UNIFYING THE FORCE FOR NEW ZEALAND

CHIEF OF DEFENCE FORCE LIEUTENANT GENERAL T.J. (TIM) KEATING MNZM UNIFYING THE FORCE FOR NEW ZEALAND

CONTENTS Introduction...3 A Force for New Zealand...3 Leading with Excellence...3 Defining a new NZDF Leadership team structure...7 Next Steps... 12 Appendix 1: NZDF Operating Model... 14 Appendix 2: Leadership structure and the governance framework... 15 Appendix 3: The leadership portfolio structure... 16

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 35. 2. 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 2035. 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

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

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 1 1 25 years 2 1 4 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 1. 3 0 1 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

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

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 1. 30. 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 2015. 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

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 2015. 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

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 2015. 42. 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

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 1954. 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 2015. 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

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

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 2015. 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 2015. 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 2015. 64. 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

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 2015. 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

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

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

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