FY2006/07 to FY2008/09 - Department of Defence

Major “Midnight” Mbhokota became the firstblack fighter pilot in the SA Air Force in 1997.The Department of Defence Strategic Plan is available on thewebsite at http://www.mil.zaEnquiries about this plan are to be forwardedto Mr S. Khosa +27-12 355 5487) or Fax +27-12 355 5613Brigadier General A. Fakir +27-12 355 5021ISBN 0-621-36489-4 RP 33/2006D E P A R T M E N T O F D E F E N C E

contentsTABLE OF CONTENTSPAGEList of TablesList of FiguresForeword by the Minister of DefenceForeword by the the Secretary for Defenceand the Chief of the SANDFiiiivvviiCHAPTER 1 - STRATEGIC PROFILE AND DEFENCE OBJECTIVESCHAPTER 2 - DEFENCE STRATEGYCHAPTER 3 - ORGANISATIONAL MANAGEMENTIntroductionVisionMissionMandate of the Department of DefenceDepartmental ValuesMission Success FactorsDefence OutcomeMinister of Defence's ObjectivesMinister of Defence's Strategic Guidelines FY2006/07Alignment with Cabinet PrioritiesStrategic FocusDefence Strategic ObjectivesStrategic IssuesFunctions of the Secretary for DefenceFunctions of the Chief of the SANDFFunctions of the SANDFDefence OutputsDefence ProgrammesBudget AllocationRisk Management PlanAffordability and SustainabilityIntroductionThe Military StrategyMilitary Strategic ObjectivesMilitary Strategic ConceptsMilitary Strategic CapabilitiesMissionsMilitary Strategy in ContextForce Employment StrategyForce Preparation StrategySupport StrategiesThe Support ConceptForce RenewalReserve Foce StrategyHuman Resources Strategy 2010Defence Information Management StrategyJoint Logistic StrategyCapital Renewal StrategyOverviewPost Structure11122222334445566777899910101010111112121213131314141515S T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 9i

contentsForce Structure and DesignForce StructureForce Design and StatusPAGE171717CHAPTER 4 - DEFENCE ADMINISTRATIONPurposeFinancial ResourcesOutputsRisks and Mitigating ActionsServices to be Scaled Down, Suspended or AbolishedPerformance and Service Delivery ImprovementCHAPTER 5 - FORCE EMPLOYMENT (JOINT OPERATIONS)CHAPTER 6 - LANDWARD DEFENCECHAPTER 7 - AIR DEFENCECHAPTER 8 - MARITIME DEFENCECHAPTER 9 - MILITARY HEALTH SERVICECHAPTER 10 - DEFENCE INTELLIGENCEPurposeFinancial ResourcesOutputsRisks and Mitigating ActionsServices to be Scaled Down or Suspended or AbolishedPerformance and Service Delivery ImprovementPurposeFinancial ResourcesOutputsRisks and Mitigating ActionsServices to be Scaled Down, Suspended or AbolishedPerformance and Service Delivery ImprovementPurposeFinancial ResourcesOutputsRisks and Mitigating ActionsServices to be Scaled Down, Suspended or AbolishedPerformance and Service Delivery ImprovementPurposeFinancial ResourcesOutputsRisks and Mitigating ActionsServices to be Scaled Down, Suspended or AbolishedPerformance and Service Delivery ImprovementPurposeFinancial ResourcesOutputsRisks and Mitigating ActionsServices to be Scaled Down, Suspended or AbolishedPerformance and Service Delivery ImprovementPurposeFinancial ResourcesOutputsRisks and Mitigating Actions20202029292932323337383839394047474850505158585961616266666769697074747475757677iiD E P A R T M E N T O F D E F E N C E

contentsCHAPTER 11 - JOINT SUPPORTCHAPTER 12 - SPECIAL DEFENCE ACCOUNTServices to be Scaled Down, Suspended or AbolishedPerformance and Service Delivery ImprovementPurposeFinancial ResourcesOutputsRisks and Mitigating ActionsServices to be Scaled Down, Suspended or AbolishedPerformance and Service Delivery ImprovementPAGE7777797980858585LIST OF ABBREVIATIONSPurposeFinancial ResourcesOutputsRisks and Mitigating ActionsServices to be Scaled Down, Suspended or AbolishedPerformance and Service Delivery Improvement87878888898990LIST OF TABLESTable3.1 Human Resource Authorised Posts and Actual Strength - 15 January 2006(Regular Force Members and Public Service Act Personnel only)3.2 Department of Defence Force Structure Planning: Planned Status of FSEs at theEnd of the FY2006/07 - FY2008/094.1 Defence Administration Programme - Allocations for FY2006/07 to FY2008/094.2 Outputs for the Defence Administration Programme for FY2006/07 to FY2008/094.3 Performance and Service Delivery Improvement by the Defence AdministrationProgramme5.1 Force Employment Programme - Allocations for FY2006/07 to FY20008/095.2 Force Employment Programme - Output Details per Sub-programme for theMedium Term5.3 Force Employment Programme - Outputs of Specific Policy Options whereAdditional Funds were Allocated5.4 Force Employment Programme - Joint Exercises5.5 Force Employment Programme - Multinational Exercises5.6 Training Support to Foreign Forces5.7 Force Employment Programme - Performance and Service DeliveryImprovement6.1 Landward Defence Programme - Allocations for FY2006/07 to FY2008/096.2 Landward Defence Programme - Outputs details per Sub-programme forFY2006/07 to FY2008/096.3 Landward Defence Programme - Outputs of Specific Policy Options whereAdditional Funds were Allocated6.4 Landward Defence Programme - Planned Exercises (Service Unique)6.3 Landward Defence Programme - Performance and Service DeliveryImprovement1718202229323336363737383940464748S T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 9iii

contentsTable7.1 Air Defence Programme - Allocations for FY2006/07 to FY2008/097.2 Air Defence Programme - Output Details Per Sub-Programme for FY2006/07 toFY2008/097.3 Air Defence Programme - Planned Exercises (Service Unique)7.4 Air Defence Programme - Performance and Service Delivery Improvement8.1 Maritime Defence Programme - Allocations for FY2006/07 to FY2008/098.2 Maritime Defence Programme - Output Details Per Sub-Programme forFY2006/07 to FY2008/098.3 Maritime Defence Programme - Outputs of Specific Policy Options whereAdditional Funds were Allocated8.4 Maritime Defence Programme - Planned Exercises (Service Unique)8.5 Services / Outputs to be Scaled Down or Suspended8.6 Maritime Defence Programme - Performance and Service Delivery Improvement9.1 Military Health Support Programme - Allocations for FY2006/07 to FY2008/099.2 Military Health Support Programme - Output Details Per Sub-Programme forFY2006/07 to FY2008/099.3 Military Health Support Programme - Outputs of Specific Policy Options whereAdditional Funds were Allocated9.4 Military Health Support Programme - Planned Exercises (Service Unique)9.5 Military Health Service Programme - Performance and Service DeliveryImprovement10.1 Defence Intelligence Programme - Allocations for FY2006/07 to FY2008/0910.2 Defence Intelligence Programme - Output Details Per Sub-Programme forFY2006/07 to FY2008/0910.3 Defence Intelligence Programme - Performance and Service DeliveryImprovement11-1 Joint Support Programme - Allocations for FY2006/07 to FY2008/0911.2 Joint Support Programme - Output Details Per Sub-Programme for FY2006/07 toFY2008/0911.3 Joint Support Programme - Performance and Service Delivery Improvement12.1 Special Defence Account Programme - Allocations for FY2006/07 to FY2009/0912.2 Special Defence Account Programme - Output Details Per Sub-Programme forFY2006/0712.3 Special Defence Account Programme - Performance and Service DeliveryImprovementPAGE505258596162656566686970737374757677798085878889LIST OF FIGURESFigure1.1 Resource/Process/Investment Relationship2.1 The Military Strategy in Context2.2 Military Readiness State System2.3 DOD Strategy Framework2.4 Functional Context for the DEIS3.1 Strategic Direction and Strategic Command Bodies in the Department ofDefence3.2 Department of Defence7101112141618ivD E P A R T M E N T O F D E F E N C E

forewordFOREWORD BY THE HONOURABLE MINISTEROF DEFENCE, M.G.P LEKOTAbuilding a SouthAfrica that trulybelongs to allDEPARTMENT:DEFENCEThe Department ofDefence (DOD) is enteringan exciting period ofservice delitery includingthe human developmentopportunitiesafforded by the continu-ing Special Defence Package (SDP)acquisitions. The recent commissioningof the SAS AMATOLA and the pendingarrival of the 5101 submarine adds animportant asset into the arsenal of theSouth African Navy and the SouthAfrican National Defence Force(SANDF) as a whole. The challenge ofintegrating and leveraging these acquisitionsfor a range of national prioritiesremains paramount in our strategicdirection and focus.These challenges include the rejuvenationof the SANDF in order to meet anincreasing number of new requirements.The recruitment of new personnelof all races and a well-balanced gendercomposition are essential if we areto contribute meaningfully to the'Accelerated Shared Growth Initiativefor South Africa' (ASGISA).Within the context of ASGISA the implicationsfor the DOD on the way forwardwould therefore suggest that we onceagain review key concepts in our strategicbusiness plan with a view to makingthe necessary paradigm shift requiredby ASGISA. We need to continue toplay a role by assisting in bridging thefirst and second economies of our society.This will progress alongside ourrenewal strategy to ensure the defenceand protection of South Africa and supportfor global security.The DOD HR 2010 strategy and issuesrelating to the State of Readiness in particularwill therefore be paramount. Weneed to consolidate our programmeswith regard to targeted recruitmentthrough our Military SkillsDevelopment System (MSDS), the DODYouth Foundation Programme and theSouth African Air Force Siyandiza programme.Through these kind of programmeswe wll enhance access to ourfacilities and provide skilled personnelfor the purpose of delivering experientiallearning for the youth and developmentof Government personnel.To achieve this aspect of improvedaccess and training opportunities, theDOD Service Corps, as a serviceprovider to various stakeholders, willcontinue to play a major role. Further,we need to identify other DOD centresof excellence with the potential for supportto broad national initiatives of thegovernment departments.I am confident that this strategic businessplan for the financial years 2006 toS T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 9v

foreword2008 presented herewith has the flexibility of scope toaccommodate an 'ASGI-Defence' without compromisingour constitutional mandate to protect -and support thepeople of South Africa or our capability to meet ourordered commitments.Our strategic business plan remains the centrepiece ofour commitment to optimum performance against cleardepartmental objectives and aligned with national strategyfor security and a better life for all. From year to yearour stakeholders can judge our commitment to goodgovernance and accountability.Finaly, I would like to state that I am deeply indebted tothe Deputy Minister, the Secretary for Defence, the Chiefof the SANDF, and all members of the DOD for theirhard work, dedication and loyalty during the past year.M.G.P. LEKOTAMINISTER OF DEFENCEviD E P A R T M E N T O F D E F E N C E

forewordFOREWORD BY THE SECRETARY FOR DEFENCEAND THE CHIEF OF THESOUTH AFRICAN NATIONAL DEFENCE FORCEPRESENTED TO THE MINISTER OF DEFENCEbuilding a SouthAfrica that trulybelongs to allDEPARTMENT:DEFENCEStrategic overviewand key policydevelopmentsThe Strategic BusinessPlan of the Departmentof Defence for the financialyears 2006 to 2008 ispresented herewith. Theplan details how theDOD wifi achieve thedefence strategic objectives of meetingordered commitments, providing capabilities,and ensuring sound adininistrationand management of the Department.In particular the plan addressesthe achievement of the three militarystrategic objectives: enhancing andmaintaining comprehensive defencecapabilities, promoting peace, securityand stability in the region and on thecontinent and supporting the people ofSouth Africa.Key policy and strategic direction willbe provided by the update of the WhitePaper on Defence (1996) and theDefence Review (1998). The WhitePaper gives guidance on conductingdefence in a democracy and the defencereview details the required force designand structure. Global developmentsand subsequent changes in legislation,such as the Public Finance ManagementAct (1999) and the Defence Act (2002),require that both documents be updat-ed to reflect changing legal obligations.The update will be completed during2006. A comprehensive study on organisationalstructures and processes is stillto be done with a view to improving theproductivity, affordability and sustainabilityof the Departments operations.The outcome may result in organisationalrestructuring and a concomitantimpact on the Joint Support programme'sbudget in particular. The impacton the budget would be visible inFY2006/07. The growing threat of globalterrorism has necessitated a reviewand update of the Regulation of ForeignMilitary Assistance Act (1998). Theamendments, made in consultationwith various stakeholders and roleplayers,are currently before Parliament.From April 2006 the Departmentof Public Works will devolve its maintenance,property rates, municipal serviceand leasing budgets to national departments.The Department will thus beaccountable for R3,3 billion over the2006 medium-term expenditure framework(MTEF) period and this will createthe capability to fully implement thesefunctions.The Department’s human resourcesstrategy for 2010 focuses on rejuvenatingthe human resources of the SouthAfrican National Defence Force(SANDF), and the military skills developmentsystem (MSDS) is pivotal toS T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 9vii

forewordthis. The aim of the system is two-fold: to improve theSANDF's mission readiness through annual intakes ofyoung, fit and healthy members representative of SouthAfrica's population, and to provide development opportunitiesfor young people. By December 2005 theDepartment had trained and engaged 7 626 schoolleavers through the system since its inception in January2003. By January 2005, about 3 000 members werealready employed on a more long-term basis in the coreservice system. An MSDS intake of 4 304 members isplanned for 2006. This will bring the total strength ofMSDS members enrolled in the SANDF to 11 930. Thecombination of the MSDS, selective appointments to thecore service system and the effective implementation ofthe approved employer-initiated mobility exit mechanism(voluntary severance packages), should enable theDepartment to renew the human resources componentof the SANDF. The increased capacity of the lawenforcement agencies to deal with crime has meant thatthere is less need for the DOD to help the South AfricanPolice Service (SAPS) with law enforcement. TheSANDF is therefore continuing with its phased withdrawalfrom routine support to the SAPS. The plannedend-date for this is March 2009.In terms of capital investment the Department will makesure that the weapon systems acquired through thestrategic armaments procurement programme are deliveredon time and efficiently integrated into existingstructures. The transfer of sufficient skills and technologyto the SANDF to ensure future readiness supportsthis. The SANDF's core capabilities will be improved bythese new combat systems. The Landward Defence andMilitary Health Support programmes will be the priorityfocus for modernising the force in the medium tolonger term.The Department will continue to support Government’sforeign policy initiatives, and engage with its regionalcounterparts in Africa around the security-related objectivesof the African Union (AU) and the New Partnershipfor Africa's Development (NEPAD). Specific developmentsinclude the mutual defence pact, the AfricanStandby Force and the establishment of continental andregional early warning centres. Support to the UnitedNations Department of Peacekeeping Operations(UNDPKO) will continue, with specific reference to theDRC (MONUC), Burundi (ONUB) and Ethiopia /Eritrea (UNMEE). Support will also continue to theAfrican Union mandated peace missions, namely, Sudan(AMIS), Comores (Election Monitoring) and Eritrea(OLMEE). Specific bi-lateral deployments will continue,namely; Security Sector Reform in the DRC (OP TEU-TONIC) and Cote d'lvoire (OP PRISTINE).The Department currently deploys more than 3 000members in external peace support missions, which ismore than three times the number envisaged in the 1998Defence Review.The DOD is committed to ensuring that the allocatedresources will be used optimally to deliver the outputsdetailed in this plan. Measures are in place to ensureaccountable use of all resources. Minister, we havepleasure in presenting the DOD Strategic Business Planfor the MTEF for the period FY2006/07 to FY2008/09.G.N. NGWENYACHIEF OF THE SOUTH AFRICAN NATIONALDEFENCE FORCE: GENERALJB MASILELASECRETARY FOR DEFENCE: DIRECTOR GENERALviiiD E P A R T M E N T O F D E F E N C E

chapter 1STRATEGIC PROFILE ANDDEFENCE OBJECTIVESbuilding a SouthAfrica that trulybelongs to allDEPARTMENT:DEFENCEINTRODUCTIONTguidelineshe basis of the StrategicBusiness Plan of theDepartment of Defence(DOD) is the strategicGiven the complex and contingencydrivennature of the defence function, itis always a daunting task to crediblyand realistically predict the future forwhich the DOD has to prepare. It isagainst this background that the constitutionalobligations of the DOD, particularlythe South African NationalDefence Force (SANDF), followed bythe guidelines captured in sections 16,17, and 18 of the Defence Review (1998)are consistently used to determinewhether or not the DOD is capable ofdelivering on its mandate. Furthermore,the DOD is constantly confrontedemanatingfrom Cabinet Makgotla,Parliament, the prevail-ing strategic environment, and prioritiesidentified by the Minister ofDefence and the Clusters (InternationalRelations, Peace and Security - IRPS,Justice, Crime Prevention and Safety -JCPS, and Governance and Administration- G&A). The operationalisationof those guidelines depends largelyon the budget allocation for the DODover the Medium-term ExpenditureFramework (MTEF) period.with the dual challenge of extremelyhigh costs and extended planning periods(usually thirty years) required forcapital acquisition of modern weaponsystems. It is therefore critically importantthat there is a predictable budgetaryallocation to the Department, whichwill be sufficient for sustainment of theSANDF forces. While the DOD currentlyoperates in a 'peacetime' mode, it hasto be prepared to launch successful andsustainable operations when ordered todo so. Hence, the White Paper onDefence and the Defence Review arebeing reviewed to accommodate the'peacetime' requirement. The DOD isalso undergoing restructuring toenhance efficiency and effectiveness. Inline with the enhancement of efficiencyand effectiveness, full funding of allordered operations is absolutely vital ifthe SANDF's long-term sustainability isnot going to be eroded to fund currentoperations, eg peace support operations.VISIONEffective defence for a democratic SouthAfrica.MISSIONTo provide, manage, prepare andemploy defence capabilities commensuratewith the needs of South Africa, asS T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 91

chapter 1regulated by the Constitution, national legislation, andparliamentary and executive direction.MANDATE OF THE DEPARTMENT OFDEFENCE (DOD)The Constitution mandates the DOD. The Defence Act2002, the White Paper on Defence 1996 and the DefenceReview 1998, guide the execution of the defence strategyof the DOD.DEPARTMENTAL VALUESThe DOD's value system is based on individual values,codes of conduct and unit cohesion.the possible defence contingencies. This entailsgood training, high morale and mission-readyunits.Professionalism in the Conduct of Operations.The professionalism of the DOD's combatreadyunits is to be enhanced by good commandand control, doctrine, tactics and appropriatetechnology. The Defence Force is to bewell trained for conventional operations as wellas for approved operations other than war(OOTW) in support of other State departments.Successful Implementation of the TransformationProcess. Successful transformation of theDOD is essential to ensure alignment betweenthe DOD and government policy on civil-militaryrelations, transparency, representivity,state expenditure and national security.Individual Values. The DOD has identified sevenimportant individual values deemed essential to ensureorganisational success. These are Patriotism; Loyalty; Human dignity; Professionalism; Integrity; Leadership; and Accountability.MISSION SUCCESS FACTORSIn order to achieve the mission of the DOD it is essentialthat it be managed strategically. As part of this process,certain factors that are fundamental to achieving successwere identified. These are known as the mission successfactors (MSFs) of the DOD, and are as follows: National Consensus on Defence. It is essentialto maintain a broad national consensus on thedefence needs of South Africa through consultationto ensure that the SANDF is organised,equipped, prepared and funded in accordancewith these needs. Excellent Strategic Direction. The defenceneeds of South Africa must be interpretedaccurately by the DOD. DOD policy andstrategic business plans are to ensure effective,economical and efficient allocation and controlof resources. Excellent Resource Management. The DOD'sscarce resources are to be managed in the mostproductive and economical manner. TheDepartment is to get the most out of every personand cent allocated to defence. Effective Combat Forces and Support Forces.The DOD's combat and support forces are to beprepared for rapid and effective response toDEFENCE OUTCOMEIf the DOD delivers all the outputs that are specified inthis plan it will, in co-operation with other State departments,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. The DOD has consciously decided that itsvision and defence outcome should be identical.MINISTER OF DEFENCE'SOBJECTIVESThe Minister of Defence is responsible for the followingobjectives in order to ensure that the Department's missionis achieved: Defending and protecting the sovereignty andterritorial integrity of the Republic, as well as tosupport its people, by maintaining cost-effectivedefence capabilities, in order to be preparedand equipped to participate in operationsas ordered and funded by Government. Contributing to global security. This is donethrough the promotion of regional and continentalsecurity and Government diplomatic initiativesthrough regional and global defence cooperationand participation in peace missions. Ensuring good governance of the DOD througheffective, efficient and economical management,administration and accounting withinthe regulatory framework and Governmentpolicy. Ensuring continuous improvement of defence2D E P A R T M E N T O F D E F E N C E

chapter 1capabilities by means of quality command andcontrol, by developing the people and byimproving the equipment and facilities of theDOD.Implementing the "One-force Concept" by adequatelyresourcing and utilising both the regularand the reserve components, as well as byrejuvenating and rightsizing the humanresource composition of the DOD.MINISTER OF DEFENCE'S STRATEGICGUIDELINES - FY2006/07The Department has to align itself with the followingtasks related to promoting collective security in theregion and on the continent: To Enhance and Maintain ComprehensiveDefence Capabilities. Although there is currentlyno external conventional military threatagainst South Africa, the volatility and uncertaintyin a changing world dictates that theSANDF must maintain its conventional capabilities. To Promote Peace, Security and Stability inthe Region, the Continent and the Globe. TheDOD is to work towards the implementation ofa Common African Defence and SecurityPolicy (CADSP). The DOD has to align itselfwith tasks related to promoting collective securityin the region, the continent and the entireworld. To Create a Nodal Point for the Region. Thenodal point within the DOD through which theactivities for the region can be effectively andefficiently co-ordinated must be created. The SADC Strategic Indicative Plan. Theaction plan finalised by the Departments ofForeign Affairs and Defence on SADC StrategicIndicative Plan of the Organ on Politics,Defence and Security Co-operation must beimplemented. To Support the People of South Africa. TheSANDF must continue its phased withdrawalfrom internal involvement in support of theSAPS, which has to be completed by April2009. However, it will plan and prepare tosupport and secure major events such as YouthDay, Women's Day, Heritage Day,Reconciliation Day and others wheneverrequired. Defence Co-operation and Assistance.Countries within the region are to receive prioritywithin the milieu of defence bilateral relations. Governance and Accountability. The Secretaryfor Defence and the Chief of the South AfricanNational Defence Force must ensure appropriatecapacity to discharge their responsibilitiesas prescribed by the Constitution.Resource Management. An effective, efficientand credible resource management systemsuch as human resources, logistic resources,information resources, facility resources andStrategic Defence Packages must be institutedat all levels in order to manage and eradicatestructural and management inefficiencies withinthe processes and systems of the DOD.Review of the White Paper on Defence and theDefence Review. The White Paper on Defenceand the Defence Review must be reviewedevery five years.ALIGNMENT WITH CABINETPRIORITIESThe DOD is a member of three Clusters: InternationalRelations, Peace and Security (IRPS) Cluster, Justice,Crime Prevention and Safety (JCPS) Cluster, and theGovernance and Administration (G&A) Cluster. TheDOD's Strategic Plan therefore makes provision formeeting its own objectives and contributing towards theachievement of the priorities of the clusters to which itbelongs.STRATEGIC FOCUSOver the next decade the DOD will focus on acquiringthe optimal level of competencies, technology andorganisational structure as allowed for by the MTEFallocation.Over the medium-term, the strategic focus of the DODwill be to create an affordable and sustainable forcedesign and structure; introduce the new weapon systems into operation,bearing in mind the challenges posed byits cost and complexity; meet the DOD's approved and funded obligations; provide support for Government's diplomaticinitiatives in Africa; promote regional security in the form of peacemissions, including post conflict reconstruction;and systematically reduce the SANDF's internaldeployments, which is to be completed by 1April 2009.The short-term focus of the DOD will be on preparing defence capabilities;S T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 93

chapter 1employing defence capabilities to meet operationsand commitments ordered byGovernment; andthe restructuring of the Department of Defence.DEFENCE STRATEGIC OBJECTIVESThe following strategic objectives were identified asbeing critical to the achievement of the Department'smission: The execution of Defence commitments asordered and funded by Government. The provision of contingency-ready and costeffectivedefence capabilities as specified byapproved policy. Sound management of the Department. The administration of the DOD within the prescriptsof the law, regulatory framework andgovernment policy. The assurance of sustainability, continuousimprovement of output quality and the reductionof the cost of DOD processes as well as theaccounting thereof. The assurance of the continuous qualityimprovement of people in the DOD. The assurance of quality command and managementinformation in the DOD. The assurance of continuous quality improvementof DOD 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. These strategic objectives are alsoreflected in their Performance Agreements as well astheir Strategic Business Plans that include the in-yearplanning. These objectives are pursued through theDefence Secretariat and the SANDF.STRATEGIC ISSUESThe critical strategic issues that the DOD must addressto ensure readiness and sustainability are described. Rightsizing of the DOD. The need to rightsizethe DOD and Defence Force to meet operationalreadiness and force employment requirements. Defence Capabilities. The current SANDFForce Design is neither affordable nor sustainableand does not meet the ordered commitmentsrequirements. DOD Infrastructure. Many DOD facilities arein urgent need of renovation. This is the resultof insufficient resources for repair and maintenanceover an extended period. Redundantequipment and munitions must be disposed ofto improve operational readiness, morale,occupational health and safety and workingconditions. Defence Act. The General Regulations (includingthe state of Mobilisation Regulations) forthe DOD must be aligned with the Defence Act,Act 42 of 2002. White Paper on Defence and Defence Review.Certain important aspects of policy in theWhite Paper on Defence, and the DefenceReview, must be reviewed due to the changingstrategic environment, in order to alignDefence funding with Defence Policy. Health Status. The health status of SANDFmembers must be improved to comply with theprescribed health standards, thus increasingthe operational capability and reducing thedraining of resources of the SANDF. Asset Management in the DOD. The need toprotect the financial and physical assets andintellectual property of the DOD. An anti-criminalitystrategy and an anti-fraud strategymust be implemented throughout the DOD. The DOD Shared Value System. A sharedvalue system resulting in a common DOD cultureneeds to be developed and acceptedthroughout the DOD to improve morale, effectivenessand efficiency. Matériel Life Cycle Management Policy. Theacquisition/procurement, maintenance anddisposal of DOD matériel and facilities processmust be formalised through the promulgationand implementation of a DOD Matériel LifeCycle Policy. Information Systems. The DOD requires aDefence Enterprise Information System (DEIS)to support business processes and commandinformation, address obsolescence, complianceand propriety and that will improve effectiveness,efficiency and economy. Alignment of Core and Support Processes withPFMA Imperatives. The DOD's core and supportbusiness processes must be developed,aligned and integrated, to give effect to theorganisational strategies and compliance withthe regulatory framework. Reserves. The Reserve Force must be rejuvenatedas part of the renewal strategy to expandthe force levels in the event of a crisis or state ofnational defence, hence ensuring the provisionof affordable defence capabilities. Education, Training and Development (ETD)Management. The components of the ETDstrategic direction system need to be integratedto improve the system of education, trainingand development, in order to deliver DODhuman resources of high quality.4D E P A R T M E N T O F D E F E N C E

