gov · contents STRATEGIC BUSINESS PLAN FY 2006/07 TO 2008/09i TABLE OF CONTENTS List of Tables List of Figures Foreword by the Minister of Defence Foreword by the the Secretary for

D E P A R T M E N T O F D E F E N C E

The Department of Defence Strategic Plan is available on the website at http://www.mil.za

Enquiries about this plan are to be forwarded to Mr S. Khosa +27-12 355 5487) or Fax +27-12 355 5613

Brigadier General A. Fakir +27-12 355 5021

ISBN 0-621-36489-4 RP 33/2006

Major “Midnight” Mbhokota became the firstblack fighter pilot in the SA Air Force in 1997.

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TABLE OF CONTENTS

List of TablesList of Figures

Foreword by the Minister of DefenceForeword by the the Secretary for Defenceand the Chief of the SANDF

C H A P T E R 1 - S T R A T E G I C P R O F I L E A N D D E F E N C E O B J E C T I V E S

IntroductionVision

MissionMandate of the Department of Defence

Departmental ValuesMission Success Factors

Defence OutcomeMinister of Defence's Objectives

Minister of Defence's Strategic Guidelines FY2006/07Alignment with Cabinet Priorities

Strategic FocusDefence Strategic Objectives

Strategic IssuesFunctions of the Secretary for Defence

Functions of the Chief of the SANDFFunctions of the SANDF

Defence OutputsDefence Programmes

Budget AllocationRisk Management Plan

Affordability and Sustainability

C H A P T E R 2 - D E F E N C E S T R A T E G Y

IntroductionThe Military Strategy

Military Strategic ObjectivesMilitary Strategic Concepts

Military Strategic CapabilitiesMissions

Military Strategy in ContextForce Employment StrategyForce Preparation Strategy

Support StrategiesThe Support Concept

Force Renewal Reserve Foce Strategy

Human Resources Strategy 2010Defence Information Management Strategy

Joint Logistic StrategyCapital Renewal Strategy

C H A P T E R 3 - O R G A N I S A T I O N A L M A N A G E M E N T

OverviewPost Structure

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Force Structure and DesignForce Structure

Force Design and Status

C H A P T E R 4 - D E F E N C E A D M I N I S T R A T I O N

PurposeFinancial Resources

OutputsRisks and Mitigating Actions

Services to be Scaled Down, Suspended or AbolishedPerformance and Service Delivery Improvement

C H A P T E R 5 - F O R C E E M P L O Y M E N T ( J O I N T O P E R A T I O N S )



Services to be Scaled Down or Suspended or AbolishedPerformance and Service Delivery Improvement

C H A P T E R 6 - L A N D W A R D D E F E N C E


Outputs Risks and Mitigating Actions

Services to be Scaled Down, Suspended or Abolished Performance and Service Delivery Improvement

C H A P T E R 7 - A I R D E F E N C E




C H A P T E R 8 - M A R I T I M E D E F E N C E




C H A P T E R 9 - M I L I T A R Y H E A L T H S E R V I C E




C H A P T E R 1 0 - D E F E N C E I N T E L L I G E N C E



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C H A P T E R 1 2 - S P E C I A L D E F E N C E A C C O U N T




L I S T O F A B B R E V I A T I O N S

L I S T O F T A B L E S

T a b l e3.1 Human Resource Authorised Posts and Actual Strength - 15 January 2006

(Regular Force Members and Public Service Act Personnel only) 3.2 Department of Defence Force Structure Planning: Planned Status of FSEs at the

End of the FY2006/07 - FY2008/09

4.1 Defence Administration Programme - Allocations for FY2006/07 to FY2008/094.2 Outputs for the Defence Administration Programme for FY2006/07 to FY2008/094.3 Performance and Service Delivery Improvement by the Defence Administration

Programme

5.1 Force Employment Programme - Allocations for FY2006/07 to FY20008/09 5.2 Force Employment Programme - Output Details per Sub-programme for the

Medium Term5.3 Force Employment Programme - Outputs of Specific Policy Options where

Additional Funds were Allocated5.4 Force Employment Programme - Joint Exercises 5.5 Force Employment Programme - Multinational Exercises5.6 Training Support to Foreign Forces5.7 Force Employment Programme - Performance and Service Delivery

Improvement

6.1 Landward Defence Programme - Allocations for FY2006/07 to FY2008/096.2 Landward Defence Programme - Outputs details per Sub-programme for

FY2006/07 to FY2008/096.3 Landward Defence Programme - Outputs of Specific Policy Options where

Additional Funds were Allocated6.4 Landward Defence Programme - Planned Exercises (Service Unique)6.3 Landward Defence Programme - Performance and Service Delivery

Improvement

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T a b l e7.1 Air Defence Programme - Allocations for FY2006/07 to FY2008/097.2 Air Defence Programme - Output Details Per Sub-Programme for FY2006/07 to

FY2008/097.3 Air Defence Programme - Planned Exercises (Service Unique)7.4 Air Defence Programme - Performance and Service Delivery Improvement

8.1 Maritime Defence Programme - Allocations for FY2006/07 to FY2008/098.2 Maritime Defence Programme - Output Details Per Sub-Programme for

FY2006/07 to FY2008/098.3 Maritime Defence Programme - Outputs of Specific Policy Options where

Additional Funds were Allocated8.4 Maritime Defence Programme - Planned Exercises (Service Unique)8.5 Services / Outputs to be Scaled Down or Suspended8.6 Maritime Defence Programme - Performance and Service Delivery Improvement

9.1 Military Health Support Programme - Allocations for FY2006/07 to FY2008/099.2 Military Health Support Programme - Output Details Per Sub-Programme for

FY2006/07 to FY2008/099.3 Military Health Support Programme - Outputs of Specific Policy Options where

Additional Funds were Allocated9.4 Military Health Support Programme - Planned Exercises (Service Unique)9.5 Military Health Service Programme - Performance and Service Delivery

Improvement

10.1 Defence Intelligence Programme - Allocations for FY2006/07 to FY2008/0910.2 Defence Intelligence Programme - Output Details Per Sub-Programme for

FY2006/07 to FY2008/0910.3 Defence Intelligence Programme - Performance and Service Delivery

Improvement

11-1 Joint Support Programme - Allocations for FY2006/07 to FY2008/0911.2 Joint Support Programme - Output Details Per Sub-Programme for FY2006/07 to

FY2008/0911.3 Joint Support Programme - Performance and Service Delivery Improvement

12.1 Special Defence Account Programme - Allocations for FY2006/07 to FY2009/0912.2 Special Defence Account Programme - Output Details Per Sub-Programme for

FY2006/07 12.3 Special Defence Account Programme - Performance and Service Delivery

Improvement

L I S T O F F I G U R E S

F i g u r e1.1 Resource/Process/Investment Relationship

2.1 The Military Strategy in Context2.2 Military Readiness State System2.3 DOD Strategy Framework2.4 Functional Context for the DEIS

3.1 Strategic Direction and Strategic Command Bodies in the Department ofDefence

3.2 Department of Defence

he Department ofDefence (DOD) is enter-ing an exciting period ofservice delitery includ-ing the human develop-ment opportunitiesafforded by the continu-

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FOREWORD BY THE HONOURABLE MINISTEROF DEFENCE, M.G.P LEKOTA

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b u i l d i n g a S o u t hA f r i c a t h a t t r u l yb e l o n g s t o a l l

D E P A R T M E N T :D E F E N C E

by ASGISA. We need to continue toplay a role by assisting in bridging thefirst and second economies of our socie-ty. This will progress alongside ourrenewal strategy to ensure the defenceand protection of South Africa and sup-port for global security.

The DOD HR 2010 strategy and issuesrelating to the State of Readiness in par-ticular will therefore be paramount. Weneed to consolidate our programmeswith regard to targeted recruitmentthrough our Military SkillsDevelopment System (MSDS), the DODYouth Foundation Programme and theSouth African Air Force Siyandiza pro-gramme. Through these kind of pro-grammes we wll enhance access to ourfacilities and provide skilled personnelfor the purpose of delivering experien-tial learning for the youth and develop-ment of Government personnel.

To achieve this aspect of improvedaccess and training opportunities, theDOD Service Corps, as a serviceprovider to various stakeholders, willcontinue to play a major role. Further,we need to identify other DOD centresof excellence with the potential for sup-port to broad national initiatives of thegovernment departments.

I am confident that this strategic busi-ness plan for the financial years 2006 to

ing Special Defence Package (SDP)acquisitions. The recent commissioningof the SAS AMATOLA and the pendingarrival of the 5101 submarine adds animportant asset into the arsenal of theSouth African Navy and the SouthAfrican National Defence Force(SANDF) as a whole. The challenge ofintegrating and leveraging these acqui-sitions for a range of national prioritiesremains paramount in our strategicdirection and focus.

These challenges include the rejuvena-tion of the SANDF in order to meet anincreasing number of new require-ments. The recruitment of new person-nel of all races and a well-balanced gen-der composition are essential if we areto contribute meaningfully to the'Accelerated Shared Growth Initiativefor South Africa' (ASGISA).

Within the context of ASGISA the impli-cations for the DOD on the way forwardwould therefore suggest that we onceagain review key concepts in our strate-gic business plan with a view to makingthe necessary paradigm shift required

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2008 presented herewith has the flexibility of scope toaccommodate an 'ASGI-Defence' without compromisingour constitutional mandate to protect -and support thepeople of South Africa or our capability to meet ourordered commitments.

Our strategic business plan remains the centrepiece ofour commitment to optimum performance against cleardepartmental objectives and aligned with national strat-egy for security and a better life for all. From year to yearour stakeholders can judge our commitment to goodgovernance and accountability.

Finaly, I would like to state that I am deeply indebted tothe Deputy Minister, the Secretary for Defence, the Chiefof the SANDF, and all members of the DOD for theirhard work, dedication and loyalty during the past year.

M.G.P. LEKOTAMINISTER OF DEFENCE

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S t r a t e g i c o v e r v i e wa n d k e y p o l i c y d e v e l o p m e n t s

he Strategic BusinessPlan of the Departmentof Defence for the finan-cial years 2006 to 2008 ispresented herewith. Theplan details how theDOD wifi achieve the

ed to reflect changing legal obligations.The update will be completed during2006. A comprehensive study on organ-isational structures and processes is stillto be done with a view to improving theproductivity, affordability and sustain-ability of the Departments operations.The outcome may result in organisa-tional restructuring and a concomitantimpact on the Joint Support program-me's budget in particular. The impacton the budget would be visible inFY2006/07. The growing threat of glob-al terrorism has necessitated a reviewand update of the Regulation of ForeignMilitary Assistance Act (1998). Theamendments, made in consultationwith various stakeholders and role-players, are currently before Parlia-ment. From April 2006 the Departmentof Public Works will devolve its mainte-nance, property rates, municipal serviceand leasing budgets to national depart-ments. The Department will thus beaccountable for R3,3 billion over the2006 medium-term expenditure frame-work (MTEF) period and this will createthe capability to fully implement thesefunctions.

The Department’s human resourcesstrategy for 2010 focuses on rejuvenat-ing the human resources of the SouthAfrican National Defence Force(SANDF), and the military skills devel-opment system (MSDS) is pivotal to

FOREWORD BY THE SECRETARY FOR DEFENCEAND THE CHIEF OF THESOUTH AFRICAN NATIONAL DEFENCE FORCEPRESENTED TO THE MINISTER OF DEFENCE

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defence strategic objectives of meetingordered commitments, providing capa-bilities, and ensuring sound adininistra-tion and management of the Depart-ment. In particular the plan addressesthe achievement of the three militarystrategic objectives: enhancing andmaintaining comprehensive defencecapabilities, promoting peace, securityand stability in the region and on thecontinent and supporting the people ofSouth Africa.

Key policy and strategic direction willbe provided by the update of the WhitePaper on Defence (1996) and theDefence Review (1998). The WhitePaper gives guidance on conductingdefence in a democracy and the defencereview details the required force designand structure. Global developmentsand subsequent changes in legislation,such as the Public Finance ManagementAct (1999) and the Defence Act (2002),require that both documents be updat-

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this. The aim of the system is two-fold: to improve theSANDF's mission readiness through annual intakes ofyoung, fit and healthy members representative of SouthAfrica's population, and to provide development oppor-tunities for young people. By December 2005 theDepartment had trained and engaged 7 626 schoolleavers through the system since its inception in January2003. By January 2005, about 3 000 members werealready employed on a more long-term basis in the coreservice system. An MSDS intake of 4 304 members isplanned for 2006. This will bring the total strength ofMSDS members enrolled in the SANDF to 11 930. Thecombination of the MSDS, selective appointments to thecore service system and the effective implementation ofthe approved employer-initiated mobility exit mecha-nism (voluntary severance packages), should enable theDepartment to renew the human resources componentof the SANDF. The increased capacity of the lawenforcement agencies to deal with crime has meant thatthere is less need for the DOD to help the South AfricanPolice Service (SAPS) with law enforcement. TheSANDF is therefore continuing with its phased with-drawal from routine support to the SAPS. The plannedend-date for this is March 2009.

In terms of capital investment the Department will makesure that the weapon systems acquired through thestrategic armaments procurement programme are deliv-ered on time and efficiently integrated into existingstructures. The transfer of sufficient skills and technolo-gy to the SANDF to ensure future readiness supportsthis. The SANDF's core capabilities will be improved bythese new combat systems. The Landward Defence andMilitary Health Support programmes will be the priori-ty focus for modernising the force in the medium tolonger term.

The Department will continue to support Government’sforeign policy initiatives, and engage with its regionalcounterparts in Africa around the security-related objec-

tives of the African Union (AU) and the New Partner-ship for Africa's Development (NEPAD). Specific devel-opments include the mutual defence pact, the AfricanStandby Force and the establishment of continental andregional early warning centres. Support to the UnitedNations Department of Peacekeeping Operations(UNDPKO) will continue, with specific reference to theDRC (MONUC), Burundi (ONUB) and Ethiopia /Eritrea (UNMEE). Support will also continue to theAfrican Union mandated peace missions, namely, Sudan(AMIS), Comores (Election Monitoring) and Eritrea(OLMEE). Specific bi-lateral deployments will continue,namely; Security Sector Reform in the DRC (OP TEU-TONIC) and Cote d'lvoire (OP PRISTINE).

The Department currently deploys more than 3 000members in external peace support missions, which ismore than three times the number envisaged in the 1998Defence Review.

The DOD is committed to ensuring that the allocatedresources will be used optimally to deliver the outputsdetailed in this plan. Measures are in place to ensureaccountable use of all resources. Minister, we havepleasure in presenting the DOD Strategic Business Planfor the MTEF for the period FY2006/07 to FY2008/09.

G.N. NGWENYACHIEF OF THE SOUTH AFRICAN NATIONALDEFENCE FORCE: GENERAL

JB MASILELASECRETARY FOR DEFENCE: DIRECTOR GENERAL

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STRATEGIC PROFILE ANDDEFENCE OBJECTIVES

I N T R O D U C T I O N

he basis of the StrategicBusiness Plan of theDepartment of Defence(DOD) is the strategicguidelines emanatingfrom Cabinet Makgotla,Parliament, the prevail-

with the dual challenge of extremelyhigh costs and extended planning peri-ods (usually thirty years) required forcapital acquisition of modern weaponsystems. It is therefore critically impor-tant that there is a predictable budget-ary allocation to the Department, whichwill be sufficient for sustainment of theSANDF forces. While the DOD current-ly operates in a 'peacetime' mode, it hasto be prepared to launch successful andsustainable operations when ordered todo so. Hence, the White Paper onDefence and the Defence Review arebeing reviewed to accommodate the'peacetime' requirement. The DOD isalso undergoing restructuring toenhance efficiency and effectiveness. Inline with the enhancement of efficiencyand effectiveness, full funding of allordered operations is absolutely vital ifthe SANDF's long-term sustainability isnot going to be eroded to fund currentoperations, eg peace support opera-tions.

V I S I O NEffective defence for a democratic SouthAfrica.

M I S S I O NTo provide, manage, prepare andemploy defence capabilities commensu-rate with the needs of South Africa, as

Ting strategic environment, and priori-ties identified by the Minister ofDefence and the Clusters (InternationalRelations, Peace and Security - IRPS,Justice, Crime Prevention and Safety -JCPS, and Governance and Admin-istration - G&A). The operationalisa-tion of those guidelines depends largelyon the budget allocation for the DODover the Medium-term ExpenditureFramework (MTEF) period.

Given the complex and contingency-driven nature of the defence function, itis always a daunting task to crediblyand realistically predict the future forwhich the DOD has to prepare. It isagainst this background that the consti-tutional obligations of the DOD, partic-ularly the South African NationalDefence Force (SANDF), followed bythe guidelines captured in sections 16,17, and 18 of the Defence Review (1998)are consistently used to determinewhether or not the DOD is capable ofdelivering on its mandate. Further-more, the DOD is constantly confronted



2 D E P A R T M E N T O F D E F E N C E

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regulated by the Constitution, national legislation, andparliamentary and executive direction.

M A N D A T E O F T H E D E P A R T M E N T O FD E F E N C E ( D O D )

The Constitution mandates the DOD. The Defence Act2002, the White Paper on Defence 1996 and the DefenceReview 1998, guide the execution of the defence strategyof the DOD.

D E P A R T M E N T A L V A L U E S

The DOD's value system is based on individual values,codes of conduct and unit cohesion.

Individual Values. The DOD has identified sevenimportant individual values deemed essential to ensureorganisational success. These are

Patriotism;Loyalty;Human dignity;Professionalism;Integrity;Leadership; andAccountability.

M I S S I O N S U C C E S S F A C T O R S

In order to achieve the mission of the DOD it is essentialthat it be managed strategically. As part of this process,certain factors that are fundamental to achieving successwere identified. These are known as the mission successfactors (MSFs) of the DOD, and are as follows:

National Consensus on Defence. It is essentialto maintain a broad national consensus on thedefence needs of South Africa through consul-tation to ensure that the SANDF is organised,equipped, prepared and funded in accordancewith these needs. Excellent Strategic Direction. The defenceneeds of South Africa must be interpretedaccurately by the DOD. DOD policy andstrategic business plans are to ensure effective,economical and efficient allocation and controlof resources.Excellent Resource Management. The DOD'sscarce resources are to be managed in the mostproductive and economical manner. TheDepartment is to get the most out of every per-son and cent allocated to defence. Effective Combat Forces and Support Forces.The DOD's combat and support forces are to beprepared for rapid and effective response to

the possible defence contingencies. This entailsgood training, high morale and mission-readyunits.Professionalism in the Conduct of Operations.The professionalism of the DOD's combat-ready units is to be enhanced by good com-mand and control, doctrine, tactics and appro-priate technology. The Defence Force is to bewell trained for conventional operations as wellas for approved operations other than war(OOTW) in support of other State departments.Successful Implementation of the Transforma-tion Process. Successful transformation of theDOD is essential to ensure alignment betweenthe DOD and government policy on civil-mili-tary relations, transparency, representivity,state expenditure and national security.

D E F E N C E O U T C O M E

If the DOD delivers all the outputs that are specified inthis plan it will, in co-operation with other State depart-ments, achieve the following outcome:

"Effective defence for a democratic South Africa."

This outcome enhances national, regional and globalsecurity through the existence of defence capabilities thatare balanced, modern, affordable and technologicallyadvanced. The DOD has consciously decided that itsvision and defence outcome should be identical.

M I N I S T E R O F D E F E N C E ' S O B J E C T I V E S

The Minister of Defence is responsible for the followingobjectives in order to ensure that the Department's mis-sion is achieved:

Defending and protecting the sovereignty andterritorial integrity of the Republic, as well as tosupport its people, by maintaining cost-effec-tive defence capabilities, in order to be pre-pared and equipped to participate in operationsas ordered and funded by Government.Contributing to global security. This is donethrough the promotion of regional and conti-nental security and Government diplomatic ini-tiatives through regional and global defence co-operation and participation in peace missions.Ensuring good governance of the DOD througheffective, efficient and economical manage-ment, administration and accounting withinthe regulatory framework and Governmentpolicy.Ensuring continuous improvement of defence

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capabilities by means of quality command andcontrol, by developing the people and byimproving the equipment and facilities of theDOD.Implementing the "One-force Concept" by ade-quately resourcing and utilising both the regu-lar and the reserve components, as well as byrejuvenating and rightsizing the humanresource composition of the DOD.

M I N I S T E R O F D E F E N C E ' S S T R A T E G I CG U I D E L I N E S - F Y 2 0 0 6 / 0 7

The Department has to align itself with the followingtasks related to promoting collective security in theregion and on the continent:

To Enhance and Maintain ComprehensiveDefence Capabilities. Although there is cur-rently no external conventional military threatagainst South Africa, the volatility and uncer-tainty in a changing world dictates that theSANDF must maintain its conventional capa-bilities. To Promote Peace, Security and Stability inthe Region, the Continent and the Globe. TheDOD is to work towards the implementation ofa Common African Defence and SecurityPolicy (CADSP). The DOD has to align itselfwith tasks related to promoting collective secu-rity in the region, the continent and the entireworld. To Create a Nodal Point for the Region. Thenodal point within the DOD through which theactivities for the region can be effectively andefficiently co-ordinated must be created. The SADC Strategic Indicative Plan. Theaction plan finalised by the Departments ofForeign Affairs and Defence on SADC StrategicIndicative Plan of the Organ on Politics,Defence and Security Co-operation must beimplemented. To Support the People of South Africa. TheSANDF must continue its phased withdrawalfrom internal involvement in support of theSAPS, which has to be completed by April2009. However, it will plan and prepare tosupport and secure major events such as YouthDay, Women's Day, Heritage Day,Reconciliation Day and others wheneverrequired. Defence Co-operation and Assistance.Countries within the region are to receive pri-ority within the milieu of defence bilateral rela-tions. Governance and Accountability. The Secretaryfor Defence and the Chief of the South African

National Defence Force must ensure appropri-ate capacity to discharge their responsibilitiesas prescribed by the Constitution. Resource Management. An effective, efficientand credible resource management systemsuch as human resources, logistic resources,information resources, facility resources andStrategic Defence Packages must be institutedat all levels in order to manage and eradicatestructural and management inefficiencies with-in the processes and systems of the DOD. Review of the White Paper on Defence and theDefence Review. The White Paper on Defenceand the Defence Review must be reviewedevery five years.

A L I G N M E N T W I T H C A B I N E T P R I O R I T I E S

The DOD is a member of three Clusters: InternationalRelations, Peace and Security (IRPS) Cluster, Justice,Crime Prevention and Safety (JCPS) Cluster, and theGovernance and Administration (G&A) Cluster. TheDOD's Strategic Plan therefore makes provision formeeting its own objectives and contributing towards theachievement of the priorities of the clusters to which itbelongs.

S T R A T E G I C F O C U S

Over the next decade the DOD will focus on acquiringthe optimal level of competencies, technology andorganisational structure as allowed for by the MTEFallocation.

Over the medium-term, the strategic focus of the DODwill be to

create an affordable and sustainable forcedesign and structure; introduce the new weapon systems into opera-tion, bearing in mind the challenges posed byits cost and complexity; meet the DOD's approved and funded obliga-tions;provide support for Government's diplomaticinitiatives in Africa;promote regional security in the form of peacemissions, including post conflict reconstruc-tion; andsystematically reduce the SANDF's internaldeployments, which is to be completed by 1April 2009.

The short-term focus of the DOD will be onpreparing defence capabilities;


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employing defence capabilities to meet opera-tions and commitments ordered byGovernment; andthe restructuring of the Department of Defence.

D E F E N C E S T R A T E G I C O B J E C T I V E S

The following strategic objectives were identified asbeing critical to the achievement of the Department'smission:

The execution of Defence commitments asordered and funded by Government.The provision of contingency-ready and cost-effective defence capabilities as specified byapproved policy.Sound management of the Department.The administration of the DOD within the pre-scripts of the law, regulatory framework andgovernment policy.The assurance of sustainability, continuousimprovement of output quality and the reduc-tion of the cost of DOD processes as well as theaccounting thereof.The assurance of the continuous qualityimprovement of people in the DOD.The assurance of quality command and man-agement information in the DOD.The assurance of continuous quality improve-ment of DOD equipment and facilities.

The strategic objectives have been analysed and the keyduties and responsibilities necessary to ensure theirachievement have been allocated to senior leaders andmanagers of the DOD. These strategic objectives are alsoreflected in their Performance Agreements as well astheir Strategic Business Plans that include the in-yearplanning. These objectives are pursued through theDefence Secretariat and the SANDF.

S T R A T E G I C I S S U E S

The critical strategic issues that the DOD must addressto ensure readiness and sustainability are described.

Rightsizing of the DOD. The need to rightsizethe DOD and Defence Force to meet operationalreadiness and force employment requirements. Defence Capabilities. The current SANDFForce Design is neither affordable nor sustain-able and does not meet the ordered commit-ments requirements. DOD Infrastructure. Many DOD facilities arein urgent need of renovation. This is the resultof insufficient resources for repair and mainte-nance over an extended period. Redundantequipment and munitions must be disposed of

to improve operational readiness, morale,occupational health and safety and workingconditions. Defence Act. The General Regulations (includ-ing the state of Mobilisation Regulations) forthe DOD must be aligned with the Defence Act,Act 42 of 2002. White Paper on Defence and Defence Review.Certain important aspects of policy in theWhite Paper on Defence, and the DefenceReview, must be reviewed due to the changingstrategic environment, in order to alignDefence funding with Defence Policy. Health Status. The health status of SANDFmembers must be improved to comply with theprescribed health standards, thus increasingthe operational capability and reducing thedraining of resources of the SANDF.Asset Management in the DOD. The need toprotect the financial and physical assets andintellectual property of the DOD. An anti-crim-inality strategy and an anti-fraud strategymust be implemented throughout the DOD.The DOD Shared Value System. A sharedvalue system resulting in a common DOD cul-ture needs to be developed and acceptedthroughout the DOD to improve morale, effec-tiveness and efficiency. Matériel Life Cycle Management Policy. Theacquisition/procurement, maintenance anddisposal of DOD matériel and facilities processmust be formalised through the promulgationand implementation of a DOD Matériel LifeCycle Policy.Information Systems. The DOD requires aDefence Enterprise Information System (DEIS)to support business processes and commandinformation, address obsolescence, complianceand propriety and that will improve effective-ness, efficiency and economy.Alignment of Core and Support Processes withPFMA Imperatives. The DOD's core and sup-port business processes must be developed,aligned and integrated, to give effect to theorganisational strategies and compliance withthe regulatory framework.Reserves. The Reserve Force must be rejuve-nated as part of the renewal strategy to expandthe force levels in the event of a crisis or state ofnational defence, hence ensuring the provisionof affordable defence capabilities.Education, Training and Development (ETD)Management. The components of the ETDstrategic direction system need to be integratedto improve the system of education, trainingand development, in order to deliver DODhuman resources of high quality.

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Defence Related Industry. A dependableDefence related industry of South Africa iscritical to the sustainability of modern, afford-able and technologically appropriate defencesystem.

Co-ordinators have been appointed to manage theseissues and they are being addressed through specificmeasures within the relevant programmes.

