FY2006/07 to FY2008/09 - Department of Defence
FY2006/07 to FY2008/09 - Department of Defence
FY2006/07 to FY2008/09 - Department of Defence
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chapter 1employing defence capabilities <strong>to</strong> meet operationsand commitments ordered byGovernment; andthe restructuring <strong>of</strong> the <strong>Department</strong> <strong>of</strong> <strong>Defence</strong>.DEFENCE STRATEGIC OBJECTIVESThe following strategic objectives were identified asbeing critical <strong>to</strong> the achievement <strong>of</strong> the <strong>Department</strong>'smission: The execution <strong>of</strong> <strong>Defence</strong> commitments asordered and funded by Government. The provision <strong>of</strong> contingency-ready and costeffectivedefence capabilities as specified byapproved policy. Sound management <strong>of</strong> the <strong>Department</strong>. The administration <strong>of</strong> the DOD within the prescripts<strong>of</strong> the law, regula<strong>to</strong>ry framework andgovernment policy. The assurance <strong>of</strong> sustainability, continuousimprovement <strong>of</strong> output quality and the reduction<strong>of</strong> the cost <strong>of</strong> DOD processes as well as theaccounting there<strong>of</strong>. The assurance <strong>of</strong> the continuous qualityimprovement <strong>of</strong> people in the DOD. The assurance <strong>of</strong> quality command and managementinformation in the DOD. The assurance <strong>of</strong> continuous quality improvemen<strong>to</strong>f DOD equipment and facilities.The strategic objectives have been analysed and the keyduties and responsibilities necessary <strong>to</strong> ensure theirachievement have been allocated <strong>to</strong> senior leaders andmanagers <strong>of</strong> 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 the<strong>Defence</strong> Secretariat and the SANDF.STRATEGIC ISSUESThe critical strategic issues that the DOD must address<strong>to</strong> ensure readiness and sustainability are described. Rightsizing <strong>of</strong> the DOD. The need <strong>to</strong> rightsizethe DOD and <strong>Defence</strong> Force <strong>to</strong> meet operationalreadiness and force employment requirements. <strong>Defence</strong> Capabilities. The current SANDFForce Design is neither affordable nor sustainableand does not meet the ordered commitmentsrequirements. DOD Infrastructure. Many DOD facilities arein urgent need <strong>of</strong> renovation. This is the resul<strong>to</strong>f insufficient resources for repair and maintenanceover an extended period. Redundantequipment and munitions must be disposed <strong>of</strong><strong>to</strong> improve operational readiness, morale,occupational health and safety and workingconditions. <strong>Defence</strong> Act. The General Regulations (includingthe state <strong>of</strong> Mobilisation Regulations) forthe DOD must be aligned with the <strong>Defence</strong> Act,Act 42 <strong>of</strong> 2002. White Paper on <strong>Defence</strong> and <strong>Defence</strong> Review.Certain important aspects <strong>of</strong> policy in theWhite Paper on <strong>Defence</strong>, and the <strong>Defence</strong>Review, must be reviewed due <strong>to</strong> the changingstrategic environment, in order <strong>to</strong> align<strong>Defence</strong> funding with <strong>Defence</strong> Policy. Health Status. The health status <strong>of</strong> SANDFmembers must be improved <strong>to</strong> comply with theprescribed health standards, thus increasingthe operational capability and reducing thedraining <strong>of</strong> resources <strong>of</strong> the SANDF. Asset Management in the DOD. The need <strong>to</strong>protect the financial and physical assets andintellectual property <strong>of</strong> 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 <strong>to</strong> be developed and acceptedthroughout the DOD <strong>to</strong> improve morale, effectivenessand efficiency. Matériel Life Cycle Management Policy. Theacquisition/procurement, maintenance anddisposal <strong>of</strong> DOD matériel and facilities processmust be formalised through the promulgationand implementation <strong>of</strong> a DOD Matériel LifeCycle Policy. Information Systems. The DOD requires a<strong>Defence</strong> Enterprise Information System (DEIS)<strong>to</strong> support business processes and commandinformation, address obsolescence, complianceand propriety and that will improve effectiveness,efficiency and economy. Alignment <strong>of</strong> Core and Support Processes withPFMA Imperatives. The DOD's core and supportbusiness processes must be developed,aligned and integrated, <strong>to</strong> give effect <strong>to</strong> theorganisational strategies and compliance withthe regula<strong>to</strong>ry framework. Reserves. The Reserve Force must be rejuvenatedas part <strong>of</strong> the renewal strategy <strong>to</strong> expandthe force levels in the event <strong>of</strong> a crisis or state <strong>of</strong>national defence, hence ensuring the provision<strong>of</strong> affordable defence capabilities. Education, Training and Development (ETD)Management. The components <strong>of</strong> the ETDstrategic direction system need <strong>to</strong> be integrated<strong>to</strong> improve the system <strong>of</strong> education, trainingand development, in order <strong>to</strong> deliver DODhuman resources <strong>of</strong> high quality.4D E P A R T M E N T O F D E F E N C E