Chapter 2 - P rogramme 1 - Department of Defence

Outputs
| Department of Defence |
Details of the Defence Intelligence Programme’s outputs are reflected in Table 8.1.
Table 8.1 Outputs of the Defence Intelligence Programme for FY 2007/08
Output Performance Measure Target
Actual
Achievement
Subprogramme Strategic Direction
Strategic direction to Degree to which the DOD’s Full implementation Full implementation
the Defence Intelligence policies, strategies and plans
Programme
are implemented in respect of
Defence Intelligence matters
Allocation and management Degree to which the allocated
100% 100%. The negative personnel
of Defence Intelligence budget has been expended as
growth caused underspending
resources
planned
on the HR budget. At the
end of FY 2006/07, DI
overspent on the HR budget
due to a better-than-expected
recruitment figure, but only
managed to attain a staffing
average of 65% on the SMCS.
In order to improve DI
staffing levels, the HR budget
was increased for FY 2007/08.
Provision was made to staff
20 additional members.
The additional staffing was
specifically aimed at the
rejuvenation of the DAP and
improvement of the PSAP
race and gender representivity.
DI is totally dependent on
the Services for the staffing
of its SMCS. Although more
than 90 members on various
rank levels were recruited,
more members exited DI
by means of various exit
mechanisms, including MEM,
interdepartmental transfers,
resignations and natural
attrition.
As a result of the above,
staffing of the DI’s SMCS
remained at approximately
65%, resulting in an
underspent FY 2007/08 HR
budget.
Subprogramme Provide Intelligence
Provide an intelligence process Number of Defence 626 products 1 340 products. The changing
for early warning to inform, Intelligence products (studies,
security situation in Africa
warn and advise clients reports, digests, briefings, etc)
required more products than
originally planned for.
157 Annual Report FY 2007 - 2008
| Chapter 8 - Programme 6: Defence Intelligence |