FY2006/07 to FY2008/09 - Department of Defence

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

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