The Department of Defence Strategic Plan is available … DEPARTMENT OF DEFENCE Logistic Strategy Strategic Objectives Strategic Capital Acquisition Master Plan (SCAMP) CHAPTER 3 -

DEPARTMENT OF DEFENCE

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 Dr M.B. Khanyile (012-355 6309) or

Capt (SAN) D.I. de Villiers (012-355 5312)

ISBN 0-621-35580-1 RP 32/2005

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

STRATEGIC BUSINESS PLAN FY2005/06 to 2007/08 i

PAGE

List of TablesList of Diagrams

Foreword by the Minister of DefenceForeword by the Deputy Minister of Defence

Overview by the Secretary for DefenceOverview by the Chief of the SANDF

CHAPTER 1 - STRATEGIC PROFILE AND DEFENCE OBJECTIVES

IntroductionVision

MissionMandate of the Department of Defence

Defence Strategic ObjectivesMission Success Factors

Defence OutcomeMinister of Defence's Objectives

Minister of Defence's Strategic Guidelines FY2005/06Strategic Focus

Functions of the Secretary for DefenceFunctions of the Chief of the SANDF

Functions of the SANDFDefence Outputs

Defence ProgrammesDepartmental Values

Affordability and SustainabilityParys Resolutions

CHAPTER 2 - DEFENCE STRATEGY

IntroductionDefence Strategy

The Military StrategyIntroduction

Military Strategic ObjectivesMilitary Strategic Concepts

Military Strategic CapabilitiesMissions

Employ Forces StrategyForce Employment StrategyForce Preparation Strategy

Support StrategiesThe Support Concept

Force RenewalHuman Resources Strategy 2010

Information Strategy

T A B L E O F C O N T E N T S

TOPIC

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Logistic StrategyStrategic Objectives

Strategic Capital Acquisition Master Plan (SCAMP)

CHAPTER 3 - ORGANISATIONAL MANAGEMENT

OverviewPost Structure

Force Structure and DesignForce Structure

Force Design and Status

CHAPTER 4 - DEFENCE ADMINISTRATION

PurposeFinancial Resources

OutputsRisks and Mitigating Actions

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

CHAPTER 5 - FORCE EMPLOYMENT (JOINT OPERATIONS)


OutputsJoint Exercises

Multinational ExercisesRegional Security

Support to the PeopleTraining Support to Foreign Forces

Risks and Mitigating ActionsServices to be Scaled Down or Suspended during FY2005/06

Performance and Service-delivery Improvement

CHAPTER 6 - LANDWARD DEFENCE


Outputs Risks and Mitigating Actions

Services to be Scaled Down, Suspended or Abolished in the FY2005/06 Performance and Service-delivery Improvement

CHAPTER 7 - AIR DEFENCE




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CHAPTER 8 - MARITIME DEFENCE




CHAPTER 9 - MILITARY HEALTH SERVICE




CHAPTER 10 - DEFENCE INTELLIGENCE




CHAPTER 11 - JOINT SUPPORT




CHAPTER 12 - SPECIAL DEFENCE ACCOUNT




CHAPTER 13 - CONCLUSIONS

ABBREVIATIONS

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LIST OF TABLES

2.1 Possible SANDF Missions: 2005-2015

3.1 Human Resources Authorised Posts and Actual Strength - 15 January 2005 (Regular Force Members and Public Service Act Personnel)

3.2 Department of Defence Force Structure Planning: Planned Status of FSEs at the end of FY2005/06 - FY2007/08

4.1 MTEF Estimates with regard to the Defence Administration Programme for the FY2005/06 to FY2007/08

4.2 Outputs for the Defence Administration Programme for the FY2005/06 to FY2007/08

4.3 Performance and Service-delivery Improvement by the Defence Administration Programme

5.1 Force Employment Programme - Allocations for FY2005/06 to FY20007/08

5.2 Force Employment Programme - Output Details per Sub-programme for the Year ending 31 March 2006

5.3 Force Employment Programme - Planned Joint and Multinational Exercises FY2005/06

5.4 Performance and Service-delivery Improvement by the Force Employment Programme

6.1 Landward Defence Programme - Allocations for FY2005/06 to FY2007/08

6.2 Landward Defence - Output Details per Sub-programme for the Year ending 31 March 2006

6.3 Landward Defence - Performance and Service-delivery Improvement: FY2005/06

7.1 Air Defence Programme - Allocations for the FY2005/06 to FY2007/08

7.2 Air Defence Programme - Output Details per Sub-programme for the Year ending 31 March 2006

7.3 Performance and Service-delivery Improvement by the Air Defence Programme

8.1 Maritime Defence Programme - Allocations for FY2005/06 to FY2007/08

8.2 Maritime Defence Outputs - Output Details per Sub-programme for the Year ending 31 March 2006

8.3 Performance and Service-delivery Improvement by the Maritime Defence Programme

9.1 Military Health Service Programme - Allocations for FY2005/06 to FY2007/08

9.2 Military Health Service Programme - Output Details per Sub-programme for the Year ending 31 March 2006

9.3 Performance and Service-delivery Improvement by the Military Health Service Programme: FY2005/06 to FY2007/08

10.1 Defence Intelligence Programme - Allocations for FY2005/06 to FY2007/08

10.2 Defence Intelligence Outputs - Output Details per Sub-programme for the Year ending 31 March 2006

10.3 Performance and Service-delivery Improvement by the Defence Intelligence Programme

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11.1 Joint Support Programme - Allocations FY2005/06 to FY2007/08

11.2 Joint Support Outputs - Output Details per Sub-programme for the Year ending 31 March 2006

11.3 Performance and Service-delivery Improvement by the Joint Support Programme: FY2005/06

12.1 Special Defence Account Programme - Allocations for FY2005/06 to FY2007/08

12.2 Special Defence Account Programme - Output Details per Sub-programme for the Year ending 31 March 2006

12.3 Special Defence Account Programme - Performance and Service-delivery Improvement Initiatives - FY2005/06

LIST OF DIAGRAMS

Figure

2.1 The Military Strategy in Context

2.2 Projected Result of the Military Strategy

2.3 Military Readiness State System

2.4 DOD Strategy Framework

2.5 The Relationship between Defence Processes and the Programme Structures

3.1 Strategic Direction and Strategic Command Bodies in the DOD

3.2 Department of Defence

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DEPARTMENT OF DEFENCEvi

STRATEGIC BUSINESS PLAN FY2005/06 to 2007/08 vii

As we begin the Second Decade of Freedom the Department of Defence (DOD) can look back on the first ten years of SouthAfrica's democracy with a genuine sense of accomplishment and pride. The DOD made sure that it was capable of fulfillingits constitutional obligations whilst rendering extensive support for foreign policy with specific reference to solidarity in theSouthern African Development Community (SADC), support for the principles of the New Partnership for Africa'sDevelopment (NEPAD) and the African Union (AU), and by contributing to the fulfilment of the aspirations of the UnitedNations (UN) for a better world for all humanity.

Our Defence Force, alongside the defence forces of other countries, has become a pillar in the implementation of our foreignpolicy and a symbol of peace, security and stability in Africa. Our role in the DOD has been and will continue to be to ensureand support initiatives for peace and democracy across the African continent, and to bolster the ever increasing requirementfor humanitarian assistance. Nevertheless we remain firmly committed to supporting the South African Police Service, whenso required, with regard to internal security issues.

The nature and focus of security threats to South Africa have changed significantly since the two world wars, through the coldwar era, and the wars of liberation, to the modern day security threats of disease, unemployment, piracy on the high seas,organised crime and terrorism.

The single biggest threat to peace and security in Africa, however, is poverty. Addressing the problems caused by poverty isthe cornerstone of the concept of 'Human Security', namely redefining defence as an instrument of aggression to an instru-ment for the protection and development of human life. Without an appropriately skilled, young and professional Departmentwe will struggle to fulfil this mandate.

It is equally imperative, however, that we ensure that as an institution of Government it can demonstrate its alignment andcommitment to the Batho Pele (people first) principle with specific reference to transformation, performance and accountabil-ity.

Since the DOD's March 2004 work session in Parys, in the Free State, an unprecedented drive to find real and lasting solu-tions to challenges facing the Department has resulted in significant initiatives aimed at transforming the management andimage of the Department.

The revision of the White Paper on Defence and the Defence Review are two of a number of initiatives aimed at ensuring theDOD's capacity and capability to deliver on its mandate.

Our Strategic Business Plan therefore is the centrepiece of the DOD's commitment to delivery on its strategic objectives. Theleadership of our organization should creatively and effectively ensure that optimum performance and alignment with theexpectations of our stakeholders are principles that every individual in the Department, both uniformed and civilian, adheresto as part of his or her future.

Ultimately a test of our success in going forward will be the extent to which the DOD can be the employer of choice for theyoung talented South Africans of the future.

(MOSIUOA LEKOTA)MINISTER OF DEFENCE

F O R E W O R D B Y T H E H O N O U R A B L E M I N I S T E R O FD E F E N C E , M . G . P . L E K O T A

DEPARTMENT OF DEFENCEviii

Our nation has just celebrated its tenth year of democracy that it attained after centuries of racial strife and struggles. Muchhas been achieved in our society since 1994, especially when the amount of racial polarisation that existed at that time istaken into account.

A number of State institutions were created in 1994 and in subsequent years to replace apartheid institutions that were a hin-drance to the formation of a new and transformed State that was acceptable to the majority of South Africans. In addition, anumber of old laws were amended or scrapped from the statute books and many new laws were passed by the democraticParliament. 1994 also saw the replacement of the old South African Defence Force (SADF) by the South African NationalDefence Force (SANDF). The ethos of the newly formed SANDF was to be based on the principles of the Constitution, andthe name, Defence in a Democracy, given to the policy document of the Department of Defence (DOD), was therefore delib-erate.

All those who participated in the establishment of the SANDF can attest to the major challenges that were encountered in theexercise of merging into one force personnel from umKhonto weSizwe (MK), Azanian Peoples' Liberation Army (APLA), theold SADF and the defence forces of Transkei, Bophuthatswana, Venda and Ciskei. While this was an achievement, the short-comings in the exercise, especially when it came to rank allocation, remain a challenge to this day. This has to be retackledand the matter be laid to rest for good.

Other challenges regarding transformation are those of representivity in terms of numbers of people of colour of all sexes inmiddle management across all Services. The numbers in specialised professions in the Navy, Air Force and the South AfricanMilitary Health Service leave even more to be desired. Other areas of concern are the military legal system and the seem-ingly archaic systems that make delivery, even of simple services, very difficult.

There has been a slow movement in terms of delivery with regard to military veterans, especially those from the former Non-statutory Forces. The structures to address these have to be in place before the next financial year. Budgeting has to takeinto consideration the numbers of at least those veterans already on the data bases to enable them to receive services, espe-cially medical care. There is also the challenge of acquiring enough funds to make attractive the separation from the SANDFof some members. Financial resources to build the Reserve Force to the required levels are going to be another challengethat we have to face.

The prevailing political scenario on the African continent and the exigencies of the African Union and NEPAD point to a long-term commitment of South Africa to peacekeeping deployments in Africa. This state of affairs points to a possible need toacquire new equipment for the South African Army which did not benefit from the Strategic Defence Packages the last time.

The DOD Strategic Business Plan for the next financial year will, among others, try to address the challenges enumeratedabove.

M.E. GEORGEDEPUTY MINISTER OF DEFENCE

F O R E W O R D B Y T H E HONOURABLE DEPUTY MINISTEROF DEFENCE, MR M.E. GEORGE

STRATEGIC BUSINESS PLAN FY2005/06 to 2007/08 ix

The Department of Defence (DOD) is indeed at the threshold of a very interesting period in its existence. Having success-fully completed the first decade of liberation as an all-inclusive Government department, the DOD is already geared towardsachieving those defence-related goals identified in the Ten-Year Review for the period up to 2014. Today, the South AfricanNational Defence Force (SANDF) enjoys recognition, respect and legitimacy both inside the country and among its interna-tional counterparts. As stated by the President in his State of the Nation Address in February 2005, this has been achievedthrough successful operations conducted in pursuit of the ideals of the New Partnership for Africa's Development (NEPAD),and through compliance with the national and international policy framework. The DOD will continue to refine its internal pro-cedural processes in order to expedite lead time for deployment on these missions.

The national and departmental policy framework developed over the last decade of democracy will have to be implementedwith the same vigour with which it was debated and developed. This includes the fundamental principle of civil oversight overthe SANDF without impinging on the latter's command and control which is required for operational effectiveness. The DODhas undertaken comprehensive steps to review and streamline its processes and structures without derogating from the leg-islative and policy prescriptions of Government in respect of civil control and accountability. These measures are encapsu-lated in the Parys Resolutions of March 2004 which constitute the strategic decisions taken in order to make the DOD's busi-ness affordable and sustainable.

The Minister of Defence, supported by Parliament, instructed that the White Paper on Defence of 1996 and the DefenceReview of 1998 had to be updated in order to bring them in line with the changing strategic environment. The resultantDefence Update, which will be approved by Parliament during the course of FY2005/06, will, among others, attempt to alignGovernment expectations with resource allocations to the DOD and enable the latter to design its medium-term plan on thatbasis.

The DOD will continue to refine its mechanisms for accounting for utilisation of resources at its disposal, including humanresources, finance, materiél, and information. This is aimed at reducing and ultimately eliminating adverse audit reports fromthe Inspector General of the DOD and the Auditor-General. In this regard, the project on Generally Recognised AccountingPractices (GRAP) and the streamlining of the information systems pertaining to logistic management and procurement are inprocess. Furthermore, the Balanced Scorecard approach, which is a performance management tool, will be piloted withincertain divisions of the Department before it is rolled out in the entire DOD in conjunction with the SA Excellence Model. Thisis in line with the President's expectations that departments should have computerised performance management systems,which include monitoring and evaluation. At individual level, the DOD is currently revamping its individual performanceassessment and incentive system in order to make it credible, fair and sustainable. Batho Pele principles and equal oppor-tunities will remain the top priority in the way the defence function is conducted. In this regard, the DOD will have to engagein continuous communication with its internal and external stakeholders for optimal understanding and support.

Despite all these challenges, the DOD is determined to deliver on its constitutional mandate and national expectations for thenext decade of democracy, commencing with this financial year.

(J.B. MASILELA)SECRETARY FOR DEFENCE: DIRECTOR GENERAL

O V E R V I E W B Y T H E S E C R E T A R Y F O R D E F E N C E

DEPARTMENT OF DEFENCEx

In the overview of the Strategic Business Plan for FY2004/05 a number of challenges facing the DOD were highlighted.Those that directly affected the SANDF were the growing involvement in peace-support operations, New Partnership forAfrica's Development (NEPAD) initiatives and regional security structures. These challenges have, if anything, become evengreater. Not only will our current levels of deployment continue, but additional deployments will be required in the near future.Progress has also been made in terms of regional security structures, and the staffing thereof is expected to commence dur-ing this year.

The phased withdrawal from internal roles such as routine deployments in support of the South African Police Service (SAPS)is on track and will continue during this year. Of the 183 commando units, 17 have already been closed down and a further55 are planned for closure in FY2005/06. The target date for complete withdrawal from routine internal deployments remains31 March 2009.

Renewal of prime mission equipment remains one of the priorities of the SANDF and in this regard great progress has beenmade and is planned for this year. The corvettes delivered to the SA Navy are in the process of being fitted with combatsuites and are undergoing acceptance trials. It is expected that SAS AMATOLA will become operational this year, althoughits capabilities will be restricted until delivery and integration of the maritime helicopters in 2008. Our second submarine willbe launched during the year and the arrival of the first is expected early in 2006. The fighter and trainer aircraft projects arealso on track with the first delivery of Hawk trainer aircraft expected this year. Delivery of the light utility helicopter has unfor-tunately been delayed, but 17 of the 30 will be delivered in 2005. The integration of these systems will markedly increase theoperational capabilities and readiness of the SANDF in the interests of not only the RSA, but the region as a whole.

The continued implementation of Human Resources Strategy 2010 during this year remains vital for the rejuvenation of theSANDF's HR component and is also contributing to the equipping of the country's youth through the Military SkillsDevelopment Programme. It is expected that in excess of 6 000 new recruits will be trained during this year. The absenceof an exit mechanism, however, remains a problem for the SANDF.

This plan reflects the strategy and objectives necessary to ensure that the SANDF remains a valuable and cost-effectiveinstrument of State in the achievement of the Government's domestic and foreign policy objectives.

(S. NYANDA)CHIEF OF THE SA NATIONAL DEFENCE FORCE: GENERAL

O V E R V I E W B Y T H E C H I E F O F T H E S A N D F

STRATEGIC BUSINESS PLAN FY2005/06 to 2007/08 1

C H A P T E R 1

INTRODUCTION

The Department of Defence (DOD) has been developingits Strategic Business Plan on the basis of high-level strate-gic guidance as provided by the Cabinet Makgotla, thePresident's State of the Nation Address, Parliament, prior-ities identified by the Minister of Defence, the Clusters(International Relations, Peace and Security - IRPS;Justice, Crime Prevention and Safety - JCPS; and Gover-nance and Administration - G&A). These inputs have beensystematically synthesised during the DOD environmentalanalysis and review processes, which considered political,economic, social and technological factors that may havehad an impact on the defence function. The budget alloca-tion and estimates over the Medium-term ExpenditureFramework (MTEF) have guided the extent to which someof the objectives could be achieved.

Having successfully completed the first decade of democ-racy, during which a comprehensive policy framework wasdeveloped, the DOD's strategic planning processes havedeveloped to levels which are regarded as benchmarkstandards that can be emulated by other departments.However, challenges pertaining to the sustainable skillsbase with regard to strategic planning and relatedresources persist.

The apparent disjuncture between the national expecta-tions as embodied in defence policy documents such asthe White Paper on Defence of 1996 and the DefenceReview of 1998 is currently being addressed through theDefence Update. These documents have become outdat-ed in many ways including, but not limited to, compliancewith legislation. For instance, the new stipulations of thePublic Finance Management Act, 1999 (Act No 1 of 1999),contradict some of the statements in these documents.Similarly, the global environment has changed significantlysince the promulgation of these documents, especially withregard to threat patterns and the strategic focus ofGovernment. The envisaged level of troop commitment inpeace-support operations has been exceeded substantial-ly and this is expected to increase even further.

As this is the first year of the second decade of democracyit is necessary that the DOD should base its long-termstrategic planning on a solid policy framework and theGovernment's scenarios for planning. The priorities identi-

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

fied in the Ten-Year Review of Government will have to bevigorously implemented. This Strategic Business Plandoes not only seek to demonstrate and maintain a directlink between the Government's priorities with regard to thedefence function, but also highlights some of the seriousrisks faced by the Department and how it intends to miti-gate such risks.

VISION

Effective defence for a democratic South Africa.

MISSION

To provide, manage, prepare and employ defencecapabilities commensurate with the needs of SouthAfrica, as regulated by the Constitution, national legis-lation, parliamentary and executive direction.

MANDATE OF THE DEPARTMENT OFDEFENCE (DOD)

The Constitution mandates the DOD. The Defence Act,the White Paper on Defence and the Defence Reviewguide the execution of the defence function of the DOD.

DEFENCE STRATEGIC OBJECTIVES

During the transformation of the DOD success with the fol-lowing strategic objectives was identified as being critical tothe achievement of the Department's mission:

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 reductionof the cost of DOD processes as well as theaccounting thereof.The assurance of the continuous quality improve-ment of people in the DOD.


C H A P T E R 1

1 Outcomes are defined by the National Treasury as "the end result that government wants to achieve and refer particularly to changesin the general state of well-being in the community."

The assurance of quality command and manage-ment information in the DOD.The assurance of continuous quality improve-ment of SANDF 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 and are reflected in their perform-ance agreements. These objectives are pursued throughthe Defence Secretariat and the SANDF.