chapter 1 Defence Related Industry. A dependableDefence related industry of South Africa iscritical to the sustainability of modern, affordableand technologically appropriate defencesystem.Co-ordinators have been appointed to manage theseissues and they are being addressed through specificmeasures within the relevant programmes.FUNCTIONS OF THE SECRETARY FORDEFENCEIn terms of section 8 of the Defence Act, (Act 42 of 2002),the Secretary for Defence is the Head of Department as contemplated inthe Public Service Act, 1994, and the accountingofficer for the Department as contemplatedin section 36 of the Public FinanceManagement Act, 1999; the principal departmental adviser to theMinister of Defence on defence policy matters; to advise the Minister on any matter referredto the Secretary for Defence by the Minister; to perform any function entrusted by theMinister to the Secretary for Defence, in particularthose necessary or expedient to enhancecivil control by Parliament over the DOD; Parliamentary committees having oversightover the DOD; and the Minister over the DOD. to provide the SANDF with comprehensiveinstructions regarding the exercise of anypower delegated or the performance of anyduty assigned to members by the Secretary forDefence as the Head of Department andAccounting Officer of the DOD; to monitor compliance with policies and directionsissued by the Minister of Defence to theSANDF and report thereon to the Minister;and to ensure discipline of, administrative controlover and management of employees, includingeffective utilisation and training.In terms of Chapter III, section 3.b of the Public ServiceAct, (Act 1994) the Secretary for Defence is responsiblefor the efficient management and administration of theDOD, including the utilisation and training of staff; maintenance of discipline; promotion of sound labour relations; and proper use and care of State property.In accordance with the Public Finance Management Act,(Act 1 of 1999), the Secretary for Defence is theAccounting Officer of the Department of Defence.FUNCTIONS OF THE CHIEF OFTHE SANDFIn terms of section 14 of the Defence Act (Act 42 of 2002)the Chief of the Defence Force is the principle adviser to the Minister on anymilitary, operational and administrative matterwithin the competence of the Chief of theDefence Force; must comply with any direction issued by theMinister under the authority of the Presidentas contemplated in section 202(2) of theConstitution; is responsible for formulating and issuing militarypolicy and doctrines; must execute his command by issuing orders,directives and instructions, and by giving commands; is responsible for the direct management andadministration of the Defence Force in an effectiveway, including the effective utilisation andthe education, training and development of allmembers of the Defence Force, and employeesof the Department where so required by theSecretary 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 Secretary forDefence; is responsible for the employment of theDefence Force in accordance with an authorisationin terms of section 201(20) of theConstitution and section 18 (1) of the DefenceAct; is responsible for the training of members ofthe Defence Force to act in accordance with theConstitution and the law, including customaryinternational law and international agreementsbinding on the Republic; is responsible for the maintenance of such militaryresponse capabilities as may be authorisedby the Minister; is responsible for the planning of contingencieswhich may require the use of the DefenceForce; must manage the Defence Force as a disciplinedmilitary force; and is responsible for the development of a nonracial,non-sexist and non-discriminatory institutionalculture within the Defence Force inS T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 95

chapter 1pose of socio-economic upliftment.support of any department of State for the puraccordancewith the Constitution and departmental The National Codification Bureau.policy on equal opportunity and affir-mative action.The SANDF is supported in the execution of its functionsby the Divisions that report to the Secretary forDefence, which are responsible for the management andWhilst exercising command and control over the South administration of the DOD.African National Defence Force, the Chief of the SouthAfrican National Defence Force is accountable to theMinister of Defence for the following:DEFENCE OUTPUTS 1 To meet all scheduled and ordered defencecommitments as specified in the DOD StrategicBusiness Plan.Overview. The DOD spends a great deal of time preparingfor various contingencies (possible missions) as discussed To ensure that the defence capabilities as specifiedin the DOD Strategic Business Plan forFY2006/07 are contingency ready and costeffectivesubject to the constraints imposed bythe Defence Vote for FY2006/07 and its medium-termprojection.in the next chapter and also conducts operationsinside and outside the borders of South Africa. The performanceof the DOD against its plan will be measuredquarterly as well as annually against performance measuresdeveloped by the Services and Divisions. TheInspector General of the DOD conducts regular audits in To ensure, in accordance with the provisions ofthe Constitution, the PFMA and TRs, that the system of financial management andorder to verify the results achieved. The outputs of individualDivisions and Services are described in theirrespective strategic business plans as indicated frominternal control established for the DOD iscarried out within the SANDF; the resources of the SANDF are used efficiently,Chapters 4 to 12.The outputs provided by the DOD to Government are aseffectively, economically and trans-follows:parently;the assets within the SANDF are managed Defence commitments which include operations that are ongoing in nature, andand safeguarded; andover and under-spending and unauthorised,for which plans and financial provision canbe made in advance;irregular, fruitless and wasteful expenditureoperations that must be executed during thedo not occur.year and, if unforeseeable, for which no provisionhas been made; andFUNCTIONS OF THE SANDFjoint and multinational exercises required toprepare forces for operations. Landward defence capabilities.The Constitution of the Republic of South Africa, (Act Air defence capabilities.108 of 1996) provides that the Defence Force may be Maritime defence capabilities.deployed for service in Military health capabilities. the defence of the Republic for the protection ofits sovereignty and territorial integrity; Defence diplomacy which include; defenceattachés, the servicing of defence-related compliance with the international obligationsof the Republic with regard to internationalbodies and other states;Memoranda of Understanding (MOUs) and theparticipation in the defence structures of theUnited Nations (UN), the African Union (AU) the preservation of life, health or property;and the Southern African Development the provision or maintenance of essential services;Community (SADC). The servicing of international agreements the upholding of law and order in the Republicin co-operation with the South African PoliceService (SAPS), under circumstances set out inwhich include search-and-rescue operations,hydrographic service, defence-related policyadvice, and ministerial services.law, where the SAPS is unable to maintain law Cryptographic security services forand order on its own; andGovernment departments.1Outputs are defined by Treasury as "…the final goods or services rendered by departments to external customers orclients". The DOD defines the final goods and services produced by Services and Divisions that are supplied to internal customersor clients as "operational outputs".6D E P A R T M E N T O F D E F E N C E

chapter 1DEFENCE PROGRAMMESResourcesThe outputs of the DOD are executedthrough nine programmes: Defence Administration Force Employment Landward Defence Air Defence Maritime Defence Military Health Service Defence Intelligence Joint Support Special Defence AccountBUDGET ALLOCATIONForce Employment R1 410 145 2,1%The medium-term budget allocationwithin the framework ofDefence programmes includingobjectives and outputs. Allocationis viewed from three perspectivesie process, resources and investment.The funding changesbetween FY2005/6 and FY2006/7Processreflect strategic decisions impactingon the medium term.Figure 1.1 Resource/Process/Investment RelationshipThe medium-term allocationreflects general inflation adjustments of 4% to 6% in eachperspective. Further adjustments are as follows:The process perspective indicates that in order to preparedefence capabilities to support Government’s initiativesadditional resources are allocated toward themodernization of defence equipment; renewing defenceinformation and communication systems; further rejuvenatingthe human resources component; and investingin the maintenance and repair of defence infrastructureand facilities. This is also evident in the personneland information categories in the resource perspectiveand as consumption in the investment perspective.The process perspective indicates a fair decline in forcedevelopment resulting from the downturn in the annualfinancial commitments on the strategic defence procurementprojects. These procurements reached its financialpayment peak in the 2005/06 financial year, it has nowentered a declining trend towards the finalization in the2011/12 financial year. This trend is evident in theinvestment perspective and has an influence in themateriél of the resource perspective.Major emphasis will be placed on the support of theforces with substantial increases in resource allocationstowards the strategic imagery and electronic collectionMateriél R14 045 159 2,3%Information R808 961 15,3%Personnel R8 975 985 6,3%Force Preparation R5 931 831 5,5%Force Development R7 247 400 13,5%Force Support R9 060 729 14,3%InvestmentR7 725 65012,7%ConsumptionR16 104 4559,8%Investmentcapability and to the anti-retroviral rollout programmeevident in the process perspective, the investment perspective'sconsumption and the resource perspective'sinformation.Medium-term allocation adjustments per sub-programmeare identified and explained in Chapter 21 ofthe FY2006/07 Estimate of National Expenditure.RISK MANAGEMENT PLANAll amounts inR'000.Percentage (%)reflects fundingchange betweenFY 2006/7 andFY 2005/06.The DOD Risk Management Strategy, compiled by theCFO on behalf of the Sec Def in his capacity asAccounting Officer of the Department, is aimed at settingand formalising the Department's approach to riskmanagement, taking into account the MaterialityFramework and Fraud Prevention Plan that support thestrategy. The Strategy of the DOD as it relates to RiskManagement is as follows: Risk management forms an integral part of thetotal management process of the DOD and isthe responsibility of each official in the DOD. All pertinent risks are identified, prioritised,and action plans are subsequently developedto mitigate or minimize the materiality of theserisks to an acceptable level, in line with theS T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 97

chapter 1Risk Management Process, as detailed in thePolicy on Risk Management.Risks are identified as they relate to theStrategic Objectives of the DOD or the controlsystems that exist for a particular ResourcesSystem. All identified risks are categorized interms of the control system elements, namelypolicy, capacity, information system andaccountability and action plans developed, arethen aimed at addressing these aspects.All Services and Divisions must compile a RiskManagement Plan, as part of that Service / Division'sStrategic Plan, in line with the Accounting Officer'sGuidelines.The DOD manages separately the approach and managementof Objective Risks and Resources Risks, and,these processes are aligned to the deliverables and otherprocesses that they support.AFFORDABILITY ANDSUSTAINABILITYThe mandate of the DOD, as indicated, is derived fromthe Constitution, national legislation, the White Paper onDefence and the Defence Review. All these policy documentsstipulate what is expected of the DOD and specificallythe SANDF. While the Constitution states that theSANDF should, inter alia, defend and protect theRepublic, its territorial integrity and its people, theWhite Paper on Defence recognised the fact that "SouthAfrica is expected to play an active role in the regionaldefence co-operation and peace-support operations inAfrica." The current deployments in peace-supportoperations has far exceeded the original anticipated levelof involvement. Thus, the DOD has had to continuouslybalance the dual responsibility of preparing fordefending the country and its people, while at the sametime increasingly getting involved in peace-supportoperations.The DOD has made every effort to reprioritise its businessin order to stay within the budget allocation.However, this has adversely affected the ability of theSANDF to maintain and sustain certain capabilities dueto budget constraints. This situation is being addressedthrough the update of the White Paper on Defence andthe Defence Review, which is expected to be completedduring FY2006/07. It is hoped that the new force designas outlined in the update of the Defence Review willaddress the imbalance.8D E P A R T M E N T O F D E F E N C E

chapter 2DEFENCE STRATEGYbuilding a SouthAfrica that trulybelongs to allDEPARTMENT:DEFENCEINTRODUCTIONhe Defence Strategy providesthe strategic directiontowards the achievementof the Department'score objectives aimed atits vision: to provide Teffective defence for ademocratic South Africa. The mandateand regulatory framework as detailedin Chapter 1 guides the defence strategy.It consists of a Military Strategy andsupport strategies including ReserveForce Strategy, Human Resources Strategy2010, Information ManagementStrategy, Logistics Strategy and theTechnology Acquisition Strategy.THE MILITARY STRATEGY 1The Military Strategy of South Africa isderived from the Constitution, theDefence Act, the White Paper onDefence, the Defence Review, and theNational Security Strategy of SouthAfrica. The need to actively promotepeace and security in the region is a keytenet of the National Security Strategy,which directs the Defence Strategy (seefigure 2.1). The Military Strategydescribes the three key objectives ofdefence, and the ways and means toachieve the objectives.M I L I T A R Y S T R A T E G I CO B J E C T I V E SThe Military Strategic Objectives are theends that are to be achieved by theSANDF. These objectives are directedat the full range of military and otherordered commitments 2 . The objectives areas follows: To Enhance and MaintainComprehensive Defence Capabilities.The provision of selfdefencein accordance withinternational law against anyexternal threat of aggression,which endangers the stabilityof South Africa. To Promote Peace, Securityand Stability in the Regionand the Continent. The provisionof external deployment orsupport to enhance security insupport of decisions by theexecutive. To Support the People ofSouth Africa. Supporting thepeople of South Africa in operationsand activities other than1Details of the Military Strategy can be found on the DOD Website www.mil.za.2Ordered commitments is a military term indicating all missions ordered by Governmentand authorised by Parliament.S T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 99

chapter 2war, in situations of disaster, emergencies andhumanitarian need, when the responsible Statedepartments do not have adequate capacity todo so.lance) capability.Light mobile capability.Conventional warfare capability.Support capability.M I L I T A R Y S T R A T E G I C C O N C E P T SThe Military Strategic Concepts describe the ways to befollowed to meet the Military Strategic Objectives. TheSANDF will use a mission-based approach to achievethe Military Strategic Objectives of the DOD. Thisapproach implies that various possible missions thatGovernment may require the SANDF to conduct areused to direct force preparation, training and exercises.M I L I T A R Y S T R A T E G I C C A P A B I L I T I E SThe strategic capabilities of the SANDF constitute themeans of the Military Strategy. These consist of the following: C4 I 3 RS (command and control, communications,computers, information, intelligence,infrastructure, reconnaissance and surveil-M I S S I O N SMissions are combinations of tasks that should be performedto achieve the Military Strategic Objectives. Themissions have been categorised in terms of probableoccurrence. It is the missions therefore, that determinethe capabilities that must be prepared, which in turnguide the allocation of resources. This will ensurefocussed preparation and performance by the DOD thatmeet Government expectations.M I L I T A R Y S T R A T E G Y I N C O N T E X TThe contextual environment is characterised by uncertaintiesand unpredictability. A flexible approach todefence planning necessitates a Military Strategy thattakes account of strategic uncertainties. Flexibility isConstitutionConstitutionalImperativesExpectations:* Domestic* Population* Parliament* Foreign...National Security StrategyEnvironmental ChangesMissionsMILITARY STRATEGIC OBJECTIVESTo Enhance andMaintain Comprehensive DefenceCapabilitiesTo Promote Peace, Securityand Stability in the Region and theContinent and the GlobeTo Support the People ofSouth Africa(Ends)MILITARY STRATEGIC CONCEPTSMission-trainedForceMission-essentialTrainingMission-based ApproachIMPLEMENTATIONMulti-rolePreparationReservesSelectiveEngagementStrategicPositioningSkills-basedCapability(Ways)MILITARY STRATEGIC CAPABILITIESLight MobileC 4 I 3 RSConventionalWarfareStrategicSupportCapabilities(Means)Figure 2.1Military Strategy in Context10D E P A R T M E N T O F D E F E N C E

chapter 2achieved through the utilisation of multi-role preparation,skills-based capability and the Reserve Force. TheMilitary Strategic Objectives, the Military StrategicConcepts and the Military Strategic Capabilities are notto be seen as separate parts of the Military Strategy, butas an integrated system. The interrelationship betweenthe ways, means and ends of the Military Strategy isdepicted in Figure 2.1.F O R C E E M P L O Y M E N T S T R A T E G YIntroduction. The SANDF is increasingly called upon tosupport the foreign policy requirements of Government.These requirements primarily lie in supporting our continentin peace and humanitarian missions as well asmilitary co-operation. The Force Employment Strategydirects the SANDF on the conduct of operations in thesedomains.Regional/Continental Priorities. The region is the focusof the SANDF with specific countries identified as keypartners to enhance peace and prosperity in the region.The SANDF must contribute to the successful executionof the AU/NEPAD initiatives as its first priority and beguided by the approved objectives and priorities of theInternational Relations, Peace and Security (IRPS)Cluster, in respect of other priorities. This, however,does not preclude the SANDF from becoming involvedin countries outside the region.Approach to Force Employment. The SANDF ForceEmployment Strategy is based on the followingapproaches: A multinational approach aimed at the establishment,structuring, staffing, equipping,operating, exercising, sustaining and empoweringof regional structures to foster security. An inter-departmental approach with thefocus on improving co-operation. A phased approach that endeavours to changethe focus over time from 'Supporting thePeople' to 'Promoting Peace, Security andStability in the Region and the Continent'. Theaim is to foster an environment of stability andsecurity in the region to reduce the possibilityof having to defend against an aggressor.The above-mentioned approaches will be executed witha joint and/or multinational mission-trained task forcecomprising capabilities prepared by the Services andDivisions either supported by or in support of other roleplayers. A critical success factor will be to enhance interoperabilitybetween the SANDF and other defence forcesin the region to ensure effective multinational operations.F O R C E P R E P A R A T I O N S T R A T E G YThe defence capabilities of the SANDF will only be fullyemployed in the event of a state of national defence.Hence, to ensure optimal use of resources, forces are preparedat different levels of readiness according to anticipatedmissions. The Force Preparation Strategy thereforedetermines the level of defence and readiness at which toprepare the SANDF, in order to use the defence allocationtowards the correct outputs, and avoid fruitlessexpenditure. This principle has been recognised in theDefence Review.The Department's Force Preparation Strategy preparesthe Regular Force, full time members for immediateresponse to missions and to prepare the Reserve Forcesto supplement force strengths where a crisis escalates ora state of national defence is declared. Consequently, thepreparation of forces is addressed in three categories.SEQUENCING OF MILITARY FORCESImmediate Force Requirements Follow-up Force Heightened ForceGeneral ReservesReserve ForceRegular ForceHIGH READINESS TO DEPLOY LOWFigure 2.2Military Readiness State SystemS T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 911

chapter 2Immediate forces for unexpected or suddencrises requiring a quick response.Follow-up forces where a crisis is either foreseenor escalates and there is sufficient warningtime to mobilise reserves.Heightened force requirements where generalreserves will be fully mobilised in the event ofa war of national survival. This approach isillustrated in Figure 2.3.of the Support Strategy is to differentiate betweenunique support required by operational elements andthe common support requirements of all Services andDivisions. The uniqueness is characterised in terms ofthe unique operational environments and dictates thatspecialised support concepts are to be developed whichentails that the "front" of the support system supportsuniqueness, while the "rear" utilises a common technologybase.The three-staged approach is the Force PreparationStrategy to prepare the force required to execute theMilitary Strategy and possible missions in an efficientand effective manner. The Chief of the SANDF, assistedby Chief of Joint Operations, specifies the readinessstates and force employment requirement of the immediateforces.SUPPORT STRATEGIEST H E S U P P O R T C O N C E P TThe concept of support is integrated with the concept ofoperations and bound together by a single Departmentalplan that implements the Defence Strategy. The essenceActivities that constitute the DOD core capabilities willnot be outsourced. Outsourcing, therefore, will be drivenby the existence of a competitive market for the activity,to ensure that competition drives the improvementof quality, reduction of costs, and achieves a better supplierfocus regarding DOD requirements. Outsourcingfor certain non-core activities may be considered andwill ensure that the DOD does not crowd out the privatesector. In-sourcing of support to or from other departmentsor parastatals will be utilised where dictated byfactors such as economy of scale, expertise and technologicalcapability.F O R C E R E N E W A LThe renewal of the SANDF resources, both materiél andNational Security StrategyCorporateStrategyMilitaryStrategyDefence StrategyRegulatoryFrameworkDODLevel 1ResourceStrategiesHumanResourcesFinance Materiél InformationCoreCapabilitySystemStrategiesProvide ForceStrategySupportStrategiesEmploy ForceStrategyDODLevel 2ResourceSystemPlanHumanResourceSystem PlanFinanceSystemPlanMateriélSystemPlanEnterpriseInformationSystem PlanFigure 2.3DOD Strategy Framework12D E P A R T M E N T O F D E F E N C E

chapter 2human, is detailed in the following resource strategies: Human Resources Strategy 2010. Defence Information Management Strategy. Joint Logistic Strategy. Capital Renewal Strategy.The resources strategies provides the ends, ways andmeans to be effective and efficient in its role of attainingthe Defence Strategic Objectives, as indicated and representedin Figure 2.3, DOD Defence Strategy forms the capstone ofall the strategies and plans, and articulates thecorporate strategic objectives (ends), a missionbasedapproach to strategic military conceptsas the ways by which to achieve these objectivesand the capabilities as the means toachieve the strategic objectives. Resource strategies that prescribe the evolutionof key resources, ie human resources, materielresources, financial resources and the informationresources, as fundamental means to enablethe DOD Defence Strategy. Core capability system strategies that prescribethe evolution of resource configurations andmethods in support of the DOD DefenceStrategy and Resource Strategies. Resource system plans that translate the strategiesinto realistic and executable plans.R e s e r v e F o r c e S t r a t e g yThe Reserve Force Strategy is an essential supportingstrategy to the Military Strategy as it enables the SANDFto provide affordable defence capabilities for theRepublic of South Africa. The availability of specialistskills and the expansion capacity inherent in theReserves ensure sustainability of military operations.The Reserve Force contributes to all three MilitaryStrategic Objectives as it is considered to be an integratedpart of the total or "one force" which executes the militarymissions. It also adds value to the MilitaryStrategic Concepts by enhancing specialist skills, providingthe expansion capability and is structured interms of a ready, first line and second line Reserve.When coupled to the implementation of HR Strategy2010 it is regarded as the primary tool in achievingaffordable and sustainable defence capabilities.H u m a n R e s o u r c e s S t r a t e g y 2 0 1 0The aim of the DOD HR Strategy 2010 is to ensure theavailability of the right number and quality of humanresources in the right place at the right times, which areeffectively, efficiently and economically managed andadministered.The strategic goals of the HR Strategy 2010 are as follows: 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 personnelexpenditure 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 andadministration of uniformed and civilian personnel. To retain the required operational and functionalexpertise.D e f e n c e I n f o r m a t i o n M a n a g e m e n t S t r a t e g yThe focus of the Defence Enterprise Information Systems(DEIS) is "To ensure that the DOD information infrastructureprovides appropriate command and managementand is fully integrated and aligned with theCabinet's "Executive Information Management System."Statement by Minister of Defence. To this end, theInformation Strategy ensures that the required futureInformation Resource of the DOD is available to the rightpeople, at the right time, in an efficient, reliable, andsecure manner by means of a superior EnterpriseInformation System (EIS). The EIS must be able to communicateacross static and deployable operating arenasand across business and military boundaries with dueinformation security measures, and by using any appropriatecommunication medium. It must heed financialconstraints and demonstrate the highest collective valueto the DOD at large; therefore the DOD must embracerationalisation efforts in which duplication is eradicatedand re-usability and sharing of EIS elements are promotedto the maximum extent.The DEIS Context and Construct to Ensure StrategicAlignment with DOD Business are based on the following: The ability to ensure appropriate Commandand Control. The ability to appropriately execute DefenceAdministration. The ability to effectively support Commandand Control and Defence Administration bymeans of a Common Information System. The ability to effectively support Commandand Control and Defence Administration byS T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 913

chapter 2Collaborative Approach. Regional logistic sys- counter trade.tems have achieved inter-changeabilitythrough extended regional standardisation(extended medium-term). Complementary Approach. Regional logisticsystems have achieved commonality and complimentmultinational capabilities through fullregional standardisation (extended mediumterm). Interdependent Approach. Continental logisticsystems have achieved complete interoperability(including commonality) and depend onDefenceInformation &multinational capabilities through full continentalstandardisation (long-term).CommunicationInfrastructureCommon Information SystemC a p i t a l R e n e w a l S t r a t e g yFigure 2.4 Functional context for the DEISThe Capital Renewal Strategy addresses the need in theforce structure and design to ensure mission ready capabilityor capacity, as well as redress technological obsolescence.Acquisition therefore endeavours to providemeans of the Defence Information andCommunication Infrastructure.mission capable equipment within technologicaltimescales, cost constraints as well as specific localindustry strategies.J o i n t L o g i s t i c S t r a t e g yThe way in which Capital Renewal Strategy is executed,The aim of the Joint Logistic Strategy is to ensure a singlerests on the principles in the policy domain ofpoint of responsibility to support the strategic forceemployment concept. This system must be capable ofefficiently and economically supporting multinationaloperations. using proven concepts for acquisition, benchmarkedto best practices found in the worldand then adapted to our particular environment;The intermediate goals or ends of the strategy are as follows: ensuring the imperatives for accountability,transparency and integrity; providing for the necessary joint venturing Joint Approach. A joint logistic system iswithin the national strategic partnering initiatives,established and is able to support the DOD.This will be achieved through the establishmentmaximum utilisation of Black EconomicEmpowerment (BEE) contracting; andof a single DOD level 2 joint logisticsstaff, the realignment of level 2, 3 and 4 logisticdelegations and organisational structures, asingle logistics process incorporating throughlife ensuring the optimal utilisation of scarce skillsthrough smart acquisition and integrated projectteam approaches.management and an integrated supplychain, including procurement, facilities/ infrastructuremanagement, with a renewed focuson core competencies and capabilities (shortterm).Within the financial domain one of the most importantways of execution lies within the flexibility built into thesystem. The stokvel approach to multi-year funding allocationlies at the heart of this. However, in-year flexibilityof funding reallocation between client environments Co-operative Approach. National and regionalrequirements are reviewed and compatibilityof regional logistic systems is achievedthrough; initial standardisation, lean networkedlogistics, maximum use of centres ofexcellence, partnering without underminingcore strategic capabilities, a single logisticinformation system, total asset/inventory visibility/tracking,and improved logistic capabilities(medium-term).to cater for the dynamics of industrial execution andneeds reprioritisation also contributes in a major way.The DOD Acquisition Strategy also positions somestrategic industrial capability in the public and privatedomain through which important capability and supportto our forces is ensured. Where local capability cannotprovide the requisite output and overseas contractingis inevitable, contracts are structured in such a waythat dependence in future could be reduced throughDefence Admin SystemMilitary C&C Capability14D E P A R T M E N T O F D E F E N C E

chapter 3ORGANISATIONAL MANAGEMENTbuilding a SouthAfrica that trulybelongs to allDEPARTMENT:DEFENCEOVERVIEWThe Department of Defence(DOD) is established interms of the Constitutionof 1996 and the DefenceAct of 2002. The Departmentis made up of theDefence Secretariat andthe South African National DefenceForce (SANDF). These entities havedistinct but mutually complementaryresponsibilities. The Secretary forDefence is the Head of the Department,the Accounting Officer, the InformationOfficer and principal adviser to theMinister of Defence on defence policymatters. The Chief of the SANDF commandsthe SANDF under the authorityof the President and in accordance withthe directions of the Minister ofDefence. He is also the principal adviserto the Minister of Defence on militarypolicy issues. Thus, operating under thedirection of the Minister of Defence, theSecretary for Defence and the Chief ofthe SANDF provide strategic directionto the entire DOD.Figure 3.1 indicates the organisationalarrangement of the DOD's strategicmanagement bodies (councils andboards), which are designed to ensurevertical and horizontal integration andalignment of policies, strategies andplans. On the vertical plane, theyensure that Departmental strategic decisionsare derived from and aligned withGovernment intent, and ultimatelyimplemented down to the lowest levelin the Department. On the horizontalplane, similar standards are appliedamong all Services and Divisions inorder to ensure synergy in pursuit of theDOD's strategic goals.In 2005 the Minister of Defence, directedthe Department to review the structuraland responsibility arrangements of theDefence Secretariat and the SouthAfrican National Defence Force. This,together with the strategic decisiontaken by the DOD in March 2004 (ParysResolutions) on the need to restructureto promote efficient and effective use ofdefence resources, resulted in the establishmentof the Departmental OrganisationalDevelopment Workgroup(DODW) to review DOD structures. Thereviewed DOD structure will befinalised by 1 April 2006 and an implementationplan as approved by the relevantauthorities will follow. Therequired adjustment to the 2006/07 planwill be made thereafter.POST STRUCTUREThe macro-personnel strength, excludingthe members serving in the MilitarySkills Development System, is 70 423S T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 915

chapter 3and 69 576 for FY2006/07 and FY2007/08 respectively.The macro-personnel strength, including the plannedintakes for the Military Skills Development System, is79 932 and 81 284 for FY2006/07 and FY2007/08 respectively.The full-time personnel reduction is in line withthe envisaged personnel strength of 70 000 members asstated in the Defence Review (April 1998). These plannedmacro-personnel figures do not include interdepartmentaltransfers to other departments in terms of thePublic Service's Transformation and RestructuringProgramme.The Department's Human Resources Strategy envisageda new way for members to serve. The HR Strategy's ninedesired end states are at various stages of implementation.The most noted of the end states is the rejuvenationof the South African National Defence Force's humanresources. To this end the Department has trained andutilised approximately 7 600 school leavers in theMilitary Skills Development System since its inceptionthree years ago. The Department has also since January2005 grown the second stage of the new way membersserve, the Core Service System, to a current strength of3 000 members.A Military Skills Development System intake of 4 300 isplanned for 2006, which will bring the Military SkillsDevelopment System members strength to 9 500 forFY2006/07. The combination of the Military SkillsDevelopment System, selective appointments in theCore Service System and the effective and efficientimplementation of the approved employer initiatedMobility Exit Mechanism will enable the Department torenew the South African National Defence Force'shuman resources component.Table 3.1 indicates the number of authorised posts andthe actual Regular Force and Public Service Act01Council on Defence (COD)Defence Staff Council (DSC)Explanatory Notes0: Highest decision-making body inthe DOD. Chaired by the Minister, itcomprises the Deputy Minister ofDefence, the Secretary for Defence,the Chief of the SANDF and ministerialadvisers.2Secretariat’s Council(SC)Military Council(MC)1: Co-chaired by the Secretary forDefence and the Chief of the SANDF.The DSC comprises all Chiefs ofServices and Divisions and advisesthe Secretary and CSANDF on anymatter within their respective competences.34HumanResourcesStaffCouncilDefence Accountability Council (DAC)Defence Planning Committee (D Plancom)Defence Reserve Board (DRB)OperationsStaffCouncilLogisticStaffCouncilOthers2: The SC and the MC are chaired bythe Secretary for Defence and theCSANDF respectively. The two councilsserve to direct the managementand administration as well as outputsof these two organisations.3: The DAC is chaired by theSecretary and oversees all accountabilitywithin the DOD. The D Plancomand the DRB are advisory bodies ofthe DSC.4: Staff Councils oversee the developmentand implementation of functionalpolicies required to supportDOD business process outcomes.Figure 3.1Strategic Direction and Strategic Command Bodies in the Department of Defence16D E P A R T M E N T O F D E F E N C E