F U N C T I O N S O F T H E S E C R E T A R Y F O RD E F E N C E

In terms of section 8 of the Defence Act, (Act 42 of 2002),the Secretary for Defence is

the Head of Department as contemplated inthe Public Service Act, 1994, and the account-ing officer for the Department as contemplatedin section 36 of the Public FinanceManagement Act, 1999;the principal departmental adviser to theMinister of Defence on defence policy matters;to advise the Minister on any matter referredto the Secretary for Defence by the Minister;to perform any function entrusted by theMinister to the Secretary for Defence, in partic-ular those necessary or expedient to enhancecivil control by

Parliament over the DOD;Parliamentary committees having oversightover the DOD; and the Minister over the DOD.

to provide the SANDF with comprehensiveinstructions regarding the exercise of anypower delegated or the performance of anyduty assigned to members by the Secretary forDefence as the Head of Department andAccounting Officer of the DOD; to monitor compliance with policies and direc-tions issued by the Minister of Defence to theSANDF and report thereon to the Minister;andto ensure discipline of, administrative controlover and management of employees, includ-ing effective utilisation and training.

In terms of Chapter III, section 3.b of the Public ServiceAct, (Act 1994) the Secretary for Defence is responsiblefor the efficient management and administration of theDOD, including the

utilisation and training of staff;maintenance of discipline;promotion of sound labour relations; andproper use and care of State property.

In accordance with the Public Finance Management Act,

(Act 1 of 1999), the Secretary for Defence is theAccounting Officer of the Department of Defence.

F U N C T I O N S O F T H E C H I E F O F T H E S A N D F

In terms of section 14 of the Defence Act (Act 42 of 2002)the Chief of the Defence Force

is the principle adviser to the Minister on anymilitary, operational and administrative mat-ter within the competence of the Chief of theDefence Force;must comply with any direction issued by theMinister under the authority of the Presidentas contemplated in section 202(2) of theConstitution;is responsible for formulating and issuing mil-itary policy and doctrines;must execute his command by issuing orders,directives and instructions, and by giving com-mands;is responsible for the direct management andadministration of the Defence Force in an effec-tive way, including the effective utilisation andthe education, training and development of allmembers of the Defence Force, and employeesof the Department where so required by theSecretary for Defence;is responsible for the execution of approvedprogrammes of the budget for the DefenceForce;must supply the Secretary for Defence withsuch information with regard to the DefenceForce as may be requested by the Secretary forDefence;is responsible for the employment of theDefence Force in accordance with an authorisa-tion in terms of section 201(20) of theConstitution and section 18 (1) of the DefenceAct;is responsible for the training of members ofthe Defence Force to act in accordance with theConstitution and the law, including customaryinternational law and international agreementsbinding on the Republic;is responsible for the maintenance of such mil-itary response capabilities as may be autho-rised by the Minister;is responsible for the planning of contingencieswhich may require the use of the DefenceForce;must manage the Defence Force as a disci-plined military force; andis responsible for the development of a non-racial, non-sexist and non-discriminatory insti-tutional culture within the Defence Force in


c h a p t e r 1

accordance with the Constitution and depart-mental policy on equal opportunity and affir-mative action.

Whilst exercising command and control over the SouthAfrican National Defence Force, the Chief of the SouthAfrican National Defence Force is accountable to theMinister of Defence for the following:

To meet all scheduled and ordered defencecommitments as specified in the DOD StrategicBusiness Plan.To ensure that the defence capabilities as spec-ified in the DOD Strategic Business Plan forFY2006/07 are contingency ready and cost-effective subject to the constraints imposed bythe Defence Vote for FY2006/07 and its medi-um-term projection.To ensure, in accordance with the provisions ofthe Constitution, the PFMA and TRs, that

the system of financial management andinternal control established for the DOD iscarried out within the SANDF;the resources of the SANDF are used effi-ciently, effectively, economically and trans-parently; the assets within the SANDF are managedand safeguarded; andover and under-spending and unauthorised,irregular, fruitless and wasteful expendituredo not occur.

F U N C T I O N S O F T H E S A N D F

The Constitution of the Republic of South Africa, (Act108 of 1996) provides that the Defence Force may bedeployed for service in

the defence of the Republic for the protection ofits sovereignty and territorial integrity;compliance with the international obligationsof the Republic with regard to internationalbodies and other states;the preservation of life, health or property;the provision or maintenance of essential serv-ices;the upholding of law and order in the Republicin co-operation with the South African PoliceService (SAPS), under circumstances set out inlaw, where the SAPS is unable to maintain lawand order on its own; andsupport of any department of State for the pur-

pose of socio-economic upliftment.The SANDF is supported in the execution of its func-tions by the Divisions that report to the Secretary forDefence, which are responsible for the management andadministration of the DOD.

D E F E N C E O U T P U T S 1

Overview. The DOD spends a great deal of time prepar-ing for various contingencies (possible missions) as dis-cussed in the next chapter and also conducts operationsinside and outside the borders of South Africa. The per-formance of the DOD against its plan will be measuredquarterly as well as annually against performance meas-ures developed by the Services and Divisions. TheInspector General of the DOD conducts regular audits inorder to verify the results achieved. The outputs of indi-vidual Divisions and Services are described in theirrespective strategic business plans as indicated fromChapters 4 to 12.

The outputs provided by the DOD to Government are asfollows:

Defence commitments which include operations that are ongoing in nature, andfor which plans and financial provision canbe made in advance; operations that must be executed during theyear and, if unforeseeable, for which no pro-vision has been made; andjoint and multinational exercises required toprepare forces for operations.

Landward defence capabilities.Air defence capabilities.Maritime defence capabilities.Military health capabilities.Defence diplomacy which include; defenceattachés, the servicing of defence-relatedMemoranda of Understanding (MOUs) and theparticipation in the defence structures of theUnited Nations (UN), the African Union (AU)and the Southern African DevelopmentCommunity (SADC).The servicing of international agreementswhich include search-and-rescue operations,hydrographic service, defence-related policyadvice, and ministerial services. Cryptographic security services forGovernment departments.The National Codification Bureau.

1 Outputs are defined by Treasury as "…the final goods or services rendered by departments to external customers orclients". The DOD defines the final goods and services produced by Services and Divisions that are supplied to internal cus-tomers or clients as "operational outputs".

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D E F E N C E P R O G R A M M E S

The outputs of the DOD are exe-cuted through nine programmes:

Defence AdministrationForce Employment Landward DefenceAir DefenceMaritime DefenceMilitary Health ServiceDefence IntelligenceJoint SupportSpecial Defence Account

B U D G E T A L L O C A T I O N

The medium-term budget alloca-tion within the framework ofDefence programmes includingobjectives and outputs. Allocationis viewed from three perspectivesie process, resources and invest-ment. The funding changesbetween FY2005/6 and FY2006/7reflect strategic decisions impact-ing on the medium term.

The medium-term allocationreflects general inflation adjustments of 4% to 6% in eachperspective. Further adjustments are as follows:

The process perspective indicates that in order to pre-pare defence capabilities to support Government’s ini-tiatives additional resources are allocated toward themodernization of defence equipment; renewing defenceinformation and communication systems; further reju-venating the human resources component; and invest-ing in the maintenance and repair of defence infrastruc-ture and facilities. This is also evident in the personneland information categories in the resource perspectiveand as consumption in the investment perspective.

The process perspective indicates a fair decline in forcedevelopment resulting from the downturn in the annualfinancial commitments on the strategic defence procure-ment projects. These procurements reached its financialpayment peak in the 2005/06 financial year, it has nowentered a declining trend towards the finalization in the2011/12 financial year. This trend is evident in theinvestment perspective and has an influence in themateriél of the resource perspective.

Major emphasis will be placed on the support of theforces with substantial increases in resource allocationstowards the strategic imagery and electronic collection

Investment

Resources

Process

Personnel R8 975 985 6,3%

Information R808 961 15,3%

Materiél R14 045 159 2,3%

Inve

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R7 72

5 65

0

12,7%

Consu

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R16 1

04 4

559,

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t

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1 41

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Fo

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Pre

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1 83

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capability and to the anti-retroviral rollout programmeevident in the process perspective, the investment per-spective's consumption and the resource perspective'sinformation.

Medium-term allocation adjustments per sub-pro-gramme are identified and explained in Chapter 21 ofthe FY2006/07 Estimate of National Expenditure.

R I S K M A N A G E M E N T P L A N

The DOD Risk Management Strategy, compiled by theCFO on behalf of the Sec Def in his capacity asAccounting Officer of the Department, is aimed at set-ting and formalising the Department's approach to riskmanagement, taking into account the MaterialityFramework and Fraud Prevention Plan that support thestrategy. The Strategy of the DOD as it relates to RiskManagement is as follows:

Risk management forms an integral part of thetotal management process of the DOD and isthe responsibility of each official in the DOD.All pertinent risks are identified, prioritised,and action plans are subsequently developedto mitigate or minimize the materiality of theserisks to an acceptable level, in line with the

F i g u r e 1 . 1 R e s o u r c e / P r o c e s s / I n v e s t m e n t R e l a t i o n s h i p

All amounts inR'000.Percentage (%)reflects fundingchange betweenFY 2006/7 andFY 2005/06.


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Risk Management Process, as detailed in thePolicy on Risk Management.Risks are identified as they relate to theStrategic Objectives of the DOD or the controlsystems that exist for a particular ResourcesSystem. All identified risks are categorized interms of the control system elements, namelypolicy, capacity, information system andaccountability and action plans developed, arethen aimed at addressing these aspects.

All Services and Divisions must compile a RiskManagement Plan, as part of that Service / Division'sStrategic Plan, in line with the Accounting Officer'sGuidelines.

The DOD manages separately the approach and man-agement of Objective Risks and Resources Risks, and,these processes are aligned to the deliverables and otherprocesses that they support.

A F F O R D A B I L I T Y A N D S U S T A I N A B I L I T YThe mandate of the DOD, as indicated, is derived fromthe Constitution, national legislation, the White Paper on

Defence and the Defence Review. All these policy docu-ments stipulate what is expected of the DOD and specif-ically the SANDF. While the Constitution states that theSANDF should, inter alia, defend and protect theRepublic, its territorial integrity and its people, theWhite Paper on Defence recognised the fact that "SouthAfrica is expected to play an active role in the regionaldefence co-operation and peace-support operations inAfrica." The current deployments in peace-supportoperations has far exceeded the original anticipated levelof involvement. Thus, the DOD has had to continuous-ly balance the dual responsibility of preparing fordefending the country and its people, while at the sametime increasingly getting involved in peace-supportoperations.

The DOD has made every effort to reprioritise its busi-ness in order to stay within the budget allocation.However, this has adversely affected the ability of theSANDF to maintain and sustain certain capabilities dueto budget constraints. This situation is being addressedthrough the update of the White Paper on Defence andthe Defence Review, which is expected to be completedduring FY2006/07. It is hoped that the new force designas outlined in the update of the Defence Review willaddress the imbalance.

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DEFENCE STRATEGY

I N T R O D U C T I O N

he Defence Strategy pro-vides the strategic direc-tion towards the achieve-ment of the Department'score objectives aimed atits vision: to provideeffective defence for aT

democratic South Africa. The mandateand regulatory framework as detailedin Chapter 1 guides the defence strate-gy. It consists of a Military Strategy andsupport strategies including ReserveForce Strategy, Human Resources Stra-tegy 2010, Information ManagementStrategy, Logistics Strategy and theTechnology Acquisition Strategy.

T H E M I L I T A R Y S T R A T E G Y 1

The Military Strategy of South Africa isderived from the Constitution, theDefence Act, the White Paper onDefence, the Defence Review, and theNational Security Strategy of SouthAfrica. The need to actively promotepeace and security in the region is a keytenet of the National Security Strategy,which directs the Defence Strategy (seefigure 2.1). The Military Strategy

describes the three key objectives ofdefence, and the ways and means toachieve the objectives.

M I L I T A R Y S T R A T E G I C O B J E C T I V E S

The Military Strategic Objectives are theends that are to be achieved by theSANDF. These objectives are directedat the full range of military and otherordered commitments2. The objectives areas follows:

To Enhance and MaintainComprehensive Defence Capa-bilities. The provision of self-defence in accordance withinternational law against anyexternal threat of aggression,which endangers the stabilityof South Africa.To Promote Peace, Securityand Stability in the Regionand the Continent. The provi-sion of external deployment orsupport to enhance security insupport of decisions by theexecutive. To Support the People ofSouth Africa. Supporting thepeople of South Africa in oper-ations and activities other than

1 Details of the Military Strategy can be found on the DOD Website www.mil.za.2 Ordered commitments is a military term indicating all missions ordered by Government

and authorised by Parliament.



1 0 D E P A R T M E N T O F D E F E N C E

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war, in situations of disaster, emergencies andhumanitarian need, when the responsible Statedepartments do not have adequate capacity todo so.

M I L I T A R Y S T R A T E G I C C O N C E P T S

The Military Strategic Concepts describe the ways to befollowed to meet the Military Strategic Objectives. TheSANDF will use a mission-based approach to achievethe Military Strategic Objectives of the DOD. Thisapproach implies that various possible missions thatGovernment may require the SANDF to conduct areused to direct force preparation, training and exercises.

M I L I T A R Y S T R A T E G I C C A P A B I L I T I E S

The strategic capabilities of the SANDF constitute themeans of the Military Strategy. These consist of the fol-lowing:

C4I3RS (command and control, communica-tions, computers, information, intelligence,infrastructure, reconnaissance and surveil-

lance) capability.Light mobile capability.Conventional warfare capability.Support capability.

M I S S I O N S

Missions are combinations of tasks that should be per-formed to achieve the Military Strategic Objectives. Themissions have been categorised in terms of probableoccurrence. It is the missions therefore, that determinethe capabilities that must be prepared, which in turnguide the allocation of resources. This will ensurefocussed preparation and performance by the DOD thatmeet Government expectations.

M I L I T A R Y S T R A T E G Y I N C O N T E X T

The contextual environment is characterised by uncer-tainties and unpredictability. A flexible approach todefence planning necessitates a Military Strategy thattakes account of strategic uncertainties. Flexibility is

Constitution ConstitutionalImperatives

Expectations:* Domestic * Population* Parliament* Foreign...

National Security StrategyEnvironmental Changes

To Enhance and Maintain Comprehensive Defence

Capabilities

To Promote Peace, Security and Stability in the Region and the

Continent and the Globe

To Support the People ofSouth Africa

MILITARY STRATEGIC OBJECTIVES

Missions

IMPLEMENTATIONMILITARY STRATEGIC CONCEPTS

MILITARY STRATEGIC CAPABILITIES(Ways)

(Ends)

Mission-trainedForce

Mission-essentialTraining

SelectiveEngagement

StrategicPositioning

Mission-based Approach

Multi-rolePreparation

Reserves

Skills-basedCapability

Light Mobile

C4I3RS

ConventionalWarfare

StrategicSupport

Capabilities(Means)

F i g u r e 2 . 1 M i l i t a r y S t r a t e g y i n C o n t e x t

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S T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 9 1 1

achieved through the utilisation of multi-role prepara-tion, skills-based capability and the Reserve Force. TheMilitary Strategic Objectives, the Military StrategicConcepts and the Military Strategic Capabilities are notto be seen as separate parts of the Military Strategy, butas an integrated system. The interrelationship betweenthe ways, means and ends of the Military Strategy isdepicted in Figure 2.1.

F O R C E E M P L O Y M E N T S T R A T E G Y

Introduction. The SANDF is increasingly called upon tosupport the foreign policy requirements of Government.These requirements primarily lie in supporting our con-tinent in peace and humanitarian missions as well asmilitary co-operation. The Force Employment Strategydirects the SANDF on the conduct of operations in thesedomains.

Regional/Continental Priorities. The region is the focusof the SANDF with specific countries identified as keypartners to enhance peace and prosperity in the region.The SANDF must contribute to the successful executionof the AU/NEPAD initiatives as its first priority and beguided by the approved objectives and priorities of theInternational Relations, Peace and Security (IRPS)Cluster, in respect of other priorities. This, however,does not preclude the SANDF from becoming involvedin countries outside the region.

Approach to Force Employment. The SANDF ForceEmployment Strategy is based on the followingapproaches:

A multinational approach aimed at the estab-lishment, structuring, staffing, equipping,operating, exercising, sustaining and empow-ering of regional structures to foster security.

An inter-departmental approach with thefocus on improving co-operation.A phased approach that endeavours to changethe focus over time from 'Supporting thePeople' to 'Promoting Peace, Security andStability in the Region and the Continent'. Theaim is to foster an environment of stability andsecurity in the region to reduce the possibilityof having to defend against an aggressor.

The above-mentioned approaches will be executed witha joint and/or multinational mission-trained task forcecomprising capabilities prepared by the Services andDivisions either supported by or in support of other roleplayers. A critical success factor will be to enhance inter-operability between the SANDF and other defence forcesin the region to ensure effective multinational opera-tions.

F O R C E P R E P A R A T I O N S T R A T E G Y

The defence capabilities of the SANDF will only be fullyemployed in the event of a state of national defence.Hence, to ensure optimal use of resources, forces are pre-pared at different levels of readiness according to antici-pated missions. The Force Preparation Strategy thereforedetermines the level of defence and readiness at which toprepare the SANDF, in order to use the defence alloca-tion towards the correct outputs, and avoid fruitlessexpenditure. This principle has been recognised in theDefence Review.

The Department's Force Preparation Strategy preparesthe Regular Force, full time members for immediateresponse to missions and to prepare the Reserve Forcesto supplement force strengths where a crisis escalates ora state of national defence is declared. Consequently, thepreparation of forces is addressed in three categories.

F i g u r e 2 . 2 M i l i t a r y R e a d i n e s s S t a t e S y s t e m

Immediate Force Requirements Follow-up Force Heightened Force

SEQUENCING OF MILITARY FORCES

HIGH READINESS TO DEPLOY LOW

General Reserves

Reserve Force

Regular Force


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Immediate forces for unexpected or suddencrises requiring a quick response.Follow-up forces where a crisis is either fore-seen or escalates and there is sufficient warningtime to mobilise reserves. Heightened force requirements where generalreserves will be fully mobilised in the event ofa war of national survival. This approach isillustrated in Figure 2.3.

The three-staged approach is the Force PreparationStrategy to prepare the force required to execute theMilitary Strategy and possible missions in an efficientand effective manner. The Chief of the SANDF, assistedby Chief of Joint Operations, specifies the readinessstates and force employment requirement of the imme-diate forces.

S U P P O R T S T R A T E G I E S

T H E S U P P O R T C O N C E P T

The concept of support is integrated with the concept ofoperations and bound together by a single Departmentalplan that implements the Defence Strategy. The essence

of the Support Strategy is to differentiate betweenunique support required by operational elements andthe common support requirements of all Services andDivisions. The uniqueness is characterised in terms ofthe unique operational environments and dictates thatspecialised support concepts are to be developed whichentails that the "front" of the support system supportsuniqueness, while the "rear" utilises a common technol-ogy base.

Activities that constitute the DOD core capabilities willnot be outsourced. Outsourcing, therefore, will be driv-en by the existence of a competitive market for the activ-ity, to ensure that competition drives the improvementof quality, reduction of costs, and achieves a better sup-plier focus regarding DOD requirements. Outsourcingfor certain non-core activities may be considered andwill ensure that the DOD does not crowd out the privatesector. In-sourcing of support to or from other depart-ments or parastatals will be utilised where dictated byfactors such as economy of scale, expertise and techno-logical capability.

F O R C E R E N E W A L

The renewal of the SANDF resources, both materiél and

ResourceSystemPlan

HumanResource

System Plan

FinanceSystem

Plan

Materiél System

Plan

EnterpriseInformation System Plan

CoreCapabilitySystemStrategies

Provide ForceStrategy

SupportStrategies

Employ ForceStrategy

ResourceStrategies

HumanResources

Finance Materiél Information

CorporateStrategy

MilitaryStrategy

Defence Strategy RegulatoryFramework

DOD Level 2

DOD Level 1

National Security Strategy

F i g u r e 2 . 3 D O D S t r a t e g y F r a m e w o r k

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human, is detailed in the following resource strategies:Human Resources Strategy 2010. Defence Information Management Strategy.Joint Logistic Strategy.Capital Renewal Strategy.

The resources strategies provides the ends, ways andmeans to be effective and efficient in its role of attainingthe Defence Strategic Objectives, as indicated and repre-sented in Figure 2.3,

DOD Defence Strategy forms the capstone ofall the strategies and plans, and articulates thecorporate strategic objectives (ends), a mission-based approach to strategic military conceptsas the ways by which to achieve these objec-tives and the capabilities as the means toachieve the strategic objectives.Resource strategies that prescribe the evolutionof key resources, ie human resources, materielresources, financial resources and the informa-tion resources, as fundamental means to enablethe DOD Defence Strategy.Core capability system strategies that prescribethe evolution of resource configurations andmethods in support of the DOD DefenceStrategy and Resource Strategies.Resource system plans that translate the strate-gies into realistic and executable plans.

RR ee ss ee rr vv ee FF oo rr cc ee SS tt rr aa tt ee gg yy

The Reserve Force Strategy is an essential supportingstrategy to the Military Strategy as it enables the SANDFto provide affordable defence capabilities for theRepublic of South Africa. The availability of specialistskills and the expansion capacity inherent in theReserves ensure sustainability of military operations.The Reserve Force contributes to all three MilitaryStrategic Objectives as it is considered to be an integrat-ed part of the total or "one force" which executes the mil-itary missions. It also adds value to the MilitaryStrategic Concepts by enhancing specialist skills, pro-viding the expansion capability and is structured interms of a ready, first line and second line Reserve.

When coupled to the implementation of HR Strategy2010 it is regarded as the primary tool in achievingaffordable and sustainable defence capabilities.

HH uu mm aa nn RR ee ss oo uu rr cc ee ss SS tt rr aa tt ee gg yy 22 00 11 00

The aim of the DOD HR Strategy 2010 is to ensure theavailability of the right number and quality of humanresources in the right place at the right times, which areeffectively, efficiently and economically managed andadministered.

The strategic goals of the HR Strategy 2010 are as fol-lows:

To rejuvenate the SANDF's (HR) compositionwith young, fit and healthy members who meetthe requirements for operational utilisation.To achieve an affordable HR composition. To adequately resource and utilise the RegularForce and the Reserve Force.To replace the current SANDF service systemwith a new service system that will reduce per-sonnel expenditure and optimise force levelflexibility.To attain a broad level of representivity at alllevels and in all occupational classes.To improve HR service delivery.To obtain equity in the management andadministration of uniformed and civilian per-sonnel.To retain the required operational and func-tional expertise.

DD ee ff ee nn cc ee II nn ff oo rr mm aa tt ii oo nn MM aa nn aa gg ee mm ee nn tt SS tt rr aa tt ee gg yy

The focus of the Defence Enterprise Information Systems(DEIS) is "To ensure that the DOD information infra-structure provides appropriate command and manage-ment and is fully integrated and aligned with theCabinet's "Executive Information Management System."Statement by Minister of Defence. To this end, theInformation Strategy ensures that the required futureInformation Resource of the DOD is available to the rightpeople, at the right time, in an efficient, reliable, andsecure manner by means of a superior EnterpriseInformation System (EIS). The EIS must be able to com-municate across static and deployable operating arenasand across business and military boundaries with dueinformation security measures, and by using any appro-priate communication medium. It must heed financialconstraints and demonstrate the highest collective valueto the DOD at large; therefore the DOD must embracerationalisation efforts in which duplication is eradicatedand re-usability and sharing of EIS elements are promot-ed to the maximum extent.

The DEIS Context and Construct to Ensure StrategicAlignment with DOD Business are based on the follow-ing:

The ability to ensure appropriate Commandand Control.The ability to appropriately execute DefenceAdministration.The ability to effectively support Commandand Control and Defence Administration bymeans of a Common Information System. The ability to effectively support Commandand Control and Defence Administration by


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means of the Defence Information andCommunication Infrastructure.

JJ oo ii nn tt LL oo gg ii ss tt ii cc SS tt rr aa tt ee gg yy

The aim of the Joint Logistic Strategy is to ensure a sin-gle point of responsibility to support the strategic forceemployment concept. This system must be capable ofefficiently and economically supporting multinationaloperations.

The intermediate goals or ends of the strategy are as fol-lows:

Joint Approach. A joint logistic system isestablished and is able to support the DOD.This will be achieved through the establish-ment of a single DOD level 2 joint logisticsstaff, the realignment of level 2, 3 and 4 logisticdelegations and organisational structures, asingle logistics process incorporating through-life management and an integrated supplychain, including procurement, facilities/ infra-structure management, with a renewed focuson core competencies and capabilities (short-term).Co-operative Approach. National and regionalrequirements are reviewed and compatibilityof regional logistic systems is achievedthrough; initial standardisation, lean net-worked logistics, maximum use of centres ofexcellence, partnering without underminingcore strategic capabilities, a single logisticinformation system, total asset/inventory visi-bility/tracking, and improved logistic capabili-ties (medium-term).Collaborative Approach. Regional logistic sys-

tems have achieved inter-changeabilitythrough extended regional standardisation(extended medium-term).Complementary Approach. Regional logisticsystems have achieved commonality and com-pliment multinational capabilities through fullregional standardisation (extended medium-term).Interdependent Approach. Continental logisticsystems have achieved complete interoperabil-ity (including commonality) and depend onmultinational capabilities through full conti-nental standardisation (long-term).

CC aa pp ii tt aa ll RR ee nn ee ww aa ll SS tt rr aa tt ee gg yy

The Capital Renewal Strategy addresses the need in theforce structure and design to ensure mission ready capa-bility or capacity, as well as redress technological obso-lescence. Acquisition therefore endeavours to providemission capable equipment within technologicaltimescales, cost constraints as well as specific localindustry strategies.

The way in which Capital Renewal Strategy is executed,rests on the principles in the policy domain of

using proven concepts for acquisition, bench-marked to best practices found in the worldand then adapted to our particular environ-ment; ensuring the imperatives for accountability,transparency and integrity; providing for the necessary joint venturingwithin the national strategic partnering initia-tives, maximum utilisation of Black EconomicEmpowerment (BEE) contracting; and ensuring the optimal utilisation of scarce skillsthrough smart acquisition and integrated proj-ect team approaches.

Within the financial domain one of the most importantways of execution lies within the flexibility built into thesystem. The stokvel approach to multi-year funding allo-cation lies at the heart of this. However, in-year flexibil-ity of funding reallocation between client environmentsto cater for the dynamics of industrial execution andneeds reprioritisation also contributes in a major way.

The DOD Acquisition Strategy also positions somestrategic industrial capability in the public and privatedomain through which important capability and sup-port to our forces is ensured. Where local capability can-not provide the requisite output and overseas contract-ing is inevitable, contracts are structured in such a waythat dependence in future could be reduced throughcounter trade.

