1 Presentation to the Portfolio Committee on Defence DEPARTMENT OF DEFENCE Annual Report FY2004/2005 8 November 2005

1

Presentation to the Portfolio Committee on Defence

DEPARTMENT OF DEFENCE Annual Report FY2004/2005

8 November 2005

2

SCOPE• Aim• Introduction• Strategic Direction (Chapter 1)• Defence Objectives , Outcome and Outputs

(Chapter 2)• Organisational Structure and Human Resources

(Chapter 3)• Programme Performance (Chapters 5-12):

– Measurable objective– Achievements & Challenges– ENE

• Questions

3

AIM

To brief the Portfolio Committee

on Defence

on the DOD Annual Report FY2004/05

4

INTRODUCTION

DOD Annual Report directly linked to DOD Strategic Business Plan FY2004/05.

Followed guidelines also provided by Parliament (Portfolio Committee on Defence) regarding linkage with Plan.

Compliance with regulatory framework (PFMA, Public Service Act and related regulations).

Format remains largely the same, for ease of reference and comparitive trends analysis.

Main considerations (criteria) when compiling the DOD Annual Report for tabling in Parliament: Readability: Easy to read, not much interpretation required,

limited use of internal (military) jargon. Grammar checked by language specialists (D Lang); style and layout checked by CDCC.

Integrity of information: correctness, completeness, verifiability and possible security concerns.

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CHAPTER ONE: STRATEGIC DIRECTION

(CHAPTER 1 OF SBP)

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CHAPTER 1…

• Strategic Profile

– Vision– Mandate– Mission – Aim of the DOD

• Alignment with Cabinet & Cluster priorities• Minister of Defence’s Priorities for FY2004/05.• Strategic focus• Functions of the SecDef & CSANDF• Parys Resolutions

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CHAPTER TWO: DEFENCE OBJECTIVES , OUTCOME

AND OUTPUTS(CHAPTER 2 OF SBP)

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CHAPTER 2…

• DOD Programmes (nine)• Military strategic objectives (as revised by the Minister of Defence,

Aug 04)• Defence Outcome: “Effective defence for a democratic South

Africa”• Defence Outputs

– All Services and Divisions have operational plans which indicate outputs, clients to benefit, linkage with Govt priorities and required resource requirements for those outputs.

– Risks to be managed by sub-programmes and those that are transferred to higher authority. Strategies to mitigate risks are also included.

– Inspector General DOD conducts regular performance audits to verify results achieved.

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CHAPTER 2…

• Primary Outputs– Defence commitments– Landward defence capabilities– Air defence capabilities– Maritime defence capabilities– Military health capabilities

• Secondary Outputs– Cryptographic security services to Govt Depts– National Codification Bureau– Defence diplomacy– Honouring the DOD’s international obligations– Participation in Govt clusters (IRPS, JCPS, and G&A)– Defence policy advice

• Report focuses mainly on primary outputs

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CHAPTER 2…

• Services rendered: Included in

Social Contribution, Cht-4, pg 4-8• Discontinued services

– Phasing out of the Area Defence Capability (Commandos) – to be completed by March 2009.

• New/proposed services: None• Losses and damages: Included in Financial statements• Events after the Accounting Date: None

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CHAPTER THREE: ORGANISATIONAL STRUCTURE AND

HUMAN RESOURCES(CHAPTER 3 OF SBP)

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O rganizational S tructure of the D epartm ent of D efence

S A A rm yJo in t O p era tio nsD iv ision

D efe nce In te llig en ce

E qu a l O p p or tun it ies

C h ie f D irec to ra te

D ep a rtm e n ta l A cqu is i t io n a nd

P rocu re m e nt D iv is ion

G ov e rn m e nt In fo rm ationT e ch no log y O ffice r(G IT O )

D iv ision

P o licy an d P lan n ingD iv ision

F ina n ce M a na ge m e ntD iv ision

D e fe n ce Insp ec tora te

S e cre tary fo r D e fen ce

D e fe n ce S e c re tar ia t

C o rpo ra te S ta ffD iv ision

S A A ir F orce S A M ili ta ry H ea lth S e rv ice Jo in t S u p po rtD iv ision

C h ie f o f th e S A N a tio n a l D efe nce Fo rce

S o uth A fr ica n N atio na l De fen ce Fo rce

M in is te r o f D e fe n ce

CHAPTER 3…

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• DOD HR Strategy 2010: Progress Report– Addresses high-level human resource management concept.– One of Minister of Defence’s priorities.– Military Skills Development System (MSDS) has grown to 6 262,

comprising 10% of Regular Force.– Rank-Age ratio for Privates aged between 18 – 24 improved by 27,4%

since 2003.– SA Navy trained 74 MSDS members for use in the National Public Works

Dept.– 146 MSDS members obtained certificates in Military Studies from the

Military Academy.– Voluntary programme was instituted to re-deploy 215 SANDF members

to the SAPS’s Security and Protection Division.• DOD Youth Foundation Training Programme (YFTP) – for previously

disadvantaged learners:– 250 trained during 2004 academic year, 228 of them appointed in the

DOD.– Pass-rate: Maths (98%); Physical Science (99%) & Biology (100%).