MISSION SUCCESS FACTORS

In order to achieve the mission of the DOD it is essentialthat it be managed strategically. As part of this process,certain factors were identified that are fundamental toachieving success. These are known as the mission suc-cess factors (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 consulta-tion to ensure that the SANDF is organised,equipped, prepared and funded in accordancewith these needs. Excellent Strategic Direction. The DOD mustinterpret the defence needs of South Africa accu-rately. DOD policy and strategic business plansare to ensure effective, economical and efficientallocation and control of resources.Excellent Resources Management. The DOD'sscarce resources are to be managed in the mostproductive and economical manner. The Depart-ment is to get the most out of every person andcent 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 thepossible defence contingencies. This entailsgood training, high morale and mission-readyunits.Professionalism in the Conduct of Oper-ations. The professionalism of the DOD's com-bat-ready units is to be enhanced by good com-mand and control, doctrine, tactics and appropri-ate technology. The Defence Force is to be welltrained for conventional operations as well as forapproved operations other than war (OOTW) insupport of other State departments.Successful Implementation of the Transfor-mation Process. Successful transformation ofthe DOD is essential to ensure alignmentbetween the DOD and Government policy on

civil-military relations, transparency, representivi-ty, State expenditure and national security.

DEFENCE OUTCOME1

If the DOD delivers all the outputs specified in this plan, itwill, in co-operation with other State departments, achievethe following outcome:

"Effective defence for a democratic South Africa."

This outcome enhances national, regional and global secu-rity through the existence of defence capabilities that arebalanced, modern, affordable and technologically ad-vanced. The DOD has consciously decided that its visionand defence outcome should be identical.

MINISTER OF DEFENCE'S OBJECTIVES

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

Defending and protecting the sovereignty and ter-ritorial integrity of the Republic, as well as sup-porting its people, by maintaining cost-effectivedefence capabilities, in order to be prepared andequipped to participate in operations as orderedand funded by Government.Contributing to global security. This is donethrough the promotion of regional and continentalsecurity and Government diplomatic initiativesthrough regional defence co-operation and partic-ipation in peace missions.Ensuring good governance of the DOD througheffective, efficient and economical management,administration and accounting within the regulato-ry framework and Government policy.Ensuring continuous improvement of defencecapabilities by means of quality command andcontrol, by developing the people and by improv-ing the equipment and facilities of the DOD.Implementing the "One-force Concept" by ade-quately resourcing and utilising both the regularsand the reserves, as well as by rejuvenating andrightsizing the human resource composition of theDOD.

MINISTER OF DEFENCE'S STRATEGICGUIDELINES - FY2005/6

The Department has to align itself with tasks related to pro-moting collective security in the region and on the conti-nent, namely:

DEPARTMENT OF DEFENCE4

C H A P T E R 1

To prioritise all the existing Memoranda ofUnderstanding (MOUs) and to develop and effecta Foreign Military Co-operation Plan in line withGovernment (Department of Foreign Affairs) pri-orities.To ensure that current peace mission tasks/responsibilities are sustained until further notice.This includes conflict resolution activities inBurundi and the Democratic Republic of Congo(DRC).To assist/participate in post-conflict reconstruc-tion activities in Angola, Burundi and the DRC.In the process of strengthening the multilateralorganisations, such as the United Nations (UN)and especially the African Union (AU) and theSouthern African Development Community(SADC) safety and security structures, theDepartment should ensure that it is representedin such a manner that strategic positioning isachieved.To become actively involved in the creation of anEarly Warning System that will assist Govern-ment initiatives to prevent and reduce potentialconflicts.To continue our participation in the developmentof the African Standby Force, including the iden-tification and preparation of force structure ele-ments (light mobile elements) for contribution tothe Southern African Standby Force.To develop common doctrine and enhance inter-operability with our African, especially SouthernAfrican, allies. This emphasises the need formultinational training exercises, the exchange ofmilitary intelligence, sharing of experiences con-cerning civil-military relations and Education,Training and Development (ETD) opportunities.To integrate all New Partnership for Africa'sDevelopment (NEPAD) projects in which theDOD is involved with those of the SADC region.To create a nodal point within the Departmentthrough which the activities for the region can beeffectively and efficiently co-ordinated.

The military capabilities required for promoting security inthe region must be planned over the short to medium term(including financial support). The specific challenge is tomeet the demands and risks of peace-support operations,but not if it entails the loss of capability.

The SANDF must complete its phased withdrawal frominternal involvement/operations in support of the SouthAfrican Police Service (SAPS) by April 2009. As internalinvolvement decreases the focus on promoting collectivesecurity (multinational) must increase.

The task to complete an extensive logistical audit of all theCommando units (ie the disposal and accounting in terms

of firearms and armament, radios, etc) must receive prior-ity attention, as it poses serious implications for securityand promotes fraudulent activities.

The Department must continue to support Government inthe strengthening of the international framework on specif-ic global security issues such as terrorism.

DOD/SANDF planning must work within a broad securitycontext, which includes the security of ports, installationsat sea (eg oil and gas platforms) and protection of theExclusive Economic Zone assets. Cognisance must betaken of the extended continental shelf zone. The DODmust prioritise and co-ordinate its internationalbilateral/multilateral obligations and align existing policyand structures to meet the NEPAD challenges and goals.

An effective, efficient and credible resources managementsystem must be institutionalised at all levels. The manage-ment of DOD resources requires that the following beachieved:

To fully implement Human Resources Strategy2010.The DOD Human Resources Development Planhas to be developed and be in line with therequirements of the Human ResourcesDevelopment Committee of Government, whichwill be monitoring it annually.Succession planning to ensure representivity andthe maintenance of skills are a key area and a toppriority that must be incorporated into all plans.To ensure that military equipment is sustainedand that redundant equipment, ammunition andspares are disposed of.To maintain a dedicated programme that willbring the equipment of the DOD to an acceptablecombat-ready level for deployment, especially forexternal deployment.To ensure that the DOD's information infrastruc-ture provides appropriate command and man-agement information and is fully integrated andaligned with the Cabinet's "Executive InformationManagement System".To migrate the Service Corps to become anational asset outside the DOD.The disposal plant for ammunition should aim tobe operational by FY2005/06. Planning is to bebased primarily on obtaining donor funds.To ensure compliance with national legislation,especially with regard to facilities in terms ofoccupational health, safety and disability.However, certain exemptions may have to besought under the Occupational Health and SafetyAct.

The DOD needs to look at nation-building projects (eg par-ticipation in sports) that it can launch as part of the


C H A P T E R 1

SANDF's ordered commitments to assist in transformingsociety.

The transformation of military legal structures must contin-ue.

The transformation imperatives of "Representivity andEqual Opportunity" are confirmed as valid. Implementationis to be afforded a high priority throughout the DOD andmust be included for the Strategic Defence Packages.

The following must be achieved with regard to the StrategicDefence Packages:

Ensure that the new equipment is fully integratedand functional according to SANDF doctrine overtime.Ensure that the new equipment is employedexpediently and in such a manner that safety andsecurity are enhanced in the region.Ensure that representivity is achieved in the train-ing for the new equipment.

Resources Allocation

Defence capabilities with a high readiness state, capableof all commitments, must be provided. These capabilitiesinclude the total of four (4) to six (6) light infantry battalionsthat are required. This is essential to guarantee our partic-ipation in peace missions and our responsibilities in termsof the African Standby Force. To achieve this theDepartment's planning should be based on the following interms of resources allocation:

A final establishment of 70 000 DOD personnelby 2005/06 excluding the Military Skills Develop-ment (MSD) members of which the size will bedetermined by the additional funds provided byGovernment.

STRATEGIC FOCUS

Over the next decade the DOD will focus on acquiring theoptimal level of competency, technology and organisation-al structure as allowed for by the MTEF allocation. Over themedium term, the strategic focus of the DOD will be

to create an affordable and sustainable forcedesign and structure; to introduce the new weapon systems into opera-tion, bearing in mind the challenges posed by itscost and complexity; to meet the DOD's approved and funded obliga-tions;to provide support for Government's diplomaticinitiatives in Africa;to promote regional security in the form of peacemissions, including post-conflict reconstruction;andto reduce systematically the SANDF's internal

deployments, which are to be completed by1 April2009.

The short-term focus of the DOD will be onpreparing defence capabilities;employing defence capabilities to meet opera-tions and commitments ordered by Government;andthe restructuring of the DOD.

FUNCTIONS OF THE SECRETARY FORDEFENCE

In terms of section of 8 of the Defence Act, (Act 42 of2002), the Secretary for Defence is

the Head of Department as contemplated in thePublic Service Act, 1994, and the AccountingOfficer for the Department as contemplated insection 36 of the Public Finance ManagementAct, 1999;the principal departmental adviser to the Ministerof Defence on defence policy matters;the one to advise the Minister on any matterreferred to the Secretary for Defence by theMinister;the one to perform any function entrusted by theMinister to the Secretary for Defence, in particularthose necessary or expedient to enhance civilcontrol by

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

the one to provide the SANDF with comprehen-sive instructions regarding the exercising of anypower delegated or the performance of any dutyassigned to members by the Secretary forDefence as Head of Department and AccountingOfficer of the DOD; the one to monitor compliance with policies anddirections issued by the Minister of Defence to theSANDF and reports thereon to the Minister; andthe one to ensure discipline of, administrativecontrol over and management of employees,including their effective utilisation and training.The one to ensure, in accordance with the provi-sions of the Constitution, the Public FinanceManagement Act (PFMA) and TreasuryRegulations, 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 management and safeguarding of assets


C H A P T E R 1

within the SANDF are regulated; andover and underspending and unauthorised,irregular, fruitless and wasteful expendituredo not occur.

FUNCTIONS OF THE CHIEF OF THESANDF

In terms of section 14 of the Defence Act, 2002 (Act 42 of2002), the Chief of the National Defence Force

is the principal adviser to the Minister on any mil-itary, operational and administrative matter withinthe competence of the Chief of the NationalDefence Force;must comply with any direction issued by theMinister under the authority of the President ascontemplated in section 202 (2) of theConstitution;is responsible for formulating and issuing militarypolicy and doctrines;must exercise 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 and theeducation, training and development of all mem-bers of the Defence Force, and employees of theDepartment where so required by the Secretaryfor Defence;is responsible for the execution of approved pro-grammes of the budget for the Defence Force;must supply the Secretary for Defence with suchinformation with regard to the Defence Force asmay be requested by the Secretary for Defence;is responsible for the employment of the DefenceForce in accordance with an authorisation interms of section 201 (20) of the Constitution andsection 18 (1) of the Defence Act;is responsible for the training of members of theDefence 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 mili-tary response capabilities as may be authorisedby the Minister;is responsible for the planning of contingencieswhich may require the use of the Defence Force;must manage the Defence Force as a disciplinedmilitary force; andis responsible for the development of a non-racial, non-sexist and non-discriminatory institu-tional culture within the Defence Force in accor-dance with the Constitution and Departmentalpolicy on equal opportunity and affirmative 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:

Meeting all scheduled and ordered defence com-mitments as specified in the DOD StrategicBusiness Plan.Ensuring that the defence capabilities as speci-fied in the DOD Strategic Business Plan forFY2005/06 are contingency ready and cost-effec-tive subject to the constraints imposed by theDefence Vote for FY2005/06 and its medium-termprojection.Ensuring, in accordance with the provisions of theConstitution, the Public Finance Management Act(PFMA) and Treasury Regulations, that

the system of financial management andinternal control established for the DOD arecarried out within the SANDF;the resources of the SANDF are used effi-ciently, effectively, economically and trans-parently; the management and safeguarding of assetswithin the SANDF are regulated; andover and underspending and unauthorised,irregular, fruitless and wasteful expendituredo not occur.

FUNCTIONS OF THE SANDFThe Constitution of the Republic of South Africa, (Act 108of 1996) provides that the Defence Force may be deployedfor service in

the defence of the Republic for the protection ofits sovereignty and territorial integrity;compliance with the international obligations ofthe Republic with regard to international bodiesand other states;the preservation of life, health or property;the provision or maintenance of essential servic-es;the upholding of law and order in the Republic inco-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 National Defence Force shall exercise its powers andperform its functions solely in the national interest in termsof Chapter 11 of the Constitution of the Republic of SouthAfrica, Act 108 of 1996. The employment for service, train-ing, organisation and deployment of the South AfricanNational Defence Force shall be effected in accordancewith the requirements of the national interest as statedabove.


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The SANDF is supported in the execution of its functionsby the Divisions that report to the Secretary for Defence,which are responsible for the administration of the DOD.

DEFENCE OUTPUTS2

Overview. The DOD spends a great deal of time prepar-ing for various contingencies (or possible missions) as dis-cussed in the next Chapter and conducts operations insideand outside the borders of South Africa. The performanceof the DOD against its plans will be measured quarterly aswell as annually against performance measures developedby the Services and Divisions. The Inspector General ofthe DOD conducts regular audits in order to verify theresults achieved. The overall outputs of the DOD, primari-ly through the SANDF, can be categorised as primary out-puts and secondary outputs. The outputs of individualDivisions and Services are described in their respectivestrategic business plans as indicated in Chapters 4 to 12.

Primary Outputs. The primary outputs provided by theDOD to Government are as follows:

Defence commitments, which include operations that are ongoing in nature, andfor which plans and financial provision canbe made in advance; operations that must be conducted duringthe year and, if unforeseeable, for which noprovision has been made; andjoint and multinational exercises required toprepare forces for operations.

Landward defence capabilities.Air defence capabilities.Maritime defence capabilities.Military health capabilities.

Secondary Outputs. In addition, other defence outputsinclude the following:

Cryptographic security services for Governmentdepartments.The National Codification Bureau.Defence Diplomacy. Defence diplomacy is toachieve a reasonable level of defence diplomacythrough the following:

Defence Attachés. The placement andcontrol of defence attachés.Memoranda of Understanding (MOUs).The preparation and servicing of defence-related MOUs.Participation in International andRegional Defence Structures. Active par-

ticipation in the defence structures of theUN, the AU and the SADC.

International Obligations. The honouring of theinternational obligations of the DOD according tointernational agreements such as the following:

Search-and-rescue operations.Hydrography.Defence-related policy advice.Ministerial services.

DEFENCE PROGRAMMES

The outputs of the DOD are executed through the followingprogrammes:

Defence Administration.Landward Defence.Air Defence.Maritime Defence.Military Health Service.Defence Intelligence.Joint Support.Force Employment.Special Defence Account.

DEPARTMENTAL VALUES

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

Individual Values. The DOD has identified seven impor-tant individual values deemed essential to ensure organi-sational success. These are as follows:

Patriotism.Loyalty.Human dignity.Professionalism.Integrity.Leadership. Accountability.

Codes of Conduct. All members and employees of theDOD are expected to comply with codes of conduct of theDepartment of Defence and Public Service. All new mem-bers have to sign the DOD Code of Conduct. Any non-compliance with the provisions of the codes of conduct isdealt with through the internal disciplinary procedures.

Unit Cohesion. The DOD uses numerous symbols andpractices to develop esprit de corps among its membersand employees in order to pursue the DOD's vision, mis-sion and objectives as a united force. The SANDF intro-

2 Outputs are defined by Treasury as "…the final goods or services rendered by departments to external customers or clients". TheDOD defines the final goods and services produced by services and divisions that are supplied to internal customers or clients as"operational outputs".


C H A P T E R 1

duced new rank insignia, dress regulations, unit badges,supplemented by sports, cultural and gender awarenessprogrammes to build unit cohesion.

AFFORDABILITY AND SUSTAINABILITY

Given the ever-increasing international stature of theSANDF as a credible partner in peace-support operations,it is envisaged that its involvement in these operations willescalate accordingly. At the same time the SANDF has totake into operation the new Strategic Defence Packageequipment. Thus it is critically important that resourceplanning and allocation for ordered operations take thesefactors into account in order not to compromise the safetyof our men and women who are engaged in operations.Ordered and scheduled commitments should have ade-quate budget provision so that they do not result in thereduction or closure of critical defence capabilities.

On realising the strategic gap between the national expec-tations as embodied in the White Paper on Defence of1996 and the Defence Review of 1998, and the resourceallocation to the DOD, it became evident that these docu-ments required urgent review. Furthermore, the strategicenvironment has also changed substantially since thesedocuments were promulgated. New threat patterns haveemerged and the legislative framework (including thePublic Finance Management Act of 1999) has changed.To ensure that the DOD is affordable and sustainable in theshort to medium term, the Minister of Defence, supportedby Parliament, issued an instruction that these documentswere to be updated.

PARYS RESOLUTIONS

In pursuit of the affordability and sustainability of theDepartment, the DOD's top management met in Parys, inthe Free State, in March 2004, where the following strate-gic decisions (popularly known as the Parys Resolutions)were taken:

Resolution One: The Defence White Paper of 1996must be reviewed.

Resolution Two: The Defence Review of 1998 must bereviewed.

Resolution Three: The DOD's vision was revisited andchanged as indicated above.

Resolution Four: The DOD must revisit its structuralarrangements for optimal efficiency and effective-ness, including the appropriate capacity for theSecretary for Defence and the Chief of theSANDF.

Resolution Five: The DOD must identify strategic gapsand develop a Concept of Operations and aConcept of Support.

Resolution Six: The DOD must improve its publicimage.

Resolution Seven: The DOD must investigate the useof the Balanced Scorecard approach as a per-formance management tool, in conjunction withthe SA Excellence Model.

These resolutions were presented to and subsequentlyapproved by the Minister of Defence. Various studies arestill under way to explore the best possible way to imple-ment them.


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D E F E N C E S T R A T E G Y

INTRODUCTION

The primary aim of the Department of Defence's (DOD)Defence Strategy is to establish the strategic intent for theexecution of the DOD's core business, which is to provideeffective defence for a democratic South Africa. TheDepartment's Defence Strategy consists of the MilitaryStrategy and, in addition, it contains a number of gover-nance functions. The main sub-strategies discussed in thischapter are: Employ Forces Strategy, and the ForceSupport Strategy.

DEFENCE STRATEGY

The aim of the DOD Defence Strategy is the compilation,integration and alignment of existing strategies, plans andinitiatives to ensure the effective, efficient and economicimplementation and execution of the Military Strategy.

The Defence Strategy operationalises the prescripts of theConstitution of the Republic of South Africa, the DefenceAct, the White Paper on Defence and the Defence Reviewas depicted in the Minister of Defence’s objectives inChapter 1.

The Defence Strategy therefore gives direction to the exe-cution of the Military Strategy and its sub-strategies. Thevarious sub-strategies of the Defence Strategy will bepromulgated and implemented during FY2005/06.

THE MILITARY STRATEGY

INTRODUCTION

The Military Strategy of South Africa is derived from theConstitution, the Defence Act, the White Paper onDefence, the Defence Review and the National SecurityStrategy of South Africa. The need to actively promotepeace and security in the region is a key tenet of theNational Security Strategy, which directs the DefenceStrategy.

MILITARY STRATEGIC OBJECTIVES

The military strategic objectives are the ends that are to beachieved by the SANDF. The objectives are not prioritised

and cover the full range of military and other ordered com-mitments. The objectives are as follows:

To Enhance and Maintain ComprehensiveDefence Capabilities. The provision of self-defence in accordance with international lawagainst any external threat of aggression, whichendangers the stability of South Africa.To Promote Peace, Security and Stability inthe Region and the Continent. The provision ofexternal deployment or support to enhance secu-rity in support of decisions by the executive. To Support the People of South Africa.Supporting the population of South Africa in oper-ations and activities other than war, when theresponsible State departments do not have ade-quate capacity to do so.

MILITARY STRATEGIC CONCEPTS

The military strategic concepts describe the ways to be fol-lowed to meet the military strategic objectives. The SANDFwill use a mission-based approach to achieve the militarystrategic objectives of the DOD. This approach useswartime and peacetime missions to direct the peacetimestrategy for force preparation and to guide joint and com-bined force preparation and force employment for inci-dences of conflict. The concepts are as follows:

Mission-essential Training. The SANDF is toeducate, train and develop its soldiers in theessential knowledge and skills required to exe-cute the tasks necessary to accomplish its mis-sions. Mission-trained Force. A force prepared andsupported to execute identified missions (withinthe parameters of the selective engagement con-cept).Selective Engagement. The concept of selec-tive engagement indicates that the SANDF willexecute all the prescribed missions, but will beselective in terms of the extent to which opera-tions and tasks, emanating from these missions,will be executed. This concept implies that calcu-lated risks will have to be taken. The Chief of theSANDF will advise the National Executive (thePresident and Cabinet), which ultimately decideson the extent of the operations.


