ARMY LEADERSHIP BOARD AIR LEADERSHIP BOARD DOMAIN WORTHINESS AUTHORITIES 15
16 APPENDIX 3: THE LEADERSHIP PORTFOLIO STRUCTURE KEY Function and position under review Current position (change in reporting line) New position Current position (no change) Chief Of Defence Force Vice Chief Of Defence Force Chief of Staff Chief Defence Strategy & Governance Chief Financial Officer Chief People Officer (E) (E) Chief Joint Defence Services (E) Chief of Navy Chief of Army Chief of AirForce Assistant Chief Strategic Commitments & Intelligence Office of the Chief of Defence Force Deputy Director Strategy & Governance Deputy Chief Financial Officer Gen Mgr Veterans Affairs / Secretary For War Pensions Chief Information Officer HQ NAVY HQ ARMY HQ AIR Assistant Chief Capability Director Defence Legal Services Deputy Director Strategic Plans Financial Controller Commander NZ Defence College Gen Mgr Strategic Programmes Director Defence Technology Agency Director Future Force Development Director Enterprise Portfolio Office Deputy Director Performance Director Risk & Assurance Principal Advisor to the CFO Director Health & Safety Director General Reserve Forces & Youth Development Commander Logistics Director Defence Health NAVY ARMY AIR Director Special Operations Director Defence Excellence Director Financial Strategy & Modelling Assistant Chief Personnel Provost Marshal Director Public Affairs Gen Mgr Defence Property Group Assistant Inspector General As CEO As CDF DIRECT & ACQUIRE ENABLE GENERATE AND DEVELOP Commander Joint Forces HQDJIATF Component Commanders OPERATE WODF 16
Project ALEXANDER Industry Briefings
Project ALEXANDER Industry Briefings COL Charles Lott Henry de Salis Andrew Gibbs Chief Logistics Officer Army Project Director Deloitte New Zealand New Zealand Army 1 May 2008 New Zealand Defence Force
More informationMinistry of Defence and New Zealand Defence Force: Further report on the acquisition and introduction into service of Light Armoured Vehicles
Ministry of Defence and New Zealand Defence Force: Further report on the acquisition and introduction into service of Light Armoured Vehicles December 2004 1 This is the report of a performance audit that
More informationFact Sheet: FY2017 National Defense Authorization Act (NDAA) DOD Reform Proposals
Fact Sheet: FY2017 National Defense Authorization Act (NDAA) DOD Reform Proposals Kathleen J. McInnis Analyst in International Security May 25, 2016 Congressional Research Service 7-5700 www.crs.gov R44508
More informationPUBLIC HEALTH REFORM OVERSIGHT GROUP (Paper 1.6)
SITUATION SHARED SERVICES PUBLIC HEALTH PROGRAMME: FUTURE GOVERNANCE AND MAINTAINING MOMENTUM The Shared Services Public Health Programme has been in place since May 2016 and has established good momentum
More informationClinical Advisory Forum DRAFT Terms of Reference
Clinical Advisory Forum DRAFT Terms of Reference 1. Constitution 1.1. The Trust Executive Committee (TEC) hereby resolves to establish a Forum to be known as the Clinical Advisory Forum (the Forum). The
More informationEnglish devolution deals
Report by the Comptroller and Auditor General Department for Communities and Local Government and HM Treasury English devolution deals HC 948 SESSION 2015-16 20 APRIL 2016 4 Key facts English devolution
More informationPublic Health Reform Programme Leadership for Public Health Research & Innovation Commissioning Brief
Paper 4 PHR LPHRI Commissioning Brief Public Health Reform Programme Board 20 th April 2018 Public health reform Strengthening and re-focusing the public health function in Scotland Public Health Reform
More informationDepartment of Defense INSTRUCTION
Department of Defense INSTRUCTION SUBJECT: Distribution Process Owner (DPO) NUMBER 5158.06 July 30, 2007 Incorporating Administrative Change 1, September 11, 2007 USD(AT&L) References: (a) Unified Command
More informationDriving and Supporting Improvement in Primary Care
Driving and Supporting Improvement in Primary Care 2016 2020 www.healthcareimprovementscotland.org Healthcare Improvement Scotland 2016 First published December 2016 The publication is copyright to Healthcare