CHAPTER 3…

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CHAPTER 3…

• One-Force Concept– Reserve Force Strategy and Plan were approved by the Defence

Staff Council.– 1 443 Reserve Force members recruited for preparation and

deployment in peace missions.• Macro Workforce Composition

– In the absence of an approved exit mechanism, DOD relied on natural attrition for the reduction of personnel in line with Defence Review (1998) target of 70 000.

– Defence Act Personnel (DAP) increased by 2.4% from 60 444 (1 Apr 04) to 61 947 (31 Mar 05).

– Public Service Act Personnel (PSAP) decreased by 2.9% from 15 469 (1 Apr 04) to 15 022 (31 Mar 05).

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CHAPTER 3…

• Personnel Expenditure (Tables 3.1 – 3.4 )

– Tables as Prescribed by Dept of Public Service and Administration (DPSA)

– Actual employee cost as a percentage of total DOD HR Cost, incl Strategic Defence Packages (SDPs) was 39%, which is within Defence Review guidelines of 40%. [Note: Reserve Force expenditure not included due to their non-continuous utilisation in the DOD]

– Challenge: force design and force structure is a prerequisite for defining the appropriate and affordable size of the DOD HR composition.

• Employment and Vacancies (Tables 3.5 to 3.10)– Indicated vacancies were predominantly unfunded.– Post establishment decreased by 870 posts compared to

previous year.– Increase in MSDS members.– Appointments. Due to budget constraints, appointments were

limited to specialised and professional occupations.

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CHAPTER 3…

– Terminations • No exit mechanism; reliance on natural attrition (contract

expiry, medical discharges, retirements, deaths and resignations).

• Increase of 557 terminations compared to previous year. This was mainly due to voluntary redeployment of SANDF members to the SAPS’s Security and Protection Division.

– Promotions. Compared to FY03/04, there were 276 fewer promotions in critical occupations (see Table 3.11 – 3.12).

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CHAPTER 3…

• Employment Equity– As at April 2005 DOD total strength was 76 969.– The total strength in terms of gender representation of the DOD

was 59 608 males (78%) and 17 301 females (22%).– 367 (0,5%) employees of the DOD have been registered as

having disability.– Full time component comprised of 63,9% Africans, 12,64%

Coloureds, 1,3% Indians and 22,96% Whites.– This is in line with Defence Review guideline of 64,68%

Africans, 10,22% Coloureds, 0,75% Indians and 24,35% Whites.

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CHAPTER FIVE: DEFENCE ADMINISTRATION

(CHAPTER 4 OF SBP)

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Conduct overall management, administration and policy development

of the Department

CHAPTER 5… MEASURABLE OBJECTIVE

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CHAPTER 5…ACHIEVEMENTS & CHALLENGES

• POLITICAL DIRECTION – Involved in a number of defence-related diplomatic

activities – Participation in African Union and SADC activities,

including the Inter-State Defence and Security Committee (ISDSC).

– Provision of strategic guidelines and priorities for FY2006/07.

• DEPARTMENTAL DIRECTION– Dealt with Auditor-General and Parliamentary queries

relating to defence policy.– Appeared before Parliament in respect of various

issues.– Participated in the defence-related Government clusters,

i.e. IRPS, JCPS and the G&A.

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• SANDF COMMAND AND CONTROL– Continued to support the Minister of Defence’s peace

initiatives through peace missions and Continued with military-to-military relations with various countries in line with IRPS priorities and DOD defence diplomatic policy.

– Played a leadership role in the establishment of the African Standby Force and SADC Brigade.

• POLICY AND PLANNING– Defence Policy

• Involvement in the SADC regional and continental activities, e.g. development of the Common Defence and Security Policy

• Provided support to external deployments of the SANDF, including Cabinet memoranda, conclusion of agreements, etc.

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– Strategic Management• Support to strategic direction processes, including

planning and co-ordination of Ministerial and DOD strategic planning work sessions.

• Co-ordination of pilot-implementation of the Balanced Scorecard in the DOD.

– HR Planning• Successful implementation of DOD HR Budgeting

System (known as Legadima).• A new DOD Personnel Acquisition Strategy was

developed.• The Rural and Scarce Skills Allowance was

implemented for the Military Health Professions in order to retain expertise.

• First Military Skills Development System (MSDS) intake cycle was successfully completed.

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– Reserves and Veterans• An agreement was signed between Dept of Labour

and DIDTETA to utilise Rm56 for providing skills to the military veterans.

• Legal Support. Processing of legislation was processed.• Challenges:

• Finalisation of the Defence Update.• Funding of the Conventional Arms Control

Inspectorate.• Updating the DOD’s Structure Management Control

System (SMCS).• Servicing and reprioritisation of Memoranda of

Understanding.

24


• FINANCIAL MANAGEMENT• Budget Management Service. The following was provided:

• Budgeting guidelines, Budget motivation report, Estimate of expenditure, Defence vote. Special Defence Account schedule.

• Corporate Budget Control Service. The following was provided:

• Adjustment budget, Monthly early warning reports, Virement and fund re-allocations, Roll-over claim, Reconciliation statements for cash donations, Expended vote.

• Budget Management Service to Budget Authorities. The following outputs were provided:

• Budget preparation service, Budget execution service.

25


• Accounting Services– Corporate Financial Asset and Annual Reporting Service:

Management of departmental debt, Management of DOD bank account, Control over financial transactions as prescribed by law and related regulations, Preparation of financial statements, Provision of adequate cash in the DOD Paymaster-General Account for planned monthly cash flow.