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Strategic Positioning. The SANDF is willing toproactively establish a sound security environ-ment, supported by influencing military foreign-relations actions, and the pre-placement ofappropriate military capabilities.

MILITARY STRATEGIC CAPABILITIES

The capabilities of the SANDF constitute the means of theMilitary Strategy. The capabilities consist of the followingstrategic capabilities:

C4I3RS (command and control, communications,computers, information, intelligence, infrastruc-ture, reconnaissance and surveillance) capability.Light mobile capability.Conventional warfare capability.Support capability.

MISSIONS

Missions are combinations of tasks that should be per-formed to achieve the military strategic objectives. Themissions have been prioritised in terms of risk. Risk, in thiscontext, is defined as "an exposure to danger owing to theimpact of the onslaught on the security of South Africa, andthe probability of the onslaught being encountered bySouth Africa". The missions have been grouped into threepriority classes. They reflect the tasks that are important tothe DOD and the Government at present. The missions

are subject to constant review. The priority classes reflectthe priorities for force preparation. The missions envisagedfor the next ten years are indicated in Table 2.1 below.

This Military Strategy enables the DOD to comply with thedemands of the uncertain environment. Flexibility isachieved through the utilisation of multi-role preparation,skills-based capability and the Reserve Force. The militarystrategic objectives, the military strategic concepts and themilitary strategic capabilities are not to be seen as sepa-rate parts of the Military Strategy, but as an integratedwhole. Similarly there are no separate force structures toexecute the strategy. The integration takes place throughthe implementation of the Military Strategy by means of themulti-role employment approach.

The contextual environment is characterised by uncertain-ties and unpredictability. A flexible approach to defenceplanning necessitates a military strategy that takesaccount of strategic uncertainties. Flexibility is achievedthrough the utilisation of multi-role preparation, skills-based capability and the Reserve Force.

The current emphasis is on the military strategic objective'To Support the People of South Africa'. Over time theemphasis should change to 'To enhance and maintaincomprehensive defence capabilities' eg as a result ofdiminished internal commitments. 'To promote peace,security and stability in the region and the continent' will,

To Promote Peace, Securityand Stability in the Region and

the Continentn Support military foreign relations

n Defence against an information

onslaught

n International, continental or

regional peace-support opera-

tions including:

n Observers

n Peacekeeping

n Peacemaking

n Peace-building

n Peace-enforcement

n Humanitarian intervention

n Search-and-rescue

n Disaster relief

n Humanitarian assistance

To Support the People of South Africa

n Maritime support

n Borderline control

n Co-operation with the South

African Police Service

n Search-and-rescue

n Disaster relief and humanitarian

assistance

n Support to Government depart-

ments

n Air transport for diplomatic com-

mitments

n Presidential tasks

n Presidential health support

n Maintenance of health status of

members of the SANDF

To Enhance and MaintainComprehensive Defence

Capabilitiesn Show of force

n Pre-emptive operations (within the

limits of international law regulating

the use of force)

n Repelling of conventional onslaught

n Repelling of unconventional

onslaught

n Repelling of non-conventional

onslaught

n Defence against an information

onslaught

n Defence against a biological and/or

chemical onslaught

n Special operations

n Protection of foreign assets

Table 2.1 Possible SANDF Missions: 2005-2015


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ConstitutionalImperatives

LegislativeImperatives

Expectations:* Domestic

* Population* Parliament

* ForeignNational Security Strategy

To Enhance and Maintain Comprehensive

Defence Capabilities

To Promote Peace, Security and Stability in the Region and

the Continent

To Support the Peopleof South Africa

MILITARY STRATEGIC OBJECTIVES

Missions

IMPLEMENTATION

MILITARY 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)

Figure 2.1 Military Strategy in Context

during the foreseeable future, stay at the same intensitywhilst 'Support to the People' should decline over time,particularly in terms of routine co-operation with the SouthAfrican Police Service (SAPS) and borderline control. (SeeFigure 2.2.)

EMPLOY FORCES STRATEGY

FORCE EMPLOYMENT STRATEGY

Introduction. In contrast with its previous isolation, theSANDF now forms part of a larger defence community withnew challenges and opportunities, which necessitate anew approach to regional defence. NEPAD will challengethe SANDF to contribute to the success of these initiatives.The Force Employment Strategy aims to guide the SANDFin conducting operations in this new environment.

Regional Priorities. The region is the focus of theSANDF, with specific countries identified as key partnersin enhancing peace and prosperity in the region. TheSANDF must contribute to the successful execution ofNEPAD as its first priority and be guided by the approvedobjectives and priorities of the International Relations,Peace and Security (IRPS) Cluster, in respect of other pri-orities. This, however, does not preclude the SANDFbecoming involved in countries outside the region.

Approach to Force Employment. The SANDF ForceEmployment Strategy, which will be executed in threestages, is based on the following:

A multinational approach aimed at the establish-ment, structuring, staffing, equipping, operating,exercising, sustaining and empowering of subre-gional structures to foster security.


C H A P T E R 2

Enhance and Maintain DefenceCapabilities

Promote Peace, Security and Stability in the Region

Support the People

Time

Mission

Priorities

Figure 2.2 Projected Result of the Military Strategy

An interdepartmental approach with the focus onimproving co-operation.A phased approach that endeavours to changethe focus over time from 'Supporting the People'to 'Promoting Peace, Security and Stability in theRegion and the Continent'. The aim is to fosteran environment of stability and security in theregion to reduce the possibility of havingEnhancing and Maintaining ComprehensiveDefence Capabilities'.

All the above-mentioned approaches will be executed witha joint and/or multinational mission-trained task force com-prising the capabilities of all the Services and Divisions,either supported by or in support of other role players.

It is therefore imperative that a focussed effort should bemaintained to co-ordinate all projects relating to theapproved missions, to provide cost-effective solutions.Furthermore, it is crucial that capability developmentshould enhance interoperability between the SANDF andother forces in the region to ensure effective multinationaloperations. Interoperability should therefore be addresseda a priority.

FORCE PREPARATION STRATEGY

The defence capabilities of the SANDF will only be fullyused in the event of a general war, which threatens thenation's sovereignty. There is thus no need to keep theentire force at a high level of readiness as the costs

incurred cannot be fully justified andwould potentially be a fruitless expen-diture. This principle has been recog-nised in both the Defence Review andthe Military Strategy.

Currently, before committing forces fora general war, it is assumed that therewill be a period of preparation. Large,fully trained, equipped and mannedready standing forces are deemedunnecessary. Armed forces are there-fore split into three categories:

Immediate forces for unex-pected or sudden crisesrequiring a quick response.Follow-up forces where a cri-sis is either foreseen (andthere is sufficient warningtime to mobilise Reserves) orwhere a crisis has escalated. Heightened force require-ments that would only be fullymobilised in the event of awar of national survival.

This approach is illustrated in Figure 2.3. It will be noticedthat the bulk of the forces are Reserve Forces and thatonly a portion of the Regular Force is within the ImmediateForces category. Forces that are currently deployed or arepreparing to deploy on a mission or are resting after a mis-sion, are drawn from the Immediate Forces pool.

The approach above informs the Force PreparationStrategy which aims to prepare the force required to exe-cute the Military Strategy in an efficient and effective man-ner. Chief of Joint Operations specifies, on behalf of theChief of the SANDF, the readiness states and force levelsof the immediate forces.

SUPPORT STRATEGIES

THE SUPPORT CONCEPT

The concept of support provides for all modes of operationin multiple combinations and is to be implemented on thepremise that force preparation is founded on bases, whilemobile support capabilities are to be created to supportoperations in the strategic domain.

The support of the DOD is optimised at Departmental levelby integrating the common and unique support effortsacross functional capability centres based on centres ofexcellence and the utilisation of national level agenciessuch as the Commission for Administration TrainingCentres, SITA, and the SABS in conjunction with tertiaryinstitutions and ARMSCOR.


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The concept of support is integrated with the concept ofoperations and bound together by a single Departmentalplan that implements the Departmental strategy. Theuniqueness is characterised in terms of the unique opera-tional environments and dictates that specialised supportconcepts are to be developed which entails that the "front"of the support system supports uniqueness, while the"rear" utilises a common technology base.

In and outsourcing activities that constitute the DOD corecapabilities will not be outsourced. Outsourcing, therefore,will be driven by the existence of a competitive market forthe activity, to ensure that competition drives the improve-ment of quality, reduction of costs, and achieves a bettersupplier focus on DOD requirements, resulting in bestvalue for money for the taxpayer. Many activities can,therefore, either best be performed by the DOD or by out-side parties, based on expertise or technological edge, oraspects such as economy of scale and systems integrity,and to ensure that the DOD does not encroach on thedomain of the private sector or duplicate national infra-structure.

In-sourcing of support to or from other departments orparastatals will be utilised where so dictated by factorssuch as economy of scale, expertise and technologicalcapability.

The determining of strategic reserves should be seen as amulti-departmental interactive process rather than a mono-driven process by the DOD based on the premise thatstrategic reserves could also be determined by otherdepartments, eg Minerals and Energy Affairs for oilreserves.

Figure 2.3 Military Readiness State System

Immediate Force Requirements Follow-up Force Heightened Force

SEQUENCING OF MILITARY FORCES

HIGH READINESS TO DEPLOY LOW

General Reserves

Reserve Force

Regular Force

Although contingencies are utilised at strategic level todefine force requirements, provision has to be made atoperational level to prepare for aspects such as disasterrelief in the region. Reserves per mission should thereforebe planned by mission commanders within the boundariesof present conventional doctrine based on a three and five-day paradigm.

FORCE RENEWAL

The renewal of the SANDF resources, both materiél andhuman, is detailed in the following plans:

Human Resources Strategy 2010.Information Strategy.Logistic Strategy.Strategic Capital Acquisition Master Plan.

Financial and other constraints necessitate extending forcerenewal over a relatively long period. The long-term sus-tainability of the SANDF will be maintained by restructuringthe Force in order to ensure that scarce resources are notinappropriately utilised, whilst retaining the capability toexpand in times of need and thus meet current and fore-seen future commitments.

Human Resources Strategy 2010

The aim of the DOD HR Strategy 2010 is to ensure theavailability of the right quantity and quality of humanresources in the right places at the right times, who areeffectively, efficiently and economically managed andadministered. The strategic goals of the HR Strategy 2010 are as follows:

To rejuvenate the SANDF's (HR) composition


C H A P T E R 2

with 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 level flexi-bility.To attain a broad level of representivity at all lev-els and in all occupational classes.To improve HR service delivery.To obtain equity in the management and admin-istration of uniformed and civilian personnel.To retain the required operational and functionalexpertise.

It is imperative that specific projects or interventions sup-port existing policy and institutional frameworks in order toimprove service delivery and efficiency.

Information Strategy

The Information Strategy presents the ways, means and

ends to transform the information resources to be effectiveand efficient in their role of attaining the DOD corporateobjectives. Within the context of the National SecurityStrategy, the Information Strategy forms a key element ofthe DOD strategic framework as illustrated in Figure 2.5below, and comprises the following:

DOD Defence Strategy that forms the capstoneof all the strategies and plans, and articulates thecorporate strategic objec-tives (ends), a mission-based approach to strategic military concepts asthe ways by which to achieve these objectivesand the capabilities as the means to achieve thestrategic objectives.Resource strategies that prescribe the evolutionof key resources, ie human re-sources, materielresources, financial resources and the informa-tion resources, as fundamental means to enablethe DOD Defence Strategy.Core capability system strategies that prescribesthe evolution of resource configurations andmethods in support of the DOD Defence Strategyand resource strategies.Resource system plans that unpack the strate-

ResourceSystemPlan

HumanResource

System Plan

FinanceSystem

Plan

Materiel System

Plan

EnterpriseInformation System Plan

Core CapabilitySystemStrategies

Provide ForceStrategy

SupportStrategies

Employ ForceStrategy

ResourceStrategies Human

ResourcesFinance Materiel Information

CorporateStrategy Military

StrategyDefence Strategy Regulatory

Framework

DOD Level 2

DOD Level 1

National Security Strategy

Figure 2.4 DOD Strategy Framework


C H A P T E R 2

gies into realistic and executable plans.

Logistic Strategy

The DOD Logistic Agency is to provide an integrated, jointlogistics support system to the DOD and customers asdetermined by the Secretary for Defence and the Chief ofthe SANDF. The following will provide for this:

The DOD Logistic Division will supply strategiclogistic direction and guidance by means of logis-tic strategy, policy, doctrine, strategic resourcesallocation and output objectives.The DOD Logistic Support Formation and forcestructure elements will execute the strategy bycomplying with the policies, doctrine, resourcesallocation and output objectives.

The policies and plans as promulgated by the DOD LogDivision include the guidance of unique logistics as con-ducted by the Services and Divisions.

Joint Logistics will be conducted as follows:Deeper level logistic capabilities by means ofdepots and other force structure elements undercommand (4th Line) (deeper/depot level).Joint second line (2nd) (intermediate level) logisticsupport in-sourced from the Services and/orDivisions to support operations as required by CJOps.Third line (3rd) (deployable D - Level) logistic sup-port by means of reserve forces and in doing thisenhancing the 'One-Force' concept.Logistic support (Internal) through the deploy-

ment of Joint Support bases.

During peacetime and in war situations the logisticaldepots are employed to ensure the capability and capacityto support the STFEP.

Strategic Objectives

Over the next decade the Logistic Agency will focus onacquiring the optimal level of competency, technology, andorganisational structure as allowed for by the Medium-termExpenditure Framework (MTEF).

Over the medium term, the strategic focus of the DODLogistic Agency will be to create an affordable single logis-tic structure within the DOD based on the transformationalprinciples and design (provide logistics process). It will alsostrive to enforce the transformation imperatives of ensuringthat all logistic functions from the 2nd line (intermediate) tothe 4th line (deeper/depot level) form part of the strategy ofthe Agency so as to ensure a single point of entry, account-ability and responsibility for Logistics in the DOD, therebyensuring effective, efficient, economical and transparentresources management in the DOD.

The short-term focus of the DOD Logistic Agency will be tosupport defence capabilities to meet operational and othercommitments ordered by Government and continue withthe restructuring of the DOD Logistic Agency based on thetransformational design and principles to meet these chal-lenges. Figure 2.6 indicates that the responsibilities of theLogistic Agency cover both preparing and supporting com-bat forces.

PREPARE FORCES

SUPPORT FORCES

Defence AdministrationSouth African MilitaryHealth ServiceJoint SupportDefence Intelligence

EMPLOY FORCESCOMMAND AND

CONTROL

Prepare LandForces

Prepare AirForces

Prepare NavalForces

PrepareSpecial Forces

Figure 2.5 The Relationship between the Defence Processes and the Programme Structure

Prepare CombatSupport Forces


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STRATEGIC CAPITAL ACQUISITIONMASTER PLAN (SCAMP)

The Force Structure Plan of the DOD contains the essen-tial defence capabilities, each of which inherently repre-sents a certain priority in terms of the total defence capa-bility. The contribution of each capability is assessed inorder to determine the life cycle budget allocation for sucha capability.

Existing capabilities are always in various states of obso-lescence from a technological or physical perspective,which in turn determines the urgency of upgrading orreplacing them.

With due consideration of this urgency, a set of develop-ment plans for this force design and the rest of the infra-structure has been compiled. From the developmentplans, requirement specification baselines for a combat

grouping and/or a user-system are established for each ofthe Required Operational Capability (ROC). ROCs are tosatisfy requirements for new operational capabilities or forthe expansion of existing operational capabilities, and tosatisfy a need for improvement of the existing operationalcapabilities through upgrading, modification or replace-ment. This is done through the prioritisation of require-ments derived from the operational gap analysis, based onobsolescence and other considerations, subsequentlyexpressed as ROCs.

The DOD strategic direction process directs armamentsacquisition. The annual financial allocation and schedulingof armaments acquisition is contained in the (Strategic)Capital Acquisition Master Plan (SCAMP), from whichannual business plans are derived and budgetary actionsare taken. Updates to the SCAMP will be directed by thestrategic direction process, annual budget cycle and in-year revisions.


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O R G A N I S A T I O N A L M A N A G E M E N T

OVERVIEW

The Department of Defence (DOD) consists of the SouthAfrican National Defence Force (SANDF) and the DefenceSecretariat. Both were established in terms of theConstitution of the Republic of South Africa, 1996 (Act No108 of 1996), and the Defence Act, 2002 (Act No 42 of2002). These institutions have distinct but mutually com-plementary responsibilities. The Chief of the SANDF bearsthe sole responsibility for providing command and controlover the SANDF and is the principal advisor to the Ministerof Defence on military policy issues. The Secretary for

Defence is the Head of Department, the AccountingOfficer, the Information Officer and the principal advisor tothe Minister of Defence on defence policy matters. Thus,operating under the guidance of the Minister of Defence,the Secretary for Defence and the Chief of the SANDF pro-vide strategic direction to the entire DOD. As indicated inFigure 3.1 below, they are supported by various strategicmanagement bodies (councils and boards), which aredesigned to ensure vertical and horizontal integration andalignment of policies, strategies and plans. On the verticalplane, they ensure that Departmental strategic decisionsare derived from and aligned with Government intent, and

Explanatory Notes

A: Highest decision-making body inthe DOD. Chaired by the Minister, itcomprises Deputy Minister ofDefence, Secretary for Defence, theChief of the SANDF and ministerialadvisors

B: Co-chaired by the Secretary forDefence and the Chief of the SANDF,the DSC comprises all Chiefs ofServices and Divisions and strategicelements of the DOD

C: The MC and the DSB consist of theSANDF and the Defence Secretariat.They are chaired by the Chief of theSANDF and the Secretary forDefence respectively

D: The DPF, DPBEC, DRB and AMCare the Departmental advisory bodiesof the DSC

E: Specialised functional bodiesdevelop policy positions and plans fordiscussion at the DPF, DPBEC and/orDSC

Council on Defence (COD)

Defence Staff Council (DSC)

Military Council (MC)

Defence Secretariat Board(DSB)

Defence Planning Forum (DPF)Departmental Programme and Budget EvaluationCommittee (DPBEC)Accountability Management Committee (AMC)Defence Reserve Board (DRB)

HumanResources

StaffCouncil

A

B

C

D

EOperations

StaffCouncil

LogisticStaff

Council Others

Figure 3.1 Strategic Direction and Strategic Command Bodies in the Department of Defence


C H A P T E R 3

are ultimately implemented down to the lowest level in theDepartment. On the horizontal plane, similar standards areapplied among all Services and Divisions in order to ensuresynergy in pursuit of the DOD's strategic goals.

POST STRUCTURE

The macro-personnel strength, excluding the membersserving in the Military Skills Development System, is 71 019and 70 585 for FY2005/06 and FY2006/07, respectively.The macro-personnel strength, including the plannedintakes for the Military Skills Development System, is74 819 and 74 585 for FY2005/06 and FY2006/07, respec-tively. This personnel reduction is in line with the envisagedpersonnel strength of 70 000 members stated in theDefence Review (April 1998). These planned macro-per-sonnel figures do not include interdepartmental transfers toother departments in terms of the Public Service's

Transformation and Restructuring Programme.

Table 3.1 below indicates the number of authorised postsand the actual Regular Force and Public Service ActPersonnel (PSAP) strength as at 15 January 2005. Thedynamic evolvement of the force design and force struc-ture will, however, influence the final number of posts. Thebroad aim remains to reduce the authorised posts and full-time component human resources strength to 70 000. Inaddition, the envisaged measures to rejuvenate theSANDF's human resources, with specific reference to anincrease in the size of the Military Skills DevelopmentSystem (MSDS) component, the implementation of amobility/exit mechanism and the migration of RegularForce members towards the new service system dispen-sation, will require replanning during the MTEF period.Approval will, however, first have to be granted for theimplementation of the above measures.