Common Information System

DefenceInformation &

CommunicationInfrastructure

Def

ence

Adm

in S

yste

m Military C

&C

Capability

F i g u r e 2 . 4 F u n c t i o n a l c o n t e x t f o r t h e D E I S

c h a p t e r 3


O V E R V I E W

he Department of Defence(DOD) is established interms of the Constitutionof 1996 and the DefenceAct of 2002. The Depart-ment is made up of theDefence Secretariat and

ensure that Departmental strategic deci-sions are derived from and aligned withGovernment intent, and ultimatelyimplemented down to the lowest levelin the Department. On the horizontalplane, similar standards are appliedamong all Services and Divisions inorder to ensure synergy in pursuit of theDOD's strategic goals.

In 2005 the Minister of Defence, directedthe Department to review the structuraland responsibility arrangements of theDefence Secretariat and the SouthAfrican National Defence Force. This,together with the strategic decisiontaken by the DOD in March 2004 (ParysResolutions) on the need to restructureto promote efficient and effective use ofdefence resources, resulted in the estab-lishment of the Departmental Organ-isational Development Workgroup(DODW) to review DOD structures. Thereviewed DOD structure will befinalised by 1 April 2006 and an imple-mentation plan as approved by the rele-vant authorities will follow. Therequired adjustment to the 2006/07 planwill be made thereafter.

P O S T S T R U C T U R E

The macro-personnel strength, exclud-ing the members serving in the MilitarySkills Development System, is 70 423

Tthe South African National DefenceForce (SANDF). These entities havedistinct but mutually complementaryresponsibilities. The Secretary forDefence is the Head of the Department,the Accounting Officer, the InformationOfficer and principal adviser to theMinister of Defence on defence policymatters. The Chief of the SANDF com-mands the SANDF under the authorityof the President and in accordance withthe directions of the Minister ofDefence. He is also the principal advis-er to the Minister of Defence on militarypolicy issues. Thus, operating under thedirection of the Minister of Defence, theSecretary for Defence and the Chief ofthe SANDF provide strategic directionto the entire DOD.

Figure 3.1 indicates the organisationalarrangement of the DOD's strategicmanagement bodies (councils andboards), which are designed to ensurevertical and horizontal integration andalignment of policies, strategies andplans. On the vertical plane, they

ORGANISATIONAL MANAGEMENT




c h a p t e r 3

and 69 576 for FY2006/07 and FY2007/08 respectively.The macro-personnel strength, including the plannedintakes for the Military Skills Development System, is79 932 and 81 284 for FY2006/07 and FY2007/08 respec-tively. The full-time personnel reduction is in line withthe envisaged personnel strength of 70 000 members asstated in the Defence Review (April 1998). These plan-ned macro-personnel figures do not include interdepart-mental transfers to other departments in terms of thePublic Service's Transformation and RestructuringProgramme.

The Department's Human Resources Strategy envisageda new way for members to serve. The HR Strategy's ninedesired end states are at various stages of implementa-tion. The most noted of the end states is the rejuvenationof the South African National Defence Force's humanresources. To this end the Department has trained andutilised approximately 7 600 school leavers in the

Military Skills Development System since its inceptionthree years ago. The Department has also since January2005 grown the second stage of the new way membersserve, the Core Service System, to a current strength of3 000 members.

A Military Skills Development System intake of 4 300 isplanned for 2006, which will bring the Military SkillsDevelopment System members strength to 9 500 forFY2006/07. The combination of the Military SkillsDevelopment System, selective appointments in theCore Service System and the effective and efficientimplementation of the approved employer initiatedMobility Exit Mechanism will enable the Department torenew the South African National Defence Force'shuman resources component.

Table 3.1 indicates the number of authorised posts andthe actual Regular Force and Public Service Act

Explanatory Notes

0: Highest decision-making body inthe DOD. Chaired by the Minister, itcomprises the Deputy Minister ofDefence, the Secretary for Defence,the Chief of the SANDF and ministeri-al advisers.

1: Co-chaired by the Secretary forDefence and the Chief of the SANDF.The DSC comprises all Chiefs ofServices and Divisions and advisesthe Secretary and CSANDF on anymatter within their respective compe-tences.

2: The SC and the MC are chaired bythe Secretary for Defence and theCSANDF respectively. The two coun-cils serve to direct the managementand administration as well as outputsof these two organisations.

3: The DAC is chaired by theSecretary and oversees all accounta-bility within the DOD. The D Plancomand the DRB are advisory bodies ofthe DSC.

4: Staff Councils oversee the devel-opment and implementation of func-tional policies required to supportDOD business process outcomes.

Council on Defence (COD)

Defence Staff Council (DSC)

Secretariat’s Council (SC)

Military Council (MC)

Defence Accountability Council (DAC)Defence Planning Committee (D Plancom)Defence Reserve Board (DRB)

HumanResources

StaffCouncil

0

1

2

3

4Operations

StaffCouncil

LogisticStaff

Council Others

F i g u r e 3 . 1 S t r a t e g i c D i r e c t i o n a n d S t r a t e g i c C o m m a n d B o d i e s i n t h e D e p a r t m e n t o f D e f e n c e

c h a p t e r 3


Programme

Defence Administration

Force Employment (Joint Operations)

Landward Defence (SA Army)

Air Defence (SA Air Force)

Maritime Defence (SA Navy)

Military Health Service (SAMHS)

Defence Intelligence

Joint Support

Department of Defence Totals

Group

Regular Force

MSD

PSAP

Subtotal

Regular Force

MSD

PSAP

Subtotal

Regular Force

MDS

PSAP

Subtotal

Regular Force

MSD

PSAP

Subtotal

Regular Force

MDS

PSAP

Subtotal

Regular Force

MSD

PSAP

Subtotal

Regular Force

MSD

PSAP

Subtotal

Regular Force

MSD

PSAP

Subtotal

Regular Force

MSD

PSAP

Total

Actual Strength 15-Jan-06

2 046

47

1 578

3 761

1 255

0

82

1 337

25 927

2 933

4 836

33 696

7 886

693

1858

10 437

4 131

760

1 683

6 576

5 277

272

1 688

7237

565

0

102

667

8 527

66

2 773

11 366

55 614

4 771

14 600

74 985

T a b l e 3 . 1 H u m a n R e s o u r c e A u t h o r i s e d P o s t s a n d A c t u a lS t r e n g t h - 1 5 J a n u a r y 2 0 0 6 ( R e g u l a r F o r c eM e m b e r s a n d P u b l i c S e r v i c e A c t P e r s o n n e l )

Personnel (PSAP) strength as on 15January 2006. The dynamic evolve-ment of the force design and forcestructure will, however, influencethe final number of posts. Thebroad aim remains to reduce theauthorised posts and full-timecomponent human resourcesstrength to 70 000. In addition, theenvisaged measures to rejuvenatethe SANDF's human resourceswith specific reference to anincrease in the size of the MilitarySkills Development System(MSDS) component, the implemen-tation of a mobility/exit mecha-nism and the migration of RegularForce members towards the newservice system dispensation, willrequire replanning during theMTEF period. Approval and fund-ing will, however, first have to begranted for the implementation ofthe above measures.

F O R C E S T R U C T U R EA N D D E S I G N

F O R C E S T R U C T U R E

Given the complex nature of thedefence function, it is imperativethat the DOD's force design andforce structure be reviewed on aregular basis in order to ensurethat it can execute the MilitaryStrategy. Furthermore, it has toensure alignment between theDepartment's objectives, the budg-et allocation, ordered commit-ments and likely missions.

The current structure of theServices and Divisions within theDOD is represented in the organi-sational diagram.

The Services and Divisions arecomposed of force structure ele-ments (FSEs) of varying sizes andtypes. An ongoing process of clos-ing and establishing FSEs is taking place as the DODadjusts to changes in the environment and strives to doits business as economically as possible. Table 3.2 belowshows the planned changes in the number of FSEs overthe MTEF period.

F O R C E D E S I G N A N D S T A T U S

The White Paper on Defence provided that the forcedesign should revolve chiefly around the SANDF's pri-mary function of defence against military aggression.


c h a p t e r 3

Ministry of Defence

Deputy Minister of Defence

SA Military Health Service

SA Army

SA Navy DefenceIntelligence

Division

SA Air Force

Policy andPlanningDivision

Acquisition and Procurement Division

DefenceInspectorate

Equal Opportunities Chief Directorate

FinancialManagement

Division

Minister of Defence

South African National Defence Force

Chief of the SANDF

Corporate StaffDivision

Joint SupportDivision

Joint OperationsDivision

Defence Secretariat

Secretary for Defence

F i g u r e 3 . 2 D e p a r t m e n t o f D e f e n c e

Programme Status at end ofFY2005/06

Defence Administration

Force Employment (Joint Operations)

Landward Defence (SA Army)

Air Defence (SA Air Force)

Maritime Defence (SA Navy)

Military Health Service (SAMHS)


Joint Support

Total

Planned Status at the end of the Financial Year(No of FSEs)

15

17

130

77

36

37

2

116

430

2007/08

15

17

114

77

32

37

2

116

410

2008/09

15

17

177

78

36

37

2

139

501

2006/07

15

17

317

78

36

37

2

138

640

T a b l e 3 . 2 D e p a r t m e n t o f D e f e n c e F o r c e S t r u c t u r e P l a n n i n g : P l a n n e d S t a t u s o f F S E s a t t h e E n do f t h e F Y 2 0 0 6 / 0 7 t o F Y 2 0 0 8 / 0 9

c h a p t e r 3


While the process of force design involves considerablemilitary technical detail, the design is determined large-ly by decisions regarding three parameters, namely

the level of defence required; the approved defence posture; and the defence budget.

Since the White Paper on Defence of 1996 and theDefence Review of 1998 were promulgated, it becameevident that increasingly there was a misalignmentbetween these documents and the above-mentioned

parameters. Consequently, the Minister of Defence,supported by Parliament, instructed that the two docu-ments be reviewed in the form of a Defence Updatewhich would take into consideration the new strategicenvironment, emerging threat patterns, escalatingdemand for peace-support operations and resourcesrequirements.

Once approved by Parliament, the Defence Update willpossibly result in significant changes to the force design.The current force design will therefore remain in forceuntil such changes have been approved.




c h a p t e r 4

P U R P O S E

he Defence Administra-tion Programme con-ducts policy develop-ment, management andadministration of theDepartment.

DEFENCE ADMINISTRATION

TF I N A N C I A L R E S O U R C E S

The Medium-term ExpenditureFramework (MTEF) allocation to andestimates for the Defence Administra-tion Programme per subprogramme arereflected in Table 4.1 below.

Objective/Subprogramme

Political Direction. To provide political direc-tion to the DOD to ensure the democraticdefence of South Africa by meeting therequired defence commitments and providingappropriate defence capabilities.

Departmental Direction. To provide depart-mental direction to the DOD to ensure theeffective, efficient and proper conduct ofdefence activities in accordance with legislationand policy.

SANDF Command and Control. To provide command and control for the SANDF.

Policy and Planning1. To advise on national security policy matters and co-ordinate thestrategic direction process by developing, for-mulating, monitoring and adapting defence poli-cy, strategy and plans in accordance withnational policy to enable the effective, efficientand proper conduct of defence activities.

FY2006/07('000)

14 931

13 341

7 033

80 506

15 167

13 638

7 281

83 308

14 377

13 063

6 820

75 007

T a b l e 4 . 1 M T E F E s t i m a t e s t o t h e D e f e n c e A d m i n i s t r a t i o n P r o g r a m m ef o r F Y 2 0 0 6 / 0 7 t o F Y 2 0 0 8 / 0 9

FY2007/08('000)

FY2008/09('000)

1 In the ENE the Policy and Planning allocation includes funding for the Corporate StaffOffice and the Strategy and Planning Office and the Equal Opportunities and AffirmativeAction Office is included in the HR Support allocation.

c h a p t e r 4


O U T P U T S

The main outputs of the Defence AdministrationProgramme for Government are defence policy, provid-ing strategic direction through resource allocation

advice, corporate plans, reports and ministerial services.The Administration Programme also provides specificoperational outputs for Divisions and Services in theDepartment. The overall outputs of this Programme arereflected per Subprogramme in Table 4.2 below.

Objective/Subprogramme

Financial Services. To provide a cost-effective financial manage-ment service to the Minister of Defence, Secretary for Defence andthe Chief of the South African National Defence Force within theevolving regulatory framework by means of a professional repre-sentative civilian financial management corps and an appropriatefinancial management system.

Acquisition Services. To manage the DOD acquisition and procurement processes and policies.

Inspection Services. To ensure the validity and veracity of the management information of the DOD.

Equal Opportunities and Affirmative Action (EO and AA)1. To provide EO and AA advice and monitoring function to the Secretaryfor Defence.

Human Resources Support Services. To provide full human resources support services to the DOD. (Managed within JointSupport.)

Legal Services. To provide professional, legitimate and deploy-able military legal services and support commensurate to the needsof the DOD.

Religious Services. To provide a Chaplains' Service that cares for all DOD members and their dependants and promotes spiritualgrowth, social support and ethical conduct.

Corporate Communication. To provide defence communication policy, strategy and plans in accordance with DOD policy andnational (Government Communication and Information System -GCIS) policy and provide a centralised corporate communicationcapability, services and products in order to enable effective, effi-cient, interactive two-way communication between the DOD and itspublics/stakeholders.

Reserve Component. To direct the development and maintenanceof the Reserve Force system, to provide specialist advice onReserve Force matters and to promote/market the Reserves andthe volunteer Reserve system.

Defence Foreign Relations. To provide the CSANDF with a foreign relations capability and services.

Property Management. To manage the payment of accommoda-tion charges, leases and municipal services as a direct result of thedevolution of a portion of the National Department of Public Works'budget to National departments. (Managed within Joint Support byChief of Logistics.)

Total

FY2006/07('000)

192 168

42 675

44 880

10 596

203 266

86 863

4 676

22 366

10 608

74 038

1 129 508

1 926 859

200 915

44 628

46 828

11 067

210 727

91 227

4 848

23 198

10 950

81 501

1 206 497

2 040 712

184 157

40 893

43 070

10 113

197 084

83 044

4 507

21 631

10 452

65 642

999 401

1 759 149

T a b l e 4 . 1 M T E F E s t i m a t e s t o t h e D e f e n c e A d m i n i s t r a t i o n P r o g r a m m e f o r F Y 2 0 0 6 / 0 7 t oF Y 2 0 0 8 / 0 9 ( c o n t i n u e d )

FY2007/08('000)

FY2008/09('000)

2 The outputs of Human Resource Support Services are reflected in Chapter 11.


c h a p t e r 4

Output

Political direc-tion to theDOD

Defence policyadvice toGovernment

FY2006/07

DOD implementationof Minister's guide-lines issued inSeptember 2005

Planning for theimplementation ofthe Defence Update

DOD implementa-tion of Minister'sguidelines whichwill be issued inSeptember 2006

Evaluate imple-mentation and takecorrective meas-ures

DOD implementation ofMinister's guidelinesissued in September 2004

Finalisation of WhitePaper on Defence as wellas Defence Review(Defence Update);Reports to the Minister onforeign visits to countriesas specified in the DODschedule on bilateraldefence commitments

FY2007/08 FY2008/09Performance Measure Targets

Translation of Government'sProgramme of Action andCabinet Makgotlas' resolu-tions into Department ofDefence's priorities and plan-ning guidelines

Policy updates, inputs andproposals to the CabinetMakgotla, Portfolio Committeeon Defence, and Parliament

Subprogramme Political Direction

Defence policyadvice to theMinister ofDefence

Departmentaldirection to theDOD

DODInformationStrategy; DEISFramework;DICTA

Staffing of theDirectorateParliamentaryServices and trainingof staff; evaluate theperformance of theDirectorate againstset standards

Training staff andactivating projectprocesses

Maintain andimprove the DODInformation Strategyand DEIS Plan forthe DOD

Continuouslyimprove participationto assist the DOD torealise its objectives

Improve systemsof the DirectorateParliamentaryServices whererequired and sus-tain the smoothrunning

Evaluate andimprove asrequired

Monitor and main-tain DODInformationStrategy and DEIS

Supporting mecha-nisms within thestrategic intent andpolicy frameworkof the DOD

The Directorate Parlia-mentary Services in theoffice of the Secretary forDefence must bestrengthened to improvecoordination of advice tothe Minister andParliament

Strengthen the office ofthe Secretary for Defencewith specialised personnelto enable proper coordi-nation of DOD's projects

Review and improve DEISStrategic Direction for theDOD; implement appropri-ate management arrange-ments and mechanisms toensure performance andcompliance with DOD pol-icy and strategic direction

Establish the roles,responsibility and partici-pation whilst ensuringclarification of utility

Defence policies aligned withGovernment priorities; inputsto Budget Speech; inputs toCabinet Makgotla

Analysed Minister ofDefence's guidelines to theDOD's senior officials

Sufficient knowledge transferfrom GITO to DEIS

GITO's role in the Depart-mental management frame-work

Subprogramme Departmental Direction

Military policyadvice to theMinister ofDefence

Full client satisfaction

Full client satisfaction

Full client satisfaction Quality of military advice

Subprogramme SANDF Command and Control

T a b l e 4 . 2 O u t p u t s f o r t h e D e f e n c e A d m i n i s t r a t i o n P r o g r a m m e f o r F Y 2 0 0 6 / 7 t o F Y 2 0 0 8 / 0 9

c h a p t e r 4


Output

Strategicdirection to theSANDF

FY2006/07

Readiness main-tained in accordancewith the forceemployment guide-lines through theMilitary Council

Operations conduct-ed successfully

Maintenance of forcestructure and design

Resource allocationin terms of forceemployment require-ments and readinessstates required.

100% attendance atFOSAD, Clustermeetings

Readiness main-tained in accor-dance with theforce employmentguidelines throughthe Military Council

Operations con-ducted successfully

Maintenance offorce structure anddesign

Resource alloca-tion in terms offorce employmentrequirements andreadiness statesrequired

100% attendanceat FOSAD, Clustermeetings

Readiness maintained inaccordance with the forceemployment guidelinesthrough the MilitaryCouncil

Operations conductedsuccessfully

Maintenance of forcestructure and design

Resource allocation interms of force employ-ment requirements andreadiness states required

100% attendance atFOSAD, Cluster meetings

Pledges towards AfricanStandby Force plans com-pleted


Operational readiness of theSANDF

Degree of success of orderedoperations

The degree to which the allo-cated resources satisfiedachievement of planned forcelevels and readiness states

Degree of sustainability of theSANDF

Subprogramme SANDF Command and Control (Continued)

DefenceStrategy;StrategicBusiness Plan;quarterly andannual reports;DefencePolicy;StructureManagementServices; HRStrategy, plansand labourpolicy; closedArmyTerritorialReserves(ATR/Commando's); Clusterreports; multi-lateral securitypolicy;DefenceMateriélResourcePolicy;

Develop policyimplementationguidelines andimplement theDepartmental poli-cies on planning andreporting

Maintain DOD busi-ness processes; rollout BPM practices toServices andDivisions

Approval of reviewedHR Strategy andimplementationthereof; market andcommunicate the HRStrategy to internaland external clients

Continuous align-ment of HR delega-tions with new legis-lation

Evaluate the poli-cies, adjust andmaintain thesmooth running

Improve and main-tain BPM practices

Internal review ofimplementing theamended HRStrategy; reinforc-ing communicationof the HR Strategywith internal clients

Continuous align-ment of HR dele-gations with newlegislation

Staff all the vacant postsand complete theDepartmental policies onplanning as well asreporting

Acquisition of BPM toolsetand establish correspon-ding repository

Reviewing process of HRStrategy 2010, thisincludes analysis of sur-veys and reviewing ofinputs, report on proposedamendments.

Appropriately assignedHR delegations

Department's StrategicFramework aligned toGovernment planning cycle;planning and reporting reflect-ing the intentions of theDepartment and Government

Approved Services andDivisions' structures corre-sponding to the StrategicBusiness Plan

HR plans and budgets; pub-lished HR delegations for theDOD in terms of the regulato-ry framework

Reviewed and updated HRStrategy 2010

Subprogramme Policy and Planning

T a b l e 4 . 2 O u t p u t s f o r t h e D e f e n c e A d m i n i s t r a t i o n P r o g r a m m e f o r F Y 2 0 0 6 / 7 t o F Y 2 0 0 8 / 0 9 ( c o n t i n u e d )


c h a p t e r 4

Output

Multi and bi-lateral engage-ments;Defence oper-ational com-mitments

FY2006/07

Ensure quality analy-sis of policies andprovide guidelines

100% implementa-tion of the BSC as aperformance man-agement and meas-urement tool in theDOD

100% attendance atFOSAD and Clustermeetings

Ministerial Directiveand PlanningInstruction promul-gated in February

Strategic guidelinesare aligned with theGovernment POA

100% compliancewith DOD reportingin May andNovember as part ofCluster reports toCabinet and theMakgotla

Create a mecha-nism to conductanalysis of DODHR policies

100% implementa-tion of the BSC asa performancemanagement andmeasurement toolin the DOD

100% attendanceat FOSAD andCluster Meetings.

Ministerial Directiveand PlanningInstruction promul-gated in February

Strategic guidelinesare aligned with theGovernment POA

100% compliancewith DOD reportingin May andNovember as partof Cluster reportsto Cabinet and theMakgotla

Improve the co-ordinationand collation of DOD HRpolicies and their align-ment in relation to legisla-tion and national policies

Finalise the feasibilitystudy on the implementa-tion of the BSC; roll-outthe BSC DOD-wide

Participate fully in allCluster and FOSADmeetings with approvedDOD input and interven-tions

DOD inputs into and DODactions related to theCabinet Makgotla


Effectively analysed DOD HRpolicies to determine align-ment with legislation andNational policies

Implementation of perform-ance management throughthe application of theBalanced Score Card (BSC)

Monthly JCPS ClusterReports; Participation in AU,SADC and other globalforums; signed memoranda ofunderstanding; correct proce-dures of deployment forpeacekeeping missions

Subprogramme Policy and Planning (Continued)

Budget man-agement(Service to theDepartment ofDefence asdirected by theChief FinancialOfficer);Financialaccounting(Service to theDepartment ofDefence asdirected by theChief FinancialOfficer);Financial

A budget manage-ment service to theDepartment accord-ing to the currentregulatory frameworkand programme/budget structure

A financial account-ing service to theDepartment accord-ing to the currentregulatory frameworkandprogramme/budgetstructure

A budget manage-ment service to theDepartmentaccording to thecurrent regulatoryframework andprogramme/budgetstructure

A financialaccounting serviceto the Departmentaccording to thecurrent regulatoryframework andprogramme/budgetstructure

A budget managementservice to the Departmentaccording to the currentregulatory framework andprogramme/budget struc-ture

A financial accountingservice to the Departmentaccording to the currentregulatory framework andprogramme/budget struc-ture

Cost-effective service deliv-ery; compliance with regularityframework; sound Defencefinancial decisions; unquali-fied audit reports

Subprogramme Financial Services


c h a p t e r 4


Output

Control andsupport(Service to theDepartment ofDefence asdirected by theChief FinancialOfficer)

FY2006/07

A financial controland support serviceto the Departmentaccording to the cur-rent regulatoryframework and pro-gramme/budgetstructure

A financial controland support serviceto the Departmentaccording to thecurrent regulatoryframework and pro-gramme/budgetstructure

A financial control andsupport service to theDepartment according tothe current regulatoryframework and pro-gramme/budget structure


Subprogramme Financial Services (Continued)

Armamentrequirementsaccording toforce design

Development oftechnology manage-ment strategy andreview AcquisitionPolicy

Implementationand sustainanceplan

Improve supply chain sys-tems and filling of vacantposts

Shortened turn-around time ofarmaments and equipmentsacquisition for services anddivisions that will meet users'specifications

Subprogramme Acquisition Services


Internal audit(performanceand regulato-ry) and anti-fraud servicesto minimisecorruption

Promote effectiveutilisation ofresources

Implementation offraud and corruptionstrategies

Smooth function ofDOD

Monitor and evalu-ate the effective-ness of the fraudand corruptionstrategies

Align Audit Schedule withthat of the Auditor-General

Increase awareness cam-paign

Increased reliability on theinformation system in theDOD

Increased reporting on fraudand corruption in the DOD

Subprogramme Inspection Services

Racial andgender repre-sented workforce in theDOD

20% improvementon 2006/07 financialyear

20% improvementon 2007/08 finan-cial year

50% achievement at sen-ior level by Mar 07

Achievement of representivityquarters as prescribed byLabour Department

Subprogramme Equal Opportunities and Affirmative Action (EO and AA)

Corporate staffcapability for CSANDF

Direction providedensures CSANDFexpectations are met

Relevant andtimeous advice

Direction providedensures CSANDFexpectations aremet

Relevant andtimeous advice

Direction providedensures CSANDF expec-tations are met

Relevant and timeousadvice

The degree to which directionis provided to the Divisions/Offices within the CorporateStaff Division that ensures CSANDF's expectations aremet

The degree to which thestrategic advice by theCorporate Staff Division meetsthe requirements of CSANDF

Subprogramme Corporate Staff Office


c h a p t e r 4

Output

Military strate-gy and plan-ning capability,advice andservices for CSANDF

FY2006/07

Plans and reportsare completed asprescribed by theplanning cycle andinstructions in fullalignment with Gov-ernment's timeline

Reviewed, fullyaligned andapproved MilitaryStrategy with migra-tion to an implement-ed force design andstructure

Fully operationalisedand functioningCrisis ManagementOrganisation andCentre

Plans and reportsare completed asprescribed by theplanning cycle andinstructions in fullalignment with Gov-ernment's timeline

Migration to animplemented forcedesign and structure

Fully operational-ised and functioningCrisis ManagementOrganisation andCentre

Plans and reports arecompleted as prescribedby the planning cycleand instructions in fullalignment withGovernment's timeline

Valid, fully aligned,approved and imple-mentable cost-effectiveforce design and struc-ture

Fully operationalised andfunctioning CrisisManagementOrganisation and Centre


The degree to which SANDFstrategic planning objectivesand targets are met

The degree of validity andalignment of the MilitaryStrategy with NationalSecurity Strategy imperativesand the successful implemen-tation thereof

The degree to which the cen-tre and crises were managedeffectivelyNumber of crises/briefings co-ordinated

Subprogramme Strategy and Planning Office

Military legalservice capa-bility and serv-ices

95% of the militarylegal services outputto the whole of theDOD ie legal advice,completed litigation,valid trials, prosecu-tion decisions,deployed operationallegal support, evalu-ated investigations,law personnel andCMA sittings aredelivered on timeand accurately asprescribed

Five legal satelliteoffices

95% of facilitated liti-gation must result inoptimum outcome forthe DOD

95% of the militarylegal services outputto the whole of theDOD ie legal advice,completed litigation,valid trials, prosecu-tion decisions,deployed opera-tional legal support,evaluated investiga-tions, law personneland CMA sittingsare delivered ontime and accuratelyas prescribed


95% of facilitated lit-igation must resultin optimum outcomefor the DOD

95% of the military legalservices output to thewhole of the DOD ielegal advice, completedlitigation, valid trials,prosecution decisions,deployed operationallegal support, evaluatedinvestigations, law per-sonnel and CMA sittingsare delivered on timeand accurately as pre-scribed


