Department of Defence Annual Report 2008-2009

| Department of Defence |
| Programme 1: Defence Administration |
SUBPROGRAMME: CORPORATE
COMMUNICATION
Overview
Defence Corporate Communication (DCC)
managed to achieve most of its output and objectives
against plan in FY 2008/09. The focus of corporate
communication remained the ensuring of stronger
public support and understanding for Defence.
High priority was given by Defence Corporate
Communication during the past year to positively
portray the SANDF as an effective instrument of
Government, in its commitment to service delivery
and to improving the lives of all South Africans.
DCC facilitated extensive media coverage for several
key DOD achievements. Of note is the handing over
of the SA Army trained Congolese Rapid Reaction
Battalion, as part of the integration of the Armed
Forces of the DRC. Of equal importance was the
coverage of the rst International Military Chief of
Chaplains Conference held in Cape Town, and the
third Sea Power for Africa Symposium hosted by
the SA Navy.
As part of the programme to market the DOD as
a preferred employer with the focus on the youth,
DCC participated in a Ministry of Defence Imbizo
Week in Limpopo and Mpumalanga provinces.
Visits to schools in the area saw a total of about
5 000 members of the community attending. The
Directorate also successfully arranged a visit for
prominent women from various NGOs and the
business sector to the SA Army Combat Training
Centre. During the Africa Aerospace and Defence
Exhibition 2008, DCC successfully participated in
exhibitions and presented a youth programme to
attract the youth to the SANDF as an “Employer
of Choice”.
Internal to the DOD, industrial theatre
performances were staged to support the DOD
Financial Management Division’s campaign to
create awareness of the content of PFMA. DCC
also provided a range of SANDF promotional
productions on peace support operations to Soweto
TV for broadcasting. A possible partnership with
them is being negotiated for future co-operation
with regard to airtime for the DOD.
Signicant progress was made with the initial
transformation of Communication in the DOD,
due for nalisation in 2009. The career dispensation
and functional structures for Defence Corporate
Communication functionaries have furthermore,
been nalised while the Corporate Communication
Business Strategy was approved and the Corporate
Communication Policy is awaiting approval.
The DCC implemented the concept in support
of the National Internship Programme, as a pilot
project by employing four interns that ended up in
appointments in the Regular and Reserve Force. DCC
continued to be affected by the shortage of skills
during the period under review, but was successful
in lling some critical specialist posts. In addition,
12 Reserves were also employed in the Division.
Through these steps, the Division has reduced the
crippling effect of the shortage of scarce skills in
the Division.
A major challenge still remaining, however, is
the appointment of dedicated Website Content
Managers for Services and Divisions due to
inadequate organisational structures. As a result of
the situation, updated websites could not be ensured
and will remain a challenge for the near future. The
issue is being addressed through the Corporate
Communication Transformation Work Study team
to determine an acceptable solution and successful
implementation thereof.
DCC achieved most of its set objectives during
the past year, despite several challenges such as the
retention of skills and expertise. The utilisation
of Reserves and Interns was one of the successful
measures implemented by DCC to ensure that
communication services and products met client/
stakeholder expectations and requirements. DCC
will continue to focus its communication efforts
on support for the achievement of consensus on
defence, among the DOD stakeholders through the
establishment of mutually benecial relationships.
Output Detail
Table 2.15 below provides details on the Corporate
Communication Subprogramme output,
performance measures and targets specied in the
output table in the DOD Strategic Business Plan FY
2008/09.
Annual Report FY 2008 - 2009
54