– Management of stores, services and related payment and revenue.

– Remuneration administration service for personnel.• Public Finance Management Compliance Service:

• Financial risk management, Audit report management.• Financial delegations and policies, Financial

misconduct.• Losses and claims administration.

26


• Financial Support Service in respect of:• Financial information support, Contract

management, Management of face-value documents, Career management, Grievance and discipline administration.

• Challenges– Implementation of the Integrated Financial Management

System (IFMS).– Unqualified statements unlikely unless DOD obtains

exemptions until IFMS in place.

27


• DEPARTMENTAL ACQUISITION AND PROCUMENT• Strategic Defence Packages (SDPs) were delivered as per

contractual arrangements.• Acquisition Service

– Army Acquisition: Artillery Target Engagement System integrated and required systems (such as 40mm Automatic Grenade Launcher) delivered.

– Air Force Acquisition: • Hawk Lead-in Fighter Trainer. Production ahead of

schedule and good progress on infrastructure upgrade.

• Good progress in respect of Advanced Light Fighter Aircraft (Gripen), and Maritime Helicopters.

• Contracting of eight (8) A400M Aircraft to commence in FY2005/06.

28


– Naval Acquisition: • Delivery of four (4) Type MEKO A-200 (SAN) Frigates

to South Africa took place.• Launching of the first Type 209 Mod 1400 submarine.• Construction of two multi-purpose harbour tender

(tug boats) commenced in Feb 05.• Project on upgrade of SAS OUTENIQUA was closed.

– Common Weapons Systems. Final approval of the DOD’s projects on chemical and biological defence was obtained.

– Technology Development. Good progress in ensuring better understanding of Technology Acquisition Management system and projects.

29


• Procurement Service– Policy on the Framework on Supply Management was

promulgated.– Commissioning of Weatherhaven Camping System in

Burundi.– Implementation of the Supply Chain Management

System. – Contracts to a total value of R264 506 364 were awarded.

Contracts to the Historically Disadvantaged Individuals (HDIs) were 40.44% of the total value in accordance with Preferential Procurement Policy Framework Act.

30


• CORPORATE STAFF DIVISION • Strategy and Plan Office

– In support of the Chief of the SANDF, Office participated in IRPS cluster activities.

– Involvement in the SADC regional and continental activities, eg development of the Common Defence and Security Policy, and establishment of the SADC Brigade.

– Finalisation of the DOD Strategic Business Plan, in conjunction with Policy and Planning Division’s staff.

– Direct support to the Executive Authority, Secretary for Defence and Chief of the SANDF in respect of critical management information.

– SANDF Performance Against Plan Reports (Quarterly and Annual Reports)

– Involvement in the implementation of the Parys Resolutions, eg Defence Update.

31


• Defence Corporate Communication– Ensured alignment of its strategy and plan with that of

Govt.– Involvement in the implementation of the Parys

Resolutions, especially regarding improvement of public image of the DOD.

– Actively participated in the Govt Communication and Information System (GCIS) planning forums.

– DOD Information Centre received 5 000 enquiries.– DOD website was visited 43 000 times. It was used for

publication of DOD Strategic Business Plans, DOD Annual Reports, DOD Information Bulletins, media statements, SA Soldier editions and two Reserve Force publications.

32


• Military Legal Services– Operational legal support was rendered to 10 ordered

operations and eight (8) joint and multinational exercises.

– Reviewed 37 pieces of legislation promulgated Govt-wide in 2004 to establish possible impact on the DOD.

– Assistance was provided in the drafting of Implementing Arrangements in respect of Memoranda of Understanding, bilateral and multilateral agreements and diplomatic notes with various countries.

– Military prosecutions took place as planned.– Challenges:

• No courts of Military Appeal due to non-availability of members of Courts of Military Appeal and judges to chair those courts.

• Non-availability of witnesses and interpreters delayed cases.

33


• Religious Services– Ensured a service that promoted spiritual, social and

ethical conduct of all DOD members.– Chaplain’s Service received three (3) awards at the DOD

Masibambisane Awards Ceremony for excellent service in combating HIV and AIDS in the DOD.

– A new Chaplain General was appointed.

34


• Defence Foreign Relations– SANDF has 26 military attaches in 23 countries; 17 non-

residential accreditation in 17 other countries.– There was nearly a 40% change-over in the South

African military attache corps.– Representation in the UN P5 countries (France, PRC,

Russia, UK and US) was upgraded from rank of Colonel to Brigadier General.

– Involvement in the arrangements of continental and regional multinational activities, esp SADC Organ and the ISDSC activities.

– Challenges:• Increased defence diplomatic activities and their

impact on capacity.• The roll-over of mission accounts due to lag time

caused by the Dept of Foreign Affairs.

35


• Reserve Component– Promulgation of the Strategy and Implementation Plan

for the Renewal and Transformation of the Reserve Force system.

– Council for Support of National Defence was successfully launched with Mr Tokyo Sexwale as chairperson.

– Reserve Force Council, the statutory body mandated as a consultative and advisory body, represented the Reserve Force and it made great contributions during the year under review.

– Chief of Defence Reserves continued to be involved in the phased withdrawal of the SANDF Commando System.

36


• Inspection Services– The Committee of Sponsoring Organization of Treadway

(COSO) approach was adopted for internal audit reporting.– An automated audit management system (TeamMate) was

introduced.– Performance Audit

• Two external deployment audits were conducted in the DRC and Burundi.

