DMO Executive
The DMO Executive is the primary advisory body to the CEO DMO. The DMO Executive provides management advice to assist him in discharging his responsibilities in relation to the achievement of the Minister's Directive.
In 2005–06, the DMO Executive met eight times and membership included the CEO DMO and all Senior Executive Service Band 2 and ADF 2-star officers within the DMO. The Commander Joint Logistics was a permanently invited member.
The DMO Division Heads met approximately 28 times during the financial year to coordinate operational matters.
Business Planning and Review
The DMO Business Plan Review is a monthly presentation by the CEO DMO and the DMO Executive. During 2005–06, the Review was presented at nine sessions to over 3,500 DMO staff by the DMO Executive, in all major centres across Australia.
Performance Management and Reporting
Performance management in the DMO relates to both business units and individual staff members. The focus is to enhance the performance of both, by identifying clearly the required standards and expected outcomes, improving the quality of information and reporting on which to evaluate progress and achievement.
During 2005–06, the DMO further developed its corporate business model, and performance management and reporting frameworks.
The DMO Business Model (Figure 3.2) highlights the importance of the relationship between the DMO's core and enabling functions in delivering the DMO's three outputs. The DMO's core functions are acquisition and sustainment management. Its enabling functions include the management of risk, contracting and procurement, personnel, finance, business information, change and industry engagement.
The model is a six-step business cycle. The cycle involves:
- policy and planning;
- processes, procedures and systems;
- programming and budgeting;
- implementation;
- performance management and reporting; and
- review and assessment.
The standard six-step business cycle is followed for the core functions and the enabling activities. It is also exercised at different levels within the DMO from the executive level down to the business unit level.
FIGURE 3.2 DMO Business Model
Risk Management
Enterprise Risk Assessment and Fraud Control provide an essential element of the DMO's governance framework. An Enterprise Risk Management Plan was completed in October 2005. Further development is under way to strengthen the risk management system at the enterprise, division and project levels, and to strengthen the risk management culture in the DMO.
Fraud Control Plan
On 30 October 2005, in accordance with the Financial Management Accountability Act 1997 and Commonwealth Fraud Control Guidelines, the Chief Executive Officer authorised an updated Fraud Control Plan. The DMO also revised its Chief Executive Instruction on Fraud Control.
Under the Shared Services Agreement framework, the Inspector-General Group investigates misconduct and fraud for the DMO. The DMO statistics for incidents and investigations are included within the Defence Annual Report 2005–06—Volume One (Defence).
Remuneration Committee
All non-Senior Executive Service Australian Workplace Agreements are considered by the DMO Remuneration Committee that comprises the CEO DMO, Deputy Chief Executive Officer and the Chief Operating Officer.
Materiel Information Management Stakeholder Group
The Materiel Information Management Stakeholder Group, originally formed in 2003, was re-constituted in 2005–06. The Group provides advice to the Chief Operating Officer on issues related to the DMO's current information management environment, assessment or analysis of business requirements, specific priorities in the acquisition and sustainment of information management capability, governance arrangements for information management capability development, and ongoing information management capability service delivery.
During 2005–06, the Materiel Information Management Stakeholder Group met nine times.
评论