95% of facilitated litiga-tion must result in opti-mum outcome for theDOD

The degree to which militaryjustice inputs have been pro-vided as prescribed in theMilitary Discipline Supple-mentary Measures Act(MDSMA) and the DefenceAct, 2002 (Act 42 of 2002

Availability of legal satelliteoffices

Number of positive litigationresults

Subprogramme Legal Services


c h a p t e r 4


Output

Religious poli-cy advice andchaplain capa-bility and serv-ice for theSANDF

FY2006/07

A chaplain at eachunit in the SANDFVacancies filled with-in three months

Monitor compliancewith policies

All chaplains to befully trained withintwo years of appoint-ment

A chaplain at eachunit in the SANDFVacancies filled with-in three months

Policy on ChaplainService in the DODupdated

All chaplains to befully trained withintwo years of appoint-ment

A chaplain at each unitin the SANDFVacancies filled withinthree months

DOD Religious Policyupdated

All chaplains to be fullytrained within two yearsof appointment


Number of units in theSANDF with appointed chap-lains to secure advice andreligious service

Degree of availability and rel-evance of religious policiesand guidelines

Number of chaplains trainedto correct level to ensure sat-isfactory performance

Subprogramme Religious Services

Strategic direc-tion in respect ofcorporate com-munication tothe DOD by pro-viding defencecommunicationadvice, policy,strategy andplans in accor-dance with DODpolicy andNational (GCIS)CommunicationPolicy

Corporate com-municationcapability, products andservices

Credible communica-tion advice to theMOD and DOD

Coordinated DODcorporate communi-cation efforts

PromulgatedCorporateCommunicationPolicy

A monthly DOD mag-azine to internal andexternal stakeholdersof high quality

Fully functional DODInternet website

Full 24-hour mediainformation servicewith high degree ofcredibility

Corporate communi-cation products (pro-motional material,shows and exhibi-tions, etc) asrequired

Credible communica-tion advice to theMOD and DOD

Coordinated DODcorporate communi-cation efforts

Updated CorporateCommunicationPolicy

A monthly DOD mag-azine to internal andexternal stakeholdersof high quality


Full 24-hour mediainformation servicewith high degree ofcredibility

Corporate communi-cation products (pro-motional material,shows and exhibi-tions, etc) asrequired

Credible communicationadvice to the MOD andDOD

Coordinated DOD cor-porate communicationefforts

Initiate development of aCorporateCommunication Policy

A monthly DOD maga-zine to internal andexternal stakeholders ofhigh quality


Full 24-hour media infor-mation service with highdegree of credibility

Corporate communica-tion products (promo-tional material, showsand exhibitions, etc) asrequired

Level of credibility of com-munication advice

Level of coordination ofcommunication efforts

Relevance of corporatecommunication policy

Quality and timeliness ofpublication of DOD maga-zine

Credibility, relevancy andquality of DOD Internet web-site

Level of service and credibil-ity of information provided tomedia

Quality of corporate commu-nication products, in align-ment with Governmentbranding guidelines

Subprogramme Corporate Communication



c h a p t e r 4

Output

Strategicdirection to thedevelopmentand mainte-nance of theReserve Forcesystem by pro-viding special-ist advice, poli-cy, strategy,plans and doc-trine; promo-tional/market-ing productsand services

FY2006/07

Advice on ReserveForce Strategy (50%based on weightedscale) implementa-tion

Improved HR, train-ing and preparationrelated ReserveForce policies

Roll-out of policiesre URTU training forall Services andDivisions

Implementation byServices and Divi-sions of new enrol-ment form, servicecontracts and gener-al regulations

Effective informationand marketing of theReserve component

Commitment by 20major companies(employers) to sup-port Reserve Forceservice

Opening of fourregional Councils forthe Support ofNational Defence(CSND)

Reserve Force web-site maintained

Advice on ReserveForce Strategy (70%based on weightedscale) implementa-tion

Improved HR, train-ing and preparationrelated ReserveForce policies

Finalised revisedtraining and prepa-ration policies

Review of effective-ness of new legisla-tion, general regula-tions and contracts

Effective informationand marketing of theReserve component

Commitment by 40major companies(employers) to sup-port Reserve Forceservice

Reserve Force web-site maintained

Advice on ReserveForce Strategy (30%based on weightedscale) implementation

Improved HR, trainingand preparation relatedReserve Force policies

Finalised revised pay,allowances and S&Tpolicies as well as re-vised call-up delegations

Update of Chapter 4 ofthe General Regulationsand publication of thenew enrolment form forReserve Force servicecontracts

An information and mar-keting capability estab-lished

The role of the ReserveForce fully communicat-ed within the SANDFincluding MSDS mem-bers transferring to theReserve Force

The need for employersupport communicatedby addressing the CEOsof the top 40 companies

Advertising directed atbusiness, labour anddecision makers

Revised website opened


Degree of implementation ofReserve Force Strategy

Degree of improvement ofReserve Force policies

Degree of relevancy androbustness of Reserve Forcelegislation and regulations

Extent and level of informa-tion being provided to internaland external stakeholders andsupport by employers

Subprogramme Reserve Component

Defence for-eign relationscapability andservices asdirected by CSANDF

To manage 31Defence Attachéoffices abroad

95% of all consularservices are deliv-ered on time andaccurately

To manage 32Defence Attachéoffices abroad

95% of all consularservices are deliv-ered on time andaccurately

To manage 24 DefenceAttaché offices abroad

95% of all consular serv-ices are delivered ontime and accurately

The degree to which repre-sentation (Defence Attachés)is achieved

The degree to which consularservices is managed success-fully

Subprogramme Defence Foreign Relations


c h a p t e r 4


OutputFY2006/07

95% of the activitiesin the MAAC pro-gramme are execut-ed to the satisfactionof MAAC members

All foreign relationsadvice timeous anduseful for DOD deci-sionmakers

95% of the activitiesin the MAAC pro-gramme are execut-ed to the satisfactionof MAAC members

All foreign relationsadvice timeous anduseful for DOD deci-sionmakers

95% of the activities inthe MAAC programmeare executed to the sat-isfaction of MAAC members

All foreign relationsadvice timeous and use-ful for DOD decision-makers


The satisfactory managementof the Military Attaché andAdvisor Corps (MAAC) annualprogramme and activities

The degree of satisfactionwith foreign relations adviceby stakeholders (MOD, DODand SANDF)

Subprogramme Defence Foreign Relations (Continued)

Payment ofaccommoda-tion charges,leases andmunicipal services

All accounts paid infull on time

All accounts paid infull on time

All accounts paid in fullon time and in accor-dance with SLAs withPWD

The degree to which accountsare paid on time

Subprogramme Property Management


Details included in Joint Support Programme - Chapter 11

Subprogramme Human Resources Support Services

R I S K S A N D M I T I G A T I N G A C T I O N S

This Programme is responsible for the general manage-ment and administration of the defence function. Whileit has a limited human resources component, it reliesheavily on the availability of funds to execute its high-profile functions, such as defence diplomacy. Thus, itsmain risks are the servicing of defence-relatedMemoranda of Understanding (MOUs) between SouthAfrica and other countries and IT-based internal controlsystems for finance, human resources and procurement.

Additional funding was being provided by Treasury forthe maintenance and upgrading of these systems andinternal reprioritisation addressed the requirement forthe increased defence attaché representation abroad.

S E R V I C E S T O B E S C A L E D D O W N ,S U S P E N D E D O R A B O L I S H E D

No outputs or services are planned to be scaled down,suspended or abolished during FY2006/07. However,the results of the Departmental OrganisationalDevelopment Workgroup (DODW) could triggerchanges in structural arrangements that may have aneffect on services to be scaled down, suspended or abol-ished during the year.

P E R F O R M A N C E A N D S E R V I C E D E L I V E R Y I M P R O V E M E N T

The performance and service delivery of the subpro-grammes of the Defence Administration Programmewill be improved as indicated in Table 4.3 below.

Activities

Effective, efficient and afford-able structure through the utili-sation of shared staffs

To be finalised and imple-mented in FY2006/07

Organisational development andrestructuring of the DOD throughProject LOQUACIOUS

Planned Management Intervention Anticipated Benefit

Affordable struc-ture

Status

T a b l e 4 . 3 P e r f o r m a n c e a n d S e r v i c e D e l i v e r y I m p r o v e m e n t b y t h e D e f e n c e A d m i n i s t r a t i o nP r o g r a m m e


c h a p t e r 4

Activities

Better alignment betweenGovernment expectations andresources allocation which willlead to realistic strategic plan-ning within the DOD

Maximum benefit for thecountry through proper servic-ing of bilateral and multilateralagreements

Savings will be effected

Improved planning and man-agement expertise and betterreporting

Unqualified financial statements

Maximised operational capa-bilities with extended techno-logical life available todefence

Improved service delivery toclients

Reduction in transactions

Transparent and shared sys-tem

Improved quality of audit relat-ed command information tothe corporate leadership

Enhanced credibility of auditreporting

Improved grammatical useand report writing, contributingto enhanced quality of reports

Still in process but tobe finalised and imple-mented duringFY2006/07

Ensuring alignmentwith stakeholders

Strategic managementlearning opportunityplanned for May 06

Use existing capabili-ties and budget

100% roll-out by 31 Dec 06

End Dec 06

By the end of Mar 07

To be fully implement-ed by 31 Dec 06

Ongoing

Training to be complet-ed by 31 Mar 07

Finalise the update of the WhitePaper on Defence and the DefenceReview

Reprioritisations in line withInternational Relations Peace andSecurity (IRPS) cluster guidelines

Capacity-building and competencyenhancement of relevant role-play-ers

Continuation of benchmarking withbest practice and adjust theapproach where required

To provide for the interim and finalimplementation of the PFMA / TRs /practice notes

Control of achievement of time andcosts goals on all projects

Improve structure

Roll-out of E-Procure within theDOD

Already commenced in 2004 butmust be fully implemented by 31 Dec 06

International Standards OrganizationCertified Quality ManagementSystem

English usage and report writing(Detailed dates to be planned onlyas part of the detailed short-termplan)


Updating the WhitePaper on Defenceand the DefenceReview

Streamlining of multi-lateral and bilateralagreements andactivities in support ofDepartment ofForeign Affairs

Improve the DOD'sstrategic manage-ment capability

Implement PFMA /TRs / practice notesthrough enforceableDODDs / DODIs /JDPs

Improve the processfor authorisation ofprojects in Acquisition

Full installation of amodern electronicbased bidding/pricequotation system atall ProcurementService Centres andGSBs within the DOD

Audit management,audit report analysis,and resourcing activities

Performance auditactivities

Status

T a b l e 4 . 3 P e r f o r m a n c e a n d S e r v i c e D e l i v e r y I m p r o v e m e n t b y t h e D e f e n c e A d m i n i s t r a t i o nP r o g r a m m e ( c o n t i n u e d )

c h a p t e r 4


Activities

Workforce that reflects thedemographics of South Africain respect of race, gender anddisability

Reliable framework foremployment equity

An information system thatenables planning

Compliance with NewEconomic Reporting format

Compliance with GRAP andAccounting Standards as pre-scribed by National Treasury

Improved budget control sub-system on FMS

Improved debtor managementoutputs with regard to medicaldebtors

Effective, efficient and eco-nomical management of Statemonies

Optimal Reserve Forceemployment and representa-tion within J Ops Division

Improved access to DODinformation on the Internet

Align planning and reportingand provide easier access tomanagement information fordecision making

Initiated

Initiated

Use existing capacityand budget

Ongoing

Ongoing

Ongoing

Planned for Apr 06

Initiated

Initiated

Facilitate the review and alignmentof all DOD policies and practices inaccordance with National legislationand policies

Enhance PERSOL through ProjectLEGADIMA

The provision of a corporate budgetpreparation service

The provision of a corporate budgetexecution service

The provision of corporate financialassets and annual reporting services

The provision of stores, services,related payment, and revenue man-agement service

Engage J Ops Division to ensureapproval of Reserve Force structureas well as staffing of posts within JOps Division

Improve the DOD website

Project GEJIMA; an electronic toolto capture planning and reporting


Monitor and enhanceaffirmative action andemployment equity inthe DOD

DOD humanresources planning

Provision of a budgetmanagement serviceto obtain and executean appropriate medi-um-term Defencebudget

Provision of anAccounting Service toexecute, account forand report on finan-cial transactions

Reserve Force repre-sentation at all keydecision-making forain all Services andDivisions

Access to DOD infor-mation

Design and develop-ment of an electronicplanning tool

Status

T a b l e 4 . 3 P e r f o r m a n c e a n d S e r v i c e D e l i v e r y I m p r o v e m e n t b y t h e D e f e n c e A d m i n i s t r a t i o nP r o g r a m m e ( c o n t i n u e d )

P U R P O S E

he Joint OperationsDivision provides an oper-ational capability to suc-cessfully conduct all oper-ations, joint and multina-tional military exercises.


c h a p t e r 5



FORCE EMPLOYMENT

TSubprogrammes

Strategic Direction

Operational Direction

Special Operations

Regional Security

Support to the People

Defence Capability Management

Total

FY2006/07('000)

44 817

108 548

200 642

850 599

238 021

15 325

1 457 952

50 368

120 851

228 612

855 376

256 725

10 324

1 522 255

41 761

101 428

174 372

820 381

254 880

17 323

1 410 145

T a b l e 5 . 1 F o r c e E m p l o y m e n t P r o g r a m m e - A l l o c a t i o n s f o r F Y 2 0 0 6 / 0 7t o F Y 2 0 0 8 / 0 9

FY2007/08('000)

FY2008/09('000)

F I N A N C I A L R E S O U R C E SThe Medium-term ExpenditureFramework (MTEF) allocation to andestimates for the Force EmploymentProgramme are shown in Table 5.1below.

c h a p t e r 5


O U T P U T S

The overall outputs of this programme are reflected persubprogramme in Tables 5.2 and 5.3 below. The ForceEmployment Requirements and Combat ReadinessSchedule are not attached to this plan as it contains clas-sified information.

Outputs perobjective (When

fully funded)

Internal support,planning andoperationsdevelopmentcapability

FY2006/07

Full support inaccordance withrequirements

Successful planningof all operations andexercises

Joint doctrineaccording toCSANDF require-ments

Review of the envi-ronment









FY2007/08 FY2008/09

Performance Measure Targets

Degree of compliance withsupport requirements

The degree to which forceemployment requirements aremet

The degree to which joint doc-trine is developed to optimiseoperational requirements asdetermined by CSANDF

The degree to which battlespace development isresearched and analysed

Subprogramme Strategic Direction

Command andcontrol capability

Internal supportcapability

Effective commandand control of alloperational matters

Full support in accor-dance with require-ments





Degree of compliance to DODpolicies, strategies and plansin respect of operational matters

Degree of compliance torequired operational readi-ness of the operational head-quarters

Subprogramme Operational Direction

T a b l e 5 . 2 F o r c e E m p l o y m e n t P r o g r a m m e - O u t p u t D e t a i l s p e r S u b p r o g r a m m e f o r t h e M e d i u mT e r m

Measurable objective: Contribute to national and regional security by initiating, planning, commanding and co-ordinating support for all operations and joint and multinational military exercises, as directed and meetingGovernment's requirements.

Operationaldirection andcapability

Training capability

Effective direction ofall special operations

Training in accor-dance with require-ments and courseschedule

Effective direction ofall special operations


Effective direction ofall special opera-tions


Degree of success of specialoperations

The degree to which trainingis presented as planned

Number of students qualifying

Subprogramme Special Operations


c h a p t e r 5


fully funded)

Support to UNmission inDemocraticRepublic ofCongo (DRC)

Op MISTRAL

Support to theUN mission inBurundi

Op FIBRE

Support to theUN mission inIvory Coast

Op PRISTINE

Support to theUN mission inEthiopia andEritrea

Op ESPRESSO

Support to theUN mission inSudan

Op CORDITE

Support of multi-lateral arrange-ments in theDRC

Op TEUTONIC I

Support of multi-lateral arrange-ments in theDRC. (Financedby the Nether-lands)

Op TEUTONIC II

FY2006/07

1 214 membersdeployed

389 membersdeployed

Operation terminat-ed

6 membersdeployed

334 membersdeployed






6 membersdeployed

334 membersdeployed





45 membersdeployed

6 members deployed

334 membersdeployed

42 membersdeployed

63 membersdeployed

FY2007/08 FY2008/09


The number of members de-ployed to comply with the MOUand letter of assist in providingforce structure elements / individuals as stipulated







Subprogramme Regional Security

T a b l e 5 . 2 F o r c e E m p l o y m e n t P r o g r a m m e - O u t p u t D e t a i l s p e r S u b p r o g r a m m e f o r t h e M e d i u mT e r m ( c o n t i n u e d )

c h a p t e r 5



fully funded)

Support to AU inrespect of elec-tions in Comores1

Op TRITON IV

FY2006/07



To be determined

FY2007/08 FY2008/09


The number of membersdeployed to comply with theMOU

Subprogramme Regional Security

T a b l e 5 . 2 F o r c e E m p l o y m e n t P r o g r a m m e - O u t p u t D e t a i l s p e r S u b p r o g r a m m e f o r t h e M e d i u mT e r m ( c o n t i n u e d )

Borderline con-trol

Op INTEXO

Rural safeguard-ing in support ofthe SA PoliceService

Op STIPPER

Support toGovernmentdepartments

Op HUMAN

Full compliance withstanding agreementfor borderline controloperations

Reduce landward bor-derline bases from 3to 2

Reduce landward bor-derline sub units from9 to 4

Full compliance withSAPS requirements

Reduce commandounits from 52 to 11

Full compliance withad hoc approvedGovernment depart-ments requirements


Reduce landwardborderline basesfrom 2 to 0

Reduce landwardborderline sub unitsfrom 4 to 0





Reduce landwardborderline basesfrom 12 to 3

Reduce landwardborderline sub unitsfrom 12 to 9




Degree of compliance withstanding agreement for bor-derline control operations

Landward borderline basereduction

Landward borderline companyreduction

Degree of compliance withSAPS requirements

Number of commando unitsphased out

Degree of compliance with adhoc approved Governmentdepartments requests

Subprogramme Support to the People

Joint and multinational exercis-es

See Tables 5.4and 5.5

Defence capabilityrequirement


Full compliance withjoint force preparationrequirements

3 joint exercises

Full compliance withmultinational forcepreparation require-ments

5 multinational exer-cises

According to require-ments


Full compliance withjoint force prepara-tion requirements

5 joint exercises





Full compliance withjoint force prepara-tion requirements

7 joint exercises





Degree of compliance to forcepreparation requirements forjoint exercises

The number of joint exercises

Degree of compliance to forcepreparation requirements formultinational exercises

The number of multinationalexercises

The degree to which requireddefence capabilities is identi-fied and developed

The degree to which com-mand and control is devel-oped (Programme ERABUS)

Subprogramme Defence Capability Management

1 Awaiting ordered commitment from Government.


c h a p t e r 5

Policy Option

Madimbo TrainingArea2

Fin Year

3 000

1 000

1 000

Rm 1.0 for rental of land used for training

Rm 2.0 for erection of security fence around the area



06/07

07/08

08/09

T a b l e 5 . 3 F o r c e E m p l o y m e n t P r o g r a m m e - O u t p u t s o f S p e c i f i c P o l i c y O p t i o n s w h e r e A d d i t i o n a lF u n d s w e r e A l l o c a t e d

Allocations(R'000)

Output Targets

Exercise and Type

SA SPECIAL FORCES EXERCISE. Rehearsal of Special Forces contingencies

SANDF COMMUNICATION EXERCISE. To enhance HF communicationskills throughout the SANDF utilising joint and multinational exercises as avehicle

EXERCISE MATHOLE. A Command Post Exercise (CPX) to test the rapidreaction capability and develop SANDF doctrine and procedures in peace-keeping. Preparation for the Forces Training Exercise in 2007

EXERCISE MATHOLE. SANDF joint PSO exercise (Field Training Exercise)to test and evaluate the doctrine on PSO. Reaction capability to be tested aswell

EXERCISE OXIDE. (GERANIUM). To enhance the preparedness of theSANDF to render support to the Department of Transport in search and res-cue, in conjunction with the French Forces based in La Reunion as perMemorandum of Understanding

EXERCISE EMEX. To render support to the National Nuclear Regulator indealing with a nuclear incident at Koeberg Nuclear Plant as required by legis-lation

EXERCISE AFFIX. To render support to the Airports Company of South Africain dealing with aircraft disasters at SA airports, as required by legislation

Services Involved

To be finalised

To be finalised

Jan/Feb

Feb

To be finalised

Feb

Apr - June

SAAFSAMHSSF

SA ArmySAAFSANSAMHSJ Sup (CMIS)



SA ArmySAAFSANSAMHSJ Sup



T a b l e 5 . 4 F o r c e E m p l o y m e n t P r o g r a m m e - J o i n t E x e r c i s e s

FY 2006/07

2 The plans are in place, however, awaiting final decision on land claim agreement.

c h a p t e r 5


Exercise and Type

EXERCISE AIRBORNE AFRICA. Airborne forces competition

EXERCISE BELL BUOY. Military (naval) control of merchant shipping intimes of emergency (Indian Ocean)

EXERCISE TRANSOCEANIC. Military (naval) control of merchant shippingin times of emergency in participation with South American countries (SouthAtlantic Ocean)

EXERCISE INTEROP EAST & WEST. Naval exercise with African countries on the East and West coast of Africa to build trust capacity and capability inthe Navies in the SADC Region

EXERCISE WATC. USA/RSA exercise to conduct a beach landing, human relief, field training and cross-deck exercise with USA and SADC countries

EXERCISE COMBINED ENDEAVOR. Partnership for Peace (PFP) Communications and Information systems (CIS) technical demonstration

EXERCISE ATLASUR. Maritime exercises between the SAN and South American countries to enhance multinational conventional naval warfarecapabilities in the South Atlantic Ocean

Services Involved

Aug

To be finalised

To be finalised

Apr

To be finalised

To be finalised

Jun-Aug

SA ArmySAAFSAMHSJ Sup

SANSAAFSAMHSJ Sup

SAN

SAN

To be finalised

J Sup (CMIS)

SAAFSANSAMHSJ Sup (CMIS)

T a b l e 5 . 5 F o r c e E m p l o y m e n t P r o g r a m m e - M u l t i n a t i o n a l E x e r c i s e s

FY 2006/07

Exercise and Type

EXERCISE ACE 06. Parachute training by UK Armed Forces

Artillery precision guided missile training with Singapore

Services Involved

To be finalised

To be finalised

SA Army

SA Army

T a b l e 5 . 6 T r a i n i n g S u p p o r t t o F o r e i g n F o r c e s

FY 2006/07


The current financial allocation will be sufficient to con-duct the existing peace-support operations and internaloperations. Current funds are prioritised to addressSANDF ordered commitments. Additional deploy-ments will have to be prioritised against existing deploy-ments and requirements.

The Services and Divisions are responsible for preparingand providing Combat Ready User Systems (CRUS) andHigher Order User Systems (HOUS), supported to thesecond line, to CSANDF. The level of combat readinessof the Defence Capability System is determined by theavailability, serviceability, health, deployability, sustain-ability and level of training of individuals and forcestructure elements (FSE). The current CRUS provided

by the Services and Divisions are sufficient to complywith the current Memoranda of Understanding (MOU)with the United Nations and African Union.

Peace-support Operations are conducted in a volatileenvironment that creates many challenges to planning.The operational plans are subject to changed require-ments, in-year, by UN or AU to reduce or increase forcelevels or confine troops to bases due to the security situ-ation. This is an unforeseen matter and has an impact onthe budget. Hence, under or over-expenditure of theallocated budget for peace missions may occur.

The above risks will be managed on a day-to-day basisand, if and when necessary, reprioritisation will have totake place to meet contingencies as they arise.


c h a p t e r 5

S E R V I C E S T O B E S C A L E D D O W N O R S U S P E N D E D D U R I N G F Y 2 0 0 6 / 2 0 0 7

The gradual withdrawal from routine internal deployments will continue with thehanding over of borderline control to the SA Police Service as planned. The force lev-els of Operation FIBRE in Burundi will be decreased once the UN requirements havebeen finalised.


Planned Management Intervention

Introducing additional training cycleper year

To use existing forums to improveinter-dept cooperation and toensure reimbursement where sup-port was provided (continuous)

Anticipated Benefit

Two training cyclesper year

Ongoing

First phase of exit of17 commando unitscompleted

Achieve targets forqualified operators

Ensure that forcesare employed opti-mally without strainon resources

T a b l e 5 . 7 F o r c e E m p l o y m e n t P r o g r a m m e - P e r f o r m a n c e a n d S e r v i c e D e l i v e r y I m p r o v e m e n t

StatusActivities

Increasing number of operatorsqualified per year by introducing asecond training cycle

Transfer responsibilities to otherState departments to ensure asmooth transition of functionswhere the DOD plays a supportrole

c h a p t e r 6


P U R P O S E

he Landward DefenceProgramme provides pre-pared and supportedlandward defence capa-bilities for the defenceand protection of SouthAfrica.

LANDWARD DEFENCE

TSA Army Objectives

Strategic Direction

Infantry Capability

Armour Capability

Artillery Capability

Air Defence Artillery Capability

Engineering Capability

Operational Intelligence

Command and Control Capability

Support Capability

General Training Capability

Total

FY2006/07('000)

139 678

1 576 675

154 972

135 496

100 043

254 149

83 034

66 297

1 579 399

205 659

4 295 402

146 344

1 615 336

181 549

160 551

117 417

279 808

88 040

70 302

1 727 985

213 592

4 600 924

135 564

1 504 503

141 760

125 022

94 022

233 487

77 641

61 967

1 478 902

202 706

4 055 575

T a b l e 6 . 1 L a n d w a r d D e f e n c e P r o g r a m m e : A l l o c a t i o n f o r F Y 2 0 0 6 / 0 7t o F Y 2 0 0 8 / 0 9

FY2007/08('000)

FY2008/09('000)

F I N A N C I A L R E S O U R C E S

The medium-term Expenditure Frame-work (MTEF) allocation to and esti-mates for the Landward DefenceProgramme per subprogramme arereflected in Table 6.1 below.




c h a p t e r 6

Output

An Army Officecomprising CArmy and per-sonnel plus onechief directoratefor ForceStructure, ForcePreparation,CorporateServices and IGArmy

FY2006/07

Implementing strate-gy, operational con-cepts and guidelinesfor planning.

Formulated strategicbusiness plans, "In-Year" business plansand expen-ditureschedules.

Approved quarterly,combat readinessand annual reports.

Revised strategy,operational conceptsand guidelines forplanning.

Formulated strategicbusiness plans, "In-Year" business plansand expen-ditureschedules.

Approved quarterly,combat readinessand annual reports.

Promulgated strate-gy, operational con-cepts and guidelinesfor planning

Formulated strategicbusiness plans, "In-Year" business plansand expen-ditureschedules

Approved quarterly,combat readinessand annual reports

FY2007/08 FY2008/09

Performance Measure Target

Effective and efficient strate-gic direction of the SA Armywrt timely promulgation ofstrategy, operational conceptsand guidelines for planning



Training capability

Required standard ofat least 80% duringall evaluations

One School ofInfantry

129 learning opportu-nities.

