department of defence strategic business plan 2004/2005 ......department of defence the department...

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

Brigadier General E. Mann (012-355 5800)

ISBN 0-621-35048-6 RP 23/2004

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

Strategic Business Plan FY2004/05 to 2006/07 i

TABLE OF CONTENTS

List of TablesList of Diagrams

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

Overview by the Chief of the SANDF and the Secretary for Defence

CHAPTER 1 - STRATEGIC PROFILE AND OBJECTIVES

IntroductionMandate of the Department of Defence

VisionMission

Mission Success FactorsDefence Outcomes

Minister of Defence's OutcomesMinister of Defence's Priorities

Alignment with Cabinet PrioritiesStrategic Focus

Strategic ObjectivesFunctions of the Secretary for Defence

Functions of the Chief of the SANDFFunctions of the SANDF

Defence OutputsDefence Programmes

Affordability and SustainabilityDepartmental Values

CHAPTER 2 - CORPORATE STRATEGY

IntroductionBusiness Strategy

DOD Human Resource Strategy 2010The Military Strategy

BackgroundMilitary Strategic ObjectivesMilitary Strategic Concepts

Military Strategic CapabilitiesMissions

The Military Strategy in ContextForce Employment StrategyForce Preparation Strategy

Force Renewal

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CHAPTER 3 - ORGANISATIONAL MANAGEMENT

IntroductionPost Structure

Force Structure and DesignForce Structure

Force Design and its StatusForce Design Options

CHAPTER 4 - DEFENCE ADMINISTRATION

PurposeFinancial Resources

OutputsRisks and Mitigating Actions

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

CHAPTER 5 - COMMAND AND CONTROL (JOINT OPERATIONS)




CHAPTER 6 - LANDWARD DEFENCE




CHAPTER 7 - AIR DEFENCE




CHAPTER 8 - MARITIME DEFENCE




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Strategic Business Plan FY2004/05 to 2006/07 iii

CHAPTER 9 - MILITARY HEALTH SERVICE




CHAPTER 10 - DEFENCE INTELLIGENCE




CHAPTER 11 - JOINT SUPPORT




CHAPTER 12 - CONCLUSION

Conclusion

ABBREVIATIONS

LIST OF TABLES

2.1 Possible SANDF Missions: 2004-2014

3.1 Authorised Posts and Actual Strength for Regular Force Members and Public Service Act Personnel

3.2 Department of Defence Force Structure Planning: Planned status at the end of FY2004/05 - FY2006/07

4.1 Defence Administration Programme: Allocations for FY2004/05 toFY2006/07

4.2 Defence Administration Programme - Output Details per Sub-programme for the Year Ending 31 March 2005

4.3 Performance and Service Delivery Improvement by the Defence Administration Programme

5.1 Command and Control Programme - Allocations for FY2004/05 to FY2006/07

5.2 Command and Control Programme - Output Details per Sub-programme for the Year Ending 31 March 2005

5.3 Planned Joint and Multi-national Exercises for FY2004/05

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5.4 Performance and Service Delivery Improvement by the Command and Control Programme

6.1 Landward Defence Programme - Allocations for FY2004/05 to FY2006/07

6.2 Landward Defence Programme - Output Details per Sub-programme for the Year Ending 31 March 2005

6.3 Performance and Service Delivery Improvement by the Landward Defence Programme

7.1 Air Defence Programme - Allocations for FY2004/05 to FY2006/07

7.2 Air Defence Programme - Output Details per Sub-programme for the Year Ending 31 March 2005

7.3 Performance and Service Delivery Improvement by the Air Defence Programme

8.1 Maritime Defence Programme - Allocations for FY2004/05 to FY2006/07

8.2 Maritime Defence Programme - Output Details per Sub-programme for the Year Ending 31 March 2005

8.3 Performance and Service Delivery Improvement by the Maritime Defence Programme

9.1 Military Health Service Programme - Allocations for FY2004/05 to FY2006/07

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

9.3 Performance and Service Delivery Improvement by the Military Health Service Programme

10.1 Defence Intelligence Programme - Allocations FY2004/05 to FY2006/07

10.2 Defence Intelligence - Output Details per Sub-programme for the Year Ending 31 March 2005

10.3 Performance and Service Delivery Improvement by the Defence Intelligence Programme

11.1 Joint Support Programme - Allocations for FY2004/05 to FY2006/07

11.2 Joint Support Programme - Output Details per Sub-programme for the Year Ending 31 March 2005

11.3 Performance and Service Delivery Improvement by the Joint Support Programme

LIST OF DIAGRAMS

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2.1 The Military Strategy in Context

2.2 Possible Changes in Emphasis of Mission Priorities Over Time

2.3 Military Readiness State System

3.1 Organisational Structure of the Department of Defence

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Strategic Business Plan FY2004/05 to 2006/07 v

FOREWORD BY

This year, the world joins South Africa in celebrating 10 years of freedom, a major milestonesince 1994 when we closed the Apartheid chapter of our history. Together with other depart-ments in Government we will not only celebrate, but also soberly reflect on and review our suc-cesses and challenges for the decade to come.

The year 2004 is also a major milestone for our Department. We celebrate ten years of the cre-ation and transformation of the South African National Defence Force into a truly South Africanand representative force.

Through the Defence Secretariat we have also operationalised the political imperatives of civiloversight, optimum performance, sustainability and accountability.

We now have a defence force serving of all the people of our country, accountable to the country,capable both of defending our territory, and supporting foreign policy initiatives to ensure peaceand security throughout the continent of Africa.

Training and skills development are key concepts in the way forward for the Department. In deal-ing with these processes, we continue to be guided by our policies on the promotion of equalopportunities, affirmative action and gender equity.

Our Strategic Business Plan therefore is the centrepiece of our commitment to optimum perform-ance to achieve clear departmental objectives and to ensure our alignment with national strategy.From year to year our stakeholders can judge our commitment to good governance and account-ability.

I hope that every individual in the Department of Defence, both uniformed and civilian, willembrace this plan as part of his or her future.

Finally, I would like to state that I am deeply indebted to the Deputy Minister, the Secretary forDefence, the Chief of the South African National Defence Force, and all the members of theDepartment for their hard work, dedication and loyalty during the past year.

(MOSIUOA LEKOTA)MINISTER OF DEFENCE

THE HONOURABLE MINISTER OF DEFENCE - MR M.G.P. LEKOTA

Department of Defencevi

FOREWORD BY

As South Africa prepares to celebrate ten years of free-dom, peace and democracy, all our State departmentsare expected to evaluate their performance in terms ofthe reconstruction and development of our country. TheDepartment of Defence (DOD) has participated in theTen Year Review and has assessed its successes andshortcomings in the delivery of an effective defence for ademocratic South Africa.

Despite many challenges still facing the DOD, we areproud of the steady progress we have made towards thetransformation of the national agenda and in our efforts tobuild an organisation that reflects the values and ethos ofour Constitution. We have endeavoured to ensure thatwe do this in a manner that does not compromise theintegrity, values and combat readiness of our NationalDefence Force.

The implementation of the long-term HR Strategy 2010has been designed to introduce a new service dispensa-tion with a view to rejuvenating the SANDF and buildingthe Reserve Force, while presenting opportunities to theSouth African youth to acquire skills that will equip themfor the job market and build them as responsible SouthAfrican citizens.

As part of providing a well-prepared, capable and mis-sion-ready National Defence Force, we have paid atten-tion to issues of health. We have done this throughensuring regular comprehensive health assessments aswell as paying attention to assessing and strengtheningour interventions in the fight against HIV/AIDS, malariaand other communicable diseases.

In support of national foreign policy, the DOD has partici-pated in various peace and humanitarian support mis-sions in Africa and other parts of the world and has con-tributed to the objectives of NEPAD. An average of overthree thousand South African troops have been deployedin these missions.

THE HONOURABLE DEPUTY MINISTER OFDEFENCE - MS N.C. MADLALA-ROUTLEDGE

Humanitarian and peace-support missions, by theirnature, cannot be planned and budgeted for in advance,but we are ready to be called on to provide such mis-sions.

Although the greater involvement of the DOD in supportof foreign policy has brought about huge financial chal-lenges, we are proud of the efforts made by theDepartment to embark on the process of reprioritising itsbusiness in an endeavour to stay within the budget allo-cation. However, it is essential that we continue to pressfor closer attention to the defence budget allocation toensure that it matches the increased responsibilities.It is essential that we maintain a broad national consen-sus on defence needs to ensure that the SANDF isorganised, equipped, prepared and funded in accordancewith these needs.

The strategic business plan is a crucial document withwhich we present our future plans and it forms the basison which we evaluate our progress and setbacks. It isimportant that all members familiarise themselves with itscontent and contribute effectively to the implementation ofthe strategy.

As South Africa celebrates ten years of peace, democra-cy and good leadership, we are proud of the contributionof our women and men in uniform. I commend all mem-bers of the Department of Defence who have put their-shoulders to the wheel in the service of our people andAfrica.

(NOZIZWE MADLALA-ROUTLEDGE)DEPUTY MINISTER OF DEFENCE

Strategic Business Plan FY2004/05 to 2006/07 vii

OVERVIEW

The Department of Defence (DOD) is responsible for thedefence and protection of the Republic of South Africaagainst any military threat, thereby enhancing national,regional and global security. The capabilities required toexecute its primary role also allows it to render secondaryservices in support of and in co-operation with other Statedepartments.

The DOD consists of the Defence Secretariat and theSouth African National Defence Force (SANDF) headedby the Secretary for Defence and the Chief of the SANDF(CSANDF) respectively. The Defence Secretariat, whichis largely a civilian component, is responsible for formu-lating policy and providing strategic direction to ensurealignment between the DOD and Government policies,financial administration, acquisition of armaments in theDOD, and ensuring adherence to legislation, instructionsand regulations.

The SANDF, which is the military component, is struc-tured, equipped and prepared to defend South Africaagainst military aggression. In an endeavour to promotepeace within the Southern African DevelopmentCommunity (SADC) and Africa as a whole, the SANDFcurrently deploys the equivalent of three battalions inpeace-support operations in countries such as Burundiand the Democratic Republic of Congo (DRC). This isthree times the number proposed in the Defence Review.Although these deployments provide excellent experiencefor the SANDF, it puts additional strain on a limited budg-et and particularly on the maintenance of facilities andequipment. This will have to be carefully managed duringthe year.

The renewal of main equipment for the Air Force andNavy is proceeding well and will continue during this year.The operationalisation of these systems is a major chal-lenge facing the DOD over the next number of years.

The Human Resources Strategy 2010 will continue to beimplemented during this year, with the advantage of not

only rejuvenating the HR component of the DOD, but alsoproviding additional employment opportunities for youngpeople. The continued absence of an exit mechanism is,however, hampering this process.

The main challenge facing the DOD in the immediatefuture is the expansion of responsibilities without a pro-portionate increase in funds. Examples of these responsi-bilities are the proliferation of Memoranda ofUnderstanding (MOU), growing involvement in peace -support operations, NEPAD initiatives, regional securitystructures and other agreements that need to be servicedat a cost. In order to focus on its priorities, the DOD willcontinue with the phased withdrawal from internal rolessuch as routine deployments in support to the SouthAfrican Police Service (SAPS). This will eventuallyrelease funds, which can then be redirected to other prior-ities.

This plan reflects the strategy and objectives necessary toensure that the SANDF remains a valuable instrument ofState and continues to contribute fully towards theachievement of Government's domestic and foreign policyobjectives.

(S. NYANDA)CHIEF OF THE SOUTH AFRICAN NATIONALDEFENCE FORCE: GENERAL

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

Strategic Business Plan FY2004/05 to 2006/07 1

Chapter 1

INTRODUCTION

The basis of the strategic business plan of theDepartment of Defence (DOD) is the strategic guidelinesemanating from the Cabinet Makgotla, Parliament, theprevailing strategic environment, and priorities identifiedby the the Minister of Defence and the clusters(International Relations, Peace and Security - IRPS,Justice, Crime Prevention and Safety - JCPS, andGovernance and Administration - G & A). The opera-tionalisation of those guidelines depends largely on thebudget allocation for the DOD over the Medium-termExpenditure Framework (MTEF) period.

Given the complex and contingency-driven nature of thedefence function, it is always a daunting task to crediblyand realistically predict the future for which the DOD hasto prepare. It is against this background that the constitu-tional obligations of the DOD, particularly the SouthAfrican National Defence Force (SANDF), and the guide-lines captured in the Defence Review (1998) are consis-tently used to determine whether or not the DOD is capa-ble of delivering on its mandate. Furthermore, the DOD isconstantly confronted with a dual challenge of extremelyhigh prices and extended planning periods (usually thirtyyears) required for capital acquisition of modern weaponsystems. It is therefore critically important that there is apredictable budgetary allocation to the Department, whichwill be sufficient for sustainment of the SANDF forces.While the DOD currently operates in a 'peacetime' mode,it has to be prepared to launch successful and sustain-able operations when ordered to do so. Full funding of allordered operations is absolutely vital if the SANDF's long-term sustainability is not going to be eroded to fund cur-rent operations e.g. peace-support operations.

MANDATE OF THE DEPARTMENT OFDEFENCE (DOD)

The Constitution, the Defence Act, the White Paper onDefence and the Defence Review mandate the DOD.These statutes and policies guide the execution of thedefence function of the DOD.

STRATEGIC PROFILE AND DEFENCE OBJECTIVES

VISION

The Department of Defence ensures, in accordance with the Constitution, effectivedefence for a democratic South Africa, enhancing national, regional and global securitythrough balanced, modern, affordable and technologically advanced defence capabilities.

MISSION

To provide, manage, prepare and employdefence capabilities commensurate with theneeds of South Africa, as regulated by theConstitution, national legislation, and parliamentary and executive direction.

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 isessential to maintain a broad national con-sensus on the defence needs of SouthAfrica to ensure that the SANDF is organ-ised, equipped, prepared and funded inaccordance with these needs. Excellent Strategic Direction. Thedefence needs of South Africa must beinterpreted accurately by the DOD. DODpolicy, strategic and business plans are tobe drawn up to ensure effective, economi-cal and efficient allocation and control ofresources.Excellent Resource Management. TheDOD's scarce resources are to be man-aged in the most productive and economi-cal manner. The Department is to get themost out of every person and cent allocat-ed to defence.

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Effective Combat Forces and SupportForces. The DOD's combat and supportforces are to be prepared for rapid andeffective response to the possible defencecontingencies. This entails good training,high morale and mission-ready units.Professionalism in the Conduct ofOperations. The professionalism of theDOD's combat-ready units is to beenhanced by good command and control,doctrine, tactics and appropriate techno-logy. The DOD's forces are to be welltrained for conventional operations as wellas for approved operations other than war(OOTW) in support of other Statedepartments.Successful Implementation of theTransformation Process. Successfultransformation of the DOD is essential toensure alignment between the DOD andGovernment policy on civil-military rela-tions, transparency, representivity, Stateexpenditure and national security.

DEFENCE OUTCOMES1

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

"Effective defence for a democratic South Africa."

This outcome enhances national, regional and globalsecurity, through the existence of defence capabilities thatare balanced, modern, affordable and technologicallyadvanced.

MINISTER OF DEFENCE'S OUTCOMES

The Minister of Defence is responsible for the followingoutcomes in order to ensure that the Department'smission is achieved:

Defence Against Aggression. Success-ful defence of South Africa's sovereigntyand territorial integrity against potentialexternal military aggression or threat.Promoting Peace and Security.External deployment of forces thatenhances regional stability.Support to the People. Support to otherdepartments when requested, therebycontributing to the protection and well-being of the country's people andresources.

