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White Paper on Defence and Defence Review
Defence Update 2005

• PCD 16 February 2005

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DOD Delegation

• Chief of Policy and Planning
• Mr T.E. Motumi
• Mr N.C. Sendall (Project Coordinator)
• Mr A. Visser (Chp 7)
• Mr P. Rakate (Chp 2)
• Mr S. Naidoo (Chp 1 3)
• Chief of Corporate Staff
• Maj Gen V.I. Ramlakan
• Col W. Wagner (Chp 4 5)
• Chief Financial Officer
• Mr J.L. Gründling (Chp 6)

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Scope

• Overview of Process CPP
• Report 1
• Chapters 1 3 CPP
• Chapter 4 (Role, Functions, Objectives
  Missions) CCS
• Report 2
• Chapter 5 (Required Defence Capabilities) CCS
• Chapter 6 (Required Defence Resources) CFO
• Chapter 7 (Defence Governance) CPP

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Introduction
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Required Results

• RESULT 1
• Renewal Modernisation
• DWP DR
  WPDR Update
• MISMATCH
  RESULT 2
• (RISKS) Alignment
• MTEF MTEF
• 1996 1998
  2005 2009 2014

RESULT 3 Consolidated Defence Vision
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Possible Outcomes
OUTCOME 1 OUTCOME 2 OUTCOME 3 OUTCOME 4
ADR RISKS MTEF CONFLICT PRIORITY (Current) ADR MTEF HIGH PRIORITY RISKS ADR MTEF LOW PRIORITY RISKS ADR RISKS MTEF REALISTIC PRIORITY (MODs Option)
Missions, Force Design Structure
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Defence Update 2005 Architecture

• Ministerial Foreword
• Introduction
• Chapter 1 The Changed Strategic Environment
• Chapter 2 Collective Security
• Chapter 3 South Africas Approach to National
  Security
• Chapter 4 Defence Role, Functions, Objectives,
  Missions
• Chapter 5 Required Defence Capabilities
• Chapter 6 Required Defence Resources
• Chapter 7 Defence Governance
• Conclusion

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Pert of Report 1 Report 2

• (Report 1 DOD Process)
• (Report 1 MOD Process)
• (Report 2 DOD Process)
• (Report 2 MOD Process)
• (Cabinet)
• (Parliament)
• Nov 04 Dec 04 Jan 05 Feb 05 Mar 05 Apr 05
  (Date TBD) (Date TBD)
• (DSC) (MOD) (DSC) (MOD)

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Overview of Report 1
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CHAPTER ONE

• A Changed Strategic Environment

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• Since the writing of the 1996 White Paper on
  Defence, the strategic or security environment
  has changed. The aim of this chapter is to
  highlight a range of non-traditional security
  threats, new actors, and non-conventional methods
  of insecurity and instability.
• Accordingly, this chapter is structured having
  the following categories.
•  
• The Global Context Addresses changes in the
  international security environment that has
  implications for world peace and stability such
  as Unilateral Acts of Force.
• The Continental Context This is a new section
  that reflects institutional changes on the
  African continent that pertains to the pursuit
  for continental peace, stability and development.
• The Regional Context Discusses regional defence
  and security co-operation, and the required
  institutions such as SADC, the OPDSC, and the
  Mutual Defence Pact.
• The Domestic Context Reviews changes and events
  that have impacted on the national security of SA.

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• The inter-relatedness and transnational nature of
  many contemporary security threats dictates that
  solutions are beyond the control of any single
  state. A resolution to many of the present days
  security threats require collaborative action
  among states within multilateral fora and
  collective security mechanisms at the
  international, continental and regional levels.

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CHAPTER TWOCollective Security
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• The changed strategic environment compels a
  collective response to non-traditional security
  threats, new actors, and non-conventional methods
  of destabilisation and destruction.
• Our security as a country is inextricably linked
  to the region and the continent. Therefore, there
  is a need to strengthen regional and continental
  structures SADC and AU
• Located within a broadened conceptualization of
  security, this chapter examines South Africas
  foreign policy of pursuing multilateral
  approaches to peace and security, at the
  international, continental and regional levels.
• Accordingly, the chapter addresses South Africas
  approach to collective security, international
  security developments, continental and regional
  security mechanisms and arrangements and the
  management of collective security threats.