chapter 3Personnel (PSAP) strength as on 15January 2006. The dynamic evolvementof the force design and forcestructure will, however, influencethe final number of posts. Thebroad aim remains to reduce theauthorised posts and full-timecomponent human resourcesstrength to 70 000. In addition, theenvisaged measures to rejuvenatethe SANDF's human resourceswith specific reference to anincrease in the size of the MilitarySkills Development System(MSDS) component, the implementationof a mobility/exit mechanismand the migration of RegularForce members towards the newservice system dispensation, willrequire replanning during theMTEF period. Approval and fundingwill, however, first have to begranted for the implementation ofthe above measures.ProgrammeDefence AdministrationForce Employment (Joint Operations)Landward Defence (SA Army)Air Defence (SA Air Force)Maritime Defence (SA Navy)GroupRegular ForceMSDPSAPSubtotalRegular ForceMSDPSAPSubtotalRegular ForceMDSPSAPSubtotalRegular ForceMSDPSAPSubtotalRegular ForceMDSActual Strength15-Jan-062 046471 5783 7611 2550821 33725 9272 9334 83633 6967 886693185810 4374 131760FORCE STRUCTUREAND DESIGNF O R C E S T R U C T U R EGiven the complex nature of thedefence function, it is imperativethat the DOD's force design andforce structure be reviewed on aregular basis in order to ensurethat it can execute the MilitaryStrategy. Furthermore, it has toensure alignment between theDepartment's objectives, the budgetallocation, ordered commitmentsand likely missions.Military Health Service (SAMHS)Defence IntelligenceJoint SupportPSAPSubtotalRegular ForceMSDPSAPSubtotalRegular ForceMSDPSAPSubtotalRegular ForceMSDPSAPSubtotal1 6836 5765 2772721 688723756501026678 527662 77311 366The current structure of theServices and Divisions within theDOD is represented in the organisationaldiagram.Department of Defence TotalsRegular ForceMSDPSAPTotal55 6144 77114 60074 985Table 3.1The Services and Divisions arecomposed of force structure elements(FSEs) of varying sizes andtypes. An ongoing process of closingand establishing FSEs is taking place as the DODadjusts to changes in the environment and strives to doits business as economically as possible. Table 3.2 belowshows the planned changes in the number of FSEs overthe MTEF period.Human Resource Authorised Posts and ActualStrength - 15 January 2006 (Regular ForceMembers and Public Service Act Personnel)F O R C E D E S I G N A N D S T A T U SThe White Paper on Defence provided that the forcedesign should revolve chiefly around the SANDF's primaryfunction of defence against military aggression.S T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 917

chapter 3Ministry of DefenceMinister of DefenceDeputy Minister of DefenceDefence SecretariatSouth African National Defence ForceSecretary for DefenceChief of the SANDFPolicy andPlanningDivisionFinancialManagementDivisionCorporate StaffDivisionSA AirForceSA MilitaryHealth ServiceEqual OpportunitiesChief DirectorateDefenceInspectorateJoint SupportDivisionSA NavyDefenceIntelligenceDivisionAcquisitionand Procurement DivisionSA ArmyJoint OperationsDivisionFigure 3.2 Department of DefenceProgrammeStatus at end ofFY2005/06Planned Status at the end of the Financial Year(No of FSEs)2006/072007/082008/09Defence Administration15151515Force Employment (Joint Operations)17171717Landward Defence (SA Army)317177130114Air Defence (SA Air Force)78787777Maritime Defence (SA Navy)36363632Military Health Service (SAMHS)37373737Defence Intelligence2222Joint Support138139116116Total640501430410Table 3.2 Department of Defence Force Structure Planning: Planned Status of FSEs at the Endof the FY2006/07 to FY2008/0918D E P A R T M E N T O F D E F E N C E

chapter 3While the process of force design involves considerablemilitary technical detail, the design is determined largelyby decisions regarding three parameters, namelythe level of defence required;the approved defence posture; andthe defence budget.Since the White Paper on Defence of 1996 and theDefence Review of 1998 were promulgated, it becameevident that increasingly there was a misalignmentbetween these documents and the above-mentionedparameters. Consequently, the Minister of Defence,supported by Parliament, instructed that the two documentsbe reviewed in the form of a Defence Updatewhich would take into consideration the new strategicenvironment, emerging threat patterns, escalatingdemand for peace-support operations and resourcesrequirements.Once approved by Parliament, the Defence Update willpossibly result in significant changes to the force design.The current force design will therefore remain in forceuntil such changes have been approved.S T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 919

chapter 4DEFENCE ADMINISTRATIONPURPOSEFINANCIAL RESOURCESThe Defence AdministrationProgramme conductspolicy development,management andadministration of theDepartment.The Medium-term ExpenditureFramework (MTEF) allocation to andestimates for the Defence AdministrationProgramme per subprogramme arereflected in Table 4.1 below.Objective/SubprogrammeFY2006/07('000)FY2007/08('000)FY2008/09('000)building a SouthAfrica that trulybelongs to allDEPARTMENT:DEFENCEPolitical Direction. To provide political directionto the DOD to ensure the democraticdefence of South Africa by meeting therequired defence commitments and providingappropriate defence capabilities.Departmental Direction. To provide departmentaldirection to the DOD to ensure theeffective, efficient and proper conduct ofdefence activities in accordance with legislationand policy.SANDF Command and Control. To providecommand and control for the SANDF.Policy and Planning 1 . To advise on nationalsecurity policy matters and co-ordinate thestrategic direction process by developing, formulating,monitoring and adapting defence policy,strategy and plans in accordance withnational policy to enable the effective, efficientand proper conduct of defence activities.Table 4.114 37713 0636 82075 00714 93113 3417 03380 50615 16713 6387 28183 308MTEF Estimates to the Defence Administration Programmefor FY2006/07to FY2008/091In the ENE the Policy and Planning allocation includes funding for the Corporate StaffOffice and the Strategy and Planning Office and the Equal Opportunities and AffirmativeAction Office is included in the HR Support allocation.20D E P A R T M E N T O F D E F E N C E

chapter 4Objective/SubprogrammeFY2006/07('000)FY2007/08('000)FY2008/09('000)Financial Services. To provide a cost-effective financial managementservice to the Minister of Defence, Secretary for Defence andthe Chief of the South African National Defence Force within theevolving regulatory framework by means of a professional representativecivilian financial management corps and an appropriatefinancial management system.184 157192 168200 915Acquisition Services. To manage the DOD acquisition andprocurement processes and policies.40 89342 67544 628Inspection Services. To ensure the validity and veracity of themanagement information of the DOD.43 07044 88046 828Equal Opportunities and Affirmative Action (EO and AA) 1 . Toprovide EO and AA advice and monitoring function to the Secretaryfor Defence.10 11310 59611 067Human Resources Support Services. To provide full humanresources support services to the DOD. (Managed within JointSupport.)197 084203 266210 727Legal Services. To provide professional, legitimate and deployablemilitary legal services and support commensurate to the needsof the DOD.83 04486 86391 227Religious Services. To provide a Chaplains' Service that caresfor all DOD members and their dependants and promotes spiritualgrowth, social support and ethical conduct.4 5074 6764 848Corporate Communication. To provide defence communicationpolicy, strategy and plans in accordance with DOD policy andnational (Government Communication and Information System -GCIS) policy and provide a centralised corporate communicationcapability, services and products in order to enable effective, efficient,interactive two-way communication between the DOD and itspublics/stakeholders.21 63122 36623 198Reserve Component. To direct the development and maintenanceof the Reserve Force system, to provide specialist advice onReserve Force matters and to promote/market the Reserves andthe volunteer Reserve system.10 45210 60810 950Defence Foreign Relations. To provide the CSANDF with aforeign relations capability and services.65 64274 03881 501Property Management. To manage the payment of accommodationcharges, leases and municipal services as a direct result of thedevolution of a portion of the National Department of Public Works'budget to National departments. (Managed within Joint Support byChief of Logistics.)999 4011 129 5081 206 497Total1 759 1491 926 8592 040 712Table 4.1MTEF Estimates to the Defence Administration Programme for FY2006/07 toFY2008/09 (continued)OUTPUTSThe main outputs of the Defence AdministrationProgramme for Government are defence policy, providingstrategic direction through resource allocationadvice, corporate plans, reports and ministerial services.The Administration Programme also provides specificoperational outputs for Divisions and Services in theDepartment. The overall outputs of this Programme arereflected per Subprogramme in Table 4.2 below.2The outputs of Human Resource Support Services are reflected in Chapter 11.S T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 921

chapter 4OutputPerformance MeasureFY2006/07TargetsFY2007/08FY2008/09Subprogramme Political DirectionPolitical directionto theDODTranslation of Government'sProgramme of Action andCabinet Makgotlas' resolutionsinto Department ofDefence's priorities and planningguidelinesDOD implementation ofMinister's guidelinesissued in September 2004DOD implementationof Minister's guidelinesissued inSeptember 2005DOD implementationof Minister'sguidelines whichwill be issued inSeptember 2006Defence policyadvice toGovernmentPolicy updates, inputs andproposals to the CabinetMakgotla, Portfolio Committeeon Defence, and ParliamentFinalisation of WhitePaper on Defence as wellas Defence Review(Defence Update);Reports to the Minister onforeign visits to countriesas specified in the DODschedule on bilateraldefence commitmentsPlanning for theimplementation ofthe Defence UpdateEvaluate implementationand takecorrective measuresSubprogramme Departmental DirectionDefence policyadvice to theMinister ofDefenceDefence policies aligned withGovernment priorities; inputsto Budget Speech; inputs toCabinet MakgotlaThe Directorate ParliamentaryServices in theoffice of the Secretary forDefence must bestrengthened to improvecoordination of advice tothe Minister andParliamentStaffing of theDirectorateParliamentaryServices and trainingof staff; evaluate theperformance of theDirectorate againstset standardsImprove systemsof the DirectorateParliamentaryServices whererequired and sustainthe smoothrunningDepartmentaldirection to theDODAnalysed Minister ofDefence's guidelines to theDOD's senior officialsStrengthen the office ofthe Secretary for Defencewith specialised personnelto enable proper coordinationof DOD's projectsTraining staff andactivating projectprocessesEvaluate andimprove asrequiredDODInformationStrategy; DEISFramework;DICTASufficient knowledge transferfrom GITO to DEISGITO's role in the Departmentalmanagement frameworkReview and improve DEISStrategic Direction for theDOD; implement appropriatemanagement arrangementsand mechanisms toensure performance andcompliance with DOD policyand strategic directionMaintain andimprove the DODInformation Strategyand DEIS Plan forthe DODMonitor and maintainDODInformationStrategy and DEISEstablish the roles,responsibility and participationwhilst ensuringclarification of utilityContinuouslyimprove participationto assist the DOD torealise its objectivesSupporting mechanismswithin thestrategic intent andpolicy frameworkof the DODSubprogramme SANDF Command and ControlMilitary policyadvice to theMinister ofDefenceQuality of military adviceFull client satisfactionFull clientsatisfactionFull clientsatisfactionTable 4.2Outputs for the Defence Administration Programme for FY2006/7 to FY2008/0922D E P A R T M E N T O F D E F E N C E

chapter 4OutputPerformance MeasureFY2006/07TargetsFY2007/08FY2008/09Subprogramme SANDF Command and Control (Continued)Strategicdirection to theSANDFOperational readiness of theSANDFReadiness maintained inaccordance with the forceemployment guidelinesthrough the MilitaryCouncilReadiness maintainedin accordancewith the forceemployment guidelinesthrough theMilitary CouncilReadiness maintainedin accordancewith theforce employmentguidelines throughthe Military CouncilDegree of success of orderedoperationsOperations conductedsuccessfullyOperations conductedsuccessfullyOperations conductedsuccessfullyThe degree to which the allocatedresources satisfiedachievement of planned forcelevels and readiness statesMaintenance of forcestructure and designMaintenance of forcestructure and designMaintenance offorce structure anddesignDegree of sustainability of theSANDFResource allocation interms of force employmentrequirements andreadiness states requiredResource allocationin terms of forceemployment requirementsand readinessstates required.Resource allocationin terms offorce employmentrequirements andreadiness statesrequiredSubprogramme Policy and PlanningDefenceStrategy;StrategicBusiness Plan;quarterly andannual reports;DefencePolicy;StructureManagementServices; HRStrategy, plansand labourpolicy; closedArmyTerritorialReserves(ATR/Commando's); Clusterreports; multilateralsecuritypolicy;DefenceMateriélResourcePolicy;Table 4.2Department's StrategicFramework aligned toGovernment planning cycle;planning and reporting reflectingthe intentions of theDepartment and GovernmentApproved Services andDivisions' structures correspondingto the StrategicBusiness PlanHR plans and budgets; publishedHR delegations for theDOD in terms of the regulatoryframeworkReviewed and updated HRStrategy 2010100% attendance atFOSAD, Cluster meetingsPledges towards AfricanStandby Force plans completedStaff all the vacant postsand complete theDepartmental policies onplanning as well asreportingAcquisition of BPM toolsetand establish correspondingrepositoryReviewing process of HRStrategy 2010, thisincludes analysis of surveysand reviewing ofinputs, report on proposedamendments.Appropriately assignedHR delegations100% attendance atFOSAD, ClustermeetingsDevelop policyimplementationguidelines andimplement theDepartmental policieson planning andreportingMaintain DOD businessprocesses; rollout BPM practices toServices andDivisionsApproval of reviewedHR Strategy andimplementationthereof; market andcommunicate the HRStrategy to internaland external clientsContinuous alignmentof HR delegationswith new legislation100% attendanceat FOSAD, ClustermeetingsEvaluate the policies,adjust andmaintain thesmooth runningImprove and maintainBPM practicesInternal review ofimplementing theamended HRStrategy; reinforcingcommunicationof the HR Strategywith internal clientsContinuous alignmentof HR delegationswith newlegislationOutputs for the Defence Administration Programme for FY2006/7 to FY2008/09(continued)S T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 923

chapter 4OutputPerformance MeasureFY2006/07TargetsFY2007/08FY2008/09Subprogramme Policy and Planning (Continued)Multi and bilateralengagements;Defence operationalcommitmentsEffectively analysed DOD HRpolicies to determine alignmentwith legislation andNational policiesImplementation of performancemanagement throughthe application of theBalanced Score Card (BSC)Improve the co-ordinationand collation of DOD HRpolicies and their alignmentin relation to legislationand national policiesFinalise the feasibilitystudy on the implementationof the BSC; roll-outthe BSC DOD-wideEnsure quality analysisof policies andprovide guidelines100% implementationof the BSC as aperformance managementand measurementtool in theDODCreate a mechanismto conductanalysis of DODHR policies100% implementationof the BSC asa performancemanagement andmeasurement toolin the DODMonthly JCPS ClusterReports; Participation in AU,SADC and other globalforums; signed memoranda ofunderstanding; correct proceduresof deployment forpeacekeeping missionsParticipate fully in allCluster and FOSADmeetings with approvedDOD input and interventionsDOD inputs into and DODactions related to theCabinet Makgotla100% attendance atFOSAD and ClustermeetingsMinisterial Directiveand PlanningInstruction promulgatedin February100% attendanceat FOSAD andCluster Meetings.Ministerial Directiveand PlanningInstruction promulgatedin FebruaryStrategic guidelinesare aligned with theGovernment POAStrategic guidelinesare aligned with theGovernment POASubprogramme Financial ServicesBudget management(Service to theDepartment ofDefence asdirected by theChief FinancialOfficer);Financialaccounting(Service to theDepartment ofDefence asdirected by theChief FinancialOfficer);FinancialCost-effective service delivery;compliance with regularityframework; sound Defencefinancial decisions; unqualifiedaudit reportsA budget managementservice to the Departmentaccording to the currentregulatory framework andprogramme/budget structureA financial accountingservice to the Departmentaccording to the currentregulatory framework andprogramme/budget structure100% compliancewith DOD reportingin May andNovember as part ofCluster reports toCabinet and theMakgotlaA budget managementservice to theDepartment accordingto the currentregulatory frameworkand programme/budget structureA financial accountingservice to theDepartment accordingto the currentregulatory frameworkandprogramme/budgetstructure100% compliancewith DOD reportingin May andNovember as partof Cluster reportsto Cabinet and theMakgotlaA budget managementservice to theDepartmentaccording to thecurrent regulatoryframework andprogramme/budgetstructureA financialaccounting serviceto the Departmentaccording to thecurrent regulatoryframework andprogramme/budgetstructureTable 4.2Outputs for the Defence Administration Programme for FY2006/7 to FY2008/09(continued)24D E P A R T M E N T O F D E F E N C E

chapter 4OutputPerformance MeasureFY2006/07TargetsFY2007/08FY2008/09Subprogramme Financial Services (Continued)Control andsupport(Service to theDepartment ofDefence asdirected by theChief FinancialOfficer)A financial control andsupport service to theDepartment according tothe current regulatoryframework and programme/budgetstructureA financial controland support serviceto the Departmentaccording to the currentregulatoryframework and programme/budgetstructureA financial controland support serviceto the Departmentaccording to thecurrent regulatoryframework and programme/budgetstructureSubprogramme Acquisition ServicesArmamentrequirementsaccording toforce designShortened turn-around time ofarmaments and equipmentsacquisition for services anddivisions that will meet users'specificationsImprove supply chain systemsand filling of vacantpostsDevelopment oftechnology managementstrategy andreview AcquisitionPolicyImplementationand sustainanceplanSubprogramme Inspection ServicesInternal audit(performanceand regulatory)and antifraudservicesto minimisecorruptionIncreased reliability on theinformation system in theDODIncreased reporting on fraudand corruption in the DODAlign Audit Schedule withthat of the Auditor-GeneralIncrease awareness campaignPromote effectiveutilisation ofresourcesImplementation offraud and corruptionstrategiesSmooth function ofDODMonitor and evaluatethe effectivenessof the fraudand corruptionstrategiesSubprogramme Equal Opportunities and Affirmative Action (EO and AA)Racial andgender representedworkforce in theDODAchievement of representivityquarters as prescribed byLabour DepartmentSubprogramme Corporate Staff OfficeCorporate staffcapability forCSANDFThe degree to which directionis provided to the Divisions/Offices within the CorporateStaff Division that ensuresCSANDF's expectations aremet50% achievement at seniorlevel by Mar 07Direction providedensures CSANDF expectationsare met20% improvementon 2006/07 financialyearDirection providedensures CSANDFexpectations are met20% improvementon 2007/08 financialyearDirection providedensures CSANDFexpectations aremetThe degree to which thestrategic advice by theCorporate Staff Division meetsthe requirements of CSANDFRelevant and timeousadviceRelevant andtimeous adviceRelevant andtimeous adviceTable 4.2Outputs for the Defence Administration Programme for FY2006/7 to FY2008/09(continued)S T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 925

chapter 4OutputPerformance MeasureFY2006/07TargetsFY2007/08FY2008/09Subprogramme Strategy and Planning OfficeMilitary strategyand planningcapability,advice andservices forCSANDFThe degree to which SANDFstrategic planning objectivesand targets are metPlans and reports arecompleted as prescribedby the planning cycleand instructions in fullalignment withGovernment's timelinePlans and reportsare completed asprescribed by theplanning cycle andinstructions in fullalignment with Government'stimelinePlans and reportsare completed asprescribed by theplanning cycle andinstructions in fullalignment with Government'stimelineThe degree of validity andalignment of the MilitaryStrategy with NationalSecurity Strategy imperativesand the successful implementationthereofValid, fully aligned,approved and implementablecost-effectiveforce design and structureReviewed, fullyaligned andapproved MilitaryStrategy with migrationto an implementedforce design andstructureMigration to animplemented forcedesign and structureThe degree to which the centreand crises were managedeffectivelyNumber of crises/briefingsco-ordinatedFully operationalised andfunctioning CrisisManagementOrganisation and CentreFully operationalisedand functioningCrisis ManagementOrganisation andCentreFully operationalisedand functioningCrisis ManagementOrganisation andCentreSubprogramme Legal ServicesMilitary legalservice capabilityand servicesThe degree to which militaryjustice inputs have been providedas prescribed in theMilitary Discipline SupplementaryMeasures Act(MDSMA) and the DefenceAct, 2002 (Act 42 of 200295% of the military legalservices output to thewhole of the DOD ielegal advice, completedlitigation, valid trials,prosecution decisions,deployed operationallegal support, evaluatedinvestigations, law personneland CMA sittingsare delivered on timeand accurately as prescribed95% of the militarylegal services outputto the whole of theDOD ie legal advice,completed litigation,valid trials, prosecutiondecisions,deployed operationallegal support, evaluatedinvestigations,law personnel andCMA sittings aredelivered on timeand accurately asprescribed95% of the militarylegal services outputto the whole of theDOD ie legal advice,completed litigation,valid trials, prosecutiondecisions,deployed operationallegal support,evaluated investigations,law personneland CMA sittingsare delivered ontime and accuratelyas prescribedAvailability of legal satelliteofficesFive legal satelliteofficesFive legal satelliteofficesFive legal satelliteofficesNumber of positive litigationresults95% of facilitated litigationmust result in optimumoutcome for theDOD95% of facilitated litigationmust result inoptimum outcome forthe DOD95% of facilitated litigationmust resultin optimum outcomefor the DODTable 4.2Outputs for the Defence Administration Programme for FY2006/7 to FY2008/09(continued)26D E P A R T M E N T O F D E F E N C E

chapter 4OutputPerformance MeasureFY2006/07TargetsFY2007/08FY2008/09Subprogramme Religious ServicesReligious policyadvice andchaplain capabilityand servicefor theSANDFNumber of units in theSANDF with appointed chaplainsto secure advice andreligious serviceDegree of availability and relevanceof religious policiesand guidelinesA chaplain at each unitin the SANDFVacancies filled withinthree monthsDOD Religious PolicyupdatedA chaplain at eachunit in the SANDFVacancies filled withinthree monthsMonitor compliancewith policiesA chaplain at eachunit in the SANDFVacancies filled withinthree monthsPolicy on ChaplainService in the DODupdatedNumber of chaplains trainedto correct level to ensure satisfactoryperformanceAll chaplains to be fullytrained within two yearsof appointmentAll chaplains to befully trained withintwo years of appointmentAll chaplains to befully trained withintwo years of appointmentSubprogramme Corporate CommunicationStrategic directionin respect ofcorporate communicationtothe DOD by providingdefencecommunicationadvice, policy,strategy andplans in accordancewith DODpolicy andNational (GCIS)CommunicationPolicyLevel of credibility of communicationadviceLevel of coordination ofcommunication effortsRelevance of corporatecommunication policyCredible communicationadvice to the MOD andDODCoordinated DOD corporatecommunicationeffortsInitiate development of aCorporateCommunication PolicyCredible communicationadvice to theMOD and DODCoordinated DODcorporate communicationeffortsPromulgatedCorporateCommunicationPolicyCredible communicationadvice to theMOD and DODCoordinated DODcorporate communicationeffortsUpdated CorporateCommunicationPolicyCorporate communicationcapability,products andservicesQuality and timeliness ofpublication of DOD magazineCredibility, relevancy andquality of DOD Internet websiteA monthly DOD magazineto internal andexternal stakeholders ofhigh qualityFully functional DODInternet websiteA monthly DOD magazineto internal andexternal stakeholdersof high qualityFully functional DODInternet websiteA monthly DOD magazineto internal andexternal stakeholdersof high qualityFully functional DODInternet websiteLevel of service and credibilityof information provided tomediaFull 24-hour media informationservice with highdegree of credibilityFull 24-hour mediainformation servicewith high degree ofcredibilityFull 24-hour mediainformation servicewith high degree ofcredibilityQuality of corporate communicationproducts, in alignmentwith Governmentbranding guidelinesCorporate communicationproducts (promotionalmaterial, showsand exhibitions, etc) asrequiredCorporate communicationproducts (promotionalmaterial,shows and exhibitions,etc) asrequiredCorporate communicationproducts (promotionalmaterial,shows and exhibitions,etc) asrequiredTable 4.2Outputs for the Defence Administration Programme for FY2006/7 to FY2008/09(continued)S T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 927

chapter 4OutputPerformance MeasureFY2006/07TargetsFY2007/08FY2008/09Subprogramme Reserve ComponentStrategicdirection to thedevelopmentand maintenanceof theReserve Forcesystem by providingspecialistadvice, policy,strategy,plans and doctrine;promotional/marketingproductsand servicesDegree of implementation ofReserve Force StrategyDegree of improvement ofReserve Force policiesDegree of relevancy androbustness of Reserve Forcelegislation and regulationsAdvice on ReserveForce Strategy (30%based on weightedscale) implementationImproved HR, trainingand preparation relatedReserve Force policiesFinalised revised pay,allowances and S&Tpolicies as well as revisedcall-up delegationsAdvice on ReserveForce Strategy (50%based on weightedscale) implementationImproved HR, trainingand preparationrelated ReserveForce policiesRoll-out of policiesre URTU training forall Services andDivisionsAdvice on ReserveForce Strategy (70%based on weightedscale) implementationImproved HR, trainingand preparationrelated ReserveForce policiesFinalised revisedtraining and preparationpoliciesUpdate of Chapter 4 ofthe General Regulationsand publication of thenew enrolment form forReserve Force servicecontractsImplementation byServices and Divisionsof new enrolmentform, servicecontracts and generalregulationsReview of effectivenessof new legislation,general regulationsand contractsExtent and level of informationbeing provided to internaland external stakeholders andsupport by employersAn information and marketingcapability establishedThe role of the ReserveForce fully communicatedwithin the SANDFincluding MSDS memberstransferring to theReserve ForceThe need for employersupport communicatedby addressing the CEOsof the top 40 companiesEffective informationand marketing of theReserve componentCommitment by 20major companies(employers) to supportReserve ForceserviceOpening of fourregional Councils forthe Support ofNational Defence(CSND)Effective informationand marketing of theReserve componentCommitment by 40major companies(employers) to supportReserve ForceserviceReserve Force websitemaintainedAdvertising directed atbusiness, labour anddecision makersReserve Force websitemaintainedRevised website openedSubprogramme Defence Foreign RelationsDefence foreignrelationscapability andservices asdirected byCSANDFThe degree to which representation(Defence Attachés)is achievedThe degree to which consularservices is managed successfullyTo manage 24 DefenceAttaché offices abroad95% of all consular servicesare delivered ontime and accuratelyTo manage 31Defence Attachéoffices abroad95% of all consularservices are deliveredon time andaccuratelyTo manage 32Defence Attachéoffices abroad95% of all consularservices are deliveredon time andaccuratelyTable 4.2Outputs for the Defence Administration Programme for FY2006/7 to FY2008/09(continued)28D E P A R T M E N T O F D E F E N C E

