department of defence strategic business plan 2004/2005 ......department of defence the department...
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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)
PurposeFinancial Resources
OutputsRisks and Mitigating Actions
Services to be Scaled Down, Suspended or AbolishedPerformance and Service Delivery Improvement
CHAPTER 6 - LANDWARD DEFENCE
PurposeFinancial Resources
OutputsRisks and Mitigating Actions
Services to be Scaled Down, Suspended or AbolishedPerformance and Service Delivery Improvement
CHAPTER 7 - AIR DEFENCE
PurposeFinancial Resources
OutputsRisks and Mitigating Actions
Services to be Scaled Down, Suspended or AbolishedPerformance and Service Delivery Improvement
CHAPTER 8 - MARITIME DEFENCE
PurposeFinancial Resources
OutputsRisks and Mitigating Actions
Services to be Scaled Down, Suspended or AbolishedPerformance and Service Delivery Improvement
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CHAPTER 9 - MILITARY HEALTH SERVICE
PurposeFinancial Resources
OutputsRisks and Mitigating Actions
Services to be Scaled Down, Suspended or AbolishedPerformance and Service Delivery Improvement
CHAPTER 10 - DEFENCE INTELLIGENCE
PurposeFinancial Resources
OutputsRisks and Mitigating Actions
Services to be Scaled Down, Suspended or AbolishedPerformance and Service Delivery Improvement
CHAPTER 11 - JOINT SUPPORT
PurposeFinancial Resources
OutputsRisks and Mitigating Actions
Services to be Scaled Down, Suspended or AbolishedPerformance and Service Delivery Improvement
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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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
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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
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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
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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
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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
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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
Department of Defence8
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
Strategic Business Plan FY2004/05 to 2006/07 9
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
Department of Defence10
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.
Strategic Business Plan FY2004/05 to 2006/07 11
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
Strategic Business Plan FY2004/05 to 2006/07 13
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
Department of Defence14
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.
Strategic Business Plan FY2004/05 to 2006/07 15
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)
Department of Defence16
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.
Strategic Business Plan FY2004/05 to 2006/07 17
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.
Department of Defence18
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.
Strategic Business Plan FY2004/05 to 2006/07 19
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
The degree to which the allocated budget has been expended asplanned
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
Department of Defence20
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
The degree to which the allocated budget has been expended asplanned
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
Full 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
Strategic Business Plan FY2004/05 to 2006/07 21
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
Department of Defence22
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
Strategic Business Plan FY2004/05 to 2006/07 23
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
Strategic Business Plan FY2004/05 to 2006/07 25
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.
Department of Defence26
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 the allocated budget has been expended asplanned
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
Strategic Business Plan FY2004/05 to 2006/07 27
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
Objective. Defence against aggression
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
Department of Defence28
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
Objective. Defence against aggression
Missions. Defence against Chemical and Biological Warfare threats
Objective. Promote security
Missions. Special Operations Support Military Foreign Liaison/diplomacy
Objective. Promote security
Missions. Defence against information onslaught Support military foreign relations
Objective. Promote security
Missions. International, Regional and Sub-regional peace building Support military foreign relations
Objective. To promote security
Missions. To support military foreign relations
Objective. Promote security
Missions. To support military foreign relations
Objective. Promote security
Missions. International, Regional and Sub-regional peace support operations
Objective. To promote security
Missions. To support military foreign relations
Objective. 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
Strategic Business Plan FY2004/05 to 2006/07 29
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
Objective. Support to the people
Missions. Disaster relief and humanitarian assistance Support to other Government departments
Objective. Support to the people
Missions. Disaster relief and humanitarian assistance Support to other government departments
Objective. Defence against aggression
Missions. Repelling of conventional onslaught Special operations
Objective. Support to the people
Missions. Disaster relief and humanitarian assistance Support military foreign relations
Objective. Defence against aggression
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
RISKS AND MITIGATING ACTIONS
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.
Department of Defence30
Chapter 5
SERVICES TO BE SCALED DOWN, SUSPENDED OR ABOLISHED
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.
PERFORMANCE AND SERVICE DELIVERY IMPROVEMENT
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
Strategic Business Plan FY2004/05 to 2006/07 31
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
Strategic Business Plan FY2004/05 to 2006/07 33
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.