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• The 1996 WP on Defence does not replace state
  security with the adoption of a human security
  approach. The two are inextricably linked. This
  approach is supported by the UN Report on Human
  Security(2003).
• The broadening of security to include human
  security suggests a need to forge a new approach
  to collective security.
• Security is no longer only be viewed in national
  terms. Most of the non-military threats that face
  South Africa have regional, continental and
  international implications.
• Global threats posed poverty, mercenarism,
  terrorism, arms proliferation etc are
  interconnected and transnational in nature and
  cut across departmental responsibilities.
• These threats must also be addressed through
  multilateral structures at regional, continental
  and global levels.

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• This chapter is structured to have the following
  sections
• Approach to collective security
• International, continental and regional security
  mechanisms and arrangements
• Management of collective security threats

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CHAPTER THREE

• South Africas Approach to National Security

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• This chapter attempts to explain South Africas
  National Security Policy (NSP) that integrates
  traditional state security with human
  security concerns within the context of a
  collective security approach.
• The chapter is structured to firstly unpack the
  constitutional principles, national interests and
  governmental priorities as the foundations of
  SAs NSP. The chapter thereafter examines some of
  the challenges for defence-related priorities,
  and finally this chapter provides the
  implications that SAs NSP has for the DOD.
• In a democratic South Africa national security
  is an all-encompassing condition in which all
  citizens live in freedom, peace and safety
  participate fully in the process of democratic
  governance enjoy the protection of fundamental
  rights have access to resources and the basic
  necessities of life and inhabit an environment
  which is not detrimental to their health and
  well-being.

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• Accordingly, South Africas national security is
  no longer viewed as a predominantly military and
  police problem. It has been broadened to
  incorporate political, economic, social, and
  environmental matters.
• National security policy and priorities thus
  imply that government will require the DOD/SANDF
  to participate in and contribute to the combating
  of a range of non-military threats to security.
  These may include crime, terrorism and the
  effects of natural disasters.
• South Africas national security policy and
  cluster priorities also reflect a strong
  commitment to regional and continental peace,
  stability and development. This manifests in
  governments commitment to the UN, NEPAD, the AU
  and SADC and their structures and mechanisms.

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• Governments commitment to international peace
  and security and its manifestations at regional
  and continental levels consequently imply a long
  term DOD/SANDF involvement in collective defence
  and security including participation in security
  structures, peace missions, standby arrangements
  and other defence co-operation. These include the
  PSC, ASF, Continental and Regional Early Warning,
  and the SADC Brigade.
• South Africas national security policy and
  priorities thus have clear implications for the
  role, functions, objectives, missions and
  capabilities of the SANDF.

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CHAPTER FOUR

• Role, Functions, Objectives Missions

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• The involvement of South Africa in institutions
  such as the AU and the continued priority placed
  on functions that were deemed to be of a
  collateral nature, in particular participation in
  peace missions, necessitated a review of the role
  and functions of the SANDF.
• Simply put there has been a need to revisit the
  distinction between primary and secondary roles
  to verify their validity within this emerging
  security environment.
• This chapter articulates the role and functions
  of the SANDF within this context and specifically
  addresses the issues of a conventional
  capability, the review of primary and secondary
  functions, and is concluded with a discussion on
  objectives and missions. 

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MISSION HIERARCHY
Constitution White Paper Defence Review
Defence Strategy
Role
Missions
Functions
Mil Strat Objectives
Defence Objectives
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Overview of Report 2
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CHAPTER FIVE

• Required Defence Capabilities

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Purpose To provide the Statement of Required
Defence Capabilities needed to execute the
Missions in the next decade. DOD Planning
Instr 17/04 dd 06 Dec 04
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PROCESS
FORM CJ Ops Serv/Div
Force Design Force Structure Mission-based
Option Design to Cost Option CHAPTER
5 REQUIRED DEFENCE CAPABILITIES
Serv/Div
Serv/Div CDSP CFO

CDSP
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PROGRESS
Force Design Force Structure Mission-based
Option Design to Cost Option CHAPTER
5 REQUIRED DEFENCE CAPABILITIES
To be completed 09 Feb 05
To start 09 Feb 05