chapter 4OutputPerformance MeasureTargetsFY2006/07FY2007/08FY2008/09Subprogramme Defence Foreign Relations (Continued)The satisfactory managementof the Military Attaché andAdvisor Corps (MAAC) annualprogramme and activities95% of the activities inthe MAAC programmeare executed to the satisfactionof MAACmembers95% of the activitiesin the MAAC programmeare executedto the satisfactionof MAAC members95% of the activitiesin the MAAC programmeare executedto the satisfactionof MAAC membersThe degree of satisfactionwith foreign relations adviceby stakeholders (MOD, DODand SANDF)All foreign relationsadvice timeous and usefulfor DOD decisionmakersAll foreign relationsadvice timeous anduseful for DOD decisionmakersAll foreign relationsadvice timeous anduseful for DOD decisionmakersSubprogramme Human Resources Support ServicesDetails included in Joint Support Programme - Chapter 11Subprogramme Property ManagementPayment ofaccommodationcharges,leases andmunicipalservicesThe degree to which accountsare paid on timeAll accounts paid in fullon time and in accordancewith SLAs withPWDAll accounts paid infull on timeAll accounts paid infull on timeTable 4.2Outputs for the Defence Administration Programme for FY2006/7 to FY2008/09(continued)RISKS AND MITIGATING ACTIONSThis Programme is responsible for the general managementand administration of the defence function. Whileit has a limited human resources component, it reliesheavily on the availability of funds to execute its highprofilefunctions, such as defence diplomacy. Thus, itsmain risks are the servicing of defence-relatedMemoranda of Understanding (MOUs) between SouthAfrica and other countries and IT-based internal controlsystems for finance, human resources and procurement.Additional funding was being provided by Treasury forthe maintenance and upgrading of these systems andinternal reprioritisation addressed the requirement forthe increased defence attaché representation abroad.SERVICES TO BE SCALED DOWN,SUSPENDED OR ABOLISHEDNo outputs or services are planned to be scaled down,suspended or abolished during FY2006/07. However,the results of the Departmental OrganisationalDevelopment Workgroup (DODW) could triggerchanges in structural arrangements that may have aneffect on services to be scaled down, suspended or abolishedduring the year.PERFORMANCE AND SERVICEDELIVERY IMPROVEMENTThe performance and service delivery of the subprogrammesof the Defence Administration Programmewill be improved as indicated in Table 4.3 below.ActivitiesPlanned Management InterventionAnticipated BenefitStatusAffordable structureOrganisational development andrestructuring of the DOD throughProject LOQUACIOUSEffective, efficient and affordablestructure through the utilisationof shared staffsTo be finalised and implementedin FY2006/07Table 4.3Performance and Service Delivery Improvement by the Defence AdministrationProgrammeS T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 929

chapter 4ActivitiesPlanned Management InterventionAnticipated BenefitStatusUpdating the WhitePaper on Defenceand the DefenceReviewFinalise the update of the WhitePaper on Defence and the DefenceReviewBetter alignment betweenGovernment expectations andresources allocation which willlead to realistic strategic planningwithin the DODStill in process but tobe finalised and implementedduringFY2006/07Streamlining of multilateraland bilateralagreements andactivities in support ofDepartment ofForeign AffairsReprioritisations in line withInternational Relations Peace andSecurity (IRPS) cluster guidelinesCapacity-building and competencyenhancement of relevant role-playersMaximum benefit for thecountry through proper servicingof bilateral and multilateralagreementsSavings will be effectedEnsuring alignmentwith stakeholdersImprove the DOD'sstrategic managementcapabilityContinuation of benchmarking withbest practice and adjust theapproach where requiredImproved planning and managementexpertise and betterreportingStrategic managementlearning opportunityplanned for May 06Implement PFMA /TRs / practice notesthrough enforceableDODDs / DODIs /JDPsTo provide for the interim and finalimplementation of the PFMA / TRs /practice notesUnqualified financialstatementsUse existing capabilitiesand budgetImprove the processfor authorisation ofprojects in AcquisitionControl of achievement of time andcosts goals on all projectsMaximised operational capabilitieswith extended technologicallife available todefence100% roll-out by31 Dec 06Full installation of amodern electronicbased bidding/pricequotation system atall ProcurementService Centres andGSBs within the DODImprove structureRoll-out of E-Procure within theDODAlready commenced in 2004 butmust be fully implemented by31 Dec 06Improved service delivery toclientsReduction in transactionsTransparent and shared systemEnd Dec 06By the end of Mar 07To be fully implementedby 31 Dec 06Audit management,audit report analysis,and resourcingactivitiesInternational Standards OrganizationCertified Quality ManagementSystemImproved quality of audit relatedcommand information tothe corporate leadershipEnhanced credibility of auditreportingOngoingPerformance auditactivitiesEnglish usage and report writing(Detailed dates to be planned onlyas part of the detailed short-termplan)Improved grammatical useand report writing, contributingto enhanced quality of reportsTraining to be completedby 31 Mar 07Table 4.3Performance and Service Delivery Improvement by the Defence AdministrationProgramme (continued)30D E P A R T M E N T O F D E F E N C E

chapter 4ActivitiesPlanned Management InterventionAnticipated BenefitStatusMonitor and enhanceaffirmative action andemployment equity inthe DODFacilitate the review and alignmentof all DOD policies and practices inaccordance with National legislationand policiesWorkforce that reflects thedemographics of South Africain respect of race, gender anddisabilityInitiatedReliable framework foremployment equityDOD humanresources planningEnhance PERSOL through ProjectLEGADIMAAn information system thatenables planningInitiatedProvision of a budgetmanagement serviceto obtain and executean appropriate medium-termDefencebudgetThe provision of a corporate budgetpreparation serviceCompliance with NewEconomic Reporting formatCompliance with GRAP andAccounting Standards as prescribedby National TreasuryUse existing capacityand budgetThe provision of a corporate budgetexecution serviceImproved budget control subsystemon FMSOngoingProvision of anAccounting Service toexecute, account forand report on financialtransactionsThe provision of corporate financialassets and annual reporting servicesThe provision of stores, services,related payment, and revenue managementserviceImproved debtor managementoutputs with regard to medicaldebtorsEffective, efficient and economicalmanagement of StatemoniesOngoingOngoingReserve Force representationat all keydecision-making forain all Services andDivisionsEngage J Ops Division to ensureapproval of Reserve Force structureas well as staffing of posts within JOps DivisionOptimal Reserve Forceemployment and representationwithin J Ops DivisionPlanned for Apr 06Access to DOD informationImprove the DOD websiteImproved access to DODinformation on the InternetInitiatedDesign and developmentof an electronicplanning toolProject GEJIMA; an electronic toolto capture planning and reportingAlign planning and reportingand provide easier access tomanagement information fordecision makingInitiatedTable 4.3Performance and Service Delivery Improvement by the Defence AdministrationProgramme (continued)S T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 931

chapter 5FORCE EMPLOYMENTPURPOSEhe Joint OperationsDivision provides an operationalcapability to successfullyconduct all operations,joint and multinationalmilitary exercises.TSubprogrammesFINANCIAL RESOURCESThe Medium-term ExpenditureFramework (MTEF) allocation to andestimates for the Force EmploymentProgramme are shown in Table 5.1below.FY2006/07('000)FY2007/08('000)FY2008/09('000)Strategic Direction41 76144 81750 368Operational Direction101 428108 548120 851Special Operations174 372200 642228 612Regional Security820 381850 599855 376Support to the People254 880238 021256 725Defence Capability Management17 32315 32510 324Total1 410 1451 457 9521 522 255Table 5.1Force Employment Programme - Allocations for FY2006/07to FY2008/09building a SouthAfrica that trulybelongs to allDEPARTMENT:DEFENCE32D E P A R T M E N T O F D E F E N C E

chapter 5OUTPUTSThe overall outputs of this programme are reflected persubprogramme in Tables 5.2 and 5.3 below. The ForceEmployment Requirements and Combat ReadinessSchedule are not attached to this plan as it contains classifiedinformation.Measurable objective: Contribute to national and regional security by initiating, planning, commanding and coordinatingsupport for all operations and joint and multinational military exercises, as directed and meetingGovernment's requirements.Outputs perobjective (Whenfully funded)Performance MeasureFY2006/07TargetsFY2007/08FY2008/09Subprogramme Strategic DirectionInternal support,planning andoperationsdevelopmentcapabilityDegree of compliance withsupport requirementsThe degree to which forceemployment requirements aremetFull support inaccordance withrequirementsSuccessful planningof all operations andexercisesFull support inaccordance withrequirementsSuccessful planningof all operations andexercisesFull support inaccordance withrequirementsSuccessful planningof all operations andexercisesThe degree to which joint doctrineis developed to optimiseoperational requirements asdetermined by CSANDFJoint doctrineaccording toCSANDF requirementsJoint doctrineaccording toCSANDF requirementsJoint doctrineaccording toCSANDF requirementsThe degree to which battlespace development isresearched and analysedReview of the environmentReview of the environmentReview of the environmentSubprogramme Operational DirectionCommand andcontrol capabilityDegree of compliance to DODpolicies, strategies and plansin respect of operationalmattersEffective commandand control of alloperational mattersEffective commandand control of alloperational mattersEffective commandand control of alloperational mattersInternal supportcapabilityDegree of compliance torequired operational readinessof the operational headquartersFull support inaccordance withrequirementsFull support in accordancewith requirementsFull support inaccordance withrequirementsSubprogramme Special OperationsOperationaldirection andcapabilityDegree of success of specialoperationsEffective direction ofall special operationsEffective direction ofall special operationsEffective direction ofall special operationsTrainingcapabilityThe degree to which trainingis presented as plannedNumber of students qualifyingTraining in accordancewith requirementsand coursescheduleTraining in accordancewith requirementsand coursescheduleTraining in accordancewith requirementsand coursescheduleTable 5.2Force Employment Programme - Output Details per Subprogramme for the MediumTermS T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 933

chapter 5Outputs perobjective (Whenfully funded)Performance MeasureFY2006/07TargetsFY2007/08FY2008/09Subprogramme Regional SecuritySupport to UNmission inDemocraticRepublic ofCongo (DRC)The number of members deployedto comply with the MOUand letter of assist in providingforce structure elements /individuals as stipulated1 214 membersdeployed1 214 membersdeployed1 214 membersdeployedOp MISTRALSupport to theUN mission inBurundiOp FIBREThe number of members deployedto comply with the MOUand letter of assist in providingforce structure elements /individuals as stipulated1 319 membersdeployed389 membersdeployedOperation terminatedSupport to theUN mission inIvory CoastOp PRISTINEThe number of members deployedto comply with the MOUand letter of assist in providingforce structure elements /individuals as stipulated45 membersdeployedOperation terminatedOperation terminatedSupport to theUN mission inEthiopia andEritreaOp ESPRESSOThe number of members deployedto comply with the MOUand letter of assist in providingforce structure elements /individuals as stipulated6 members deployed6 membersdeployed6 membersdeployedSupport to theUN mission inSudanOp CORDITEThe number of members deployedto comply with the MOUand letter of assist in providingforce structure elements /individuals as stipulated334 membersdeployed334 membersdeployed334 membersdeployedSupport of multilateralarrangementsin theDRCOp TEUTONIC IThe number of members deployedto comply with the MOUand letter of assist in providingforce structure elements /individuals as stipulated42 membersdeployedOperation terminatedOperation terminatedSupport of multilateralarrangementsin theDRC. (Financedby the Netherlands)The number of members deployedto comply with the MOUand letter of assist in providingforce structure elements /individuals as stipulated63 membersdeployedOperation terminatedOperation terminatedOp TEUTONIC IITable 5.2Force Employment Programme - Output Details per Subprogramme for the MediumTerm (continued)34D E P A R T M E N T O F D E F E N C E

chapter 5Outputs perobjective (Whenfully funded)Performance MeasureFY2006/07TargetsFY2007/08FY2008/09Subprogramme Regional SecuritySupport to AU inrespect of electionsin Comores 1The number of membersdeployed to comply with theMOUTo be determinedOperation terminatedOperation terminatedOp TRITON IVSubprogramme Support to the PeopleBorderline controlOp INTEXODegree of compliance withstanding agreement for borderlinecontrol operationsFull compliance withstanding agreementfor borderline controloperationsFull compliance withstanding agreementfor borderline controloperationsFull compliance withstanding agreementfor borderline controloperationsLandward borderline basereductionReduce landwardborderline basesfrom 12 to 3Reduce landward borderlinebases from 3to 2Reduce landwardborderline basesfrom 2 to 0Landward borderline companyreductionReduce landwardborderline sub unitsfrom 12 to 9Reduce landward borderlinesub units from9 to 4Reduce landwardborderline sub unitsfrom 4 to 0Rural safeguardingin support ofthe SA PoliceServiceOp STIPPERDegree of compliance withSAPS requirementsNumber of commando unitsphased outFull compliance withSAPS requirementsReduce commandounits from 113 to 52Full compliance withSAPS requirementsReduce commandounits from 52 to 11Full compliance withSAPS requirementsReduce commandounits from 11 to 0Support toGovernmentdepartmentsOp HUMANDegree of compliance with adhoc approved Governmentdepartments requestsFull compliance withad hoc approvedGovernment departmentsrequirementsFull compliance withad hoc approvedGovernment departmentsrequirementsFull compliance withad hoc approvedGovernment departmentsrequirementsSubprogramme Defence Capability ManagementJoint and multinational exercisesDegree of compliance to forcepreparation requirements forjoint exercisesFull compliance withjoint force preparationrequirementsFull compliance withjoint force preparationrequirementsFull compliance withjoint force preparationrequirementsSee Tables 5.4and 5.5The number of joint exercisesDegree of compliance to forcepreparation requirements formultinational exercises7 joint exercisesFull compliance withmultinational forcepreparation requirements3 joint exercisesFull compliance withmultinational forcepreparation requirements5 joint exercisesFull compliance withmultinational forcepreparation requirementsThe number of multinationalexercises7 multinational exercises5 multinational exercises7 multinational exercisesDefencecapabilityrequirementThe degree to which requireddefence capabilities is identifiedand developedAccording to requirementsAccording to requirementsAccording to requirementsCommand andcontrol capabilityThe degree to which commandand control is developed(Programme ERABUS)According to requirementsAccording to requirementsAccording to requirementsTable 5.2Force Employment Programme - Output Details per Subprogramme for the MediumTerm (continued)1Awaiting ordered commitment from Government.S T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 935

chapter 5Policy OptionFin YearAllocations(R'000)Output TargetsMadimbo TrainingArea 206/0707/083 0001 000Rm 1.0 for rental of land used for trainingRm 2.0 for erection of security fence around the area08/091 000Rm 1.0 for rental of land used for trainingRm 1.0 for rental of land used for trainingTable 5.3Force Employment Programme - Outputs of Specific Policy Options where AdditionalFunds were AllocatedExercise and TypeSA SPECIAL FORCES EXERCISE. Rehearsal of Special ForcescontingenciesSANDF COMMUNICATION EXERCISE. To enhance HF communicationskills throughout the SANDF utilising joint and multinational exercises as avehicleEXERCISE MATHOLE. A Command Post Exercise (CPX) to test the rapidreaction capability and develop SANDF doctrine and procedures in peacekeeping.Preparation for the Forces Training Exercise in 2007EXERCISE MATHOLE. SANDF joint PSO exercise (Field Training Exercise)to test and evaluate the doctrine on PSO. Reaction capability to be tested aswellEXERCISE OXIDE. (GERANIUM). To enhance the preparedness of theSANDF to render support to the Department of Transport in search and rescue,in conjunction with the French Forces based in La Reunion as perMemorandum of UnderstandingEXERCISE EMEX. To render support to the National Nuclear Regulator indealing with a nuclear incident at Koeberg Nuclear Plant as required by legislationEXERCISE AFFIX. To render support to the Airports Company of South Africain dealing with aircraft disasters at SA airports, as required by legislationServices InvolvedSAAFSAMHSSFSA ArmySAAFSANSAMHSJ Sup (CMIS)SA ArmySAAFSANSAMHSJ Sup (CMIS)SA ArmySAAFSANSAMHSJ Sup (CMIS)SA ArmySAAFSANSAMHSJ SupSA ArmySAAFSANSAMHSJ SupSA ArmySAAFSANSAMHSJ SupFY 2006/07To be finalisedTo be finalisedJan/FebFebTo be finalisedFebApr - JuneTable 5.4Force Employment Programme - Joint Exercises2The plans are in place, however, awaiting final decision on land claim agreement.36D E P A R T M E N T O F D E F E N C E

chapter 5Exercise and TypeServices InvolvedFY 2006/07EXERCISE AIRBORNE AFRICA. Airborne forces competitionEXERCISE BELL BUOY. Military (naval) control of merchant shipping intimes of emergency (Indian Ocean)EXERCISE TRANSOCEANIC. Military (naval) control of merchant shippingin times of emergency in participation with South American countries (SouthAtlantic Ocean)EXERCISE INTEROP EAST & WEST. Naval exercise with African countrieson the East and West coast of Africa to build trust capacity and capability inthe Navies in the SADC RegionEXERCISE WATC. USA/RSA exercise to conduct a beach landing, humanrelief, field training and cross-deck exercise with USA and SADC countriesEXERCISE COMBINED ENDEAVOR. Partnership for Peace (PFP)Communications and Information systems (CIS) technical demonstrationEXERCISE ATLASUR. Maritime exercises between the SAN and SouthAmerican countries to enhance multinational conventional naval warfarecapabilities in the South Atlantic OceanSA ArmySAAFSAMHSJ SupSANSAAFSAMHSJ SupSANSANTo be finalisedJ Sup (CMIS)SAAFSANSAMHSJ Sup (CMIS)AugTo be finalisedTo be finalisedAprTo be finalisedTo be finalisedJun-AugTable 5.5Force Employment Programme - Multinational ExercisesExercise and TypeEXERCISE ACE 06. Parachute training by UK Armed ForcesArtillery precision guided missile training with SingaporeServices InvolvedSA ArmySA ArmyFY 2006/07To be finalisedTo be finalisedTable 5.6Training Support to Foreign ForcesRISKS AND MITIGATING ACTIONSThe current financial allocation will be sufficient to conductthe existing peace-support operations and internaloperations. Current funds are prioritised to addressSANDF ordered commitments. Additional deploymentswill have to be prioritised against existing deploymentsand requirements.The Services and Divisions are responsible for preparingand providing Combat Ready User Systems (CRUS) andHigher Order User Systems (HOUS), supported to thesecond line, to CSANDF. The level of combat readinessof the Defence Capability System is determined by theavailability, serviceability, health, deployability, sustainabilityand level of training of individuals and forcestructure elements (FSE). The current CRUS providedby the Services and Divisions are sufficient to complywith the current Memoranda of Understanding (MOU)with the United Nations and African Union.Peace-support Operations are conducted in a volatileenvironment that creates many challenges to planning.The operational plans are subject to changed requirements,in-year, by UN or AU to reduce or increase forcelevels or confine troops to bases due to the security situation.This is an unforeseen matter and has an impact onthe budget. Hence, under or over-expenditure of theallocated budget for peace missions may occur.The above risks will be managed on a day-to-day basisand, if and when necessary, reprioritisation will have totake place to meet contingencies as they arise.S T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 937

chapter 5SERVICES TO BE SCALED DOWN OR SUSPENDEDDURING FY 2006/2007The gradual withdrawal from routine internal deployments will continue with thehanding over of borderline control to the SA Police Service as planned. The force levelsof Operation FIBRE in Burundi will be decreased once the UN requirements havebeen finalised.PERFORMANCE AND SERVICE DELIVERY IMPROVEMENTActivitiesPlanned Management InterventionAnticipated BenefitStatusIncreasing number of operatorsqualified per year by introducing asecond training cycleIntroducing additional training cycleper yearAchieve targets forqualified operatorsTwo training cyclesper yearTransfer responsibilities to otherState departments to ensure asmooth transition of functionswhere the DOD plays a supportroleTo use existing forums to improveinter-dept cooperation and toensure reimbursement where supportwas provided (continuous)Ensure that forcesare employed optimallywithout strainon resourcesOngoingFirst phase of exit of17 commando unitscompletedTable 5.7Force Employment Programme - Performance and Service Delivery Improvement38D E P A R T M E N T O F D E F E N C E

chapter 6LANDWARD DEFENCEPURPOSEThe Landward DefenceProgramme provides preparedand supportedlandward defence capabilitiesfor the defenceand protection of SouthAfrica.FINANCIAL RESOURCESThe medium-term Expenditure Framework(MTEF) allocation to and estimatesfor the Landward DefenceProgramme per subprogramme arereflected in Table 6.1 below.SA Army ObjectivesFY2006/07('000)FY2007/08('000)FY2008/09('000)Strategic Direction135 564139 678146 344Infantry Capability1 504 5031 576 6751 615 336Armour Capability141 760154 972181 549Artillery Capability125 022135 496160 551Air Defence Artillery Capability94 022100 043117 417Engineering Capability233 487254 149279 808Operational Intelligence77 64183 03488 040Command and Control Capability61 96766 29770 302building a SouthAfrica that trulybelongs to allDEPARTMENT:DEFENCESupport CapabilityGeneral Training CapabilityTotal1 478 902202 7064 055 5751 579 399205 6594 295 4021 727 985213 5924 600 924Table 6.1 Landward Defence Programme: Allocation for FY2006/07to FY2008/09S T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 939

chapter 6OUTPUTSThe overall outputs of this programme are reflected persubprogramme in Table 6.2 below.Measurable objective: Defend and protect South Africa by maintaining and providing prepared and supportedlandward combat forces, services and facilities that meet the requirements of Government.OutputPerformance MeasureTargetFY2006/07FY2007/08FY2008/09Subprogramme Strategic DirectionAn Army Officecomprising CArmy and personnelplus onechief directoratefor ForceStructure, ForcePreparation,CorporateServices and IGArmyEffective and efficient strategicdirection of the SA Armywrt timely promulgation ofstrategy, operational conceptsand guidelines for planningPromulgated strategy,operational conceptsand guidelinesfor planningFormulated strategicbusiness plans, "In-Year" business plansand expen-ditureschedulesApproved quarterly,combat readinessand annual reportsImplementing strategy,operational conceptsand guidelinesfor planning.Formulated strategicbusiness plans, "In-Year" business plansand expen-ditureschedules.Approved quarterly,combat readinessand annual reports.Revised strategy,operational conceptsand guidelines forplanning.Formulated strategicbusiness plans, "In-Year" business plansand expen-ditureschedules.Approved quarterly,combat readinessand annual reports.Subprogramme Infantry CapabilityCommand andcontrolcapabilityDegree of achievement duringinternal evaluation in Fmn HQon Personnel,force structure,MS, communication,force preparation, R&D,supply support service (SSS),finances, plan andbudgetingRequired standardof at least 80% duringall evaluationsRequired standard ofat least 80% duringall evaluationsRequired standard ofat least 80% duringall evaluationsTrainingcapabilityThe degree to which trainingis presented as plannedOne School ofInfantryOne School ofInfantryOne School ofInfantryNumber of members qualifying129 learning opportunities129 learning opportunities.129 learning opportunities.7 073 learners7 073 learners7 073 learnersThe degree to which trainingis presented as plannedNumber of members qualifyingOne Mech Trg Wing15 learning opportunities1 125 learnersOne Mech Trg Wing15 learning opportunities1 125 learnersOne Mech Trg Wing15 learning opportunities1 125 learnersThe degree to which trainingis presented as plannedNumber of members qualifyingOne Para Trg Wing90 learning opportunities3 936 learnersOne Para Trg Wing90 learning opportunities3 936 learnersOne Para Trg Wing90 learning opportunities3 936 learnersTable 6.2Landward Defence Programme - Output details per Subprogramme for FY2006/07 toFY2008/0940D E P A R T M E N T O F D E F E N C E

chapter 6OutputPerformance MeasureTargetFY2006/07FY2007/08FY2008/09Subprogramme Infantry Capability (continued)MechanisedcapabilityThe degree to which therequired force preparationrequirements, combat readinessstate and force employmentrequirements areachieved1 SAI Bn61 Mech Bn (Mustreorganise atUpington)Four Mech Bns(Res F - leadergrouptraining)1 SAI Bn61 Mech Bn (Mustreorganise atUpington)Four Mech Bns(Res F - leadergrouptraining)1 SAI Bn61 Mech Bn (Mustreorganise atUpington)Four Mech Bns(Res F - leadergrouptraining)Parachute capabilityThe degree to which therequired force preparationrequirements, combat readinessstate and force employmentrequirements areachieved44 Para Regt HQOne Para Bn (-)One Air-landed Bn (-)One Para Bns(Res F) (-)One Air-landed Bn(Res F) (-)44 Para Regt HQOne Para Bn (-)One Air-landed Bn (-)One Para Bns(Res F) (-)One Air-landed Bn(Res F) (-)44 Para Regt HQOne Para Bn (-)One Air-landed Bn (-)One Para Bns(Res F) (-)One Air-landed Bn(Res F) (-)Motorised capabilityThe degree to which therequired force preparationrequirements, combat readinessstate and force employmentrequirements areachieved8 Mot Inf Bns14 Mot Inf Bns (ResF - leader-grouptraining)8 Mot Inf Bns14 Mot Inf Bns (ResF - leader-grouptraining)8 Mot Inf Bns14 Mot Inf Bns (ResF - leader-grouptraining)Light capabilityThe degree to which therequired force preparationrequirements, combat readinessstate and force employmentrequirements areachieved3 Light Inf Bns3 Light Inf Bns(Res F)3 Light Inf Bns3 Light Inf Bns(Res F)3 Light Inf Bns3 Light Inf Bns(Res F)Subprogramme Armour CapabilityCommand andcontrolcapabilityDegree of achievement duringinternal evaluation in Fmn HQon personnel, force structure,MS, communication,force preparation, R&D, SSS,finances, plan andbudgetingFormationHeadquartersRequired standardof at least 80% duringall evaluationsFormationHeadquartersRequired standard ofat least 80% duringall evaluationsFormationHeadquartersRequired standard ofat least 80% duringall evaluationsTraining capabilityThe degree to which trainingis presented as plannedOne School ofArmourOne School ofArmourOne School ofArmourNumber of members qualifying88 learning opportunities2 809 learners90 learning opportunities2 869 learners92 learning opportunities2 929 learnersTank capability(incl tank transporters)The degree to which therequired force preparationrequirements, combat readinessstate and force employmentrequirements areachievedOne Regt minusOne Regt (Res F -leader-group trainingonly)One Regt minusOne Regt (Res F -leader-group trainingonly)One Regt minusOne Regt (Res F -leader-group trainingonly)Table 6.2Landward Defence Programme - Output details per Subprogramme for FY2006/07 toFY2008/09 (continued)S T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 941

chapter 6OutputPerformance MeasureTargetFY2006/07FY2007/08FY2008/09Subprogramme Armour Capability (continued)Armoured carcapability (inclATK MSL)The degree to which the requiredforce preparation requirements,combat readinessstate and force employmentrequirements are achievedOne Regt minusTwo Regt (Res F -leader-group trainingonly)One Regt -Two Regt (Res F -leader-group trainingonly)One Regt -Two Regt (Res F -leader-group trainingonly)Armoured reconnaissancecapabilityThe degree to which the requiredforce preparation requirements,combat readinessstate and force employmentrequirements are achievedOne Regt (Res F -leader-group trainingonly)One Regt (Res F -leader-group trainingonly)One Regt (Res F -leader-group trainingonly)Subprogramme Artillery CapabilityCommand andcontrolcapabilityDegree of achievement duringinternal evaluation in Fmn HQon personnel, force structure,MS, communication,force preparation, R&D,SSS, finances, plan andbudgetingFormationHeadquarters requiredstandard of atleast 80% during allevaluationsFormationHeadquartersRequired standard ofat least 85% duringall evaluationsFormationHeadquartersRequired standard ofat least 85% duringall evaluationsArtillery ETDcapabilityThe degree to which trainingis presented as plannedNumber of members qualifyingSchool of Artillery95 learning opportunities2 404 learnersSchool of Artillery95 learning opportunities2 415 learnersSchool of Artillery95 learning opportunities2 415 learnersReg F coregrowth capability(compositeartillery capability)The degree to which the requiredforce preparation requirements,combat readinessstate and force employmentrequirements are achieved4 Arty Regt4 Arty Regt4 Arty RegtArty MobilizationRegtThe degree to which the requiredforce preparation requirements,combat readinessstate and force employmentrequirements are achievedArty Mob RegtArty Mob RegtArty Mob RegtRes F coregrowth capability(compositeartillery regt)The degree to which therequired force preparationrequirements, combat readinessstate and force employmentrequirements areachievedTwo SP GV6 GunRegt: (1 X subunit &leader group withother subunits)(Res F)One Towed GunRegt (1 X subunit &leader-group withother subunits)(Res F)One Towed GunRegt (Res F - leader-grouptraining)One MRL Regt(Res F) (1 X subunit& leader-groupwith other subunits)Two SP GV6 GunRegt: (1 X subunit &leader group withother subunits)(Res F)One Towed GunRegt (1 X subunit &leader-group withother subunits)(Res F)One Towed GunRegt (Res F - leader-grouptraining)One MRL Regt(Res F) (1 X subunit& leader-groupwith other subunits)Two SP GV6 GunRegt: (1 X subunit &leader group withother subunits)(Res F)One Towed GunRegt (1 X subunit &leader-group withother subunits)(Res F)One Towed GunRegt (Res F - leader-grouptraining)One MRL Regt(Res F) (1 X subunit& leader-groupwith other subunits)Table 6.2Landward Defence Programme - Output details per Subprogramme for FY2006/07 toFY2008/09 (continued)42D E P A R T M E N T O F D E F E N C E