Group

Regular Force

PSAP

Sub-total

Regular Force

PSAP

Sub-total

Regular Force

PSAP

Sub-total

Regular Force

PSAP

Sub-total

Regular Force

PSAP

Sub-total

Regular Force

PSAP

Sub-total

Regular Force

PSAP

Sub-total

Regular Force

PSAP

Sub-total

Regular Force

PSAP

Total

Authorised Posts15 Jan 05

2 502

2 030

4 532

1 565

173

1 738

30 152

7 313

37 465

10 998

2 495

13 493

6 808

3 204

10 012

7 978

1 983

9 961

829

192

1 021

10 917

6 232

17 149

71 749

23 622

95 371

Programme

Defence Administration

Command and Control (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

Actual Strength15 Jan 05

2 154

1 613

3 767

1 242

87

1 329

27 003

5 016

32 019

8 415

1899

10 314

4 462

1 734

6 196

5 456

1 819

7275

551

96

647

8 682

2 872

11 554

57 965

15 136

73 101

Table 3.1 Human Resources Authorised Posts and Actual Strength - 15 January 2005 (Regular ForceMembers and Public Service Act Personnel)


C H A P T E R 3

FORCE STRUCTURE AND DESIGN

FORCE STRUCTURE

Given the complex nature of the defence function, it isimperative that the DOD's force design and force structureare reviewed on a regular basis in order to ensure that it isable to execute the Military Strategy. Furthermore, it hasto ensure that there is alignment between the Depart-ment's objectives, the budget allocation, ordered commit-ments and likely missions. Thus, one of the strategic deci-sions (known as the Parys Resolutions) taken in March2004 was to look into the organisational development ofthe DOD. This would entail designing DOD structures thatpromote efficient, effective and economical utilisation ofthe Department's limited resources without derogatingfrom the constitutional and legislative imperatives. It isenvisaged that these studies will be finalised during thecourse of FY2005/06.

The planned force structure for FY2005/06 (Services andlarger Divisions only) is shown in the following organisa-tional diagram.

The Services and Divisions are composed of ForceStructure Elements (FSEs) of varying sizes and types. Anongoing process of closing and establishing FSEs takesplace as the DOD adjusts to changes in the environmentand strives to do its business as economically as possible.Table 3.2 below shows the planned changes in the numberof FSEs over the MTEF period.

FORCE DESIGN AND STATUS

The White Paper on Defence provided that force designshould revolve chiefly around the SANDF's primary func-tion of defence against military aggression. While theprocess of force design involves considerable military tech-nical detail, the design is determined largely by decisionsregarding 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 became evi-dent that there was an increasing misalignment between

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

Figure 3.2 Department of Defence


C H A P T E R 3

these documents and the above parameters. Consequent-ly the Minister of Defence, supported by Parliament, in-structed that the two documents be reviewed in the form ofa Defence Update, which would take into consideration thenew strategic environment, emerging threat patterns, the

escalating demand for peace-support operations and re-sources requirements. Once approved by Parliament, theDefence Update will possibly result in significant changesto the force design. Thus, the current force design willremain in force during FY2005/06.

Status at endof FY2004/05

18

17

322

77

35

37

2

137

645

2005/06

18

17

262

77

35

37

2

121

569

Programme

Defence Administration

Command and Control (Joint Operations)

Landward Defence (SA Army)

Air Defence (SA Air Force)

Maritime Defence (SA Navy)

Military Health Service (SAMHS)


Joint Support

Total

2006/07

18

17

194

77

35

37

2

99

479

2007/08

18

17

153

77

35

37

2

99

438

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

Table 3.2 Department of Defence Force Structure Planning: Planned Status of FSEs at the end ofFY2005/06 to FY2007/08


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

PURPOSE

To conduct the policy development, management and administration of the Department.

FINANCIAL RESOURCES

The Medium-term Expenditure Framework (MTEF) allocation to and estimates for the Defence Administration Programme persub-programme are reflected in Table 4.1 below.

FY05/06('000)

14 000

5 193

6 632

54 181

177 428

37 649

Objective/Sub-programme

Political Direction. To provide political direction to the DOD to ensure the democratic defence of South Africa by meetingthe required defence commitments and providing appropriatedefence capabilities

Departmental Direction. To provide Departmental direction to the DOD to ensure the effective, efficient and proper con-duct of defence activities in accordance with legislation andpolicy

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 the strategic direction process bydeveloping, formulating, monitoring and adapting defencepolicy, strategy and plans in accordance with national policyto enable the effective, efficient and proper conduct ofdefence activities

Financial Services. To provide a cost-effective financial management service to the Minister of Defence, Secretaryfor Defence and the Chief of the South African NationalDefence Force within the evolving regulatory framework bymeans of a professional representative civilian financial man-agement corps and an appropriate financial managementsystem

Departmental Acquisition and Procurement Services. To manage the DOD acquisition and procurement processesand policies

Table 4.1 MTEF Estimates with regard to the Defence Administration Programme for the FY2005/06 to FY2007/08

FY06/07('000)

14 502

6 267

6 860

56 495

183 994

39 442

FY07/08('000)

15 019

6 662

7 095

59 057

193 919

41 289

1 In the ENE the Policy and Planning allocation includes funding for the Corporate Staff Office and the Strategy and Planning Office.


C H A P T E R 4

FY05/06('000)

41 550

9 791

184 348

72 747

4 398

21 397

10 084

51 809

681 398

Objective/Sub-programme

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

Equal Opportunities and Affirmative Action (EO and AA).To provide EO and AA advice and a monitoring function tothe Secretary for Defence

Human Resources Support Centre.2 To provide full human resources support services to the DOD (managed withinJoint Support)

Legal Services. To provide professional, legitimate and deployable military legal services and support commensu-rate with the needs of the DOD

Religious Services. To provide a Chaplains' Service that caters for all DOD members and their dependants and pro-motes spiritual growth, social support and ethical conduct

Defence Corporate Communication. To provide defence communication policy, strategy and plans in accordance withthe DOD policy and national (Government Communicationand Information System - GCIS) policy and provide a cen-tralised corporate communication capability, services andproducts in order to enable effective, efficient, interactivetwo-way communication to take place between the DOD andits publics/stakeholders

Reserve Force Division. To direct the development and maintenance of the Reserve Force system, to provide spe-cialist advice on Reserve Force matters and to promote/mar-ket the Reserves and the volunteer Reserve system

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

Total

FY06/07('000)

43 439

9 593

195 635

76 532

4 559

22 211

10 489

53 333

713 758

FY07/08('000)

45 383

9 696

207 061

80 431

4 725

23 064

10 906

54 895

749 506

OUTPUTS

The main outputs of the Defence Administration Programme for the DOD are defence policy advice, reports and general min-isterial services. However, it also provides specific operational outputs for Divisions and Services in the Department. Theoverall outputs of this programme are reflected per sub-programme in Table 4.2 below.

Performance Measure

The degree to which defence policy advice to Governmentmeets requirements

The degree to which the Depart-ment of Defence produces theoutputs required by Government

The degree to which the Depart-ment of Defence complies withlegislation, the policies and pre-scripts of Government

Sub-programme

Political Direction

Target

Defence policy advice meets all Government's expecta-tions fully

Full compliance

Full compliance

Output

Political direction to the DOD

Defence policy advice to Government

Table 4.2 Outputs for the Defence Administration Programme for the FY2005/06 to FY2007/08

2 In the ENE the Policy and Planning allocation includes funding for the Corporate Staff Office and the Strategy and Planning Office.


C H A P T E R 4

Performance Measure

Quality of defence policy advice

The degree of compliance with legislation, Government policy,prescripts and targets

The degree to which the allocat-ed budget has been expendedas planned

Quality of military advice

Operational readiness of the SANDF

Degree of success of ordered operations

Degree of sustainability of the SANDF


Quality and degree of accessibil-ity of DOD policy, strategies andplans

The degree to which the services provided ensure that the DOD'sstructures are affordable, com-plies with policy and facilitate effi-cient and effective defence

Degree of quality (timeliness, appropriateness and relevance)of policy advice

The degree to which direction provided to the corporate staffdivisions ensures that CSANDF'sexpectations are met

The degree to which the Corpo-rate Division policy and strategicadvice meets the requirementsof CSANDF

Degree of cost-effective service delivery


Sub-programme

Departmental Direction

SANDF Command and Control

Policy and Planning

Corporate Staff Office

Financial ManagementDivision

Target

Full client satisfaction

100% compliance with regu-latory framework

High degree of effectiveness, efficiency and full expenditureof funds as planned


Readiness maintained in ac-cordance with guidelines

Operations conducted suc-cessfully

Maintenance of force struc-ture and design

High degree of effectiveness and efficiency and full expen-diture of funds as planned

75% of DOD members who should have access, can ac-cess Departmental and Gov-ernment policy electronically

Plans are enforceable to a high degree

95% first-time ministerial ap-proval of proposed structures

All posts in the DOD equated by 31 Mar 07

95% of all advice is given be-fore the original deadlines



Cost-effective service deliv-ery (clients)

Compliance with regulatory framework and unqualifiedaudit reports

Fully expended budget by 31 March 2006

Output

Defence policy advice to the Minister of Defence

Departmental direction to the DOD as directed by theMinister of Defence

Military policy advice to the Minister of Defence

Strategic direction to the SANDF

Defence policy, strategies and plans

Structure management services

Policy advice to the DOD

Corporate staff capability for CSANDF

Budget management serv-ice to the DOD as directedby the Chief FinancialOfficer


C H A P T E R 4

Performance Measure

Degree of compliance with regu-latory framework and unqualifiedaudit reports

Degree of accuracy and timeli-ness of payment of clients

Degree of compliance with ap-proved structure and relatedservice agreements

Degree of effectiveness and effi-ciency of information supportservice

Level of education, training and development of staff

Degree to which risk manage-ment, loss administration andaudit-report management systemare in place

Degree of quality and timeliness of Strategic Business Plan andquarterly performance reports

Degree of effectiveness of repre-sentation at councils, boards andcommittees

Degree to which requirements are satisfied

Degree of utilisation of mature technologies

Degree to which contracts are in place and services delivered tospecification, and percentage ofirregularities of all orders

Degree to which disposal con-tracts are to be contracted

Degree of execution of HR plan

The degree to which Chief Director Strategy and Planning'sobjectives and targets areachieved

Sub-programme

Acquisition and Procurement Services

Strategy and Planning Office

Target

Compliance with regulatory framework and unqualifiedaudit reports

Accurate and timely payment of clients

Effective Financial Account-ing Service Centres (FASC)and Financial AccountingService Offices (FASO) perapproved structure and relat-ed service agreements

Effective and efficient infor-mation support service andpersonal administration

Education, training and dev-elopment of staff

Risk management, loss ad-ministration and audit reportmanagement system in place

Timely Strategic Business Plan and quarterly perform-ance reports

Effective representation at specified DOD councils,boards and committees

Delivered requirements are more than 85% satisfied

50% of all acquisition pro-grammes utilise these maturetechnologies

Contracts are more than 90% in place, material and servic-es more than 90% deliveredto specification, and the num-ber of irregularities less than0,5% of all orders

Contracts for 80% or more of stock/transfer lists receivedper year, are in place

100% staffed, (knowledge-able and skilled) according torepresentivity

Plans and reports are com-pleted as prescribed by theplanning cycle and instruc-tions

Output

Financial accounting service to the DOD as directed bythe Chief Financial Officer

Financial (control and sup-port) services as directed bythe Chief Financial Officer

Strategic direction and con-trol of the FMD

To satisfy armaments re-quirements according toforce design

To pursue appropriate tech-nologies

To procure required equip-ment and stock

To dispose of materiél in the most appropriate and cost-effective manner within thelimitation of RSA laws

To manage human re-sources towards achievingstrategic divisional and per-sonnel goals

Military strategy and plan-ning capability, advice andservices for CSANDF


C H A P T E R 4

Performance Measure

The degree of validity, alignment with National Security Strategyand implementation of theMilitary Strategy

The degree to which inspection and internal audit services areperformed as planned

The degree to which DOD EO objectives and targets areachieved

The quality and availability of the human resources support provid-ed to the DOD

The quality and availability of the legal support provided

The degree to which the DOD Chaplain General's targets areachieved in terms of client satis-faction

The degree to which the DOD's Corporate Communication poli-cy, strategy and plans arealigned with and support DODand national (GCIS) communica-tion plans and policies

The degree to which the defence communications needs of theDOD and its stakeholders aremet

The degree to which the Chief of Defence Reserves' targets areachieved

The degree to which DOD for-eign relations targets areachieved

Sub-programme

Inspection Services

Equal Opportunities andAffirmative Action(EO) and (AA)

Human Resources Support Centre

Legal Services

Religious Services

Corporate Communication

Reserve Component

Defence Foreign Relations

Target

Valid, fully aligned, approved and implementable MilitaryStrategy

100% completion of sched-uled audit and inspectionreports and 80% ad hocrequests

Reports given quarterly and on time

85% of human resources success rate in terms of client(DOD) satisfaction and reduc-tion of labour-related griev-ances

All required inputs are deliv-ered on time and accurately

95% of facilitated litigation must result in optimum out-comes for the DOD

Full compliance with expecta-tions to the satisfaction of theentire DOD

Full compliance with DOD expectations and planned tar-gets

Full 24 hour service with high degree of credibility

High standard reaching 90% of the targeted population

Full utilisation and promotion of Reserves in compliancewith expectations to the satis-faction of the CSANDF

Full compliance with the expectations of all membersof the DOD and a profession-al image perceived by all for-eign visitors, Military Attachésand the Advisor Corps

Output

Internal audit (performance and regulatory) and anti-fraud services

Equal opportunities direc-tion and policy advice to theDOD

Comprehensive human re-sources support service forthe DOD

Military legal service capa-bility and services

Religious policy advice and chaplain capability and serv-ice to the SANDF

Strategic direction in respect of corporate communicationto the DOD by providingdefence communication ad-vice, policy, strategy andplans in accordance withDOD policy and GCIS policy

Corporate communication capability, products andservices

Strategic direction to the development and mainte-nance of the Reserve Forcesystem by providing special-ist advice, policy, strategy,plans and doctrine, as wellas promotional/marketingproducts and services

Defence foreign relations capability and services asdirected by CSANDF


C H A P T E R 4

RISKS AND MITIGATING ACTIONS

This programme is responsile for the general managementand administration of the defence function. Although it hasa limited human resources component, it relies heavily onthe availability of funds to execute its high-profile func-tions, such as defence diplomacy. Thus, its main risks arelimited to the servicing of defence-related Memoranda ofUnderstanding (MOUs) between South Africa and othercountries, and IT-based internal control systems forfinance, human resources and procurement. Budgetaryconstraints, which affect the entire Department, are result-ing in the continual reprioritisation by budget holders of thisprogramme, which has a detrimental effect on effectiveand efficient functioning.

The increase in involvement in Africa as part of theNEPAD programme to ensure peace, security and stabili-

ty in the region and continent may result in the expansionof representation in the region and on the continent, whichin turn could result in an additional financial constraint.

SERVICES TO BE SCALED DOWN, SUSPENDED OR ABOLISHED

The Gauteng North Regional Reserve Force Office will beclosed down in line with the closure of commando units.There are no plans to scale down, suspend or abolish anyother outputs or services during FY2005/06.

PERFORMANCE AND SERVICE- DELIVERY IMPROVEMENT

The performance and service delivery of the sub-pro-grammes of the Defence Administration Programme willbe improved as indicated in Table 4.3 below.

Planned Management Intervention Anticipated Benefit StatusActivities

Synchronise the DOD's strategic man-agement processes with those ofGovernment

Improve the information management system in the DOD

Defence Strategy should be finalised

Organisational development and re-structuring of the DOD

Finalise the review of the White Paper on Defence and the Defence Review

Reprioritisations in line with Interna-tional Relations Peace and Security(IRPS) cluster guidelines

Capacity-building and competency-enhancement of relevant role players

Improve the quality of the DOD's strategic management training onSANDF courses

Benchmark with best practice and develop appropriate training materialand Departmental manuals

Synchronicity with Government initiatives and implementationwithin the DOD

Proactive approach to Govern-ment's feedback requirements

Framework for the implementa-tion of the Military Strategy willbe in place

Effective, efficient and affordable structure through the utilisationof shared staffs

Better alignment between Gov-ernment expectations and re-source allocation, which will leadto realistic strategic planningwithin the DOD

Maximum benefit for the country through proper servicing of bilat-eral and multilateral agreements

Savings will be effected

Improved planning and manage-ment capability at the strategicand operational levels will resultin more efficient and effectivedefence outputs

Ongoing

Compilation of the DefenceStrategy is stillin process

In process

Still in process, but to be final-ised duringFY2005/06 forimplementationin FY2006/07

Ongoing

Ongoing

Strategic Managementcourse sched-uled for 2005

Aligning the Depart-mental planning cyclewith that of Govern-ment in respect of theMedium-term StrategicFrame-work (MTSF)

Finalisation of DOD Defence Strategy

Affordable structure

Updating the White Paper on Defence andthe Defence Review

Streamlining of multilat-eral and bilateral agree-ments and activities insupport of the Depart-ment of Foreign Affairs

Improve the DOD's strategic managementcapability

Table 4.3 Performance and Service-delivery Improvement by the Defence Administration Programme


C H A P T E R 4


Develop and present strategic man-agement courses to senior DOD per-sonnel

Ensuring total compliance with De-partmental plans and reports by align-ing them with performance agree-ments

Finalise development of a costing solu-tion

To effect control of the pre-order activ-ities for procurement

Improve efficiency of procurement

Increase the pool of defence, scientific and technology expertise

Implement Anti-fraud Plan

Implementation of the ISO procedures in the DOD

Facilitate the review and alignment of all DOD policies and practices inaccordance with national legislationand policies

The provision of a corporate budget preparation service

The provision of a corporate budget execution service

The provision of corporate financial asset and annual reporting services

The provision of stores, services, relat-ed payment, and revenue manage-ment service (DSSRP)

Compliance with Government initiatives and guidelines

Cost of all DOD activities accu-rately estimated, as accuratelyas possible

Guidelines approved by Feb-ruary 2005 to ensure a 20%decrease in delays by end ofDecember 2005

Have an effective and efficient electronic procurement systemin place

Establishment of a co-ordinated Defence Evaluation and Re-search Institute (DERI)

Improved efficiency and effec-tiveness in resource utilisation

Savings achieved through effec-tive anti-fraud mechanisms

Internationally accepted stan-dards of service delivery

A workforce that reflects the de-mographics of South Africa inrespect of race, gender and dis-ability

Reliable framework for employ-ment equity

Compliance with new economic reporting format for FY2005/06

Compliance with Generally Re-cognised Accounting Principles(GRAP) and accounting stan-dards as prescribed by NationalTreasury

Improved budget control subsys-tem on FMS

Improved debtor management outputs with regard to medicaldebtors

Effective, efficient and economi-cal management of Statemonies

Ongoing

All enhance-ments on cost-ing models andinstruments tocontinue duringFY2005/06

Ongoing

Ongoing

Ongoing

Continued implementation

Ongoing

Ongoing

Use existing capacity andbudget

Ongoing

Ongoing

Ongoing

Strengthening planning and feedback mecha-nisms of the DOD

Ability to cost any type of activity in the DOD

Acquisition and procurement policies

Fraud prevention and control

Compliance with the International StandardsOrganisation (ISO)

Monitor and enhance affirmative action andequal opportunities inthe DOD

Provision of a budget management service toobtain and execute anappropriate medium-term defence budget

Provision of an accounting service toexecute, account forand report on financialtransactions


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 )

FY05/06('000)

55 722

81 735

156 881

800 661

268 707

1 363 706

Core Objectives

Strategic Direction

Operational Direction

Special Operations

Regional Security

Support to the People

Total

Table 5.1 Force Employment Programme - Allocations for FY2005/06 to FY2007/08

FY06/07('000)

60 312

88 469

162 996

812 965

281 379

1 406 121

FY07/08('000)

73 168

107 325

174 328

838 872

291 005

1 484 698

Performance Measure

The degree to which the DOD's policies, strategies and plans areimplemented in respect of forceemployment matters

The degree to which policy and doctrine guide and improve theconduct of operations and exer-cises

Sub-programme

Strategic direction

Target

All policies, strategies and plans are implemented asspecified

Continuous

Output

Force employment and joint force preparation strategy

Operational policy and doc-trine

Measurable Objective: The conduct of Force Employment activities for the defence of the RSA and insupport of Government initiatives.