Department of Defence34
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
Support provided as required
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
Strategic Business Plan FY2004/05 to 2006/07 35
Chapter 6
Measure/IndicatorsThe degree to which the required combat-readinessstates are achieved
The degree to which armour training targets are achieved.
Course/student specifications contained in course syllabi
The degree to which the required combat-readinessstates are achieved
The degree to which artillery training targets are achieved
Course/student specifications contained in course syllabi
The degree to which the required combat-readinessstates are achieved
The degree to which air defence artillery training tar-gets are achieved
Course/student specifications contained in course syllabi
The degree to which the required combat-readinessstates 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
As specified in the readiness schedules and STFEP
32 Courses
620 Learners
As specified in the readiness schedules and STFEP
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
Department of Defence36
Chapter 6
Measure/Indicators
Degree to which engineering training targets are achieved
Course/student specifications contained in course syllabi
The degree to which the required combat-readinessstates are achieved
Degree to which operational intelligence training targets areachieved
Course/student specifications contained in course syllabi
The degree to which the required combat-readinessstates are achieved
Degree to which ordered com-mitments are met
The degree to which the services required by clientsare supplied.
The degree to which the required combat-readinessstates are achieved
The degree to which the required combat-readinessstates are achieved
Degree to which training targets are achieved
Course/student specifications contained in course syllabi
Sub-programme
Operational
intelligence
Command and control capability
Support capability
General Training Capability
Target
43 Courses
870 Learners
As specified in the readiness schedules and STFEP
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)
As specified in the readiness schedules and STFEP
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
RISKS AND MITIGATING ACTIONS
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.
Strategic Business Plan FY2004/05 to 2006/07 37
Chapter 6
SERVICES TO BE SCALED DOWN, SUSPENDED OR ABOLISHED
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.
PERFORMANCE AND SERVICE DELIVERY IMPROVEMENT
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
Structure investigations, Project PHOENIX, FY2003/04
Priorities fund allocation, continuous
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 efficiency and revive Reserve Force
Increased productivity
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
Department of Defence38
Chapter 6
Planned ManagementInterventions
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
Strategic Business Plan FY2004/05 to 2006/07 39
Chapter 6
Planned ManagementInterventions
Sub-programme Anticipated Benefit StatusActivities
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
Strategic Business Plan FY2004/05 to 2006/07 41
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
Divisional Objectives
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.
Department of Defence42
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
Sub-programmeStrategic direction
Operational direction
Helicopter capability
TargetAll policies, strategies and plans are implemented asspecified
All required inputs submitted on time and in accordancewith requirements
Support provided as required
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
Strategic Business Plan FY2004/05 to 2006/07 43
Chapter 7
Measure/IndicatorsThe degree to which ordered commitments are achieved
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 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 ground protection, entrance control andVIP protection targets areachieved
The degree to which ordered commitments are achieved
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
20 805 Personnel days
Full client satisfaction
4 Photo interpretation courses (36 learners)
One photo interpretation course (9 foreign learners)
10 Intelligence Officers Courses (120 learners)
Full client satisfaction
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
Department of Defence44
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
The degree to which ordered commitments are achieved
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
1 460 Personnel days
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
Strategic Business Plan FY2004/05 to 2006/07 45
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
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
Department of Defence46
Chapter 7
Measure/IndicatorsThe degree to which the planned training and syllabirequirements are achieved
The degree to which the planned training and syllabirequirements are achieved
The degree to which the planned training and syllabirequirements are achieved
The 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
Strategic Business Plan FY2004/05 to 2006/07 47
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
RISKS AND MITIGATING ACTIONS
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.
SERVICES TO BE SCALED DOWN, SUSPENDED OR ABOLISHED
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.
PERFORMANCE AND SERVICE DELIVERY IMPROVEMENT
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.
Planned ManagementInterventions
Sub-programme
Table 7.3 Performance and Service Delivery Improvement by the Air Defence Programme
Anticipated Benefit StatusActivities
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
Department of Defence48
Chapter 7
Planned ManagementInterventions
Sub-programme Anticipated Benefit StatusActivities
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
Strategic Business Plan FY2004/05 to 2006/07 49
Chapter 7
Planned ManagementInterventions
Sub-programme Anticipated Benefit StatusActivities
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
Strategic Business Plan FY2004/05 to 2006/07 51
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
Divisional Objectives
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.