chapter 6OutputPerformance MeasureTargetFY2006/07FY2007/08FY2008/09Subprogramme Air Defence Artillery CapabilityCommand andcontrolcapabilityDegree of achievement duringinternal evaluation in Fmn HQon personnel, force structure,MS, communication,force preparation, R&D,SSS, finances, plan andbudgetingFormationHeadquartersRequired standard ofat least 80% duringall evaluationsFormationHeadquartersRequired standard ofat least 80% duringall evaluationsFormationHeadquartersRequired standard ofat least 80% duringall evaluationsAir defenceartillery trainingcapabilityThe degree to which trainingis presented as plannedNumber of members qualifyingOne School of AirDefence Artillery32 learning opportunities620 learnersOne School of AirDefence Artillery32 learning opportunities620 learnersOne School of AirDefence Artillery32 learning opportunities620 learnersComposite airdefence artillerycapabilityThe degree to which the requiredforce preparation requirements,combat readinessstate and force employmentrequirements are achievedOne ADA RegtOne ADA RegtOne ADA RegtAir defenceartillerymechanisedcapabilityThe degree to which the requiredforce preparation requirements,combat readinessstate and force employmentrequirements are achievedLeader group for Bty(Three Res F FSEsas sources of manpower)Leader group for Bty(Three Res F FSEsas sources of manpower)Leader group for Bty(Three Res F FSEsas sources of manpower)Air defenceartillery mobilecapabilityThe degree to which the requiredforce preparation requirements,combat readinessstate and force employmentrequirements are achievedOne ADA Regt(Res F)One ADA Regt(Res F)One ADA Regt(Res F)Subprogramme Engineering CapabilityCommand andcontrolcapabilityDegree of achievement duringinternal evaluation in Fmn HQon personnel, force structure,MS, communication,force preparation, R&D,SSS, finances, plan andbudgetingFormationHeadquartersRequired standard ofat least 80% duringall evaluationsFormationHeadquartersRequired standard ofat least 80% duringall evaluationsFormationHeadquartersRequired standard ofat least 80% duringall evaluationsEngineertrainingcapabilityThe degree to which trainingis presented as plannedNumber of members qualifyingOne School ofEngineers46 learning opportunities1 200 learnersOne School ofEngineers46 learning opportunities1 200 learnersOne School ofEngineers46 learning opportunities1 200 learnersField engineercapabilityThe degree to which the requiredforce preparation requirements,combat readinessstate and force employmentrequirements are achievedOne field engineerregimentThree field engineerregiment (Res F -leader-group training)One field engineerregimentThree field engineerregiment (Res F -leader-group training)One field engineerregimentThree field engineerregiment (Res F -leader-group training)Engineer combatsupport capabilityThe degree to which the requiredforce preparation requirements,combat readinessstate and force employmentrequirements are achievedOne Reg/Res F FieldEngineer SqnOne Reg/Res F FieldEngineer SqnOne Reg/Res FField Engineer SqnTable 6.2Landward Defence Programme - Output details per Subprogramme for FY2006/07 toFY2008/09 (continued)S T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 943

chapter 6OutputPerformance MeasureTargetFY2006/07FY2007/08FY2008/09Subprogramme Engineering Capability (continued)EngineerintelligencecapabilityThe degree to which the requiredforce preparation requirements,combat readinessstate and force employmentrequirements are achievedOne Tactical TerrainInt RegtOne Tactical TerrainInt RegtOne Tactical TerrainInt RegtOne Tactical TerrainInt Sqn (Res F)One Tactical TerrainInt RegtOne Tactical TerrainInt Sqn (Res F)OperationalconstructioncapabilityThe degree to which the requiredforce preparation requirements,combat readinessstate and force employmentrequirements are achievedOne Constr RegtOne Constr Regt(Res F) - (In planning)One Constr RegtOne Constr Regt(Res F)One Constr RegtOne Constr Regt(Res F)Subprogramme Operational IntelligenceCommand andcontrolcapabilityDegree of achievement duringinternal evaluation in Fmn HQon personnel, force structure,MS, communication,force preparation, R&D,SSS, finances, plan andbudgetingFormationHeadquartersRequired standard ofat least 80% duringall evaluationsFormationHeadquartersRequired standard ofat least 80% duringall evaluationsFormationHeadquartersRequired standard ofat least 80% duringall evaluationsIntelligencetraining capabilityThe degree to which trainingis presented as plannedNumber of members qualifyingOne School ofTactical Intelligence30 learning opportunities835 learnersOne School ofTactical Intelligence30 learning opportunities835 learnersOne School ofTactical Intelligence30 learning opportunities835 learnersTacticalintelligenceThe degree to which the requiredforce preparation requirements,combat readinessstate and force employmentrequirements are achievedOne Tact Int RegtTwo Tact Int Sqns(Res F - leadergrouptraining)One Tact Int RegtTwo Tact Int Sqns(Res F - Non leadergroup)One Tact Int RegtTwo Tact Int Sqns(Res F - continuityTrg)Subprogramme SA Army Command and Control CapabilityA Command andcontrol capabilityfor operationalactivitiesThe degree to which the forceemployment requirements areachievedTwo Bde HQs, eachstructured to providefour tactical groupingsfor 2 groupingsto deploy annually,other 2 on leave andF PrepTwo Bde HQs, eachstructured to providefour tactical groupingsfor 2 groupingsto deploy annually,other 2 on leave andF PrepTwo Bde HQs, eachstructured to providefour tactical groupingsfor 2 groupingsto deploy annually,other 2 on leave andF PrepSubprogramme Support CapabilityCommand andcontrolcapabilityDegree of achievement duringinternal evaluation in Fmn HQon personnel, force structure,MS, communication,force preparation, R&D,SSS, finances, plan andbudgetingFormationHeadquartersRequired standard ofat least 80% duringall evaluationsFormationHeadquartersRequired standard ofat least 80% duringall evaluationsFormationHeadquartersRequired standard ofat least 80% duringall evaluationsTable 6.2Landward Defence Programme - Output details per Subprogramme for FY2006/07 toFY2008/09 (continued)44D E P A R T M E N T O F D E F E N C E

chapter 6OutputPerformance MeasureTargetFY2006/07FY2007/08FY2008/09Subprogramme Support CapabilityGeneral supportcapabilityDegree of achievement duringinternal evaluation 114 GSBs (generalsupport bases)70% client satisfactionPerformance accordingto plan13 GSBs (generalsupport bases)75% client satisfactionPerformance accordingto plan10 GSBs (generalsupport bases)80% client satisfactionPerformance accordingto planA support capabilityto ensuretechnical andlogistic sustainmentofdeployed forcesThe degree to which therequired combat readinessstate and force employmentrequirements are achievedTwo Maint unitsTwo Maint units(Res F - leadergrouptraining)Two Fd WkspsTwo Fd Wksps(Res F - leadergrouptraining)Two Maint unitsTwo Maint units(Res F - leader-grouptraining)Two Fd WkspsTwo Fd Wksps(Res F - leader-grouptraining)Two Maint unitsTwo Maint units(Res F - leadergrouptraining)Two Fd WkspsTwo Fd Wksps(Res F - leadergrouptraining)CeremonialservicesDegree of achievement duringinternal evaluationNational CeremonialGuardCeremonial servicesin accordance withrequirementsNational CeremonialGuardCeremonial servicesin accordance withrequirements.National CeremonialGuardCeremonial servicesin accordance withrequirements.Subprogramme General Training CapabilityCommand andcontrolcapabilityDegree of achievement duringinternal evaluation in Fmn HQon personnel, force structure,MS, communication,force preparation, R&D,SSS, finances, plan andbudgetingFormationHeadquartersRequired standard ofat least 70% duringall evaluations 2FormationHeadquartersRequired standard ofat least 75% duringall evaluations.FormationHeadquartersRequired standard ofat least 80% duringall evaluations.Command andmanagementtrainingThe degree to which trainingis presented as plannedDesired course content andthrough-put based on SAArmy career developmentplanSA Army CollegeTwo JCSD learningopportunities200 officers qualifiedSA Army CollegeTwo JCSD learningopportunities200 officers qualifiedSA Army CollegeTwo JCSD learningopportunities200 officers qualifiedLandward commontrainingcapabilityThe degree to which trainingis presented as plannedDesired course content andthrough-put based on SAArmy career developmentplanCombat TrainingCentre (CTC)25 learning opportunities830 learnersCombat TrainingCentre (CTC)25l learning opportunities830 learnersCombat TrainingCentre (CTC)25 learning opportunities830 learnersTable 6.2Landward Defence Programme - Output details per Subprogramme for FY2006/07 toFY2008/09 (continued)2GSBs not structured to deliver support as required to both FSE's and operational deployments. This includes the erodedTSC capability.2GSB low client satisfaction also reflects the low serviceability of support vehicles due to insufficient and eroded TSC capability,as well as structural deficiencies.S T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 945

chapter 6OutputPerformance MeasureTargetFY2006/07 FY2007/08 FY2008/09Subprogramme General Training Capability (continued)Common juniorleader trainingA training depotcapability to trainnew recruits inbasic militaryskillsThe degree to which trainingis presented as plannedDesired course content andthrough-put based on SAArmy career developmentplanThe degree to which trainingis presented as plannedDesired course content andthrough-put based on SAArmy career developmentplanSA ArmyGymnasium18 learning opportunities1 825 learners3 SAI Bn1 800 new recruitsqualified in basic militaryskills12 learning opportunities1 200 learnersSA ArmyGymnasium18 learning opportunities1 825 learners3 SAI Bn1 800 new recruitsqualified in basic militaryskills12 learning opportunities1 200 learnersSA ArmyGymnasium18 learning opportunities1 825 learners3 SAI Bn1 800 new recruitsqualified in basic militaryskills12 learning opportunities1 200 learnersTable 6.2Landward Defence Programme - Output details per Subprogramme for FY2006/07 toFY2008/09 (continued)Policy OptionFin YearAllocations(R'000)Output TargetsMilitary SkillsDevelopmentSystem06/0707/0892 700185 400Rejuvenate SA Army with 3 000 MSDS membersSustainment of 3 000 MSDS members who joined in 06/07Rejuvenate SA Army with additional 3 000 MSDS members08/09278 100Maintenance of 3 000 MSDS members who joined in 07/08Rejuvenate SA Army with additional 3 000 MSDS membersFunding of capacity building to accommodate MSDS membersat allocated unitsOperational vehiclemaintenance06/07150 000Operational B Vehicle Material Readiness: 60%Establishment of TSC Capability: 30% establishedF Prep B Vehicle Material Readiness: 30%Average B Vehicle Material Readiness: 36%07/08150 000Operational B Vehicle Material Readiness: 60%Establishment of TSC Capability: 30% establishedF Prep B Vehicle Material Readiness: 30%Average B Vehicle Material Readiness: 36%08/09188 000Operational B Vehicle Material Readiness: 60%Establishment of TSC Capability: 30% establishedF Prep B Vehicle Material Readiness:30%Average B Vehicle Material Readiness: 36%Rejuvenation ofReserve Force06/073 000Pre-deployment training & external deployment: 2 x Res Fcompanies07/086 000Pre-deployment training & external deployment: 3 x Res Fcompanies08/0928 000Pre-deployment training & external deployment: 4 x Res FcompaniesTable 6.3Landward Defence Programme - Outputs of Specific Policy Options where AdditionalFunds were Allocated46D E P A R T M E N T O F D E F E N C E

chapter 6Type of ExerciseEx AFFIX (Airline Disaster): 1 x companyEx SEBOKA (Conventional): 1 x brigadeEx YOUNG EAGLE (SANDF Reserve contingencies): 1 x airborne brigade (-)Ex AIRBORNE AFRICA (Airborne Competition): 2 x parachute teamsEx EMEX (Nuclear Disaster): 1 x companyUnit Exercises (Conventional and PSO continuity training to confirm basic and tacticalsoldiering skills): battalions/companiesFY 2006/07Apr 06Oct 06Nov 06TBDFeb 07ContinuousTable 6.4Landward Defence Programme - Planned Exercises (Service Unique)RISKS AND MITIGATING ACTIONSThe most important risks to the combat readiness of theSA Army remain within the human resources and logisticdomains of the landward defence programme. TheSA Army needs to address its projected exponentialgrowth in personnel, the deterioration of its main equipmentand facilities, the rank/age of its combat forces aswell as its health status.The SA Army has initiated plans to mitigate risks withadditional allocations received. It will rejuvenate itsforces by means of the Military Skills DevelopmentSystem (MSDS) as well as a continued focus on the funding,training and deployment of the Army ConventionalReserve. The SA Army personnel growth will have to becomplemented with a humane exit arrangement formembers who do not contribute to the effectiveness ofthe SA Army. The MSDS intakes will address therank/age issue; members will be transferred to the CoreService System on completion of their service as part ofthe MSDS. The SA Army will address the expansion inpersonnel figures bmo employing members in the TSC,Engr Construction and other capabilities. A detail manpowerplan will be developed to address this issue.Additional allocation that were reduced from Rm418 toRm150 ito B Vehicles will result in a serious deteriorationin combat readiness and support to force preparation.This reduction in additional allocation is a result ofdecisions by higher authorities, and not out of choice bythe SA Army. (Refer to Table 6.3.)Main equipment requirements are addressed accordingto an operational output priority basis, thus limitedfunds are spent where it is required in terms of readinessand employment requirement levels, for example operationalvehicles. All logistic requirements will beaddressed according to operational requirement priorities.Capital acquisition will be according to the SAArmy's long-term vision, thereby ensuring capabilitiesare created according to set objectives in an integratedfashion. Although funds were allocated to address theproblem with procurement and reworking of ammunition,it is still way below the required levels required andfurther reprioritisation is needed to mitigate the risk.The continued deterioration of many facilities remainsan issue. The SA Army has allocated additional funds toaddress this issue, but it is below the requirement aswell. In consultation with the DOD and DPW the SAArmy is currently striving to resolve the matter toaddress the serious issue of occupational health and safetyconcerns that might, and already has, resulted in thetemporary closure of certain units.The above-mentioned issues have been registered asrisks within the SA Army and the DOD is activelyengaged on a continuous basis to ensure that the implicationsof the above are fully understood.SERVICES TO BE SCALED DOWN,SUSPENDED OR ABOLISHED DURINGFY2006/07Limited available resources resulted in the reduction ofthe material readiness of the SA Army's main productsystems (ie weapon and support systems). This in turnresults in the reduction in support to force preparationactivities, with the resultant reduction of combat readiness.This is situation is critically influenced by thereduction in additional allocation to B Vehicles, fromRm418 to Rm150. (Refer to Table 6.3.)The SA Army is closing down the Army TerritorialReserve in accordance with DOD guidelines. This meansthat all commando units will be closed by means of aphased approach, in coordination with the SAPS that hasto take over the resultant operational requirements. Theapplicable command and control structures (GroupHQs) will also be closed as their subordinate units areclosed down. Pending final decision by the relevantauthorities, certain Regular Force units will be amalgamatedand some closed down, for example 12 SAI Bn.S T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 947

chapter 6All capabilities will ensure that a core growth capability is maintained according toeach capability's unique role and function.PERFORMANCE AND SERVICE DELIVERY IMPROVEMENTThe subprogrammes of the Landward Defence Programme intend to improve theirperformance and service delivery as indicated in Table 6.3 below.ActivitiesPlanned Management InterventionAnticipated BenefitStatusStrategic Direction CapabilityAll chief directors, directors andgeneral officers commanding participatein a learning opportunityfacilitated by Financial Com-mitteeChair and SA Army BudgetManager addressing PFMA andNT related financial aspectsSenior management learningopportunity (Fin)One day learning opportunity,once a year during AprSenior members of SAArmy able to implement relevantregulations and managefinances accordinglyPlanned for Apr06 (first learningopportunity completedduringApr 05)Detail appreciation of capturedaudiences and other role playersthat influence the functioning ofthe SA ArmyCorporate Communication MasterPlanImproved communicationwith all publicsCurrentDetail inventory check of existingITDetail staff work to determinerealistic requirements andprioritiesIT Master Plan to be implementedEffective use of availableresources productive procurementof new hardwareCurrentDetail inventory check of existingVehiclesDetail staff work to determinerealistic requirements andprioritiesVehicle Master Plan to be implimentedImprovement of serviceabilityand optimised utilisationof available vehiclesCurrentReview alignment of policies,performance management andperformance agreementsImprovement of performanceagreementsInstitutionalisation of performancemanagement andallocated responsibility andaccountabilityCurrentControl system to confirm credibilityof HR planning by sub-ordinateBudget HoldersControl system to prevent overspending by Budget Holders onitems such as S & T, LeaveIncreased focus on Item 10(Personnel) ManagementReduction in doublebudgetingControl over discretionaryfunds, thus savingsincurredNo surplus funds at end offin year can thus be utilisedin operating budgetCurrentMapping, implementation andcontrol of processImplementation of capabilitymanagementIntegrated capability managementthat ensuresdevelopment and maintenancein accordance withArmy vision and requiredoutputCurrentTable 6.5Landward Defence Programme - Performance and Service Delivery Improvement48D E P A R T M E N T O F D E F E N C E

chapter 6ActivitiesPlanned Management InterventionAnticipated BenefitStatusStrategic Direction Capability (continued)Investigation to confirm therelevance and requirementApproval by relevant authoritiesImplementationSA Army Vision 2020 to beimplementedAll activities of SA Army arefocused, integrated anddirected towards a visibleand structured futureLimited resources maximallyoptimisedTo be implementedduring2006, pendingapproval by relevantbodiesEngineer CapabilityExecute approved projectmissionImplement projectRoad show to institutionaliseresultant visionLaunch own "Military Works Unit"for facility management/ maintenanceCritical maintenance doneunder SA Army controlReduction in OHS risksLimited funds maximally utilisedaccording to prioritiesInvestigation inprocess, to befinalised by endof FY2006/07Support CapabilityInvestigation to confirm requirements,budget and implementationplanRe-establish hospitality servicesSaving on contractor feesControl over functionIncreased support to allFSEs, both under trainingand deployedInvestigation inprocess, to befinalised by endof FY2006/07Investigation to confirm requirements,budget and implementationplanRe-establish technical servicescorpsSaving on contractor feesControl over functionIncreased support to allFSEs, both under trainingand deployedInvestigation inprocess, to befinalised by endof FY2006/07Detail personnel appreciationLiaison with DOD functionariesProcurement of ITRejuvenation of procurement centresbmo IT and staffingTurnover time and accuracyof procurement transactionsgreatly enhancedSA Army in position toadhere to planned cashflow and procurementCurrentTable 6.5Landward Defence Programme - Performance and Service Delivery Improvement (continued)S T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 949

chapter 7AIR DEFENCEPURPOSEo provide prepared andsupported air defencecapabilities for thedefence and protection ofSouth Africa.FINANCIAL RESOURCESThe Medium-term Expenditure Framework(MTEF) allocation to and estimatesfor the Air Defence Programmeper subprogramme are reflected inTable 7.1 below.TCore ObjectivesFY2006/07('000)FY2007/08('000)FY2008/09('000)Strategic Direction12 98313 66214 387Operational Direction43 18443 547138 636Helicopter Capability280 000294 784309 029Transport & Maritime Capability220 453233 330246 485Air Combat Capability230 269241 576254 057Ops Support & Intelligence Capability116 459123 220130 461Command & Control Capability151 613157 585166 001Base Support Capability760 760831 052881 149Command Post24 49626 04327 454Training Capability212 325217 084219 332building a SouthAfrica that trulybelongs to allTechnical Support ServicesTOTAL451 9462 504 488474 1772 656 060495 8312 882 823DEPARTMENT:DEFENCETable 7.1Air Defence Programme - Allocation for FY2006/07 toFY2008/0950D E P A R T M E N T O F D E F E N C E

chapter 7OUTPUTSThe overall outputs of this programme are reflected persubprogramme in Table 7.2 below.Measurable objective: Defend and protect South Africa by maintaining and providing prepared and supported aircombat forces, services and facilities that meet the requirements of Government.OutputPerformance MeasureTargetFY2006/07FY2007/08FY2008/09Subprogramme Strategic DirectionStrategic directionto the AirDefence Programme;adviceto the DOD; andair defenceresource allocationand managementThe degree to which theDOD's policies, strategies andplans are implemented andaligned with orderedGovernment commitmentsThe degree to which the allocatedbudget has beenexpended as plannedAll policies, strategiesand plans areimplemented asspecifiedAllocated fundsexpended asplanned and plansare executed withinbudgetAll policies, strategiesand plans areimplemented asspecifiedAllocated fundsexpended asplanned and plansare executed withinbudgetAll policies, strategiesand plans areimplemented asspecifiedAllocated fundsexpended asplanned and plansare executed withinbudgetSubprogramme Operational DirectionOperationaldirection to theAir DefenceProgramme; provisionof combatready air capabilitiesas per forceemploymentrequirements;and flight safetymanagementThe degree of compliancewith DOD policies, readinessstates and force employmentrequirementsNumber of accidents andtransgressions of civil or militaryaviation regulationsCompliance withDOD policies, readinessstates andforce employmentrequirementsNo aircraft accidentsNo transgressionsCompliance with DODpolicies, readinessstates and forceemployment requirementsNo aircraft accidentsNo transgressionsCompliance withDOD policies, readinessstates andforce employmentrequirementsNo aircraft accidentsNo transgressionsSubprogramme Helicopter CapabilityMedium and lighttransport capabilityCombat supportcapabilityTrainingcapabilityThe degree to which planneddaily aircraft availability isachieved14 225 flying hoursFour mixed (mediumand light) squadronsOne combat supportsquadronOne helicopter trainingschoolHours to be determinedFour mixed (mediumand light) squadronsOne combat supportsquadronOne helicopter trainingschoolHours to be determinedFour mixed (mediumand light) squadronsOne combat supportsquadronOne helicopter trainingschoolSubprogramme Transport and Maritime CapabilityVIP transportcapabilityMedium andlight transportcapabilityMaritimecapabilityDegree to which planned dailyaircraft availability is achieved16 906 flying hoursThree transportsquadrons (one VIP)One maritime andtransport squadronOne transport andtraining squadronNine Air ForceReserve squadrons(AFRS)Hours to be determinedThree transportsquadrons (one VIP)One maritime andtransport squadronOne transport andtraining squadronNine Air Force Reservesquadrons (AFRS)Hours to be determinedThree transportsquadrons (one VIP)One maritime andtransport squadronOne transport andtraining squadronNine Air Force Reservesquadrons (AFRS)Table 7.2Air Defence Programme - Output Details per Subprogramme for FY2006/07 toFY2008/09S T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 951

chapter 7OutputPerformance MeasureFY2006/07TargetFY2007/08FY2008/09Subprogramme Air Combat CapabilityAir-to-aircombat capabilityAir-to-groundcombatcapabilityIn-flightrefuellingcapabilityAir combattrainingProtectionservicecapabilityOne Joint AirReconnaissanceInformationCentre (JARIC)and TrainingCentreCounter-intelligenceand safeguardingThe degree to which planneddaily aircraft availability isachieved3 978 flying hoursOne combatsquadronOne long-rangetransport and inflightrefuellingsquadronOne combat trainingsquadronSubprogramme Operational Support and Intelligence CapabilityDegree to which ground protection,entrance control andVIP protection targets areachievedNumber of members trainedDegree to which orderedcommitments are achievedDegree to which the exploitationand provision of imageintelligence requirements toSANDF and other user clientsmeet with requirementsNumber of members qualifyingDegree to which counter-intelligenceand safeguardingrequirements are metNumber of members qualifying13 Protection servicessquadrons12 months ofincident-free groundprotection386 learners trainedin aviation protection20 520 personneldays utilised on externaldeploymentsFull compliance withimage interpretationand intelligencerequirementsNational Diploma inApplied Military IntelligenceProgramme15 learnersThree learningopportunities56 learners24 hours per daycounter-intelligencesupport capabilityTwo counter-intelligencelearningopportunities18 learnersHours to be determinedOne combatsquadronOne long-rangetransport and inflightrefuellingsquadronOne combat trainingsquadron13 Protection servicessquadrons12 months ofincident-free groundprotection386 learners trainedin aviation protection20 000 personneldays utilised on externaldeploymentsFull compliance withimage interpretationand intelligencerequirementsNational Diploma inApplied Military IntelligenceProgramme15 learnersThree learningopportunities56 learners24 hours per daycounter-intelligencesupport capabilityTwo counter-intelligencelearningopportunities18 learnersHours to be determinedOne combatsquadronOne long-rangetransport and inflightrefulelingsquadronOne combat trainingsquadron13 Protection servicessquadrons12 months ofincident-free groundprotection386 learners trainedin aviation protection20 000 personneldays utilised on externaldeploymentsFull compliance withimage interpretationand intelligencerequirementsNational Diploma inApplied Military IntelligenceProgramme15 learnersThree learningopportunities56 learners24 hours per daycounter-intelligencesupport capabilityTwo counter-intelligencelearningopportunities18 learnersTable 7.2Air Defence Programme - Output Details per Subprogramme for FY2006/07 toFY2008/09 (continued)52D E P A R T M E N T O F D E F E N C E

chapter 7OutputPerformance MeasureFY2006/07TargetFY2007/08FY2008/09Subprogramme Command and Control CapabilityAir DefencemanagementcapabilityAir traffic managementcapabilityGround commandandcontrol managementcapabilityInformationcommunicationtechnologymanagementcapabilityTrainingcapabilityDegree to which air defenceresources have been managedDegree to which the plannednumber of air traffic controllers,air traffic serviceunits and availability of navigationaids is achievedDegree to which the plannednumber of command postofficers and command postassistants is achievedDegree of availability of theGCCS and CURIS systemsDegree to which orderedcommitments are achievedThe degree to which theplanned number of telecommunicationofficers andoperators is achievedThe degree of availability ofSAAF telecommunicationequipmentDegree to which the plannedtraining and syllabi requirementsare achievedNumber of members qualifyingEffective managementof air defence personnel,static and mobilecontrol centres,mobile deploymentunits and sensors81 qualified air trafficcontrollersSix mission-ready airtraffic service unitsOne mobile airfieldradar systemFour mobile towers24 hour availability ofnavigation aids49 command postofficers178 command postassistants24 hour availability1 460 personnel daysutilised on externaldeployments38 qualified telecommunicationofficersand 157 qualifiedtelecommunicationoperators24 hour availability ofequipmentAirspace controlschoolThree air trafficmanagement courses20 learnersSix air defencemanagement courses45 learnersThree groundcommand and controlcourses50 learnersFour information,communication andtechnology courses55 learnersEffective managementof air defence personnel,static and mobilecontrol centres,mobile deploymentunits and sensors81 qualified air trafficcontrollersSix mission-ready airtraffic service unitsOne mobile airfieldradar systemFour mobile towers24 hour availability ofnavigation aids49 command postofficers178 command postassistants24 hour availability1 460 personnel daysutilised on externaldeployments38 qualified telecommunicationofficersand 157 qualifiedtelecommunicationoperators24 hour availability ofequipmentAirspace controlschoolThree air trafficmanagement courses20 learnersSix air defencemanagement courses45 learnersThree groundcommand and controlcourses50 learnersFour information,communication andtechnology courses55 learnersEffective managementof air defence personnel,static and mobilecontrol centres, mobiledeployment units andsensors81 qualified air trafficcontrollersSix mission-ready airtraffic service unitsOne mobile airfieldradar systemFour mobile towers24 hour availability ofnavigation aids49 command postofficers178 command postassistants24 hour availability1 460 personnel daysutilised on externaldeployments38 qualified telecommunicationofficersand 157 qualifiedtelecommunicationoperators24 hour availability ofequipmentAirspace controlschoolThree air trafficmanagement courses20 learnersSix air defencemanagement courses45 learnersThree groundcommand and controlcourses50 learnersFour information,communication andtechnology courses55 learnersTable 7.2Air Defence Programme - Output Details per Subprogramme for FY2006/07 toFY2008/09 (continued)S T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 953