Table 5.2 Force Employment Programme - Output Details per Sub-programme for the Year ending 31 March 2006

PURPOSE

The Joint Operations Division conducts all operations, joint and multinational exercises for the DOD in the service of the RSA.

FINANCIAL RESOURCES

The Medium-term Expenditure Framework (MTEF) allocation to and estimates for the Force Employment Programme areshown in Table 5.1 below.

OUTPUTS

The overall outputs of this programme are reflected per sub-programme in Tables 5.2 and 5.3 below.


C H A P T E R 5

Performance Measure

The degree to which defence capabilities are aligned withGovernment

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

The degree to which force em-ployment activities are suc-cessfully conducted

The degrees to which the re-quired combat readinessstates are achieved

The degree to which ordered operations are successfullyexecuted

Sub-programme

Operational direction

Special operations

Regional security

Target

Support provided as required

Allocated funds expended as planned and plans are execut-ed within budget

Joint and multinational exercis-es as contained in Table 5.3below

External operations

Internal operations

As specified in the readiness schedules

Sustainment of the following operations:

Operation MISTRAL. 25 staff officers/military observers toMONUC in the DRC

Operation MISTRAL. 147 members in the SANDF Spe-cialised Contingent (SANDF-SPECC) in MONUC

Operation MISTRAL. 1 269 members of the South AfricanTask Force at Kindu as part ofMONUC Phase III

Operation FIBRE. 915 mem-bers of the South African con-tingent to the African Mission inBurundi (ONUB). 475 membersresponsible for VIP protection

Operation ESPRESSO. Maxi-mum of 7 members deployed inEthiopia and Eritrea as part ofthe AU Liaison Mission(OLMEE) and United NationsMission (UNMEE)

Operation CORDITE. Ap-proximately 350 members de-ployed in the Sudan

Operation TEUTONIC. 36 members assisting with integra-tion and training in the DRC

Output

Defence capabilities in sup-port of Government initia-tives

Allocation and management of defence resources

Operational direction for ordered force employmentactivities

Combat-ready and support-ed special forces

Compliance with Govern-ment initiatives and require-ments

Combat-ready and support-ed forces


C H A P T E R 5

Performance Measure

The degree of satisfaction with services provided

The degree to which ordered operations are successfullyexecuted

Implementation of the Exit Strategy in accordance withapproved time frames

Bilateral agreements, exercise agreements and MOUs

Readiness of user systems

Sub-programme

Support to the people

Defence capability management

Target

Regular Force companies and Reserve Force platoons de-ployed as per requirement

Sustainment of the following operations:

Operation INTEXO (11 Regu-lar Force infantry companiesand I engineer squadron)

Operation STIPPER (23 Re-serve Force platoons)

Operation HUMANJoint and multinational exercis-es as contained in Table 5.3below

Output

Military support to the SAPS

Support to other Govern-ment departments

Joint and multinational exer-cises

Exercises to verify SANDF capabilities

Date

Mar-Apr 05

Jul 05

Oct-Nov 05

Nov 05

Services Involved

SAAFSAMHSSF

SA ArmySAAFSANSAMHSJ Sup

SA ArmySAAFSANSAMHSJ Sup (CMIS)

SAAFSANSAMHSSF

Exercise and Type

SA SPEC FORCES EX. Rehearsal of spec forces contingencies

EX VANTAGE. To exercise the joint planning and command and control capability of the SANDF

EX INDLOVU. The aim is to jointly exercise all SANDF conventional opera-tional capabilities

SPEC FORCES / NAVY EX. Training, research and evaluation of new spec forces equipment

Date

May 05

Services Involved

SAN

Exercise and Type

EX BELL BUOY. Military (naval) control of civilian shipping in times of war/ crisis

Table 5.3 Force Employment Programme - Planned Joint and Multinational Exercises FY2005/06

Joint Exercises

Multinational Exercises


C H A P T E R 5

Date

Jun 05

Aug 05

Nov 05

Services Involved

SAAFSAMHSSF

SAN


Exercise and Type

EX GREYSAND. Anti- terror warfare, rural warfare, airborne- static line/ free fall, HALO, seaborne- surface/ subsurface. Exercise between UK and RSAspecial forces

EX TRANSOCEANIC. Military (naval) control of civilian shipping in times of war/ crisis in collaboration with South American countries

EX WATC. A beach-landing, humanitarian-relief, field-training and cross-deck exercise in participation with the USA.

Date

May 05

May 05

Jun 05

Services Involved

J Sup (CMIS)

SAAFSANSAMHSJ Sup (CMIS)


Exercise and Type

EX COMBINED ENDEAVOR. Partnership for Peace (PFP) Communications and Information Systems (CIS) technical demonstration

EX ATLASUR. Maritime planning and sea training exercise between the RSA and South American countries in Argentina

EX THOKGAMO. To develop SADC peacekeeping capabilities in partner-ship with the French RECAMP programme

Regional Security

Date

May 05

Services Involved


Exercise and Type

EX OXIDE. Combined search-and-rescue exercise between the RSA and France (FAZSOI, SANDF, Dept of Transport)

Support to the People

Date

Apr 05

Services Involved

SA Army

Exercise and Type

EX DORSAY. Parachute training by Singapore Armed Forces

Training Support to Foreign Forces


The gap which exists between the outputs for which theforce-providing Services and Divisions have been fundedand those force levels identified as being necessary tomeet ordered commitments and possible contingencies,known as the operational risk, remains the major risk

facing this Division. The cost of internal deployments,which are funded by the DOD, exceeds the funding avail-able. Reprioritisation to fund these operations couldadversely affect other activities, such as joint force prepa-ration exercises and VIP protection.

The operational risk will be managed on a day-to-day basis


C H A P T E R 5

and, if and when necessary, reprioritisation will have totake place to meet contingencies as they arise. The gapbetween the cost of ordered operations and the fundsvoted for this purpose is the subject of continuous interac-tion between the DOD and National Treasury. To this endthe allocation of an additional amount of RM300 byNational Treasury for peace-support operations has large-ly mitigated the operational risk.

SERVICES TO BE SCALED DOWN OR

SUSPENDED DURING FY2005/2006

The gradual withdrawal from routine internal deploymentswill continue with the handing over of borderline control tothe SA Police Service. External deployments will bereduced to remain within the allocated budgets and someexercises have been cancelled.


Planned ManagementIntervention

CoreObjective

Anticipated Benefit StatusActivities

Completion of operational doc-trine

Refinement of short-term force employment guidelines

Refinement of medium-term force employment guidelines

Specialist assistance

Capacity to ensure professional operating capability to addressthe Op HQ responsibilities

Operations in support of the SAPS must be intelligence driven

Handing over of operational facili-ties ito the approved Exit StrategyProgramme

Allocate funds for joint and multi-national exercises under theForce Employment programme

Review the alignment of all acqui-sition projects with the relevantstrategies and guidelines

Review the alignment off all the appropriate technology projectswith the relevant strategies andguidelines

Investigation into the relevance of current technology spending

Determining the implications and risks created by phasing out pre-SDP capabilities

Strategicdirection

Operational direction

Support to the people

Defence capabilitymanage-ment

Assuring appropriate oper-ational capabilities

Streamlining of capability and capacity

Enhanced efficiency

Will reduce budget, force levels and facilities

Efficiency and effective budget control

Ongoing

Not yet for-malised

Ongoing

Ongoing

Ongoing

Management of oper-ational capabilities

Provide force employ-ment strategic guid-ance bmo the ForceEmployment andForce PreparationStrategy

Revisiting of structure - confirming andamendment of slightchanges with assis-tance from DIMS

Operations roomrefinement and exer-cising of the deploy-able headquarters

Continuation of sup-port to other Govern-ment departments

Continuation of sup-port to the SAPS itothe Exit StrategyProgramme

To ensure sustain-ment and develop-ment of DOD capabili-ties bmo joint andmultinational exer-cises

Table 5.4 Performances and Service-delivery Improvement by the Force Employment Programme


C H A P T E R 6

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

FY05/06('000)

282 542

1 388 656

124 708

97 864

84 092

179 790

66 238

47 818

1 088 074

215 360

3 048 294

3 575 142

Core Objectives

Strategic Direction Capability

Infantry Capability

Armour Capability

Artillery Capability

Air Defence Artillery Capability

Engineer Capability

Operational Intelligence Capability

Command and Control Capability

Support Capability

General Training Capability

Personnel

Total

Table 6.1 Landward Defence Programme: Allocation for FY2005/06 to FY2007/08

FY06/07('000)

295 639

1 469 863

131 470

102 245

86 153

190 864

69 586

50 687

1 191 407

224 791

3 065 496

3 812 705

FY07/08('000)

312 953

1 572 129

139 207

107 810

91 031

202 335

73 083

53 640

1 298 053

234 693

3 152 483

4 084 934

PURPOSE

The SA Army provides combat-ready forces to CSANDF, while playing a leading role in sustaining a credible, cohesive, jointlandward defence capability.

FINANCIAL RESOURCES

The medium-term Expenditure Framework (MTEF) allocation to and estimates for the Landward Defence Programme persub-programme are reflected in Table 6.1 below.

OUTPUTS

The overall outputs of this programme are reflected per sub-programme in Table 6.2.


C H A P T E R 6

Performance Measure

The degree to which the DOD's policies, strategies and plans areimplemented in respect of land-ward defence matters

The degree to which all required inputs to DOD policies, Cabinetmemoranda, strategies andplans are submitted

The degree to which required support to Government initiativesis met


The degree to which the required combat readiness states areachieved

The degree to which operational commitments are satisfied

The degree to which infantry training targets are achieved

Course/student specifications contained in course syllabi

Sub-programme

Strategic direction

Infantry capability

Target


Plans are executed within the budget and funds are utilisedas allocated

All required inputs submitted on time and in accordancewith requirements


Allocated funds expended as planned and plans are exe-cuted within budget

As specified in the readiness schedules and Short-termForce Employment Plan(STFEP)

Deployments in accordance with the requirements of theSTFEP (operations and exer-cises)

100 courses

5 020 learners

Output

Strategic direction to the Landward Defence Pro-gramme

Landward defence advice to the DOD

Landward defence capabili-ties in support of Govern-ment initiatives

Allocation and management of landward defence re-sources

Two mechanised infantry battalions

Six mechanised infantry bat-talions (Reserve Force)

One parachute battalion

Two parachute battalions (Reserve Force)

One parachute packing wing

One pathfinder platoon

Ten light infantry battalions

Ten light infantry battalions (Reserve Force)

20 x group headquarters

166 x commando units (Reserve Force). Plannedreduction of 55 units in2005/06

Three motorised infantry battalions

Eight motorised infantry bat-talions (Reserve Force)

Infantry training capability

Measurable Objective: Defend and protect South Africa by maintaining and providing prepared and sup-ported landward combat forces, services and facilities that meet the requirements of Government.

Table 6.2 Landward Defence - Output Details per Sub-programme for the Year ending 31 March 2006


C H A P T E R 6

Performance Measure

The degree to which the required combat-readiness states areachieved

Degree to which armour training targets are achieved



Degree to which artillery training targets are achieved

Course/student specifications contained in course syllabi.


Degree to which air defence artillery training targets areachieved


Sub-programme

Armour capability

Artillery capability

Air defence artillery

capability

Target

As specified in the readiness schedules and STFEP

103 courses

3 090 learners


56 courses

1 450 learners


50 courses

1 500 learners

Output

One tank regiment

Three tank regiments (Reserve Force)

One armoured car regiment

Three armoured car regi-ments (Reserve Force)

One armoured reconnais-sance regiment (ReserveForce)

Armour training capability

One artillery regiment

One 120 mm M5/light regi-ment (minus) (ReserveForce)

One artillery mobilisation regiment

Three 155 mm SP GV6 gun regiments (Reserve Force)

Two 155 mm towed gun reg-iment (Reserve Force)

One 127 mm multiple rocket launcher regiment (ReserveForce)

Artillery training capability

One composite air defence artillery regiment

Three mobile air defence artillery regiments (ReserveForce)

One towed air defence ar-tillery regiment (ReserveForce)

One para air defence artil-lery regiment (ReserveForce)

Air defence artillery training capability


C H A P T E R 6

Performance Measure


Degree to which engineering training targets are achieved



Degree to which operational intelligence training targets areachieved



Degree to which ordered com-mitments are met

Degree of achievement during internal evaluation


The quality and timeliness of service to clients

Degree of achievement during internal evaluation

Sub-programme

Engineering capability

Operational intelli-gence

Command and control capability

Support capability

Target


39 courses

1 314 learners


23 courses

1 150 learners

Full compliance with combat readiness states and require-ments specified in the readi-ness schedules and STFEP

Performance according to plan


High quality and timely serv-ice to clients

Performance according to plan

Output

One field engineer regiment

Three field engineer regi-ments (Reserve Force)

One engineer support regi-ment (Regular and ReserveForce)

One survey and mapping regiment (Regular andReserve Force)

One military printing regi-ment (Regular and ReserveForce)

One construction regiment (Regular and ReserveForce)

One para engineer regiment (Reserve Force)

Engineering training capa-bility

One tactical intelligence reg-iment (Regular and ReserveForce)

Operational intelligence training capability

Two brigade headquarters

14 general support bases

Two maintenance units

Two field workshops

One sub-directorate Product System Support

Ceremonial services capa-bility: one national ceremo-nial guard


C H A P T E R 6

Performance Measure

Degree to which training targets are achieved


Degree to which training targets are achieved


Sub-programme

General training capability

MSDS training (ini-tially by generaltraining capability,thereafter at vari-ous capabilities)

Target

52 courses

4 480 learners

12 courses

3 029 learners

Output

Trained South African Army personnel:

One Army College

One combat training centre

One leader training unit

One training depot

Army Gymnasium

Training depot

Corps schools


The most important risks to the combat readiness of theSA Army remain within the human resources (HR) andlogistic domains of the Landward Defence Programme.The SA Army remains under pressure to provide afford-able and sustainable capabilities to the external opera-tional output requirements and, simultaneously, to the jointand combined training requirements, owing to the currenthealth status and ageing HR profile of serving members.

The funding available within the DOD for capital acquisi-tion still does not provide for the renewal of Army PrimeMission Equipment (PME), some of which is deterioratingfaster than expected due to the external deployments andlimited funds for maintenance. This will lead to mass obso-lescence of such equipment in the medium term. This alsoaffects the defence industry in terms of maintaining its

capabilities to develop, maintain and support some equip-ment.

At the current (minimum) rate of expenditure of ammuni-tion, the stock levels will reach critical proportions in thenear future and the industry will not be able to provide therequired stock at short notice. The continued deteriorationof many facilities has resulted in occupational health andsafety concerns and the temporary closure of certain units.

The above issues have been registered as risks within theSA Army, and the DOD is actively engaged on a continu-ous basis to ensure that the implications of the above arefully understood. Mitigating actions include the limitedMilitary Skill Development intakes, reprioritisation and thephasing-in of activities in the PME and training environ-ments, as well as the funding of the day-to-day mainte-nance of facilities from own budget.

Planned ManagementInterventions

Sub-programme Anticipated Benefit StatusActivities

Utilising a Res F memberfor investigations

Utilisation of knowledge-able Res F members oncontinuous and non-con-tinuous bases

Strategic CapabilityTo manage force structure develop-ment in the SA Army

Achievement of thesame result at muchlower cost

Achievement of the same result at muchlower cost

Current

Current

Phasing out of commandos

Determining the Res F force design of the SAArmy

Directing, orchestrating and controlling the with-drawal of self-account-ing status of SA ArmyForce StructureElements (FSEs)

Table 6.3 Landward Defence - Performance and Service-delivery Improvement: FY2005/06


C H A P T E R 6



Not staffing, 1 x capt and1 x admin C (L6) post

Establish integrated re-source management anddecision-making supporttool

To manage Dir ArmyStructure internally

Integrated manage-ment

Responsibility decen-tralised to SectionsArmaments Plan andForce Structure Devel-opment Plan

Aligned and reliable cost basis

Current

In process to defineUSR

Establishment andmaintenance of a func-tional database forforce structure develop-ment and armamentplanning

Table 6.3 Landward Defence - Performance and Service-delivery Improvement: FY2005/06(Continued from page 39)

SERVICES TO BE SCALED DOWN, SUSPENDED OR ABOLISHED DURINGFY2005/06

The limited resources available have forced the SA Armyto reduce its levels of readiness and general activities,such as force preparation and maintenance of weaponsystems. Continued underfunding has resulted in its hav-ing to close down the specialist infantry capability (12 SAIBn) completely, and the bridge-laying capability will be put

on hold. All other capabilities will be maintained, but someonly at minimum levels.

PERFORMANCE AND SERVICE-DELIVERY IMPROVEMENT

The sub-programmes of the Landward DefenceProgramme will improve their performance and servicedelivery as indicated in Table 6.3 below.

Infantry Capability

Planning in terms of tim-ing and logistics must bedone in order to reducethe costs of deprivationallowance

Planning to provide food parcels, as well as tokeep travelling to a mini-mum

Proper control over funds and regular inspections.

No outsourcing of servic-es (including consultants)

Do own minor mainte-nance

Each FSE must have a telephone savings planfor lines, etc

Purchasing of dry cell bat-teries that can be storedfor any length of time

Force training

S&T

Command and control

Outsourcing

Day- to-day mainte-nance

Telephone costs

Batteries

Reduction in terms ofdeprivation allowance byR500 000

Reduction in terms of allowances and a savingof R600 000

Better control and an estimated saving of R1 000 000

Anticipated saving of R1 000 000



Anticipated saving of R500 000

Current

Current

Current

Current

Current

Current

Current

All training activities

All medical appoint-ments and generalmovements

All command and con-trol over funds, latespending and wastageof funds through all theseries

Outsourcing of services (including consultants)

Maintenance of units

Telephone calls

All vehicle battery pur-chases

Strategic Capability


C H A P T E R 6

Armour Capability

Structure investigations,Project PHOENIX, FY05/06

Structure investigations

Prioritise fund allocation, continuously

Structure, investigations, Project PHOENIX FY05/06

Prioritise fund allocation

Structure investigations, Project PHOENIX FY05/06

Prioritise fund allocation continuously

Command and control capability

Training capability

Tank capability (including tank trans-port)

Armoured car capa-bility (including anti-tank missile andreconnaissance)

Increase efficiency andservice Res F

Increased efficiency

Increased productivity

Increased efficiency and service Res F


Increased efficiency and service Res F


In process

In process

Continuous

In process

Continuous

In process

Continuous

Refine structures

Refine structures

PSM support

Refine structure

Product system support

Refine structure

Product system support



Institutionalise Leadership,Command and Manage-ment Principles (LCAMPS)as a way of life

Artillery CapabilityProviding artillery strategic direction forthe execution ofcommand and con-trol with Level 4FSEs

Officers Commanding ofunits will be assisted toimprove their practice tothe extent that the SAArtillery is performing atoptimum effectiveness

ActiveCommand and control

Full implementation of theSA Excellence Model

Grouping of FSEs in terms of their role in mobile ADAcapability

ADA Reserve Forcecapability

ADA mobile capability

Rejuvenated Res F

Meeting force design requirements

In process

In process

Selective intervention

Re-alignment of Res F FSEs in terms ofexpected output versuspossible output

Air Defence Artillery (ADA) Capability

Capabilities to allow stu-dents complete E-learningprior to commencing resi-dential phases of courses

Textbooks and manuals available on CD andIntranet, thereby savingcosts on issued hardcopies of study materials

Training capability

Training capability

This will allow for timesavings on revision andintroductory training,thereby reducing theoverall costs of courses

This will allow time sav-ings on versions andintroductory trainingthereby reducing theoverall costs of courses

In process

In process

Develop electroniclearning (E-learning)

Utilisation of E-learning capabilities

Engineer Capability


C H A P T E R 6

Operational Intelligence

Recruitment and staffing ofleader group to be com-pleted during 05/06

Empowerment of leader group

Instructors to be course qualified

Members to be course qualified

Honing of skills of leader group

Command and control

Formal training

Composite surveil-lance capability

Implement the establish-ment of a Res Forcestructure

Knowledgeable leader group

Education, Training and Development Practition-ers trained instructors toproduce effective train-ing

Increased perception and directing of focusareas and better man-agement of unit

Knowledgeable leader group

In process

In process

In process

Staffing of Res Forcestructures

Formal training for new-ly appointed leadergroup

All instructors to be Education, Training andDevelopment Practition-ers qualified

All senior members to be trained in theExcellence Model

Continuation training for Res F leader group



Interim assessment (endFY05/06)

GOC evaluation to co-incide with 3rd rotation toDRC mission-ready train-ing (Apr 2005,thereafteraccording to deploymentschedule)

Integrated pre-exercise command post exercise

Regular meetings with OC GSB Johannesburg mustbe held to identify chal-lenges at early stage andintroduce rectificationplans

To be combat-readyto execute any mis-sion within our man-date and functions

Management of theBrigade

Achievement of controland oversight in terms ofthe integration, realign-ment and standards ofnewly composed tacticalHQs for peace-supportoperations

Refocus from peace-support operations toconventional operationsto retain and harnessskills

The Formation's turn-around time on financialauthorities, stock de-mands and personnelaspects will be stream-lined to such an extentthat planned target datesin the Brigade manage-ment plan will be met

Planned

Current

Empowerment of newlyappointed personnel interms of brigade proce-dures and systems

Functional training with-in the staff compart-ments to align membersin terms of brigadeHQ's role tasks andfunctions

Retaining conventional warfare skills wrt plan-ning and control ofoperations.