MINISTER OF DEFENCE'S PRIORITIES

The Minister of Defence has identified the following aspriorities for FY2004/05:

To provide support for Government'sdiplomatic drive/initiatives in Africa.To promote regional security in the form ofpeace missions, including post-conflictreconstruction.To restore and maintain the conventionaldefence capabilities of the SANDF.To systematically reduce the SANDF'sroutine internal deployments to zero by1 April 2009.The following critical challenges in HumanResource (HR) Strategy 2010 must begiven priority:

Determine the size and the compositionof the required intakes, to ensure thatGovernment's objectives with respect topeace-support operations are achieved,and the conventional reserves are suffi-ciently provided to ensure continuity intheir ranks.Rejuvenate the SANDF HR composition. Implement the new way that membersserve in the SANDF. The "One Force Concept" must be usedfor force development and force employ-ment to adequately resource and utiliseboth the regulars and reserves. Right-size the DOD.

ALIGNMENT WITH CABINET PRIORITIES

The DOD is a member of three groups of Governmentdepartments referred to as clusters, each headed by anInter-ministerial Committee. The clusters to which theDOD belongs are the Justice, Crime Prevention andSafety (JCPS) Cluster, the International Relations, Peaceand Security (IRPS) Cluster and the Governance andAdministration (G & A) Cluster. The DOD's Strategic Plantherefore makes provision to meet its own objectives andto contribute towards the achievement of the priorities ofthe clusters to which it belongs.

STRATEGIC FOCUS

Over the next decade the DOD will focus on acquiring the optimal level of competencies, technology and organi-sational structure as allowed for by the MTEF allocation. Over the medium term, the strategic focus of the DOD will be

to create an affordable and sustainable force

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."


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design and structure; to introduce the new weapon systems intooperation, bearing in mind the challengesposed by its cost and complexity; to meet the DOD's approved and funded obli-gations;to provide support for Government's diplomaticinitiatives in Africa;to promote regional security in the form ofpeace missions, including post-conflict recon-struction; andto systematically reduce the SANDF's internaldeployments to be completed by 1 April 2009.

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

STRATEGIC OBJECTIVES

During the transformation of the DOD, success in the fol-lowing strategic objectives were identified as being criticalto the 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 reduc-tion of the cost of DOD processes as well asthe accounting thereof.The assurance of the continuous qualityimprovement of people in the DOD.The assurance of quality command and man-agement information in the DOD.The assurance of continuous quality improve-ment of 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.

FUNCTIONS OF THE SECRETARY FORDEFENCE

In terms of section 8 of the Defence Act, (Act 42 of 2002),the Secretary for Defence in his capacity as the Head of

Department, the Accounting Officer for the Departmentand the Principal Departmental Adviser to the Minister ofDefence on defence policy matters, is responsible for:

Advising the Minister on any matter referred tothe Secretary for Defence by the Minister.Performing any function entrusted by theMinister to the Secretary for Defence, in partic-ular those necessary or expedient to enhancecivil control by

Parliament over the DOD;parliamentary committees having over-sight over the DOD; and the Minister over the DOD.

Providing the SANDF with comprehensiveinstructions regarding exercise of any powerdelegated or the performance of any dutyassigned to members by the Secretary forDefence as Head of Department andAccounting Officer of the DOD. Monitoring compliance with policies and direc-tions issued by the Minister of Defence to theSANDF and reporting thereon to the Minister.Ensuring discipline of, administrative controlover and management of employees, includingeffective utilisation and training.Instituting departmental investigations as maybe provided for in law.Ensuring an efficient and effective department,administered within the prescripts of the lawand Government policy.

FUNCTIONS OF THE CHIEF OF THESANDF

In terms of Section 14 of the Defence Act (Act 42 of2002) the Chief of the SA National Defence Force

is the principle adviser to the Minister on anymilitary, operational and administrative matterwithin the competence of the Chief of the SANational Defence 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 mili-tary policy and doctrines;must execute his command by issuing orders,directives and instructions, and by giving com-mands;is responsible for the direct management and


Chapter 1

administration of the Defence Force in aneffective way, including the effective utilisationand the education, training and development ofall members of the Defence Force, andemployees of the Department where sorequired by the Secretary for Defence;is responsible for the execution of approvedprogrammes of the budget for the DefenceForce;must supply the Secretary for Defence withsuch information with regard to the DefenceForce as may be requested by the Secretaryfor Defence;is responsible for the deployment of theDefence Force in accordance with an authori-sation in terms of section 201(20 of the Con-stitution and section 18 (1) of the Defence Act;is responsible for the training of members ofthe Defence Force to act in accordance withthe Constitution and the law, including custom-ary international law and international agree-ments binding on the Republic;must conduct appropriate military operations indefence of South Africa, its citizens and inter-ests; andmust conduct operations other than war in sup-port of other relevant and approved nationalgoals and objectives.

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

To meet all scheduled and ordered defencecommitments as specified in the DOD StrategicBusiness Plan.To ensure that the defence capabilities asspecified in the DOD Strategic Business Planfor FY2004/05 are contingency ready andcost-effective subject to the constraintsimposed by the Defence Vote for FY2004/05and its medium-term projection.To ensure, in accordance with the provisions ofthe Constitution, the Public FinanceManagement Act (Act 1 of 1999) (PFMA) andTreasury Regulations (TR), that

the system of financial management andinternal control established for the DODis carried out within the SANDF;the resources of the SANDF are usedefficiently, effectively, economically andtransparently;

the management and safeguarding ofassets within the SANDF receives priori-ty; andover- and under-spending and unautho-rised, irregular, fruitless and wastefulexpenditure do not occur.

FUNCTIONS OF THE SANDF

The Constitution of the Republic of South Africa, (Act 108of 1996) provides that the Defence Force may bedeployed for service in

the defence of the Republic for the protectionof its 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 serv-ices;the upholding of law and order in the Republicin co-operation with the South African PoliceService (SAPS), under circumstances set outin law, where the SAPS is unable to maintainlaw and order on its own; andsupport of any department of State for the pur-pose of socio-economic upliftment.

The SANDF is supported in the execution of its 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) asdiscussed in the next chapter and also conducts opera-tions inside and outside the borders of South Africa. Theperformance of the DOD in accordance with its plans willbe measured quarterly as well as annually against per-formance measures developed by the services and divi-sions. The Inspector General of the DOD conducts regu-lar audits in order to verify the results achieved. Theoverall outputs of the DOD, primarily through the SANDF,can be categorised as primary outputs and secondaryoutputs. The outputs of individual divisions and servicesare described in their respective strategic business plansas indicated from Chapters 4 to 11.

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

Defence commitments which include

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".


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operations that are ongoing in nature,and for which plans and financial provi-sion can be made in advance; operations that must be executed duringthe year and, if unforeseeable, for whichno provision has been made; andjoint and multinational exercises requiredto prepare 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 forGovernment departments.Administering the National Key Points Act.The National Codification Bureau.Defence Diplomacy. To achieve a reasonablelevel of Defence Diplomacy through thefollowing:

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. Activeparticipation in the defence structures ofthe United Nations (UN), the AfricanUnion (AU) and the Southern AfricanDevelopment Community (SADC).

International obligations. The honouring of theinternational obligations of the DOD accordingto international agreements such as:

Search-and-rescue operations.Hydrography.

Defence-related policy advice.Ministerial services.

DEFENCE PROGRAMMES

The outputs of the DOD are executed through the follow-ing Programmes:

Defence AdministrationLandward DefenceAir DefenceMaritime DefenceMilitary Health ServiceDefence IntelligenceJoint SupportCommand and Control Special Defence Account

AFFORDABILITY AND SUSTAINABILITY

The mandate of the DOD, as already indicated, derives

from the Constitution, national legislation, the WhitePaper on Defence and the Defence Review. All thesepolicy documents stipulate what is expected of the DODand specifically the SANDF. While the Constitution statesthat the SANDF should, inter alia, defend and protect theRepublic, its territorial integrity and its people, the WhitePaper on Defence recognised the fact that "South Africais expected to play an active role in the regional defenceco-operation and peace-support operations in Africa."The predicted role in peace-support operations has faroutstripped the originally anticipated level of involvement.Thus, the DOD has had to continuously balance the dualresponsibility of preparing for defending the country andits people, while at the same time increasingly gettinginvolved in peace-support operations. Since the guide-lines provided by the Defence Review could not be afford-ed, the DOD has made every effort to reprioritise its busi-ness in order to stay within the budget allocation.However, this has adversely affected the ability of theSANDF to maintain and sustain certain capabilities due tobudget constraints.

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

patriotism;loyalty;human dignity;professionalism;integrity;leadership; andaccountability.

Codes of Conduct. Codes of conduct were developedand signed by all members, civilian and military, of theDOD in 2000. These codes are a self-regulating mecha-nism and if adhered to, will have a markedly positiveeffect on the conduct of the DOD's members.

Unit Cohesion. The SANDF uses numerous symbolsand practices to bind the members of the organisation toits vision, mission and objectives. Part of the transforma-tion process has been the implementation of new rankinsignia, dress regulations and unit badges, supplement-ed by cultural and gender awareness programmes to


Chapter 2

CORPORATE STRATEGY

INTRODUCTION

The primary aim of the DOD corporate strategy is toestablish a corporate strategic intent for the execution ofthe DOD's core business, which is to provide effectivedefence for a democratic South Africa. The Department'scorporate strategy is based on the military strategy, andsupported by the business strategy. The military strategyhas three main sub-strategies, namely, the 'provide forcesstrategy', 'employ forces strategy', and the 'force supportstrategy'.

BUSINESS STRATEGY

The aim of the DOD business 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 business strategy of the DOD consists of thosestrategies, plans and measures taken to ensure

that the military forces are properly supported,equipped, maintained and administered whilstin barracks and when deployed on missions ofany nature;alignment with the policies and priorities ofGovernment in respect of governance andadministration; the economic, effective and efficient utilisationof resources and to improve accountability; and the continuous improvement of the quality ofDOD personnel, equipment and facilities.

The business strategy therefore enables the execution ofthe military strategy and its sub-strategies. The varioussubstrategies of the business strategy will be promulgatedand implemented during FY2004/05. One of the promi-nent substrategies is the DOD Human Resource (HR)Strategy 2010.

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, which areeffectively, efficiently and economically managed andadministered.

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

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

THE MILITARY STRATEGY

BACKGROUND

The military strategy of South Africa is derived from theConstitution, the Defence Review, the White Paper onDefence and the National Security Strategy of the


Chapter 2

Government. The national security strategy is derivedfrom implied national interests, the objectives of Clusters,which include the New Partnership for Africa's Develop-ment (NEPAD). The need to actively promote peace andsecurity in the region is therefore a key tenet of theGovernment's security strategy, which directs the DODstrategy.

MILITARY STRATEGIC OBJECTIVES

The military strategic objectives are the ends that are tobe achieved by the SANDF. The objectives are not priori-tised and cover the full range of military and other orderedcommitments. The objectives are as follows:

Defence Against Aggression. The provisionof self-defence in accordance with internationallaw against any external threat of aggression,which endangers the stability of South Africa.Promoting Security. The provision of externaldeployment or support to enhance security insupport of decisions by the executive. Supporting the People of South Africa.Supporting the population of South Africa inoperations and activities other than war, whenthe responsible State departments do not haveadequate capacity to do so.

MILITARY STRATEGIC CONCEPTS

The military strategic concepts describe the ways to befollowed to meet the military strategic objectives. TheSANDF will use a mission-based approach to achieve themilitary strategic objectives of the DOD. This approachuses wartime and peacetime missions to direct thepeacetime strategy for force preparation and to guide jointand combined force preparation and force employmentfor incidences 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 toperform the tasks necessary to accomplish itsmissions. Mission-Trained Force. A force prepared andsupported to execute identified missions (withinthe parameters of the selective engagementconcept).

Selective Engagement. The concept of selec-tive engagement indicates that the SANDFwill execute all the prescribed missions, butwill be selective in terms of the extent to whichoperations and tasks, emanating from thesemissions, will be performed. This conceptimplies that calculated risks will have to betaken. The Chief of the SANDF will advise theNational Executive (the President andCabinet), who ultimately decides on the extentof the operations.Strategic Positioning. The SANDF is willingto proactively establish a sound security envi-ronment, supported by influencing political andmilitary foreign relations actions, and the pre-placement of appropriate military capabilities.

MILITARY STRATEGIC CAPABILITIES

The capabilities of the SANDF constitute the means ofthe military strategy. The capabilities consist of the follow-ing strategic capabilities:

C4I3RS (command and control, communica-tions, computers, information, intelligence,infrastructure, reconnaissance and surveil-lance) 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, inthis context, is defined as "an exposure to danger owingto the impact of the onslaught on the security of SouthAfrica, and the probability of the onslaught being encoun-tered by South Africa". The missions have been groupedinto three priority classes. They reflect the tasks that areimportant to the DOD and Government at present. Themissions are subject to constant review. The priorityclasses reflect the priorities for force preparation. Themissions envisaged for the next ten years are indicated inTable 2.1 below:

Promoting SecuritySupport military foreign relations

Defence against an information onslaught

Supporting the People of South AfricaMaritime support

Borderline control

Co-operation with the South African Police Service

Defence Against AggressionShow of Force

Pre-emptive operations (within the limits of international lawregulating the use of force)

Table 2.1 Possible SANDF Missions: 2004-2014


Chapter 2

THE MILITARY STRATEGY IN CONTEXT

The logic of the military strategy is depicted in Figure 2.1 below.

Promoting SecurityInternational, continental or regional peace-support opera-tions including observers,peacekeeping, peacemaking,peace-building and peace-enforcement and humanitari-an intervention, search andrescue, disasterrelief andhumanitarian assistance

Supporting the People of South AfricaSearch and rescue

Disaster-relief and humanitarian assistance

Support to government departments

Air transport for diplomatic commitments

Presidential tasks

Presidential health support

Maintenance of health status of members of the SANDF

Defence Against AggressionRepelling of conventional onslaught

Repelling of unconventional onslaught

Repelling of non-conventional onslaught

Defence against an information onslaught

Defence against a biological and/or chemical onslaught

Special operations

Protection of foreign assets

Constitution

ConstitutionalImperative

ExecutiveExpectations

Defence AgainstAggression

Supporting thePeople of SA

PromotingSecurity

MILITARY STRATEGIC OBJECTIVES

MISSIONS

IMPLEMENTATIONMILITARY STRATEGIC CONCEPTS

MILITARY STRATEGIC CAPABILITIES(Ways)

(Ends)

Mission-trainedForce

Mission-essentialTraining

SelectiveEngagement

StrategicPositioning

Mission-Based Approach

Multi-rolePreparation

Reserve Force

Skills-basedCapability

Light Mobile

C4I3RS

ConventionalWarfare

Support(Means)

Figure 2.1 Military Strategy in Context


Chapter 2

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 mili-tary strategic objectives, the military strategic conceptsand the military strategic capabilities are not to be seenas separate parts of the military strategy, but as an inte-grated whole. The integration takes place through theimplementation of the military strategy by means of themulti-role employment approach. Each of the entitiesshould not be viewed as being the basis of separate forcestructures, but should be seen in an integrated fashion.

with new challenges and opportunities, which necessi-tates a new approach to sub-regional defence. TheNEPAD will challenge the SANDF to contribute to thesuccess of these initiatives. The Force EmploymentStrategy aims to guide the SANDF on the conduct ofoperations in this new environment.

Regional Priorities. The sub-region is the focus of theSANDF with specific countries identified as key partnersto enhance peace and prosperity in the region. TheSANDF must contribute to the successful execution ofthe NEPAD, as its first priority and be guided by theapproved objectives and priorities of the IRPS Cluster, inrespect of other priorities. This, however, does not pre-clude the SANDF becoming involved in countries outsidethe sub-region.