chapter 7OutputPerformance MeasureTargetFY2006/07FY2007/08FY2008/09Subprogramme Command and Control Capability (continued)DeploymentsupportcapabilityDegree to which deploymentsupport requirements aremetOne MAOT course10 learnersTwo C & C Instructorcourses40 learnersTwo MSD courses40 learners300 Man Tactical AirBase deployment for12 weeks (24 houroperations)Two 20 Man simultaneousTactical AirBase deployments foreight weeksLogistic support for180 days of SAAFdeploymentsOne MAOT course10 learnersTwo C & C Instructorcourses40 learnersTwo MSD courses40 learners400 Man Tactical AirBase deployment for12 weeks (24 houroperations)Two 20 Man simultaneousTactical AirBase deployments foreight weeksLogistic support for180 days of SAAFdeploymentsOne MAOT course10 learnersTwo C & C Instructorcourses40 learnersTwo MSD courses -40 learners400 Man Tactical AirBase deployment for12 weeks (24 houroperations)Two 20 Man simultaneousTactical AirBase deployments foreight weeksLogistic support for180 days of SAAFdeploymentsSubprogramme Command Post CapabilityAir ForceCommand Postand AirOperationsTraining CentreDegree to which planned flyinghours are utilisedDegree to which SAAF trainingrequirements for commandpost personnel are metEffective commandand control of allplanned flying hoursFull compliance withSAAF training requirementsEffective commandand control of allplanned flying hoursFull compliance withSAAF training requirementsEffective commandand control of allplanned flying hoursFull compliance withSAAF training requirementsSubprogramme Base Support CapabilityLogistic supportcapabilityDegree to which supportservices requirements areprovided to all SAAF basesand unitsFull compliance withsupport servicesrequirementsFull compliance withsupport servicesrequirementsFull compliance withsupport servicesrequirementsBase operationalsupportcapabilityDegree to which systemgroups' requirements areachievedDegree to which airportoperational services areavailable for the safe conductof operationsFull compliance withsystem group requirementsFull availability ofairport operationalservicesFull compliance withsystem group requirementsFull availability ofairport operationalservicesFull compliance withsystem group requirementsFull availability ofairport operationalservicesDegree of compliance withthe Airports Company of SA(ACSA) model andInternational Civil AviationAuthority (ICAO) standardsProvision of operationalsupport for alloperational activitiesat SAAF bases inaccordance with theACSA model andcompliance with ICAOstandardsProvision of operationalsupport for alloperational activitiesat SAAF bases inaccordance with theACSA model andcompliance with ICAOstandardsProvision of operationalsupport for alloperational activitiesat SAAF bases inaccordance with theACSA model andcompliance with ICAOstandardsTable 7.2Air Defence Programme - Output Details per Subprogramme for FY2006/07 toFY2008/09 (continued)54D E P A R T M E N T O F D E F E N C E

chapter 7OutputPerformance MeasureTargetFY2006/07FY2007/08FY2008/09Subprogramme Base Support Capability (continued)Facilities (landand buildings)managementcapabilitySupply supportservices capabilityProcurement,accounting anddisposal of allSAAF assetsDegree to which a suitableworking environment is providedat all SAAF facilitiesDegree to which the requirementsfor uniform and specialisedclothing are metDegree to which procurement,accounting and disposalof all SAAF assets are incompliance with the PFMAand all relevant legislationA suitable workingenvironment at allSAAF facilities inaccordance with theRAMP 1Full compliance withrequirements for uniformsand specialisedclothingFull compliance withthe PFMA and all relevantlegislationA suitable workingenvironment at allSAAF facilitiesFull compliance withrequirements for uniformsand specialisedclothingFull compliance withthe PFMA and all relevantlegislationA suitable workingenvironment at allSAAF facilitiesFull compliance withrequirements for uniformsand specialisedclothingFull compliance withthe PFMA and all relevantlegislationSubprogramme Training Capability 2Advanced training,skills training,and fulltimetechnicaltraining capabilityfor airdefenceFlying trainingcapabilityDegree to which the plannedtraining and syllabi requirementsare achievedNumber of members qualifyingDegree to which the plannedtraining and syllabi requirementsare achievedNumber of members qualifying320 part-time tertiarystudy learners600 development andskills training learners60 N4-N6 tertiarytraining learners270 apprentice learnerships65 full-time engineeringlearners600 ABET/FET learnersFlying training school34 aircraft serviceabledaily41 qualified instructors9 046 flying hoursTwo pilot courses34 pilotsTwo instructor courses12 instructors380 part-time tertiarystudy learners600 development andskills training learners60 N4-N6 tertiarytraining learners270 apprentice learnerships65 full-time engineeringlearners600 ABET/FET learnersFlying training school34 aircraft serviceabledaily41 qualified instructors10 000 flying hoursTwo pilot courses34 pilotsTwo instructor courses12 instructors400 part-time tertiarystudy learners600 development andskills training learners60 N4-N6 tertiarytraining learners270 apprentice learnerships65 full-time engineeringlearners600 ABET/FET learnersFlying training school34 aircraft serviceabledaily41 qualified instructors10 000 flying hoursTwo pilot courses34 pilotsTwo instructor courses12 instructorsTable 7.2Air Defence Programme - Output Details per Subprogramme for FY2006/07 toFY2008/09 (continued)1Repair and Maintenance Plan as supported by the Department of Public Works.2The target of 9 179 learners as reflected in the ENE is an aggregation of all training conducted in the Air Defence Programme.S T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 955

chapter 7OutputPerformance MeasureFY2006/07TargetFY2007/08FY2008/09Subprogramme Training Capability (continued)NavigationtrainingcapabilityLogistictrainingcapabilityPersonneldevelopmentcapabilityDegree to which the plannedtraining and syllabi requirementsare achievedNumber of members qualifyingDegree to which the plannedtraining and syllabi requirementsare achievedNumber of members qualifyingDegree to which the plannedtraining and syllabi requirementsare achievedNumber of members qualifyingNavigator trainingschool10 qualified navigationinstructorsOne Navigatorscourse - 12 navigatorsOne InstructorscourseTwo instructorsFour survival courses120 learnersOne aviation orientationcourse25 learnersFive para-sail courses120 learnersLogistical trainingschool450 apprentices60 office automationcourses600 learners123 SAAF uniquecourses1 335 learnersFour hospitality servicescourses83 learnersSeven fire trainingcourses280 learnersPersonnel developmentcollege19 developmentcourses775 learnersTwo officers formativecourses144 learnersThree air powercourses48 learnersOne law on armedconflict course20 learnersNavigator trainingschool10 qualified navigationinstructorsOne Navigatorscourse - 12 navigatorsOne InstructorscourseTwo instructorsFour survival courses120 learnersOne aviation orientationcourse25 learnersFive para-sail courses120 learnersLogistical trainingschool450 apprentices60 office automationcourses600 learners123 SAAF uniquecourses1 335 learnersFour hospitality servicescourses83 learnersSeven fire trainingcourses280 learnersPersonnel developmentcollege19 developmentcourses775 learnersTwo officers formativecourses144 learnersThree air powercourses48 learnersOne law on armedconflict course20 learnersNavigator trainingschool10 qualified navigationinstructorsOne Navigatorscourse - 12 navigatorsOne InstructorscourseTwo instructorsFour survival courses120 learnersOne aviation orientationcourse25 learnersFive para-sail courses120 learnersLogistical trainingschool450 apprentices60 office automationcourses600 learners123 SAAF uniquecourses1 335 learnersFour hospitality servicescourses83 learnersSeven fire trainingcourses280 learnersPersonnel developmentcollege19 developmentcourses775 learnersTwo officers formativecourses144 learnersThree air powercourses48 learnersOne law on armedconflict course20 learnersTable 7.2Air Defence Programme - Output Details per Subprogramme for FY2006/07 toFY2008/09 (continued)56D E P A R T M E N T O F D E F E N C E

chapter 7OutputPerformance MeasureFY2006/07TargetFY2007/08FY2008/09Subprogramme Training Capability (continued)Basic militarytrainingcapabilityAircraftservicingcapabilityArmamentsupportcapabilityMaintenancecapabilityEngineeringsupportcapabilityOperationalsupport andinformationsystemsSupportprocessintegrationDegree to which the plannedtraining and syllabi requirementsare achievedNumber of members qualifyingSubprogramme Technical Support Services CapabilityDegree to which the aircraftrequirement of the flyingunits is achievedDegree of compliance withthe requirements for armamentsupportDegree to which all commonaircraft support equipment ismaintained and available foruseDegree of compliance withall System Group internalengineering requirementsEffectiveness of aircraft systemsinformation managementEffectiveness of aircraft systemspolicies and proceduresBasic military traininggymnasiumThree basic courses318 learnersTwo basic courses(Reserves)80 learnersThree orientationcourses45 learners19 protection courses719 learnersSix aircraft-servicingunits that provideserviceable aircraft inaccordance withSystem Group businessplansOn time delivery ofthe required quantitiesof armaments and lifesupport systems forforce preparation andemploymentTo provide serviceablesupport equipment inaccordance withSystem Group businessplansOn time delivery ofengineering support toSystem GroupsImplementation andsupport of informationmanagement toSystem GroupsImplementation ofcost-effective processesand procedureswithin the SystemGroupsBasic military traininggymnasiumThree basic courses318 learnersTwo basic courses(Reserves)80 learnersThree orientationcourses45 learners19 protection courses719 learnersSix aircraft-servicingunits that provideserviceable aircraft inaccordance withSystem Group businessplansOn time delivery ofthe required quantitiesof armaments and lifesupport systems forforce preparation andemploymentTo provide serviceablesupport equipment inaccordance withSystem Group businessplansOn time delivery ofengineering supportto System GroupsImplementation andsupport of informationmanagement toSystem GroupsImplementation ofcost-effectiveprocesses and procedureswithin theSystem GroupsBasic military traininggymnasiumThree basic courses318 learnersTwo basic courses(Reserves)80 learnersThree orientationcourses45 learners19 protection courses719 learnersSix aircraft-servicingunits that provide serviceableaircraft inaccordance withSystem Group businessplansOn time delivery ofthe required quantitiesof armaments and lifesupport systems forforce preparation andemploymentTo provide serviceablesupport equipment inaccordance withSystem Group businessplansOn time delivery ofengineering support toSystem GroupsImplementation andsupport of informationmanagement toSystem GroupsImplementation ofcost-effective processesand procedureswithin the SystemGroupsTable 7.2Air Defence Programme - Output Details per Subprogramme for FY2006/07 toFY2008/09 (continued)S T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 957

chapter 7Type of ExerciseInternational Joint Exercises (Air Combat)Air-to-Air Firing CheetahAir-to-Air Firing HawkMissile FiringElectronic Warfare CampsInfrared CampAir Capability DemonstrationCommand and Control System Deployments (Exercises: New Horizon (NH) )Air Transport Force Preparation: Exercise OSPREYHelicopter Force Preparation ExerciseFY 2006/07USAF Sep 06Nov 06-Oct 06Aug 06Jul 06May 06, Sep 06Mar 06 NH5 / Oct 06 NH6Sep 06Sep 06Table 7.3Air Defence Programme - Planned Exercises (Service Unique)RISKS AND MITIGATING ACTIONSThe single biggest risk to the SA Air Force's ability toconduct air operations in future is the inadequacy of theoperating budget. Partially as a result of several DODpolicy changes, the human resources portion of thebudget continues to grow at the expense of operationalcapabilities. The operating budget as allocated over the2006 MTEF is not adequate to meet all operational commitmentsand to keep all systems in the required technicalcondition. Aircraft systems, support facilities andoperational infrastructure have deteriorated to theextent that, in many cases, they do not comply withrequired standards and levels of readiness.Operational squadrons are increasingly under pressureto produce enough flying hours to meet the operationaldemands from Joint Operations, and to facilitate an adequatelearning and growth curve for pilots in thesquadrons. Limited operating funds restrict the numberof hours that can be flown, in turn limiting the numberof pilots that can be safely sustained, and therefore limitingthe number of pilots that can be trained at the basicflying school. This poses a major risk to the SA AirForce's strategic intent to rectify the representivityimbalance in its pilot mustering at the quickest pace possible.The continuing decline in numbers of suitably skilledand experienced personnel in all disciplines presents amajor challenge in meeting ordered commitments. Asthe Air Force's main equipment age and thus requiremore intensive maintenance, the large-scale loss of experiencedtechnical personnel aggravates the problem ofmaintaining its operational systems.The risks as indicated here will be partially mitigatedthrough a reprioritisation of the force design and forcestructure of the SA Air Force, as well as the successfulimplementation of the SAAF Strategic TransformationPlan Towards Vision 2015, the SAAF HR Medium-termStrategy and the SAAF HR Short-term ImplementationPlan. It should be noted, however, that the degree towhich the major risks can be mitigated depends largelyon the extent to which the SA Air Force is provided withfinancial relief over the next few years, since virtuallyevery identified risk is directly related to the availabilityof funds.SERVICES TO BE SCALED DOWN,SUSPENDED OR ABOLISHEDBudget constraints have forced the SA Air Force toreview its previously submitted flying hour targets andto adjust them in accordance with available funding.Within the context of its stated strategic priorities, basicflying training and air mobility for diplomatic missionsare fully funded, while the output of other air capabilitieshave been reduced to fit within the available budget.Scaling down flying hours has a direct impact on theextent to which the SA Air Force can provide air capabilitiesto Joint Operations and other users, which in turnmay have a detrimental effect on the ability of someusers, such as the SA Army and Special Forces, to meettheir force preparation objectives.Major management interventions have been made toincrease the operational availability of all aircraftresponsible for the support of external SANDF deploymentsand, within the restrictions of available funding,58D E P A R T M E N T O F D E F E N C E

chapter 7these assets have shown a marked improvement inavailability already.PERFORMANCE AND SERVICEDELIVERY IMPROVEMENTActivitiesPlanned Management InterventionAnticipated BenefitStatusStrategic direction,human resourcestransformationMonitoring of Air Force Board FocusArea to address the acquisition of representativeand qualified members forthe core functions of the Air Force,and career preparation of representativemembers for the SDP aircraft.Meaningful and measurable progresstowards the objectives of the SAAFmedium-term HR Strategy and SAAFStrategic Transformation PlanTowards Vision 2012OngoingStrategic direction,review of contractsAnnual review of contracts to ensurecost-effective logistic supportOptimised service delivery and supportthat reflect a cost-effective balancebetween the operational requirement,the contracted work and thecost to the SAAF, thus assisting inreducing the overall cost of supportOngoingStrategic direction,logisticrestructuringTo implement the redesigned logisticsupport concept in the SAAF in accordancewith the approved SAAF LogisticSupport Philosophy and the guidelinesin the SAAF Strategic TransformationPlan Towards Vision 2012An optimised logistic support systemthat reflects a cost-effective balancebetween organic SAAF logistic supportand outsourced support, thusassisting in reducing the overall costof supportOngoingStrategic direction,operationalreadinessTo establish a system of measuringthe operational readiness of the SAAFto perform its assigned missions insupport of the force employmentrequirements for air powerA reliable measure of the SAAF'soperational readiness, indicating thedegree of compliance with or deviationfrom the set output objective asprovided by the Air Force OfficeOngoingStrategic direction,National AviationAcademyTo participate in the establishment of aNational Aviation Academy in conjunctionwith suitable partners in the commercialaviation sectorInitial flight screening, basic groundand flying training for pilots, and basictechnical training, in preparation forthe commencement of military flyingand system specific maintenancetraining in the SAAF. Involvement ofSADC countries will ensure support ofNEPADOngoingStrategic and operationaldirection, reductionof uniformedand PSAP personnelPossible reduction of personnel inaccordance with the optimal forcestructure in the process of being determinedPossible reduction in personnel costsRetention of optimised HR complementin support of allocated roles andresponsibilities/functionsIn processCombat capability,review of contractsAir combat monthly control of contractdeliverables, to ensure cost-effectivelogistic supportBi-annual level 6 integration interventionsOptimised service delivery and supportthat reflect a cost-effective balancebetween the operational requirement,the contracted work and thecost to the Cheetah and Hawk systems,thus assisting in reducing theoverall cost of supportOngoingTable 7.4Air Defence Programme - Performance and Service Delivery ImprovementS T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 959

chapter 7ActivitiesPlanned Management InterventionAnticipated BenefitStatusCombat capability,logisticrestructuringTo implement the designed logisticsupport concept of the Hawk andGripen systems in accordance with theapproved SAAF Logistic SupportPhilosophy and the guidelines in theSAAF Strategic Transformation PlanTowards Vision 2012An optimised logistic support systemfor Hawk and Gripen systems thatreflects a cost-effective balancebetween organic SAAF logistic supportand outsourced support, thusassisting in reducing the overall costof supportOngoingContinuous level 6 integration activitiesfor Gripen and Hawk until 2011Ensure effective integration of SDPaircraft into serviceTraining capability,ETD practitionertraining assessorsAcquire an internal ability to trainassessors under licence of an externalprovider150 assessors trained, qualified andcertified within 12 months50% cost saving against total outsourceOne-off for2006/07Command andcontrol,communicationsReduction of the SAAF telephone billby at least 50 % through the introductionof tighter control measures andthe introduction of telephone call cardsfor private callsAdditional funds available for allocationin support of the SAAF's operationaloutputApr 06Command andcontrolClose liaison and co-operation withcivilian air traffic management serviceproviderNationally standardised air traffic managementequipment, rules and regulations,eliminating duplicationOngoingAir transportcapability, logisticoperational forumAir transportcapability, nightoperationsSupport capabilityTo establish a forum to develop coordinatedaircraft system master plansTo expand the current night operationcapabilitiesOptimising of aviation fuelmanagement through computerisedmonitoring systems and improved controlmeasuresThis forum will optimise the supportprovided and reduce the associatedbudget implicationsThis will increase the ability of alltransport aircraft to conduct operationalmissions at nightSubstantial increase in the ability tominimise losses and improve controlof procurementTo be operationalin Mar06To be operationalby Aug06Jun 06Support capabilityIntroducing active monitoring and controlprocesses for the procurement,disbursement and utilisation of rationsAdditional funds available for allocationin support of the SAAF's operationaloutputOngoingTable 7.4Air Defence Programme - Performance and Service Delivery Improvement (continued)60D E P A R T M E N T O F D E F E N C E

chapter 8MARITIME DEFENCEPURPOSEThe Maritime DefenceProgramme providesprepared and supportedmaritime defence capabilitiesfor the defenceand protection of theRSA.FINANCIAL RESOURCESThe Medium-term Expenditure Framework(MTEF) allocation to and estimatesfor the Maritime DefenceProgramme per subprogramme arereflected in Table 8.1 below.Objective/SubprogrammeFY2006/07('000)FY2007/08('000)FY2008/09('000)Maritime Direction Capability333 199330 049346 710Maritime Combat Capability418 240460 468507 574Maritime Logistics Support Capability171 580181 944200 281Maritime Training Capability98 219107 602116 551General Base Support Capability297 935338 278343 220TOTAL1 319 1731 418 3411 514 336Table 8.1Maritime Defence Programme - Allocation for FY2006/07to FY2008/09building a SouthAfrica that trulybelongs to allDEPARTMENT:DEFENCES T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 961

chapter 8OUTPUTSThe overall outputs of this programme are reflected persubprogramme in Table 7.2 below.Measurable objective: Defend and protect the RSA by maintaining and providing prepared and supportedmaritime combat forces, services and facilities.OutputPerformance MeasureTargetFY2006/07FY2007/08FY2008/09Subprogramme Maritime Direction CapabilityStrategicdirectioncapabilityThe degree to which the statedoutputs and targets in theSA Navy Strategic Level 2Business Plan have beenachievedApproved SA NavyStrategic Level 2Business Plan (Detailoutputs containedin Plan in order toachieve crediblemaritime defence)Approved SA NavyStrategic Level 2Business Plan (Detailoutputs containedin Plan in order toachieve crediblemaritime defence)Approved SA NavyStrategic Level 2Business Plan (Detailoutputs containedin Plan in order toachieve crediblemaritime defence)ForcepreparationdirectioncapabilityThe degree to which the statedoutputs and targets in theFleet Command Level 3Business Plan have beenachievedApproved FleetCommand Level 3Business Plan (Detailforce preparationdirection andforce provision outputsin support of SANavy Level 2Strategic BusinessPlan as contained inthe Level 3 Plan)Approved FleetCommand Level 3Business Plan (Detailforce preparationdirection andforce provision outputsin support ofSA Navy Level 2Strategic BusinessPlan as contained inthe Level 3 Plan)Approved FleetCommand Level 3Business Plan (Detailforce preparationdirection andforce provision outputsin support of SANavy Level 2Strategic BusinessPlan as contained inthe Level 3 Plan)Subprogramme Maritime Combat CapabilitySurface combatcapabilityThe degree to which theplanned force preparation hrshave been achievedThe degree to which the statedreadiness levels havebeen maintained ito forceemployment hrs5 064 hrs(4 corvettes and 3strike craft)5 790 hrs5 064 hrs(4 corvettes and 3strike craft)5 790 hrs3 240 hrs(4 corvettes)3 480 hrsSubmarinewarfarecapabilityThe degree to which theplanned force preparation hrshave been achieved4 080 hrs(2 submarines)6 120 hrs(3 submarines)6 120hrs(3 submarines)The degree to which the statedreadiness levels havebeen maintained ito forceemployment hrs240 hrs(1 680 hrs for trials inGermany and 888 hrsfor transit to SA notincluded in above)360 hrs(1 680 hrs for trials inGermany and 888 hrsfor transit to SA notincluded in above)360 hrs0 hrs(Combat supportvessel in refit)0 hrsCombat supportand sealiftcapabilityThe degree to which theplanned force preparation hrshave been achievedThe degree to which the statedreadiness levels havebeen maintained ito forceemployment hrs1 044 hrs(1 combat supportvessel)1 488 hrs1 044 hrs(1 combat supportvessel)1 488 hrsTable 8.2Maritime Defence Programme - Output Details per Subprogramme for FY2006/07 toFY2008/0962D E P A R T M E N T O F D E F E N C E

chapter 8OutputPerformance MeasureFY2006/07TargetFY2007/08FY2008/09Subprogramme Maritime Combat Capability (continued)Mine warfarecapability(Minehunting)HydrographicalservicescapabilityOperationaldiving capabilityCombatresearch andsupportcapabilityInshore patrolcapabilityOperational boatsquadroncapabilityThe degree to which theplanned force preparation hrshave been achievedThe degree to which the statedreadiness levels havebeen maintained ito forceemployment hrsThe degree to which theplanned force preparation hrshave been achievedThe degree to which the statedreadiness levels havebeen maintained ito forceemployment hrs for surveyoperationsThe degree to which theplanned force preparation hrshave been achievedThe degree to which the statedreadiness levels havebeen maintained ito forceemployment hrsThe degree to which the statedoutputs and targets in theInstitute for Maritime Tech-nologyMulti-Year Plan havebeen achievedThe degree to which theplanned force preparation hrshave been achievedThe degree to which the statedreadiness levels havebeen maintained ito forceemployment hrsThe degree to which theplanned force preparation hrshave been achievedThe degree to which the statedreadiness levels havebeen maintained ito forceemployment hrs960 hrs(3 minehunters)168 hrs144 hrs(1 hydrographicsurvey vessel)2 880 hrs800 hrs(1 team)1 200 hrsApproved and executedIMT Multi-YearPlan in support ofoperational andstrategic plans504 hrs(3 inshore patrolvessels)1 176 hrs2 880 hrs(1 operational boatsquadron)2 450 hrs960 hrs(3 minehunters)168 hrs144 hrs(1 hydrographicsurvey vessel)2 880 hrs800 hrs(1 team)1 200 hrsApproved and executedIMT Multi-YearPlan in support ofoperational andstrategic plans504 hrs(3 inshore patrolvessels)1 176 hrs2 880 hrs(1 operational boatsquadron)2 450 hrs960 hrs(3 minehunters)168 hrs144 hrs(1 hydrographicsurvey vessel)2 880 hrs800 hrs(1 team)1 200 hrsApproved and executedIMT Multi-YearPlan in support ofoperational andstrategic plans504 hrs(3 inshore patrolvessels)1 176 hrs2 880 hrs(1 operational boatsquadron)2 450 hrsTable 8.2Maritime Defence Programme - Output Details per Subprogramme for FY2006/07 toFY2008/09 (continued)S T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 963

chapter 8OutputPerformance MeasureTargetFY2006/07FY2007/08FY2008/09Subprogramme Maritime Logistics Support CapabilityProvision ofdockyard; fleetmaintenance;publication provision;logisticwarehousing;armament warehousing;commandand logistic;and informationsystemscapabilitiesThe degree to which the maritimelogistic support servicessatisfied client requirementsProvision of maritimelogistic support servicesin accordancewith stated operationalreadiness levelsof the requiredforce design and itsutilisationProvision of maritimelogistic support servicesin accordancewith stated operationalreadiness levelsof the requiredforce design and itsutilisationProvision of maritimelogistic support servicesin accordancewith stated operationalreadiness levelsof the requiredforce design and itsutilisationSubprogramme Maritime Training Capability 1FormativetrainingcapabilityFunctional andwarfare trainingcapabilityTechnicaltrainingcapabilityStaff trainingcapabilityOverseastrainingcapabilityThe degree to which theplanned training and syllabihave been achievedThe degree to which theplanned training and syllabihave been achievedThe degree to which theplanned training and syllabihave been achievedThe degree to which theplanned overseas trainingschedule has been achievedThe degree to which theplanned overseas trainingschedule has been achieved9 learning opportunities1 554 Reserve andRegular learners inorder to sustain theHR composition ofthe SA Navy169 learning opportunities2 185 functionallytrained Reserve andRegular learners74 learning opportunities250 technicallytrained Reserve andRegular learners4 learning opportunities100 staff trainedReserve andRegular learnersApproved and executedoverseas trainingschedule9 learning opportunities1 554 Reserve andRegular learners inorder to sustain theHR composition ofthe SA Navy169 learning opportunities2 185 functionallytrained Reserve andRegular learners74 learning opportunities250 technicallytrained Reserve andRegular learners4 learning opportunities100 staff trainedReserve andRegular learnersApproved and executedoverseas trainingschedule9 learning opportunities1 554 Reserve andRegular learners inorder to sustain theHR composition ofthe SA Navy169 learning opportunities2 185 functionallytrained Reserve andRegular learners74 learning opportunities250 technicallytrained Reserve andRegular learners4 learning opportunities100 staff trainedReserve andRegular learnersApproved and executedoverseas trainingscheduleTable 8.2Maritime Defence Programme - Output Details per Subprogramme for FY2006/07 toFY2008/09 (continued)2The target of 4 089 learners as reflected in the ENE is an aggregation of all training conducted in the Maritime DefenceProgramme.64D E P A R T M E N T O F D E F E N C E