• Centre for Effect Analysis completed 95 attitude and opinion surveys.

• The Effectiveness Model to measure combat readiness was implemented in the SA Army and SA Navy.

37


– Regulatory Audit

• 155 Performance audits were conducted and 197 certificates of condonement given for closing down audits. 800 Closing down audits were still outstanding.

• Five overseas project offices for the Strategic Defence Packages were audited. It was found that there was great improvement in systems and processes used.

– Anti-Fraud. A total of 67 investigations were undertaken, with 42 completed and 25 referred to the Military Police Agency, Legal Services or National Prosecution Authority.

• Challenges:

– Long procurement processes negatively affecting expenditure.

– Delays in the servicing and repair of vehicles.

38


• EQUAL OPPORTUNITIES• Direction and policy advice

– Equal Opportunity Policy. The following policies were promulgated:

• Shared Values.• Prevention and Elimination of Unfair Discrimination

on Grounds of Sexual Orientation.– Gender Equity

• Liaison with with the National Office on the Status of Women.

• Gender Focal Point successfully organised the South African Women’s Day, in conjunction with the SA Navy. It also visited the ‘Save our Souls’ School for the Blind and AIDS orphans in Mamelodi, Pretoria.

39


– Disability Equity• Nine (9) barrier-free access projects launched in

Bloemfontein.• Participated in the activities of the Inter-

Departmental Collaboration Committee on Disability (IDCCD) at the National Office on the Status of Disable Persons.

– Affirmative Action• Roadshows were conducted to the Limpopo,

Mpumalanga and Western Cape Provinces with the aim of popularising acceptance of the Equal Opportunities and Affirmative Action objectives.

• Briefings were given to SCOPA regarding representivity at senior management service (SMS).

• Development, Research and Evaluation. All its objectives were achieved as planned.

40

Strategic Business Plan FY2004/05

(VOTE 22)

R’000

Final Appropriation

R’000

Actual Payment

R’000

719,700 707,649 707,649

CHAPTER 5… ENE

41

CHAPTER SIX: COMMAND AND CONTROL

(CHAPTER 5 OF SBP)

42

Defend and protect South Africa through the command and control of all ordered operations by the Defend

Force as directed by Government


43


• Strategic Direction - Good progress was made in developing the Joint and Multinational Doctrine.Operational Direction– Emphasis was placed on the development of

Operational Capability Management, together with the African Battle Space concept.

– Mission concepts were developed and approved by the Chief of the SANDF to be included in the Joint Defence Publications.

– SANDF continued to render support to the SAPS, while the phased withdrawal from internal role was being implemented.

• Peace Support Operations (Ordered Operations) - Details are in Table 6.1.

• Special Operations. Successfully participated in a number of operations and joint exercises, such as Exercise GRIFFON, Exercise NICUSY and Exercise NEUTRON.

44


• Internal operations - Details of operations in Table 6.2– Operation INTEXO. This continued to support SAPS in

combating trans-border crime.– 11 Companies were deployed along national borders

(Lesotho, Mozambique, Botswana and Zimbabwe) at any given time.

– Various operations were conducted in the execution of the National Crime Prevention Strategy, in support of SAPS and Dept of Environmental Affairs and Tourism.

– Operation STIPPER. • Army Territorial Reserve will continue executing the

Rural Safety Plan, until it is phased out by 31 March 2009.

• First phase of SANDF/SA Police Service Exit/Entry Strategy was finalised.

• Humanitarian Relief Deployments (Table 6.3)• Ad Hoc Deployments (6.4)

45


• Operational successes:– Weapons found: 1 379– Narcotics Confiscated

• Dagga (Marijuana): 52 992kg• Cocaine: 42 kg• Mandrax: 2 390 kg• Ecstasy: 1 205 tablets

– Livestock Recovered: 3 908– Undocumented Migrants Apprehended: 52 455– Stolen vehicles: 57– Criminals arrested; 7 137

• Joint Exercises and Multinational Exercises (Table 6.5)

46


(VOTE 22)

R’000

Final Appropriation

R’000

Actual Payment

R’000

1,218,866 1,230,675 1,230,675

CHAPTER 6… ENE

47

CHAPTER SEVEN: LANDWARD DEFENCE

(CHAPTER 6 OF SBP)

48

Defend and protect South Africa through maintaining and providing prepared and

supported landward combat forces, services and facilities that meet the

requirements of Government


49


• Strategic Direction– 17 Commando units closed down during FY2004/05.– The SA Army closed 92,9% of all redundant force

structure elements (See table 7.1).– Good progress with Project Phoenix (Reserves)– January intake of MSDS recruits: 2 964

• Infantry Capability – Two battalions for deployment in Burundi and the DRC– An infantry company (140 soldiers) in Sudan– 12 regular Force companies and 23 Reserve Force

platoons internally under restrictive funding conditions. – Challenges:– Main focus for force training only on forces deploying

outside RSA.– The health and age of troops are still areas on concern.

50


• Armour Capability– 103 formal military courses were conducted from which 1

830 learners qualified. This exceed the planned target of 96 courses and 1 760 learners.