Department of Defence52
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 required support to Government initia-tives is met
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
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
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
TargetAll policies, strategies and plans are implemented asspecified
All required inputs submitted on time and in accordancewith requirements
Support provided as required
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
Strategic Business Plan FY2004/05 to 2006/07 53
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 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
Full achievement of course objectives
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
Full achievement of course objectives
95% Utilisation of total learning opportunities persub-subprogramme
Full SAQA and NQF accreditation
OutputArmament warehousing and distribution service
Publications provisioning service to the SAN
Formative training capability
Functional and warfare training capability
Technical training capability
Department of Defence54
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
Full achievement of course objectives
95% Utilisation of total learning opportunities persub-sub-programme
Full SAQA and NQF accreditation
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
RISKS AND MITIGATING ACTIONS
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.
SERVICES TO BE SCALED DOWN, SUSPENDED OR ABOLISHED
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.
PERFORMANCE AND SERVICE DELIVERY IMPROVEMENT
The sub-programmes of the maritime defence programmeare intended to improve their performance and servicedelivery as indicated in Table 8.3 below.
Strategic Business Plan FY2004/05 to 2006/07 55
Chapter 8
Planned ManagementInterventions
CoreObjective
Table 8.3 Performance and Service Delivery Improvement by the Maritime Defence Programme
Anticipated Benefit StatusActivities
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
Department of Defence56
Chapter 8
Planned ManagementInterventions
CoreObjective
Anticipated Benefit StatusActivities
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
Strategic Business Plan FY2004/05 to 2006/07 57
Chapter 8
Planned ManagementInterventions
CoreObjective
Anticipated Benefit StatusActivities
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
Strategic Business Plan FY2004/05 to 2006/07 59
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
Divisional Objectives
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
The outputs for this programme are reflected per sub-programme in Table 9.2 below.
Department of Defence60
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
Sub-programmeStrategic direction
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
Support provided as required
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
Strategic Business Plan FY2004/05 to 2006/07 61
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
Department of Defence62
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
Strategic Business Plan FY2004/05 to 2006/07 63
Chapter 9
Measure/IndicatorsEducation, Training and Development (ETD) standards
Sub-programmeMilitary health training capability
TargetTrained personnel as per SAMHS training plan
OutputTrained SAMHS personnel
RISKS AND MITIGATING ACTIONS
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.
SERVICES TO BE SCALED DOWN, SUSPENDED OR ABOLISHED
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.
PERFORMANCE AND SERVICE DELIVERY IMPROVEMENT
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
Department of Defence64
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
Strategic Business Plan FY2004/05 to 2006/07 65
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
The outputs for this programme are reflected per sub-programme in Table 10.2 below.
Measure/IndicatorsThe degree to which the DOD's policies, strategies and plansare implemented in respect ofintelligence matters
Sub-programmeStrategic direction
TargetAll policies, strategies and plans are implemented asspecified
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
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Chapter 10
Measure/IndicatorsThe degree to which all required inputs to DOD policies, Cabinetmemoranda, strategies andplans are submitted
The degree to which required support to Government initia-tives is met
Client feedback as per service agreements
Client feedback
Sub-programme
Operations
Defence Intelligencesupport services
TargetAll required inputs submitted on time and in accordancewith requirements
Support provided as required
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
RISKS AND MITIGATING ACTIONS
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.
SERVICES TO BE SCALED DOWN, SUSPENDED OR ABOLISHED
No scaling down of services is planned.
PERFORMANCE AND SERVICE DELIVERY IMPROVEMENT
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
Strategic Business Plan FY2004/05 to 2006/07 67
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
Divisional Objectives
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
The outputs for this programme are reflected per sub-programme in Table 11.2 below.
Department of Defence68
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
Sub-programmeStrategic direction
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
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Chapter 11
RISKS AND MITIGATING ACTIONS
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.
SERVICES TO BE SCALED DOWN, SUSPENDED OR ABOLISHED
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.
PERFORMANCE AND SERVICE DELIVERY IMPROVEMENT
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
Department of Defence70
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.
Strategic Business Plan FY2004/05 to 2006/07 71
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
Department of Defence72
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