NZDF Governance Committees – Terms of Reference
Outputs Committee
The purpose or main focus of the Outputs Committee is on what the Government requires the NZDF to deliver within Outputs 1-5:
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Performance monitoring, oversight, and provide direction on behalf of CDF on New Zealand Defence Force’s (NZDF’s) delivery of outputs in-year In-Year means current financial year. And the medium term (four-year time horizon).
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Performance monitoring, oversight, and providing direction to meet NZDF’s military and security-based output (Outputs 1 – 5) deliverables and goals.
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Monitor the impact of strategic initiatives on the delivery of Outputs 1 – 5 and assess the performance achieved against outputs included in the Four Year Plan and Annual Plan.
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Enhance the effectiveness and efficiency of decision making at the strategic level of the NZDF.
The key responsibilities of the Outputs Committee are to:
Reference: CDF Directive xx/2022 (NZDF GOVERNANCE, COMMITTEE CHAIR DECISION
MAKING DELEGATION)
Provide EXCO with regular reports about Outputs decisions and business outcomes (particularly reallocation/redistribution of resources).
Approve:
Provide oversight and
monitor the alignment of NZDF functions and activities to deliver Outputs 1 – 5 successfully.
Provide oversight and
monitor the impact of strategic initiatives on the delivery of Outputs 1 – 5.
The reallocation/redistribution of approved and budgeted funds between appropriate
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Assess the performance achieved against outputs included in the Four Year Plan and the Annual Plan meet NZDF outputs and delivery outcome
projects and programmes.
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goals
.
Endorse:
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Monitor risks, and
provide direction on mitigations or remedial action required to address performance gaps.
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Provide direction and
make decisions on reallocating resources to meet agreed output obligations, and they are delivered as planned.
New multi-year personnel costs to support enduring new and current initiatives.
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Amendments to DFO 1.
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Draft and
endorse the Annual Output Plan, including in-year amendments.
Assess if the performance achieved meets NZDF outputs and delivery outcome goals for Outputs 1 – 5.
Review the OPRES Report each quarter to ensure the organisation is achieving the desired outputs.
Provide CDF with the approved OPRES report.
Provide advice to the NZDF Board on the development and implementation of strategy in the longer term concerning the delivery of outputs.
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Provide recommendations to the Executive Committee on Output Specification Levels (Readiness).
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Task the Inspector Generals to conduct ad hoc operational evaluations of readiness performance and the IG work programme.
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Monitor and
provide oversight of engagement with other agencies.
Provide a “check and balance” for change initiatives against their impact on output delivery, including flow to/from CMS.
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Provide oversight and direction about the linkages between direct Outputs and CAPBR delivery to ensure sequencing of introduction into service is
aligned.
Provide an independent perspective to decision making, putting the interests of NZDF ahead of their interests.
Use the NZDF Risk Framework to help align decision making.
Utilise the NZDF Governance Toolkit is a resource to support both presenters and members.
Agenda Items
Business Rules:
Membership List
Schedule Meetings, Draft Agenda & Meeting
The quorum is the Chair or deputy Chair, and half the listed members.
Minutes in conjunction with the Chair.
Meetings are held quarterly (OPRES), plus 3 (maximum) dependant on requirements
Vice Chief of Defence Force;
Call for papers and consult with presenters.
(Outputs/Capability Plan).
Chief of Navy;
A member must advise NZDF Governance of a pending apology.
Chief of Army;
Agenda and papers will be published to members
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five working days before the meeting.
A member may only be excused from a meeting and replaced by a nominated alternate
Chief of Air Force;
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with the Chair's approval.
Commander of Joint Forces New Zealand;
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Future items for EXCO are to be submitted to
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NZDF Governance Team for consultation, then
Papers are to be submitted to the NZDF Governance Team with approval from the
Chief Joint Defence Service;
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Sponsor; submissions must include a completed cover sheet a minimum of eight working
added to the forward work plan.
Chief Financial Officer;
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days before the meeting.
Assistant Chief Strategic Commitments and Engagement;
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The committee should review the forward work
Papers are to be a maximum of five pages, clearly stating; purpose, clear decision points,
plan at each meeting.
Assistant Chief Defence Human Resources;
and answer 'what, so what, now what' to support decision making. Project artefacts are
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Director Capability Portfolio Planning;
Back briefs should be provided from other
to conform with change management framework methodology. Additional supporting
relevant committees when requested.
documents can be made available via links. Acceptance of late papers is at the discretion
Chief Information Officer.
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Action and Decision recording
of the Chair.
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Non-members can be invited as a relevant specialist or speaker to a specific item/paper at the
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A post-meeting matrix with actions & decisions
Will consult a draft of the minutes with presenting members then passed to the Chair for
Chair's discretion.
will be sent to owners and members in a timely
review before publishing in the next meeting pack for approval.
fashion.
Must undertake consultation with all stakeholders, conduct a risk assessment before
submitting papers, and be included in the cover sheet.
Governance Support
If out of session endorsement is required, distribute papers with precise response
Induction material collated and provided to all new
requirements and timeline, and publish outcomes to all members.
members of EXCO on appointment.
An annual review
of the Terms of Reference, performance and membership.
Version: v2.0 March 2022
RELEASED UNDER THE OFFICIAL INFORMATION ACT 1982
Members must commit sufficient time to prepare for meetings, attend and follow up on
actions delegated.
RELEASED UNDER THE OFFICIAL INFORMATION ACT 1982