– Challenges• No exercises were conducted and limited continuation

training took place, due to under-funding;• Financial constraint impacted on the utilisation of the

Rooikat armoured Car Squadron and the availability and serviceability of support vehicles;

• The age and health status of the HR component.• Artillery Capability

– Realistic and functional training was conducted to ensure excellence in combat readiness;

– 57 courses for 1 134 learners was planned but only 46 courses for 966 learners were presented.

51


• Air Defence Artillery Capability– Challenges:

• the SA Army’s requirement to provide forces for Peace Support Operations;

• The ageing and health problem in the SA Army.• 25 formal courses were provided. Some courses

were cancelled due to financial constraints.• Engineer Capability

– Increased demands regarding deployment and support to operations were met.

– 43 planned courses for 870 learners was exceeded with 62 courses presented for 1 458 learners.

– It provided two Composite Engineer Squadrons for the African Mission in Burundi as well as for the UN Mission in the DRC. Approx 30 boreholes were sunk to provide water for local people and the UN forces.

52


• Operational Intelligence Capability– presented 27 courses to 615 Regular Force learners– The Distance Education Programme improved and 104

Reserve Force members pass their courses. – 1 Tactical Intelligence Regiment conducted a successful

surveillance training exercise at the De Brug training area.

• General Training Capability– Units from the SA Army Training Formation

successfully participated in Exercise AIRBORNE Africa and in Exercise SEBOKA.

– Brig General Nelwamondo was deployed throughout the year to DRC, assigned with to assist the Congolese Armed Forces with their Force Integration Process as part as the Government’s peace initiatives on the Continent.

53


• Command and Control Capability– 43 SA Brigade Headquarters

• Successfully sustained commitments in the DRC in Operation MISTRAL (MONUC III).

• It successfully completed the annual SA Army Force Preparation exercise, SEBOKA.

• It fulfilled the vision pertaining to the Extended Brigade concept (4 x Tactical Group Headquarters which came into being in order to fulfill its command and control commitments in the theatre of operations)

– 46 SA Brigade Headquarters• It participated in the development of a combat-

readiness tool in conjunction with the Council for Scientific and Industrial Research (CSIR) resulting in improved interpretation of combat readiness.

54


– Support capability• Efficient support to SA Army forces deployed in

Burundi and the DRC.• Army general support bases provided efficient

general logistic support to SA Army units in the RSA, in spite of challenges at the procurement centres.

• The Support Formation is investigating a possible reinstatement of the Technical Support capability in the SA Army.

55


(VOTE 22)

R’000

Final Appropriation

R’000

Actual Payment

R’000

3,325,508 3,190,407 3,190,407

CHAPTER 7… ENE

56

CHAPTER EIGHT: AIR DEFENCE

(CHAPTER 7 OF SBP)

57

Defend and protect South Africa through maintaining and providing prepared and supported air combat

forces, services and facilities that meet the requirements of Government


58


Strategic Direction• Air Power Doctrine was approved • A logistic support philosophy and strategy were approved.• Substantial progress was made regarding the implementation of

the SA Air Force Strategic Transformation Plan Towards Vision 2012.

• An Air-to-Air Missile strategy was promulgated.Operational Direction• Air Combat Capability. The objective of 3 337 flying hours was

achieved.• Helicopter Capability. The objective of 10 689 flying hours, 49 to

54 serviceable aircraft daily and 31 qualified aircrew daily were achieved.

• Air Traffic Management It managed to provide all the required air traffic management services and Participated in Exercise GOLDEN EAGLE.

• Challenges: UMLINDI long-range radar systems and power supply system at Mariepskop.

59


Command and Control Capability• Information Technology & Communications Management . The mobile

Communications successfully completed 51 deployments (one still deployed in Burundi).

• Ground Command and Control Management. Total mileage of 324 309 km was traveled, delivering 2 515 tons of cargo.

• Air Force Command and Control School. The school completed 27 courses during the year, training 214 learners.

Operational Support and Intelligence Capability• Intelligence Capability. 15 Courses for 184 learners were planned - 12

courses took place. Shortfall due to other commitments.• Seeker 1 Unmanned Aerial Vehicle. A decision was taken to withdraw

the Seeker 1 system and to retain capability with a manned platform.• Joint Air Reconnaissance Intelligence Centre (JARIC) provided image

support to clients as required.• Protection Services. Specialised protection operations were

successfully conducted.

60


Base Support Systems Capability• Basic Flying Training

– Two pupil-pilot courses completed with 32 learners receiving wings and 9 SAAF Reserve Force pilots.

– Two flying instructor courses were completed and seven pilots qualified as flying instructors.

– A total of 9 605 hours were flown by the Astra Fleet.• Navigational and Survival Training Capability. Four pupil navigators

qualified as navigator instructors. Two survival courses were presented.Challenges:• Airfield systems. Limited funding for maintenance on runways and

taxiways all SA Air Force bases.• Fire-fighting Service. Insufficient resources to maintain and repair fire-

fighting vehicles, equipment and protective gear for fire-fighters.• Motor Vehicle Systems. Vehicle fleet ageing and serviceability status not

adequate.• Facilities and Operational structure. Critical maintenance and upgrading

for most of the operational infrastructure is needed.

61


Education, Training and Development Capability• Development Training Capability. 14 Residential

programmes were presented at SA Air Force College for 284 members

• Logistical Non-technical Training Capability. 115 of the 137 planned courses took place at 68 Air School and 872 learners attended.

• Fire Training. 15 planned course took place and 420 learners attended, with a 97% pass rate.

