Army 2020 Strategy Outline

Transcription

1 Army 2020 Strategy Outline with effect 2015

2 NZDF STRATEGIC PRIORITIES MINDEF Maintaining momentum in key relationships Organisational Improvements Addressing affordability issues CDF 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 CN 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 CA Trusted national and regional partner Land effects Force generated Trusted professionals Resource management CAF Strengthen relationships and partnerships Operationalising our capabilities to the best effects Recruit, grow and sustain a professional Air Force Developing leader-managers Optimise resources COMJFNZ Enact the SWP campaign plan Prepare, deploy, command and support assigned ops Direct collective and joint training efforts Lead the development of joint warfighters Redesign HQ, JFNZ C2 Prepare NZDF for SK15

3 THE NZ ARMY current state Army 2015 our Vision and mission Our 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. 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 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 international exercise 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 departments EXERCISE 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) on the land personnel combat force platoon < 50 light infantry company up to Battalion HUMANITARIAN force HUMANITARIAN ASSISTANCE & DISASTER RELIEF EC1 - domestic response < 260 < 800 < 260 < 100 creating a joint effect The 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. functional location manawatu: 1 (NZ) Brigade HQ Collective Training Centre 1 Brigade units Land Operations Training Centre WAIOURU: TRADOC HQ Army Schools Waiouru Training Area canterbury: 1 Brigade units Tekapo Training Area Auckland: Special Air Services wellington: HQ NZDF HQ Joint Forces Joint Military Camp our outputs prepare All 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. project Operations contributing to New Zealand s security, stability and interests. Respond to events that impact safety and wellbeing in our region. our people 4522 Regular forces European Maori Pacific Islander No ethinicity declared Asian Other protect Operations to protect New Zealand and New Zealanders. Support foreign policy objectives that strengthen security and avert conflict. inform Provision of advice and military intelligence services to government to support decision making for the defence and security of New Zealand % of the NZ Army is female. 69 % % 444 Reserve forces 7 % Civilians

4 THE NZ ARMY future state Army 2020 STRATEGIC DELIVERABLES success for army 2020 will mean: 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. 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. 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. 03 land effects 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. 05 resource management 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. joint effect As a sustainable, professional force for New Zealand, we bring 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. our people Our demographic will better align with NZ population. Our personnel retention will increase. Women in service will increase to combat capability WEAPONS 20-30% replaced: 40mm grenade launcher 5.56mm rifle pistol sniper rifle upgraded: 84mm anti armour weapon sustained fire machine gun new: anti-material weapon functional location manawatu: 1 (NZ) Brigade HQ Collective Training Centre 1 Brigade Units Land Operations Training Centre communication Network enabled Battalion HQ and rifle company Network enabled light task group Sensor systems Modernised Special Forces command & control WAIOURU: Waiouru Training Area canterbury: TRADOC HQ Training schools 1 Brigade Units Tekapo Training Area Auckland: Special Air Service wellington: HQ NZDF HQ Joint Forces Joint Military Camp logistics MHOV full capability delivered new: Special Ops vehicles Aircraft refuelling tankers Rhibs tractor trailer vehicles Garrison and training support vehicles

5 Top Institutional Changes: Career Management Review Retention Community Engagement Framework Key Leadership Engagement Operational Testing and Evaluation Landworthiness Framework Army Future Footprint A strong focus on Health and Safety is vital in creating an effective Army. theme 04 trusted professional 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 Our army can operate freely in the SWP and NZ communities because they are trusted. theme 01 Force Generated theme 05 resource management 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. theme 03 land effects The Army is fit for purpose and able to execute its mission sets. The Army uses it resources wisely and well.

6 STRATEGY MAP: ARMY 2020 Waypoint to Future 35: Enhanced Combat Capability Army 2020 Vision Government, 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 ways means ends Year Theme/Phase Force Generated Trusted National & Regional Partner Land Effects Enhanced A2020 review CAREER MANAGEMENT REVIEW REVISED ARMY RECRUITMENT COMMUNITY ENGAGEMENT Op testing and eval prioritisation cap delivery Phase One Stabilise REVISE TRAINING PIPELINE PH 1 REVISE TRAINING PIPELINE PH 2 RETENTION PH 1 retention PH 2 COMMUNITY ENGAGEMENT PH2 KEY LEADER ENGAGEMENT intro into service Phase Two Optimise Waypoint to Future 35 Maximising our core strength developing our people capability will be our highest priority Enhancing our engagement with NZ communities and across the pacific Being more effective in the delivery and generating of war-fighting capabilities seamlessly integrate with the wider NZ Defence Force. Trusted Professionals land worthiness prelim land worthiness ph 1 land worthiness ph 2 pro forum (awc) Strengthening our operational worthiness 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. Resource Management Enhanced land pro military edu army future footprint prelim toee rnzalr strategy army future footprint prelim ph 1 Future proofing our infrastructure, systems and logistics NZ ARMY VISION A world class Army with mana. Frigate System Upgrade nz light armoured vehicle upgrade land combat weapons land transport capability programme Strategic Influences canterbury remediation (current 2019) littoral warfare support capability (late 2016 beyond 2020) legend Strategic Initiatives (New) Strategic Initiatives (within resources) Benefits realisation point Likely activities consolidated logistics programme ( ) defence white paper 2015 network enabled army (2016 beyond 2020) UNSC seat F35 update ex sk15 GONZ election EX sk17 programme closure army 2025 development GONZ election defence white paper

7 THEME STRATEGIES: ARMY 2020 Waypoint to Future 35: Enhanced Combat Capability 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 force generated 1. Our current approach to career management and models impedes our ability to grow and retain talent 1. Greater depth of skill and experience to meet future challenges 2. Better able to meet and sustain future operational outputs 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 1. Increased average length of service 2. Enhanced operational readiness 3. Increased qualified post holders TRUSTED NATIONAL & REGIONAL PARTNER 1. Significant deterioration of NZ s trust and confidence will threaten our future success 1. Enhanced NZDF influence nationally and regionally 2. Better able to attract and retain high calibre, diverse personnel 1. Create enduring community connections 2. Strengthen SWP engagement 3. Enhance interagency partnerships 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 LAND EFFECTS ENHANCED 1. The current approach to implementing new capabilities is not sufficiently agile, resulting in sub optimal return on investment 1. Increased certainty that the right operational capability will be available when and where its needed 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 1. Operational preparedness 2. Time to intro into service 3. Improved capability delivery process 4. Successful operational testing and evaluation of new capability TRUSTED PROFESSIONAL 1. Inconsistent achievement of professional standards is resulting in avoidable incidents and harm 1. More confident, resilient and engaged workforce 2. Improved safety and wellbeing of our people 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 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 RESOURCE management 1. Our inability to ensure solutions are fully achieved and embedded is impacting our ability to delivery sustainable improvement 1. More effective, better prepared force 1. Improve our long-term thinking and forecasting of future infrastructure and support requirements 2. Improve our prioritisation, governance and oversight of change initiatives 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 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