POSSIBLE CHANGES IN EMPHASISOF MISSION PRIORITIES OVER TIME

DEFENCE AGAINST AGGRESSION

PROMOTE SECURITY

SUPPORT THE PEOPLE

TIME

MISSION

PRIORITY

Figure 2.2 Possible Changes in Emphasis ofMission Priorities Over Time

The current emphasis is on the military strategic objective'Support to the People'. Over time the emphasis shouldchange to 'Defence Against Aggression', eg as a result ofdiminished internal commitments. 'Promote Security' willduring the foreseeable time stay at the same intensitywhilst 'Support to the People' should decline over time,particularly in terms of routine co-operation with the SAPSand borderline control.

FORCE EMPLOYMENT STRATEGY

Overview. In contrast with its previous isolation, theSANDF now forms part of a larger defence community

Approach to Force Employment.The SANDF force employment strat-egy, which will be executed in threestages, is based on the following:

A multinational approachaimed at the establish-ment, structuring, staffing,equipping, operating,exercising, sustaining andempowering of sub-regional structures to fos-ter security.An interdepartmentalapproach with the focuson improving co-operation.A phased approach thatendeavours to change thefocus over time from'Supporting the People' to'Promoting Security'. Theaim being to foster anenvironment of stabilityand security in the regionto reduce the possibility ofhaving to 'Defend againstAggression'.

All the above-mentioned approaches will be executedwith a joint and/or multinational mission-trained task forcecomprising capabilities of all the services and divisionseither 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 sub-region to ensure effective multina-tional operations. Interoperability should therefore beaddressed as a priority.


Chapter 2

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 costsincurred cannot be fully justified and would in fact poten-tially be a fruitless expenditure. This principle has beenrecognised in both the Defence Review and the militarystrategy.

Currently, before committing forces for a general war, it isassumed that there will be a period of readiness prepara-tion time (RPT) within a possibly longer political / militarywarning time. Large, fully trained, equipped and mannedready standing forces are deemed unnecessary. Armedforces are therefore split into three categories:

Immediate forces for unexpected or suddencrises requiring a quick response.Medium-term forces where a crisis is eitherforeseen (and there is sufficient warning timeto mobilise reserves) or where a crisis hasescalated. Long-term forces that would only be fullymobilised in the event of a war of national sur-vival.

This approach is illustrated in Figure 2.3 below. It will benoticed that the bulk of the forces are Reserve Force andthat only a portion of the Regular Force is within theImmediate Forces category. Forces that are currentlydeployed or are preparing to deploy on a mission or areresting after a mission, are drawn from the ImmediateForces pool.

LONG-TERM FORCE MEDIUM-TERM FORCE IMMEDIATE FORCE

MILITARY READINESS STATE SYSTEM

LOW

FOR

CE

LEVE

LS

READINESS TO DEPLOY HIGH

LONG-TERMRESERVES

RESERVE FORCE

REGULAR FORCE

The approach above informs the Force PreparationStrategy which aims to prepare the force required toexecute the military strategy in an efficient andeffective manner. Chief of Joint Operations speci-fies, on behalf of the Chief of the SANDF, the readi-ness states and force levels of the immediate forces.

FORCE RENEWAL

The renewal of the SANDF resources, both materiéland human, is detailed in the following plans:

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

Financial and other constraints necessitate extend-ing force renewal over a relatively long period. Thisis entirely acceptable in the light of the number andnature of the missions foreseen for the SANDF inthe short to medium term. The long-term sustain-ability of the SANDF will be maintained by restruc-turing the force in order to ensure that scarce re-sources are not inappropriately utilised whilst retain-ing the capability to expand in times of need and tomeet current and foreseen future commitments.

Figure 2.3 Military Readiness State System


Chapter 3

ORGANISATIONAL MANAGEMENT

INTRODUCTION

Following the completion of the Department of Defence’s(DOD) formal transformation process on 1 April 1999, theDOD embarked on a comprehensive restructuring pro-gramme. This programme was to enforce the transforma-tion and design principles developed during the transfor-mation and re-engineering period. Transformation envis-aged a future DOD organisation structure and post estab-lishment functioning within the following macro-designconcepts:

The Ministry of Defence (MOD) as an integrat-ed head office and headquarters.Task forces as intermediate level temporaryforce employment structures under task forcecommanders.Type formations as intermediate level forcestructures under formation commanders.Support formations as intermediate level forcesupport structures under support formationcommanders.Bases at unit level providing supporting struc-tures for units and MOD offices in a specificgeographical area.Combat and supporting units.

Regionally decentralised offices as extensionoffices of the MOD and staff divisions.Service Centres.

In March 1999, the Minister of Defence approved, in prin-ciple, the creation of a staff establishment of 70 000 per-manent and 17 000 review posts. Restructuring projectswere completed in 2001 and only the Air Force andHuman Resources (HR) Support Centre are still underreview. A structural audit during 2001 revealed shortcom-ings with regard to the compliance of certain structureswith the transformation and design principles, particularlythe lack of the required organisational capacity necessaryto enable the Secretary for Defence to fulfil his statutoryobligations as Head of Department and AccountingOfficer. To comply with the requirements of the PublicFinance Management Act (PFMA) the DOD structure wasrevised and now provides for a Chief Financial Officer(CFO).

POST STRUCTURE

The planned macro personnel strength for FY 2004/05 is74 599, while a strength of 72 131 and 69 969 is respec-tively projected at the beginning of FY 2005/06 and

Group

Regular Force

PSAP

Sub-total

Regular Force

PSAP

Sub-total

Authorised Posts15 Jan 04

2 520

2 111

4 631

1626

173

1 799

Programme

Defence Administration

Command and Control (Joint Operations)

Table 3.1 Authorised Posts and Actual Strength for Regular Force Members and Public Service ActPersonnel (PSAP)

Actual Strength15 Jan 04

2 133

1 599

3 732

1188

88

1 276


Chapter 3

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 ForcePSAPTotal

Authorised Posts15 Jan 04

31 993

7 319

39 312

10 135

2 499

12 634

4 956

3 100

8 056

7 244

1 985

9 229

1 561

361

1 922

10 102

6 356

16 458

70 13723 90494 041

Programme

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 04

28 159

5 260

33 419

8 309

1 954

10 263

4 376

1 799

6 175

5 596

1 864

7 460

574

97

671

8 879

2 936

11 815

59 21415 59774 811

FY 2006/07. This personnel reduction is in line with anenvisaged personnel strength of 70 000 members statedin the Defence Review (April 1998). These plannedmacro personnel figures do not include inter-departmentaltransfers to other departments in terms of the PublicService's Transformation and Restructuring Programme.

Table 3.1 above indicates the strength of authorised postsand the actual Regular Force and Public Service ActPersonnel (PSAP) strength as on 15 January 2004. Thedynamic evolvement of the force design and force struc-ture will, however, influence the final number of posts.

The broad aim remains to reduce the authorised postsand full-time component human resources strength to 70000. In addition, the envisaged measures to rejuvenatethe SANDF's human resources with specific reference to

an increase in the size of the Military Skills DevelopmentSystem component, the implementation of a mobility/exitmechanism and the migration of Regular Force memberstowards the new service system dispensation will requirereplanning during the MTEF period. Approval will, howev-er, first have to be granted for the implementation of theabove measures.

FORCE STRUCTURE AND DESIGN

FORCE STRUCTURE

Overview. The DOD is a large, complex organisation andis constantly reviewing its force design and structure inorder to ensure alignment between the Department'sobjectives, the budget allocation, ordered commitmentsand likely missions.


Chapter 3

Ministry of Defence

Deputy Minister of Defence

SA Military Health Service

SA Army

SA Navy DefenceIntelligence

Division

SA Air Force

Policy andPlanningDivision

Acquisition and Procurement Division

DefenceInspectorate

Equal Opportunities Chief Directorate

FinancialManagement

Division

Minister of Defence

South African National Defence Force

Chief of the SANDF

Corporate StaffDivision

Joint SupportDivision

Joint OperationsDivision

Defence Secretariat

Secretary for Defence

Figure 3.1 Organisational Structure of Department of Defence

The services and divisions are composed of force struc-ture elements (FSE) of varying sizes and types. Anongoing process of closing and establishing FSEs takesplace as the DOD adjusts to changes in the environment

and strives to do its business as economically as possi-ble. Table 3. 2 below, shows the planned changes in thenumber of FSEs over the MTEF period.

Status at endof FY2003/04

18

22

339

86

42

36

9

132

682

2004/0518

16

339

75

39

37

9

136

669

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

Total

Table 3.2 Department of Defence Force Structure Planning: Planned Status at the End of theFY2004/05 to FY2006/07

2005/0618

16

280

75

38

37

9

136

609

2006/0718

16

229

74

33

37

9

114

530

Planned Status at the end of the FinancialYear (No of FSEs)


Chapter 3

FORCE DESIGN AND ITS 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 militarytechnical detail, the design is determined largely by deci-sions regarding three parameters, namely

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

The force design of the SANDF is therefore needs-driven,but cost-constrained. Whilst the DOD strives to producea force design representing the best defence value formoney within the selected parameters, it may not be pos-sible to ensure the capabilities for a required level ofdefence within a restrictive budget. The resulting imbal-ance or inadequacy in defence capability represents arisk to the country, which must either be accepted orreduced by other means. Throughout the process there isthus interplay between political judgement and militaryexpertise.

FORCE DESIGN OPTIONS

The DOD developed various force design options, reflect-ing different permutations in the level of defence, defenceposture and cost, for public consideration during the con-sultative conferences of the Defence Review. Fouroptions were presented to the parliamentary defencecommittees and Cabinet and were discussed in detail.Option One, as set out in the Defence Review, wasapproved, subject to available finances.

The approval of a force design by the ParliamentaryDefence Committee, Cabinet or Parliament does not con-stitute blanket approval for all implied capital projects oran immutable contract in terms of the exact numbers andtypes of equipment. At best, it constitutes approval inprinciple for the maintenance of the specified capabilitiesat an approximate level. The affordability of the forcedesign, which is central to its implementation, is subject tocertain assumptions and qualifications. The long-termsustainability of the design requires a continuous invest-ment in the periodic upgrading and replacement of

equipment. The costing of the design thus incorporatesannualised upgrade and replacement costs over the life-span of the equipment. This is based on realistic assump-tions, under present conditions, of the anticipated life-span and cost of such equipment. Since the lifespan ofmajor equipment is measured in decades and manyreplacement projects will commence many years hence, itis impossible to predict with absolute accuracy the actualannualised cost of equipment.

The assumption was made during the Defence Reviewthat the imbalance in the so-called "tooth-to-tail ratio" ofthe SANDF would be corrected by the transformationprocess (including the force restructuring initiated in2002), thus releasing a greater portion of the budget forcombat capabilities. The transformation process has notyet been completed, in part owing to the lack of anacceptable exit mechanism. The ratio on which the calcu-lations are based is an estimate of the anticipated resultof transformation.

In the Defence Review it was stated "The processes and assumptions on which theforce design is based will be reviewed in suc-cessive planning cycles. This is bound to pro-duce new insights that will require a periodicrevision of the force design. The planningassumptions also reflect perceptions of thegeopolitical environment, which will inevitablychange. While no major discontinuities areanticipated, even gradual, relatively orderlychange will require adjustments to defenceplanning on a continuous basis."

The process of reviewing the force design approved inthe Defence Review commenced in 1998 as a result ofthe DOD's budget constraints and subsequently severalchanges have been made to the force designs of theservices in order to ensure that the SANDF is able to exe-cute its allocated tasks within budget whilst ensuring thecapability to meet future challenges. The force designthus reflects a dynamic environment and is itself dynamic.It represents the best present indication of the type andscale of defence capabilities that South Africa shouldestablish and maintain, but its future orientation makesdeviations inevitable.


Chapter 4

DEFENCE ADMINISTRATION

PURPOSE

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

FINANCIAL RESOURCES

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

2004/05(R 000)

791

643

12 042

5 534

6 281

49 938

Objective/Sub-programme

Minister's Office

Deputy Minister's Office

Political Direction. To provide political direction to the DOD. This ensures the democratic defence of South Africa by the exe-cution of the required defence commitments and providingappropriate defence capabilities

Departmental Direction. To provide departmental direction to the DOD to ensure the effective, efficient and proper conduct ofdefence activities in accordance with legislation and policy

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

Policy and Planning1. To advise on national security policy matters and co-ordinate the strategic direction process by devel-oping, formulating, monitoring and adapting defence policy, strat-egy and plans in accordance with national policy to enable theeffective, efficient and proper conduct of defence activities

Table 4.1 Defence Administration Programme: Allocation for FY 2004/05 to FY 2006/07

2005/06(R 000)

831

675

12 662

5 831

6 630

52 640

2006/07(R 000)

872

709

13382

6 161

7 000

55 559

1 In the ENE the Policy and Planning allocation includes the allocation to the following offices/elements: Corporate Staff; Strategy andPlanning; Chief Directorate HR Policy and Planning; Integrated Management Systems; Legal Support; and Research and Analysis.


Chapter 4

2004/05(R 000)

170 618

30 989

37 050

9 105

256 930

65 485

4 153

20 342

9 518

49 386

719 700

Objective/Subprogramme

Financial Services. To provide a cost-effective public finance service to the Minister of Defence, Secretary for Defence andthe Chief of the South African National Defence Force in accor-dance with the Public Finance Management Act, TreasuryRegulations and circulars

Departmental Acquisition and Procurement Services. To manage the DOD acquisition and procurement processes andpolicies

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 policy advice to the DOD

Human Resources Support Centre.2 To provide full human resources support services to the DOD. (Managed within JointSupport)

Legal Services. To provide professional, legitimate and deployable military legal services and support commensurate tothe needs of the DOD

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

Defence Corporate Communication. To provide defence communication policy, strategy and plans in accordance withDOD policy and national (Government Communication andInformation System - GCIS) policy and provide a centralised cor-porate communication capability, services and products in orderto enable effective, efficient, interactive two-way communicationbetween the DOD and its publics/stakeholders

Reserve Force Division. To direct the development and maintenance of the Reserve Force system, to provide specialistadvice on Reserve Force matters and to promote/market theReserves and the volunteer reserve system

Defence Foreign Relations. To provide the Chief of the SANDF with a foreign relations capability and services

Total

2005/06(R 000)

178 830

33 285

38 472

9 233

272 490

69 416

4 358

21 500

9 606

49 665

756 891

2006/07(R 000)

168 684

35 129

40 157

9 723

288 204

73 271

4 603

22 708

10 141

52 403

778 983

OUTPUTS

The main outputs of the Defence AdministrationProgramme for Government are defence policy advice,reports and general ministerial services. However, it also

2 In the ENE the HR Support allocation includes the allocation to the Equal Opportunities and Affirmative Action Office.

provides specific operational outputs for divisions andservices in the Department. The overall outputs of thisprogramme are reflected per sub-programme in Table 4.2below.


