Department of Defence Annual Report 2008-2009

| Department of Defence |
be completed in 2009. These interventions have
taken place to assist in rejuvenating the Reserves.
Information Technology (IT)
The DOD is working with the National Treasury on
an Integrated Financial Management System (IFMS).
Where possible, the DOD has made enhancements to
increase compliance with the regulatory framework,
until the National Treasury’s implementation of
the Integrated Financial Management System takes
place.
Sound progress made in achieving most of these
guidelines is visible in the performance reports of
the Services and Divisions contained in Chapters 2
to 9.
STRATEGIC FOCUS
As directed by the Government‘s imperatives,
the DOD in giving substance to its constitutional
obligations focused on the following activities
during the year under review:
• Enhancing and maintaining the capabilities of
the SANDF.
• Promoting regional security through, among
others, participation in peace missions and
defence foreign relations.
• Supporting the Government’s diplomatic
drive through participation in multinational
organisations.
• Systematically reducing the SANDF’s routine
internal deployments, to realise the complete
withdrawal by April 2009. As per Cabinet
instruction, the Minister has ensured that the
SANDF’s routine internal deployments are
gradually reduced, but has maintained sufcient
internal deployment capability to respond to the
security requirements for international events
like the 2009 Soccer Confederations Cup and
the 2010 FIFA Soccer World Cup.
DEFENCE STRATEGIC OBJECTIVES
The following strategic objectives, identied as being
critical to the achievement of the DOD’s mission,
were incorporated into strategic business plans at all
levels:
• The execution of defence commitments as
ordered and funded by Government.
• The provision of contingency-ready and costeffective
defence capabilities as specied by
approved policy.
• Sound management of the Department.
• The administration of the DOD within the
prescripts of the law, the regulatory framework
and Government policy.
• The assurance of sustainability, the continuous
improvement of output quality and the
reduction of the cost of DOD processes, as
well as the accounting thereof.
• The assurance of the continuous quality
improvement of people in the DOD.
• The assurance of quality command and
management information in the DOD.
• The assurance of continuous quality
improvement of the DOD’s equipment and
facilities.
Progress with these objectives is visible in the
performance reports contained in Chapters 2 to 10.
DEFENCE OUTPUT
The output provided by the DOD to Government
are as follows:
• Defence commitments, which include
ø operations that are ongoing in nature, and
for which plans and nancial provision can
be made in advance;
ø operations that must be executed during
the year and, if unforeseen, for which no
provision has been made; and
ø joint and multinational exercises required
to prepare forces for operations.
• Landward defence capabilities
• Air defence capabilities
• Maritime defence capabilities
• Military health capabilities
• Defence diplomacy, which includes:
ø the deployment of defence attachés;
ø the servicing of defence-related Memoranda
of Understanding (MOUs); and
ø participation in the defence structures of
the UN, and the AU.
• The servicing of international agreements,
which include:
ø search-and-rescue operations; and
ø hydrographical services
• The provision of defence-related policy advice
and ministerial services
• Cryptographic security services for Government
departments
• The National Codication Bureau
The DOD’s performance in achieving these
objectives is detailed in Chapters 2 to 10 of this
| Strategic Profile and Defence Objectives |
3 Annual Report FY 2008 - 2009