Mr A. Visser

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PRESENTATION TO NCOP COMMITTEE ON SECURITY AND
CONSTITUTIONAL AFFAIRS
DOD STRATEGIC BUSINESS PLAN FY05/06
By Mr A. Visser Chief Director Strategic
Management
13 April 2005
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AIM

• To brief members of the NCOP Select Committee on
  Security and Constitutional Affairs on the DODs
  Strategic Business Plan and related issues

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SCOPE

• Background
• Strategic Profile of the DOD
• Defence Outputs
• DOD Programmes
• Broad framework of DOD Strategic Business Plan
  for FY05/06 per Programme
• Answers to Specific Questions Raised by members
  of Committee
• Conclusion
• Discussion

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BACKGROUND

• DOD Strategic Business Plan was presented to the
  Portfolio Committee on Defence on 1 Feb 15 Mar
  05.
• Tabled in Parliament on 04 April 05
• Main focus of the DOD Plan
• Ending 10-years of Democracy and First Year of
  Second Decade of Democracy
• Serious attempts to improve efficient, effective
  and economic utilisation of resources
• Managing unfunded risks and the shortfall from
  the Budget (4 Options were not all funded fully
  funded by National Treasury

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BACKGROUND

• Strategic decisions (known as the Parys
  Resolutions) were taken in March 2004, including
  the Update of the White Paper on Defence and the
  Defence Review
• Minister of Defences Strategic Guidelines
• Defence Strategy is still in process
• DOD deals with four Planning Cycles in any given
  year

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Cycles vs. Financial Years
Legend 0 Year of Expenditure 0-1 One Year
prior to Year of Expenditure 0-2 Two Years
prior to Year of Expenditure 01 One Year after
Year of Expenditure
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PLANNING CYCLE - EXAMPLES
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DOD STRATEGIC PROFILE

• VISION
• Effective defence for a democratic South Africa
• MISSION
• To provide, manage, prepare and employ defence
  capabilities commensurate with the needs of South
  Africa, as regulated by the Constitution,
  national legislation, parliamentary and executive
  direction
• MANDATE
• The Constitution, mandates the DOD. The Defence
  Act, the White Paper on Defence and the Defence
  Review guide the execution of the defence
  function of the DOD.

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DEFENCE OUTPUTS

• PRIMARY OUTPUTS
• Defence commitments, including peace missions,
  joint and multinational exercises to prepare
  forces
• Landward defence capabilities
• Air defence capabilities
• Maritime defence capabilities
• Military health capabilities

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DEFENCE OUTPUTS

• SECONDARY OUTPUTS
• Cryptographic services for Government departments
• National Codification Bureau
• Defence diplomacy ? military attaches, memoranda
  of understanding, participation in international
  and regional defence structures such as SADC and
  African Union
• International obligations ? search-and-rescue,
  hydrography, defence-related policy advice,
  ministerial services.

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MINISTERS STRATEGIC GUIDELINES FY05/06

• DOD to has to align itself with tasks related to
  promoting collective security in the region and
  continent, which include
• Prioritising Memoranda of Understanding (MOUs)
• Sustaining current peace missions
• Participating at multilateral organisations in
  such a manner that strategic positioning is
  achieved
• All NEPAD projects in which the DOD is involved,
  must be integrated with those of the SADC region
• SANDF to complete its phased withdrawal from
  internal operations in support of the SAPS by
  April 2009

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MINISTERS STRATEGIC GUIDELINES .

• Ensuring effective, efficient and credible
  resource management system, including
• Implementing Human Resource Strategy 2010
• Succession planning to ensure representivity
• Sustainment of military equipment and dispose of
  redundant equipment, ammunition and spares
• DODs information infrastructure to provide
  appropriate command and management information
  that is fully integrated with the Cabinets
  Executive Information Management System.

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MINISTERS STRATEGIC GUIDELINES

• To transform the Service Corps to become a
  national asset outside the DOD.
• Establish an ammunition disposal plant
• Transformation of military legal structures must
  continue
• Ensuring that the new Strategic Defence Package
  equipment is fully integrated and functional
  within the SANDF doctrine over time.

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DOD PROGRAMMES

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

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ANSWERS TO SPECIFIC QUESTIONS RAISED BY NCOP
COMMITTEE TO THE DOD
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ISSUES AFFECTING PROVINCES

• DOD is a national department conducting
  operations in the whole country.
• SANDF conducts operations in support of the SAPS
  and other Government Departments.
• Currently, following operations are still in
  place
• Operation INTEXO ? target of 11 Regular Force
  Infantry companies and One engineer squadron
• Operation STIPPER ? target 23 Reserve Force
  Platoons
• Operation HUMAN

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ISSUES AFFECTING PROVINCES

• Exercise OXIDE, which is a combined
  search-and-rescue exercise between France, SANDF
  and Department of Transport
• Gradual withdrawal of the SANDF from routine
  internal deployments. In future, support will be
  based on intelligence and where the SAPS cannot
  handle the situation.
• Borderline control to be handed back to the SAPS.
• Phasing out of Commandos to continue and will be
  finalised by April 2009.