Chapter 4

Measure/IndicatorsThe degree to which defence policy advice to Government meetsrequirements

The degree to which the Department of Defence produces the outputsrequired by Government

The degree to which the Department of Defence complies with legislation,the policies and prescripts ofGovernment

Quality of defence advice

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

The degree to which the allocated budget has been expended asplanned

Quality of defence advice

Operational readiness of the SANDF

Success of ordered operations

Sustainability of the SANDF


Quality and accessibility of DOD policy, strategies and plans

The degree to which the services provided ensure that the DOD'sstructures are affordable, comply withpolicy and facilitate efficient andeffective defence

Degree of quality of HR Policy and Planning in the DOD

Quality (timeliness, appropriateness and relevance) of policy advice

Sub-programmePolitical Direction

Departmental Direction

SANDF Command and Control

Policy and Planning

Table 4.2 Defence Administration Programme - Output Details per Sub-programme for the YearEnding on 31 March 2005

TargetsDefence policy advice meets all Government'sexpectations full

Full compliance

Full compliance

Full client satisfaction

Full compliance with regulatory framework

High degree of effectiveness, efficien-cy and full expenditureof funds as planned

Timeous deployment of combat-ready SANDF

Full compliance with regulatory framework

75% of DOD members who should haveaccess, can accessDepartmental andGovernment policyelectronically

A high degree to which plans are enforceable

95% first-time ministerial approval ofproposed structures

Full compliance with national legislation inrespect of HR All posts in theDOD EQUATED by 31 March 07

95% of all advice is given before the original deadlines

OutputPolitical direction to the DOD

Defence policy advice to Government

Defence policy advice to the Minister of DefenceDepartmental direction to the DOD as directed bythe Minister of Defence

Strategic direction to the SANDF

Defence policy, strategies and plans

Structure management services

HR Policy and Planning for the DOD

Policy advice to the DOD


Chapter 4

Measure/IndicatorsThe degree to which direction provided to the Corporate StaffDivision ensures that CSANDF'sexpectations are met

The degree to which the corporate division policy advice meets therequirements of CSANDF

The degree to which Chief Director Strategy and Planning's objectivesand targets are achieved

The degree to which the DOD budget is controlled and expended

The degree to which financial serv-ices support is available to the DOD

The degree of compliance with legis-lation and Government prescripts


Cost of acquisition and procurement as a percentage of goods and servic-es purchased

The degree of compliance with legislation, Government policies andprescripts

The degree to which inspection and internal audit services are performedas planned

The degree to which DOD EO objectives and targets are achieved

The degree of the quality and availability of the human resourcessupport provided to the DOD

Sub-programmeCorporate Staff Office

Strategy and Planning Office

Financial Services

Acquisition Services

Inspection Services

Equal Opportunities andAffirmative Action(EO and AA)

Human Resources Support Centre

TargetsFull client satisfaction


Plans are completed as prescribed by theplanning cycle andinstructions

Full compliance. Estimate of expendi-ture by 30 June 04

Services provided as stipulated in serviceagreements with clients

Full compliance with financial requirementsin auditable books by30 May 2004

Full compliance with legislation. Refinedloss prevention plan by30 Apr 04. Upgradeddelegation system by31 December 2004

90% of purchase contracts in place ontime

90% of materials and services delivered asper specifications

Throughout the financial year

Reports given quarterly and on time

85% rate of human resource success interms of client (DOD)satisfaction and reduc-tion of labour relatedgrievances

OutputCorporate staff capability for CSANDF

Military strategy and planning capability,advice and services forCSANDF Budget management services for the DOD asdirected by theAccounting Officer (AO) Accounting services to the DOD as directed bythe AO

Services to ensure com-pliance with the PFMA

Acquisition and procure-ment capability and serv-ices for the DOD

Internal audit (perform-ance and regulatory) andanti-fraud servicesEqual Opportunities direction and policyadvice to the DOD

Comprehensive human resources support serv-ice for the DOD


Chapter 4

Measure/IndicatorsThe degree of the quality and avail-ability of the legal support provided

The degree to which DOD Chaplain General's targets are achieved

The degree to which the DOD's corporate communication policy,strategy and plans are aligned withand support DOD and national(GCIS) communication plans andpolicies

The degree to which the defence communication needs of the DODand its stakeholders are met

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

The degree to which DOD foreign relations targets are achieved

Sub-programmeLegal Services

Religious Services

Corporate Communication

Reserve Component

Defence Foreign Relations

TargetsAll required inputs are delivered on time andaccurately

90% of facilitated litigation must result inoptimum outcome forthe DOD

Full compliance with expectations of theentire DOD

Full compliance with DOD expectations andplanned targets

Full 24-hour service with high degree ofcredibility

High standard reaching 90% of the targetedpopulation

Full utilisation and promotion of Reservesin compliance withexpectations and to thesatisfaction of theCSANDF

Full compliance with the expectations of allmembers of the DODand a professionalimage perceived by allforeign visitors, militaryattaches and advisorcorps

OutputMilitary legal service capability and services

Religious policy advice and chaplain capabilityfor the SANDFStrategic direction in respect of corporatecommunication to theDOD by providingdefence communicationadvice, policy, strategyand plans in accordancewith DOD policy andnational GovernmentCommunication andInformation System(GCIS) communicationpolicy Corporate communica-tion capability, productsand services

Strategic direction to the development and main-tenance of the ReserveForce system by provid-ing specialist advice,policy, strategy plansand doctrine; promotion-al/marketing productsand servicesDefence foreign relations capability and servicesas directed by CSANDF

RISKS AND MITIGATING ACTIONS

Since the main purpose of this programme is to providesupport, it relies heavily on the availability of funds to pro-vide services and products. Thus, budget constraints

pose the single most critical challenge for the programme.Areas that could be significantly affected are those per-taining to the servicing of memoranda of understanding(MoUs) between South Africa and other countries, andthe renewal and sustainment of IT-based internal control


Chapter 4

systems for the management of finances, structure andpersonnel of the DOD. In order to mitigate the adverseeffects of budgetary constraints, a concerted effort hasbeen made to reprioritise and reschedule the servicing ofMoUs.

SERVICES TO BE SCALED DOWN, SUSPENDED OR ABOLISHED

There are no outputs or services to be scaled down, sus-

pended or abolished during FY 2004/05.

PERFORMANCE AND SERVICE DELIVERY IMPROVEMENT

The sub-programmes of the Defence AdministrationProgramme intend to improve their performance andservice delivery as indicated in Table 4.3 below.

Anticipated BenefitSynchrony with Government initiatives and implementa-tion within the DOD

Proactive approach to Government's feedbackrequirements

Framework for the imple-mentation of the militarystrategy will be in place

Maximum benefit for the country through proper serv-icing of bilateral and multi-lateral agreements

Improved planning and management capability atthe strategic and operationallevels will result in more effi-cient and effective defenceoutputs

Compliance with government initiatives andguidelines

All DOD activities accurately estimated

Prevent, identify and mitigate risks

ActivitiesAligning the depart-mental planning cyclewith that of Govern-ment in respect of theMedium-term StrategicFramework (MTSF)

Finalisation of DOD Corporate Strategy

Streamlining of multi-lateral and bilateralagreements and activi-ties in support of theDepartment of ForeignAffairs

Improve the DOD's strategic managementcapability

Strengthening planning and feedback mecha-nisms of the DOD

Ability to cost any type of activity in the DOD

Resource risk management

StatusOngoing

Compilation of the business strategyis still in process

Ongoing

Ongoing

Second strategic managementcourse scheduledfor early 2004

Ongoing

All enhancements on costing modelsand instruments tocontinue duringFY2004/05

Ongoing

Planned Management InterventionSynchronise DOD's strategic management processes withthose of Government Improve the information manage-ment system in the DOD

The business strategy which, together with the military strategy,constitutes the corporate strategymust be finalisedReprioritisation in line with IRPS cluster guidelinesCapacity building and competency enhancement of relevant role players

Improve the quality DOD's strategic management training onSANDF coursesBenchmark with best practice and develop appropriate training mate-rial and departmental manualsDevelop and present strategic management courses to seniorDOD personnelEnsuring total compliance with departmental plans and reports byaligning them with performanceagreementsFinalise development of a costing solution

Continue implementing the DOD's resource risk management system

Table 4.3 Performance and Service Delivery Improvement by the Defence Administration Programme


Chapter 4

Anticipated BenefitValue for money during transactions achieved

Implementation of Government policies withregard to preferential pro-curement for previously dis-advantaged groups

Reliable supply chain processes and improvedcash flow management byservices and divisions

Improved efficiency and effectiveness in resourceutilisation

Savings achieved through effective anti-fraud mechanisms

Internationally accepted standards of service delivery

Workforce that reflects the demographics of SouthAfrica in respect of race,gender and disability

Reliable framework for employment equity

Compliance with PFMA and Treasury Regulations

Improved accountability and better quality managementinformation

ActivitiesAcquisition and procurement policies

Fraud prevention and control

Compliance with the International StandardsOrganisation (ISO)

Monitor and enhance affirmative action (AA)and employment equi-ty in the DOD

Implementation of accrual accounting

Implementation of the new economic report-ing format

StatusOngoing

Continued imple-mentation

Ongoing

Ongoing

Ongoing

Ongoing

Planned Management InterventionStringent implementation of acqui-sition and procurement policies

Implement Anti-fraud Plan

Implementation of the ISO procedures in the DOD

Facilitate the review and alignment of all DOD policies and practicesin accordance with national legis-lation and policies

Acquiring of a DOD owned systemParticipation in National Treasury endeavours to acquire a new systemSubmit FY2005/06 MTEF budget in new format


Chapter 5

COMMAND AND CONTROL(JOINT OPERATIONS)

PURPOSE

To provide and maintain an operational command and control capability for the operational deployment of combat forces.

FINANCIAL RESOURCES

The Medium-term Expenditure Framework (MTEF) allocation to and estimates for the Command and Control Programme isshown in Table 5.1 below.

OUTPUTS1

The overall outputs of this programme are reflected per subprogramme in Table 5.2 below.

2004/05(R 000)108 324 306

135 367 788

700 000 001

275 173 652

1 218 865 747

Objectives

Command and Control

Spec Forces Bde HQ

Peace-support Operations

Conventional Operations

Total

Table 5.1 Command and Control Programme - Allocations for FY2004/05 to FY2006/07

2005/06(R 000)

118 207 959

138 940 036

500 000 001

264 607 302

1 021 755 298

2006/07(R 000)

140 869 565

141 360 185

500 000 001

270 173 652

1 052 403 403

1 NOTE. Those outputs, the publication of which is considered to be harmful to the interests of the Republic of South Africa, will not bepublished in this plan. They are contained in the DOD's classified Strategic Business Plan, which is subject to the scrutiny ofCabinet, the Joint Standing Committee on Defence, the National Treasury and the Auditor General.


Chapter 5

Measure/IndicatorsThe degree to which the DOD's policies, strategies and plans areimplemented in respect of commandand control matters

The degree to which all required inputs to DOD policies, Cabinet mem-oranda, strategies and plans are sub-mitted

The degree to which required support of Government initiatives is met


The degree to which ordered opera-tions are successfully executed

The degree to which joint and combined exercises are successfullycarried out

The degree to which the required combat-readiness states areachieved

The degree to which ordered opera-tions are successfully executed

The degree to which joint and combined exercises are successfullycarried out

Sub-programmeStrategic Direction

Command and Control

Special Operations

Peace-support Operations

TargetAll policies, strategies and plans are imple-mented as specified

All required inputs submitted on time andin accordance withrequirements

Support provided as required

Allocated funds expended as plannedand plans are executedwithin budget

Joint and combined exercises as containedin Table 5.3

As specified in the readiness schedules

Sustainment of the following operations:Operation MISTRAL.13 Staff officers/ military observers toMONUC

Operation MISTRAL. 147 Members in theSANDF specialisedcontingent (SANDF-SPECC) in MONUC,up to a maximum of152 Members currentlyauthorised

OutputStrategic direction to the command and controldefence programme

Command and control defence advice to theDOD

Command and control defence capabilities insupport of GovernmentinitiativesAllocation and manage-ment of command andcontrol defenceresources One joint operations divisional headquartersOne joint operational headquartersNine tactical headquartersCombat-ready and sup-ported Special Forces

Temporary task force headquarters as requiredOrdered operations

Table 5.2 Command and Control Programme - Output Details Per Sub-programme for the YearEnding 31 March 2005.

Measurable objective: Defend and protect South Africa through the command and control of allordered operations by the Defence Force as directed by Government


Chapter 5

Measure/Indicators

The degree of adherence to time frames

The degree of satisfaction with services provided

Sub-programme

Conventional Operations

TargetOperation MISTRAL1,253 Members of the SouthAfrican Task Force at Kindu aspart of MONUC Phase III

Operation FIBRE1 600 Members of the SouthAfrican Contingent to theAfrican Mission in Burundi(AMIB)

Operation ESPRESSO Maximum of 15 membersdeployed in Ethiopia and Eritreaas part of the AU LiaisonMission (OLMEE) and UnitedNations Mission (UNMEE)

Regular Force companies and Reserve Forceplatoons deployed as per service agreement

Sustainment of the following operations:

Operation INTEXOOperation STIPPEROperation HUMAN

Output

Military support to the SAPS

DateFeb 04

Feb 06

Jun 04

Jun 05

Jun 06

Sep - Oct 04

Sep - Oct 05

Sep - Oct 06

Exercise and TypeVANTAGE. Aimed at exercising jointly all SANDFcommand and control capabilities

SEA EAGLE/RED LION. To determine the operationalcapability of the SAN

GOLDEN EAGLE. To determine the operationalcapabilities of the SAAF andto enhance combat readinessfor certain operational contin-gencies

Table 5.3 Planned Joint and Multi-national Exercises FY2004/05

Strategic Objectives and MissionsObjective. Defence against aggression

Missions. Repelling conventional onslaught

Objective. Defence against aggression

Missions. Pre-emptive operations Repelling of conventional onslaughtProtection of foreign assets


Missions. Repelling of conventional onslaught Pre-emptive operations Show of force

Services InvolvedSA Army

SAAF

SAN

SAMHS

SAN

SAAF

SAMHS

SAAF

SA Army

SAMHS

SAN


Chapter 5

DateSep - Oct 04

Sep - Oct 06

Aug 06

Aug 07

Apr - May 04

April - May 06

May 04

May 05

May 06

Jun 04

Jun 06

Aug 04

Aug 06

2005 and 2007 (datesnot fixed yet)

Apr 05

Apr 06

Jun 05

Jun 06

Oct 05

Oct 06

Oct 07

Exercise and TypeINDLOVU. Aimed at exercis-ing jointly all SANDF conven-tional operations capabilities.(Ex GOLDEN EAGLE, IRONEAGLE and SEA EAGLE arepart of this exercise)

WAYSIDE. To exercise Chemical and BiologicalWarfare (CBW) capabilities inthe SANDF

BEGUM (SF). To do hostage- release training, emphasis onensuring combined executionof hostage release betweenJordanian Spec Forces andRSA Spec Forces

ENDEAVOR. Partnership for Peace (PFP) Communicationsand Information systems (CIS)technical demonstration(EUCOM Initiative)

AIRBORNE AFRICA.Airborne Forces Competition

TRANSOCEANIC. To exercise naval control of shipping(Command Post exercise(CPX))

ATLASUR. To conduct a maritime exercise between theRSA and South Americancountries

RAINBOW TREK. To estab-lish a firm base for 2008 mainSADC / French RECAMPexercise

BRIGHT AZURE. To do bush-type training between theUK Special Forces and RSASpecial Forces

WATC/LAUREL. To conduct a beach landing, humanitarianrelief, field training and cross-deck exercise

Strategic Objectives and MissionsObjective. Defence against aggression

Missions. Pre-emptive operations Show of force Repelling of conventional onslaught


Missions. Defence against Chemical and Biological Warfare threats

Objective. Promote security

Missions. Special Operations Support Military Foreign Liaison/diplomacy


Missions. Defence against information onslaught Support military foreign relations


Missions. International, Regional and Sub-regional peace building Support military foreign relations

Objective. To promote security

Missions. To support military foreign relations




Missions. International, Regional and Sub-regional peace support operations

Objective. To promote security



Missions. Humanitarian intervention

Services InvolvedSA Army

SAAF

SAMHS

SAN

SAMHS

SAAF

SAAF

SAMHS

Spec Forces

J Ops

J Ops

J Support (CMIS)

SA Army

SAAF

SAMHS

SAN(South American Exercise/USA/AU)

SAN(South AmericanExercise)

SAAF

SAMHS

Army

SAAF

Navy

SAMHS

SAAF

SF

SAMHS

SA Army

SAAF

SAN

SAMHS


Chapter 5

DateOct 05

Oct 06

Aug 04

Aug 05

Aug 06

May 04

May 06

May 04

May 05

May 06

Jun 04

Jun 06

Nov 04

Nov 06

Jun 04

Jun 05

Mar 05

Exercise and TypeGERANIUM. To establish a firm base for 2008 main SADC/ French RECAMP exercise

LANSET. To enhance combat readiness regarding certainoperational contingencies

EMEX. Aimed at exercising jointly all SANDF capabilitiesto support other State depart-ments. (Koeberg NuclearPower Facility)

AFFIX. To prepare members to test procedures in terms ofcoping with emergencies in acatastrophic situation aroundan airport

SEA LIFT. To exercise sealift capabilities of the SAS OUT-ENIQUA

MEDFLAG. To exercise Command and Control (C2),disaster relief and flying oper-ations and the sustainmentthereof

IRON EAGLE/SEBOKA. To determine the operationalcapability of the SA Army

OXIDE. France Recamp exer-cise - Search and Rescue

Strategic Objectives and MissionsObjective. Promote security

Missions. International, regional and subregional peace-support operations

Objective. Support to the people

Missions. Maintenance of health status of members of the SANDF Presidential Health Support


Missions. Disaster relief and humanitarian assistance Support to other Government departments


Missions. Disaster relief and humanitarian assistance Support to other government departments


Missions. Repelling of conventional onslaught Special operations


Missions. Disaster relief and humanitarian assistance Support military foreign relations


Mission. Repelling conventional onslaught

Objective. Promote security.