More informationEXECUTIVE MEDICAL DIRECTOR JOB DESCRIPTION. Medical Education Leads Clinical Directors (professional leadership) Director of Clinical Audit
EXECUTIVE MEDICAL DIRECTOR JOB DESCRIPTION Job Title: Accountable to: Responsible for: Executive Medical Director Chief Executive Director of Research & Development Medical Education Leads Clinical Directors
More informationResponse to recommendations made in the Independent review into Liverpool Community Health NHS Trust
To: The Board For meeting on: 22 March 2018 Agenda item: 8 Report by: Ian Dalton, Chief Executive Officer Report on: Response to recommendations made in the Independent review into Liverpool Community
More informationEXECUTIVE ORDER 12333: UNITED STATES INTELLIGENCE ACTIVITIES
EXECUTIVE ORDER 12333: UNITED STATES INTELLIGENCE ACTIVITIES (Federal Register Vol. 40, No. 235 (December 8, 1981), amended by EO 13284 (2003), EO 13355 (2004), and EO 13470 (2008)) PREAMBLE Timely, accurate,
More informationVanguard Programme: Acute Care Collaboration Value Proposition
Vanguard Programme: Acute Care Collaboration Value Proposition 2015-16 November 2015 Version: 1 30 November 2015 ACC Vanguard: Moorfields Eye Hospital Value Proposition 1 Contents Section Page Section
More informationCommunity Health Partnerships (CHPs) Scheme of Establishment for Glasgow City Community Health and Social Care Partnerships
EMBARGOED UNTIL MEETING Greater Glasgow NHS Board Board Meeting Tuesday 19 th April 2005 Board Paper No. 2005/33 Director of Planning and Community Care Community Health Partnerships (CHPs) Scheme of Establishment
More informationNZNO / DHB PARTNERSHIP AGREEMENT
NZNO / DHB PARTNERSHIP AGREEMENT Objectives of the Partnership The parties recognise the value of working more cooperatively and constructively to achieve the over-arching goal of maintaining and advancing
More informationG55 SOI (2015) the
G55 SOI (2015) the 2015 2018 STatement of intent Published on the New Zealand Defence Force Internet website pursuant to Section 39(1) of the Public Finance Act 1989 contents Foreword by the Minister
More informationCOMPLIANCE WITH THIS PUBLICATION IS MANDATORY
BY ORDER OF THE SECRETARY OF THE AIR FORCE HEADQUARTERS AIR FORCE MISSION DIRECTIVE 1-2 6 MARCH 2018 Special Management UNDER SECRETARY OF THE AIR FORCE COMPLIANCE WITH THIS PUBLICATION IS MANDATORY ACCESSIBILITY:
More informationDOD DIRECTIVE ASSISTANT TO THE SECRETARY OF DEFENSE FOR PUBLIC AFFAIRS (ATSD(PA))
DOD DIRECTIVE 5122.05 ASSISTANT TO THE SECRETARY OF DEFENSE FOR PUBLIC AFFAIRS (ATSD(PA)) Originating Component: Office of the Deputy Chief Management Officer of the Department of Defense Effective: August
More informationPROJECT CHARTER. Primary Care Programme. Health Quality & Safety Commission
PROJECT CHARTER Primary Care Programme Organisation: Health Quality & Safety Commission Date: June 2016 Version: 0.8 Document Purpose The purpose of this internal document is to confirm the principles
More informationDirect Commissioning Assurance Framework. England
Direct Commissioning Assurance Framework England NHS England INFORMATION READER BOX Directorate Medical Operations Patients and Information Nursing Policy Commissioning Development Finance Human Resources
More informationDeveloping a New Strategy for the Visitor Economy
Appendix 1 to Agenda Item 12 Project Documentation PROJECT INITIATION DOCUMENT (PID) Developing a New Strategy for the Visitor Economy Release: Version 1 Date: 4-6-15 Author: Approved by: Jane Hotchkiss
More informationINTEGRATION SCHEME (BODY CORPORATE) BETWEEN WEST DUNBARTONSHIRE COUNCIL AND GREATER GLASGOW HEALTH BOARD
INTEGRATION SCHEME (BODY CORPORATE) BETWEEN WEST DUNBARTONSHIRE COUNCIL AND GREATER GLASGOW HEALTH BOARD This integration scheme is to be used in conjunction with the Public Bodies (Joint Working) (Integration
More informationRequest for Proposals
Request for Proposals November 2017 2018 Primary Care Models of Care Evaluation Research Partnership A joint research initiative funded by the Health Research Council of New Zealand and Ministry of Health.