• Hospitality Training. All three planned courses for 92 learners took place at Cookery School, Air Force Gymnasium. 68 Learners successfully completed the courses.

Technical Support Capability• Other Outputs Produced (see Table 8.1) e.g air tpt of DOD

clients such as the President, etc

62


(VOTE 22)

R’000

Final Appropriation

R’000

Actual Payment

R’000

2,222,296 2,257,493 2,257,178

CHAPTER 8… ENE

Deviation between Final Appropriation and Actual Expenditure was due to a surplus of R315 000 on the operating funds of the Strategic Defence Packages

63

CHAPTER NINE: MARITIME DEFENCE

(CHAPTER 8 OF SBP)

64

Defend and protect South Africa through maintaining and providing prepared and supported maritime

combat forces, services and facilities that meet the requirements of

Government


65


Maritime Direction Capability• Human Resources

– Focus on maintaining an affordable HR component of not more than 6 700 personnel. Good progress on aligning SA Navy with the requirements of SA Qualifications Authority.

• Force Preparation Direction Capability - Most of the objectives of this capability were achieved.

Maritime Combat Capability• Surface Combat Capability. All Chief of Joint Operations

requirements for force employment were met and combat-readiness objectives were substantially achieved.

• Submarine Warfare Capability. There is currently no submarine warfare capability. Training is still underway for the new type 209 submarines to be delivered during FY2005/06.

• Combat Support and Sea-lift Capability. This capability has been reduced to a replenishment capability, following decommissioning and sale of SAS OUTENIQUA. SAS DRAKENSBERG has limited sea-lift capability. Despite 1 200 Force Employment required, none were used by Joint Operations.

66


• Mine Warfare and Diving Support Capability.– Force employment requirement of 61 hours was fulfilled– The degradation of the sonar capacity of the mine-hunters

has caused these vessels to become diving support vessels.– Hydrographic Services Capability. SAS PROTEA was

unable to complete her programme of survey work due to a prolonged refit and mechanical problems.

• Operational Diving Capability. 4 526 Force employment hours were produced, instead of the 1 200 hours originally planned.

• Harbour Patrol and Operational Boat Squadron Capability. 2 244.5 Force preparation hours and 687 force employment hours were produced, instead of 50 hours planned for the latter. Provided support to the SAPS for bottom searches, recovery, security patrols and VIP escort duties.

67


• Inshore Patrol Capability– Limited use of force preparation hours due to

unsatisfactory combat readiness state. Vessels were effective in anti-poaching patrols.

– Force employment hours were over-estimated – only 168.5 (20%) hours were used of the planned 850 hours.

• Maritime Logistic Capability– Dockyard capability. Dockyard Transfer Agreement – to

transfer dockyard to Armscor – was signed.– Publications Provisions Capability. Photographic

service and warfare publications control service were provided to all SA Navy units.

– Logistic Warehousing Capability. Main focus on disposal of excess and obsolete stock.

68


• Challenges:– Lack of codification service.– Diminishing workforce at the Naval Engineering Service.– Lack of specifications capability.– Final decision regarding disposal of the remaining two DAPHNE

Class Submarines still pending.– Lack of Strikecraft spares.– Inadequate perimeter security, which led to break-ins and loss of

state equipment. Maritime Training Capability (see tables 9.1 to 9.6)General Base Support Capability• Duplex housing for Junior Ratings was completed..• Executive objectives achieved. Challenge: Disposal of unserviceable,

redundant and obsolete stores is very slow due to shortage of personnel.

• Naval Harbour Master. Supply of an effective one-stop harbour service was achieved. Challenge: Crew shortages, due to arrival of two patrol corvettes and sea trials.

69


• Other Outputs in Support to Govt– IRPS Cluster. Participation in the ISDSC’s Standing Maritime

Committee.– JCPS Cluster

• Team of 23 members was deployed (Operation NEPTUNE) to assist the Marine and Coastal Management Service in fighting poaching and ongoing operation (Operation INTEXO) to assist in anti-poaching patrols on the East and West coasts up to Mozambique.

– G&A Cluster. Co-operated with the National Dept of Transport in developing the maritime agenda.

– Defence Diplomacy. Received study tour groups from other military establishments (Germany, the United Arab Emirates and the US), staff talks with India and Pakistan. Received 11 foreign ships on goodwill and working visits. Navy personnel also visited abroad, esp as part of the Strategic Defence Packages (SDPs).

70


(VOTE 22)

R’000

Final Appropriation

R’000

Actual Payment

R’000

1,092,571 1,100,822 1,100,822

CHAPTER 9… ENE

71

CHAPTER TEN: MILITARY HEALTH SERVICE

(CHAPTER 9 OF SBP)

72

Provide prepared and supported military health capabilities,services and

facilities in support of the defence of South Africa that meet the

requirements of Government


73


Strategic Direction• Main focus: improving business processes by

concentrating on outputs. A Public-Private Partnerships between the DOD and private medical facilities was to be entered into so as to effect financial savings.

Military Health Support• Provided combat ready Military Medical task groups for

Burundi, DRC and in Sudan and 43 Patients were medically evacuated from Burundi and the DRC.

• Three provincial clinics were upgraded in Limpopo and Mpumalanga provinces, and 6 100 local people were treated. Disaster management training was provided to 60 members of Limpopo Province Emergency Services.