Mission. Support military foreign relations

Services InvolvedSA ArmySAAFSAMHSSANSFSAMHSSAAFJ Support (CMIS)

SA Army SAAF SAMHS J Support (CMIS)

SA Army SAAF SAMHS J Support (CMIS)

SA ArmySANSAAFSAMHSJ Support (CMIS)SAMHSSAAFJ Support (CMIS)

SA ArmySAAFSAMHSSA ArmySAAFSAMHS


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, is the major risk facingthis Division. This is compounded by the shortfallbetween ordered peace-support operations in the DRC,Burundi and elsewhere, and the funding allocated for thispurpose. The cost of internal deployments, which are

funded by the DOD, exceeds the funding available.Reprioritisation to fund these operations could adverselyaffect other activities such as joint force preparation exer-cises and VIP protection.

The operational risk will be managed on a day-to-daybasis and, if and when necessary, reprioritisation willhave to take place to meet contingencies as they arise.The gap between the cost of ordered operations and thefunds voted for this purpose is the subject of negotiationbetween the Minister of Defence and the Cabinet.


Chapter 5


Deployments on peace-support operations will be alignedin accordance with the budget approved by Parliament.No scaling down of services is planned, but they remainsubject to adequate funding.


It is intended to improve the performance and servicedelivery of the Command and Control Programme as indicated in Table 5.4 below.

Anticipated BenefitCommon understanding of capability management

Development of two sys-tems against which opera-tional expertise can bemeasured and developed

Execute the draft process and quantify required air-borne capability.

Formalisation of the approach to the deploymentof forces at strategic andoperational levels

Reduction in the risk of over-commitment of theSANDF. Improved riskmanagement awareness

Joint approach to joint chal-lenges. Reduced competi-tion for funds and increasedco-operation - more rapidprogress to solution

ActivityCapability management

StatusStill to be approved by the PlenaryDefence StaffCouncil during 2004

Draft scheduled for completion July 04

This will be completed beforeSeptember 04

Draft scheduled for completion byJuly 04

Review in April 04

Scheduled for com-pletion May 04

Planned Management InterventionA draft capability management directive and policy was developed

The analysis of the military strategy strategic objectives, concepts and mis-sions was done, and a draft-planning sce-nario for further development was com-piled to assist with the identification ofcapability requirementsA real-time capability management portfolio (airborne investigation) will betested and modelled to gain accuratefeedbackThe force employment concept was finalised and approved. A draft documentof both the military strategic force employ-ment concepts and the operational levelconcepts exists and these are in theprocess of further development in co-operation with the services and divisionsA presentation was made to the DOD Planning Forum indicating all the currentforce commitments and the cross-impactson all the other services and divisions A workgroup was established to investi-gate the development of the system foun-dation by CMIS in support of the C2ISMP

Table 5.4 Performance and Service Delivery Improvement by the Command and Control Programme


Chapter 5

Anticipated BenefitImprove Joint Operations and operational planning

Professional evaluation/ assessment of medical inci-dent. Authority to activateSOS International (privateair evacuation company) isgiven and time is saved tothe patient's benefit

ActivityJoint Warfare Publications

Special Medical Ruling

StatusWork In progress

In progress

Planned Management InterventionDrafting of the following:

Concept of OperationsDefence DoctrinePlanning at the Military Strategic Levelof War

Emergency medical evacuation from Burundi and DRC


Chapter 6

LANDWARD DEFENCE

PURPOSE

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

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.

OUTPUTS1

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

2004/05(R 000)180 438 966

1 454 585 488

124 270 393

102 929 928

82 285 088

178 495 794

59 895 516

39 011 871

954 006 458

149 577 243

3 325 496 745

Divisional 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

Total

Table 6.1 Landward Defence Programme - Allocation for FY2004/05 to FY2006/07

2005/06(R 000)

221 888 107

1 472 074 345

125 648 753

104 899 689

83 679 370

181 713 696

62 643 249

40 407 630

1 009 713 170

151 421 052

3 454 089 061

2006/07(R 000)

229 332 558

1 476 875 676

126 087 341

104 984 288

84 668 504

183 980 334

63 744 789

40 598 332

1 024 439 702

151 911 867

3 486 623 391

1 NOTE. Those outputs, the publication of which is considered to be harmful to the interests of the Republic of South Africa, will not bepublished in this plan. They are contained in the DOD's classified Strategic Business Plan, which is subject to the scrutiny ofCabinet, the Joint Standing Committee on Defence, National Treasury and the Auditor General.


Chapter 6

Measure/IndicatorsThe degree to which the DOD's policies, strategies andplans are implemented inrespect of landward matters

The degree to which all required inputs to DOD poli-cies, Cabinet memoranda,strategies and plans are submitted

The degree to which required support to Government initia-tives is met

The degree to which the allocated budget has beenexpended as planned

The degree to which the required combat readinessstates are achieved

The degree to which opera-tional commitments are satisfied

Degree to which Infantry train-ing targets are achieved

Course/student specifications contained in course syllabi

Sub-programmeStrategic direction

Infantry capability

TargetAll policies, strategies and plans are implemented asspecified

Plans are executed within budget and funds are utilisedas allocated

All required inputs submitted on time and in accordancewith requirements


Allocated funds expended as planned and plans areexecuted within budget

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

Deployments in accordance with the requirements of theSTFEP (operations andexercises)

219 courses

6 389 learners

OutputStrategic direction to the landward defence pro-gramme

Landward defence advice to the DOD

Landward defence capabilities in support ofGovernment initiativesAllocation and manage-ment of landward defenceresources One mechanised infantry battalionSix mechanised infantry battalions (Reserve Force)One parachute battalionTwo parachute battalions (Reserve Force)Nine light infantry battalionsTen light infantry battalions (Reserve Force)One airborne light infantry battalionOne special infantry battalion20 x group headquarters183 x commando units (Reserve Force)Three motorised infantry battalionsEight motorised infantry battalions (Reserve Force)Infantry training capability

Table 6.2 Landward Defence Programme - Outputs of the for the Year Ending 31 March 2005

Measurable objective: Defend and protect South Africa through maintaining and providingprepared and supported landward combat forces, services and facilities that meet therequirements of Government


Chapter 6

Measure/IndicatorsThe degree to which the required combat-readinessstates are achieved

The degree to which armour training targets are achieved.


The degree to which the required combat-readinessstates are achieved

The degree to which artillery training targets are achieved



The degree to which air defence artillery training tar-gets are achieved



Sub-programmeArmour capability

Artillery capability

Air defence artillery capability

Engineering capability

TargetAs specified in the readiness schedules and STFEP

96 Courses

1 760 Learners

As specified in the readiness schedules and STFEP

57 Courses

1 134 Learners


32 Courses

620 Learners


OutputOne tank regimentThree tank regiments (Reserve Force)One armoured car regimentFour armoured car regiments (Reserve Force)Armour training capability

One artillery regimentOne artillery mobilisation regimentOne 155mm SP GV6 gunregiment (Reserve Force)One 155mm towed gun regiment (Reserve Force)One 127mm multiple rocket launcher regiment(Reserve Force)Artillery training capability

One composite air defence artillery regimentThree air defence artillery regiments (Reserve Force)Air defence artillery training capability

One field engineer regimentThree field engineer regiments (Reserve Force)One engineer support regiment (Regular andReserve Force)One survey and mapping regiment (Regular andReserve Force)One military printing regiment


Chapter 6

Measure/Indicators

Degree to which engineering training targets are achieved



Degree to which operational intelligence training targets areachieved



Degree to which ordered com-mitments are met

The degree to which the services required by clientsare supplied.



Degree to which training targets are achieved


Sub-programme

Operational

intelligence

Command and control capability

Support capability

General Training Capability

Target

43 Courses

870 Learners


14 Courses

270 Learners

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

Full compliance with service agreements (SAs)


Benchmarks to be developed

32 Courses

5 180 Learners

OutputOne construction regiment (Regular andReserve Force)Engineering training capability

One tactical intelligence regiment

Operational intelligence training capability

Two brigade headquarters

14 general support bases

One maintenance unitOne workshop unit

Product system support

Trained South African Army personnel


The most important risks to the combat readiness of theSA Army lie within the human resources (HR) and logis-tics domains of the landward defence programme. TheSA Army is finding it increasingly difficult to provideaffordable and sustainable readiness levels for theincreasing CJ Ops operational output requirement (inter-nally and externally) and simultaneous joint and com-bined training requirements due to the current health sta-tus and ageing HR profile of serving members, which iscompounded by a lack of aligned additional funding.

The funding available within the DOD for capital acquisi-tion and maintenance does not provide for renewal ofArmy prime mission equipment (PME). This could lead to

block obsolescence of such equipment in the mediumterm. The limited funds also pose the very real risk of los-ing strategic defence industry support to the SA Army todevelop, or even maintain some equipment. The deterio-ration of the SA Army's facilities has also reached unac-ceptable levels, which also has an adverse effect onmorale. The above-mentioned issues have been regis-tered as risks within the SA Army and the DOD is activelyengaged on a continuous basis to ensure that the implica-tions of the above are fully understood. With the limitedresources available to it, the SA Army is also attemptingto manage these risks by means of military skills develop-ment intakes (limited), the reprioritisation and phasing ofactivities in the PME and training environments and thefunding of the day-to-day maintenance of facilities fromown budget.


Chapter 6


The limited resources available force the SA Army to reduce its generalactivities such as force preparation and maintenance of weapon systems.However, no capabilities will be abolished completely, but will be maintainedat minimum levels. Continued under-funding could lead to certain capabili-ties being reduced to unacceptable levels.


The sub-programmes of the landward programme are intended to improvetheir performance and service delivery as indicated in Table 6.3 below.

Planned ManagementInterventions

Sub-programme

Table 6.3 Performance and Service Delivery Improvement by the Landward Defence Programme

Anticipated Benefit StatusActivities

Structure investigations,Project PHOENIX, FY2003/04

Structure investigations, Project PHOENIX, FY2003/04

Priorities fund allocation, continuous





Formalised to ensure services required are indeed delivered

Staff visits are synchronised with other formal activitiesthat also require supervisionand control

Practical training for learners on course is integrated in thepractical training of the opera-tional regiment

Multi-skilling will be applied to train more artillery soldiers to employ the light artillerycapability without losing theemployment skills of the moreconventional equipment

Command and control capability

Training capability

Tank capability (including TT)

Armoured car capability (includingATK MSL)

Command and control

Formal artillery education, trainingand development(ETD) capability

Regular Force composite artillerycapability

Increased efficiency andrevive Reserve Force

Increased efficiency and revive Reserve Force

Increased productivity





Increased service delivery

Increased visibility of General OfficerCommanding (GOC) andstaff

Maximum utilisation of available equipment

Flexible artillery system

In process

In process

Continuous

In process

Continuous

In process

Continuous

In process

Continuous

Continuous

Continuous

Refine structures

Refine structure

PSM support

Refine structure

PSM support

Refine structure

PSM support

Service agreements

Staff visits

Practical learning

Multi-skilling

Armour Capability

Armour Capability


Chapter 6


Sub-programme Anticipated Benefit StatusActivities

Equipment less required according to the force employ-ment strategy and the forcepreparedness schedule isplaced on a lower level of pre-paredness and subsequentlyless maintenance is required

Interim assessment (end FY 2004-05)

GOC evaluation - to coincidewith 3rd rotation to DRC MRT(Apr 2004)

GOC evaluation - to coincide with 4th rotation to DRCMRT(Sep 2005)

Integrated pre-exercise CPX

None

Staff visits are synchronised with other formal activities thatalso require supervision andcontrol

Utilisation of the maximum skills of uniformed members to dobase maintenance worksinstead of hiring outside con-tractors

Develop electronic learning (E-learning) capabilities to allowstudents to complete relevantE-learning prior to commencingresidential phases of courses

Managing of the SAA prime mission equip-ment.

3 SA Bde

46 SA Bde

Support capability

General training capability

Effective utilisation of restricted funds

Achievement of control and oversight in terms ofthe integration, realign-ment and standards ofnewly composed tacticalHQ's for Peace-supportoperations (PSO)

Refocus from PSO to conventional operations toretain and hone skills

None

Increased visibility of GOC and Staff

Efficient utilisation of restricted funds

This will allow for time savings on revision andintroductory training, there-by reducing the overallcosts of courses

Continuous

Planned

None

Continuous

Continuous

In process

Maintenance of equipment

Empowerment of newly appointedpersonnel in termsof brigade proce-dures and systems

Functional training within the staff com-partments to alignmembers ito thebrigade headquar-ters role, tasks andfunctions

Retaining conven-tional warfare skillswith regard to planning and control of ops

None

Staff visits

Base Support

Revision and IntroductoryTraining

Command and Control Capability


Chapter 6



Utilisation of E-learning capabilities (textbooks andmanuals) available on CD andIntranet

Implementation of assessment centre (selection) to ensure theapplication of "Just for You"training

Saving costs on issued hard copies of study materials

Enhanced learning curve of individuals

In processTextbooks

Personalised Training


Chapter 7

AIR DEFENCE

2004/05(R 000)

5 816 453

27 611 782

268 215 549

205 060 535

196 758 034

103 029 105

144 442 311

34030688

521 571 351

226 580 310

299 497 612

189 683 345

2 222 297 075


Strategic DirectionOperational DirectionHelicopter CapabilityTransport & Maritime CapabilityAir Combat and ReconnaissanceOps Support & Intelligence CapabilityCommand & Control CapabilityCommand PostBase Support CapabilityTraining CapabilityTechnical Support Services (Excluding AMG1)Aero Manpower Group (AMG)

TOTAL

Table 7.1 Air Defence Programme - Allocations for FY2004/05 to FY2006/07

2005/06(R 000)

6 095 160

60 594 879

261 795 896

203 873 056

240 244 567

104 603 045

151 967 357

34 618 508

529 523 841

235 732 841

312 138 515

188 068 461

2 329 256 126

2006/07(R 000)

6 388 044

97 210 470

280 916 204

217 554 241

270 388 965

105 998 185

160 151 082

35 206 531

537 145 206

243 363 289

313 590 070

188 239 186

2 456 151 473

1 AMG - Aero Manpower Group2 NOTE. Those outputs, the publication of which is considered to be harmful to the interests of the Republic of South Africa, will not be

published in this plan. They are contained in the DOD's classified Strategic Business Plan, which is subject to the scrutiny ofCabinet, the Joint Standing Committee on Defence, National Treasury and the Auditor General.