More informationInternationalization of MSMEs crucial to inclusive growth
Internationalization of MSMEs crucial to inclusive growth ABAC sees the need to support and strengthen trade and investment linkages between MSMEs and big businesses, writes Doris Magsaysay Ho The recently
More informationEducation and Science Committee. 2016/17 Estimates Examination. Vote Business, Science and Innovation. Minister of Science and Innovation
Education and Science Committee 2016/17 Estimates Examination Vote Business, Science and Innovation Minister of Science and Innovation Questions 1-18 June 2016 Callaghan Innovation Question 1 We note the
More informationHPV Health Purchasing Policy 1. Procurement Governance
HPV Health Purchasing Policy 1. Procurement Governance Establishing a governance framework for procurement 25 May 2017 1 Health Purchasing Policy 1. Procurement Governance Health Service Compliance Health
More informationCreative Scotland Scottish Enterprise Creative Industries Partnership Agreement monitoring group. October Background
Creative Scotland Scottish Enterprise Creative Industries Partnership Agreement monitoring group October 2017 Background This report provides an update on the work undertaken in the context of the Partnership
More informationHow do we set national health research priorities for New Zealand?
How do we set national health research priorities for New Zealand? Have your say 1 Summary The Health Research Council of New Zealand (HRC), Ministry of Health, and Ministry of Business, Science and Innovation
More informationReview of Management Arrangements within the Microbiology Division Public Health Wales NHS Trust. Issued: December 2013 Document reference: 653A2013
Review of Management Arrangements within the Microbiology Division Public Health Issued: December 2013 Document reference: 653A2013 Status of report This document has been prepared for the internal use
More information1. NHS Tayside Independent review by Grant Thornton UK on financial governance in NHS Tayside, including endowment funds
Director-General Health & Social Care and Chief Executive NHSScotland Paul Gray T: 0131-244 2790 E: dghsc@gov.scot Jenny Marra MSP Convener Public Audit and Post-Legislative Scrutiny Committee 21 May 2018
More informationMemorandum of Understanding between the Higher Education Authority and Quality and Qualifications Ireland
Memorandum of Understanding between the Higher Education Authority and Quality and Qualifications Ireland 2018-2020 2 Introduction This is the second Memorandum of Understanding (MoU) between the Higher
More informationContents. Foreword, Lianne Dalziel Foreword, Joanna Norris Context 9 Background 12 Roles & Responsibilities Outcomes 18 Goals & Priorities
Contents. Foreword, Lianne Dalziel 5 Foreword, Joanna Norris 6 Context 9 Background 12 Roles & Responsibilities 17 Outcomes 18 Goals & Priorities 22 Action Plan & Summary 27 How Decisions Will Be Made
More information5. Integrated Care Research and Learning
5. Integrated Care Research and Learning 5.1 Introduction In outlining the overall policy underpinning the reform programme, Future Health emphasises important research and learning from the international
More informationJOB DESCRIPTION DIRECTOR OF SCREENING. Author: Dr Quentin Sandifer, Executive Director of Public Health Services and Medical Director
JOB DESCRIPTION DIRECTOR OF SCREENING Author: Dr Quentin Sandifer, Executive Director of Public Health Services and Medical Director Date: 1 November 2017 Version: 0d Purpose and Summary of Document: This
More informationNIGERIAN DEFENCE ACADEMY ACT