Liaison with General Support BaseJohannesburg

Command and Control43 SA Brigade


C H A P T E R 7

A I R D E F E N C E

FY05/06('000)

8 467

34 542

270 840

217 105

230 492

114 383

143 070

691 217

29 063

184 672

471 392

194 000

1 278 284

2 395 243

Core Objectives

Strategic 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 Capability

Aero Manpower Group

Personnel

TOTAL

Table 7.1 Air Defence Programme: Allocation for FY2005/06 to FY2007/08

FY06/07('000)

8 873

37 249

280 975

228 120

253 954

117 590

149 944

721 402

30 421

192 954

483 605

194 000

1 240 675

2 505 087

FY07/08('000)

9 300

38 512

298 776

239 738

302 510

123 457

157 141

781 071

31 848

202 298

497 161

194 000

1 247 481

2 681 812

PURPOSE

To provide prepared and supported air-defence capabilities for the defence and protection of South Africa.

FINANCIAL RESOURCES

The Medium-term Expenditure Framework (MTEF) allocation to and estimates for the Air Defence Programme per sub-pro-gramme are reflected in Table 7.1 below.

OUTPUTS

The overall outputs of this programme are reflected per sub-programme in Table 7.2.


C H A P T E R 7

Measurable Objective: Defend and protect South Africa by maintaining and providing prepared andsupported air-combat forces, services and facilities that meet the requirements of Government.

Table 7.2 Air Defence Programme - Output Details per Sub-programme for the Year ending 31 March 2006

Strategic Direction

The degree to which the DOD's policies, strate-gies and plans are implemented in respect of airmatters

The degree to which all required inputs to DOD policies, Cabinet memoranda, strategies andplans are submitted

The degree to which required support to Gov-ernment initiatives is met

The degree to which the allocated budget has been expended as planned

Strategic direction to the AirDefence Programme

Air defence advice to the DOD

Air defence capabilities in support of Government ini-tiatives

Allocation and management of air defence resources

All policies, strategies and plansare implemented as specified

All required inputs submitted on time and in accordance with re-quirements


Allocated funds expended as planned and plans are executedwithin budget

Performance MeasureOutput Target

The degree to which allocated funds have beenexpended as planned

The degree of compliance with DOD policies and prescripts

Degree of compliance with CJ Ops combat-readi-ness schedule

Number of accidents per hours flown

Number of transgressions of civil or military avia-tion regulations

Operational direction to theAir Defence Programme

Combat-ready air capabili-ties as per CJ Ops combat-readiness schedules

Flight safety management

Allocated funds expended asplanned

Full compliance with DOD policies and prescripts

Full compliance with combat-readi-ness schedule

No aircraft accidents

No transgressions of civil or mili-tary aviation regulations


The degree to which planned daily aircraft avail-ability is achieved

The degree to which planned daily aircrew avail-ability is achieved

The degree to which planned flying hours areachieved

Four mixed (medium andlight) squadrons

One combat-support squadron

One helicopter training school

22 serviceable medium helicoptersdaily

18 to 24 serviceable light helicop-ters daily (phasing in of Agusta 109)

6 serviceable combat-support heli-copters daily

14 qualified medium helicopter crews daily

12 qualified light helicopter crews daily

3 qualified combat-support helicop-ter crews daily

10 instructors at helicopter training school

Total of 12 620 flying hours (1 920 hours funded externally)

Helicopter Capability

46

C H A P T E R 7

The degree to which ordered commitments areachieved

Burundi/DRC

9 855 personnel days

2 190 aircraft days




The degree to which planned flying hours are achieved

Three transport squadrons(one VIP)

One maritime squadron

One transport and training squadron

Nine Air Force Reserve Squadrons (AFRS)

32 serviceable aircraft daily

39 qualified aircrew daily

18 826 total flying hours (240 hours funded externally)

15 326 Regular Force flying hours

3 500 Reserve Force flying hours

Transport and Maritime Capability

The degree to which ground protection, entrancecontrol and VIP protection targets are achieved

The degree to which ordered commitments areachieved

The degree to which the exploitation and provi-sion of image intelligence requirements toSANDF and other user clients meet with require-ments

The degree to which training objectives and syllabi are met

The degree to which counter-intelligence and safeguarding requirements are met

13 protection servicessquadrons

One Joint Air Reconnais-sance Information Centre(JARIC)

JARIC training centre

Counter-intelligence and safeguarding

12 months of incident-free groundprotection

No successful entrance control vio-lations

Successful securing of VIPs

Training for 80 entrance con-trollers, 20 regimental instructorsand two protection officers

External Deployments



One air photographer learning pro-gramme (6 learners)

Continual reduction in security breaches and crime statistics

24 hours per day counter-intelli-gence support capability

Operational Support and Intelligence Capability



The degree to which planned flying hours are achieved

One combat squadron

One long-range transport, electronic warfare and in-flight refuelling squadron

One combat training squadron

30 serviceable aircraft daily

37 qualified aircrew daily

Total of 5 563 flying hours (1 063 hours funded externally)

Air Combat Capability


C H A P T E R 7


The degree to which the planned number of mis-sion controllers is achieved

The degree to which the static control centres achieve the planned requirements

The degree to which planned deployments are achieved

The degree of availability of long-range radar sensors

The degree of availability of tactical mobile radar sensors for deployments

The degree to which the planned number of air traffic controllers and air traffic service assistantsis achieved

The degree of availability of air traffic service units (equipped with airfield radars and approachaids)

The degree of availability of navigation aids

The degree to which the planned number of telecommunication officers and operators isachieved

The degree of availability of SAAF telecommuni-cation equipment

The degree to which the planned number of com-mand post officers and command post assistantsis achieved

The degree of availability of the Ground Com-mand and Control System and Current Intelli-gence System (CURIS)

The degree to which ordered commitments are achieved

The degree to which the planned training and syl-labi requirements are achieved

Air Defence ManagementManagement of air defence personnel, static and mobilecontrol centres, mobiledeployment units and sensors

Air Traffic ManagementManagement of air traffic control personnel, air trafficservice units, and naviga-tion aids

Information CommunicationTechnology ManagementManagement of telecommu-nications personnel andequipment

Ground Command and Control ManagementManagement of command post personnel, GroundCommand and Control Sys-tem (GCCS), Current Intelli-gence System (CURIS),and ordered commitments

TrainingAirspace Control School

48 qualified mission controllers

8 hours per day control services at two static control centres

Achievement of all planned deploy-ments

Two continuous semi-static deploy-ments.

8 deployment weeks for one trans-portable system

One system available as an opera-tional reserve

12 deployment weeks for one sys-tem and 8 deployment weeks for asecond system, with a third systemas an operational reserve

73 qualified air traffic controllers

17 qualified air traffic service assis-tants

6 mission-ready air traffic service units

24 hour availability

24 qualified telecommunication offi-cers and 127 qualified telecommu-nication operators

24 hour availability of equipment

49 command post officers

178 command post assistants

24 hour availability

External Deployments


14 airspace control courses - 98 learners

4 telecommunication courses - 55 learners

1 MAOT course - 10 learners

1 C & C instructor courses - 10 learners

2 MSD courses - 50 learners

3 Ops courses - 30 learners

Command and Control Capability


C H A P T E R 7

The degree to which deployment support re-quirements are met

Deployment SupportManagement of deployment support

200 man tactical airbase deploy-ments for 12 weeks (24 hour oper-ations)

2 X 20 man simultaneous tactical air base deployments for eightweeks

Logistic support for 180 days of SAAF deployments


The degree to which planned flying hours areutilised

The degrees to which SAAF training require-ments for command post personnel are met

Air Force Command Post

Air Operations Training Centre

Effective command and control of all planned flying hours

Full compliance

Command Post Capability



Advanced training, skillstraining, and full-time techni-cal training

Flying training school

300 learners on various part-timetertiary study fields

2 500 learners on various develop-ment and training courses

60 N4-N6 full-time tertiary training learners

Apprentice recruitment target - 130

60 full-time engineering learners

4 full-time study learners

34 aircraft serviceable daily

32 qualified instructors

9 000 flying hours

2 pilot courses - 39 pilots

2 instructor courses - 10 instructors

Education, Training and Development Capability

The degree to which aviation regulatory require-ments and support requirements for all aircraftmovements are complied with

The degree to which the needs for personnel and materiél transport are met

The degree to which the working environment at all SAAF facilities/installations complies withNational Building Regulations and the NationalEnvironmental Management Act

The degree to which supply support services are provided to all SAAF bases, units and squadrons

Support services1 for eightAir Force bases and one AirForce station

Transport services

Property management serv-ices

Supply support services

Full compliance

Full compliance

Full compliance

Full compliance

Base Support Capability

2 Support services include fire-fighting, aerodrome services, passenger handling, aviation fuelling and apron services.


C H A P T E R 7






Navigator training school

Logistical training school

Personnel development college

Basic military training gym-nasium

10 qualified navigation instructors

3 navigator's courses - 21 naviga-tors

1 instructor's course - 2 instructors

4 survival courses - 120 learners

1 aviation orientation course - 15 -learners

5 para sail courses - 120 learners

450 apprentices

168 office automation courses - 1 680 learners

121 SAAF unique courses - 1 418 learners

4 hospitality services courses - 83 learners

23 fire training courses - 540 learn-ers

19 development courses - 775 learners

2 officers formative courses - 144 learners

3 air power courses - 48 learners

1 Law on Armed Conflict course - 20 learners

7 basic courses - 318 learners

3 basic courses (Reserves) - 60 learners

6 orientation courses - 29 learners

23 protection courses - 305 learn-ers

Technical Support Services CapabilityThe degree to which the aircraft requirement ofthe flying units is achieved

The degree of compliance with the requirements for armament support

The degree to which all common aircraft support equipment is maintained and available for use

The degree of compliance with all System Group internal engineering requirements

Effectiveness of aircraft systems information management

Effectiveness of aircraft systems policies and procedures

Six aircraft-servicing units

Armament support

Maintenance capability

Engineering support

Operational support and information systems

Support process integration

To provide serviceable aircraft inaccordance with system groupbusiness plans

On time delivery of the required quantities of armaments and lifesupport systems for force prepara-tion and employment

To provide serviceable support equipment in accordance with sys-tem group business plans

On time delivery of engineering support to system groups

Implementation and support of information management to systemgroups

Implementation of cost- effective processes and procedures withinthe system groups


C H A P T E R 7


Main equipment, weapons systems and ground-supportinfrastructure have deteriorated to such an extent that inmany cases they do not comply with required standardsand levels of readiness. The continued decline in numbersof suitably skilled and experienced personnel in all disci-plines presents a major challenge in meeting ordered com-mitments. There has already been a loss of certain capa-bilities and local industry expertise. This will result in Chiefof Joint Operations requirements regarding flying hoursnot being fully met. The delay in the delivery of the Agustahelicopters also places an additional financial burden onthe SAAF.

The above-mentioned risks will be mitigated through theimplementation of the SAAF Strategic Transformation Plantowards Vision 2012, the SAAF HR Medium-term Strategyand the SAAF HR Short-term Implementation Plan. TheSAAF has requested that the penalties payable by the

supplier for the late delivery of the Agusta helicopters beused to extend the lifespan of the Alouette III helicopter.


No services will be suspended or abolished, but owing tobudget constraints the flying hours for force employmentrequired by Chief of Joint Operations cannot be met andwill therefore be scaled down.


Table 7.3 below indicates the measures that will be takenor continued to improve service delivery, reduce costs, andincrease efficiency. All benefits realised through theseinterventions will be applied in accordance with the require-ments of the SAAF Strategic Transformation Plan TowardsVision 2012.


Sub-pro-gramme


Monitoring of Air Force Boardfocus areas to address the acqui-sition of representative membersfor the core functions of the AirForce, and career preparation ofrepresentative members for theSDP aircraft

Annual review of contracts to ensure cost-effective logistic sup-port

To implement the redesigned logistic support concept in theSAAF in accordance with the ap-proved SAAF Logistic SupportPhilosophy and the guidelines inthe SAAF Strategic Transforma-tion Plan Towards Vision 2012

Strategicdirection

Meaningful and measura-ble progress towards theobjectives of the SAAFmedium term HR Strategyand SAAF Strategic Trans-formation Plan TowardsVision 2012

Optimised service delivery and support that reflect acost-effective balance be-tween the operational re-quirement, the contractedwork and the cost to theSAAF, thus assisting in re-ducing the overall cost ofsupport

An optimised logistic sup-port system that reflects acost-effective balance be-tween organic SAAF logis-tic support and outsourcedsupport, thus assisting inreducing the overall cost ofsupport

Ongoing

Ongoing

Ongoing

Human resourcestransformation

Review of contracts

Logistic restructuring

Table 7.3 Performances and Service-delivery Improvement by the Air Defence Programme: FY2005/06


C H A P T E R 7


Sub-pro-gramme


To establish alternative service delivery contracts at AFB Yster-plaat, AFB Hoedspruit and Ma-riepskop, in accordance withthe guidelines in the SAAFStrategic Transformation PlanTowards Vision 2012

To establish a system of meas-uring the operational readinessof the SAAF to perform itsassigned missions in support ofthe force employment require-ments for air power

To participate in the establish-ment of a National AviationAcademy in conjunction withsuitable partners in the com-mercial aviation sector

To monitor the Air Force Board focus area to ensure that com-munication with both the inter-nal clients and external audi-ences occur in a proactive man-ner

Reduction of approximately 1 000 personnel during the nexttwo years

The migration of units in accor-dance with the requirements ofthe SAAF Strategic Transfor-mation Plan. These activitieswill continue throughout theyear

Identification, selection, and preparation of Black schoollearners for a career in aviation

Strategic and opera-tional direc-tion

Long-term formal alternative service delivery contracts thateffectively and substantiallyreduce the cost of ownership ofthe mandated airbases, sta-tions and units

A reliable measure of the SAAF's operational readiness,indicating the degree of compli-ance with or deviation from theset output objective as providedby the Air Force Office

Initial flight screening, basic ground and flying training forpilots, and basic technical train-ing, in preparation for the com-mencement of military flyingand system-specific mainte-nance training in the SAAF.Involvement of SADC countrieswill ensure support of NEPAD

Focussed, effective and reg-ular communication with allSAAF personnel on the imple-mentation of, and progresswith, Vision 2012. Positiveresults will create a corporateimage of success, which in turnwill motivate members toincrease their own contributiontowards Vision 2012

Substantial reduction in per-sonnel costs

Retention of optimised HR complement in Support of allo-cated roles and responsibili-ties/functions

Personnel reductions resulting in an increase in the fundsavailable for the variable costsin the operating budget

Increased representivity in SAAF core functions

Ongoing

Ongoing

Ongoing

Ongoing

In process

In process

In process

In process

Alternative service delivery includingpublic private part-nerships

Operational readiness

National Aviation Academy

Communication

Reduction of uniformed andPSAP personnel inline with HR 2010Strategy

The closing down, consolidation andrelocation of forcestructure elements

Personnel acquisi-tion for SAAF corefunctions


C H A P T E R 8

PURPOSE

To provide combat-ready and supported maritime defence capabilities for the defence and protection of the RSA.

FINANCIAL RESOURCES

The Medium-term Expenditure Framework (MTEF) allocation to and estimates for the Maritime Defence Programme per sub-programme are reflected in Table 8.1 below.

M A R I T I M E D E F E N C E

FY05/06('000)

254 254

339 103

185 717

115 749

316 951

1 211 774

Core Objectives

Maritime Direction Capability

Maritime Combat Capability

Maritime Logistics Support Capability

Maritime Training Capability

General Base Support Capability

TOTAL

Table 8.1 Maritime Defence Programme - Allocation for FY2005/06 to FY2007/08

FY06/07('000)

265 644

348 009

197 762

122 035

341 003

1 274 453

FY07/08('000)

277 899

403 573

195 779

127 029

353 626

1 357 906

OUTPUTS

The planned outputs for this programme are reflected per sub-programme in Table 8.2 below.

Performance Measure

The degree to which the stated outputs and targets in the SANavy Strategic Level 2 BusinessPlan have been achieved

The degree to which the stated outputs and targets in the FleetCommand Level 3 Business Planhave been achieved

Sub-programme

Maritime direction capability

Target

Comply with the SA Navy Strategic Level 2 BusinessPlan

Comply with the Fleet Com-mand Level 3 Business Plan

Output

Strategic direction capability

Force preparation direction capability

Measurable Objective: Defend and protect South Africa by maintaining and providing prepared and sup-ported maritime combat forces, services and facilities that meet the requirements of Government.

Table 8.2 Maritime Defence Outputs - Output Details per Sub-programme for the Year ending 31 March 2006


C H A P T E R 8

Performance Measure

The degree to which the force preparation and force employ-ment hours have been achieved

The degree to which the stated readiness levels have beenachieved

The degree to which the force preparation hrs have beenachieved




The degree to which the force preparation and force employ-ment hrs have been achieved

The degree to which the stated readiness level has beenachieved









Sub-programme

Maritime combat capability

Target

Strike Craft (FAC (M))Force preparation = 1 856 hrs

Force employment = 2 812 hrs

Full compliance with combat-readiness schedule

Corvettes (FSG)Force preparation = 2 115 hrs


Patrol Submarine (SSK)Force preparation = 1 440


Replenishment Vessel (AOR)Force preparation = 900 hrs



Mine Sweeper (MCMV (MS))Force preparation = 560 hrs

Force employment = 160 hrs


Mine Hunter (MCMV (MH))Force preparation = 1 120 hrs



Hydrographical Survey Vessel (AGS)Force preparation = 372 hrs


Operational Diving Team (ODT)Force preparation = 800 hrs



Output

Surface combat capability

Submarine warfare capability

Combat support and sealift capability

Mine warfare capability

Hydrographical services capability

Operational diving capability


C H A P T E R 8

Performance Measure

The degree to which the stated outputs and targets in the Institu-te for Maritime Technology multi-year plan have been achieved



The degree to which the stated outputs and targets in the SANaval Dockyard Simon's TownLevel 4 Business Plan have beenachieved

The degree to which the stated outputs and targets in the FleetMaintenance Unit Simon's TownLevel 4 Business Plan have beenachieved

The degree to which the stated outputs and targets in the SANaval Publications Depot Level 4Business Plan have beenachieved

The degree to which logistic warehousing services satisfiedclient requirements

The degree to which armament warehousing services satisfiedclient requirements

The degree to which command and logistic information servicessatisfied client requirements

The degree to which the planned training and syllabi have beenachieved



Sub-programme

Maritime logistics support capability

Maritime training capability

Target

Institute for Maritime Tech-nology multi-year plan

Inshore Patrol VesselsForce preparation = 456 hrs



Provision of dockyard servic-es in accordance with clientrequirements

Provision of fleet mainte-nance services in accordancewith client requirements

Provision of printing services in accordance with clientrequirements

Provision of logistic ware-housing services in accor-dance with client require-ments

Provision of armament warehousing services in accor-dance with client require-ments

Provision of command and logistic information servicesin accordance with clientrequirements

4 courses providing 762 for-mative learning opportunitiesfor reserve and full-time per-sonnel

112 courses providing 5 292 military functional and war-fare learning opportunities forReserve and full-time person-nel

6 courses providing 390 technical learning opportuni-ties for Reserve and full timepersonnel

Output

Combat research and support capability

Inshore patrol capability

Dockyard capability

Fleet maintenance capability

Publications provision capability

Logistics warehousing capability

Armament warehousing capability

Command and logistic information systems capability

Formative training capability

Functional and warfare training capability

Technical training capability


C H A P T E R 8

Performance Measure


The degree to which the planned overseas training schedule hasbeen achieved

The degree to which the planned training and utilisation ofreservists have been achieved

The degree to which base sup-port services in Simon's Townsatisfied client requirements

The degree to which base sup-port services in Durban satisfiedclient requirements

The degree to which base sup-port services in Port Elizabethsatisfied client requirements

Sub-programme

Base support capability

Target2 courses providing 48 stafflearning opportunities forReserve and full-time person-nel

Comply with the overseas training schedule

150 trained reservists

35 000 man days used

Provision of base support services in Simon's Town inaccordance with client re-quirements

Provision of base support services in Durban in accor-dance with client require-ments

Provision of base support services in Port Elizabeth inaccordance with clientrequirements

Output

Staff training capability

Overseas training capability

Maritime Reserves capability



The following risks have been identified by the SA Navy ashaving the potential to interrupt the supply of supportedand operation-ready vessels. Risk-mitigation plans havehowever been developed in order to reduce the possibilityof these risks becoming unmanageable. The most impor-tant risk being managed within the short to medium term isthe lack of sufficient resources to meet full-costing require-ments. This includes the resources associated with theacceptance and qualification of the Strategic DefencePackage vessels, the adaptation and upgrading of supportinfrastructure and systems, and the training systemsrequired to meet the needs of new technologies beingphased into the SA Navy.