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-programme are reflected in Table 7.1 below.

OUTPUTS2

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


Chapter 7

Measure/IndicatorsThe degree to which the DOD's policies, strategies and plansare implemented in respect ofair matters

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

The degree to which required support of Government initiatives is met

The degree to which the allocated budget has beenexpended as planned

The degree to which allocated funds have been expended

The degree of compliance with DOD policies and prescripts

CJ Ops combat-readiness schedule

Number of accidents per hours flown

The degree to which planned daily aircraft availability isachieved

The degree to which planned daily aircrew availability isachieved

The degree to which planned flying hours are achieved

The degree to which ordered commitments are achieved


Operational direction

Helicopter capability




Allocated funds expended as planned and plans areexecuted within budget

Allocated funds expended as planned

Full compliance with DOD policies and prescripts

Compliance with combat-readiness schedule

0,5 or less major accidents per 10 000 flying hours

No transgressions of civil or military aviation regulations

25 Serviceable medium helicopters daily

18 to 23 Serviceable light helicopters daily (phasing inof Agusta 109)

6 Serviceable combat sup-port helicopters daily

15 Qualified medium helicop-ter crews daily

11 Qualified light helicopter crews daily

5 Qualified combat support helicopter crews daily

8 Dual current instructors at helicopter training school.

10 689 Flying hours

OutputStrategic direction to the air defence programme

Air defence advice to the DOD

Air defence capabilities in support of Govern-ment initiativesAllocation and manage-ment of air defenceresources Operational direction to the air defence pro-gramme

Combat-ready air capa-bilities as per CJ Opscombat-readiness schedule

Flight safety management

Four mixed (medium and light) squadronsOne combat-support squadronOne helicopter training school

Table 7.2 Air Defence Programme - Output Details Per Sub-programme For the Year Ending 31 March 2005

Measurable objective: Defend and protect South Africa through maintaining and providingprepared and supported air combat forces, services and facilities that meet the requirements ofGovernment


Chapter 7

Measure/IndicatorsThe degree to which ordered commitments are achieved







The degree to which ground protection, entrance control andVIP protection targets areachieved


The degree to which the exploitation and provision ofimage intelligence requirementsto SANDF and other user clientsmeet with requirements

The degree to which training objectives and syllabi are met

The degree to which unmanned aerial surveillance and recon-naissance missions meet clientrequirements

The degree of availability of unmanned aerial surveillanceand reconnaissance capabilities

The degree to which counter intelligence and safeguardingrequirements are met

Sub-programme

Transport and maritime capability

Air combat and reconnaissancecapability

Operational sup-port and intelli-gence capability

TargetBurundi/DRC

9 855 Personnel days

2 190 Aircraft days

32 Serviceable aircraft daily

31 Qualified aircrew daily

17 786 Flying hours

26 Serviceable aircraft daily

25 Qualified aircrew daily

3 337 Flying hours

12 Months of incident free ground protection

No successful entrance control violations

No successful attacks on VIPs

Burundi/DRC



4 Photo interpretation courses (36 learners)

One photo interpretation course (9 foreign learners)

10 Intelligence Officers Courses (120 learners)


126 Days per annum (sub-ject to the availability of fund-ing)

Continual reduction in security breaches and crimestatistics

Output

Three transport squadrons (one VIP)One maritime squadronOne transport and train-ing squadronNine Air Force reserve squadrons (AFRS)

One combat squadronOne electronic warfare and in-flight refuellingsquadronOne combat training squadron

12 Protection services squadrons

One Joint Air Reconnaissance Intelligence Centre(JARIC)

JARIC training centre

Unmanned aerial surveil-lance and reconnais-sance for the SANDFand other user clients

Counter-intelligence and safeguarding


Chapter 7

Measure/IndicatorsThe degree to which the planned number of mission con-trollers is achieved

The degree to which the static control centres achieve theplanned 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 fordeployments

The degree to which the planned number of air trafficcontrollers and air traffic serviceassistants is achieved

The degree of availability of air traffic service units (equippedwith airfield radars andapproach aids)

The degree of availability of navigation aids

The degree to which the planned number of telecommu-nication officers and operators isachieved

The degree of availability of SAAF telecommunication equip-ment

The degree to which the planned number of commandpost officers and command postassistants is achieved

The degree to which the deployment support unit meetsrequirements


Sub-programmeCommand and control capability

Target20 Qualified mission controllers

12 Hours per day control service at two static controlcentres

Achievement of all planned deployments

Two continuous semi-static deployments

12 Deployment weeks for one transportable system

One system available as an operational reserve

12 Deployment weeks for one system and 8 deploy-ment weeks for a secondsystem, with a third systemas an operational reserve

71 Qualified air traffic controllers

15 Qualified air traffic service assistants

6 Mission-ready air traffic service units

24-hour availability

26 Qualified telecommunica-tion officers and 126 qualifiedtelecommunication operators

24-hour availability of equipment

42 Command post officers

171 Command post assistants

250 man tactical air base deployment for 12 weeks(24-hour operations)

2 X 20 man simultaneous tactical air base deploymentsfor eight weeks

Logistic support for 180 days of SAAF deployments

Burundi/DRC


OutputAir defence managementManagement of air defence personnel, staticand mobile control cen-tres, mobile deploymentunits and sensors

Air traffic management

Management of air traffic control personnel, airtraffic service units, andnavigation aids

Information communication technology management

Management of telecom-munications personneland equipmentGround command and control management

Management of com-mand and control per-sonnel, deployment sup-port and ordered com-mitments


Chapter 7

Measure/IndicatorsThe degree to which the planned training and syllabirequirements are achieved

The degree to which planned flying hours are utilised

The degree to which aviation regulatory requirements andsupport requirements for all air-craft movements are compliedwith

The degree to which the needs for personnel and materiél trans-port are met

The degree to which the working environment at all SAAF facili-ties/installations complies withNational Building Regulationsand the National EnvironmentalManagement Act

The degree to which the planned training and syllabirequirements are achieved


Sub-programme

Command post

Base support capability

Training capability

Target12 Air space control courses -102 learners

4 Telecommunication courses - 57 learners

2 Mobile air operations team (MAOT) courses - 80learners

11 Operations courses - 131 learners

2 Command and control instructor courses - 16 learn-ers

Effective command and control of all planned flyinghours

Full compliance with regulations

All transport requirements satisfied

Full compliance with regulations

498 Learners on various part-time tertiary study fields

1988 Learners on various development and trainingcourses

60 Full-time tertiary training learners

130 Apprentices

90 Full-time engineering learners

34 Aircraft serviceable daily

32 Qualified instructors

9 000 Flying hours

2 Pilot courses - 45 pilots

2 Instructor courses - 18 instructors

OutputTraining

Airspace control school

Air force command post

Support services for eight Air Force basesand one Air Force station

Transport services

Property management services

Advanced training, skills training, and full timetechnical training

Flying training school


Chapter 7

Measure/IndicatorsThe degree to which the planned training and syllabirequirements are achieved




The degree to which the aircraft requirement of the flying units isachieved

The degree of compliance with the requirements for armamentsupport

Sub-programme

Technical support services

Target10 Qualified navigation instructors

1 Navigators course - 4 navigators

1 Instructors course - 4 instructors

2 Survival courses - 40 learners

2 Aviation orientation cours-es - 17 learners

4 Para sail courses - 60 learners

450 Apprentices

168 Office automation cours-es - 1 680 learners

140 SAAF unique courses - 1 598 learners

23 Development courses - 675 learners

3 Officers formative courses - 159 learners

5 Distance learning courses - 450 learners

4 Air power courses - 80 learners

1 New Officer Commanding`s seminar - 15members

6 Basic courses - 500 learn-ers

6 Orientation courses - 48 learners

14 Protection courses - 280 learners

7 Hospitality services cours-es - 67 learners

7 Fire training courses - 210 learners

To provide serviceable air-craft in accordance withSystem Group businessplans

On time delivery of the required quantities of arma-ments and life-support sys-tems for force preparationand employment

OutputNavigator training school

Logistical training school

Personnel development college

Basic military training gymnasium

Six aircraft-servicing units

Armament support


Chapter 7

Measure/IndicatorsThe degree to which all common aircraft support equipment ismaintained and available for use

The degree of compliance with all System Group internal engi-neering requirements

Effectiveness of aircraft systems information management

Effectiveness of aircraft systems policies and procedures

Sub-programme TargetTo provide serviceable sup-port equipment in accor-dance with system groupbusiness plans

On time delivery of engineer-ing support to system groups

Implementation and support of information managementto system groups

Implementation of cost effec-tive processes and proce-dures within the systemgroups

OutputMaintenance capability

Engineering support

Operational support and information systems

Support Process Integration


Main equipment, weapons systems and ground-supportinfrastructure have deteriorated to the extent that in manycases they do not comply with required standards andlevels of readiness. The declining numbers of suitablyskilled and experienced personnel in all disciplines com-pound the problem. This has already led to the loss ofcertain capabilities and local industry expertise. Limitedfunding is also placing the completion of the ROOIVALKproject at risk.


Flying hours for both force preparation and force employ-

ment will be reduced and many ground-support servicescurtailed. There will also be a reduction in the number ofqualified apprentices and learners. No services will, how-ever, be abolished completely.


Table 7.3 below indicates the measures that will be takenor continued to improve service delivery, reduce costs,and increase efficiency. All benefits realised throughthese interventions will be applied in accordance with therequirements of the SAAF Strategic Transformation PlanTowards Vision 2012.


Sub-programme

Table 7.3 Performance and Service Delivery Improvement by the Air Defence Programme


Establishment of Air Force board focus areas to addressthe acquisition of representa-tive members for the corefunctions of the Air Force, andcareer preparation of repre-sentative members for thestrategic defence package air-craft

Strategic direction Meaningful and measura-ble progress towards theobjectives of the SAAFmedium-term HR Strategyand SAAF StrategicTransformation PlanTowards Vision 2012

OngoingHuman resource transformation


Chapter 7



A programme plan to com-plete the review of 50% of allcontracts, representing 60%of total funds allocated to allcontracts, by July 2004. Allcontracts must have beenreviewed by October 2004and the financial benefitchannelled back to the oper-ating budget by April 2005

To review, adjust and restruc-ture (where necessary) logis-tic support in the SAAF inaccordance with theapproved SAAF logistic sup-port philosophy and theguidelines in the SAAFStrategic Transformation PlanTowards Vision 2012

To establish alternative service delivery contracts atAFB Ysterplaat, AFBHoedspruit and Mariepskop,in accordance with the guide-lines in the SAAF StrategicTransformation Plan TowardsVision 2012

To develop and implement a reliable system of measuringthe operational readiness ofthe SAAF to perform itsassigned missions in supportof the force employmentrequirements for air powerand, if required, adjust thereporting format of the quar-terly Operational ReadinessForum accordingly

To assess the feasibility of a National Aviation Academyand, if found to be feasible,the establishment of such anacademy in conjunction withsuitable partners in the com-mercial aviation sector

Establishment of an Air Force board focus area to ensurethat communication with boththe internal clients and exter-nal audiences occur in a pro-active manner

Optimised service deliveryand support that reflect acost-effective balancebetween the operationalrequirement, the contract-ed work and the cost tothe SAAF

An optimised logistic sup-port system that reflects acost-effective balancebetween organic SAAFlogistic support and out-sourced support

Long-term formal alternative service deliv-ery contracts that effec-tively and substantiallyreduce the cost of owner-ship of the mandated airbases, stations and units.

A reliable measure of the SAAF's operational readi-ness, indicating thedegree of compliance withor deviation from the setoutput objective as provid-ed by the Air Force Office

Initial flight screening, basic ground and flyingtraining for pilots, andbasic technical training, inpreparation for the com-mencement of military fly-ing and system specificmaintenance training inthe SAAF

Focussed, effective and regular communicationwith all SAAF personnelon the implementation of,and progress with, Vision2012

Ongoing

Ongoing

Ongoing

Ongoing

Ongoing

Ongoing

Review of con-tracts

Logistic restructuring

Alternative service deliveryincluding public-private partner-ships

Operational readiness

National Aviation Academy

Communications


Chapter 7



Reduction of approximately1 000 personnel during thenext three years

To implement the South African ExcellenceFoundation model throughoutthe SAAF

Decentralising responsibilities to all air bases and stations

Reduction of approximately 120 personnel during FY2004

The migration of units in accordance with the require-ments of the SAAF strategictransformation plan. Theseactivities will continuethroughout the year

Strategic and oper-ational direction

Substantial reduction inpersonnel costs

Improved service delivery

To improve representivi-ty within the pilot cadre

Substantial reduction in personnel costs

Personnel reductions resulting in an increase inthe funds available for thevariable costs in the oper-ating budget

In process

Ongoing

Ongoing

In process

Subject to funding

Reduction of uni-formed and PSAPpersonnel

Seminars and courses to pro-mote excellencemodel

Project SIYANDIZA

Restructuring of the AMG contract

The closing down, consolida-tion and reloca-tion of forcestructure ele-ments


Chapter 8

MARITIME DEFENCE

2004/05(R 000)220 898 402

280 514 183

167 899 929

140 685 270

282 572 797

1 092 570 581


Maritime Direction

Maritime Combat Capability

Maritime Logistics Support Capability

Maritime Training Capability

Base Support Capability

TOTAL

Table 8.1 Maritime Defence Programme - Allocations for FY2004/5 to FY2006/7

2005/06(R 000)

223 269 268

324 996 752

170 701 340

142 203 926

288 230 454

1 149 401 740

2006/07(R 000)

231 276 486

381 093 030

171 491 309

143 281 686

292 624 654

1 219 767 165

1 NOTE. Those outputs, the publication of which is considered to be harmful to the interests of the Republic of South Africa, will notbe published in this plan. They are contained in the DOD's classified Strategic Business Plan, which is subject to the scrutiny ofCabinet, the Joint Standing Committee on Defence, the National Treasury and the Auditor General.

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 persub-programme is reflected in Table 8.1 below.

OUTPUTS1

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


Chapter 8

Performance MeasureThe degree to which the DOD's policies, strategies and plansare implemented in respect ofmaritime defence matters

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


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

Compliance with required combat-readiness levels

The degree to which allocated funds are utilised as planned

The degree to which require-ments of the SAN strategic plan,SAN maintenance upkeep plan,performance agreements, serv-ice agreements and SAN logis-tics policy have been met



Sub-programmeMaritime direction capability (strategic direction)

Maritime combat capability

Maritime logisticssupport capability




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

95% Achievement of readi-ness levels as per combat-readinees schedule

Achievement of force employment objectives asstated in the short-term forceemployment plan and SANavy strategic plan

95% Utilisation of budgeted force preparation hours

Prepared and supported maritime combat capabilities

Readiness levels as required

95% Achievement of operational upkeep plans

Full adherence to SAN logistic policy

95% Achievement of operational upkeep plans

95% Timeous provision of serviceable services anddelivery of requirements

OutputStrategic direction to the maritime defence pro-gramme

Maritime defence advice to the DOD

Maritime defence capa-bilities in support ofGovernment initiativesAllocation and manage-ment of maritimedefence resources Prepared and supported maritime combat capabil-ities

2nd line technical upkeep and control service

3rd line upkeep capability of naval vessels inaccordance with theMajor UpkeepProgramme

SAN specific logistic warehousing and distri-bution service

Table 8.2 Maritime Defence Programme - Output details Per Sub-programme for the Year Ending 31 March 2005.