NIGERIAN DEFENCE ACADEMY ACT ARRANGEMENT OF SECTIONS 1. Status of the Academy, etc. 2. Mission of the Academy. Objects of the Academy 3. Objects of the Academy. 4. Establishment of the Nigerian Defence
More informationHeadline Goal approved by General Affairs and External Relations Council on 17 May 2004 endorsed by the European Council of 17 and 18 June 2004
Headline Goal 2010 approved by General Affairs and External Relations Council on 17 May 2004 endorsed by the European Council of 17 and 18 June 2004 A. The 2010 Headline Goal 1. The European Union is a
More informationTargeted Regeneration Investment. Guidance for local authorities and delivery partners
Targeted Regeneration Investment Guidance for local authorities and delivery partners 20 October 2017 0 Contents Page Executive Summary 2 Introduction 3 Prosperity for All 5 Programme aims and objectives
More informationMemorandum of Understanding between Screen Scotland Partners
Memorandum of Understanding between Screen Scotland Partners Purpose The purpose of this Memorandum of Understanding (MOU) is to formalise the partnership in which Creative Scotland, Scottish Enterprise,
More informationCLINICAL AND CARE GOVERNANCE STRATEGY
CLINICAL AND CARE GOVERNANCE STRATEGY Clinical and Care Governance is the corporate responsibility for the quality of care Date: April 2016 2020 Next Formal Review: April 2020 Draft version: April 2016
More informationSUBJECT: Army Directive (Implementation of Acquisition Reform Initiatives 1 and 2)
S E C R E T A R Y O F T H E A R M Y W A S H I N G T O N MEMORANDUM FOR SEE DISTRIBUTION SUBJECT: Army Directive 2017-22 (Implementation of Acquisition Reform Initiatives 1 and 2) 1. References. A complete
More informationCOMPLIANCE WITH THIS PUBLICATION IS MANDATORY
BY ORDER OF THE SECRETARY OF THE AIR FORCE AIR FORCE INSTRUCTION 10-301 20 DECEMBER 2017 Operations MANAGING OPERATIONAL UTILIZATION REQUIREMENTS OF THE AIR RESERVE COMPONENT FORCES COMPLIANCE WITH THIS
More informationName Position Telephone First contact
Report to the Minister of Statistics and Land Information: Proposal to Transfer the Open Government Information and Data Programme from Land Information New Zealand to Statistics New Zealand Date: 16 February
More informationDepartment of Defense DIRECTIVE
Department of Defense DIRECTIVE NUMBER 5158.04 July 27, 2007 Incorporating Change 2, July 28, 2017 USD(AT&L) SUBJECT: United States Transportation Command (USTRANSCOM) References: (a) DoD Directive 5158.4,
More informationMaximising the Nursing Contribution to Positive Health Outcomes for the New Zealand Population
PRACTICE POSITION STATEMENT Maximising the Nursing Contribution to Positive Health Outcomes for the New Zealand Population Primary Health Care Nursing The aim of this document is to promote a process which
More informationDepartment of Defense INSTRUCTION
Department of Defense INSTRUCTION NUMBER 5000.55 November 1, 1991 SUBJECT: Reporting Management Information on DoD Military and Civilian Acquisition Personnel and Positions ASD(FM&P)/USD(A) References:
More informationProject Priority Assessment Tool
Guide for using the Project Priority Assessment Tool for potential regional Initiatives or projects in Melbourne East Contents 1. Executive summary... 3 2. Guidance on how to use the Melbourne East Project
More informationDepartment of Defense DIRECTIVE. SUBJECT: DoD Management of Space Professional Development
Department of Defense DIRECTIVE SUBJECT: DoD Management of Space Professional Development References: Enclosure 1 NUMBER 3100.16 January 26, 2009 Incorporating Change 1, May 8, 2017 USD(P) 1. PURPOSE.