The introduction of the Military Skills Development ServiceSystem into the SA Navy has created a rejuvenated andyoung human resources component. This in conjunctionwith the competency requirements associated with theStrategic Defence Package vessels, has created a verycomprehensive training requirement and thus a concomi-tant increase in the requirement for up-to-date training sys-tems.

These risks will be mitigated to some extent by the addi-tional funds that have been allocated by National Treasuryfor this purpose. The balance will be managed throughreprioritising and spreading some projects over longerperiods.


In accordance with the Navy Review recommendations, theNaval Stores Depot Durban, SAN Armaments DepotDurban and Fleet Maintenance Unit Durban will be closeddown as the final phase to reduce Naval Base Durban to anaval station.


The SA Navy plans to implement new and maintain exist-ing measures aimed at improving service delivery, reducingcosts and increasing efficiency during FY2005/06. Most ofthese measures stem from the implementation of recom-mendations contained in the Navy Review and from the "to-be-approved DOD Force Design and Structure". The mainfocus areas of these measures are as follows:

The downsizing of the SA Navy force structure toa level where it is both affordable and sustainable.The disposal of redundant / obsolete force struc-ture elements and their associated systems so asto create capacity for accepting the corvettes andsubmarines into service.The preparation of human resources for operatingthe new vessels.The renovation of facilities.The preparation of naval forces for meetingordered defence commitments.


C H A P T E R 8


CoreObjective


Institutionalisation of Naval Orderon Organisational Excellencethrough Improved Service Deliv-ery. It encompasses the full spec-trum of organisational functioning

The implementation of the find-ings of the Navy Review will con-tinue. For example, feasibilitystudies aimed at establishing aNaval Ship Support Agency andat reducing the SAN's footprinthave commenced

Increased emphasis on output and planning

Optimisation of the SA Navy stra-tegic direction process with spe-cific reference to alignment ofplanning processes at differentlevels

Derive the SAN HR philosophy and policy infrastructure, andpromulgate

The SAN will continue with its planned disposal of OTQ, strikecraft, minesweepers, submarinesand small craft

The training plans for Strategic Defence Package equipment willensure that personnel are skilledin 26 new technologies

The SAN will utilise all available force preparation and forceemployment activities for continu-ation training

Incorporation of force preparation and force employment activitieswith aspects such as reportingwhales and dolphins while onpatrol and sinking targets such asartificial reefs

Maritimedirectioncapability

Maritime combatcapability

Increased service delivery; opti-mised interface management

A more affordable, effective and sustainable SAN for the future

Increased effectiveness of com-munication with the SAN andenhanced public image

The four subsidiary elements of the SA Navy strategic directionprocess will be formalised, regu-lated and optimised, with con-comitant effects on servicedelivery

A uniform basis for and general measures pertaining to the regu-lation of human resources prac-tice within the SA Navy will beprescribed for both membersand employees

More capacity will be created to assist with the introduction of thenew corvettes and submarinesinto the SAN

Increased capabilities to perform primary and secondary tasks

Additional training will be done without additional costs, therebyincreasing the combat compe-tency of SAN personnel

Enhanced public image, and continuous, entrenched supportto other State departments

In process

In process

In process

In process

In process

Ongoing

Ongoing

In process

Continuous

Naval Order:OrganisationalExcellencethrough ImprovedService Delivery

SAN Review

Public relations

Implementation of the SA Navystrategic directionprocess

Formalising the human resourcesdelivery service

Phasing out of service of vesselsthat have reachedthe end of theireconomical oper-ational utilisation

Introduction of new technologiesinto the SAN

Maximising con-tinuation training

Environmental policy

Table 8.3 Performance and Service-delivery Improvement by the Maritime Defence Programme


C H A P T E R 8


CoreObjective


The SAN will continue to disposeof obsolete weapons and equip-ment in accordance with the SANDisposal Plan. Examples includethe following:i. Disposal of Skerpioen missiles

and associated equipmentii. Disposal of French torpedoes

and associated equipment

i. Closure and / or transfer of units will continue

ii. Closure of Naval Base Durbanand transfer of facility to theGSB

iii. Naval Gymnasium SAS SAL-DANHA supported by NavalBase Simon's Town

i. Continued work to clean up data by means of the Bill ofMaterials project. Disposal ofrelated surplus / obsoleteequipment

ii. Unit information managementsystem phased out

iii. Implementation of perform-ance measurement model

iv. Training of personnel

Actions to comply with policies and prescripts with regard tophasing out or replacing ozonedestructive substances, controland reduction of noise, dust andchemical pollution, control anderadication of alien vegetationand disposing of hazardouschemicals and material will contin-ue, for example the replacementof refrigerants in air conditioningsystems

Transformation of the Naval Dockyard Service into an efficient,effective and economical organi-sation functioning independentlyof the SA Navy

Maritimelogisticssupportcapability

More capacity will be created toassist with the introduction of thenew corvettes and submarinesinto the SAN

Cost savings will assist the SAN in becoming more affordable

Implementation of OSIS and establishing it as the basis of theconfiguration management,maintenance planning andmateriel accounting system ofthe SAN

Increased legal compliance and decreased legal liability, as wellas improved image with regardto environmental impacts

Improved service delivery and output

Ongoing

In process

In process

Ongoing

In process

The disposal ofweapons andequipment

Closure and / or transfer of units

Operational SupportInformationSystem (OSIS)

Environmental compliance

Naval dockyard service


C H A P T E R 8


CoreObjective


Establishment of Fleet Education, Training and DevelopmentCentre, containing curriculumfacilitation, evaluation and mediafacility sections. The Centre willalso train Education, Training andDevelopment instructors

Maritime trainingcapability

Members returning from over-seas and local project-relatedlearning opportunities will obtainassistance in translating newlyacquired knowledge and skillsinto learning opportunities andbe integrated at the appropriatelevel into existing learningopportunities

In processOptimise Edu-cation, Trainingand Develop-ment practitionertraining


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

PURPOSE

To provide prepared and supported medical combat support elements and services.

FINANCIAL RESOURCES The Medium-term Expenditure Framework (MTEF) allocation to and estimates for the Military Health Service Programme persub-programme are reflected in Table 9.1 below.

FY05/06('000)

104 137

47 329

530 696

600 672

104 730

93 334

96 679

1 577 578

Core Objectives

SG Office

Mobile Formation

Area Military Health Formation

Tertiary Military Health Formation

Military Health Support Formation

Thaba Tshwane GSB

Health Training Formation

Total

Table 9.1 Military Health Service Programme - Allocation for FY2005/06 to FY2007/08

FY06/07('000)

112 511

51 711

574 226

607 362

122 027

99 976

101 626

1 669 439

FY07/08('000)

114 236

54 356

642 087

646 628

129 408

120 283

106 910

1 813 910

OUTPUTS

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

Performance Measure

The degree to which the DOD's policies, strategies and plans areimplemented in respect of mili-tary health matters

Sub-programme

Strategic direction

Target


Output

Strategic direction to the Military Health ServiceProgramme

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

Table 9.2 Military Health Service Programme - Output Details per Sub-programme for the Year ending 31 March 2005


C H A P T E R 9

Performance Measure

The degree to which all required inputs to DOD policies, Cabinetmemoranda, strategies andplans are submitted

The degree to which required support to Government initiativesis met


The degree to which the require-ments of the force preparednessschedule and the short-termforce employment plan are met

The degree of compliance with statutory norms and regulations

Health colour code status

HIV conversion rate since last Concurrent Health Assessment(CHA)

Accessibility of a quality health service to serving and retiredSANDF personnel and depen-dants

Degree of operational readiness

Hospital days

In-patient days

Items per script

Sub-programme

Military health support

Area military health service

Specialist / tertiary health service

Target

All required inputs submitted on time and in accordancewith requirements


Allocated funds expended as planned and plans are exe-cuted within budget

As specified in the readiness schedules

Compliance with statutory norms and regulations

No deterioration in the green status

1% HIV conversion rate

80% of available military members present attendhealth promotion and preven-tive programmes

Health facilities within 30 km of 90% of patients

Readiness states as stipulat-ed by the SG

To provide services serving SANDF members, their de-pendants, Code 4 and Code7 members, retired SANDFmembers and their depen-dants, Government VIPs, andother Government approvedpatients (including the UnitedNations and the SADC coun-tries)

Output

Military health service advice to the DOD

Military health service capa-bilities in support of Govern-ment initiatives

Allocation and manage-ment of Military HealthService resources

One Regular Force medical battalion group

One Regular Force specialist medical battalion group

Three reserve medical battalion groups

Nine area health units

28 x health centres

36 x sickbays

4 x base hospitals

42 x oral health clinics

42 x mil med clinics

5 x occupational health and safety centres

Presidential medical team

A multi-disciplinary military health service for theSANDF and other patientsas authorised

A tertiary military health capability for serving andretired SANDF members andtheir dependants, Govern-ment VIPs, and other Gov-ernment approved patients(including the United Nationsand the Southern AfricanDevelopment Community(SADC) countries) throughmilitary hospitals in CapeTown, Bloemfontein andPretoria

Tertiary military health services


C H A P T E R 9

Performance Measure

Degree of performance as per service level agreements andcontracts

Degree of compliance with avail-ability of air evacuation teams

Degree of compliance with G-tol-erance training requirements

Degree of compliance with re-quired number of aviation med-ical confirmations

Project satisfaction according to SAMHS order

Degree of conformance with Code of Good Research Practiceand Ethical Conduct

Technical support in relation to project contract and stipulations

Timely delivery of contracts as per specification

Degree of compliance with statu-tory guidelines and regulations

Degree of performance as serv-ice agreements/ service levelagreements

Degree of availability of a med-ical officer at Navy decompres-sion facility

Degree of compliance with re-quired number of health assess-ments

Degree of performance as per-service agreements/service levelagreements

Sub-programme Target

Compliance with agreements and contracts

24 hour availability of air evacuation teams

Response time of air evacua-tion teams less than 60 min-utes during day and 120 min-utes at night-time

G-tolerance training in accor-dance with SAAF needs

22 000 aviation medical con-firmations for SACAA

600 aviation medical confir-mations for SAAF

1 x Military Psychological Institute

Client satisfaction

100% compliance with re-search protocols by targetdate

100% adherence to code of assessment and develop-ment practice by project tar-get dates

100% adherence to Code of Good Research Practice andEthical Conduct

Compliance with agreements

24 hour availability of medical officer at Navy decompres-sion facility

1300 health assessments

600 diving and submarine medicals

Compliance with agreements

Output

A comprehensive aviation health capability

An aviation health service for the SANDF conducting:

VIP medical assessments

Hyperbaric treatment

G-tolerance training for aviators

Aviation medical assessments

Provision of air evacuation teams

Aviation medical fitness verifi-cation service for the SAAFand South African CivilAviation Authority (SACAA)

Psychological assessments

Registration and recording of military health related Re-search & Development (R&D)

Provide technical R&D sup-port in all health research mat-ters

Conduct and manage health-related R&D as assigned tothe unit

A comprehensive maritime health capability

A maritime health service for the SANDF conducting:

Hyperbaric treatment

Maritime medical assess-ments

Diving medical fitness verifi-cation service for the SAN

Base service

A comprehensive veterinary health capability consisting of11 animal clinics and two vet-erinary hospitals

A veterinary health service for the DOD at 11 animal clinics,two veterinary hospitals andDOD game conservationareas


C H A P T E R 9

Performance Measure

Timeliness of printing and post-ing of receipt vouchers

Timeliness in despatching issue vouchers

Control of stock

Timeliness in printing and post-ing of receipt vouchers

Timeliness in despatching of stock (issue vouchers finalised)

Control of stock

Degree of availability of depot items

Timeliness of order placement

Timeliness of ad hoc tender com-pletion

Degree of integrity of electro-medical equipment asset man-agement control system

Degree of compliance with statu-tory medical equipment servicerequirements

Degree of client satisfaction

Degree of compliance with per-formance standards as con-tained in service agreementswith clients

Timeliness of order payment

Degree of client satisfaction

Degree of compliance with per-formance standards as con-tained in service agreementswith clients

Degree of compliance with SAMHS training plan

Sub-programme

Product supportcapability


Military health training capability

Target

90% of receipt vouchers post-ed in 7 working days

90% of issue vouchers of stock despatched by depotfinalised in 7 working days

Stock differences less than 2% of stock turning or stockvalue

In 2 working days

90% of receipt vouchers post-ed in 1 month

90% of issue vouchers of stock despatched by depotfinalised in 1 month

Stock differences less than 2% of stock value

Non-availability of less than 10%, on depot items if finan-ces are available in time

Direct demands order in 5 working days, after financesare available

Ad hoc tenders completed before October, if requestsare made in time

Asset registers updated at least twice a year

State of serviceability reports submitted within 30 days ofinspections

100% compliance with statu-tory medical equipment serv-ice requirements

100% client satisfaction

Payment of 100% of orders within two months of the endof the financial year

100% client satisfaction

100% conformance with all DOD policy, guidelines andagreements in respect ofbase support

Trained personnel as per SAMHS training plan

Output

Veterinary support to de-ployed SANDF forces andSAPS as required

Pharmaceutical and sun-dries warehousing capability,consisting of a SAMHS mili-tary health depot in the mili-tary health base depot

Pharmaceutical and sun-dries warehousing servicefor the SAMHS

Mobilisation and unique stock warehousing capabili-ty, consisting of a mobilisa-tion depot in the MilitaryHealth Base Depot

Mobilisation and unique warehousing service for theSAMHS

SAMHS unique products, materials and services

Procurement capability, con-sisting of a military healthprocurement unit

SAMHS unique products, materials and services pro-curement service

Electro-medical equipment asset management service

Sustained SAMHS product systems (mobilisation stock,medical evacuation vehicles,B & D vehicles, commoncommodities)

A general base support capability for identified de-fence programmes

Trained SAMHS personnel


C H A P T E R 9


The risks confronting the SAMHS have implications for thewhole of the SANDF, as each member (including retiredmembers) and his/her dependants remain reliant on theSAMHS for health care. The deterioration of hospitals,facilities and equipment, the high rate of medical inflationand the unacceptably high workload of health profession-als are the main risk factors.

Changes in health legislation have created a situationwhere the medical base depot can no longer be used forthe storage of medication to comply with law. Majorupgrades or a new building is therefore needed. The newPharmacy Act (Act No 53 of 1975 as amended) alsoimpacts on the provision of pharmaceuticals to patients.

Some of these risks will be mitigated through some addi-tional funding provided by National Treasury, but this is not

nearly enough to cover all the requirements. The balanceof the risks will therefore be managed through re-alignmentand reprioritisation. In the process some services mayhave to be reduced.


No services are to be abolished, but reprioritisation mayresult in non-essential services being scaled down or evensuspended. This will, however, be implemented as a verylast resort.


It is intended that the sub-programmes of the MilitaryHealth Service Programme improve their performance andservice delivery as indicated in Table 9.3 below.


Generic medicine

Project Medsave

Art 38A nurses

Medical orderlies

Codelists

Pre-packing of medicine

Code lists

Generic medicine

Art 38A nurses

Medical orderlies

Biomedical capability

Discounts on service delivery against prescribed benefit scales

Commuted overtime

Oral health scheme

Project Medsave

Benefits for health professionals in rural areas

Full range Leadership, Command and Management Principles (LCAMPS) train-ing

Batho Pele

Effect Analysis

Continuous professional development programme

Reduction in health care costs





Higher productivity

Incentive to remain in SAMHS

Democratic organisation

Client satisfaction

Client satisfaction

Savings through better procedures

Ongoing

Ongoing

Ongoing

Ongoing

Ongoing

Ongoing

Ongoing

Ongoing

Health care

Warehousing

Prescriptions

Treatment

Biomedical

Provision of services in under -serviced areas

Remuneration strategies

Leadership principles

Service delivery

Continuous learning and development

Table 9.3 Performance and Service-delivery Improvement by the Military Health Service Programme: FY2005/06 to FY2007/08


C H A P T E R 9


Training

Batho Pele

Inspector General's Audit

Effect Analysis

Human resources training

80% of SAMHS members to wear ABUNT

Health information programme

Reactivation of biomedical system

Health informatics programme

Client satisfaction

Client satisfaction

Savings on the cost of full uni-form scale issue

Reduction in health care cost through trend analysis and cor-rective action

Recuperation of costs

Cost saving on replacements

Client satisfaction

Sound management information

Ongoing

Ongoing

To be im-plemented

In develop-ment (sub-ject to fund-ing)

Re-activat-ed (subjectto funding)

In develop-ment (sub-ject to fund-ing)

Discipline

HR management

Equipping of HR with uniforms

Costing of health services

Maintenance programme on all main medicalequipment

Health information system


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

PURPOSE

To provide a defence intelligence and counter-intelligence capability.

FINANCIAL RESOURCES

The Medium-term Expenditure Framework (MTEF) allocation to and estimates for the Defence Intelligence Programme persub-programme are reflected in Table 10.1 below.

OUTPUTS


FY05/06('000)

130

7 965

140 691

148 786

Core Objectives

Strategic Direction

Provide Defence Intelligence and Counter-intelligence Services

Render DI Support Services

TOTAL

Table 10.1 Defence Intelligence Programme - Allocation for FY2005/06 - FY2007/08

FY06/07('000)

131

8 045

147 823

155 999

FY07/08('000)

138

8 448

155 647

164 233

Performance Measure

The degree to which required Defence Intelligence policies areavailable

The degree to which policy ad-vice is accepted

Sub-programme

Strategic direction

Target

All required Defence Intelli-gence policies are approvedand published

100% acceptance of policy advice

Output

Provide intelligence policy and doctrine

Policy advice

Measurable Objective: Defend and protect South Africa by the provision of military intelligence andcounter-intelligence products and services that meet the requirements of Government.