Measurable objective: Defend and protect South Africa through maintaining and providingprepared and supported air combat forces, services and facilities that meet the requirements ofGovernment


Chapter 8

Performance MeasureThe degree to which require-ments of the SAN strategic plan,SAN maintenance upkeep plan,performance agreements, serv-ice agreements and SAN logis-tics policy have been met


The degree to which the planned training and syllabi andSouth African QualificationAuthority (SAQA) and NationalQualification Framework (NQF)accreditation have beenachieved

The degree to which the planned training and syllabi andSAQA and NQF accreditationhave been achieved

The degree to which theplanned training and syllabi andSAQA and NQF accreditationhave been achieved

Sub-programme

Maritime trainingcapability

TargetFull adherence to SAN logistics policy

95% Availability of service-able stock iaw the "war"reserve requirements

Full compliance with SAN logistics policy

95% Timeous delivery of serviceable items of supply

4 Courses providing 762 formative learning opportuni-ties for reserve and full-timepersonnel

Full achievement of course objectives

95% Utilisation of total learn-ing opportunities per sub-subprogramme

Full SAQA and NQF accreditation

112 Courses providing 5 292 military functional and war-fare learning opportunities for reserve and full-time per-sonnel


95% Utilisation of total learning opportunities persub-subprogrammeFull SAQA and NQF accreditation

6 Courses providing 390 technical learning opportuni-ties for reserve and full-timepersonnel


95% Utilisation of total learning opportunities persub-subprogramme


OutputArmament warehousing and distribution service

Publications provisioning service to the SAN

Formative training capability

Functional and warfare training capability

Technical training capability


Chapter 8

Performance MeasureThe degree to which the planned training and syllabi andSAQA and NQF accreditationhave been achieved

Capability as per SAN strategic planThe degree of compliance withlegislation, policy and prescripts

The degree to which

the SAN maintenance upkeep plan for facilities has been met;

harbour facilities are available; and

Search-and-rescue capa-bility is available

Sub-programme

Maritime base support capability

Target2 Courses providing 108 staff learning opportunitiesfor reserve and full-time personnel


95% Utilisation of total learning opportunities persub-sub-programme


95% Achievement of disaster/emergency pre-paredness levels

95% Achievement of security targets

95% Compliance with Occupational Health &Safety Act

95% Achievement of service provision as per serviceagreements

95% Availability of harbour services and facilities

1 x Harbour Patrol Boat per naval base / station at imme-diate notice for search andrescue

1 x Tug at 8 hours notice for designated primary role

OutputStaff training capability

Base support to ships and shore units and otheridentified clients, capableof providing the following:

Base manager serviceOperations serviceLogistic serviceNavy bandExecutive servicePublic relations serviceNaval harbour serviceMaintenance and upkeep of naval har-bours and facilitiesSearch-and-rescue capability


The Navy's risks lie in the lack of logistical support, ord-nance and facilities, mainly for the new corvettes andsubmarines.

The rapid deterioration of facilities and equipment togeth-er with a lack of funds to address this, will continue tohamper effective logistic support.

This is compounded by the lack of trained and qualifiedpersonnel due to the requirement to staff the corvettesand submarines in Germany, the age and maintainabilityof vessels in service and the shortage of funds requiredto upgrade systems technologically in order to make ves-sels functional for their primary roles.


In accordance with the Navy Review recommendations,certain stores depots, maintenance units and the navalreserve units will be closed down. These functions will,however, be incorporated into existing units. As the newcorvettes are being phased in, the existing strike craft willbe phased out.


The sub-programmes of the maritime defence programmeare intended to improve their performance and servicedelivery as indicated in Table 8.3 below.


Chapter 8


CoreObjective

Table 8.3 Performance and Service Delivery Improvement by the Maritime Defence Programme


The implementation of thefindings of the Navy Reviewwill continue

Increased emphasis on output and planning

Restructuring of the fleet Planning forum to have as itscore business the manage-ment of the fleet businessplan

Regular review of the fleet plan by the fleet board

Determine the SAN education, training and devel-opment philosophy

Derive and promulgate the SAN promotion policy

Derive and promulgate the SAN career managementpolicy

Derive and promulgate the SAN sports policy

Determine and promulgate the procedure for the award-ing of medals and decora-tions within the SAN

Map the SAN career plan for technical officers, provision-ing administration officers and engineering officers

Describe and promulgate the SAN education, training anddevelopment simulation mas-ter plan

Promulgate the SAN policy on senior command and stafftraining

Maritimestrategicdirection

A more affordable, effective andsustainable SAN for the future

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

The content of the fleet business plan will become more accurate andauditable, and directors will be ableto manage risks more effectively

Changes to the fleet plan will be for-malised, ensuring accuracy andapplicability

The education training and development philosophy is mapped

A uniform basis for, and general measures regulating, the SAN pro-motion procedure for members inthe Regular Force and the ReserveForce, is prescribed

A uniform basis for, and general measures regulating, the SANcareer management procedure formembers in the Regular Force andthe Reserve Force, is prescribed

A uniform basis for, and general measures regulating, the promotionof sport for members in the RegularForce and the Reserve Force, isprescribed

A uniform basis for, and general measures regulating the award ofmedals and decorations is pre-scribed for the SAN

The organisational prescripts for career progression and growth, andincentive opportunities for technicalofficers, provisioning administrationofficers and engineering officers areprescribed

The SAN education, training and development simulation master planis mapped and promulgated

The SAN policy on senior command and staff training is devel-oped and promulgated

In process

In process

To be instituted

To be instituted

In process

In process

In process

In process

In process

In process

In process

In process

SAN review

Public relations

Management of the fleet businessplan

Review of the fleet businessplan

The improvement of the SANhuman resourceservice deliveryby means of aformalised humanresource deliveryservice


Chapter 8


CoreObjective


Promulgate the SAN policyon the utilisation of women atsea

Describe and promulgate the SAN strategy on presentinglearning opportunities to for-eign countries

Describe and promulgate the SAN policy on recreation

Describe and promulgate the SAN policy on team buildingexercises

Closing down of naval reserve units in line with theDOD's one force conceptand introduction of anintegrated navy reservemanagement systemincluding the introduction ofan establishment table thatwould be staffed by theNavy Reserve

The SAN will continue with its planned disposal of theSAS OUTENIQUA, strikecraft, minesweepers,submarines and small craft

The training plans for projects SITRON and WILLS will ensure that per-sonnel are skilled in 26 newtechnologies

The SAN will utilise all avail-able force preparation andforce employment activitiesfor continuation training

Incorporation of force preparation and forceemployment activities withaspects such as reportingwhales and dolphins onpatrol reports and sinking tar-gets as artificial reefs

The SAN will continue to dispose of obsolete weaponsand equipment in accordancewith the SAN disposal plan

Maritimecombatcapability

Maritimelogisticscapability

The SAN policy on the utilisation ofwomen at sea is promulgated

The SAN strategy on presenting learning opportunities to foreigncountries is described and promulgated

The SAN policy on recreation is delineated and promulgated

The process and procedure for attendance and authorisation ofteam building exercises is describedand promulgated

The Navy Reserve should be the only source of competent, ready-use human resources capable ofsupplementing the Regular Force intimes of staff shortages when rapidexpansion of staff is required

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

Increased capabilities to perform primary and secondary tasks

Additional training will be done with-out additional costs, therebyincreasing the combat competencylevels of SAN personnel

Enhanced public image

Continuous and entrenched support to other State departments

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

Pilot phaseconcluded

In process

In process

In process

In process

Ongoing

Ongoing

In process

Ongoing

The improvement of the SANhuman resourceservice deliveryby means of aformalised humanresource deliveryservice (cont)

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

Introduction of new technologiesinto the SAN

Maximising con-tinuation training

Environmental policy

The disposal of weapons andequipment


Chapter 8


CoreObjective


Closure of Naval Base Durban and transfer of NavalStores Depot Durban toGeneral Support Base SAS SALDANHA, supportedby Naval Base Simon's Town

Continued work to clean up data by means of BOM project. Disposal of relatedsurplus/ obsolete equipment

Unit Information Management System and DirectorateIntegrated ManagementSystem phased out

Implementation of perform-ance measurement model

Training of personnel

Actions to comply with policies and prescripts wrtphasing out or replacingozone destructive sub-stances, control and reduc-tion of noise, dust and chemi-cal pollution, control anderadication of alien vegeta-tion and disposing of haz-ardous chemicals and materi-als will continue

Transformation of naval dockyard service into an effi-cient, effective and economicorganisation functioning inde-pendently of the SA Navy

Establishment of fleet Education, Training andDevelopment (ETD) centrecontaining curriculum facilita-tion, evaluation and mediafacility sections. The centrewill also train ETD instructors

Introduction of an integrated navy reserve managementsystem and the introductionof an establishment tablestaffed by the Navy Reserve

Maritimetrainingcapability

Cost savings will assist the SAN in becoming more affordable

Implementation of operational support information systems (OSIS)and establishing it as the basis ofthe configuration management,maintenance planning and materialaccounting system of the SAN

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

RestructuringImproved service delivery and outputImproved performance

Managed by separate public entity within the DOD

Members returning from overseas and local project related learningopportunities will obtain assistancein translating newly acquired know-ledge and skills into learning oppor-tunities, which will be integrated atthe appropriate level into existinglearning opportunities

The Navy Reserve should be the only source of competent, ready-use human resources capable ofsupplementing the Regular Force intimes of staff shortages when rapidexpansion of staff is required

In process

In process

Ongoing

Approvedby MOD

In process

In process

Closure and/or transfer of units

Operational support informa-tion systems

Environmental compliance

Naval dockyard service

Optimise the Education,Training andDevelopment(ETD) practition-ers’ training

Decommissioning of naval reserveunits and incorpo-ration into regularunits


Chapter 9

MILITARY HEALTH SERVICE

2004/05(R 000)90 398 819

43 825 287

442 483 652

522 979 484

49 290 372

57 363 084

99 218 985

1 305 559 683


Strategic Direction

Military Health Support

Area Military Health Service

Specialist/Tertiary Health Service

Product Support Capability

Base Support Capability

Military Health Training Capability

TOTAL

Table 9.1 Military Health Service Programme - Allocations for FY2004/5 to FY2006/7

2005/06(R 000)91 894 992

44 487 778

460 078 906

540 511 342

58 623 902

73 168 623

109 552 427

1 378 317 970

2006/07(R 000)93 841 723

52 647 871

462 710 515

553 761 760

92 303 782

82 219 512

117 163 860

1 454 649 023

1 NOTE. Those outputs, the publication of which is considered to be harmful to the interests of the Republic of South Africa, will not bepublished in this plan. They are contained in the DOD's classified Strategic Business Plan, which is subject to the scrutiny ofCabinet, the Joint Standing Committee on Defence, the National Treasury and the Auditor General.

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 Programmeare reflected per sub-programme in Table 9.1 below.

OUTPUTS1



Chapter 9

Measure/IndicatorsThe degree to which the DOD's policies, strategies and plans areimplemented in respect of militaryhealth matters

The degree to which all required inputs to DOD policies, Cabinetmemoranda, strategies and plansare 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-term forceemployment 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 SANDF serving andretired personnel and dependants

Operational readiness

Hospital days

In-patient days

Items per script


Military healthsupport

Area military health service

Specialist/tertiary health service

TargetAll policies, strategies and plans are implement-ed as specified

All required inputs submitted on time and inaccordance with require-ments


As specified in the readi-ness schedules

Compliance with statutory norms and regulations

No deterioration in the Green (healthy) status

1% HIV conversion rate

80% of available military members present attendhealth promotion and pre-ventive programmes

Health facilities within 30 kms of 90% patients

Readiness states as stipu-lated by the SurgeonGeneral (SG)To service 68 000 servingSANDF members, theirdependants, 15 000Code 4 and Code 7 mem-bers, retired SANDF mem-bers and their dependants,Government VIPs, andother Governmentapproved patients (includ-ing support to the UnitedNations and the SouthernAfrican DevelopmentCommunity)

OutputStrategic direction to the military health serviceprogramme

Military health service advice to the DOD

Military health service capabilities in support ofGovernment initiativesOne Regular Force medical battalion groupOne Regular Force specialist medical battaliongroupThree reserve medical battalion groupsOne Presidential support unit9 x area health units26 x health centres53 x sickbays5 x base hospitals42 x oral health clinicsA multi-disciplinary military health service for theSANDF and other patientsas authorisedA tertiary military health capability for serving andretired SANDF membersand their dependants,Government VIPs, andother Governmentapproved patients (includ-ing support to the UnitedNations and the SouthernAfrican DevelopmentCommunity) through mili-tary hospitals in CapeTown, Bloemfontein andPretoriaTertiary military health services

Table 9.2 Military Health Service Programme - Output Details Per Sub-programme for the Year Ending31 March 2005

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


Chapter 9

Measure/IndicatorsPerformance as per service agreements/service level agree-ments and contracts

24 hour availability of air evacuation teams

Statistics to SACAA

G-tolerance training in accor-dance with SAAF needs

Project satisfaction according to SAMHS order

Conforms to code of good research practice and ethical con-duct

Technical support in relation to project contract and stipulations

Timely delivery of contract as per specification

According to statutory guidelines and regulations

Performance as per service agreements/service level agree-ments

24 hour availability of a medical officer at Navy decompressionfacility

In accordance with clinical therapeutic regimes

Performance as per service agreements/service level agree-ments

24-hour availability of medical officers at Navy decompression facility

In accordance with clinical therapeutic regimes

Sub-programme TargetCompliance with agree-ments and contracts

Response time of air evac-uation teams less than 60minutes during day and120 minutes at night-time

22 000 Aviation medical confirmations for SACAA

600 Aviation medical con-firmations for SAAF

1 x Military psychological institute

Client satisfaction

100% Compliance with research protocols by target date

100% Adherence to code of assessment and devel-opment practice by projecttarget date

100% Adherence to code of good research practiceand ethical conduct

Compliance with agreements

24-hour availability of a medical officer at Navy decompressionfacility1 300 Health assessments600 diving and submarinemedicals1 300 Health assessments

Compliance with agreements

OutputA comprehensive aviation health capabilityAn aviation health service for the SANDF conducting:VIP medical assessments;hyperbaric treatment;G-tolerance training for aviators;aviation medical assess-ments;provision of air evacuation teams;aviation medical fitness verification service for theSAAF and SACAAPsychological assessmentsRegistration and recording of military health relatedresearch & developmentProvide technical R&D support in all healthresearch mattersConduct and manage health related R&D asassigned to the unit

A comprehensive maritimehealth capability

A maritime health service for the SANDF conducting:hyperbaric treatment;maritime medical assessments;diving medical fitness veri-fication service for the SAN;base serviceA comprehensive veterinary health capability consistingof 11 animal clinics and twoveterinary hospitalsA veterinary health service for the DOD at 11 animalclinics, two veterinary hos-pitals and DOD game con-servation areasVeterinary support to deployed SANDF forcesand SAPS as required


Chapter 9

Measure/IndicatorsTimeous printing and posting of receipt vouchers.

Timeous despatching of issue vouchers.