More informationCDEM Resilience Fund Information for the CDEM sector [IS 11/16] March 2016 ISBN
CDEM Resilience Fund Information for the CDEM sector [IS 11/16] March 2016 ISBN 978-0-478-43514-6 Published by the Ministry of Civil Defence & Emergency Management This document is not copyright and may
More informationOn 21 November, Ukraine
Reforming Ukraine s Armed Forces while Facing Russia s Aggression: the Triple Five Strategy Stepan Poltorak Four years after Ukraine s Euromaidan Revolution and Russia s subsequent invasion, Minister of
More informationDecision-Making Business Case
Clinical Services Review Decision-Making Business Case Volume 2 September 2017 version 1.4 Clinical Services Review Decision-Making Business Case Volume 2 September 2017 version 1.4 DMBC CONTENTS CONTENTS
More informationCapital & Coast DHB System Level Measures Improvement Plan 2016/17
Capital & Coast DHB System Level Measures Improvement Plan 2016/17 Written by: Astuti Balram, ICC Programme Manager, on behalf of the CCDHB Integrated Care Collaborative (ICC) Alliance Version 4 Released
More informationHealth, Wellbeing and Social Care Policy Briefing
Health, Wellbeing and Social Care Policy Briefing Introduction The policy field of health, wellbeing and social care has been identified as providing a clear example of the clear red water between policies
More informationInternal Audit. Health and Safety Governance. November Report Assessment
November 2015 Report Assessment G G G A G This report has been prepared solely for internal use as part of NHS Lothian s internal audit service. No part of this report should be made available, quoted
More informationRoyal College of Nursing Response to Care Quality Commission s consultation Our Next Phase of Regulation
General Comments Royal College of Nursing Response to Care Quality Commission s consultation Our Next Phase of Regulation As noted in our response last year to the first part of this consultation exercise,
More informationVocational Rehabilitation Needs Assessments Version 3.0 August 2016
Policy Vocational Rehabilitation Needs Assessments Version 3.0 August 2016 Vocational Rehabilitation Needs Assessments Page 1 of 12 Contents Policy... 3 1. Purpose... 3 2. Legislative Reference... 3 3.
More informationCHAPTER 1 REGULATIONS, COMMAND AND ORGANISATION OF MARITIME RESERVE FORCES CONTENTS SECTION 1 - NAVAL AND MARINE RESERVES REGULATIONS
CHAPTER 1 REGULATIONS, COMMAND AND ORGANISATION OF MARITIME RESERVE FORCES CONTENTS SECTION 1 - NAVAL AND MARINE RESERVES REGULATIONS 0101. Regulations 0102. Delegation of Authority under Reserve Forces
More informationArmy 2020 Strategy Outline
Army 2020 Strategy Outline with effect 2015 NZDF STRATEGIC PRIORITIES MINDEF Maintaining momentum in key relationships Organisational Improvements Addressing affordability issues CDF Great partnering with
More informationDepartment of Defense INSTRUCTION. 1. PURPOSE. This Instruction, issued under the authority of DoD Directive (DoDD) 5144.
Department of Defense INSTRUCTION NUMBER 8410.02 December 19, 2008 ASD(NII)/DoD CIO SUBJECT: NetOps for the Global Information Grid (GIG) References: See Enclosure 1 1. PURPOSE. This Instruction, issued
More informationThe Changing Face of United Nations Peacekeeping
The Changing Face of United Nations Peacekeeping Colonel Colm DOYLE, Ireland, UN Department of Peace Keeping Operations (DPKO) United Nations peacekeeping has come a long way since I first went overseas
More information1. How is the HRC working with MBIE and the Ministry of Health to set national priorities for health research?