7 073 learners

One Mech Trg Wing

15 learning opportu-nities

1 125 learners

One Para Trg Wing


3 936 learners



129 learning oppor-tunities.

7 073 learners

One Mech Trg Wing


1 125 learners

One Para Trg Wing


3 936 learners

Required standardof at least 80% dur-ing all evaluations


129 learning oppor-tunities

7 073 learners

One Mech Trg Wing


1 125 learners

One Para Trg Wing


3 936 learners

Degree of achievement duringinternal evaluation in Fmn HQon Personnel,force struc-ture, MS, communication,force preparation, R&D, supply support service (SSS),finances, plan and budgeting


Number of members qualify-ing





Subprogramme Infantry Capability

T a b l e 6 . 2 L a n d w a r d D e f e n c e P r o g r a m m e - O u t p u t d e t a i l s p e r S u b p r o g r a m m e f o r F Y 2 0 0 6 / 0 7 t oF Y 2 0 0 8 / 0 9

Measurable objective: Defend and protect South Africa by maintaining and providing prepared and supportedlandward combat forces, services and facilities that meet the requirements of Government.

O U T P U T S

The overall outputs of this programme are reflected persubprogramme in Table 6.2 below.

c h a p t e r 6


Output

Mechanisedcapability

Parachute capa-bility

Motorised capa-bility

Light capability

FY2006/07

1 SAI Bn

61 Mech Bn (Mustreorganise atUpington)

Four Mech Bns (Res F - leader-group training)

44 Para Regt HQ One Para Bn (-) One Air-landed Bn (-)One Para Bns (Res F) (-)One Air-landed Bn (Res F) (-)

8 Mot Inf Bns

14 Mot Inf Bns (ResF - leader-grouptraining)

3 Light Inf Bns3 Light Inf Bns (Res F)

1 SAI Bn




8 Mot Inf Bns



1 SAI Bn




8 Mot Inf Bns



FY2007/08 FY2008/09


The degree to which therequired force preparationrequirements, combat readi-ness state and force employ-ment requirements areachieved




Subprogramme Infantry Capability (continued)


Training capabili-ty

Tank capability(incl tank trans-porters)

FormationHeadquarters


One School ofArmour

90 learning opportu-nities 2 869 learners

One Regt minus One Regt (Res F - leader-group trainingonly)



One School ofArmour




Required standardof at least 80% dur-ing all evaluations

One School ofArmour



Degree of achievement duringinternal evaluation in Fmn HQon personnel, force struc-ture, MS, communication,force preparation, R&D, SSS,finances, plan and budgeting


Number of members qualifying


Subprogramme Armour Capability

T a b l e 6 . 2 L a n d w a r d D e f e n c e P r o g r a m m e - O u t p u t d e t a i l s p e r S u b p r o g r a m m e f o r F Y 2 0 0 6 / 0 7 t oF Y 2 0 0 8 / 0 9 ( c o n t i n u e d )


c h a p t e r 6

Output

Armoured carcapability (inclATK MSL)

Armoured recon-naissance capa-bility

FY2006/07

One Regt -

Two Regt (Res F -leader-group trainingonly)

One Regt (Res F -leader-group trainingonly)

One Regt -



One Regt minus



FY2007/08 FY2008/09


The degree to which the re-quired force preparation re-quirements, combat readinessstate and force employmentrequirements are achieved


Subprogramme Armour Capability (continued)


Artillery ETDcapability

Reg F coregrowth capabil-ity (compositeartillery capabili-ty)

Arty MobilizationRegt

Res F coregrowth capability(compositeartillery regt)

FormationHeadquartersRequired standard ofat least 85% duringall evaluations

School of Artillery 95 learning oppor-tunities2 415 learners

4 Arty Regt

Arty Mob Regt

Two SP GV6 GunRegt: (1 X subunit &leader group withother subunits) (Res F) One Towed Gun Regt (1 X subunit &leader-group withother subunits) (Res F) One Towed Gun Regt (Res F - lead-er-group training)One MRL Regt (Res F) (1 X sub-unit & leader-groupwith other subunits)

FormationHeadquartersRequired standard ofat least 85% duringall evaluations


4 Arty Regt

Arty Mob Regt

Two SP GV6 GunRegt: (1 X subunit &leader group withother subunits)(Res F) One Towed Gun Regt (1 X subunit &leader-group withother subunits) (Res F) One Towed Gun Regt (Res F - lead-er-group training)One MRL Regt (Res F) (1 X sub-unit & leader-groupwith other subunits)

FormationHeadquarters re-quired standard of atleast 80% during allevaluations


4 Arty Regt

Arty Mob Regt

Two SP GV6 GunRegt: (1 X subunit &leader group withother subunits) (Res F) One Towed Gun Regt (1 X subunit &leader-group withother subunits) (Res F) One Towed Gun Regt (Res F - lead-er-group training)One MRL Regt (Res F) (1 X sub-unit & leader-groupwith other subunits)

Degree of achievement duringinternal evaluation in Fmn HQon personnel, force struc-ture, MS, communication,force preparation, R&D, SSS, finances, plan andbudgeting






Subprogramme Artillery Capability


c h a p t e r 6


Output


Air defenceartillery trainingcapability

Composite airdefence artillerycapability

Air defenceartillery mechanisedcapability

Air defenceartillery mobilecapability

FY2006/07



One School of AirDefence Artillery 32 learning oppor-tunities620 learners

One ADA Regt

Leader group for Bty(Three Res F FSEsas sources of man-power)

One ADA Regt (Res F)




One ADA Regt






One ADA Regt



FY2007/08 FY2008/09








Subprogramme Air Defence Artillery Capability


Engineer training capability

Field engineercapability

Engineer combatsupport capabili-ty



One School ofEngineers 46 learning oppor-tunities1 200 learners

One field engineerregiment Three field engineer regiment (Res F -leader-group training)

One Reg/Res F FieldEngineer Sqn





One Reg/Res FField Engineer Sqn





One Reg/Res F FieldEngineer Sqn






Subprogramme Engineering Capability



c h a p t e r 6

Output


Intelligencetraining capabili-ty

Tactical intelligence

FY2006/07



One School ofTactical Intelligence 30 learning oppor-tunities835 learners

One Tact Int Regt Two Tact Int Sqns (Res F - Non leader-group )




One Tact Int Regt Two Tact Int Sqns (Res F - continuityTrg)




One Tact Int Regt Two Tact Int Sqns (Res F - leader-group training)

FY2007/08 FY2008/09






Subprogramme Operational Intelligence

Engineer intelligencecapability

Operational constructioncapability

One Tactical TerrainInt Regt One Tactical Terrain Int Sqn (Res F)

One Constr Regt One Constr Regt (Res F)

One Tactical TerrainInt Regt One Tactical Terrain Int Sqn (Res F)

One Constr Regt One Constr Regt (Res F)

One Tactical TerrainInt Regt One Tactical Terrain Int Regt

One Constr Regt One Constr Regt (Res F) - (In plan-ning)



Subprogramme Engineering Capability (continued)

A Command andcontrol capabi-lity for opera-tional activities

Two Bde HQs, eachstructured to providefour tactical group-ings for 2 groupingsto deploy annually,other 2 on leave andF Prep



The degree to which the forceemployment requirements areachieved

Subprogramme SA Army Command and Control Capability









Subprogramme Support Capability


c h a p t e r 6


Output


Command andmanagementtraining

Landward com-mon trainingcapability

FY2006/07


Required standard ofat least 75% duringall evaluations.

SA Army CollegeTwo JCSD learning opportunities200 officers qualified

Combat TrainingCentre (CTC)25l learning oppor-tunities830 learners


Required standard ofat least 80% duringall evaluations.


Combat TrainingCentre (CTC)25 learning oppor-tunities830 learners


Required standard ofat least 70% duringall evaluations2


Combat TrainingCentre (CTC)25 learning oppor-tunities830 learners

FY2007/08 FY2008/09




Desired course content andthrough-put based on SAArmy career developmentplan



Subprogramme General Training Capability

General supportcapability

A support capa-bility to ensuretechnical andlogistic sustain-ment ofdeployed forces

Ceremonial services

13 GSBs (generalsupport bases)75% client satisfac-tionPerformance accord-ing to plan

Two Maint units Two Maint units (Res F - leader-grouptraining)Two Fd Wksps Two Fd Wksps (Res F - leader-grouptraining)

National Ceremonial GuardCeremonial services in accordance withrequirements.


Two Maint units Two Maint units (Res F - leader-group training) Two Fd Wksps Two Fd Wksps (Res F - leader-group training)

National CeremonialGuardCeremonial servicesin accordance with

requirements.


Two Maint units Two Maint units (Res F - leader-group training) Two Fd Wksps Two Fd Wksps (Res F - leader-group training)

National CeremonialGuardCeremonial services in accordance withrequirements

Degree of achievement duringinternal evaluation1

The degree to which therequired combat readinessstate and force employmentrequirements are achieved

Degree of achievement duringinternal evaluation

Subprogramme Support Capability


2 GSBs not structured to deliver support as required to both FSE's and operational deployments. This includes the erodedTSC capability.

2 GSB low client satisfaction also reflects the low serviceability of support vehicles due to insufficient and eroded TSC capa-bility, as well as structural deficiencies.


c h a p t e r 6

OutputFY2006/07 FY2007/08 FY2008/09


Common juniorleader training

A training depotcapability to trainnew recruits inbasic militaryskills

SA Army Gymnasium18 learning oppor-tunities1 825 learners

3 SAI Bn1 800 new recruits qualified in basic mili-tary skills12 learning oppor-tunities1 200 learners

SA ArmyGymnasium18 learning oppor-tunities1 825 learners

3 SAI Bn1 800 new recruits qualified in basic mil-itary skills12 learning oppor-tunities1 200 learners

SA ArmyGymnasium18 learning oppor-tunities1 825 learners

3 SAI Bn1 800 new recruits qualified in basic mil-itary skills12 learning oppor-tunities1 200 learners





Subprogramme General Training Capability (continued)


Policy Option

Military SkillsDevelopmentSystem

Operational vehiclemaintenance

Rejuvenation ofReserve Force

Fin Year

92 700185 400

278 100

150 000

150 000

188 000

3 000

6 000

28 000

Rejuvenate SA Army with 3 000 MSDS membersSustainment of 3 000 MSDS members who joined in 06/07 Rejuvenate SA Army with additional 3 000 MSDS membersMaintenance of 3 000 MSDS members who joined in 07/08Rejuvenate SA Army with additional 3 000 MSDS membersFunding of capacity building to accommodate MSDS membersat allocated unitsOperational B Vehicle Material Readiness: 60%Establishment of TSC Capability: 30% establishedF Prep B Vehicle Material Readiness: 30%Average B Vehicle Material Readiness: 36%Operational B Vehicle Material Readiness: 60%Establishment of TSC Capability: 30% establishedF Prep B Vehicle Material Readiness: 30%Average B Vehicle Material Readiness: 36%Operational B Vehicle Material Readiness: 60%Establishment of TSC Capability: 30% establishedF Prep B Vehicle Material Readiness:30%Average B Vehicle Material Readiness: 36%Pre-deployment training & external deployment: 2 x Res F companiesPre-deployment training & external deployment: 3 x Res F companiesPre-deployment training & external deployment: 4 x Res F companies

06/0707/08

08/09

06/07

07/08

08/09

06/07

07/08

08/09

T a b l e 6 . 3 L a n d w a r d D e f e n c e P r o g r a m m e - O u t p u t s o f S p e c i f i c P o l i c y O p t i o n s w h e r e A d d i t i o n a lF u n d s w e r e A l l o c a t e d

Allocations(R'000)

Output Targets

c h a p t e r 6


Type of Exercise

Ex AFFIX (Airline Disaster): 1 x company

Ex SEBOKA (Conventional): 1 x brigade

Ex YOUNG EAGLE (SANDF Reserve contingencies): 1 x airborne brigade (-)

Ex AIRBORNE AFRICA (Airborne Competition): 2 x parachute teams

Ex EMEX (Nuclear Disaster): 1 x company

Unit Exercises (Conventional and PSO continuity training to confirm basic and tactical soldiering skills): battalions/companies

Apr 06

Oct 06

Nov 06

TBD

Feb 07

Continuous

T a b l e 6 . 4 L a n d w a r d D e f e n c e P r o g r a m m e - P l a n n e d E x e r c i s e s ( S e r v i c e U n i q u e )

FY 2006/07


The most important risks to the combat readiness of theSA Army remain within the human resources and logis-tic domains of the landward defence programme. TheSA Army needs to address its projected exponentialgrowth in personnel, the deterioration of its main equip-ment and facilities, the rank/age of its combat forces aswell as its health status.

The SA Army has initiated plans to mitigate risks withadditional allocations received. It will rejuvenate itsforces by means of the Military Skills DevelopmentSystem (MSDS) as well as a continued focus on the fund-ing, training and deployment of the Army ConventionalReserve. The SA Army personnel growth will have to becomplemented with a humane exit arrangement formembers who do not contribute to the effectiveness ofthe SA Army. The MSDS intakes will address therank/age issue; members will be transferred to the CoreService System on completion of their service as part ofthe MSDS. The SA Army will address the expansion inpersonnel figures bmo employing members in the TSC,Engr Construction and other capabilities. A detail man-power plan will be developed to address this issue.

Additional allocation that were reduced from Rm418 toRm150 ito B Vehicles will result in a serious deteriora-tion in combat readiness and support to force prepara-tion. This reduction in additional allocation is a result ofdecisions by higher authorities, and not out of choice bythe SA Army. (Refer to Table 6.3.)

Main equipment requirements are addressed accordingto an operational output priority basis, thus limitedfunds are spent where it is required in terms of readinessand employment requirement levels, for example opera-tional vehicles. All logistic requirements will beaddressed according to operational requirement priori-ties. Capital acquisition will be according to the SAArmy's long-term vision, thereby ensuring capabilitiesare created according to set objectives in an integrated

fashion. Although funds were allocated to address theproblem with procurement and reworking of ammuni-tion, it is still way below the required levels required andfurther reprioritisation is needed to mitigate the risk.The continued deterioration of many facilities remainsan issue. The SA Army has allocated additional funds toaddress this issue, but it is below the requirement aswell. In consultation with the DOD and DPW the SAArmy is currently striving to resolve the matter toaddress the serious issue of occupational health and safe-ty concerns that might, and already has, resulted in thetemporary closure of certain units.

The above-mentioned issues have been registered asrisks within the SA Army and the DOD is activelyengaged on a continuous basis to ensure that the impli-cations of the above are fully understood.

S E R V I C E S T O B E S C A L E D D O W N ,S U S P E N D E D O R A B O L I S H E D D U R I N GF Y 2 0 0 6 / 0 7

Limited available resources resulted in the reduction ofthe material readiness of the SA Army's main productsystems (ie weapon and support systems). This in turnresults in the reduction in support to force preparationactivities, with the resultant reduction of combat readi-ness. This is situation is critically influenced by thereduction in additional allocation to B Vehicles, fromRm418 to Rm150. (Refer to Table 6.3.)

The SA Army is closing down the Army TerritorialReserve in accordance with DOD guidelines. This meansthat all commando units will be closed by means of aphased approach, in coordination with the SAPS that hasto take over the resultant operational requirements. Theapplicable command and control structures (GroupHQs) will also be closed as their subordinate units areclosed down. Pending final decision by the relevantauthorities, certain Regular Force units will be amalga-mated and some closed down, for example 12 SAI Bn.


c h a p t e r 6

All capabilities will ensure that a core growth capability is maintained according toeach capability's unique role and function.

P E R F O R M A N C E A N D S E R V I C E D E L I V E R Y I M P R O V E M E N TThe subprogrammes of the Landward Defence Programme intend to improve theirperformance and service delivery as indicated in Table 6.3 below.


Senior management learningopportunity (Fin) One day learning opportunity,once a year during Apr

Corporate Communication MasterPlan

IT Master Plan to be implemented

Vehicle Master Plan to be impli-mented

Improvement of performanceagreements

Increased focus on Item 10(Personnel) Management

Implementation of capability management

Anticipated Benefit

Planned for Apr06 (first learningopportunity com-pleted duringApr 05)

Current

Current

Current

Current

Current

Current

Senior members of SAArmy able to implement rel-evant regulations and man-age finances accordingly

Improved communicationwith all publics

Effective use of availableresources productive pro-curement of new hardware

Improvement of serviceabil-ity and optimised utilisationof available vehicles

Institutionalisation of per-formance management andallocated responsibility andaccountability

Reduction in double budgeting Control over discretionary funds, thus savingsincurred No surplus funds at end of fin year can thus be utilisedin operating budget

Integrated capability man-agement that ensuresdevelopment and mainte-nance in accordance withArmy vision and requiredoutput

T a b l e 6 . 5 L a n d w a r d D e f e n c e P r o g r a m m e - P e r f o r m a n c e a n d S e r v i c e D e l i v e r y I m p r o v e m e n t

StatusActivities

All chief directors, directors andgeneral officers commanding par-ticipate in a learning opportunityfacilitated by Financial Com-mit-tee Chair and SA Army BudgetManager addressing PFMA andNT related financial aspects

Detail appreciation of capturedaudiences and other role playersthat influence the functioning ofthe SA Army

Detail inventory check of existingITDetail staff work to determine realistic requirements and priorities

Detail inventory check of existingVehicles Detail staff work to determine realistic requirements and priorities

Review alignment of policies,performance management andperformance agreements

Control system to confirm credi-bility of HR planning by sub-ordi-nate Budget Holders Control system to prevent over spending by Budget Holders onitems such as S & T, Leave

Mapping, implementation andcontrol of process

Strategic Direction Capability

c h a p t e r 6



SA Army Vision 2020 to be implemented

Anticipated Benefit

To be imple-mented during2006, pendingapproval by rele-vant bodies

All activities of SA Army arefocused, integrated anddirected towards a visibleand structured future Limited resources maximal-ly optimised

T a b l e 6 . 5 L a n d w a r d D e f e n c e P r o g r a m m e - P e r f o r m a n c e a n d S e r v i c e D e l i v e r y I m p r o v e m e n t ( c o n -t i n u e d )

StatusActivities

Investigation to confirm the relevance and requirement Approval by relevant authorities Implementation

Strategic Direction Capability (continued)

Engineer Capability

Launch own "Military Works Unit"for facility management/ mainte-nance

Investigation inprocess, to befinalised by endof FY2006/07

Critical maintenance doneunder SA Army control Reduction in OHS risks Limited funds maximally uti-lised according to priorities

Execute approved project mission Implement project Road show to institutionalise resultant vision

Support Capability

Re-establish hospitality services

Re-establish technical servicescorps

Rejuvenation of procurement cen-tres bmo IT and staffing



Current

Saving on contractor fees Control over function Increased support to all FSEs, both under trainingand deployed

Saving on contractor fees Control over function Increased support to all FSEs, both under trainingand deployed

Turnover time and accuracyof procurement transactionsgreatly enhanced SA Army in position to adhere to planned cashflow and procurement

Investigation to confirm require-ments, budget and implementa-tion plan

Investigation to confirm require-ments, budget and implementa-tion plan

Detail personnel appreciation Liaison with DOD functionaries Procurement of IT


c h a p t e r 7

P U R P O S E

o provide prepared andsupported air defencecapabilities for thedefence and protection ofSouth Africa.

AIR DEFENCE

TCore Objectives

Strategic Direction

Operational Direction

Helicopter Capability

Transport & Maritime Capability

Air Combat Capability

Ops Support & Intelligence Capability

Command & Control Capability

Base Support Capability

Command Post

Training Capability

Technical Support Services

TOTAL

FY2006/07('000)

13 662

43 547

294 784

233 330

241 576

123 220

157 585

831 052

26 043

217 084

474 177

2 656 060

14 387

138 636

309 029

246 485

254 057

130 461

166 001

881 149

27 454

219 332

495 831

2 882 823

12 983

43 184

280 000

220 453

230 269

116 459

151 613

760 760

24 496

212 325

451 946

2 504 488

T a b l e 7 . 1 A i r D e f e n c e P r o g r a m m e - A l l o c a t i o n f o r F Y 2 0 0 6 / 0 7 t oF Y 2 0 0 8 / 0 9

FY2007/08('000)

FY2008/09('000)


The Medium-term Expenditure Frame-work (MTEF) allocation to and esti-mates for the Air Defence Programmeper subprogramme are reflected inTable 7.1 below.



c h a p t e r 7


Output

Strategic direc-tion to the AirDefence Pro-gramme; adviceto the DOD; andair defenceresource alloca-tion and man-agement

FY2006/07

All policies, strate-gies and plans areimplemented asspecified

Allocated fundsexpended asplanned and plansare executed withinbudget





FY2007/08 FY2008/09


The degree to which theDOD's policies, strategies andplans are implemented andaligned with orderedGovernment commitments

The degree to which the allo-cated budget has beenexpended as planned


Operationaldirection to theAir DefenceProgramme; pro-vision of combatready air capabil-ities as per forceemploymentrequirements;and flight safetymanagement

Compliance with DODpolicies, readinessstates and forceemployment require-ments

No aircraft accidents

No transgressions

Compliance withDOD policies, readi-ness states andforce employmentrequirements


No transgressions

Compliance withDOD policies, readi-ness states andforce employmentrequirements


No transgressions

The degree of compliancewith DOD policies, readinessstates and force employmentrequirements

Number of accidents andtransgressions of civil or mili-tary aviation regulations

Subprogramme Operational Direction

T a b l e 7 . 2 A i r D e f e n c e P r o g r a m m e - O u t p u t D e t a i l s p e r S u b p r o g r a m m e f o r F Y 2 0 0 6 / 0 7 t oF Y 2 0 0 8 / 0 9

Measurable objective: Defend and protect South Africa by maintaining and providing prepared and supported aircombat forces, services and facilities that meet the requirements of Government.

O U T P U T S


Medium and lighttransport capa-bilityCombat support capabilityTraining capability

Hours to be deter-minedFour mixed (medium and light) squadronsOne combat support squadronOne helicopter train-ing school

Hours to be deter-minedFour mixed (medium and light) squadronsOne combat support squadronOne helicopter train-ing school

14 225 flying hoursFour mixed (medium and light) squadronsOne combat support squadronOne helicopter train-ing school

The degree to which planneddaily aircraft availability isachieved

Subprogramme Helicopter Capability

VIP transportcapabilityMedium and light transportcapabilityMaritime capability

Hours to be deter-minedThree transport squadrons (one VIP)One maritime and transport squadronOne transport and training squadronNine Air Force Reser-ve squadrons (AFRS)

Hours to be deter-minedThree transport squadrons (one VIP)One maritime and transport squadronOne transport and training squadronNine Air Force Reser-ve squadrons (AFRS)

16 906 flying hoursThree transport squadrons (one VIP)One maritime and transport squadronOne transport and training squadronNine Air Force Reserve squadrons(AFRS)

Degree to which planned dailyaircraft availability is achieved

Subprogramme Transport and Maritime Capability


c h a p t e r 7

Output

Air-to-air combat capabili-tyAir-to-ground combat capabilityIn-flight refuelling capabilityAir combat training

FY2006/07

Hours to be deter-minedOne combat squadron One long-range transport and in-flight refuellingsquadron One combat training squadron

Hours to be deter-minedOne combat squadron One long-range transport and in-flight refulelingsquadron One combat training squadron

3 978 flying hoursOne combat squadron One long-range transport and in-flight refuellingsquadron One combat training squadron

FY2007/08 FY2008/09


The degree to which planneddaily aircraft availability isachieved

Subprogramme Air Combat Capability

Protection service capability

One Joint AirReconnaissanceInformationCentre (JARIC)and TrainingCentre

Counter-intelli-gence and safe-guarding

13 Protection servic-es squadrons12 months of incident-free groundprotection386 learners trained in aviation protection20 000 personnel days utilised on ext-ernal deploymentsFull compliance with image interpretationand intelligencerequirementsNational Diploma in Applied Military Intel-ligence Programme15 learners

Three learning opportunities56 learners24 hours per day counter-intelligencesupport capability Two counter-intelli-gence learningopportunities18 learners

13 Protection servic-es squadrons12 months of incident-free groundprotection386 learners trained in aviation protection20 000 personnel days utilised on ext-ernal deploymentsFull compliance with image interpretationand intelligencerequirementsNational Diploma in Applied Military Intel-ligence Programme15 learners

Three learning opportunities56 learners24 hours per day counter-intelligencesupport capability Two counter-intell-igence learningopportunities18 learners

13 Protection servic-es squadrons12 months of incident-free groundprotection386 learners trained in aviation protection20 520 personnel days utilised on ext-ernal deploymentsFull compliance with image interpretationand intelligencerequirementsNational Diploma in Applied Military Intel-ligence Programme15 learners Three learning opportunities56 learners24 hours per day counter-intelligencesupport capability Two counter-intelli-gence learningopportunities18 learners

Degree to which ground pro-tection, entrance control andVIP protection targets areachieved

Number of members trained

Degree to which orderedcommitments are achieved

Degree to which the exploita-tion and provision of imageintelligence requirements toSANDF and other user clientsmeet with requirements


Degree to which counter-intel-ligence and safeguardingrequirements are met


Subprogramme Operational Support and Intelligence Capability

T a b l e 7 . 2 A i r D e f e n c e P r o g r a m m e - O u t p u t D e t a i l s p e r S u b p r o g r a m m e f o r F Y 2 0 0 6 / 0 7 t oF Y 2 0 0 8 / 0 9 ( c o n t i n u e d )

c h a p t e r 7


Output

Air Defencemanagementcapability

Air traffic man-agement capa-bility

Ground com-mand and control man-agement capa-bility

Informationcommunicationtechnologymanagementcapability

Training capability

FY2006/07

Effective managementof air defence person-nel, static and mobilecontrol centres,mobile deploymentunits and sensors81 qualified air traffic controllersSix mission-ready air traffic service unitsOne mobile airfield radar systemFour mobile towers24 hour availability of navigation aids49 command post officers 178 command post assistants 24 hour availability 1 460 personnel days utilised on externaldeployments38 qualified telecom-munication officersand 157 qualifiedtelecommunicationoperators 24 hour availability of equipment Airspace control school Three air traffic management courses 20 learners Six air defence management courses 45 learners Three ground command and controlcourses 50 learners Four information, communication andtechnology courses 55 learners

Effective managementof air defence person-nel, static and mobilecontrol centres, mobiledeployment units andsensors81 qualified air traffic controllersSix mission-ready air traffic service unitsOne mobile airfield radar systemFour mobile towers24 hour availability of navigation aids49 command post officers 178 command post assistants 24 hour availability 1 460 personnel days utilised on externaldeployments38 qualified telecom-munication officersand 157 qualifiedtelecommunicationoperators 24 hour availability of equipment Airspace control school Three air traffic management courses 20 learners Six air defence management courses 45 learners Three ground command and controlcourses 50 learners Four information, communication andtechnology courses 55 learners