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DOD PROGRAMMES REGARDING PRESIDENTS STATE OF
NATION ADDRESS

• DOD compiles its annual strategic planning
  guidelines for the Minister, the Secretary for
  Defence and Chief of SANDF based on
• Ten-Year Review priorities
• Cabinet Makgotla minutes and Programme of Action
• The Presidents State of Nation Address
• Minister of Finances Budget Speech
• Update of the White Paper on Defence and the
  Defence Review in process

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DOD RESPONSIBILITIES FROM THE PROGRAMME OF ACTION
AND STATE OF NATION ADDRESS

• IRPS CLUSTER
• Support the AU Peace and Security Council
• Operationalise the Regional Early Warning System
• Finalise the Common African Defence and Security
  Policy
• Establish the African Standby Force
• Review the White Paper on Peace Missions
• Work towards SA representation in all African
  countries by 2007
• Strengthen SAs role as chair of the SADC Organ
• Continue supporting the peace and reconstruction
  efforts in the DRC, Burundi, Sudan, Cote dIvoire
  and Somalia
• Support establishment of a Joint Bilateral
  Co-operation Commission with Swaziland

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DOD RESPONSIBILITIES FROM THE PROGRAMME OF ACTION
AND STATE OF NATION ADDRESS

• IRPS CLUSTER
• As Chair of the SADC Organ, to support process
  for ensuring free and fair elections in Zimbabwe
• Support the India, Brazil and South Africa (IBSA)
  Commission
• Ensure ratification of and compliance with all
  instruments of international terrorism
• Amend the Regulation of Foreign Military
  Assistance Act
• Prevent the proliferation of Weapons of Mass
  Destruction

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DOD ACTION PLAN - 2005
IRPS ISSUES
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DOD ACTION PLAN - 2005
IRPS ISSUES
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DOD ACTION PLAN - 2005
IRPS ISSUES
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DOD RESPONSIBILITIES FROM THE PROGRAMME OF ACTION
AND STATE OF NATION ADDRESS

• JCPS CLUSTER
• Establishment of the National Security Strategy
• Strategy to improve the capacity of the
  intelligence community
• Border control
• Updating of outdated Border Control Technology
• Implementation of an entry and exit strategy by
  2009 to strengthen the security of South Africas
  border-line
• Sea post of entry, with specific reference to
  non-international airports and the affordability
  of upgrading radar
• Establishing an integrated plan to neutralise air
  threats and enhance border control and security

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DOD RESPONSIBILITIES FROM THE PROGRAMME OF ACTION
AND STATE OF NATION ADDRESS

• JCPS CLUSTER
• Finalise amendments to the Regulation of Foreign
  Military Assistance Act
• The readiness of the SANDF, specifically with
  regard to an appropriate age balance
• Secure the forthcoming local elections
• Putting the Security Services Division (SAPS)
  into operation and phasing out the Commandos

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DOD ACTION PLAN - 2005
JCPS ISSUES
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DOD ACTION PLAN - 2005
JCPS ISSUES
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DOD RESPONSIBILITIES FROM THE PROGRAMME OF ACTION
AND STATE OF NATION ADDRESS

• GOVERNANCE AND ADMINISTRATION (GA) CLUSTER
• Review of gender balances
• Capacity assessment of major government
  programmes
• Co-ordinate focused HR Management and HR
  Development to meet identified skills gaps
• Improve conditions of service for selected
  professionals and identified skills
• Deployment of managers within the public service
  and local government
• Revitalise and improve Batho Pele requirements in
  performance agreements of public servants

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DOD ACTION PLAN - 2005
GA ISSUES
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SKILLS DEVELOPMENT IN THE DOD

• Military Skills Development System MSDS)
  Introduced in January 2003 with various intakes
  took place in 2003, 2004 and 2005.
• Selected youthful applicants (aged 18-23 for
  school-leavers and aged 26 for graduates) join
  the SANDF
• Rejuvenation of the Regular and Reserve Force of
  the SANDF
• Improve representivity
• Largest intake thus far 3 927 Jan 05
• Certificate in Military Studies graduate 146
  Military Academy
• Total 6 222 members and 10 of Regular Force
• Youth Foundation Training Programme
• Empower Black learners iro Maths, Science and
  Accountancy
• To be appointed in the scarce combat, technical
  and statutory-professional occupational classes
  (pilots, naval combat officers, finance
  functionaries, medical doctors, etc).
• Used to improve representivity in DOD
• Since 2001, 876 participated in programme, 708
  appointed in the DOD.
• Pass rate in 2004 Maths 98, Physical Science
  99, Biology 100, Accountancy 100

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SKILLS DEVELOPMENT IN THE DOD

• In-Service Skills Development (see the Annual
  Report 2003/04 Chapter 3, Table 3.36). This
  forms part of the members career path and
  mobility in the DOD. It covers functional
  training (as prescribed per mustering and corps),
  tertiary training (universities, Military
  Academy, etc) and external training
  opportunities.