Frequently Asked Questions 1. How is the HRC working with MBIE and the Ministry of Health to set national priorities for health research? The Ministry of Business, Innovation and Employment (MBIE), the
More informationResearch Policy. Date of first issue: Version: 1.0 Date of version issue: 5 th January 2012
Research Policy Author: Caroline Mozley Owner: Sue Holden Publisher: Caroline Mozley Date of first issue: Version: 1.0 Date of version issue: 5 th January 2012 Approved by: Executive Board Date approved:
More informationDISTRICT HEALTH BOARDS QUALITY AND LEADERSHIP PROGRAMME FOR MIDWIVES COVERED BY THE MERAS AND NZNO EMPLOYMENT AGREEMENTS
DISTRICT HEALTH BOARDS QUALITY AND LEADERSHIP PROGRAMME FOR MIDWIVES COVERED BY THE MERAS AND NZNO EMPLOYMENT AGREEMENTS AGREED FEBRUARY 2015 REVISION - DHB MIDWIFERY LEADERS, MERAS, NZNO AND NZCOM 1 1
More informationNational Incident Management System (NIMS) & the Incident Command System (ICS)
CITY OF LEWES EMERGENCY OPERATIONS PLAN ANNEX D National Incident Management System (NIMS) & the Incident Command System (ICS) On February 28, 2003, President Bush issued Homeland Security Presidential
More informationDepartment of Defense DIRECTIVE
Department of Defense DIRECTIVE NUMBER 5160.41E August 21, 2015 USD(P&R) SUBJECT: Defense Language, Regional Expertise, and Culture Program (DLRECP) References: See Enclosure 1 1. PURPOSE. This directive:
More informationDefense Health Agency PROCEDURAL INSTRUCTION
Defense Health Agency PROCEDURAL INSTRUCTION NUMBER 6025.08 Healthcare Operations/Pharmacy SUBJECT: Pharmacy Enterprise Activity (EA) References: See Enclosure 1. 1. PURPOSE. This Defense Health Agency-Procedural
More informationDOD INVENTORY OF CONTRACTED SERVICES. Actions Needed to Help Ensure Inventory Data Are Complete and Accurate
United States Government Accountability Office Report to Congressional Committees November 2015 DOD INVENTORY OF CONTRACTED SERVICES Actions Needed to Help Ensure Inventory Data Are Complete and Accurate
More informationSTATEMENT OF MRS. ELLEN P. EMBREY ACTING ASSISTANT SECRETARY OF DEFENSE FOR HEALTH AFFAIRS BEFORE THE HOUSE ARMED SERVICES COMMITTEE
STATEMENT OF MRS. ELLEN P. EMBREY ACTING ASSISTANT SECRETARY OF DEFENSE FOR HEALTH AFFAIRS BEFORE THE HOUSE ARMED SERVICES COMMITTEE MILITARY PERSONNEL SUBCOMMITTEE THE MILITARY HEALTH SYSTEM: HEALTH AFFAIRS/TRICARE
More informationSix-Monthly Performance Report to Ministers
LABOUR, SCIENCE, AND ENTERPRISE GROUP IN CONFIDENCE Six-Monthly Performance Report to Ministers Vote: Business, Science and Innovation Portfolio: Science and Innovation June 2016 CONTENTS 1. Ministerial
More informationEducation in Shifting the Balance
Item 07 Council 1 February 2018 Education in Shifting the Balance Purpose of paper Status Action Corporate Strategy 2016-19 Business Plan 2018 This paper sets out a proposed consultation on the education
More informationCAPACITIES WORK PROGRAMME PART 3. (European Commission C (2011) 5023 of 19 July 2011) REGIONS OF KNOWLEDGE
WORK PROGRAMME 2012-2013 CAPACITIES PART 3 REGIONS OF KNOWLEDGE (European Commission C (2011) 5023 of 19 July 2011) Capacities Work Programme: Regions of Knowledge The work programme presented here provides
More informationSpecialised Commissioning Oversight Group. Terms of Reference
Specialised Commissioning Oversight Group Terms of Reference Specialised commissioning oversight group terms of reference 1 1.1 Purpose NHS England is responsible for commissioning specialised services
More informationDEPARTMENT OF THE AIR FORCE HEADQUARTERS UNITED STATES AIR FORCE WASHINGTON, DC
DEPARTMENT OF THE AIR FORCE HEADQUARTERS UNITED STATES AIR FORCE WASHINGTON, DC MEMORANDUM FOR DISTRIBUTION C MAJCOMs/FOAs/DRUs FROM: SAF/IE 1665 Air Force Pentagon Washington DC 20330-1665 SUBJECT: Air
More informationReleased under the Official Information Act 1982
New Zealand s Military Contributions to the Defeat-ISIS Coalition in Iraq Summary Points (Points in RED have NOT been released publicly) Scope: The Defeat-ISIS coalition is a general, not specific, frame
More informationDepartment of Defense DIRECTIVE
Department of Defense DIRECTIVE NUMBER 5101.02E January 25, 2013 DA&M SUBJECT: DoD Executive Agent (EA) for Space References: See Enclosure 1 1. PURPOSE. This Directive: a. Reissues DoD Directive (DoDD)
More informationBay of Plenty Local Authority Shared Services (BoPLASS) Limited's Statement of Intent 2016/17
File Reference: 2.00099 Significance of Decision: Receives Only - No Decisions Report To: Regional Council Meeting Date: 25 August 2016 Report From: Mat Taylor, General Manager, Corporate Performance Bay
More informationNHS England (Wessex) Clinical Senate and Strategic Networks. Accountability and Governance Arrangements
NHS England (Wessex) Clinical Senate and Strategic Networks Accountability and Governance Arrangements Version 6.0 Document Location: This document is only valid on the day it was printed. Location/Path
More informationDelegations will find attached document EEAS 02246/8/14 REV 8.