Effective managementof air defence person-nel, static and mobilecontrol centres,mobile deploymentunits and sensors81 qualified air traffic controllersSix mission-ready air traffic service unitsOne mobile airfield radar systemFour mobile towers24 hour availability of navigation aids49 command post officers 178 command post assistants 24 hour availability 1 460 personnel days utilised on externaldeployments38 qualified telecom-munication officersand 157 qualifiedtelecommunicationoperators 24 hour availability of equipment Airspace control school Three air traffic management courses 20 learners Six air defence management courses 45 learners Three ground command and controlcourses 50 learners Four information, communication andtechnology courses 55 learners

FY2007/08 FY2008/09


Degree to which air defenceresources have been man-aged

Degree to which the plannednumber of air traffic con-trollers, air traffic serviceunits and availability of navi-gation aids is achieved

Degree to which the plannednumber of command postofficers and command postassistants is achieved Degree of availability of the GCCS and CURIS systems Degree to which ordered commitments are achieved

The degree to which the planned number of telecom-munication officers andoperators is achieved The degree of availability of SAAF telecommunicationequipment Degree to which the planned training and syllabi require-ments are achieved


Subprogramme Command and Control Capability



c h a p t e r 7

Output

Deploymentsupport capability

FY2006/07

One MAOT course10 learners Two C & C Instructor courses 40 learners Two MSD courses 40 learners 400 Man Tactical Air Base deployment for12 weeks (24 houroperations) Two 20 Man simulta-neous Tactical AirBase deployments foreight weeks Logistic support for 180 days of SAAFdeployments

One MAOT course 10 learners Two C & C Instructor courses 40 learners Two MSD courses -40 learners 400 Man Tactical Air Base deployment for12 weeks (24 houroperations) Two 20 Man simulta-neous Tactical AirBase deployments foreight weeks Logistic support for 180 days of SAAFdeployments

One MAOT course 10 learners Two C & C Instructor courses 40 learners Two MSD courses 40 learners 300 Man Tactical Air Base deployment for12 weeks (24 houroperations) Two 20 Man simulta-neous Tactical AirBase deployments foreight weeks Logistic support for 180 days of SAAFdeployments

FY2007/08 FY2008/09


Degree to which deploymentsupport requirements aremet

Subprogramme Command and Control Capability (continued)


Air ForceCommand Postand AirOperationsTraining Centre

Effective commandand control of allplanned flying hoursFull compliance with SAAF training require-ments



Degree to which planned fly-ing hours are utilised

Degree to which SAAF train-ing requirements for com-mand post personnel are met

Subprogramme Command Post Capability

Logistic supportcapability

Base opera-tional supportcapability

Full compliance withsupport servicesrequirements

Full compliance with system group require-ments Full availability of airport operationalservices

Provision of opera-tional support for alloperational activitiesat SAAF bases inaccordance with theACSA model andcompliance with ICAOstandards







Degree to which supportservices requirements areprovided to all SAAF basesand units Degree to which system groups' requirements areachieved Degree to which airport operational services areavailable for the safe con-duct of operations Degree of compliance with the Airports Company of SA(ACSA) model andInternational Civil AviationAuthority (ICAO) standards

Subprogramme Base Support Capability

c h a p t e r 7


Output

Facilities (landand buildings)managementcapability

Supply support services capa-bility

Procurement, accounting anddisposal of allSAAF assets

FY2006/07

A suitable workingenvironment at allSAAF facilities

Full compliance with requirements for uni-forms and specialisedclothing Full compliance with the PFMA and all rel-evant legislation

A suitable workingenvironment at allSAAF facilities

Full compliance with requirements for uni-forms and specialisedclothing Full compliance with the PFMA and all rele-vant legislation

A suitable workingenvironment at allSAAF facilities inaccordance with theRAMP1

Full compliance with requirements for uni-forms and specialisedclothing Full compliance with the PFMA and all rele-vant legislation

FY2007/08 FY2008/09


Degree to which a suitableworking environment is pro-vided at all SAAF facilities

Degree to which the require-ments for uniform and spe-cialised clothing are met

Degree to which procure-ment, accounting and dispo-sal of all SAAF assets are incompliance with the PFMAand all relevant legislation

Subprogramme Base Support Capability (continued)


Advanced train-ing, skills train-ing, and full-time technicaltraining capabil-ity for airdefence

Flying trainingcapability

380 part-time tertiarystudy learners600 development and skills training learners60 N4-N6 tertiarytraining learners 270 apprentice learn-erships 65 full-time engineer-ing learners600 ABET/FET learn-ersFlying training school34 aircraft serviceable daily 41 qualified instru-ctors 10 000 flying hours Two pilot courses 34 pilots Two instructor cours-es 12 instructors

400 part-time tertiarystudy learners600 development and skills training learners60 N4-N6 tertiarytraining learners 270 apprentice learn-erships 65 full-time engineer-ing learners600 ABET/FET learn-ersFlying training school34 aircraft serviceable daily 41 qualified instru-ctors 10 000 flying hours Two pilot courses 34 pilots Two instructor courses 12 instructors

320 part-time tertiarystudy learners600 development and skills training learners60 N4-N6 tertiarytraining learners 270 apprentice learn-erships 65 full-time engineer-ing learners600 ABET/FET learn-ersFlying training school34 aircraft serviceable daily 41 qualified instruc-tors 9 046 flying hours Two pilot courses34 pilots Two instructor cours-es 12 instructors

Degree to which the plannedtraining and syllabi require-ments are achieved




Subprogramme Training Capability2

1 Repair and Maintenance Plan as supported by the Department of Public Works.2 The target of 9 179 learners as reflected in the ENE is an aggregation of all training conducted in the Air Defence Programme.


c h a p t e r 7

Output

Navigationtraining capability

Logistic trainingcapability

Personneldevelopmentcapability

FY2006/07

Navigator trainingschool10 qualified naviga-tion instructors One Navigators course - 12 navigators One Instructors course Two instructors Four survival courses 120 learners One aviation orienta-tion course25 learners Five para-sail courses 120 learners Logistical training school450 apprentices 60 office automation courses 600 learners 123 SAAF unique courses 1 335 learners Four hospitality serv-ices courses 83 learners Seven fire training courses 280 learners Personnel develop-ment college19 development courses 775 learners Two officers formative courses 144 learners Three air power courses 48 learners One law on armed conflict course 20 learners

Navigator trainingschool10 qualified naviga-tion instructors One Navigators course - 12 navigators One Instructors course Two instructors Four survival courses 120 learners One aviation orienta-tion course25 learners Five para-sail courses 120 learners Logistical training school450 apprentices 60 office automation courses 600 learners 123 SAAF unique courses 1 335 learners Four hospitality serv-ices courses 83 learners Seven fire training courses 280 learners Personnel develop-ment college19 development courses 775 learners Two officers formative courses 144 learners Three air power courses 48 learners One law on armed conflict course 20 learners

Navigator trainingschool10 qualified navigation instructors One Navigators course - 12 navigators One Instructors course Two instructors Four survival courses 120 learners One aviation orienta-tion course 25 learners Five para-sail courses 120 learners Logistical training school450 apprentices 60 office automation courses 600 learners 123 SAAF unique courses1 335 learners Four hospitality serv-ices courses 83 learners Seven fire training courses 280 learners Personnel develop-ment college19 development courses 775 learners Two officers formative courses 144 learners Three air power courses 48 learners One law on armed conflict course 20 learners

FY2007/08 FY2008/09








Subprogramme Training Capability (continued)


c h a p t e r 7


Output

Basic militarytraining capability

FY2006/07

Basic military traininggymnasiumThree basic courses 318 learners Two basic courses (Reserves) 80 learners Three orientation courses 45 learners 19 protection courses 719 learners



FY2007/08 FY2008/09




Subprogramme Training Capability (continued)


Aircraft servicing capability

Armament support capability

Maintenance capability

Engineering support capabilityOperational support andinformation systemsSupport process integration

Six aircraft-servicingunits that provideserviceable aircraft inaccordance withSystem Group busi-ness plans On time delivery of the required quantitiesof armaments and lifesupport systems forforce preparation andemployment To provide serviceablesupport equipment inaccordance withSystem Group busi-ness plansOn time delivery of engineering supportto System GroupsImplementation and support of informationmanagement toSystem GroupsImplementation of cost-effectiveprocesses and proce-dures within theSystem Groups

Six aircraft-servicingunits that provide serv-iceable aircraft inaccordance withSystem Group busi-ness plans On time delivery of the required quantitiesof armaments and lifesupport systems forforce preparation andemployment To provide serviceable support equipment inaccordance withSystem Group busi-ness plansOn time delivery of engineering support toSystem GroupsImplementation and support of informationmanagement toSystem GroupsImplementation of cost-effective process-es and procedureswithin the SystemGroups

Six aircraft-servicingunits that provideserviceable aircraft inaccordance withSystem Group busi-ness plans On time delivery of the required quantitiesof armaments and lifesupport systems forforce preparation andemployment To provide serviceable support equipment inaccordance withSystem Group busi-ness plansOn time delivery of engineering support toSystem GroupsImplementation and support of informationmanagement toSystem GroupsImplementation of cost-effective process-es and procedureswithin the SystemGroups

Degree to which the aircraftrequirement of the flyingunits is achieved

Degree of compliance with the requirements for arma-ment support

Degree to which all common aircraft support equipment ismaintained and available foruse

Degree of compliance with all System Group internalengineering requirementsEffectiveness of aircraft sys-tems information manage-ment

Effectiveness of aircraft sys-tems policies and proce-dures

Subprogramme Technical Support Services Capability


c h a p t e r 7

Type of Exercise

International Joint Exercises (Air Combat)

Air-to-Air Firing Cheetah

Air-to-Air Firing Hawk

Missile Firing

Electronic Warfare Camps

Infrared Camp

Air Capability Demonstration

Command and Control System Deployments (Exercises: New Horizon (NH) )

Air Transport Force Preparation: Exercise OSPREY

Helicopter Force Preparation Exercise

USAF Sep 06

Nov 06

-

Oct 06

Aug 06

Jul 06

May 06, Sep 06

Mar 06 NH5 / Oct 06 NH6

Sep 06

Sep 06

T a b l e 7 . 3 A i r D e f e n c e P r o g r a m m e - P l a n n e d E x e r c i s e s ( S e r v i c e U n i q u e )

FY 2006/07


The single biggest risk to the SA Air Force's ability toconduct air operations in future is the inadequacy of theoperating budget. Partially as a result of several DODpolicy changes, the human resources portion of thebudget continues to grow at the expense of operationalcapabilities. The operating budget as allocated over the2006 MTEF is not adequate to meet all operational com-mitments and to keep all systems in the required techni-cal condition. Aircraft systems, support facilities andoperational infrastructure have deteriorated to theextent that, in many cases, they do not comply withrequired standards and levels of readiness.

Operational squadrons are increasingly under pressureto produce enough flying hours to meet the operationaldemands from Joint Operations, and to facilitate an ade-quate learning and growth curve for pilots in thesquadrons. Limited operating funds restrict the numberof hours that can be flown, in turn limiting the numberof pilots that can be safely sustained, and therefore lim-iting the number of pilots that can be trained at the basicflying school. This poses a major risk to the SA AirForce's strategic intent to rectify the representivityimbalance in its pilot mustering at the quickest pace pos-sible.

The continuing decline in numbers of suitably skilledand experienced personnel in all disciplines presents amajor challenge in meeting ordered commitments. Asthe Air Force's main equipment age and thus requiremore intensive maintenance, the large-scale loss of expe-rienced technical personnel aggravates the problem ofmaintaining its operational systems.

The risks as indicated here will be partially mitigatedthrough a reprioritisation of the force design and forcestructure of the SA Air Force, as well as the successfulimplementation of the SAAF Strategic TransformationPlan Towards Vision 2015, the SAAF HR Medium-termStrategy and the SAAF HR Short-term ImplementationPlan. It should be noted, however, that the degree towhich the major risks can be mitigated depends largelyon the extent to which the SA Air Force is provided withfinancial relief over the next few years, since virtuallyevery identified risk is directly related to the availabilityof funds.


Budget constraints have forced the SA Air Force toreview its previously submitted flying hour targets andto adjust them in accordance with available funding.Within the context of its stated strategic priorities, basicflying training and air mobility for diplomatic missionsare fully funded, while the output of other air capabili-ties have been reduced to fit within the available budg-et. Scaling down flying hours has a direct impact on theextent to which the SA Air Force can provide air capa-bilities to Joint Operations and other users, which in turnmay have a detrimental effect on the ability of someusers, such as the SA Army and Special Forces, to meettheir force preparation objectives.

Major management interventions have been made toincrease the operational availability of all aircraftresponsible for the support of external SANDF deploy-ments and, within the restrictions of available funding,

c h a p t e r 7


these assets have shown a marked improvement inavailability already.



Monitoring of Air Force Board FocusArea to address the acquisition of rep-resentative and qualified members forthe core functions of the Air Force,and career preparation of representa-tive members for the SDP aircraft.

Annual review of contracts to ensurecost-effective logistic support

To implement the redesigned logisticsupport concept in the SAAF in accor-dance with the approved SAAF Logis-tic Support Philosophy and the guide-lines in the SAAF Strategic Transfor-mation Plan Towards Vision 2012

To establish a system of measuringthe operational readiness of the SAAFto perform its assigned missions insupport of the force employmentrequirements for air power

To participate in the establishment of aNational Aviation Academy in conjunc-tion with suitable partners in the com-mercial aviation sector

Possible reduction of personnel inaccordance with the optimal forcestructure in the process of being deter-mined

Air combat monthly control of contractdeliverables, to ensure cost-effectivelogistic support

Bi-annual level 6 integration interven-tions

Anticipated Benefit

Ongoing

Ongoing

Ongoing

Ongoing

Ongoing

In process

Ongoing

Meaningful and measurable progresstowards the objectives of the SAAFmedium-term HR Strategy and SAAFStrategic Transformation PlanTowards Vision 2012

Optimised service delivery and sup-port that reflect a cost-effective bal-ance between the operational require-ment, the contracted work and thecost to the SAAF, thus assisting inreducing the overall cost of support

An optimised logistic support systemthat reflects a cost-effective balancebetween organic SAAF logistic sup-port and outsourced support, thusassisting in reducing the overall costof support

A reliable measure of the SAAF'soperational readiness, indicating thedegree of compliance with or devia-tion from the set output objective asprovided by the Air Force Office

Initial flight screening, basic groundand flying training for pilots, and basictechnical training, in preparation forthe commencement of military flyingand system specific maintenancetraining in the SAAF. Involvement ofSADC countries will ensure support ofNEPAD

Possible reduction in personnel costs

Retention of optimised HR comple-ment in support of allocated roles andresponsibilities/functions

Optimised service delivery and sup-port that reflect a cost-effective bal-ance between the operational require-ment, the contracted work and thecost to the Cheetah and Hawk sys-tems, thus assisting in reducing theoverall cost of support

T a b l e 7 . 4 A i r D e f e n c e P r o g r a m m e - P e r f o r m a n c e a n d S e r v i c e D e l i v e r y I m p r o v e m e n t

StatusActivities

Strategic direction,human resourcestransformation

Strategic direction,review of contracts

Strategic direction,logistic restructuring

Strategic direction,operational readiness

Strategic direction,National AviationAcademy

Strategic and oper-ational direction, re-duction of uniformedand PSAP personnel

Combat capability,review of contracts


c h a p t e r 7


To implement the designed logisticsupport concept of the Hawk andGripen systems in accordance with theapproved SAAF Logistic SupportPhilosophy and the guidelines in theSAAF Strategic Transformation PlanTowards Vision 2012

Continuous level 6 integration activi-ties for Gripen and Hawk until 2011

Acquire an internal ability to trainassessors under licence of an externalprovider

Reduction of the SAAF telephone billby at least 50 % through the introduc-tion of tighter control measures andthe introduction of telephone call cardsfor private calls

Close liaison and co-operation withcivilian air traffic management serviceprovider

To establish a forum to develop co-ordinated aircraft system master plans

To expand the current night operationcapabilities

Optimising of aviation fuel management through computerisedmonitoring systems and improved con-trol measures

Introducing active monitoring and con-trol processes for the procurement,disbursement and utilisation of rations

Anticipated Benefit

Ongoing

One-off for2006/07

Apr 06

Ongoing

To be opera-tional in Mar06

To be opera-tional by Aug06

Jun 06

Ongoing

An optimised logistic support systemfor Hawk and Gripen systems thatreflects a cost-effective balancebetween organic SAAF logistic sup-port and outsourced support, thusassisting in reducing the overall costof support

Ensure effective integration of SDPaircraft into service

150 assessors trained, qualified andcertified within 12 months

50% cost saving against total out-source

Additional funds available for alloca-tion in support of the SAAF's opera-tional output

Nationally standardised air traffic man-agement equipment, rules and regula-tions, eliminating duplication

This forum will optimise the supportprovided and reduce the associatedbudget implications

This will increase the ability of alltransport aircraft to conduct opera-tional missions at night

Substantial increase in the ability tominimise losses and improve controlof procurement

Additional funds available for alloca-tion in support of the SAAF's opera-tional output

T a b l e 7 . 4 A i r D e f e n c e P r o g r a m m e - P e r f o r m a n c e a n d S e r v i c e D e l i v e r y I m p r o v e m e n t ( c o n t i n u e d )

StatusActivities

Combat capability,logistic restructuring

Training capability,ETD practitionertraining assessors

Command and control, communications

Command and control

Air transport capability, logisticoperational forum

Air transport capability, night operations

Support capability

Support capability

c h a p t e r 8


P U R P O S E

he Maritime DefenceProgramme providesprepared and supportedmaritime defence capa-bilities for the defenceand protection of theRSA.



MARITIME DEFENCE

TObjective/Subprogramme

Maritime Direction Capability

Maritime Combat Capability

Maritime Logistics Support Capability

Maritime Training Capability

General Base Support Capability

TOTAL

FY2006/07('000)

330 049

460 468

181 944

107 602

338 278

1 418 341

346 710

507 574

200 281

116 551

343 220

1 514 336

333 199

418 240

171 580

98 219

297 935

1 319 173

T a b l e 8 . 1 M a r i t i m e D e f e n c e P r o g r a m m e - A l l o c a t i o n f o r F Y 2 0 0 6 / 0 7t o F Y 2 0 0 8 / 0 9

FY2007/08('000)

FY2008/09('000)


The Medium-term Expenditure Frame-work (MTEF) allocation to and esti-mates for the Maritime DefenceProgramme per subprogramme arereflected in Table 8.1 below.


c h a p t e r 8

Output

Strategic direction capability

Force preparation direction capability

FY2006/07

Approved SA NavyStrategic Level 2Business Plan (De-tail outputs contain-ed in Plan in order toachieve crediblemaritime defence)

Approved FleetCommand Level 3Business Plan (De-tail force prepara-tion direction andforce provision out-puts in support ofSA Navy Level 2Strategic BusinessPlan as contained inthe Level 3 Plan)


Approved FleetCommand Level 3Business Plan (De-tail force prepara-tion direction andforce provision out-puts in support of SANavy Level 2Strategic BusinessPlan as contained inthe Level 3 Plan)


Approved FleetCommand Level 3Business Plan (De-tail force prepara-tion direction andforce provision out-puts in support of SANavy Level 2Strategic BusinessPlan as contained inthe Level 3 Plan)

FY2007/08 FY2008/09


The degree to which the stat-ed outputs and targets in theSA Navy Strategic Level 2Business Plan have beenachieved

The degree to which the stat-ed outputs and targets in theFleet Command Level 3Business Plan have beenachieved

Subprogramme Maritime Direction Capability

T a b l e 8 . 2 M a r i t i m e D e f e n c e P r o g r a m m e - O u t p u t D e t a i l s p e r S u b p r o g r a m m e f o r F Y 2 0 0 6 / 0 7 t oF Y 2 0 0 8 / 0 9

Measurable objective: Defend and protect the RSA by maintaining and providing prepared and supportedmaritime combat forces, services and facilities.

O U T P U T S


Surface combatcapability

Submarine warfare capability

Combat supportand sealift capability

5 064 hrs(4 corvettes and 3 strike craft)5 790 hrs

6 120 hrs(3 submarines)

360 hrs(1 680 hrs for trials inGermany and 888 hrsfor transit to SA notincluded in above)

1 044 hrs(1 combat support vessel)1 488 hrs

3 240 hrs(4 corvettes)3 480 hrs

6 120hrs(3 submarines)

360 hrs0 hrs(Combat support vessel in refit)0 hrs

5 064 hrs(4 corvettes and 3 strike craft)5 790 hrs

4 080 hrs(2 submarines)

240 hrs(1 680 hrs for trials inGermany and 888 hrsfor transit to SA notincluded in above)

1 044 hrs(1 combat support vessel)1 488 hrs

The degree to which theplanned force preparation hrshave been achieved

The degree to which the stat-ed readiness levels havebeen maintained ito forceemployment hrs





Subprogramme Maritime Combat Capability

c h a p t e r 8


Output

Mine warfarecapability(Minehunting)

Hydrographicalservices capability

Operational diving capability

Combatresearch andsupport capability

Inshore patrol capability

Operational boatsquadron capability

FY2006/07

960 hrs(3 minehunters)

168 hrs

144 hrs(1 hydrographic survey vessel)2 880 hrs

800 hrs(1 team)

1 200 hrs

Approved and exe-cuted IMT Multi-YearPlan in support ofoperational andstrategic plans 504 hrs(3 inshore patrol vessels)1 176 hrs

2 880 hrs(1 operational boat squadron)2 450 hrs


168 hrs


800 hrs(1 team)

1 200 hrs




168 hrs


800 hrs(1 team)

1 200 hrs



FY2007/08 FY2008/09


The degree to which theplanned force preparation hrshave been achievedThe degree to which the stat-ed readiness levels havebeen maintained ito forceemployment hrsThe degree to which the planned force preparation hrshave been achieved

The degree to which the stat-ed readiness levels havebeen maintained ito forceemployment hrs for surveyoperationsThe degree to which the planned force preparation hrshave been achievedThe degree to which the stat-ed readiness levels havebeen maintained ito forceemployment hrsThe degree to which the stat-ed outputs and targets in theInstitute for Maritime Tech-nol-ogy Multi-Year Plan havebeen achievedThe degree to which the planned force preparation hrshave been achieved

The degree to which the stat-ed readiness levels havebeen maintained ito forceemployment hrsThe degree to which the planned force preparation hrshave been achieved


Subprogramme Maritime Combat Capability (continued)

T a b l e 8 . 2 M a r i t i m e D e f e n c e P r o g r a m m e - O u t p u t D e t a i l s p e r S u b p r o g r a m m e f o r F Y 2 0 0 6 / 0 7 t oF Y 2 0 0 8 / 0 9 ( c o n t i n u e d )


c h a p t e r 8

Output

Provision ofdockyard; fleetmaintenance;publication pro-vision; logisticwarehousing;armament ware-housing; com-mand and log-istic; and infor-mation systemscapabilities

FY2006/07

Provision of maritimelogistic support serv-ices in accordancewith stated opera-tional readiness lev-els of the requiredforce design and itsutilisation



FY2007/08 FY2008/09


The degree to which the mar-itime logistic support servicessatisfied client requirements

Subprogramme Maritime Logistics Support Capability


Formative training capability

Functional and warfare trainingcapability

Technical training capability

Staff training capability

Overseas training capability

9 learning opportuni-ties 1 554 Reserve and Regular learners inorder to sustain theHR composition ofthe SA Navy169 learning opportu-nities 2 185 functionally trained Reserve and Regular learners74 learning opportu-nities 250 technically trained Reserve and Regular learners4 learning opportu-nities 100 staff trained Reserve and Regular learnersApproved and exe-cuted overseas train-ing schedule

9 learning opportuni-ties 1 554 Reserve and Regular learners inorder to sustain theHR composition ofthe SA Navy169 learning oppor-tunities 2 185 functionally trained Reserve and Regular learners74 learning opportu-nities 250 technically trained Reserve and Regular learners4 learning opportu-nities 100 staff trained Reserve and Regular learnersApproved and exe-cuted overseas train-ing schedule

9 learning opportuni-ties 1 554 Reserve and Regular learners inorder to sustain theHR composition ofthe SA Navy169 learning oppor-tunities 2 185 functionally trained Reserve and Regular learners74 learning opportu-nities 250 technically trained Reserve and Regular learners4 learning opportu-nities 100 staff trained Reserve and Regular learnersApproved and exe-cuted overseas train-ing schedule

The degree to which theplanned training and syllabihave been achieved

The degree to which the planned training and syllabihave been achieved

The degree to which theplanned training and syllabihave been achieved

The degree to which theplanned overseas trainingschedule has been achieved

The degree to which theplanned overseas trainingschedule has been achieved

Subprogramme Maritime Training Capability1

2 The target of 4 089 learners as reflected in the ENE is an aggregation of all training conducted in the Maritime DefenceProgramme.

c h a p t e r 8


Output

MaritimeReserves capability

FY2006/07

Additional 150trained reservists40 000 man-days usedFully operational Re-serve ManagementCenter and fully inte-grated utilisation ofReserves within theSA Navy



FY2007/08 FY2008/09


The degree to which theplanned training and utilisa-tion of reservists have beenachieved

Subprogramme Maritime Training Capability (continued)


Base supportcapability atSimon's Town,Durban and PortElizabeth

Provision of basesupport services inaccordance withstated operationalreadiness levels ofthe required forcedesign and its utilisa-tion

Provision of basesupport services inaccordance withstated operationalreadiness levels ofthe required forcedesign and its utili-sation

Provision of basesupport services inaccordance withstated operationalreadiness levels ofthe required forcedesign and its utilisa-tion

The degree to which the basesupport services satisfiedclient requirements


Type of Exercise

Exercise RED LION. Task Force exercise

Exercise TRANSOCEANIC. Naval control of shipping exercise

Exercise BELL BUOY. Naval control of shipping exercise

Exercise BOURBON. Search and rescue

Exercise ATLASUR. Task Force exercise with South American countries

Jul

Aug

Jul

Sep/Oct

Oct/Nov

T a b l e 8 . 4 M a r i t i m e D e f e n c e P r o g r a m m e - P l a n n e d E x e r c i s e s ( S e r v i c e U n i q u e )

FY 2006/07

Policy Option

Rationalisation of TrainingInfrastructure

Acceptance and Integrationof Strategic DefencePackages into the SA Navy

The Creation of anOperational Boat Squadron

Fin Year

30 00040 000

-22 00013 000

-14 00014 00039 000

Establishment of additions to the Maritime WarfareSchool - Submarine Training Centre, LCAMPS Schooland Sea Safety Training Centre

Qualified and accepted SDP vessels

The creation and sustainment of a riverine patrol capa-bility, the lack of which is currently considered a signifi-cant deficiency in the Force Design

06/0707/0808/0906/0707/0808/0906/0707/0808/09

T a b l e 8 . 3 M a r i t i m e D e f e n c e P r o g r a m m e - O u t p u t s o f S p e c i f i c P o l i c y O p t i o n s w h e r e A d d i t i o n a lF u n d s w e r e A l l o c a t e d

Allocations(R'000)

Output Targets


c h a p t e r 8


A number of risks and managerial challenges have beenidentified by the SA Navy as having the potential toinfluence negatively its ability to achieve the statedobjective of defending and protecting the RSA by main-taining and providing prepared and supported mar-itime combat forces, services and facilities. Risk mitiga-tion and management intervention plans have, however,been developed in order to reduce the possibility ofthese risks becoming untenable.