Table 10.2 Defence Intelligence Outputs - Output Details per Sub-programme for the Year ending 31 March 2006


C H A P T E R 1 0

Performance Measure

The degree to which clients are satisfied with intelligence pro-ducts and services

The degree of client satisfaction

The degree of improvement in service delivery

Sub-programme

Defence Intelligence operations

Defence Intelligence support services

Target

95% of products on the pro-duction schedule are dissem-inated timeously

A 20% increase in client sat-isfaction with intelligenceproducts and services

Design and implement a measuring tool by 30 June2005 to determine client sat-isfaction

Benchmark client satisfaction

An increase of 5% in service delivery efficiency

Output

Provide intelligence and counter- intelligence servicecapabilities

Intelligence services

Support services to Defence Intelligence that include:

Human resources services

Education, Training and Development services

Training capability

Logistic services

Information support services

Security services

Planning services

Chaplain services


Defence Intelligence risks lie mainly in the informationtechnology environment. Current systems are outdatedand urgently in need of replacement. At the same timetechnological advances in the collection environmentrequire expensive solutions. Further risks are the poor anddeteriorating condition of Defence Intelligence's headquar-ters building and the continuous outflow of skilled andexperienced Defence Intelligence personnel. Plans to mit-igate these risks are being developed.


No services are to be scaled down or abolished.


Defence Intelligence aims to improve performance andservice delivery as indicated in Table 10.3 below.

Objective Anticipated Benefit StatusActivities

Support DefenceIntelligence

Support Defence Intelligence

Focused recruitment and training with theintent to minimise personnel turnover andincrease training efficiency

Improve leadership quality in Defence Intelli-gence in accordance with the SA ExcellenceModel

Operational

Continuous

Conduct detailed post profilingin order to establish a properrecruitment and training profile

Conduct transformational lead-ership training (Leadership,Command and ManagementPrinciples)

Table 10.3 Performance and Service-delivery Improvement by the Defence Intelligence Programme


C H A P T E R 1 1

J O I N T S U P P O R T

FY05/06('000)

5 651

889 841

769 305

184 348

108 791

237 428

53 909

272

315

418 456

6 458

2 490 426

Core Objectives

Joint Support Office

Command and Management Information Services

Joint Logistic Services

Human Resources Support Centre (Funded within Administration Programme)

Joint Training Formation

Military Policing Agency

Service Corps

Acquisition Services

Assistance (Managed by Financial Management Division)

Departmental Support (Managed by Financial Management Division)

British Peace Support and Training Team (Managed by Ministry of Defence)

TOTAL

Table 11.1 Joint Support Programme - Allocation for FY2005/06 - FY2007/08

FY06/07('000)

5 912

937 476

871 428

195 635

113 857

250 570

56 430

287

315

486 111

6 458

2 728 844

FY07/08('000)

6 180

999 042

1 170 625

207 061

119 075

264 260

59 026

287

315

518 340

6 458

3 143 608

Performance Measure

The degree to which joint support policies, strategies and plans areimplemented

Sub-programme

Joint Support Office

Target

Full implementation of poli-cies, strategies and plans

Output

Strategic direction with regard to joint support forCSANDF

Measurable Objective: Support Departmental activities through the preparation, maintenance and pro-vision of joint logistic, technological and military policing capabilities, services and facilities that meet therequirements of Government.

Table 11.2 Joint Support Outputs - Output Details per Sub-programme for the Year ending31 March 2006

PURPOSE

To supply joint support capabilities and services to the Department.

FINANCIAL RESOURCES

The Medium-term Expenditure Framework (MTEF) allocation to and estimates for the Joint Support Programme per sub-pro-gramme are reflected in Table 11.1 below.

OUTPUTS



C H A P T E R 1 1

Performance Measure

The degree to which Information and Communication Technology(ICT) solutions are acquired insupport of DOD business

The degree to which the Informa-tion Warfare (IW) service satis-fies client requirements

The degree to which static and tactical ICT products and sys-tems support are provided to theDOD

The degree to which integrated logistic support is provided

The degree to which HR support services and specialist adviceare co-ordinated in the DOD

The degree to which a compre-hensive ETD systems' integritycapability is provided for theDOD, inclusive of an ETD liaisonservice on behalf of the DOD

The degree to which ETD policy and doctrine services are provid-ed to the DOD

The degree to which military policing services are provided tothe DOD

The degree to which CJ Ops is provided with combat-readyRegular and Reserve MilitaryPolice (MP) forces in support ofthe combat forces of the DOD

Sub-programme

Command ManagementInformation Services

DOD Logistic Agency

Human Resources Support Centre

Joint Training Formation

Military Policing Agency

Target

ICT solutions for the DOD as contracted

IW service supplied in ac-cordance with client require-ments

Static and tactical ICT for the DOD

The provision of integrated logistic services, integratedlogistic management servic-es, integrated logistic re-source management servic-es, facility support services,engineering support services,supply support and services

The provision of 1 x human resources support formation,24 x human resources sup-port TPs attachments, 10 xhuman resources supportregiments and 1 x PersonnelServices School

The provision of Accreditation and Quality Assurance ofDOD ETD programmes, ETDsystems performance andETD liaison systems onbehalf of the DOD

The provision of military pro-fessional ETD, PSAP ETDpolicy, doctrine and doctrineconfiguration managementand control

The provision of 4 x MP regional HQs, 23 x MP areaoffices, 19 x MP detach-ments, military correctionalservices, 2 x short-term and 1x long-term military correc-tional facilities and servicesfor rehabilitated persons tothe DOD

The provision of 1 x combat-ready Regular provost com-pany in support of the combatforces and 3 x combat-readyReserve provost companiesin support of the combatforces

Output

Command management in-formation and related serv-ices in support of DODobjectives

Integrated logistic support to DOD objectives

Human resources support services and educated,trained and developed indi-viduals as per specificationsto the DOD

Education, Training and Development (ETD) servic-es to the DOD

Military policing capability to the DOD


C H A P T E R 1 1

Performance Measure

The degree to which the reskil-ling of clients is effectively organ-ised and conducted

The degree to which clients are effectively organised and facili-tated by education, training anddevelopment

The degree to which the effective placement and post-release sup-port of clients are assisted

Sub-programme

Service Corps

Target

The provision of 1 x basic training institute and 1 xadvance training institute

A reskilling facilitation capa-bility rendered by 7 x regionaloffices

An employment assistance and post-release supportservice rendered by 7 xregional offices

Output

A reskilling service for DOD personnel


Joint Support is confronted with risks, mainly related to themaintenance and repair of facilities, vehicles and equip-ment, as well as the skill and experience levels of person-nel. There is still a major risk of unsafe and unstableammunition owing to the lack of an ammunition-disposalplant. Additional funding has been allocated to address theproblem until such time as a plant has been erected andcommissioned. This, however, is not nearly sufficient tomitigate the risk to acceptable levels.

Threat of loss of life and property will remain the most seri-ous risk in the DOD for the foreseeable future. Some addi-tional funding has also been allocated for the maintenanceand repair of facilities and this will be used in conjunctionwith the long-term programme of the National Departmentof Public Works to upgrade State facilities.

In the information technology area, the critical mainframerisks have been addressed. However, legacy systemssuch as the personnel administrations system (PERSOL),the financial management system (FMS) and the healthinformation system require upgrading and amendments.Through reprioritising at Departmental level an amount ofRM80 has been made available for FY2005/06 to invest inthese areas and ensure the continued operation of thesesystems.


The Command Management Information Systems (CMIS)is to reduce its service level agreements with SITA (D) inorder obtain products and systems-support services withinthe budget. Also, owing to underfunding, the services ofthe Information Communication Technology (ICT) serviceproviders will be scaled down. Contractual obligations withregard to CMIS related services to the DOD will be met, butthere will be no further development in the IT and Internetenvironment owing to insufficient funds. Although addi-tional funding is being provided for information technologyrequirements, it may not be sufficient and output could stillbe adversely affected.

The Military Police Agency will provide one provost platoonless than required owing to the high maintenance costs ofthe Mamba vehicle, inadequate structure and shortage offunds to staff and equip additional personnel.


The projects described in the following table are the mostimportant in terms of improving the service delivery of theJoint Support Programme. They stretch over more thanone year and are already in process.


C H A P T E R 1 1



Planning and costing methodology

Implementation of Na-tional Dept of Transport(NATIS) System

Crime Administration System

Migration of the Service Corps out of theDepartment of Defence

Completion date pending a PDSC decision andCabinet approval

To provide direction for the maintenance,utilisation and supportinformation in theDOD through the defi-nition and maintenan-ce of CMIS-relatedpolicy in the DODInformation Strategyand the DepartmentalEnterprise InformationSystem (DEIS) Plan

To provide strategic direction and logisticpolicy advice

To provide efficient execution of militarypolicing services

To migrate the Service Corps out of theDepartment ofDefence

Improved planning and costing methodology

Alignment of the current vehicle registration sys-tem with NATIS

Direct linkage to other State departments oncrime issues. Improvedcirculation of stolen vehi-cles and DOD property.Will improve the plan-ning against crime

Optimised use of re-sources as a nationalasset

In process

In process

In process

In process

The development of a "Planning and CostingTool"

Logistic policy advice to CSANDF and theSec Def

The implementation of the electronic CrimeAdministration System(CAS)

Complete the alterna-tive service deliveryprocess in terms ofmigration to a nationalasset

Develop fully costed migration plan. Toappoint a transactionadvisor to provideoptions and costs forthe alternaive servicedelivery process

Table 11.3 Performance and Service-delivery Improvement by the Joint Support Programme: FY2005/06


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( W E A P O N S Y S T E M S A C Q U I S I T I O N )

FY05/06('000)

1 769 249

6 571 469

599 285

75 376

9 015 379

Core Objectives

Procurement Services

Strategic Defence Procurement

Operating

Intelligence Related

Total

Table 12.1 Special Defence Account Programme - Allocations for FY2005/06 to FY2007/08

FY06/07('000)

2 486 031

5 169 248

589 828

76 191

8 321 298

FY07/08('000)

2 417 963

3 482 757

686 460

84 481

6 671 661

Performance Measure

The degree to which the SA Army requirements are met

The degree to which SAAF re-quirements are met

Sub-programme

Landward defence

Air defence

Target

Full compliance with SA Army requirements

Full compliance with SAAF requirements

Output

Acquisition, procurement and project managementservices for the SA Army

Acquisition, procurement and project managementservices for the SAAF

Measurable Objective: Meet South Africa's defence needs through the acquisition and maintenance ofappropriate defence equipment and through activities that meet the requirements of Government.

Table 12.2 Special Defence Account Programme - Output Details per Sub-programme for the Year ending 31 March 2006

PURPOSE

To acquire operationally capable, supportable and maintainable weapon systems congruent with authorised defence needs.

FINANCIAL RESOURCES

The Medium-term Expenditure Framework (MTEF) allocation to and estimates for the Special Defence Account Programmeare reflected per sub-programme in Table 12.1 below.

OUTPUTS

The outputs for these programmes are reflected per sub-programme in Table 12.2 below.


C H A P T E R 1 2

Performance Measure

The degree to which SA Navy requirements are met

The degree to which SAMHS requirements are met

The degree to which Joint Sup-port requirements are met

The degree to which Special Forces Brigade requirements aremet

The degree to which the de-fence-related industry and DERIare capable of supportingSANDF acquisition projects andurgent operational deficiencies

Maintenance/use of facilities and test ranges. Replacement of cap-ital laboratory equipment

Involvement of students in focused postgraduate research

Sub-programme

Maritime defence

SA Military Health Service (SAMHS)

Joint Support

Special Forces Brigade

Technology development

Target

Full compliance with SA Navy requirements

Full compliance with SAMHS requirements

Full compliance with Joint Support requirements

Full compliance with Special Forces Brigade requirements

Use of SET capability in Acquisition projects

Full compliance with client requirements

Increased involvement of pre-viously disadvantaged stu-dents

Output

Acquisition, procurement and project managementservices for the SA Navy

Acquisition, procurement and project managementservices for SAMHS

Acquisition, procurement and project managementservices for Joint Support

Acquisition, procurement and project managementservices for Spec Forces

Landward, maritime, air operations, special opera-tions, electronics and sup-port operations and Scien-tific, Engineering Technol-ogy (SET) support

To maintain specialised facilities, test ranges andlaboratories

To create greater collabora-tion between the DOD anduniversities and techniconsvia basic research


The most important risks in weapon-system acquisition liewithin the domains of adequacy of funding levels and localindustrial capabilities. The Strategic Defence Packages(SDPs) provided primarily for SA Air Force and SA Navyneeds. This resulted in a broad-based ageing of SA Armyprime mission equipment owing to the drastic reduction infunding levels to the SA Army. As the local defence-relat-ed industries were historically created around landwarddefence-related needs, the reduced funding levels to theSA Army had an immediate and far-reaching detrimentaleffect on the capabilities and capacities of these industriessince the inception of the SDPs and for other reasons fromas early as 1996. The SDPs will reach peak funding levelsin the 05/06 financial year, with a rapid decline thereafter.The National Treasury has already responded favourably

to motivations from the DOD for initiating the rejuvenationof SA Army prime mission equipment in the last years ofthe MTEF. This will hopefully also enable contracting ofthe local defence-related industry before further sub-criti-cal levels in capacity are reached.


No reduction in output is planned.


It is intended that the performance and service delivery ofthe sub-programmes of the Special Defence Accountshould be improved as indicated in Table 12.3.


C H A P T E R 1 2

Table 12.3 Special Defence Account Programme - Performance and Service-delivery Improvement Initiatives: FY2005/2006



Implementation of the newlypromulgated Armaments Ac-quisition Policy

Control of achievement of time and cost goals on allprojects

To exercise greatercontrol in the exe-cution of acquisition

Maximised operationalcapabilities with extend-ed technological lifeavailable to defence

In processImprove the processfor authorisation ofprojects


C H A P T E R 1 3

C O N C L U S I O N

INTRODUCTION

The Department of Defence (DOD), through the SouthAfrican National Defence Force (SANDF), has reached anumber of goals during the first decade of democracy andit intends to continue to improve its performance during thesecond decade of liberation. During this short period ofdemocracy, the SANDF has earned national and interna-tional recognition as a credible and reliable partner inpeace-support operations in pursuit of the NewPartnership for Africa's Development (NEPAD) ideals.

The DOD Strategic Business Plan FY2005/06 representsa combination of concerted Departmental efforts toachieve more operational outputs with limited resourcesthat sustain the core capabilities of the SANDF. It providesa balanced view of what the DOD is committed to doingand the associated risks for the period under review.

CONCLUSIONS

In a nutshell, this DOD Strategic Business Plan FY2005/06makes the following issues visible:

Alignment with Government Priorities. The strategicpriorities identified by Government in the Ten-year Reviewand confirmed by the President in his State of the NationAddress will guide the DOD in its medium to long-termstrategic planning processes. These priorities, which coverthe period 2005 - 2014, will be reflected in the DODDefence Strategy and executed through the MilitaryStrategy.

Maintenance of the SANDF Core Capabilities. Theyardstick for the DOD's achievements is the ability of theSANDF to conduct successful operations as and whenordered by Government. Thus, it is critically important thatit acquires, maintains and sustains its core capabilities.The SANDF's weapon acquisition and related planningprocesses are based on the country's defence posture andfuture requirements for ordered operations. For this pur-pose it relies heavily on the ability of the local defence-related industry to support it. In the absence of fairly stablebudget estimates for the DOD, it is difficult to guaranteelong-term relationships with the defence industry.

Strategic Defence Packages (SDPs). The StrategicDefence Package systems will continue to be integratedinto the SANDF, including appropriate infrastructure, train-ing and maintenance. While the SDP equipment will go a

long way towards modernising the SANDF, the SA Army'srequirements were not included. This may lead to massobsolescence of the SA Army's prime mission equipmentand possible closure of certain capabilities. Furthermore,given the increasing involvement of the SANDF in peace-support operations it has become crucial that the SAArmy's needs for capital renewal must be addressed.

Peace-support Operations. The DOD will continue tosupport the Government's foreign policy initiatives, espe-cially with regard to peace-support operations. TheSANDF is currently preparing for participation in theAfrican Standby Force. This will be done in partnershipwith its counterparts in the Southern African DevelopmentCommunity (SADC) region.

Departmental Risks. The DOD identified 37 corporaterisks, which were developed into 14 options for funding byNational Treasury. However, National Treasury only al-lowed four to be submitted for possible funding. Given thelimited funds at the disposal of National Treasury for distri-bution among various Government departments, the DODoptions were only partially funded. The main risks arereflected in the operational plans of all programmes.

Strategic Decisions (Parys Resolutions). Faced with anumber of challenges, especially those pertaining tocapacity and resources constraints, the DOD went intostrategic planning with a view to making itself more afford-able and sustainable in the medium to long term. Thisresulted in seven strategic decisions, popularly known asthe Parys Resolutions, which were endorsed by theMinister of Defence. Various studies are currently under-way, including the review of the White Paper on Defenceand the Defence Review in the form of a Defence Update.

THE CHALLENGE

As can be seen from the foregoing conclusions, the DODhas a range of challenges to meet within a restrictive budg-et. This Strategic Business Plan attempts to address all ofthese issues in a balanced and sustainable way.Indications are, however, that demands on the Services ofthe DOD will increase even further in the future. Seriousconsideration will therefore have to be given to balancingsuch demands with future funding.

Despite the demands placed upon it, the DOD undertakesto comply with its mandate and strive towards its vision ofproviding effective defence for a democratic South Africa.


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

ADA

AFRS

AGS

AO

AOR

AU

Bn

CAS

CHA

C4I3RS

CJ Ops

CMIS

CRS

CSANDF

CURIS

DEIS

DFA

DI

DOD

DPSA

DRC

DSC

EO and AA

ETD

FAC (M)

FD

FMS

FPS

FSE

FSG

Air Defence Artillery

Air Force Reserve Squadron

Hydrographic Survey Vessel

Accounting Officer

Replenishment Vessel

African Union

Battalion

Crime Administration System

Concurrent Health Assessment

Command and Control, Communications, Computers, Information, Intelligence, Infrastructure, Reconnaissance and Surveillance

Chief of Joint Operations

Command and Management Information Systems

Combat Readiness Schedule

Chief of the South African National Defence Force

Current Intelligence System

Departmental Enterprise Information System

Department of Foreign Affairs


Department of Defence

Department of Public Service and Administration

Democratic Republic of the Congo

Defence Staff Council

Equal Opportunities and Affirmative Action

Education, Training and Development

Fast Attack Craft (Missile) - (Strike Craft)

Force Design

Financial Management System

Force Preparedness Schedule

Force Structure Element

Guided Missile Corvette




G&A

GCIS

GOC

GSB

HQ

HR

ICT

IRPS

ISO

IT

IW

JARIC

JCPS

J Sup

LCAMPS

MCMV

MOD

MOU

MP

MSDS

MSF

MTEF

MTSF

NEPAD

NGOs

NQF

ODT

OLMEE

OOTW

OSIS

PDSC

PFMA

PFP

PME

PSA

PSAP

Governance and Administration

Government Communication and Information System

General Officer Commanding

General Support Base

Headquarters

Human Resources

Information and Communications Technology

International Relations, Peace and Security

International Standards Organisation

Information Technology

Information Warfare

Joint Air Reconnaissance Information Centre

Justice, Crime Prevention and Security

Joint Support

Leadership, Command and Management Principles

Mine Counter Measures Vessel

Ministry of Defence

Memorandum of Understanding

Military Police

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

Operational Diving Team

AU Liaison Mission in Ethiopia and Eritrea

Operations Other Than War

Operational Support Information System

Plenary Defence Staff Council

Public Finance Management Act

Partnership for Peace

Prime Mission Equipment

Public Service Act

Public Service Act Personnel



R&D

Res F

RSA

SAAF

SACAA

SADC

SAEM

SAI

SAMHS

SAN

SANDF

SAPS

SAQA

SBP

SDP

SF

SG

SSK

STFEP

UK

UN

UNMEE

USA

USR

VIP

Research and Development

Reserve Force

Republic of South Africa

South African Air Force

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 Defence Package

Special Forces

Surgeon General

Patrol Submarine

Short-term Force Employment Plan

United Kingdom

United Nations

UN Mission in Ethiopia and Eritrea

United States of America

User System Requirement

Very Important Person

Documents

The Department of Defence Strategic Plan is available … DEPARTMENT OF DEFENCE Logistic Strategy Strategic Objectives Strategic Capital Acquisition Master Plan (SCAMP) CHAPTER 3 -