• Lectures were presented on chemical, biological and radiation capability in the SANDF, incl personnel from the DRC and Burundi.

74


Force Preparation• Training was provided to Reserve Force members wrt Basic

Ambulance Assistant’s course (73), Battle Support course (80) and operational readiness courses.

• Challenges:– Shortage of deployable Operational Emergency Care Practitioners.– Conversion from AMIB to ONUB impacted negatively on the

structure of the task group provided.– 7 Medical Battalion Group was only 56% staffed which affects

combat readiness.– Logistic support systems and General Support Base structures.

Area Military Health Service• Provided health facilities within 30km for 90% of patients as planned.• Services were rendered to the Presidency, serving SANDF members,

their dependents, retired members and services in support of other State Depts as approved.

75


Specialist/Tertiary Health Service• Rendered service to approx 69 000 serving SANDF

members and their dependents, 17 000 Code 4 and Code 7 members, retired SANDF members, Govt VIPs and Govt approved patients (eg from the United Nations and SADC).

• Services rendered (see Table 10.4)• Aviation Health services (see Table 10.5)• Services rendered by Military Psychological Institute (see

Table 10.6)• Maritime Health and Base Orientated Services (see Table

10.7)• Veterinary Health Services (see Table 10.8)

76


Product Support Capability. Military Health Base Depot provided services to deployed SANDF members in Burundi, DRC, and Sudan.

• Challenge: Facilities do not comply with Occupational Health and Safety Act. New warehousing will be obtained soon.

Base Support Capability. Achieved

Military Health Training Capability

• 1 623 Learners were trained on 25 courses from basic training to SA Military Health Service Senior Management courses.

• Significant progress was made with the accreditation of courses with the South African Qualifications Authority.

• Courses presented (see Table 10.10)

• Presented five Nursing Courses (see Table 10.11).

• Military Health Combat Training Centre presented courses through simulated operations.

77


• Joint Physical Sport and Recreation Centre. A partnership was entered into between SAMHS and the University of Free Staff Sport Institute in order to identify sport talent in that province. The Centre was also involved in the fund-raising for the Vhembe Orphanage as part of community service.

• Challenge: Capacity in respect of logistics, financial and human resources in order to support the Military Skills Development System (MSDS) learners.

Occupational Health and Safety (OHS). • Occupational health and safety policies are implemented. • Health assessments and occupational hygiene survey are

conducted to enhance operational readiness.• Challenges:

– Lack of dedicated personnel.– Management of non-compliance with Facilities Regulations and

Ammunition and Explosives Regulations of the OHS Act. This is restricted by budgetary constraints.

78


Outputs to Government. Achieved• IRPS Cluster

– Briefings to neighbouring countries regarding HIV and AIDS awareness projects.

– Participated in SADC’s ISDSC Health Workgroup.– Presented a course to 27 delegates from Organisation

for the Prohibition of Chemical Weapons.– Continued to provide forces to Central Africa as

required by Joint Operations.• G&A Cluster

– Mobile theatres were provided to Gauteng Dept of Health for utilisation at Kalafong Hospital.

– Services rendered to patients outside the DOD are reflected in Table 10.12.

79


(VOTE 22)

R’000

Final Appropriation

R’000

Actual Payment

R’000

1,305,560 1,340,906 1,340,906

CHAPTER 10… ENE

80

CHAPTER ELEVEN: DEFENCE INTELLIGENCE

(CHAPTER 10 OF SBP)

81

Defend and protect South Africa by the provision of timely and accurate military intelligence and counter-

intelligence products and services that meet the requirements of Government


82


• The first Defence Intelligence Sub-committee Intelligence Course was presented successfully in Zimbabwe.

• Defence Intelligence is also involved in assisting security management on the continent, for example in Uganda, Côte d'Ivoire and the Sudan.

Defence Intelligence personnel continue to play an important role in support of Government's efforts to facilitate a cease-fire and peace agreements in Burundi and the Democratic Republic of the Congo.

Defence Intelligence supported SANDF elements before, during and after deployment in the Democratic Republic of the Congo and Burundi and supported Exercise MEDFLAG, Exercise AIRBORNE AFRICA Aerospace Africa Defence Exhibition 2004. This support led to valuable operational information being obtained.

83


The collection capability was extended during the report

period, and a number of geospatial products and services were delivered or are being upgraded.

During the last quarter of the period under review Defence Intelligence also provided training to the Economic Community of West African States early warning centre staff.

Defence Intelligence played a major role in drafting the National Security Framework.

Conduct intelligence exchange conferences with specific partners and also provides intelligence exchange documents to identified foreign intelligence partners.

Initiated structural changes to improve both its early warning and situation room.

84


• Challenges– Availability of skilled personnel due to external

deployments and resignations.– Insufficient collection capability that is supported by

appropriate technology.– Inability to re-locate the Defence Intelligence HQ

building.– Limited access to training, esp SA Army courses, which

hampers career development of members.

85


(VOTE 22)

R’000

Final Appropriation

R’000

Actual Payment

R’000

145,820 138,162 138,162

CHAPTER 11… ENE

86

CHAPTER TWELVE: JOINT SUPPORT

(CHAPTER 11 OF SBP)

87

Strategic direction, joint logistics, 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 to its people that meet the prescribed combat readiness,

operational and other requirements of Government.