The most important output risk being managed withinthe short to medium term is the lack of sufficientresources to meet all requirements. This risk manifestsitself mainly in the areas of the continued ability to con-duct the required and contracted qualification trials inorder to accept the special strategic defence packagesinto service, the ability to meet the life cycle costs of thenew equipment and the ability to establish/adapt theinfrastructure to support the new equipment.Additional funds have been allocated by NationalTreasury as part of the mitagation actions. Actions have

been initiated for more effectiveness, efficiency, and costeffectiveness, by establishing capabilities in industrythrough technology transfer programmes, facilityupgrade/build programmes, maintaining a minimumcore conventional capability, downsizing the force struc-ture to a level where it is both affordable and sustainableand disposal of redundant/obsolete equipment. The SANavy is further committed to maintaining personnelrelated expenditure at 60% of its allocation.

A further risk is the availability and development of thepersonnel needed to support the new equipment. Thisrisk is mitigated by firstly downscaling existing capabil-ities to release personnel, and secondly, a large numberof personnel have been sent overseas for training. Theintroduction of the Military Skills Development ServiceSystem into the SA Navy has also contributed to a reju-venated and young human resources component whichwill be used to further negate the risk.

S E R V I C E S T O B E S C A L E D D O W NS U S P E N D E D O R A B O L I S H E D

Subpro-gramme

Maritimelogisticscapability

Maritimetraining (HRsupport)capability

Reduction in Output

Reduction in costs and im-proved efficiency through con-solidation and concentration offacilities in Simon's Town

Increasing efficiency, effective-ness and economy throughproposed reductions andadjustments to DOD forcestructure

It is planned that thefacility will only be closedat the end of FY2006/07

Savings will only beeffected once the newfacilities are handed overto the SA Navy - sched-uled for FY2008/09

Closure of ArmamentDepot Durban (Serviceto be provided in Simon'sTown)

Investigations launchedito DOD PlanningInstruction 07/02 re ratio-nalisation of SA Navytraining units

T a b l e 8 . 5 S e r v i c e s / O u t p u t s t o b e S c a l e d D o w n o r S u s p e n d e d

Reason for Scaling Down/Suspension of Service

Implications

0(Transferred)

0(Transferred)

Shortfall/Savings(R'000s)

Type of Exercise

Interop EAST. Visits to and exercises with African navies

Interop WEST. Visits to and exercises with African navies

Chile International Exhibition. Participate in exhibition

Interop NORTH. Visits to and exercises with African navies

Sep/Oct

May/Jun

Nov

-

T a b l e 8 . 4 M a r i t i m e D e f e n c e P r o g r a m m e - P l a n n e d E x e r c i s e s ( S e r v i c e U n i q u e ) ( c o n t i n u e d )

FY 2006/07

Note: Does not include formal and informal work-up and continuation training.

c h a p t e r 8



Institutionalisation of Naval Order onOrganisational Excellence throughimproved service delivery; encom-passes full spectrum of organisationalfunctioning (ongoing evolution)

Optimisation of SA Navy StrategicDirection Process with specific refer-ence to alignment of planning process-es at L2, L3 and L4 (ongoing evolu-tion)

Incorporation of force preparation andforce employment activities withaspects such as reporting whales anddolphins on patrol reports and sinkingtargets as artificial reefs (ongoing evo-lution)

Continued work to clean up data bymeans of the Bill of Materials projectDisposal of related surplus / obsolete equipment (ongoing evolution)Unit Information Management System phased out (ongoing evolution)Implementation of performance meas-urement model (ongoing evolution)Training of personnel (ongoing evolution)

Anticipated Benefit

In process

In process

Continuous

In Process

Increased service delivery; optimisedinterface management

The four subsidiary elements of theSA Navy Strategic Direction Processwill be formalised, regulated and opti-mised, with concomitant effects onservice delivery

Enhanced public image, as also con-tinuous, entrenched support to otherState departments

Implementation of OSIS and estab-lishing it as the basis of the configura-tion management, maintenance plan-ning and materiel accounting systemof the SA Navy

T a b l e 8 . 6 M a r i t i m e D e f e n c e P r o g r a m m e - P e r f o r m a n c e a n d S e r v i c e D e l i v e r y I m p r o v e m e n t

StatusActivities

Naval Order:OrganisationalExcellence ThroughImproved ServiceDelivery

Implementation ofNO Plans 23/2004.The SA Navy’sstrategic directionprocess

Environmental Policy

Operational SupportInformation System(OSIS)


The SA Navy plans to implement new, and maintainexisting measures aimed at improving service delivery,reducing costs and increasing efficiency duringFY2006/07. Most of these measures stem from theimplementation of recommendations contained in theNavy Review and from the "to be approved DOD forcedesign and structure". The main focus areas of thesemeasures are as follows:

The downsizing of the SA Navy force structurewithout affecting the critical mass for sustain-

ability, to a level where it becomes moreaffordable and sustainable.The disposal of redundant / obsolete forcestructure elements and their associated sys-tems so as to create capacity for accepting thecorvettes and submarines into service.The preparation of representative humanresources for operating the new vessels.The rejuvenation of facilities.The preparation of naval forces for meetingordered defence commitments, especially forutilisation within the African battlespace.


c h a p t e r 8


Actions to comply with policies andprescripts wrt phasing out or replacingozone destructive substances, controland reduction of noise, dust, andchemical pollution, control and eradi-cation of alien vegetation and dispos-ing of hazardous chemicals and mate-rial will continue. For example, thereplacement of refrigerants in air con-ditioning systems (ongoing evolution)

Establishment of Fleet ETD Centre,containing curriculum facilitation, eval-uation and media facility sections.The Centre will also train ETD instruc-tors (ongoing evolution)

Anticipated Benefit

Ongoing

In Process

Increased legal compliance anddecreased legal liability as well asimproved image wrt environmentalimpacts

Members returning from overseas andlocal project-related learning opportu-nities will obtain assistance in translat-ing newly acquired knowledge andskills into learning opportunitiesand will be integrated at the appropri-ate level into existing learning oppor-tunities

StatusActivities

Environmental compliance

Optimise ETD practi-tioner training

T a b l e 8 . 6 M a r i t i m e D e f e n c e P r o g r a m m e - P e r f o r m a n c e a n d S e r v i c e D e l i v e r y I m p r o v e m e n t ( c o n -t i n u e d )

The SA Navy will be concentrating on the final integra-tion of the special strategic defence packages into serv-

ice, whilst also focusing its attention on efforts to sup-port Government initiatives into Africa.

c h a p t e r 9


P U R P O S E

he Military HealthSupport Programme pro-vides prepared and sup-ported medical combatsupport elements andservices.



MILITARY HEALTH SUPPORT


Strategic Direction

Military Health Support

Area Military Health Service

Specialist/Tertiary Health Service

Product Support Capability

Base Support Capability

Military Health Training Capability

Total

FY2006/07('000)

101 948

55 491

667 602

569 995

145 829

146 692

120 802

1 808 359

105 592

58 739

732 821

604 384

153 218

157 258

128 120

1 940 132

98 420

55 967

621 539

518 301

144 970

131 136

113 489

1 683 822

T a b l e 9 . 1 M i l i t a r y H e a l t h S e r v i c e P r o g r a m m e - A l l o c a t i o n f o rF Y 2 0 0 6 / 0 7 t o F Y 2 0 0 8 / 0 9

FY2007/08('000)

FY2008/09('000)


The Medium-term Expenditure Frame-work (MTEF) allocation to and esti-mates for the Military Health ServiceProgramme per subprogramme are asreflected in Table 9.1 below.


c h a p t e r 9

Output

Strategic direction to theMilitary HealthServiceProgramme;military healthadvice to theDOD; and theallocation andmanagement ofMilitary HealthServiceresources

FY2006/07

All policies, strate-gies and plans areimplemented asspecified 100% amended30% reviewedAll required inputs submitted on timeand in accordancewith requirements100% support pro-vided as required



FY2007/08 FY2008/09


The degree to which the DOD'spolicies, strategies and plansare implemented in respect ofmilitary health matters

The degree to which all requir-ed inputs to DOD policies,Cabinet memoranda, strategiesand plans are submittedThe degree to which required support to Government initia-tives is met


T a b l e 9 . 2 M i l i t a r y H e a l t h S e r v i c e P r o g r a m m e O u t p u t D e t a i l s P e r S u b p r o g r a m m e f o r F Y 2 0 0 6 / 0 7t o F Y 2 0 0 8 / 0 9

Measurable objective: Provide prepared and supported military medical health capabilities, services and facilities,in support of the defence of South Africa that meet the requirements of Government.

O U T P U T S

The outputs for this programme are as reflected per sub-programme in Table 9.2 below.

Military Healthsupport capabilityExercises as indicated inTable 9.4

One Regular Forcemedical battaliongroupOne Regular Force specialist medical bat-talion groupThree Reserve Force medical battaliongroupsCompliance with statutory norms andregulations

One Regular Forcemedical battaliongroupOne Regular Force specialist medicalbattalion groupThree Reserve Force medical battaliongroupsCompliance with statutory norms andregulations

One Regular Forcemedical battaliongroupOne Regular Force specialist medicalbattalion groupThree Reserve Force medical battaliongroupsCompliance with statutory norms andregulations

The degree to which the readi-ness states and Force employ-ment requirements are metThe degree of compliance with statutory norms and regulations

Subprogramme Military Health Support

Military Healthsupport capabilityExercises as indicated inTable 9.4

Nine area health units28 health centres29 sickbaysThree base hospitalsSix oral health clinics39 military medical clinicsThree community centres

Nine area healthunits28 health centres29 sickbaysThree base hospitalsSix oral health clinics39 military medical clinicsThree community centres

Nine area healthunits28 health centres29 sickbaysThree base hospitalsSix oral health clinics39 military medical clinicsThree community centres

The degree to which the readi-ness states and force employ-ment requirements are metThe degree of compliance with statutory norms and regulations

Subprogramme Military Health Support

c h a p t e r 9


OutputFY2006/07

Five occupationalhealth and safetycentres One Presidential medical teamA multi-disciplinary military health serv-ice for the SANDFand other patientsas authorised

Five occupationalhealth and safetycentres One Presidential medical teamA multi-disciplinary military health serv-ice for the SANDFand other patients asauthorised

Five occupationalhealth and safetycentres One Presidential medical teamA multi-disciplinary military health serv-ice for the SANDFand other patients asauthorised

FY2007/08 FY2008/09


Subprogramme Military Health Support (continued)

T a b l e 9 . 2 M i l i t a r y H e a l t h S e r v i c e P r o g r a m m e O u t p u t D e t a i l s P e r S u b p r o g r a m m e f o r F Y 2 0 0 6 / 0 7t o F Y 2 0 0 8 / 0 9 ( c o n t i n u e d )

A tertiary mili-tary healthcapability forserving andretired SANDFmembers andtheir depen-dants, Govern-ment VIPs, andother Govern-ment approvedpatients (includ-ing the UnitedNations and theSouthern Afri-can Develop-ment Communi-ty (SADC)countries) Tertiary military health servicesAn aviation health capabilityand service forthe SANDFconductingmedicalassessments;hyperbarictreatment; G-Tolerance train-ing for aviators;and Aviationmedical fitnessverificationservice for theSAAF andSouth AfricanCivil AviationAuthority(SACAA)

100% compliancewith readiness statesof military hospitals atPretoria, Cape Townand Bloemfon-tein,as stipulated by theSurgeon General

22 000 aviation med-ical confirmations forSACAA24 hour availability of air evacuationteams

100% compliancewith readiness statesof military hospitals atPretoria, Cape Townand Bloemfon-tein,as stipulated by theSurgeon General


100% compliancewith readiness statesof military hospitalsat Pretoria, CapeTown and Bloemfon-tein, as stipulated bythe Surgeon General


Degree of operational readinessNumber of in-patients Out-patient consultations

Degree of compliance withrequired number of aviationmedical confirmationsDegree of compliance with availability of air evacuationteams

Subprogramme Specialist/ Tertiary Health Service


c h a p t e r 9

Output

Psychologicalassessmentsand Research& Development(R&D) capabili-ty

A maritimehealth capabili-ty and servicefor the SANDFconductinghyperbarictreatment; maritime med-ical assess-ments; and div-ing medical fit-ness verifica-tion service forthe SANA veterinary health capabili-ty for theSANDF andSAPS asrequired

FY2006/07

One Military Psycho-logical Institute100% compliance with research re-quirement issued bySG and clients

24 hour availability of medical officer atNavy decompressionfacility600 diving and submarine medicals

11 animal clinics Two veterinary hos-pitalsCompliance with agreement







FY2007/08 FY2008/09


Project satisfaction according toSAMHS orderDegree of conformance to Code of Good ResearchPractice and Ethical ConductTimely delivery of contract as per specificationDegree of availability of a medical officer at Navy decom-pression facilityDegree of compliance with required number of healthassessments

Degree of performance as perservice agreements / servicelevel agreements

Subprogramme Specialist/ Tertiary Health Service (continued)


Pharmaceuticaland sundrieswarehousing Mobilisation and uniquestock ware-housingSAMHS unique products, mate-rials and servic-es procurementcapability andservice andelectro-medicalequipmentasset manage-ment

One military healthdepot

One military health procurement unit100% compliance with statutory medicalequipment servicerequirements andasset management


One military health procurement unit100% compliance with statutory medicalequipment servicerequirements andasset management


One military health procurement unit100% compliance with statutory med-ical equipment serv-ice requirements andasset management

Degree of readiness and avail-ability of unique stock

Degree of availability of depot itemsDegree of compliance with statutory medical equipmentservice requirements

Subprogramme Product Support Capability

c h a p t e r 9


Output

A general basesupport capa-bility for identi-fied defenceprogrammes

FY2006/07

One general supportbase100% client satisfac-tion100% conformance with all DOD policy,guidelines andagreements withrespect to base sup-port

One general supportbBase100% client satisfac-tion100% conformance with all DOD policy,guidelines andagreements withrespect to base sup-port

One general supportbase100% client satisfac-tion100% conformance with all DOD policy,guidelines andagreements withrespect to base sup-port

FY2007/08 FY2008/09


Degree of client satisfactionDegree of compliance with performance standards as con-tained in service agreementswith clients



TrainedSAMHS per-sonnel in spe-cialist areas

56 courses6360 learners



Degree of compliance withSAMHS training plan

Subprogramme Military Health Training Capability

Type of Exercise

EX LANCET. Force preparation

EX WAYSIDE. Force preparation

Sep

Aug/Sep

T a b l e 9 . 4 M i l i t a r y H e a l t h S u p p o r t P r o g r a m m e - P l a n n e d E x e r c i s e s ( S e r v i c e U n i q u e )

FY 2006/07

Policy Option

Anti-retroviral roll-out

MSDS

Compliance with health legislation and support toGovernment initiatives

Fin Year

26 00032 00058 0007 300

14 60021 00012 000

14 000

Roll out according to indicated incidenceRoll out according to indicated incidenceRoll out according to indicated incidenceTo provide health care for 3 000 MSDS membersTo provide health care for 6 000 MSDS membersTo provide health care for 9 000 MSDS membersUpgrade of SAMHS depot to the correct standardAcquisition of equipment and infrastructure for Presidential medical supportUpgrade of SAMHS depot to the correct standardAcquisition of equipment and infrastructure for Presidential medical support

06/0707/0808/0906/0707/0808/0906/07

07/08

T a b l e 9 . 3 M i l i t a r y H e a l t h S u p p o r t P r o g r a m m e - O u t p u t s o f S p e c i f i c P o l i c y O p t i o n s w h e r eA d d i t i o n a l F u n d s w e r e A l l o c a t e d

Allocations(R'000)

Output Targets


c h a p t e r 9


The risks confronting the SAMHS have implications forthe whole of the SANDF, as each member (includingretired members) and their dependants remain relianton the SAMHS for health care. The deterioration of hos-pitals, facilities and equipment, the high rate of medicalinflation and the unacceptably high workload of healthprofessionals are the main risk factors.


No service is to be abolished, but reprioritisation may

result in non-essential services being scaled down oreven suspended. This will, however, be implemented asa very last resort.

P E R F O R M A N C E A N D S E R V I C E D E L I V E R Y I M P R O V E M E N TThe subprogrammes of the Military Health ServiceProgramme intend to continue improving their per-formance and service delivery in accordance with theinterventions undertaken during FY2005/06 as indicat-ed again in Table 9.5 below.


Generic medicineProject MedsaveArt 38A nursesMedical orderlies and OECPsMedicine codelistsPre-packing of medicineCode listsGeneric medicineArt 38A nursesMedical orderlies and OECPsBio-medical capabilityDiscounts on service delivery against prescribed benefit scales

Commuted overtimeOral health schemeProject MedsaveBenefits for health professionals in rural areasScarce kkills allowancesFull range Leadership, Command and Management Principles (LCAMPS)TrainingBatho PeleEffect analysisContinuous professional development programme

TrainingBatho PeleInspector-General’s AuditsEffect analysisHuman resources training

Anticipated Benefit

Ongoing

OngoingOngoing

Ongoing

Ongoing

Ongoing

Ongoing

Ongoing

Ongoing

Ongoing

Reduction in health care cost

Reduction in health care costReduction in health care cost

Reduction in health care cost

Reduction in health care costHigher productivityIncentive to remain in SAMHS

Democratic organisation

Client satisfaction

Client satisfactionSavings through better proceduresClient satisfaction

Client satisfaction

T a b l e 9 . 5 M i l i t a r y H e a l t h S e r v i c e P r o g r a m m e - P e r f o r m a n c e a n d S e r v i c e D e l i v e r y I m p r o v e m e n t

StatusActivities

Health care

WarehousingPrescriptionsTreatmentBio-medical

Provision of services in under-servicedareasRemuneration strate-gies

Leadership principles

Service delivery

Continuous learning and development

Discipline

HR management

c h a p t e r 1 0


P U R P O S E

he Defence IntelligenceProgramme provides adefence intelligence andcounter-intelligence capa-bility.



DEFENCE INTELLIGENCE


Strategic Direction

Operations

Defence Intelligence Support Services

TOTAL

FY2006/07('000)

140

7 851

143 280

151 271

143

8 088

150 608

158 839

203

7 464

135 995

143 662

T a b l e 1 0 . 1 D e f e n c e I n t e l l i g e n c e P r o g r a m m e - A l l o c a t i o n f o rF Y 2 0 0 6 / 0 7 t o F Y 2 0 0 8 / 0 9

FY2007/08('000)

FY2008/09('000)


The Medium-term Expenditure Frame-work (MTEF) allocation to and esti-mates for the Defence IntelligenceProgramme per subprogramme arereflected in Table 10.1 below.


c h a p t e r 1 0

Output

Provide intelli-gence policyand doctrine

Policy advice

FY2006/07

Geospatial DODICounter-intelligence DODIIntelligence ETD DODIVetting JDPSecurity JDP100% acceptance of policy advice

Intelligence andReconnaissanceDODIIntelligence for Operations JWP

100% acceptance ofpolicy advice

Intelligence DODDIntelligence Collection andProcessing DODI

100% acceptance of policy advice

FY2007/08 FY2008/09


The degree to which requiredDefence Intelligence policiesare available

The degree to which policy advice is accepted

Subprogramme Strategic direction

T a b l e 1 0 . 2 D e f e n c e I n t e l l i g e n c e P r o g r a m m e - O u t p u t D e t a i l s p e r S u b p r o g r a m m e f o r F Y 2 0 0 6 / 0 7 t oF Y 2 0 0 8 / 0 9

Measurable objective: Defend and protect South Africa by the provision of military intelligence and counter-intelli-gence products and services that meet the requirements of government.

O U T P U T S

The outputs for this programme are reflected per sub-programme in Table 10.2 below.

Provide intelli-gence andcounter- intelli-gence servicecapabilities

90% of products onthe production sched-ule are disseminatedtimeously100% of clients' intelligence require-ments are mettimeously

90% of products onthe production sched-ule are disseminatedtimeously100% of clients' intelligence require-ments are mettimeously

90% of products onthe productionschedule are dissem-inated timeously100% of clients' intelligence require-ments are mettimeously

The degree to which clients aresatisfied with intelligence prod-ucts and services

Subprogramme Operations

Support servic-es comprisingof the following:

A personnel utilisationserviceA personnel administra-tion serviceAn intelli-gence train-ing to identi-fied clientsA logistical support serv-iceAn informa-tion supportservice

No incidence whereDI is in breach of anypolicy, regulation orinstruction regulatingthe management of aspecific functionalfieldThe DPBEC finds the quality of the overallbusiness plan as wellas the different sub-plans as good

Less than 0.5% underspending on thetotal support servicebudget0% roll-over of the budget

No incidence whereDI is in breach of anypolicy, regulation orinstruction regulatingthe management of aspecific functionalfieldThe DPBEC finds the quality of the overallbusiness plan as wellas the different sub-plans as excellent

Less than 0.5% underspending on thetotal support servicebudget0% roll-over of the budget

No incident where DIis in breach of anypolicy, regulation orinstruction regulatingthe management of aspecific functionalfieldThe DPBEC finds the quality of the overallbusiness plan as wellas the different sub-plans as above aver-ageLess than 0.5% underspending onthe total supportservice budget0% roll-over of the budget

Degree of compliance withapplicable policies, regulationsand instructions

Quality of business plans

Budget control

Subprogramme Defence Intelligence Support Services

c h a p t e r 1 0


OutputFY2006/07 FY2007/08 FY2008/09


T a b l e 1 0 . 2 D e f e n c e I n t e l l i g e n c e P r o g r a m m e - O u t p u t D e t a i l s p e r S u b p r o g r a m m e f o r F Y 2 0 0 6 / 0 7 t oF Y 2 0 0 8 / 0 9 ( c o n t i n u e d )

A planningand organisa-tional devel-opment serv-iceA regimental serviceA legal ad--ministrationserviceA unit military security serv-ice

Minimum of 80% bythe end ofFY2007/08 0% asset losses due to non-compliancewith prescripts by DImembers90% of all training provided by DI isaccredited19 learning opportu-nities310 learnersDI members rate the overall quality of thesupport service as atleast good

Minimum of 85% bythe end ofFY2008/09 0% asset losses due to non-compliancewith prescripts by DImembersAll training provided by DI is accredited

19 learning opportu-nities310 learnersDI members rate the overall quality of thesupport service asexcellent

Minimum of 75% bythe end ofFY2006/07 0% asset losses due to non-compliancewith prescripts by DImembers80% of all training provided by DI isaccredited15 learning opportu-nities250 learnersDI members rate the overall quality of thesupport service as atleast above average

Staffing levels

Asset control

Accreditation status of training

Number of members trained

Client satisfaction

Subprogramme Defence Intelligence Support Services (continued)


The loss of skilled personnel and the staffing of person-nel with the correct background and aptitude remain themain challenges to Defence Intelligence. Technologicaladvances in the collection environment pose specificchallenges that require expensive solutions. A furtherrisk is the poor and deteriorating condition of DefenceIntelligence's headquarters building. Plans to addressthese risks are being developed.


No services are to be scaled down or abolished.



Inputs at Technology projects forunique software development

Regular enforced feedback on currentstatus of development programmes

Integration of geospatial informationsystems in the DOD

Initiate a project with MPI to developpost profiles and a psychological testbattery for different post and rand levels

Anticipated Benefit

Continuous

Continuous

Continuous

Operational

Prevent overload at processors

Cutting edge information

Improve efficiency of decision-making at all levels

Focused recruitment and trainingwith the intent to minimise per-sonnel turnover and increasetraining efficiency

T a b l e 1 0 . 3 D e f e n c e I n t e l l i g e n c e P r o g r a m m e - P e r f o r m a n c e a n d S e r v i c e D e l i v e r y I m p r o v e m e n t

StatusActivities

Improve pre-analysis andfiltering capability toincrease efficiency

R&D on collection hard-ware and software

Improve the use of geo-spatial information in theDOD

Conduct detailed post pro-filing in order to establisha proper recruitment andtraining profile


c h a p t e r 1 0


Prepare and promulgate anIntelligence ETD DODI

Acquisition and integration of systems

Integrate structures for support ofoperations

Anticipated Benefit

Initiated

Initiated

Initiated

Coherent approach to intelli-gence training

Cutting edge early warning intel-ligence

Improved operational intelligence

T a b l e 1 0 . 3 D e f e n c e I n t e l l i g e n c e P r o g r a m m e - P e r f o r m a n c e a n d S e r v i c e D e l i v e r y I m p r o v e m e n t( c o n t i n u e d )

StatusActivities

Promulgate an intelligenceETD strategy and policy

Improve strategic collec-tion capabilities

Improve the provisioningof operational intelligence

c h a p t e r 1 1


P U R P O S E

he Joint Support Pro-gramme provides jointsupport capabilities andservices to the Depart-ment .



JOINT SUPPORT

TDivisional Objectives

Strategic Direction Command and Management Information Services Joint Logistic Services Human Resource Support Centre (funded within Administration Programme) Joint Training Military Police Service Corps Acquisition ServicesAssistance (Managed by Financial Management Division)Departmental Support (managed by Financial Management Division)British Peace Support and Training Team (managed within Departmental Support)TOTAL

FY2006/07('000)

6 0241 026 257

1 242 888203 266

119 971262 508

57 728365325

520 933

6 458

3 243 457

6 2881 143 043

1 449 757210 727

125 434275 031

60 329349325

550 711

-

3 611 267

5 781930 380

864 728197 084

114 383256 250

55 429363325

495 435

6 458

2 729 531

T a b l e 1 1 . 1 J o i n t S u p p o r t P r o g r a m m e - A l l o c a t i o n f o r F Y 2 0 0 6 / 0 7 t oF Y 2 0 0 8 / 0 9

FY2007/08('000)

FY2008/09('000)


The Medium-term Expenditure Frame-work (MTEF) allocation to and esti-mates for the Joint Support Programmeper subprogramme are reflected inTable 11.1 below.

1 The structural review by the Departmental Organisational Development Workgroup(DODW) described in Chapter 3, will have an impact on the Joint Support Programme.


c h a p t e r 1 1

Output

Strategic direc-tion with regardto joint supportfor CSANDF

FY2006/07

Full co-ordination ofsupport policies,strategies and plans



FY2007/08 FY2008/09


The degree to which joint sup-port policies, strategies andplans are co-ordinated

Subprogramme Strategic Direction2

T a b l e 1 1 . 2 J o i n t S u p p o r t P r o g r a m m e - O u t p u t D e t a i l s p e r S u b p r o g r a m m e f o r F Y 2 0 0 6 / 0 7 t oF Y 2 0 0 8 / 0 9

Measurable objective: Support Departmental activities through the preparation, maintenance and provision ofjoint logistic, technological and military policing capabilities, services and facilities that meet the requirements ofGovernment.

O U T P U T S

The outputs for this programme are reflected per sub-programme in Table 11.2 below.