chapter 8OutputPerformance MeasureTargetFY2006/07FY2007/08FY2008/09Subprogramme Maritime Training Capability (continued)MaritimeReservescapabilityThe degree to which theplanned training and utilisationof reservists have beenachievedAdditional 150trained reservists40 000 man-daysusedFully operational ReserveManagementCenter and fully integratedutilisation ofReserves within theSA NavyAdditional 150trained reservists40 000 man-daysusedFully operational ReserveManagementCenter and fully integratedutilisation ofReserves within theSA NavyAdditional 150trained reservists40 000 man-daysusedFully operational ReserveManagementCenter and fully integratedutilisation ofReserves within theSA NavySubprogramme Base Support CapabilityBase supportcapability atSimon's Town,Durban and PortElizabethThe degree to which the basesupport services satisfiedclient requirementsProvision of basesupport services inaccordance withstated operationalreadiness levels ofthe required forcedesign and its utilisationProvision of basesupport services inaccordance withstated operationalreadiness levels ofthe required forcedesign and its utilisationProvision of basesupport services inaccordance withstated operationalreadiness levels ofthe required forcedesign and its utilisationTable 8.2Maritime Defence Programme - Output Details per Subprogramme for FY2006/07 toFY2008/09 (continued)Policy OptionFin YearAllocations(R'000)Output TargetsRationalisation of TrainingInfrastructureAcceptance and Integrationof Strategic DefencePackages into the SA NavyThe Creation of anOperational Boat Squadron06/0707/0808/0906/0707/0808/0906/0707/0808/0930 00040 000-22 00013 000-14 00014 00039 000Establishment of additions to the Maritime WarfareSchool - Submarine Training Centre, LCAMPS Schooland Sea Safety Training CentreQualified and accepted SDP vesselsThe creation and sustainment of a riverine patrol capability,the lack of which is currently considered a significantdeficiency in the Force DesignTable 8.3Maritime Defence Programme - Outputs of Specific Policy Options where AdditionalFunds were AllocatedType of ExerciseExercise RED LION. Task Force exerciseExercise TRANSOCEANIC. Naval control of shipping exerciseExercise BELL BUOY. Naval control of shipping exerciseExercise BOURBON. Search and rescueExercise ATLASUR. Task Force exercise with South American countriesFY 2006/07JulAugJulSep/OctOct/NovTable 8.4Maritime Defence Programme - Planned Exercises (Service Unique)S T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 965

chapter 8Type of ExerciseInterop EAST. Visits to and exercises with African naviesInterop WEST. Visits to and exercises with African naviesChile International Exhibition. Participate in exhibitionInterop NORTH. Visits to and exercises with African naviesFY 2006/07Sep/OctMay/JunNov-Note: Does not include formal and informal work-up and continuation training.Table 8.4Maritime Defence Programme - Planned Exercises (Service Unique) (continued)RISKS AND MITIGATING ACTIONSA number of risks and managerial challenges have beenidentified by the SA Navy as having the potential toinfluence negatively its ability to achieve the statedobjective of defending and protecting the RSA by maintainingand providing prepared and supported maritimecombat forces, services and facilities. Risk mitigationand management intervention plans have, however,been developed in order to reduce the possibility ofthese risks becoming untenable.The most important output risk being managed withinthe short to medium term is the lack of sufficientresources to meet all requirements. This risk manifestsitself mainly in the areas of the continued ability to conductthe required and contracted qualification trials inorder to accept the special strategic defence packagesinto service, the ability to meet the life cycle costs of thenew equipment and the ability to establish/adapt theinfrastructure to support the new equipment.Additional funds have been allocated by NationalTreasury as part of the mitagation actions. Actions havebeen initiated for more effectiveness, efficiency, and costeffectiveness, by establishing capabilities in industrythrough technology transfer programmes, facilityupgrade/build programmes, maintaining a minimumcore conventional capability, downsizing the force structureto a level where it is both affordable and sustainableand disposal of redundant/obsolete equipment. The SANavy is further committed to maintaining personnelrelated expenditure at 60% of its allocation.A further risk is the availability and development of thepersonnel needed to support the new equipment. Thisrisk is mitigated by firstly downscaling existing capabilitiesto release personnel, and secondly, a large numberof personnel have been sent overseas for training. Theintroduction of the Military Skills Development ServiceSystem into the SA Navy has also contributed to a rejuvenatedand young human resources component whichwill be used to further negate the risk.SERVICES TO BE SCALED DOWNSUSPENDED OR ABOLISHEDSubprogrammeReduction in OutputReason for Scaling Down/Suspension of ServiceShortfall/Savings(R'000s)ImplicationsMaritimelogisticscapabilityClosure of ArmamentDepot Durban (Serviceto be provided in Simon'sTown)Reduction in costs and improvedefficiency through consolidationand concentration offacilities in Simon's Town0(Transferred)It is planned that thefacility will only be closedat the end of FY2006/07Maritimetraining (HRsupport)capabilityInvestigations launchedito DOD PlanningInstruction 07/02 re rationalisationof SA Navytraining unitsIncreasing efficiency, effectivenessand economy throughproposed reductions andadjustments to DOD forcestructure0(Transferred)Savings will only beeffected once the newfacilities are handed overto the SA Navy - scheduledfor FY2008/09Table 8.5Services / Outputs to be Scaled Down or Suspended66D E P A R T M E N T O F D E F E N C E

chapter 8PERFORMANCE AND SERVICEDELIVERY IMPROVEMENTThe SA Navy plans to implement new, and maintainexisting measures aimed at improving service delivery,reducing costs and increasing efficiency duringFY2006/07. Most of these measures stem from theimplementation of recommendations contained in theNavy Review and from the "to be approved DOD forcedesign and structure". The main focus areas of thesemeasures are as follows: The downsizing of the SA Navy force structurewithout affecting the critical mass for sustainability,to a level where it becomes moreaffordable and sustainable.The disposal of redundant / obsolete forcestructure elements and their associated systemsso as to create capacity for accepting thecorvettes and submarines into service.The preparation of representative humanresources for operating the new vessels.The rejuvenation of facilities.The preparation of naval forces for meetingordered defence commitments, especially forutilisation within the African battlespace.ActivitiesPlanned Management InterventionAnticipated BenefitStatusNaval Order:OrganisationalExcellence ThroughImproved ServiceDeliveryInstitutionalisation of Naval Order onOrganisational Excellence throughimproved service delivery; encompassesfull spectrum of organisationalfunctioning (ongoing evolution)Increased service delivery; optimisedinterface managementIn processImplementation ofNO Plans 23/2004.The SA Navy’sstrategic directionprocessOptimisation of SA Navy StrategicDirection Process with specific referenceto alignment of planning processesat L2, L3 and L4 (ongoing evolution)The four subsidiary elements of theSA Navy Strategic Direction Processwill be formalised, regulated and optimised,with concomitant effects onservice deliveryIn processEnvironmental PolicyIncorporation of force preparation andforce employment activities withaspects such as reporting whales anddolphins on patrol reports and sinkingtargets as artificial reefs (ongoing evolution)Enhanced public image, as also continuous,entrenched support to otherState departmentsContinuousOperational SupportInformation System(OSIS)Continued work to clean up data bymeans of the Bill of Materials projectDisposal of related surplus / obsoleteequipment (ongoing evolution)Unit Information Management Systemphased out (ongoing evolution)Implementation of OSIS and establishingit as the basis of the configurationmanagement, maintenance planningand materiel accounting systemof the SA NavyIn ProcessImplementation of performance measurementmodel (ongoing evolution)Training of personnel (ongoingevolution)Table 8.6Maritime Defence Programme - Performance and Service Delivery ImprovementS T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 967

chapter 8ActivitiesPlanned Management InterventionAnticipated BenefitStatusEnvironmentalcomplianceOptimise ETD practitionertrainingActions to comply with policies andprescripts wrt phasing out or replacingozone destructive substances, controland reduction of noise, dust, andchemical pollution, control and eradicationof alien vegetation and disposingof hazardous chemicals and materialwill continue. For example, thereplacement of refrigerants in air conditioningsystems (ongoing evolution)Establishment of Fleet ETD Centre,containing curriculum facilitation, evaluationand media facility sections.The Centre will also train ETD instructors(ongoing evolution)Increased legal compliance anddecreased legal liability as well asimproved image wrt environmentalimpactsMembers returning from overseas andlocal project-related learning opportunitieswill obtain assistance in translatingnewly acquired knowledge andskills into learning opportunitiesand will be integrated at the appropriatelevel into existing learning opportunitiesOngoingIn ProcessTable 8.6Maritime Defence Programme - Performance and Service Delivery Improvement (continued)The SA Navy will be concentrating on the final integrationof the special strategic defence packages into service,whilst also focusing its attention on efforts to supportGovernment initiatives into Africa.68D E P A R T M E N T O F D E F E N C E

chapter 9MILITARY HEALTH SUPPORTPURPOSEThe Military HealthSupport Programme providesprepared and supportedmedical combatsupport elements andservices.FINANCIAL RESOURCESThe Medium-term Expenditure Framework(MTEF) allocation to and estimatesfor the Military Health ServiceProgramme per subprogramme are asreflected in Table 9.1 below.Objective/SubprogrammeFY2006/07('000)FY2007/08('000)FY2008/09('000)Strategic Direction98 420101 948105 592Military Health Support55 96755 49158 739Area Military Health Service621 539667 602732 821Specialist/Tertiary Health Service518 301569 995604 384Product Support Capability144 970145 829153 218Base Support Capability131 136146 692157 258Military Health Training Capability113 489120 802128 120Total1 683 8221 808 3591 940 132building a SouthAfrica that trulybelongs to allDEPARTMENT:DEFENCETable 9.1Military Health Service Programme - Allocation forFY2006/07 to FY2008/09S T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 969

chapter 9OUTPUTSThe outputs for this programme are as reflected per subprogrammein Table 9.2 below.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 of Government.OutputPerformance MeasureTargetFY2006/07FY2007/08FY2008/09Subprogramme Strategic DirectionStrategicdirection to theMilitary HealthServiceProgramme;military healthadvice to theDOD; and theallocation andmanagement ofMilitary HealthServiceresourcesThe degree to which the DOD'spolicies, strategies and plansare implemented in respect ofmilitary health mattersThe degree to which all requiredinputs to DOD policies,Cabinet memoranda, strategiesand plans are submittedThe degree to which requiredsupport to Government initiativesis metAll policies, strategiesand plans areimplemented asspecified100% amended30% reviewedAll required inputssubmitted on timeand in accordancewith requirements100% support providedas requiredAll policies, strategiesand plans areimplemented asspecified100% amended30% reviewedAll required inputssubmitted on timeand in accordancewith requirements100% support providedas requiredAll policies, strategiesand plans areimplemented asspecified100% amended30% reviewedAll required inputssubmitted on timeand in accordancewith requirements100% support providedas requiredSubprogramme Military Health SupportMilitary HealthsupportcapabilityExercises asindicated inTable 9.4The degree to which the readinessstates and Force employmentrequirements are metThe degree of compliance withstatutory norms and regulationsOne Regular Forcemedical battaliongroupOne Regular Forcespecialist medicalbattalion groupThree Reserve Forcemedical battaliongroupsCompliance withstatutory norms andregulationsOne Regular Forcemedical battaliongroupOne Regular Forcespecialist medical battaliongroupThree Reserve Forcemedical battaliongroupsCompliance withstatutory norms andregulationsOne Regular Forcemedical battaliongroupOne Regular Forcespecialist medicalbattalion groupThree Reserve Forcemedical battaliongroupsCompliance withstatutory norms andregulationsSubprogramme Military Health SupportMilitary HealthsupportcapabilityExercises asindicated inTable 9.4The degree to which the readinessstates and force employmentrequirements are metThe degree of compliance withstatutory norms and regulationsNine area healthunits28 health centres29 sickbaysThree base hospitalsSix oral healthclinics39 military medicalclinicsThree communitycentresNine area healthunits28 health centres29 sickbaysThree base hospitalsSix oral healthclinics39 military medicalclinicsThree communitycentresNine area healthunits28 health centres29 sickbaysThree base hospitalsSix oral healthclinics39 military medicalclinicsThree communitycentresTable 9.2 Military Health Service Programme Output Details Per Subprogramme for FY2006/07to FY2008/0970D E P A R T M E N T O F D E F E N C E

chapter 9OutputPerformance MeasureTargetFY2006/07FY2007/08FY2008/09Subprogramme Military Health Support (continued)Subprogramme Specialist/ Tertiary Health ServiceFive occupationalhealth and safetycentresOne Presidentialmedical teamA multi-disciplinarymilitary health servicefor the SANDFand other patients asauthorisedFive occupationalhealth and safetycentresOne Presidentialmedical teamA multi-disciplinarymilitary health servicefor the SANDFand other patientsas authorisedFive occupationalhealth and safetycentresOne Presidentialmedical teamA multi-disciplinarymilitary health servicefor the SANDFand other patients asauthorisedA tertiary militaryhealthcapability forserving andretired SANDFmembers andtheir dependants,GovernmentVIPs, andother Governmentapprovedpatients (includingthe UnitedNations and theSouthern AfricanDevelopmentCommunity(SADC)countries)Degree of operationalreadinessNumber of in-patientsOut-patient consultations100% compliancewith readiness statesof military hospitalsat Pretoria, CapeTown and Bloemfontein,as stipulated bythe Surgeon General100% compliancewith readiness statesof military hospitals atPretoria, Cape Townand Bloemfon-tein,as stipulated by theSurgeon General100% compliancewith readiness statesof military hospitals atPretoria, Cape Townand Bloemfon-tein,as stipulated by theSurgeon GeneralTertiary militaryhealth servicesAn aviationhealth capabilityand service forthe SANDFconductingmedicalassessments;hyperbarictreatment; G-Tolerance trainingfor aviators;and Aviationmedical fitnessverificationservice for theSAAF andSouth AfricanCivil AviationAuthority(SACAA)Degree of compliance withrequired number of aviationmedical confirmationsDegree of compliance withavailability of air evacuationteams22 000 aviation medicalconfirmations forSACAA24 hour availabilityof air evacuationteams22 000 aviation medicalconfirmations forSACAA24 hour availabilityof air evacuationteams22 000 aviation medicalconfirmations forSACAA24 hour availabilityof air evacuationteamsTable 9.2 Military Health Service Programme Output Details Per Subprogramme for FY2006/07to FY2008/09 (continued)S T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 971

chapter 9OutputPerformance MeasureTargetFY2006/07FY2007/08FY2008/09Subprogramme Specialist/ Tertiary Health Service (continued)Psychologicalassessmentsand Research& Development(R&D) capabilityA maritimehealth capabilityand servicefor the SANDFconductinghyperbarictreatment;maritime medicalassessments;and divingmedical fitnessverificationservice forthe SANA veterinaryhealth capabilityfor theSANDF andSAPS asrequiredProject satisfaction according toSAMHS orderDegree of conformance toCode of Good ResearchPractice and Ethical ConductTimely delivery of contract asper specificationDegree of availability of amedical officer at Navy decompressionfacilityDegree of compliance withrequired number of healthassessmentsDegree of performance as perservice agreements / servicelevel agreementsSubprogramme Product Support CapabilityOne Military PsychologicalInstitute100% compliancewith research requirementissued bySG and clients24 hour availabilityof medical officer atNavy decompressionfacility600 diving andsubmarine medicals11 animal clinicsTwo veterinary hospitalsCompliance withagreementOne Military PsychologicalInstitute100% compliancewith research requirementissued bySG and clients24 hour availabilityof medical officer atNavy decompressionfacility600 diving andsubmarine medicals11 animal clinicsTwo veterinary hospitalsCompliance withagreementOne Military PsychologicalInstitute100% compliancewith research requirementissued bySG and clients24 hour availabilityof medical officer atNavy decompressionfacility600 diving andsubmarine medicals11 animal clinicsTwo veterinary hospitalsCompliance withagreementPharmaceuticaland sundrieswarehousingDegree of readiness and availabilityof unique stockOne military healthdepotOne military healthdepotOne military healthdepotMobilisationand uniquestock warehousingSAMHS uniqueproducts, materialsand servicesprocurementcapability andservice andelectro-medicalequipmentasset managementDegree of availability of depotitemsDegree of compliance withstatutory medical equipmentservice requirementsOne military healthprocurement unit100% compliancewith statutory medicalequipment servicerequirements andasset managementOne military healthprocurement unit100% compliancewith statutory medicalequipment servicerequirements andasset managementOne military healthprocurement unit100% compliancewith statutory medicalequipment servicerequirements andasset managementTable 9.2 Military Health Service Programme Output Details Per Subprogramme for FY2006/07to FY2008/09 (continued)72D E P A R T M E N T O F D E F E N C E

chapter 9OutputPerformance MeasureTargetFY2006/07FY2007/08FY2008/09Subprogramme Base Support CapabilityA general basesupport capabilityfor identifieddefenceprogrammesDegree of client satisfactionDegree of compliance withperformance standards as containedin service agreementswith clientsOne general supportbase100% client satisfaction100% conformancewith all DOD policy,guidelines andagreements withrespect to base supportOne general supportbase100% client satisfaction100% conformancewith all DOD policy,guidelines andagreements withrespect to base supportOne general supportbBase100% client satisfaction100% conformancewith all DOD policy,guidelines andagreements withrespect to base supportSubprogramme Military Health Training CapabilityTrainedSAMHS personnelin specialistareasDegree of compliance withSAMHS training plan56 courses6360 learners56 courses6360 learners56 courses6360 learnersTable 9.2 Military Health Service Programme Output Details Per Subprogramme for FY2006/07to FY2008/09 (continued)Policy OptionFin YearAllocations(R'000)Output TargetsAnti-retroviral roll-outMSDSCompliance with healthlegislation and support toGovernment initiatives06/0707/0808/0906/0707/0808/0906/0726 00032 00058 0007 30014 60021 00012 000Roll out according to indicated incidenceRoll out according to indicated incidenceRoll out according to indicated incidenceTo provide health care for 3 000 MSDS membersTo provide health care for 6 000 MSDS membersTo provide health care for 9 000 MSDS membersUpgrade of SAMHS depot to the correct standardAcquisition of equipment and infrastructure forPresidential medical support07/0814 000Upgrade of SAMHS depot to the correct standardAcquisition of equipment and infrastructure forPresidential medical supportTable 9.3Military Health Support Programme - Outputs of Specific Policy Options whereAdditional Funds were AllocatedType of ExerciseFY 2006/07EX LANCET. Force preparationEX WAYSIDE. Force preparationSepAug/SepTable 9.4Military Health Support Programme - Planned Exercises (Service Unique)S T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 973

chapter 9RISKS AND MITIGATING ACTIONSThe risks confronting the SAMHS have implications forthe whole of the SANDF, as each member (includingretired members) and their dependants remain relianton the SAMHS for health care. The deterioration of hospitals,facilities and equipment, the high rate of medicalinflation and the unacceptably high workload of healthprofessionals are the main risk factors.SERVICES TO BE SCALED DOWN,SUSPENDED OR ABOLISHEDNo service is to be abolished, but reprioritisation mayresult in non-essential services being scaled down oreven suspended. This will, however, be implemented asa very last resort.PERFORMANCE AND SERVICEDELIVERY IMPROVEMENTThe subprogrammes of the Military Health ServiceProgramme intend to continue improving their performanceand service delivery in accordance with theinterventions undertaken during FY2005/06 as indicatedagain in Table 9.5 below.ActivitiesPlanned Management InterventionAnticipated BenefitStatusHealth careGeneric medicineProject MedsaveReduction in health care costOngoingArt 38A nursesMedical orderlies and OECPsMedicine codelistsWarehousingPrescriptionsTreatmentBio-medicalPre-packing of medicineCode listsGeneric medicineArt 38A nursesReduction in health care costReduction in health care costOngoingOngoingMedical orderlies and OECPsBio-medical capabilityProvision of servicesin under-servicedareasDiscounts on service delivery againstprescribed benefit scalesReduction in health care costOngoingRemuneration strategiesCommuted overtimeOral health schemeReduction in health care costHigher productivityOngoingProject MedsaveIncentive to remain in SAMHSBenefits for health professionals inrural areasScarce kkills allowancesLeadership principlesService deliveryContinuous learningand developmentDisciplineHR managementFull range Leadership, Command andManagement Principles (LCAMPS)TrainingBatho PeleEffect analysisContinuous professional developmentprogrammeTrainingBatho PeleInspector-General’s AuditsEffect analysisDemocratic organisationClient satisfactionClient satisfactionSavings through better proceduresClient satisfactionClient satisfactionOngoingOngoingOngoingOngoingOngoingHuman resources trainingTable 9.5Military Health Service Programme - Performance and Service Delivery Improvement74D E P A R T M E N T O F D E F E N C E

chapter 10DEFENCE INTELLIGENCEPURPOSEThe Defence IntelligenceProgramme provides adefence intelligence andcounter-intelligence capability.FINANCIAL RESOURCESThe Medium-term Expenditure Framework(MTEF) allocation to and estimatesfor the Defence IntelligenceProgramme per subprogramme arereflected in Table 10.1 below.Objective/SubprogrammeFY2006/07('000)FY2007/08('000)FY2008/09('000)Strategic Direction203140143Operations7 4647 8518 088Defence Intelligence Support Services135 995143 280150 608TOTAL143 662151 271158 839Table 10.1Defence Intelligence Programme - Allocation forFY2006/07 to FY2008/09building a SouthAfrica that trulybelongs to allDEPARTMENT:DEFENCES T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 975

chapter 10OUTPUTSThe outputs for this programme are reflected per subprogrammein Table 10.2 below.Measurable objective: Defend and protect South Africa by the provision of military intelligence and counter-intelligenceproducts and services that meet the requirements of government.OutputPerformance MeasureTargetFY2006/07FY2007/08FY2008/09Subprogramme Strategic directionProvide intelligencepolicyand doctrineThe degree to which requiredDefence Intelligence policiesare availableIntelligence DODDIntelligenceCollection andProcessing DODIGeospatial DODICounter-intelligenceDODIIntelligence ETDDODIIntelligence andReconnaissanceDODIIntelligence forOperations JWPVetting JDPSecurity JDPPolicy adviceThe degree to which policyadvice is accepted100% acceptance ofpolicy advice100% acceptance ofpolicy advice100% acceptance ofpolicy adviceSubprogramme OperationsProvide intelligenceandcounter- intelligenceservicecapabilitiesThe degree to which clients aresatisfied with intelligence productsand services90% of products onthe productionschedule are disseminatedtimeously100% of clients'intelligence requirementsare mettimeously90% of products onthe production scheduleare disseminatedtimeously100% of clients'intelligence requirementsare mettimeously90% of products onthe production scheduleare disseminatedtimeously100% of clients'intelligence requirementsare mettimeouslySubprogramme Defence Intelligence Support ServicesSupport servicescomprisingof the following:A personnelutilisationserviceA personneladministrationserviceAn intelligencetrainingto identifiedclientsA logisticalsupport serviceAn informationsupportserviceDegree of compliance withapplicable policies, regulationsand instructionsQuality of business plansBudget controlNo incident where DIis in breach of anypolicy, regulation orinstruction regulatingthe management of aspecific functionalfieldThe DPBEC finds thequality of the overallbusiness plan as wellas the different subplansas above averageLess than 0.5%underspending onthe total supportservice budget0% roll-over of thebudgetNo incidence whereDI is in breach of anypolicy, regulation orinstruction regulatingthe management of aspecific functionalfieldThe DPBEC finds thequality of the overallbusiness plan as wellas the different subplansas goodLess than 0.5%underspending on thetotal support servicebudget0% roll-over of thebudgetNo incidence whereDI is in breach of anypolicy, regulation orinstruction regulatingthe management of aspecific functionalfieldThe DPBEC finds thequality of the overallbusiness plan as wellas the different subplansas excellentLess than 0.5%underspending on thetotal support servicebudget0% roll-over of thebudgetTable 10.2Defence Intelligence Programme - Output Details per Subprogramme for FY2006/07 toFY2008/0976D E P A R T M E N T O F D E F E N C E

chapter 10OutputPerformance MeasureTargetFY2006/07 FY2007/08 FY2008/09Subprogramme Defence Intelligence Support Services (continued)A planningand organisationaldevelopmentserviceA regimentalserviceA legal ad--ministrationserviceA unit militarysecurity serviceStaffing levelsAsset controlAccreditation status of trainingNumber of members trainedClient satisfactionMinimum of 75% bythe end ofFY2006/070% asset losses dueto non-compliancewith prescripts by DImembers80% of all trainingprovided by DI isaccredited15 learning opportunities250 learnersDI members rate theoverall quality of thesupport service as atleast above averageMinimum of 80% bythe end ofFY2007/080% asset losses dueto non-compliancewith prescripts by DImembers90% of all trainingprovided by DI isaccredited19 learning opportunities310 learnersDI members rate theoverall quality of thesupport service as atleast goodMinimum of 85% bythe end ofFY2008/090% asset losses dueto non-compliancewith prescripts by DImembersAll training providedby DI is accredited19 learning opportunities310 learnersDI members rate theoverall quality of thesupport service asexcellentTable 10.2Defence Intelligence Programme - Output Details per Subprogramme for FY2006/07 toFY2008/09 (continued)RISKS AND MITIGATING ACTIONSThe loss of skilled personnel and the staffing of personnelwith the correct background and aptitude remain themain challenges to Defence Intelligence. Technologicaladvances in the collection environment pose specificchallenges that require expensive solutions. A furtherrisk is the poor and deteriorating condition of DefenceIntelligence's headquarters building. Plans to addressthese risks are being developed.SERVICES TO BE SCALED DOWN,SUSPENDED OR ABOLISHEDNo services are to be scaled down or abolished.PERFORMANCE AND SERVICEDELIVERY IMPROVEMENTActivitiesPlanned Management InterventionAnticipated BenefitStatusImprove pre-analysis andfiltering capability toincrease efficiencyInputs at Technology projects forunique software developmentPrevent overload at processorsContinuousR&D on collection hardwareand softwareRegular enforced feedback on currentstatus of development programmesCutting edge informationContinuousImprove the use of geospatialinformation in theDODIntegration of geospatial informationsystems in the DODImprove efficiency of decisionmakingat all levelsContinuousConduct detailed post profilingin order to establisha proper recruitment andtraining profileInitiate a project with MPI to developpost profiles and a psychological testbattery for different post and randlevelsFocused recruitment and trainingwith the intent to minimise personnelturnover and increasetraining efficiencyOperationalTable 10.3Defence Intelligence Programme - Performance and Service Delivery ImprovementS T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 977

chapter 10ActivitiesPlanned Management InterventionAnticipated BenefitStatusPromulgate an intelligenceETD strategy and policyPrepare and promulgate anIntelligence ETD DODICoherent approach to intelligencetrainingInitiatedImprove strategic collectioncapabilitiesAcquisition and integration of systemsCutting edge early warning intelligenceInitiatedImprove the provisioningof operational intelligenceIntegrate structures for support ofoperationsImproved operational intelligenceInitiatedTable 10.3Defence Intelligence Programme - Performance and Service Delivery Improvement(continued)78D E P A R T M E N T O F D E F E N C E

chapter 11JOINT SUPPORTPURPOSEhe Joint Support Programmeprovides jointsupport capabilities andservices to the Department.FINANCIAL RESOURCESThe Medium-term Expenditure Framework(MTEF) allocation to and estimatesfor the Joint Support Programmeper subprogramme are reflected inTable 11.1 below.TDivisional ObjectivesFY2006/07('000)FY2007/08('000)FY2008/09('000)building a SouthAfrica that trulybelongs to allDEPARTMENT:DEFENCEStrategic DirectionCommand and Management InformationServicesJoint Logistic ServicesHuman Resource Support Centre (fundedwithin Administration Programme)Joint TrainingMilitary PoliceService CorpsAcquisition ServicesAssistance (Managed by FinancialManagement Division)Departmental Support (managed by FinancialManagement Division)British Peace Support and Training Team(managed within Departmental Support)TOTALTable 11.15 781930 380864 728197 084114 383256 25055 429363325495 4356 4582 729 5316 0241 026 2571 242 888203 266119 971262 50857 728365325520 9336 4583 243 4576 2881 143 0431 449 757210 727125 434275 03160 329349325550 711-3 611 267Joint Support Programme - Allocation for FY2006/07 toFY2008/091The structural review by the Departmental Organisational Development Workgroup(DODW) described in Chapter 3, will have an impact on the Joint Support Programme.S T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 979

