Chapter 2 - P rogramme 1 - Department of Defence

| Department of Defence | Vote 20 |
REPORT OF THE ACCOUNTING OFFICER
for the year ended 31 March 2008 (continued)
• White Paper on Defence and Defence Review. A Defence Update has been prepared which
addresses the important aspects of policy in the Defence Review. This update is in the final stages
of the DOD’s internal approval process and will be submitted to Cabinet for final approval.
• Health Status. A comprehensive approach to the management of the health status of SANDF
members is in place to strengthen a holistic approach. Quarterly progress is to be monitored in 2008
regarding the successful promotion of healthy lifestyles, the prevention of non-communicable
diseases, as well as the monitoring of the incidence and management of trauma and injuries in the
SANDF. A shift towards a broader employee wellness mindset is being explored as a means to
provide a broad view of the organisation’s health.
• Asset Protection in the DOD. An Anti-Criminality Strategy has been implemented. The
outputs include the establishment of the DOD Safeguarding Board to oversee asset protection,
the establishment of a task team to provide direction in anti-crime management as well as the
appointment of anti-crime nodal points in the Services and Divisions. The Anti-Crime Strategy
is also a standing agenda item on all Services’ and Divisions’ management meetings.
• The DOD Shared Value System. The DOD’s individual values system which encompasses
patriotism, loyalty, human dignity, professionalism, integrity, leadership and accountability is being
implemented through training programmes at units and through mission readiness training. This
is an ongoing initiative and specific policy has been developed and implemented to promote
shared values. In addition to the individual values system, an organisational values system has
been developed which is based on eight principles against which the DOD’s performance should
be judged.
• Matériel Life Cycle Management Policy. A Logistic Intervention and Realignment Programme
(LIRP) was implemented and several workgroups were formed to investigate the DOD’s logistics
(asset management) problems and to develop a joint solution to it. Workgroup strategies will
be finalised shortly for approval and integration. One of the outputs of the LIRP will be the
promulgation and implementation of a DOD Matériel Life Cycle Policy, which includes the policy
on matériel reserves.
• Information Systems. A Defence Enterprise Information System (DEIS) master plan has been
approved. Several projects to implement this plan are registered, e.g. the Integrated Resource
Management System to ensure alignment with the Integrated Financial Management, the
Enterprise Content Management and the Identity and Access Management Systems. This issue
will remain a risk until the DEIS is fully operational.
• Alignment of Core and Support Processes with PFMA Imperatives. Manual and/or
computerised processes which are not integrated give rise to non-compliance with the reporting
requirements of the regulatory framework. Where possible the Financial Management Division
is making minor enhancements to increase compliance with the regulatory framework until the
National Treasury’s implementation of the Integrated Financial Management System takes place.
Some aggressive public education and marketing has been conducted during the financial year
to deepen the understanding of the implications of section 45 of the PFMA, within the DOD.
The basic premise of the drive is to instil, that accounting for resources as well as safeguarding
therefore is everybody’s responsibility within the department.
219 Annual Report FY 2007 - 2008
| Financial Performance |