88


Strategic Direction. Joint Support Office provided strategies, policies, plans and instructions in support to the Chief of the SANDF.

Human Resource Support and Management

• Planned recruitment target of 250 members for the Youth Foundation was achieved.

• A total of 814 530 applications for MSDS were processed for the January 2005 intakes for the SANDF.

• Timely payment of deployed members allowances.

• Out of possible 360 members of the DOD, 209 were successfully transferred to the SAPS.

• Project on Non-Statutory force (NSF) Pension did not progress well:

– Majority of 21 000 NSF members who joined SANDF since 1994 are no longer in service of the DOD (resignations, discharge or retirement) Focus on non-serving members.

– DOD has received so far 13 130 applications, of which more than 2 000 were submitted to Govt Employee Pension Fund for payment.

89


• Challenges– Restructuring of Human Resources Functions.– Final Force Design and Structure.– Marketing, Recruiting and Selection Funds. Lack of

funds and support. – Personnel Maintenance Functions. Absence of

delegations and various DOD policy prescripts.– New SANDF Leave Dispensation. The implementation of

a new leave dispensation for SANDF members, without a computerised leave system to support the execution.

– Non-statutory Force Pension Project. Delayed by the verification of incorrect addresses as well as incorrect and incomplete application forms.

90


Joint Logistic Services• Policy developments. Two policies were completed.• An Ammunition Disposal Risk Management Plan was

developed. • Codification contract with LogTek. Process underway to

capacitate DOD through training.• Logistical Training. Achieved• Technical Training. Achieved• Objective achieved accept Rm 143 was allocated for the

maintenance of facilities, but this fell short of Rm 300 which was required.

• Environmental Management. Achieved

91


Joint Logistic Services…• Challenges:

– Changing the culture of the ‘silo’ strategic management process in the materiel function into a single integrated process.

– Lack of progress in the disposal of Category 2 equipment due to delay in the appointment of auctioneers.

– Implementation of a single accounting system.– The preparation and migration of present asset accounting data

to the required standards as set by National Treasury.– Transfer of stores administration functions to the Services could

help reduce number of negative audit findings made every year.– Registration of DOD vehicles on the National Transport

Information System.– Guidelines on the clearance from land of unexploded ordnance.– Increased participation of the SANDF in peace missions, putting

a strain on logistical support resources

92


Command and Management Information Systems• Policy developments. Achieved • 6 Signal Regiment’s activities (Reserve Force capability)

were hampered by lack of funding.• School of Signals presented 49 courses to 1 225 learners.• Challenges:

– ‘Buy-in’ from Services and Divisions regarding Information Warfare capability.

– Necessity to obtain mandate for Network Warfare capability.

– Compliance with the Information and Communication Systems Security Policy.

– Insufficient capacity and signal equipment.– Health status and the testing thereof for deployment

purposes.– Establishment of Comsec (Pty) Ltd not finalised.

93


Service Corps• Project to train 4 350 military veterans has taken off.• Actively participating as an enabler in preparing the DOD volunteers to

transfer to the SAPS.• Completion of the Centre for Advanced Training accommodation

complex. • Adult Basic Education and Training continued to be provided to 68

Public Service Act Personnel.• Rm 1.5 was allocated to upgrade the Practical Business School

Mankwe to accommodate the SAPS.• Challenges

– Client throughput planning forecasts.– Information systems for the Service Corps business.– Cost of facilities, training disciplines and instructors.– Political imperatives for the migration of the Service Corps out of

the DOD and promulgation of Service Corps Act.– Accreditation with the SA Qualifications Authority and

Employment requirements for Clients.

94


Joint Training• Policy Development:

– DOD Instruction on Management of Learner Assessment was promulgated.

– DOD Instruction and Joint Defence Publication on General Education and Training, Further Education and Training, and Higher Education and Training were promulgated.

• Two ENSP programmes were successfully presented at the SA National Defence College, with 6 foreign learners attending each.

• SA National War College completed its third JSCSP. 96 of the initial 100 learners successfully completed the programme.

• A total of 21 simulation exercises were completed.

95


• Military Academy – There was improvement in representivity among

academic staff with the appointment of Black academics.

– 80% of 170 MSDS learners received their Certificates.• Challenge. Establishment of the African Centre for Defence

and Security Leadership at the Military Academy could not be pursued due to lack of funding.

96


Military Police • Provided high quality service to peace missions as

required.• Crime prevention operations were conducted, and in some

cases with the SAPS.• Provided service for searching activities at the Air Force

Base Waterkloof.• Other Successes:

– Retrieved stolen equipment to the value of R1 008 746.– Issued traffic fines to the value of R210 850.– Arrested 353 military members and 168 DOD employees.

97


• Other Outputs produced (see Table 12.19)• Support to Govt (IRPS and G&A cluster) activities. • Challenges:

– Initiative to replace Mamba vehicles.– Implementation of the Electronic Crime Administration

System.– Military Police Structure to be re-designed.

98


(VOTE 22)

R’000

Final Appropriation

R’000

Actual Payment

R’000

2,303,399 2,400,705 2,400,013

CHAPTER 12… ENE

Deviation between Final Appropriation and Actual Expenditure was due to a surplus of R692 000

99

QUESTIONS

Documents

1 Presentation to the Portfolio Committee on Defence DEPARTMENT OF DEFENCE Annual Report FY2004/2005 8 November 2005