chapter 11OUTPUTSThe outputs for this programme are reflected per subprogrammein Table 11.2 below.Measurable objective: Support Departmental activities through the preparation, maintenance and provision ofjoint logistic, technological and military policing capabilities, services and facilities that meet the requirements ofGovernment.OutputPerformance MeasureTargetFY2006/07FY2007/08FY2008/09Subprogramme Strategic Direction 2Strategic directionwith regardto joint supportfor CSANDFThe degree to which joint supportpolicies, strategies andplans are co-ordinatedFull co-ordination ofsupport policies,strategies and plansSubprogramme Command and Management Information ServicesFull co-ordination ofsupport policies,strategies and plansFull co-ordination ofsupport policies,strategies and plansCommand andManagementInformation(CMIS) serviceto the DODThe degree to which CMISstrategy, policy and plans areimplementedStrategy, policy andplans are implementedas specifiedStrategy, policy andplans are implementedas specifiedStrategy, policy andplans are implementedas specifiedAcquired integratedInformationand CommunicationTechnology(ICT) solutionsand enablersfor the DODThe degree to which ICT solutionsare delivered according toclient requirementsSolution deliverywithin 80% of theDOD ICT ProjectPortfolioSolution deliverywithin 85% of theDOD ICT ProjectPortfolioSolution deliverywithin 90% of theDOD ICT ProjectPortfolioInformationWarfare (IW)Capability/CyberWarfare (CW)for the DODThe degree to which securitybreaches have occurred99% secured networksby 31 Mar 0799% secured networksby 31 Mar 0899% secured networksby 31 Mar 09Combat readyJoint C 2 capabilitiesto theSANDFThe degree to which combatready C 2 capabilities complywith the combat ready statesand force employment requirementsCombat Readinessaccording to forceemployment requirements23 080 Res F mandaysCombat Readinessaccording to forceemploymentrequirements23 620 Res F mandaysCombat Readinessaccording to forceemployment requirements23 742 Res F mandaysSupported theDOD'sIntegrated ICTand Joint C 2Product SystemCapabilityThe degree to which the ICTsystems support capability isable to support and sustain theDOD's information and communicationsystemThe degree to which the C 2capabilities (Mobile and Static)comply with the combat readinessand force mmploymentrequirements98% availability ofmainframe service95% availability ofthe Local AreaNetwork (LAN)95% reliable mobile& static ICT supportservices by 31 Mar0798% availability ofmainframe service95% availability ofthe Local AreaNetwork (LAN)95% reliable mobile& static ICT supportservices by 31 Mar0898% availability ofmainframe service95% availability of theLocal Area Network(LAN)95% reliable mobile& static ICT supportservices by 31 Mar09Table 11.2Joint Support Programme - Output Details per Subprogramme for FY2006/07 toFY2008/092The Subprogramme Strategic Direction (Office of Chief of Joint Support) will migrate during FY2006/07 to "to be established"Office of the Chief of Human Resources.80D E P A R T M E N T O F D E F E N C E

chapter 11OutputPerformance MeasureTargetFY2006/07FY2007/08FY2008/09Subprogramme Command and Management Information Services (continued)DepartmentalInformationSystemsSecurity (ISS)capabilityCMIS ETDcapabilityThe degree to which specificDepartmental requirements asstated in the service agreements(SA's) are adhered toThe degree to which theplanned training and syllabirequirements are achievedSubprogramme Joint Logistic Services99% informationsecurity equipmentserviceability by 31Mar 07100% informationsystem security onall networks by 31Mar 07One Signal School82 learning opportunities1 665 learners99% informationsecurity equipmentserviceability by 31Mar 08100% informationsystem security onall networks by 31Mar 08One Signal School82 learning opportunities1 665 learners99% informationsecurity equipmentserviceability by 31Mar 09100% informationsystem security onall networks by 31Mar 09One Signal School82 learning opportunities1 665 learnersIntegratedlogistic services;logisticmanagement;logisticresource management;facilitysupport services;engineeringsupportservices; supplysupport; andlogistic supportin accordancewith client andforce employmentrequirementsThe degree to which combatreadiness states and forceemployment requirements havebeen metDegree of serviceability ofequipmentThe degree to which clientrequirements in terms of generalbase support services havebeen metThe degree to which codificationtargets have been metThe degree to which trainingtargets have been metThree ammunitiondepotsOne air supply unitOne mobilisationcentreOne technical serviceunitFive maintenanceunits (Res F)6 Field Workshop(Res F)One transit maintenanceunit (Res F)90% serviceability ofdeployed equipmentThree joint supportbases (JSB)Three commodity/technical/Reservevehicle depotsNational CodificationBureau establishedby 31 Mar 07Three trainingschools:Technical, ammunitionand hospitality191 learning opportunities2 929 learnersThree ammunitiondepotsOne air supply unitOne mobilisationcentreOne technical serviceunitFive maintenanceunits (Res F)6 Field Workshop(Res F)One transit maintenanceunit (Res F)90% serviceability ofdeployed equipmentThree joint supportbases (JSB)Three commodity/technical/Reservevehicle depotsNational CodificationBureau in operationThree trainingschools:Technical, ammunitionand hospitalityNumber of learningopportunities andlearners based onrequirements ofServices/DivisionsThree ammunitiondepotsOne air supply unitOne mobilisationcentreOne technical serviceunitFive maintenanceunits (Res F)6 Field Workshop(Res F)One transit maintenanceunit (Res F)90% serviceability ofdeployed equipmentThree joint supportbases (JSB)Three commodity/technical/Reservevehicle depotsNational CodificationBureau in operationThree trainingschools:Technical, ammunitionand hospitalityNumber of learningopportunities andlearners based onrequirements ofServices/DivisionsTable 11.2Joint Support Programme - Output Details per Subprogramme for FY2006/07 toFY2008/09 (continued)S T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 981

chapter 11OutputPerformance MeasureTargetFY2006/07 FY2007/08 FY2008/09Subprogramme Joint Logistic Services (continued)The degree to which repair andmaintenance targets are metRepair and maintenanceof infrastructureas per clientrequirements in theRAMPRepair and maintenanceof infrastructureas per clientrequirements in theRAMPRepair and maintenanceof infrastructureas per clientrequirements in theRAMPThe degree to which disposaland environmental managementtargets are metManagement of disposaland the environmentaccording toclient requirementsManagement of disposaland the environmentaccording toclient requirementsManagement of disposaland the environmentaccording toclient requirementsSubprogramme Human Resources Support ServicesHR acquisitionservice to theDODDegree of compliance withrecruitment and selection targetsof clients30 selection boardsacross the countrySix advertisements inthe printed mediaNine marketingdrives at schoolsacross the countryParticipate in fivestakeholders meetingsin five provincesParticipate in nineSABC career Expos31 selection boardsacross the countrySix advertisements inthe printed mediaNine marketingdrives at schoolsacross the countryParticipate in fivestakeholders meetingsin five provincesParticipate in tenSABC career Expos33 selection boardsacross the countrySix advertisements inthe printed mediaNine marketing drivesat schools across thecountryParticipate in fivestakeholders meetingsin five provincesParticipate in 11SABC career ExposPersonnel separation,supportprocesses andredeploymentserviceDirection andstaff function forCSANDF oncorporate levelin respect ofutilization ofuniform personnel(Coloneland higher)Percentage compliance tostaffing of postsNumber of IMBIZOs attendedNumber of records updatedDegree of achievement of separationtargetsDegree to which successionplanning seminars lead to effectiveplacement of personnel90% of posts at AU/UN deploymentsstaffedAttendance at nineIMBIZOs in nineprovinces to addressmilitary veterans7 000 updated personnelrecords onthe military veteransdatabaseAdminister the exitof 2 000 through theMobility Exit Mechanism(MEM) andseparate 1 200through transfers,retirements and dischargesTwo successionplanning seminarsheld90% of posts at AU/UN deploymentsstaffedAttendance at nineIMBIZOs in nineprovinces to addressmilitary veterans8 000 updated personnelrecords onthe military veteransdatabaseAdminister the exitof 2 000 through theMobility Exit Mechanism(MEM) andseparate 1 300through transfers,retirements and dischargesTwo successionplanning seminarsheld90% of posts at AU/UN deploymentsstaffedAttendance at nineIMBIZOs in nineprovinces to addressmilitary veterans8 500 updated personnelrecords on themilitary veteransdatabaseAdminister the exitof 2 000 through theMobility Exit Mechanism(MEM) andseparate 1 500through transfers,retirements and dischargesTwo successionplanning seminarsheldTable 11.2Joint Support Programme - Output Details per Subprogramme for FY2006/07 toFY2008/09 (continued)82D E P A R T M E N T O F D E F E N C E

chapter 11OutputPerformance MeasureTargetFY2006/07 FY2007/08 FY2008/09Subprogramme Human Resources Support Services (continued)Personnelmaintenanceservice to theDODFunctionaltraining to HRpractitionersComprehensivecareer developmentand planningsystem foremployees ofthe DODManagementand administrationof LabourRelation functionsin theDODDegree of compliance withclient requirementsDegree of completion andexecution of the Non-statutoryForce (NS)F pension projectDegree of achievement oftraining targetsDegree of compliance withclient requirements in terms ofPublic Service Act Personnel(PSAP) staffingDegree of achievement ofcorrectly structured salariesTimeous and satisfactory completionof labour-related matters100% compliance ofclient requirements interms of personnelmaintenanceNSF pension projectcompleted by 31 Mar07Personnel ServicesSchool400 learners on HRrelated courses26 learners on ABETtrainingProcess 70 applicationsfor certificates,diplomas anddegrees50 learners at 17short courses providedby outside serviceproviders100% staffing ofPSAP according toclient requirementsAll members' salariesare 100% correctlystructuredAdherence to BathoPele principlesManage misconductand grievance casesin the DODRepresent the DODat 48 conciliationsand 16 arbitrationssessions100% compliance ofclient requirements interms of personnelmaintenanceExecute the NSFproject requirementsPersonnel ServicesSchool370 learners on HRrelated courses22 learners on ABETtrainingProcess 82 applicationsfor certificates,diplomas anddegrees60 learners at 17short courses providedby outside serviceproviders100% staffing ofPSAP according toclient requirementsAll members' salariesare 100% correctlystructuredAdherence to BathoPele principlesManage misconductand grievance casesin the DODRepresent the DODat 48 conciliationsand 16 arbitrationssessions100% compliance ofclient requirements interms of personnelmaintenanceExecute the NSFproject requirementsPersonnel ServicesSchool370 learners on HRrelated courses18 learners on ABETtrainingProcess 90 applicationsfor certificates,diplomas anddegrees65 learners at 17short courses providedby outside serviceproviders100% staffing ofPSAP according toclient requirementsAll members' salariesare 100% correctlystructuredAdherence to BathoPele principlesManage misconductand grievance casesin the DODRepresent the DODat 48 conciliationsand 16 arbitrationssessionsSubprogramme Joint TrainingMilitary professionallydevelopedmembersand employeesof the DOD.The degree to which plannedJoint Military Professional programmeswas presented.The degree to which a passrate of 80% was achievedNumber of learners on YouthFoundation Training Programme(YFTP) qualified to join theSANDF165 formal JointMilitary Professionalprogrammes3 833 learners80% of learners qualified250 YFTP learners152 formal JointMilitary Professionalprogrammes3 651 learners80% of learnersqualifiedYFTP to be reviewed160 formal JointMilitary Professionalprogrammes3 705 learners80% of learners qualifiedYFTP to be reviewedTable 11.2Joint Support Programme - Output Details per Subprogramme for FY2006/07 toFY2008/09 (continued)S T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 983

chapter 11OutputPerformance MeasureTargetFY2006/07 FY2007/08 FY2008/09Subprogramme Military PoliceMilitary policingcapability to theDOD.The degree to which militarypolicing services are providedto the DODThe degree to which combatreadiness and force employmentrequirements are metFour MP regionalHQs22 MP area offices21 MP detachmentsTwo military correctionalfacilitiesRehabilitated membersto the DOD.One MP School35 courses1 195 learnersOne Regular provostcompanyFour MP regionalHQs22 MP area offices21 MP detachmentsTwo military correctionalfacilitiesRehabilitated membersto the DOD.One MP School35 courses1 195 learnersOne Regular provostcompanyPlanning for oneReserve provostcompanyFour MP regionalHQs22 MP area offices21 MP detachmentsTwo military correctionalfacilitiesRehabilitated membersto the DOD.One MP School35 courses1 195 learnersOne Regular provostcompanyOne Reserve provostcompanyStrategy onAnti-CriminalityThe degree to which criminalityis managed down within theDOD5% less incidents ofcriminality registeredin the DODPlanning and establishmentof the NodalPoint on Anti-criminalitycompletePolicy and systemsdeveloped wrt crimeand the reporting ofall crime10% less incidents ofcriminality registeredin the DODGuidelines for thedevelopment ofendemic crime preventionprogrammesdeveloped90% accurate reporting on the state ofcriminality in theDOD10% less incidents ofcriminality registeredin the DOD100% accurate reportingon the stateof criminality in theDODIncidents of criminalityin the DOD reducedby at least 25%,measured against theFY2005/06 figuresSubprogramme Service CorpsReskillingadviceA reskillingcapability consistingofA reskillingfacilitation andemploymentassistancecapability renderedbyThe degree to which customersrequirements are met in termsof reskilling adviceThe degree to which accreditedtraining is delivered as per prescriptsand client specificationsThe degree to which accreditedtraining is facilitatedRatio of gainful employmentachievedAdvice in terms oflabour market needsOne AdvancedTraining Institute260 learnersEight regionalofficesThe skilling of allSANDF memberswho exit throughMEM and who optfor skilling benefits65% placement ofthe reskilled clientswho request foremployment assistanceAdvice in terms oflabour market needsOne AdvancedTraining Institute340 learnersEight regionalofficesThe skilling of allSANDF memberswho exit throughMEM and who optfor skilling benefits65% placement ofthe reskilled clientswho request foremployment assistanceAdvice in terms oflabour market needsOne AdvancedTraining Institute400 learnersEight regionalofficesThe skilling of allSANDF memberswho exit throughMEM and who opt forskilling benefits65% placement ofthe reskilled clientswho request foremployment assistanceTable 11.2Joint Support Programme - Output Details per Subprogramme for FY2006/07 toFY2008/09 (continued)84D E P A R T M E N T O F D E F E N C E

chapter 11RISKS AND MITIGATING ACTIONSThe main risks confronting Joint Support remain relatedto maintenance and repair of facilities, vehicles andequipment, as well as the skill and experience level ofpersonnel. The risk of unsafe and unstable ammunitionstill exists. The rate of disposal needs to be increased tosubstantively mitigate this risk. The establishment of anammunition disposal plant to overcome the risk is beinginvestigated. Although some additional funding to mitigatethe risk was received and steady disposal is takingplace, the risk remains at an unacceptable level. Thethreat to personal safety and loss of life and propertydue to this situation will remain the most serious risk inthe DOD. The additional funding allocated for the maintenanceand repair of facilities has also increased butremains far below the amount required to improve significantlywhat is currently a steadily declining state offacilities in the DOD. This funding will continue to beused in conjunction with the long-term programme ofthe National Department of Public Works to upgradeState facilities.The diversity and non-standardisation of informationtechnology systems in the DOD as part of legacy continuesto be a risk. This will eventually be solved by thephased implementation of information systems thatserve the defence function and are also linked to theimplementation of the National Information andFinance Management System (IFMS), which is currentlybeing developed. In the interim, funding is directed tomanaging this risk, which largely entails maintenance ofobsolete software and hardware to the detriment ofother priorities.SERVICES TO BE SCALED DOWN,SUSPENDED OR ABOLISHEDOwing to continued underfunding, the CommandManagement Information Systems (CMIS) Division willcontinue with the reduction of service levels with SITAin order to obtain products and systems support serviceswithin budget, satisfying transversal corporate prioritiesas its first commitment. The services of theInformation Communication Technology (ICT) serviceproviders will also continue to be scaled down, drivenlargely the increasing cost of goods and services universallyexperienced in the IT sector.Contractual obligations with regard to CMIS relatedservices to the DOD will be met, but further developmentin the IT and Internet environment will be limited.Although additional funding is still being provided forinformation technology requirements, it is insufficient toovercome the chronic backlog of services to sustain theDivisions output, with little or no funds to address criticalaspects of renewal.The Military Police Agency will provide provost platoonsat the same level as for FY2005/06, which will betwo less than required owing to the high maintenancecosts of the Mamba vehicle, inadequate structure andshortage of funds to staff and to equip additional personnel.The Crime Administration System can still onlybe deployed in the larger MP structures and not at 19 ofthe smaller MP structures due to insufficient funding.PERFORMANCE AND SERVICEDELIVERY IMPROVEMENTThe activities described in the following Table are themost important in terms of improving service deliveryof the Joint Support Programme during FY2006/07.They stretch over more than one year and some arealready in process. Some of the multi-year activities listedin the FY2005/06 Plan are also still in process, but arenot repeated in this table.ActivitiesPlanned Management InterventionAnticipated BenefitStatusIntegrated facility serviceImplementation of the DOD EnvironmentalManagement System [EMS]based on the principles of ISO 14000Compliance by DOD ofEnvironmental legislationIn processIntegrated supply supportserviceEnsuring optimum efficiency of supplysupport service through the implementationof a fuel management systemExpected savings on DOD vehiclefuel billImplementedJan 06Accredited training formembers demilitarisingAccreditation and capacitating of theCentre for Advanced TrainingStudents are suitably skilledreceive portable skills ensuringgainful employmentActiveTable 11.3Joint Support Programme - Performance and Service Delivery ImprovementS T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 985

chapter 11ActivitiesPlanned Management InterventionAnticipated BenefitStatusTo conduct reskilling bymeans of an organiccapabilityThe exploring and creation of cooperativeagreements by engaging strategicpartners to provide instructors whererequired in return of utilising thefacilitiesReduced overhead costs andsustained service delivery asrequiredIn processIntegrated InformationSystemEnterprise-wide information systemmanagementAligned DOD information systemto ensure integrity of record andimmediate availability of informationas well as connectivitybetween all resource and planningsystems of the DODIn processTable 11.3Joint Support Programme - Performance and Service Delivery Improvement (continued)86D E P A R T M E N T O F D E F E N C E

chapter 12SPECIAL DEFENCE ACCOUNTPURPOSEThe Special DefenceAccount Programme providesfor special defenceactivities and purchasesFINANCIAL RESOURCESThe Medium-term Expenditure Framework(MTEF) allocation to and estimatesfor the Special Defence AccountProgramme are reflected per subprogrammein Table 12.1 belowMeasurable objective: Meet South Africa's defence needs through the acquisitionand maintenance of appropriate defence equipment and through activitiesthat meet the requirements of government.Divisional ObjectivesFY2006/07('000)FY2007/08('000)FY2008/09('000)building a SouthAfrica that trulybelongs to allDEPARTMENT:DEFENCEProcurement ServicesStrategic Defence ProcurementOperatingArmyAir ForceNavyCommand and Management InformationSystemsJoint OperationsIntelligence RelatedMilitary Police AgencyDefence IntelligenceSpecial ForcesTotalTable 12.12 482 1514 919 249858 194645 66430 29530 899116 60234 734206 967100201 0375 8308 258 8392 622 8873 632 7561 115 216860 51231 75135 021152 39435 539337 216100331 1865 9307 708 075Special Defence Account Programme - Allocations forFY2006/07 to FY2008/092 557 2063 158 4821 252 6461 036 20033 81038958105 29438385494 132100487 9026 1307 462 466S T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 987

chapter 12OUTPUTSThe outputs for these programmes are reflected per subprogrammein Table 12.2 below.Sub-ProgrammeOutputPerformance MeasuresTargetLandward DefenceAcquisition, Procurement andProject Management Services forthe SA ArmyThe degree to which the SAArmy requirements are metFull compliance withSA Army requirementsAir DefenceAcquisition, Procurement andProject Management Services forthe SAAFThe degree to which SAAFrequirements are metFull compliance withSAAF requirementsMaritime DefenceAcquisition, Procurement andProject Management Services forthe SA NavyThe degree to which SA Navyrequirements are metFull compliance withSA Navy requirementsSA Military HealthServiceAcquisition, Procurement andProject Management Services forSAMHSThe degree to which SAMHSrequirements are metFull compliance withSAMHS requirementsJoint SupportAcquisition, Procurement andProject Management Services forJoint SupportThe degree to which JointSupport requirements aremetFull compliance withJoint Support requirementsCommand andManagementInformation SystemsAcquisition and Procurement ofmain equipment and technology forCMISThe degree to which CMISmain equipment and technologyrequirements are compliedwithFull compliance withCMIS requirementsSpecial Forces BrigadeAcquisition, Procurement andProject Management Services forSpecial ForcesThe degree to which SpecialForces Brigade requirementsare metFull compliance withSpecial Forces BrigaderequirementsTechnologyDevelopmentLandward, Maritime, Air-operations,Special Operations, Electronics andSupport Operations Scientific,Engineered Technology Support(SET)The degree to which theDefence related Industry andDERI are capable of supportingSANDF acquisition projectsand urgent operationaldeficienciesEffective utilisation ofSET in support ofDefence Acquisition,upgrade and life-extensionprogrammesTo maintain specialized facilities,test ranges and laboratoriesMaintenance/Use of Facilitiesand test ranges. Replacementof capital laboratoryequipmentFull compliance withclient requirementsTo create greater collaborationbetween the DOD and Universitiesand Technicons via basic researchInvolvement of students infocused post-graduateresearchIncreased involvementof previously disadvantagedstudentsTable 12.2Special Defence Account Programme - Output Detail Per Subprogramme for FY2006/07RISKS AND MITIGATING ACTIONSThe most important risk towards the effective and efficientexpenditure of the SDA allocation in support ofacquisition/upgrade/technology requirements is theinability of industry to realise 100% cash flow in theacquisition contracts administered by Armscor. A relatedrisk is the erosion of our industrial technology baseas the defence capital budget diminishes over time. TheDOD is addressing this through a joint initiative withthe Department of Public Enterprises. The initiative hasthe following aims: To review the acquisition policy of the DOD tobetter support our local Defence RelatedIndustry by preparing it well in advance of theissuing of requests for proposals so that it canrealise better cash flow in any particular financialyear.88D E P A R T M E N T O F D E F E N C E

chapter 12To develop a defence industry sector strategythat will result in preference for local investmentfor new acquisition projects.To increase investment in the retention andmaintenance of our industrial technology basein areas which are strategically essential to theSANDF.verification of user requirements and strictly controllingrequirement baselines during project execution.SERVICES TO BE SCALED DOWN,SUSPENDED OR ABOLISHEDNo reduction in output is planned.The DOD will expend a specific acquisition managementeffort to direct contractual functional performanceand timescale compliance, while the management ofclient-furnished equipment support will be formalisedon all projects. Focused attention will also be directed atcontractual processes, the development of appropriatevalue systems and negotiating strategies, ensuring thePERFORMANCE AND SERVICEDELIVERY IMPROVEMENTThe subprogrammes of the Special Defence AccountProgramme are intended to improve performance andservice delivery as indicated in Table 12.3 below.ObjectiveActivitiesPlanned Management InterventionAnticipated BenefitStatusTo exercise greatercontrol in the executionof acquisition.Improve the processfor authorisation ofprojectsImplementation of the newly promulgatedArmaments AcquisitionPolicyControl of achievement of time andcosts goals on all projectsMaximised operationalcapabilities withextended technologicallife available toDefenceIn processTable 12.3 Special Defence Account Programme: Performance and Service Delivery ImprovementInitiatives: FY2006/2007S T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 989

abbreviationsABBREVIATIONSABETACSAADAAFBAFRSAMCAOArtyATRAUAdult-based Education and TrainingAirports Company of South AfricaAir Defence ArtilleryAir Force BaseAir Force Reserve SquadronAccountability Management CommitteeAccounting OfficerArtilleryArea Territorial ReserveAfrican UnionBEEBnBPMBSCBtyBlack Economic EmpowermentBattalionBusiness Process ManagementBalanced ScorecardBatteryC 2CADSPCASCHACIC 4 I 3 RSCJ OpsCMISCODConstrCPXCRUSCSANDFCSNDCURISCommand and ControlCommon African Defence and Security PolicyCrime Administration SystemConcurrent Health AssessmentCounter-intelligenceCommand and Control, Communications, Computers,Information, Intelligence, Infrastructure,Reconnaissance and SurveillanceChief of Joint OperationsCommand and Management Information SystemsCouncil on DefenceConstructionCommand Post ExerciseCombat Ready User SystemsChief of the South African National Defence ForceCouncil for the Support of National DefenceCurrent Intelligence Systembuilding a SouthAfrica that trulybelongs to allDEPARTMENT:DEFENCEDEISDFADIDODDODDDODIDepartmental Enterprise Information SystemDepartment of Foreign AffairsDefence IntelligenceDepartment of DefenceDepartment of Defence DirectiveDepartment of Defence Instruction90D E P A R T M E N T O F D E F E N C E

abbreviationsDODWDPBECDPFDPSADPWDRBDRCDSBDSCDepartmental Organisational Development WorkgroupDepartmental Plan and Budget Evaluation CommitteeDefence Planning ForumDepartment of Public Service and AdministrationDepartment of Public WorksDefence Reserve BoardDemocratic Republic of the CongoDefence Secretariat BoardDefence Staff CouncilEISEMSENEEO and AAETDEXEnterprise Information SystemEnvironmental Management SystemEstimate of National ExpenditureEqual Opportunities and Affirmative ActionEducation, Training and DevelopmentExerciseFASCFOSADFSOFDFdFETFMDFMSFSEFTXFinancial Accounting Service CentresForum of South African Directors GeneralFinancial Service OfficeForce DesignFieldFurther Education and TrainingFinancial Management DivisionFinancial Management SystemForce Structure ElementForce Training ExerciseG&AGCCSGCISGITOGOCGpGRAPGSBGovernance and AdministrationGround Command and Control SystemGovernment Communication and Information SystemGovernment Information Technology OfficerGeneral Officer CommandingGroupGenerally Recognised Accounting PracticeGeneral Support BaseHFHOUSHQHRHigh FrequencyHigher Order User SystemHeadquartersHuman ResourceICAOICTIFMSIGInfIRPSISOInternational Civil Aviation OrganisationInformation and Communications TechnologyInformation and Finance Management SystemInspector-GeneralInfantryInternational Relations, Peace and SecurityInternational Standards OrganisationS T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 991

abbreviationsITIWInformation TechnologyInformation WarfareJARICJCPSJCSDJDPJ SupJoint Air Reconnaissance Information CentreJustice, Crime Prevention and SecurityJunior Command and Staff DutiesJoint Defence PublicationJoint SupportLCAMPSLeadership, Command and Management PrinciplesMAACMaintMAOTMCMechMEMMODMotMOUMPMRLMSDSMSFMTEFMTSFMilitary Attaché and Advisor CorpsMaintenanceMobile Air Operations TeamMilitary CouncilMechanisedMobility Exit MechanismMinistry of DefenceMotorisedMemorandum of UnderstandingMilitary PoliceMultiple Rocket LauncherMilitary Skills Development SystemMission Success FactorsMedium-term Expenditure FrameworkMedium-term Strategic FrameworkNEPADNGOsNQFNew Partnership for Africa's DevelopmentNon-governmental OrganisationsNational Qualifications FrameworkOLMEEOOTWOSISAu Liaison Mission in Ethiopia and EritreaOperations Other Than WarOperational Support Information SystemParaPDSCPFMAPFPPMEPSAPSAPPWDParachutePlenary Defence Staff CouncilPublic Finance Management ActPartnership for PeacePrime Mission EquipmentPublic Service ActPublic Service Act PersonnelPublic Works DepartmentR&DRegtRes FROCRSAResearch and DevelopmentRegimentReserve ForceRequired Operational CapabilityRepublic of South Africa92D E P A R T M E N T O F D E F E N C E

abbreviationsSAAFSABSSACAASADCSAEMSAISAMHSSANSANDFSAPSSAQASBPSCAMPSDPSFSGSITASLASPSSSSTFEPSvcsSouth African Air ForceSouth African Bureau of StandardsSouth African Civil Aviation AuthoritySouthern African Development CommunitySouth African Excellence ModelSouth African InfantrySouth African Military Health ServiceSouth African NavySouth African National Defence ForceSouth African Police ServiceSouth African Qualifications AuthorityStrategic Business PlanStrategic Capital Acquisition Master PlanStrategic Defence PackageSpecial ForcesSurgeon GeneralState Information Technology AgencyService Level AgreementSelf PropelledSupply Support ServiceShort-term Force Employment PlanServicesTbdTechTRTrgTSCTo be determinedTechnicalTreasury RegulationsTrainingTechnical Service CentreUKUNUNMEEURTUUSAUSRUnited KingdomUnited NationsUN Mission in Ethiopia and EritreaUniversity Reserve Training UnitsUnited States of AmericaUser System RequirementVIPVery Important PersonWkspYFTPWorkshopYouth Foundation Training ProgrammeS T R A T E G I C B U S I N E S S P L A N F Y 2 0 0 6 / 0 7 T O 2 0 0 8 / 0 993