Control of stock

Timeous printing and posting of receipt vouchers

Timeous despatching of stock finalised

Control of stock

Availability of depot items

Timeous order placement

Timeous ad hoc tender completion

Integrity of electro-medical equipment asset managementcontrol system

Compliance with statutory medical equipment service requirements

Client satisfaction

Performance standards as contained in service agreementswith clients

Timeous order payment

The provision of base facilities and services to support the operational readiness of identifiedunits and personnel in accor-dance with service levelagreements, DOD policy andSAMHS policy

Sub-programmeProduct support capability

Base support capability

TargetIn two working days

90% of receipt vouchers posted in 7 working days

90% of issue vouchers of stock despatched by depot finalised in 7 work-ing days

Stock differences less than 2% of stock turning orstock value

Printing and distribution within two working days

90% of receipt vouchers posted in 1 month

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

Stock differences less than 2% of stock value

A "Dues Out" on depot items less than 10%, iffinances are available intime

Direct demands order in five working days, afterfinances are available

Ad hoc tenders completed before October, if requestswere in time

Asset registers updated at least twice per year

State of serviceability reports submitted within 30 days of inspections

Full compliance with statutory medical equip-ment service requirements

Payment of 100% of orders two months beforethe end of the financialyear

Full conformance with all DOD policy, guidelinesand agreements withrespect to base support

100% Client satisfaction

OutputPharmaceutical and sundries warehousingcapability consisting of aSAMHS military healthdepot in the military healthbase depotPharmaceutical and sundries warehousing serv-ice for the SAMHS

Mobilisation and unique stock (58891 & 50005)warehousing capability con-sisting of a mobilisationdepot in the military healthbase depotMobilisation and unique stock (58891 & 50005)warehousing service for theSAMHSSAMHS unique products, materials and servicesProcurement capability,consisting of a militaryhealth procurement unitSAMHS unique products, materials and services pro-curement service

Electro-medical equipmentasset management service

Sustained SAMHS product systems (mobilisationstock, medical evacuationvehicles, B & D vehicles,common commodities)

A general base support capability for identifieddefence programmes


Chapter 9

Measure/IndicatorsEducation, Training and Development (ETD) standards

Sub-programmeMilitary health training capability

TargetTrained personnel as per SAMHS training plan

OutputTrained SAMHS personnel


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

The inability to recruit sufficient numbers into uniform,which is exacerbated by the loss of experienced person-nel, stimulates the process of high health practitionerturnover.

Incentives are being introduced to recruit and retainhealth care professionals in the military. In addition, mili-tary health personnel should benefit from Governmentefforts to retain scarce skills and to entice professionalsto rural or under-serviced locations.

The reduction in output of the defensive chemical and

biological warfare programme poses a strategic risk,which will be mitigated by careful monitoring of the envi-ronment to ensure that the capability will be availablewhen required.


The only planned reduction in output, is in the defensivechemical and biological warfare environment. However,the deteriorating state of military hospitals and medicalfacilities as well as their continued under-funding couldlead to a reduction in the quality of the health supportprovided.


The subprogrammes of the Military Health Service pro-gramme are intended to improve their performance andservice delivery as indicated in Table 9.3 below.

Anticipated BenefitReduction in health care cost

Reduction in health care costReduction in health care cost

Reduction in health care cost

Reduction in health care costHigher productivityIncentive to remain in SAMHS

Activities Health care

Warehousing

Prescriptions

Treatment

Biomedical

Provision of services in under-serviced areas

Remuneration strategies

StatusOngoing

OngoingOngoing

Ongoing

Ongoing

Planned Management Interventions Generic medicineProject med-saveArt 38A nursesMedical orderliesCode-listsPre-packing of medicineCode listsGeneric medicineArt 38A nursesMedical orderliesBiomedical capabilityDiscounts on service delivered against prescribed benefit scales

Commuted overtimeOral health schemeProject med-saveBenefits for health professionals in rural areas

Table 9.3 Performance and Service Delivery Improvement by the Military Health Service Programme


Chapter 9

Anticipated BenefitDemocratic organisation

Client satisfaction

Client satisfaction

Savings through better procedures

Client satisfaction

Client satisfaction

Savings on the cost of full uniform scale issue

Reduction in health care cost through trend analysis andcorrective action

Recuperation of costs

Cost saving on replacements

Client satisfaction

Sound management information

Activities Leadership principles

Service delivery

Continuous learning and development

Discipline

HR management

Equipping of HR with uniforms

Costing of health services

Maintenance pro-gramme on all mainmedical equipment

Health information system

StatusOngoing

Ongoing

Ongoing

Ongoing

Ongoing

To be implemented

In develop-ment (subjectto funding)

Reactivated (subject tofunding)

In develop-ment (subjectto funding)

Planned Management Interventions Full-range leadership programmeLeadership, command and management principles trainingBatho PeleEffect analysisContinuous professional development programme

TrainingBatho PeleInspector General's auditeffect analysisHR training80% of SAMHS members to wear ABUNTHealth information programme

Reactivation of biomedical system

Health informatics programme


Chapter 10

DEFENCE INTELLIGENCE

2004/05(R 000)

155 900

11 510 079

134 154 263

145 820 242

Objectives

Strategic Direction.

Operations

Defence Intelligence Support Services

Total

Table 10.1 Defence Intelligence Programme - Allocations for FY2004/05 to FY2006/07

2005/06(R 000)

163 695

11 412 272

142 419 878

153 995 845

2006/07(R 000)

180 064

12 344 886

150 269 344

162 794 294

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 arereflected per sub-programme in Table 10.1 below.

OUTPUTS


Measure/IndicatorsThe degree to which the DOD's policies, strategies and plansare implemented in respect ofintelligence matters



OutputStrategic direction to the Defence Intelligenceprogramme

Table 10.2 Defence Intelligence Programme - Output Details Per Sub-programme for the Year Ending 31 March 2005

Measurable objective: Defend and protect South Africa by the provision of timely and accuratemilitary intelligence and counter-intelligence products and services that meet the requirementsof Government


Chapter 10

Measure/IndicatorsThe degree to which all required inputs to DOD policies, Cabinetmemoranda, strategies andplans are submitted


Client feedback as per service agreements

Client feedback

Sub-programme

Operations

Defence Intelligencesupport services

TargetAll required inputs submitted on time and in accordancewith requirements


Full compliance with agreements

Full compliance with client requirements

OutputDefence Intelligence advice to the DOD

Defence Intelligence capabilities in support ofGovernment initiativesIntelligence service capabilityIntelligence support 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 poorand deteriorating condition of Defence Intelligence'sheadquarters building and the continuous outflow ofskilled and experienced Defence Intelligence personnel.


No scaling down of services is planned.


The sub-programmes of the Defence Intelligence pro-gramme are intended to improve their performance andservice delivery as indicated in Table 10.3 below.

Anticipated BenefitImproved comprehension and intellectual capacity

Improved acceptance of transformational principles andengagement of challenges

Project Description To improve the analytical capabilities of the intelligencefunctionary

StatusOngoing

Ongoing

ActivitiesLanguage training of all intelligence functionaries Leadership training

Table 10.3 Performance and Service Delivery Improvement by the Defence Intelligence Programme


Chapter 11

JOINT SUPPORT

2004/05(R 000)

2 488

4 637

816 352

493 802

623 334

99 768

213 310

49 707

2 303 398


Acquisition Services

Strategic Direction (Joint Suppport Office). To coordinate corporate support for DOD

Command and Management Information Services. Provide Command and Management Information SystemsCapability (CMIS)

Departmental Support

Logistic Support Capability (DOD Log Agency)

Joint Training. To provide the DOD with professional developmental and non-combat/mission common functionallearning opportunities

Military Policing. To provide a military policing capability to the DOD

Service Corps. To provide a demilitarisation service to individual members of the DOD

Total

Table 11.1 Joint Support Programme - Allocations for FY2004/05 to FY2006/07

2005/06(R 000)

2 418

4 845

863 222

383 099

657 577

104 518

225 660

52 701

2 294 040

2006/07(R 000)

2 529

5 318

915 688

403 523

692 517

109 851

237 492

55 670

2 422 588

PURPOSE

To provide 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 arereflected per sub-programme in Table 11.1 below.

OUTPUTS



Chapter 11

Measure/IndicatorsThe degree to which the DOD's policies, strategies and plans areimplemented in respect of joint supportmatters

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

The degree to which services are delivered at the right time, right placeand in the required quantity as perclient specifications agreed to in theservice agreements

The degree to which services to clients are supplied as required

The degree to which the DOD's policies, strategies and plans areimplemented with respect to CMISmatters

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

The degree to which services to clients are supplied as required

The degree to which the required combat-readiness states are achieved

Specific Departmental requirements as stated in the service agreements

The degree to which the planned train-ing and syllabi requirements and otherplanned activities are achieved

The degree to which planned combat readiness is achieved

Percentage of offenders successfully prosecuted

The degree to which planned reskilling is achieved

Sustainability statistics of placed clients

Ratio of clients successfully assisted with employment


Joint logistic services

Command andManagementInformationServices

Joint training

Military Police (MP)

Service Corps

TargetFull compliance

Full compliance

Full compliance with service agreements

Full compliance with service agreements

Full compliance

90% Acceptance of CMIS Advice

Full compliance

99% Information system security onall networks

Full compliance

Full compliance

Full compliance

OutputStrategic direction to the Joint Support sub-divisions

Strategic direction and policy advice

Integrated logistic system support services

National codification system support Strategic direction to the CMIS sub-programme

CMIS advice to the DOD and other GovernmentdepartmentsCMIS capabilities and services in support ofDOD initiatives

Information system security on all DOD andGovernment networksProfessional developmen-tal and non-combat com-mon functional learningcapabilities, services andopportunities for the DODMilitary policing capability and services

A reskilling and employ-ment assistance capability

Table 11.2 Joint Support Programme - Output Details Per Sub-programme For The Year Ending 31 March 2005

Measurable objective: strategic direction, joint logistic, command and management information,military policing, joint training, reskilling and resettlement and human resources support capabilities, services and facilities for the defence and protection of South Africa and support toits people that meet the prescribed combat readiness, operational and other requirements ofGovernment

Table 11.3 Joint Support Division: Service Delivery Improvement Projects: FY2004/2005


Chapter 11


Joint Support is faced by a host of risks, mainly related tomaintenance and repair of facilities, vehicles and equip-ment, as well as the skill and experience level of person-nel. In addition there are risks to the DOD arising fromthe lack of an ammunition disposal plant. This will lead tounsafe and unstable ammunition being stored and canlead to loss of life and property.

The DOD transformation process was based on the prem-ise that an information system would be in place in orderto be able to reduce the number of support personnel tothe absolute minimum. The DOD does not have the fundsto install a suitable enterprise application system; conse-quently support structures cannot be reduced.Furthermore, IBM will only support the present operatingsystem software (OS/390 V2R9) of the DOD mainframesuntil March 2004. The present mainframes have reachedthe end of their life cycle and need to be replaced. Fundsare, however, not available for replacement. This is aserious risk facing the whole of the DOD and must beurgently addressed.


Although no reduction of output is planned, the lack offunding for information technology requirements for vari-ous applications and for replacement of current main-frame systems will adversely affect output.


The subprogrammes of the Joint Support programme areintended to improve their performance and service deliv-ery as indicated in Table 11.3 below.

Project DescriptionObjective Anticipated Benefit StatusActivitiesCrime administrative system

Automation of personnel processes

Single point of entry for enquiries

Migration of the Service Corps out of theDepartment of Defence

The more efficientexecution of militarypolicing services

To direct HR support services in the DOD

To provide direction for the reskilling andemployment assis-tance and reallocationof resources in accor-dance with approvedgovernance

Direct linkage to other State departments oncrime issues

Improved circulation of information on stolen vehi-cles and DOD property

Improved planning against crime

Improved service delivery and decrease in time forprocesses

To render quick and effec-tive service to customers

Optimised resources

In process

In process

In process

In process

The implementationof the electroniccrime administrationsystem

Info kiosk project

Call centre

Obtain Cabinet approval for migra-tion expenditure

Obtain free-standing information systemsto ensure optimalsupport of processes


Chapter 12

CONCLUSION

This Strategic Business Plan represents the Departmentof Defence's (DOD's) commitment to excellent servicedelivery to the South African public as mandated by theConstitution, national legislation and related Governmentpolicies and regulations.

Despite serious budgetary constraints, the DOD has suc-ceeded in consistently providing troops and support per-sonnel as and when required both inside and outside thecountry.

The South African National Defence Force (SANDF) inparticular has become a recognised partner and contribu-tor towards regional and global security efforts. The DODcontinues, in collaboration with other countries, in seekinglong-lasting solutions to Africa's inter-state and intra-statewars and conflicts.

However, the misalignment between the increase inordered commitments and the allocated budget puts theDOD in an awkward and unenviable position of having toreprioritise its business almost on a continuous basis.This has a direct adverse effect on the ability of the DODto maintain the SANDF's prime mission equipment andfacilities at acceptable levels of operation.

It is envisaged that the phased withdrawal of the SANDFfrom routine support to the South African Police Service(SAPS), the migration of the Service Corps to become anational asset, the increased implementation of the mili-tary skills development (MSD) programme, supported bya viable exit mechanism and the successful integration ofthe strategic defence package weapon systems will have

a long-term positive effect on improving the budgetary sit-uation of the DOD.

While the Defence Review remains the primary guidingdocument for the implementation of the Military Strategy,the realities emanating from limited budget dictate that theDOD has to rely on the guidelines provided by theMinister of Defence, the Secretary for Defence and theChief of the SANDF in order to ensure affordable andsustainable defence. The management of strategic riskshas been institutionalised as required by the PublicFinance Management Act.

Furthermore, it is hoped that the implementation ofHuman Resources (HR) Strategy 2010 will continue tobear fruit as the recent intakes of the MSD have shown.The MSD programme will not only rejuvinate the HR com-ponent of the DOD, but also help provide additional skillsand employment opportunities for young people. Thecontinued absence of an exit mechanism is, however,hampering this process and should be addressed as oneof the major challenges to the DOD.

The DOD is making progress on health issues throughefforts such as Project MASIBAMBISANE and ProjectPHIDISA (the latter is a collaborative effort between theDOD, MEDUNSA and the United States (US) NationalInstitute of Health and the US DOD in order to undertakeresearch on treatment options for HIV/AIDS positivemembers). However, the DOD remains acutely aware ofits responsibility and the importance of being able to pro-vide a healthy, well-prepared, capable and mission-readyNational Defence Force.


ADAAO

ATR AU

CSANDF C2I

C4I3RS

CMI CRS

DFADFR

DI DOD

DPSADRC

EO and AAETD

FD FIM

FMS FPS

GCISGSB

HOUS HQ HR

Air Defence Artillery Accounting OfficerArmy Territorial ReservesAfrican Union

Chief of the South African National Defence ForceCommand and Control InformationCommand and Control, Communications, Computers, Information, Intelligence, Infrastructure, Reconnaissance andSurveillance Command and Management InformationCombat Readiness Schedule

Department of Foreign AffairsDefence Foreign RelationsDefence IntelligenceDepartment of DefenceDepartment of Public Service and Administration Democratic Republic of Congo

Equal Opportunities and Affirmative ActionEducation, Training and Development

Force DesignFlight Information Manual Financial Management SystemForce Preparedness Schedule

Government Communication and Information SystemGeneral Support Base

Higher Order User SystemHead QuartersHuman Resource

ABBREVIATIONS


IMTISDSC

ISO IT

L CAMPS

MOD MOUMSAMSD MSF

MTEFMTP

NEPADNGOs

NICOC NQF

PDSC PMFA

PSAPSDIP

RDPRSA

SA ArmySAAFSADC SAEM

SAMHS SAN

SANDF SAPS SAQA

SG SISP

STFEP

TRP

UN

Institute for Maritime TechnologyInter-state Defence and Security CommitteeInternational Standards OrganisationInformation Technology

Leadership, Command and Management and Principles

Ministry of DefenceMemorandum of UnderstandingMilitary Strategic Appreciation Military Skills DevelopmentMission Success FactorsMedium-term Expenditure FrameworkMaster Technology Plan

New Partnership for Africa's Development Non-Governmental OrganisationsNational Intelligence Co-ordinating CommitteeNational Qualifications Framework

Plenary Defence Staff Council Public Finance Management ActPublic Service ActPerformance and Service Delivery Improvement Programme

Reconstruction and Development ProgrammeRepublic of South Africa

South African Army South African Air ForceSouthern African Development CommunitySouth African Excellence Model South African Military Health ServiceSouth African NavySouth African National Defence Force South African Police ServiceSouth African Qualifications AuthoritySurgeon General System Information Strategic PlanShort-term Force Employment Plan

Transformation and Restructuring Package

United Nations

department of defence strategic business plan 2004/2005 ......department of defence the department...

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