Command andManagementInformation(CMIS) serviceto the DOD

Acquired inte-grated Informa-tion and Com-municationTechnology(ICT) solutionsand enablersfor the DOD

InformationWarfare (IW)Capability/CyberWarfare (CW)for the DOD

Combat readyJoint C2 capa-bilities to theSANDF

Supported theDOD'sIntegrated ICTand Joint C2

Product SystemCapability

Strategy, policy andplans are implement-ed as specified

Solution deliverywithin 85% of theDOD ICT ProjectPortfolio

99% secured net-works by 31 Mar 08

Combat Readinessaccording to forceemploymentrequirements

23 620 Res F mandays

98% availability ofmainframe service

95% availability ofthe Local AreaNetwork (LAN)

95% reliable mobile& static ICT supportservices by 31 Mar08




Combat Readinessaccording to forceemployment require-ments


98% availability ofmainframe service

95% availability of theLocal Area Network(LAN)

95% reliable mobile & static ICT supportservices by 31 Mar09




Combat Readinessaccording to forceemployment require-ments


98% availability ofmainframe service 95% availability ofthe Local AreaNetwork (LAN)

95% reliable mobile& static ICT supportservices by 31 Mar07

The degree to which CMISstrategy, policy and plans areimplemented

The degree to which ICT solu-tions are delivered according toclient requirements

The degree to which securitybreaches have occurred

The degree to which combatready C2 capabilities complywith the combat ready statesand force employment require-ments

The degree to which the ICTsystems support capability isable to support and sustain theDOD's information and commu-nication system

The degree to which the C2

capabilities (Mobile and Static)comply with the combat readi-ness and force mmploymentrequirements

Subprogramme Command and Management Information Services

2 The Subprogramme Strategic Direction (Office of Chief of Joint Support) will migrate during FY2006/07 to "to be established"Office of the Chief of Human Resources.

c h a p t e r 1 1


Output

DepartmentalInformationSystemsSecurity (ISS)capability

CMIS ETDcapability

FY2006/07

99% informationsecurity equipmentserviceability by 31Mar 08100% information system security onall networks by 31Mar 08One Signal School82 learning opportu-nities1 665 learners



FY2007/08 FY2008/09


The degree to which specificDepartmental requirements asstated in the service agree-ments (SA's) are adhered to

The degree to which theplanned training and syllabirequirements are achieved

Subprogramme Command and Management Information Services (continued)

T a b l e 1 1 . 2 J o i n t S u p p o r t P r o g r a m m e - O u t p u t D e t a i l s p e r S u b p r o g r a m m e f o r F Y 2 0 0 6 / 0 7 t oF Y 2 0 0 8 / 0 9 ( c o n t i n u e d )

Integratedlogistic servic-es; logisticmanagement;logisticresource man-agement; facili-ty support serv-ices; engineer-ing supportservices; supplysupport; andlogistic supportin accordancewith client andforce employ-ment require-ments

Three ammunitiondepotsOne air supply unitOne mobilisation centreOne technical serv-ice unitFive maintenance units (Res F)6 Field Workshop (Res F)One transit mainte-nance unit (Res F)

90% serviceability ofdeployed equipmentThree joint support bases (JSB) Three commodity/ technical/Reservevehicle depotsNational Codification Bureau in operation

Three training schools:Technical, ammu-nition and hospitalityNumber of learning opportunities andlearners based onrequirements ofServices/Divisions

Three ammunitiondepotsOne air supply unitOne mobilisation centreOne technical service unitFive maintenance units (Res F)6 Field Workshop (Res F)One transit mainte-nance unit (Res F)

90% serviceability ofdeployed equipmentThree joint support bases (JSB) Three commodity/ technical/Reservevehicle depotsNational Codification Bureau in operation

Three training schools:Technical, ammu-nition and hospitalityNumber of learning opportunities andlearners based onrequirements ofServices/Divisions

Three ammunitiondepotsOne air supply unitOne mobilisation centreOne technical serv-ice unit

Five maintenance units (Res F)6 Field Workshop (Res F)One transit mainte-nance unit (Res F)

90% serviceability ofdeployed equipmentThree joint support bases (JSB) Three commodity/ technical/Reservevehicle depotsNational Codification Bureau establishedby 31 Mar 07Three training schools:Technical, ammu-nition and hospitality191 learning opportu-nities2 929 learners

The degree to which combatreadiness states and forceemployment requirements havebeen met

Degree of serviceability ofequipmentThe degree to which client requirements in terms of gener-al base support services havebeen metThe degree to which codifica-tion targets have been met

The degree to which training targets have been met

Subprogramme Joint Logistic Services


c h a p t e r 1 1

OutputFY2006/07 FY2007/08 FY2008/09



Repair and mainte-nance of infrastruc-ture as per clientrequirements in theRAMP

Management of dis-posal and the envi-ronment according toclient requirements





The degree to which repair andmaintenance targets are met

The degree to which disposaland environmental manage-ment targets are met

Subprogramme Joint Logistic Services (continued)

HR acquisitionservice to theDOD

Personnel sep-aration, supportprocesses andredeploymentservice

Direction andstaff function forCSANDF oncorporate levelin respect ofutilization ofuniform person-nel (Coloneland higher)

31 selection boardsacross the countrySix advertisements in the printed mediaNine marketing drives at schoolsacross the countryParticipate in five stakeholders meet-ings in five provincesParticipate in ten SABC career Expos

90% of posts at AU/UN deploymentsstaffedAttendance at nine IMBIZOs in nineprovinces to addressmilitary veterans8 000 updated pe-rsonnel records onthe military veteransdatabaseAdminister the exit of 2 000 through theMobility Exit Mecha-nism (MEM) andseparate 1 300through transfers,retirements and dis-chargesTwo succession planning seminarsheld

33 selection boardsacross the countrySix advertisements in the printed mediaNine marketing drives at schools across thecountryParticipate in five stakeholders meet-ings in five provincesParticipate in 11 SABC career Expos

90% of posts at AU/UN deploymentsstaffedAttendance at nine IMBIZOs in nineprovinces to addressmilitary veterans8 500 updated per-sonnel records on themilitary veteransdatabaseAdminister the exit of 2 000 through theMobility Exit Mecha-nism (MEM) and separate 1 500through transfers,retirements and dis-chargesTwo succession planning seminarsheld

30 selection boardsacross the country Six advertisements in the printed mediaNine marketing drives at schoolsacross the countryParticipate in five stakeholders meet-ings in five provincesParticipate in nine SABC career Expos

90% of posts at AU/UN deploymentsstaffedAttendance at nine IMBIZOs in nineprovinces to addressmilitary veterans7 000 updated per-sonnel records onthe military veteransdatabaseAdminister the exit of 2 000 through theMobility Exit Mecha-nism (MEM) andseparate 1 200through transfers,retirements and dis-chargesTwo succession planning seminarsheld

Degree of compliance withrecruitment and selection tar-gets of clients

Percentage compliance tostaffing of posts

Number of IMBIZOs attended

Number of records updated

Degree of achievement of sepa-ration targets

Degree to which succession planning seminars lead to effec-tive placement of personnel

Subprogramme Human Resources Support Services

c h a p t e r 1 1


OutputFY2006/07 FY2007/08 FY2008/09



Personnelmaintenanceservice to theDOD

Functionaltraining to HRpractitioners

Comprehensivecareer develop-ment and plan-ning system foremployees ofthe DOD

Managementand administra-tion of LabourRelation func-tions in theDOD

100% compliance ofclient requirements interms of personnelmaintenanceExecute the NSF project requirements

Personnel Services School370 learners on HR related courses22 learners on ABETtrainingProcess 82 applica-tions for certificates,diplomas anddegrees60 learners at 17 short courses provid-ed by outside serviceproviders100% staffing of PSAP according toclient requirements

All members' salaries are 100% correctlystructuredAdherence to Batho Pele principlesManage misconduct and grievance casesin the DODRepresent the DOD at 48 conciliationsand 16 arbitrationssessions

100% compliance ofclient requirements interms of personnelmaintenanceExecute the NSF project requirements

Personnel Services School370 learners on HR related courses18 learners on ABETtrainingProcess 90 applica-tions for certificates,diplomas anddegrees65 learners at 17 short courses provid-ed by outside serviceproviders100% staffing of PSAP according toclient requirements


100% compliance ofclient requirements interms of personnelmaintenanceNSF pension project completed by 31 Mar07Personnel Services School400 learners on HR related courses26 learners on ABETtrainingProcess 70 applica-tions for certificates,diplomas anddegrees50 learners at 17 short courses provid-ed by outside serviceproviders100% staffing of PSAP according toclient requirements


Degree of compliance withclient requirements

Degree of completion and execution of the Non-statutoryForce (NS)F pension projectDegree of achievement of training targets

Degree of compliance withclient requirements in terms ofPublic Service Act Personnel(PSAP) staffingDegree of achievement of correctly structured salaries

Timeous and satisfactory com-pletion of labour-related matters

Subprogramme Human Resources Support Services (continued)

Military profes-sionally devel-oped membersand employeesof the DOD.

152 formal JointMilitary Professionalprogrammes 3 651 learners 80% of learners qualifiedYFTP to be reviewed

160 formal JointMilitary Professionalprogrammes 3 705 learners 80% of learners qual-ifiedYFTP to be reviewed

165 formal JointMilitary Professionalprogrammes3 833 learners 80% of learners qual-ified250 YFTP learners

The degree to which plannedJoint Military Professional pro-grammes was presented.The degree to which a pass rate of 80% was achieved

Number of learners on Youth Foundation Training Program-me (YFTP) qualified to join theSANDF

Subprogramme Joint Training


c h a p t e r 1 1

OutputFY2006/07 FY2007/08 FY2008/09



Military policingcapability to theDOD.

Strategy onAnti-Criminality

Four MP regionalHQs22 MP area offices21 MP detachmentsTwo military correc-tional facilities Rehabilitated mem-bers to the DOD.One MP School35 courses1 195 learnersOne Regular provost company Planning for one Reserve provostcompany10% less incidents of criminality registeredin the DODGuidelines for the development ofendemic crime pre-vention programmesdeveloped90% accurate reporting on the state ofcriminality in theDOD

Four MP regionalHQs22 MP area offices21 MP detachmentsTwo military correc-tional facilities Rehabilitated mem-bers to the DOD.One MP School35 courses1 195 learnersOne Regular provost company One Reserve provost company

10% less incidents of criminality registeredin the DOD100% accurate re-porting on the stateof criminality in theDODIncidents of crimina-lity in the DOD reduc-ed by at least 25%,measured against theFY2005/06 figures

Four MP regionalHQs22 MP area offices21 MP detachmentsTwo military correc-tional facilities Rehabilitated mem-bers to the DOD.One MP School35 courses1 195 learnersOne Regular provost company

5% less incidents of criminality registeredin the DODPlanning and estab-lishment of the NodalPoint on Anti-crimi-nality complete

Policy and systems developed wrt crimeand the reporting ofall crime

The degree to which militarypolicing services are providedto the DOD

The degree to which combat readiness and force employ-ment requirements are met

The degree to which criminalityis managed down within theDOD

Subprogramme Military Police

ReskillingadviceA reskilling capability con-sisting of

A reskillingfacilitation andemploymentassistancecapability ren-dered by

Advice in terms oflabour market needs

One Advanced Training Institute340 learnersEight regional officesThe skilling of all SANDF memberswho exit throughMEM and who optfor skilling benefits 65% placement of the reskilled clientswho request foremployment assis-tance


One Advanced Training Institute400 learnersEight regional officesThe skilling of all SANDF memberswho exit throughMEM and who opt forskilling benefits 65% placement of the reskilled clientswho request foremployment assis-tance


One Advanced Training Institute260 learnersEight regional officesThe skilling of all SANDF memberswho exit throughMEM and who optfor skilling benefits 65% placement of the reskilled clientswho request foremployment assis-tance

The degree to which customersrequirements are met in termsof reskilling adviceThe degree to which accredited training is delivered as per pre-scripts and client specifications

The degree to which accredited training is facilitated

Ratio of gainful employmentachieved

Subprogramme Service Corps

c h a p t e r 1 1



The main risks confronting Joint Support remain relatedto maintenance and repair of facilities, vehicles andequipment, as well as the skill and experience level ofpersonnel. The risk of unsafe and unstable ammunitionstill exists. The rate of disposal needs to be increased tosubstantively mitigate this risk. The establishment of anammunition disposal plant to overcome the risk is beinginvestigated. Although some additional funding to mit-igate the risk was received and steady disposal is takingplace, the risk remains at an unacceptable level. Thethreat to personal safety and loss of life and propertydue to this situation will remain the most serious risk inthe DOD. The additional funding allocated for the main-tenance and repair of facilities has also increased butremains far below the amount required to improve sig-nificantly what is currently a steadily declining state offacilities in the DOD. This funding will continue to beused in conjunction with the long-term programme ofthe National Department of Public Works to upgradeState facilities.

The diversity and non-standardisation of informationtechnology systems in the DOD as part of legacy contin-ues to be a risk. This will eventually be solved by thephased implementation of information systems thatserve the defence function and are also linked to theimplementation of the National Information andFinance Management System (IFMS), which is currentlybeing developed. In the interim, funding is directed tomanaging this risk, which largely entails maintenance ofobsolete software and hardware to the detriment ofother priorities.


Owing to continued underfunding, the Command

Management Information Systems (CMIS) Division willcontinue with the reduction of service levels with SITAin order to obtain products and systems support servic-es within budget, satisfying transversal corporate prior-ities as its first commitment. The services of theInformation Communication Technology (ICT) serviceproviders will also continue to be scaled down, drivenlargely the increasing cost of goods and services univer-sally experienced in the IT sector.

Contractual obligations with regard to CMIS relatedservices to the DOD will be met, but further develop-ment in the IT and Internet environment will be limited.Although additional funding is still being provided forinformation technology requirements, it is insufficient toovercome the chronic backlog of services to sustain theDivisions output, with little or no funds to address criti-cal aspects of renewal.

The Military Police Agency will provide provost pla-toons at the same level as for FY2005/06, which will betwo less than required owing to the high maintenancecosts of the Mamba vehicle, inadequate structure andshortage of funds to staff and to equip additional per-sonnel. The Crime Administration System can still onlybe deployed in the larger MP structures and not at 19 ofthe smaller MP structures due to insufficient funding.


The activities described in the following Table are themost important in terms of improving service deliveryof the Joint Support Programme during FY2006/07.They stretch over more than one year and some arealready in process. Some of the multi-year activities list-ed in the FY2005/06 Plan are also still in process, but arenot repeated in this table.


Implementation of the DOD Environ-mental Management System [EMS]based on the principles of ISO 14000

Ensuring optimum efficiency of supplysupport service through the implemen-tation of a fuel management system

Accreditation and capacitating of theCentre for Advanced Training

Anticipated Benefit

In process

ImplementedJan 06

Active

Compliance by DOD ofEnvironmental legislation

Expected savings on DOD vehi-cle fuel bill

Students are suitably skilledreceive portable skills ensuringgainful employment

T a b l e 1 1 . 3 J o i n t S u p p o r t P r o g r a m m e - P e r f o r m a n c e a n d S e r v i c e D e l i v e r y I m p r o v e m e n t

StatusActivities

Integrated facility service

Integrated supply supportservice

Accredited training formembers demilitarising


c h a p t e r 1 1


The exploring and creation of coopera-tive agreements by engaging strategicpartners to provide instructors whererequired in return of utilising the facilities

Enterprise-wide information systemmanagement

Anticipated Benefit

In process

In process

Reduced overhead costs andsustained service delivery asrequired

Aligned DOD information systemto ensure integrity of record andimmediate availability of informa-tion as well as connectivitybetween all resource and plan-ning systems of the DOD

T a b l e 1 1 . 3 J o i n t S u p p o r t P r o g r a m m e - P e r f o r m a n c e a n d S e r v i c e D e l i v e r y I m p r o v e m e n t ( c o n t i n u e d )

StatusActivities

To conduct reskilling bymeans of an organiccapability

Integrated InformationSystem

c h a p t e r 1 2


P U R P O S E

he Special DefenceAccount Programme pro-vides for special defenceactivities and purchases



SPECIAL DEFENCE ACCOUNT

TDivisional Objectives

Procurement Services

Strategic Defence Procurement

Operating

Army

Air Force

Navy

Command and Management Information Systems

Joint Operations

Intelligence Related

Military Police Agency


Special Forces

Total

FY2006/07('000)

2 622 887

3 632 756

1 115 216

860 512

31 751

35 021

152 394

35 539

337 216

100

331 186

5 930

7 708 075

2 557 206

3 158 482

1 252 646

1 036 200

33 810

38958

105 294

38385

494 132

100

487 902

6 130

7 462 466

2 482 151

4 919 249

858 194

645 664

30 295

30 899

116 602

34 734

206 967

100

201 037

5 830

8 258 839

T a b l e 1 2 . 1 S p e c i a l D e f e n c e A c c o u n t P r o g r a m m e - A l l o c a t i o n s f o rF Y 2 0 0 6 / 0 7 t o F Y 2 0 0 8 / 0 9

FY2007/08('000)

FY2008/09('000)


The Medium-term Expenditure Frame-work (MTEF) allocation to and esti-mates for the Special Defence AccountProgramme are reflected per subpro-gramme in Table 12.1 below

Measurable objective: Meet South Africa's defence needs through the acquisi-tion and maintenance of appropriate defence equipment and through activitiesthat meet the requirements of government.


c h a p t e r 1 2

Ta b l e 1 2 . 2 S p e c i a l D e f e n c e A c c o u n t P r o g r a m m e - O u t p u t D e t a i l P e r S u b p r o g r a m m e f o r F Y 2 0 0 6 / 0 7

O U T P U T S

The outputs for these programmes are reflected per sub-programme in Table 12.2 below.

Output

Acquisition, Procurement andProject Management Services forthe SA Army

Acquisition, Procurement andProject Management Services forthe SAAF

Acquisition, Procurement andProject Management Services forthe SA Navy

Acquisition, Procurement andProject Management Services forSAMHS

Acquisition, Procurement andProject Management Services forJoint Support

Acquisition and Procurement ofmain equipment and technology forCMIS

Acquisition, Procurement andProject Management Services forSpecial Forces

Landward, Maritime, Air-operations,Special Operations, Electronics andSupport Operations Scientific,Engineered Technology Support(SET)

To maintain specialized facilities,test ranges and laboratories

To create greater collaborationbetween the DOD and Universitiesand Technicons via basic research

Performance Measures

Full compliance withSA Army requirements

Full compliance withSAAF requirements

Full compliance withSA Navy requirements

Full compliance withSAMHS requirements

Full compliance withJoint Support require-ments

Full compliance withCMIS requirements

Full compliance withSpecial Forces Brigaderequirements

Effective utilisation ofSET in support ofDefence Acquisition,upgrade and life-exten-sion programmes

Full compliance withclient requirements

Increased involvementof previously disadvan-taged students

The degree to which the SAArmy requirements are met

The degree to which SAAFrequirements are met

The degree to which SA Navyrequirements are met

The degree to which SAMHSrequirements are met

The degree to which JointSupport requirements are met

The degree to which CMISmain equipment and technol-ogy requirements are com-plied with

The degree to which SpecialForces Brigade requirementsare met

The degree to which theDefence related Industry andDERI are capable of support-ing SANDF acquisition proj-ects and urgent operationaldeficiencies

Maintenance/Use of Facilitiesand test ranges. Replace-ment of capital laboratoryequipment

Involvement of students infocused post-graduateresearch

TargetSub-Programme

Landward Defence

Air Defence

Maritime Defence

SA Military HealthService

Joint Support

Command andManagementInformation Systems

Special Forces Brigade

TechnologyDevelopment


The most important risk towards the effective and effi-cient expenditure of the SDA allocation in support ofacquisition/upgrade/technology requirements is theinability of industry to realise 100% cash flow in theacquisition contracts administered by Armscor. A relat-ed risk is the erosion of our industrial technology baseas the defence capital budget diminishes over time. The

DOD is addressing this through a joint initiative withthe Department of Public Enterprises. The initiative hasthe following aims:

To review the acquisition policy of the DOD tobetter support our local Defence RelatedIndustry by preparing it well in advance of theissuing of requests for proposals so that it canrealise better cash flow in any particular finan-cial year.

c h a p t e r 1 2


To develop a defence industry sector strategythat will result in preference for local invest-ment for new acquisition projects. To increase investment in the retention andmaintenance of our industrial technology basein areas which are strategically essential to theSANDF.

The DOD will expend a specific acquisition manage-ment effort to direct contractual functional performanceand timescale compliance, while the management ofclient-furnished equipment support will be formalisedon all projects. Focused attention will also be directed atcontractual processes, the development of appropriatevalue systems and negotiating strategies, ensuring the

verification of user requirements and strictly controllingrequirement baselines during project execution.


No reduction in output is planned.


The subprogrammes of the Special Defence AccountProgramme are intended to improve performance andservice delivery as indicated in Table 12.3 below.


Implementation of the newly prom-ulgated Armaments AcquisitionPolicy

Control of achievement of time andcosts goals on all projects

Anticipated Benefit

In processMaximised operationalcapabilities withextended technologi-cal life available toDefence

T a b l e 1 2 . 3 S p e c i a l D e f e n c e A c c o u n t P r o g r a m m e : P e r f o r m a n c e a n d S e r v i c e D e l i v e r y I m p r o v e m e n tI n i t i a t i v e s : F Y 2 0 0 6 / 2 0 0 7

StatusObjective

To exercise greatercontrol in the exe-cution of acquisi-tion.

Activities

Improve the processfor authorisation ofprojects


a b b r e v i a t i o n s

ABBREVIATIONS

ABET

ACSA

ADA

AFB

AFRS

AMC

AO

Arty

ATR

AU

BEE

Bn

BPM

BSC

Bty

C2

CADSP

CAS

CHA

CI

C4I3RS

CJ Ops

CMIS

COD

Constr

CPX

CRUS

CSANDF

CSND

CURIS

DEIS

DFA

DI

DOD

DODD

DODI

Adult-based Education and Training

Airports Company of South Africa

Air Defence Artillery

Air Force Base

Air Force Reserve Squadron

Accountability Management Committee

Accounting Officer

Artillery

Area Territorial Reserve

African Union

Black Economic Empowerment

Battalion

Business Process Management

Balanced Scorecard

Battery

Command and Control

Common African Defence and Security Policy

Crime Administration System

Concurrent Health Assessment

Counter-intelligence

Command and Control, Communications, Computers, Information, Intelligence, Infrastructure,Reconnaissance and Surveillance

Chief of Joint Operations

Command and Management Information Systems

Council on Defence

Construction

Command Post Exercise

Combat Ready User Systems

Chief of the South African National Defence Force

Council for the Support of National Defence

Current Intelligence System

Departmental Enterprise Information System

Department of Foreign Affairs


Department of Defence

Department of Defence Directive

Department of Defence Instruction





DODW

DPBEC

DPF

DPSA

DPW

DRB

DRC

DSB

DSC

EIS

EMS

ENE

EO and AA

ETD

EX

FASC

FOSAD

FSO

FD

Fd

FET

FMD

FMS

FSE

FTX

G&A

GCCS

GCIS

GITO

GOC

Gp

GRAP

GSB

HF

HOUS

HQ

HR

ICAO

ICT

IFMS

IG

Inf

IRPS

ISO

Departmental Organisational Development Workgroup

Departmental Plan and Budget Evaluation Committee

Defence Planning Forum

Department of Public Service and Administration

Department of Public Works

Defence Reserve Board

Democratic Republic of the Congo

Defence Secretariat Board

Defence Staff Council

Enterprise Information System

Environmental Management System

Estimate of National Expenditure

Equal Opportunities and Affirmative Action

Education, Training and Development

Exercise

Financial Accounting Service Centres

Forum of South African Directors General

Financial Service Office

Force Design

Field

Further Education and Training

Financial Management Division

Financial Management System

Force Structure Element

Force Training Exercise

Governance and Administration

Ground Command and Control System

Government Communication and Information System

Government Information Technology Officer

General Officer Commanding

Group

Generally Recognised Accounting Practice

General Support Base

High Frequency

Higher Order User System

Headquarters

Human Resource

International Civil Aviation Organisation

Information and Communications Technology

Information and Finance Management System

Inspector-General

Infantry

International Relations, Peace and Security

International Standards Organisation



IT

IW

JARIC

JCPS

JCSD

JDP

J Sup

LCAMPS

MAAC

Maint

MAOT

MC

Mech

MEM

MOD

Mot

MOU

MP

MRL

MSDS

MSF

MTEF

MTSF

NEPAD

NGOs

NQF

OLMEE

OOTW

OSIS

Para

PDSC

PFMA

PFP

PME

PSA

PSAP

PWD

R&D

Regt

Res F

ROC

RSA

Information Technology

Information Warfare

Joint Air Reconnaissance Information Centre

Justice, Crime Prevention and Security

Junior Command and Staff Duties

Joint Defence Publication

Joint Support

Leadership, Command and Management Principles

Military Attaché and Advisor Corps

Maintenance

Mobile Air Operations Team

Military Council

Mechanised

Mobility Exit Mechanism

Ministry of Defence

Motorised

Memorandum of Understanding

Military Police

Multiple Rocket Launcher

Military Skills Development System

Mission Success Factors

Medium-term Expenditure Framework

Medium-term Strategic Framework

New Partnership for Africa's Development

Non-governmental Organisations

National Qualifications Framework

Au Liaison Mission in Ethiopia and Eritrea

Operations Other Than War

Operational Support Information System

Parachute

Plenary Defence Staff Council

Public Finance Management Act

Partnership for Peace

Prime Mission Equipment

Public Service Act

Public Service Act Personnel

Public Works Department

Research and Development

Regiment

Reserve Force

Required Operational Capability

Republic of South Africa



SAAF

SABS

SACAA

SADC

SAEM

SAI

SAMHS

SAN

SANDF

SAPS

SAQA

SBP

SCAMP

SDP

SF

SG

SITA

SLA

SP

SSS

STFEP

Svcs

Tbd

Tech

TR

Trg

TSC

UK

UN

UNMEE

URTU

USA

USR

VIP

Wksp

YFTP

South African Air Force

South African Bureau of Standards

South African Civil Aviation Authority

Southern African Development Community

South African Excellence Model

South African Infantry

South African Military Health Service

South African Navy

South African National Defence Force

South African Police Service

South African Qualifications Authority

Strategic Business Plan

Strategic Capital Acquisition Master Plan

Strategic Defence Package

Special Forces

Surgeon General

State Information Technology Agency

Service Level Agreement

Self Propelled

Supply Support Service

Short-term Force Employment Plan

Services

To be determined

Technical

Treasury Regulations

Training

Technical Service Centre

United Kingdom

United Nations

UN Mission in Ethiopia and Eritrea

University Reserve Training Units

United States of America

User System Requirement

Very Important Person

Workshop

Youth Foundation Training Programme

Documents

gov · contents STRATEGIC BUSINESS PLAN FY 2006/07 TO 2008/09i TABLE OF CONTENTS List of Tables List of Figures Foreword by the Minister of Defence Foreword by the the Secretary for