FY2006/07 to FY2008/09 - Department of Defence

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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
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abbreviationsABBREVIATIONSABETACSAA
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abbreviationsITIWInformation Techno
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FY2006/07 to FY2008/09 - Department of Defence

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