Department of Defence Annual Report 2008-2009

| Department of Defence |
Output
Closing Down
capability
Performance
Measure
The degree to
which closingdown
audits are
conducted/
completed
Annual Target
Closed down
200 units/
Headquarters
(HQs) that are
no longer serving
their purpose
Actual Target
Achievement
Conducted 57 closing
down audits with 27 FSEs
closed down
Measures were put in
place during the Third
Quarter of the FY 08/09
to ensure effective audit
reporting.
Reason(s) for
Over/Under
Achievement
Partially Achieved
due to extended
process to staff
Identied
candidates in
vacant auditors
posts
Effect of Programme/Subprogramme Output Achievement on ENE Vote 19 Purpose, Objectives and
Measures.
The Subprogramme: Inspection Services successfully executed its objectives of providing an independent,
objective assurance and consulting service designed to add value and improve the DOD’s operations.
SUBPROGRAMME: CORPORATE STAFF
OFFICE
Overview
The Corporate Staff Ofce ensured that a sound
and centralised staff capability was provided to the
C SANDF.
New management responsibilities delegated to
Corporate Staff Ofce included the performance
management of the Reserve Force Council,
command and control of the supporting services
provided by the DOD HQ Unit and the management
of the Specialist Advisory Team deployed to assist
in capacity-building of the DRC Defence Force.
The Chief of Corporate Staff ’s involvement in 13
bilateral and multilateral agreements of Defence
Committee meetings had a direct impact on the
image of the DOD, specically the SANDF.
The Specialist Advisory Team (Team BULISA),
assisting with capacity-building in the DRC Defence
Force, has made signicant progress since their
deployment in April 2008. The Team established
co-operation and trust to such an extent, that
the Congolese Armed Forces’ Chief of General
Staff accepted the SANDF model as the frame
of reference for planning. Various workgroups
were established and good progress was made in
the development of operations, training, human
resources, logistics and military strategies. Emphasis
was placed on ensuring that the Congolese Armed
Forces nd solutions within their existing nancial
management principles.
In the past year, the DOD HQ Unit was transferred
from Joint Logistics Services to the Corporate
Staff Ofce. This shift enhanced the execution of
command and control, and the improvement of
services. The Chief of Corporate Staff intervenes
at a higher level through the respective Command
Bodies to ensure that factors affecting the optimal
functioning of the DOD HQ are addressed, by
implementing rectication plans. The utilisation of
Reserves in the DOD HQ Unit helped to alleviate
the shortage of personnel in the procurement
environment. Despite numerous challenges
experienced by the Corporate Staff Ofce, such as the
lack of personnel and the additional responsibilities
during the year, service was provided.
The Team BULISA has throughout the year
experienced several setbacks, such as the
unavailability of military doctrine or documents
similar to the South African White Paper on
Defence and the Defence Review, which hampered
the rate of progress. The Pro-Quote system, as
well as inadequate stafng at the DOD HQ Unit,
negatively affected procurement and service delivery
to clients. The already slow procurement process
was further exacerbated by the incapacity of some
of the suppliers to deliver.
The Corporate Staff Ofce continued to provide a
centralised staff capability to serve the C SANDF,
and thereby ensuring that the planned targets for
various output, were met. Proactive guidance and
direction to overcome challenges were at all times
provided to the centralised staff as required.
Output Detail
Table 2.12 below provides details on the Corporate
Staff Ofce Subprogramme output, performance
measures and targets specied in the output table in
the DOD’s Strategic Business Plan FY 2008/09.
| Programme 1: Defence Administration |
49 Annual Report FY 2008 - 2009