Council of the European Union Brussels, 23 February 2015 6432/15 CSDP/PSDC 94 COVER NOTE from: to: Subject: European External Action Service European Union Military Committee EU Concept for Military Planning
More informationDepartment of Defense DIRECTIVE
Department of Defense DIRECTIVE NUMBER 5105.72 April 26, 2016 DCMO SUBJECT: Defense Technology Security Administration (DTSA) References: See Enclosure 1 1. PURPOSE. This directive reissues DoD Directive
More informationTAMESIDE & GLOSSOP SYSTEM WIDE SELF CARE PROGRAMME
Report to: HEALTH AND WELLBEING BOARD Date: 8 March 2018 Executive Member / Reporting Officer: Subject: Report Summary: Recommendations: Links to Health and Wellbeing Strategy: Policy Implications: Chris
More informationRegulating OME Safety in UK Defence
Presentation to the PARARI 2017 UNSW Canberra 21 November 2017 Regulating OME Safety in UK Defence Bob MacNaught BSc CEng MIET FIExpE MAPM Defence Ordnance, Munitions and Explosives Safety Regulator /
More informationCareer Development Fellowships 2018 Guidelines for Applicants. Applications close 12 noon 05 April 2018
Career Development Fellowships 2018 Guidelines for Applicants Applications close 12 noon 05 April 2018 Contents Definitions 3 Overview 4 Career Development Fellowship (CDF) 5 Eligibility 7 Assessment of
More informationRef: (a) MROC Decision Memorandum dtd 18 Apr 2013 (b) SECNAV M Encl: (1) Role of Performance Management and MCSHA in PPBE
DEPARTMENT OF THE NAVY HEADQUARTERS UNITED STATES MARINE CORPS 3000 MARINE CORPS PENTAGON WASHINGTON, DC 20350-3000 MCO 5230.23 R PA&E MARINE CORPS ORDER 5230.23 From: Commandant of the Marine Corps To:
More informationNZDF 2013/14 OUTPUT PLAN TABLE OF CONTENTS
NZDF 2013/14 OUTPUT PLAN TABLE OF CONTENTS Subject Table of Contents Introduction Page (ii) (v) NZDF OUTPUT PLAN Summary of Outputs (with costs) to be Delivered OP - 1 Purpose and Scope OP - 3 Powers and
More informationSTRENGTHENING RECERTIFICATION FOR VOCATIONALLY-REGISTERED DOCTORS IN NEW ZEALAND A DISCUSSION DOCUMENT
STRENGTHENING RECERTIFICATION FOR VOCATIONALLY-REGISTERED DOCTORS IN NEW ZEALAND A DISCUSSION DOCUMENT September 2018 1 Contents Introduction... 3 What is recertification?... 3 Recertification in New Zealand...
More informationBIRMINGHAM CITY COUNCIL
BIRMINGHAM CITY COUNCIL PUBLIC REPORT Report to: CABINET Report of: Strategic Director for People Date of Decision: 28 th June 2016 SUBJECT: STRATEGY AND PROCUREMENT PROCESS FOR THE PROVISION OF EARLY
More information- the proposed development process for Community Health Partnerships. - arrangements to begin to establish a Service Redesign Committee
Greater Glasgow NHS Board Board Meeting Tuesday 20 th May 2003 Board Paper No. 2003/33 DIRECTOR OF PLANNING AND COMMUNITY CARE CHIEF EXECUTIVE WHITE PAPER PARTNERSHIP FOR CARE Recommendation: The NHS Board
More informationUnsolicited proposals. Guidelines for submission and assessment
Unsolicited proposals Guidelines for submission and assessment Mayor s message... 6 1 Introduction... 7 1.1 Purpose and scope of this guide... 7 1.2 Applicability... 7 1.3 References... 8 2 Guiding principles...