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RECRUITMENT POLICY

• Recruitment policy closely linked to Military
  Skills Development System (MSDS).
• HR acquisition process is done in a transparent,
  professional, equitable, efficient manner.
• DOD HR Acquisition Strategy has decentralised
  recruitment function to all Services and
  Divisions. The Strategy has the following
  end-states
• DOD is recognised and perceived as an empowering
  institution and employer of choice, offering
  short, medium and long-term careers. This end
  states provides 20 practical ways to conduct
  recruitment across South Africa.
• An effective, efficient and economical selection
  process exists that serves to provide the most
  suitable candidate at the right time at the right
  place. Five practical ways were identified for
  the selection process.
• An appointment process exists that serves to
  provide the most suitable candidate. Eight
  practical ways of improving the existing
  appointment process were identified.
• Monitoring mechanisms are in place to measure
  effectiveness and efficiency of the HR
  acquisition process. Four ways of improvement
  were identified.

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COMBAT READINESS

• PROCESS
• Chief of Joint Operations (CJ Ops) determines
  requirements for operational purposes in terms of
  type of equipment, quantity, level of
  serviceability, personnel, and many other
  operational specifications.
• Chiefs of Services (Army, Air Force, Navy and
  SAMHS) and supporting Divisions provide forces in
  terms of the Provide Forces Strategy.
• Collectively these constitute state of Combat
  Readiness.
• Services and Divisions are to report regularly to
  the Chief of the SANDF on their ability or
  inability to provide specified capabilities.
• Combat Readiness is based largely on the notice
  periods (time-frames) required to deploy forces.
• For every unit deployed, one unit must prepare to
  deploy (relief), and the other should be in rest.
• State of Readiness Report is compiled together
  with the Annual Report and presented to
  Parliament as may be required.

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COMBAT READINESS AND STATE OF AMMUNITION

• SA Army
• SA Army is combat ready in respect of personnel
  and equipment for the current missions.
• There is still a requirement for renewal of prime
  mission equipment to minimise the effects of
  possible mass obsolescence. This affects the SA
  Army conventional capability.
• Human resources still pose a challenge with
  regard to age and health profiles. However,
  these are being addressed through the MSDS.
• Facilities remain a major concern.
• AMMUNITION SA Army has sufficient ammunition
  for reserve and deployment purposes. Old
  ammunition is disposed of through conventional
  methods.

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COMBAT READINESS

• SA Air Force
• This measured by aggregating daily mission ready
  aircraft, crews and the availability of
  appropriate operational infrastructure.
• The Air Force is combat ready in respect of air
  combat capability, helicopter capability and
  command and control capability.
• It is facing a challenge in respect of Air
  Transport Capability which provides tactical air
  mobility to own forces and crucial logistical
  link between the RSA and deployed forces in the
  African continent.
• AMMUNITION The SA Air Force has adequate
  ammunition in stock for deployment, force
  preparation and reserve. However, old ammunition
  is being disposed as per disposal plan and
  methods.

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COMBAT READINESS

• SA NAVY
• All ships are kept at a basic combat readiness
  level.They are give a period of time to prepare
  for specific missions. Thus funds are used only
  ships that are going to be deployed.
• Corvettes are still part of the Project and
  therefore will be handed over to the Navy
  individually once sea trials and operational
  evaluation of the combat suite are complete.
• Challenges
• SA Navy is to maintain current force structure
  while preparing to integrate new force structure
  elements as part of the new vessels. This places
  a serious financial burden on the Navy.
• Availability of qualified and experienced
  seagoing personnel and various training
  requirements.
• None of the Strike Craft or Mine Countermeasure
  Vessels can presently be deployed in their
  primary role.
• AMMUNITION SA Navy has sufficient mines in its
  inventory and has made provision for sufficient
  ammunition for all the guns in its inventory.
  Mines/torpedoes for the new Corvettes and
  submarines will be provided soon when these
  vessels have to become operational.

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COMBAT READINESS

• SAMHS
• The SA Military Health Service (SAMHS) is combat
  ready in terms of its main deployable forces.
• However, 1 Med Bn Gp, 3 Med Bn Gp and 6 Med Bn Gp
  will require a longer warning period before they
  can get deployed. Areas of concern are
  personnel, prime mission equipment, sustainment
  of supplies and facilities.

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CONCLUSION

• Alignment with Government Priorities (Ten-Year
  Review and Cabinet Makgotla decisions, and the
  Presidents State of Nation Address
• Maintenance of the SANDF core capabilities
• Strategic Defence Packages to be integrated into
  SANDF
• Strategic Decisions (Parys Resolutions)
• State of readiness of the SANDF adequate
• State of ammunition for the SANDF adequate

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DISCUSSION