To be written 14 Mar 05
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CHAPTER SIX

• Required Defence Resources

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Terms of Reference Parys Resolutions

• 1. Update White Paper
• 2. Update Review
• 3. Defence Vision
• 4. Streamline Structures
• 5. Affordable Design and Structure
• 6. Stakeholder Communication
• 7. Performance Management System

Initiated
In process
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Approach to Chapter 6
OUTCOME 1 OUTCOME 2 OUTCOME 3 OUTCOME 4
ADR RISKS MTEF CONFLICT PRIORITY ADR MTEF HIGH PRIORITY RISKS ADR MTEF LOW PRIORITY RISKS ADR RISKS MTEF REALISTIC PRIORITY
Missions, Force Design Structure.
Relative GE and GDP.
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Chapter 5 6 Mutual Adjustment

• Chapter 1 Strategic Environment
• Chapter 2 Collective Security
• Chapter 3 SA National Security
• Chapter 4 Role, Functions, Objectives
• Missions
• Chapter 5 Defence Capabilities
• Chapter 6 Defence Resources
• Chapter 7 Defence Governance

Expectation/ Intent
Force Design Standard
Affordability / Sustainability
Resource Requirement
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Chapter 6 Challenges

• 1. Parys Resolutions 4 and 5 addressed late/slow
  progress.
• 2. Dependent on mutually adjusted input (Force
  Design and Structure) from planners.
• 3. Defence White Paper/Review 1996 did not
  adequately address the financial implications of
  the envisaged Force Design and Structure.
• 4. Force Design and Structure 07/02 was not
  finalised by the JSCD and thus there was no
  conclusion on additional funds.
• 5. Deadline 1 April 2005 Department to
  Ministry.
• 6. Determine appropriate level of detail
  (Programme/Sub-Programme Resource categories).

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Chapter 6 Structure

• - Introduction/Scope
• - Defence Facilities (Land and Buildings)
• - Defence Materiel (Category 1 Equipment)
• - Defence Materiel (Category 2 Equipment)
• - Defence Materiel (Stores/Inventories)
• - Defence Services (Professional/Specialist)
• - Defence Personnel
• - Defence Information
• - Defence Funding
• - Conclusion

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Progress Plan
Report 1 DOD Process
Report 1 MOD Process
Report 2 DOD Process
Report 2 MOD Process
Cabinet
Parliament
11/ 04 12/ 04 1/ 05 2/05 3/ 05
4/ 05 Date TBD Date TBD
DSC MOD DSC
MOD
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CHAPTER SEVEN

• Defence Governance

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Purpose To ensure that proper civil oversight
and control is exercised over defence
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• Basis for Defence Governance and Accountability
• Regulatory Framework
• The Constitution and Public Administration
• Defence Governance Civil Control
• Other Legislation and Regulations

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National Structures and Mechanisms
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• The Cabinet Committee System
• Parliamentary Committees
• Joint Standing Committee on Defence (JSCD)
• Portfolio Committee on Defence (PCD)
• Joint Standing Committee on Intelligence (CDI)
• Standing Committee on Public Accounts (SCOPA) and
  the Auditor General
• National Treasury
• Other External Controls
• Audit Committee

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• DOD Structures and Processes
• Ministry of Defence
• The Minister and the Intelligence Function
• Defence Secretariat
• SA National Defence
• Force

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• DOD Command and Management Bodies
• Council on Defence
• Minister, Deputy Minister, Sec Def, CSANDF
• Defence Staff Council
• 3 Modes Plenary, Daily, Special
• Subordinate Command and Management Structures
• Defence Secretariat Board (Sec Def)
• Military Council (CSANDF)
• Staff Councils (Log, Ops, HR etc)

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• DOD Processes and Controls
• Alignment and Synchronisation of Processes
• Strategic Business Plan
• Performance Management
• Internal Audit Management
• Reporting Requirements

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Progress

• Numerous drafts up to No 10.
• Distributed for comments.
• Comments of Services/Divisions included.
• Wait for changes in chapter 5 6 made
  adjustments if necessary.