More informationQuarterly Report. Report for period 1 July 2011 to 31 December February 2012
Quarterly Report Report for period 1 July 2011 to 31 December 2011 28 February 2012 1 Kete Pacific Grant Fund Quarterly Report 28 February 2012 Overview The New Zealand Government is driving significant
More informationS E C R E T A R Y O F T H E A R M Y W A S H I N G T O N
S E C R E T A R Y O F T H E A R M Y W A S H I N G T O N MEMORANDUM FOR SEE DISTRIBUTION SUBJECT: Army Directive 2015-42 (Army Contingency Basing Policy) 1. References. A complete list of references is
More informationTHE DEFENSE PLANNING SYSTEMS AND THEIR IMPLICATIONS
Journal of Defense Resources Management No. 1 (1) / 2010 THE DEFENSE PLANNING SYSTEMS AND THEIR IMPLICATIONS Laszlo STICZ Hungary, Ministry of Defense, Development & Logistics Agency Abstract: Defense
More informationPOSITION DESCRIPTION
POSITION DESCRIPTION MENTAL HEALTH & ADDICTIONS Mental Health First Aid: Program Coordinator This position is not considered a children s worker under the Vulnerable Children Act 2014 Position Holder's
More informationPrime Minister s Scholarships. Programme Guide for: Coach Scholarships (Individual & Group)
Prime Minister s Scholarships Programme Guide for: Coach Scholarships (Individual & Group) UPDATED OCTOBER 2017 1. INTRODUCTION... 3 2. BACKGROUND... 3 2.1. HPSNZ Vision... 3 2.2. HPSNZ Mission... 3 2.3.
More informationEPSRC Monitoring and Evaluation Framework for the portfolio of Centres for Doctoral Training (CDT s) Updated January 2011
EPSRC Monitoring and Evaluation Framework for the portfolio of Centres for Doctoral Training (CDT s) Updated January 2011 Updated version January 2011 1 Introduction: This document provides a basic framework
More informationAccountability Framework and Organizational Requirements
Ministry of Health and Long-Term Care Accountability Framework and Organizational Requirements Consultation Document Population and Public Health Division May 2017 Ministry of Health and Long-Term Care
More informationUKRI Strength in Places (SIPF) Programme Overview
UKRI Strength in Places (SIPF) Programme Overview Contents: Executive Summary Purpose Objectives of the Fund Part 1: Guidance on preparing a bid o Who can apply to SIPF? o What constitutes a place or an
More informationDOD DIRECTIVE DEFENSE INSTITUTION BUILDING (DIB)
DOD DIRECTIVE 5205.82 DEFENSE INSTITUTION BUILDING (DIB) Originating Component: Office of the Under Secretary of Defense for Policy Effective: January 27, 2016 Change 1 Effective: May 4, 2017 Releasability:
More informationDepartment of Defense DIRECTIVE
Department of Defense DIRECTIVE SUBJECT: Defense Media Activity (DMA) NUMBER 5105.74 December 18, 2007 Incorporating Change 1, August 29, 2017 DA&M DCMO References: (a) Title 10, United States Code (b)
More informationDepartment of Defense INSTRUCTION
Department of Defense INSTRUCTION NUMBER 8320.02 August 5, 2013 DoD CIO SUBJECT: Sharing Data, Information, and Information Technology (IT) Services in the Department of Defense References: See Enclosure
More informationLast Revised February 2018
PHCoE Strategic Plan Last Revised February 2018 Table of Contents History of PHCoE... 3 Executive Summary... 4 PHCoE Mission and Vision... 5 Mission... 5 Vision... 5 PHCoE Strategic Drivers... 6 Military
More informationDepartment of Defense DIRECTIVE
Department of Defense DIRECTIVE NUMBER 5240.02 March 17, 2015 USD(I) SUBJECT: Counterintelligence (CI) References: See Enclosure 1 1. PURPOSE. This directive: a. Reissues DoD Directive (DoDD) O-5240.02
More information