PRESENTATION TO THEPARLIAMENTARY PORTFOLIO COMMITTEE ON DEFENCE ON INTEGRATION AND TRANSFORMATION IN THE SAMHS

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PRESENTATION TO THEPARLIAMENTARY PORTFOLIO
COMMITTEE ON DEFENCE ON INTEGRATION AND
TRANSFORMATION IN THE SAMHS
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AIM The aim of this presentation is to brief the
members present on Integration and transformation
in the SAMHS in terms of the White Paper on
Transformation of the Public Service
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SCOPE The Health Context Restructuring the
SAMHS Representivity and Affirmative
Action Integration in the SAMHS Human Resource
Development The SAMHS Reserve Promotion of a
professional Ethos Conclusion
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The Health Context
National Health(Public Health Care) National
Legislation,Policy and Regulations National
Infrastructure Level 1,2,3 and 4 Hospitals NH
Clinics Provides health care to National
Population
Private Health Care Private practices Private
Hospitals Health Care Groups Medical
Schemes General and Specialised Hospitals Private
Clinics Provides health care to private funded
patients
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Part of National Health System SAMHS Represented
on Health Professions Council Health
MinMec PHRC close co-operation in combating of
disease outbreaks immunisation
campaigns support to summits support during
disasters support during labour unrest
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Restructuring the SAMHS
Transformation Context Strategic
Objectives Structural Concept Involvement and Buy
in System and Responsibility Descriptions
Operationalisation of Scenarios The Structures
enabling Military Health Care Service
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TRANSFORMATION CONTEXT As a result of political
and societal changes the DOD had to undergo
similar fundamental transformation.
Transformation covers all aspects required to
normalised the DOD to societys new
requirements. A key aspect enabling the DOD to
achieve transformation is re-engineering. The
specific aim of the re-engineering effort is to
improve DOD process efficiency in order to
sustainable and effectively deliver required
outputs within available budget and other policy
constraints.
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STRUCTURAL CONCEPT The MoD is an integrated
organisation comprising all the elements that
together form the departmental head office and
highest military headquarters. Task Forces are
force employment structures under task force
commanders (TFCs) as intermediate level
commanders. A Type Formation is a structure
composed such that it can execute an approved
business plan to ensure the development of, and
preparation of a specific Type grouping of
combat ready user systems. As such a type
formation includes, as far as is practicable, all
units and support elements relating to a specific
user system type. (The adopted principle includes
a dedicated school and depot to each TF). Support
Formations are intermediate level force support
structures under (support) formation commanders,
but similar to type and all other system
structures. Units are combat units (such as
artillery regiments, squadrons, ship or medical
battalion groups) or support units (such as
depots and schools)
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The SAMHS - Fully participated in the
re-engineering of the process and Contributed to
the Design Workshop Report to couple structures
to processes
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SG and STAFF Main Responsibilities The Surgeon
General and staff ensure the provision of combat
ready medical forces and operationally ready
infrastructure, as well as the provision of
health maintenance services for the DOD. It does
this through developing a sound business plan and
monitoring the performance of type formations. It
furthermore develops and updates health policy
for the DOD and participates in developing the
overall DOD policy. Participate in formulation of
national health policy as DOD representative on
various statutory and national bodies. It ensures
adherence to material and professional statutory
health regulations on behalf of the DOD The
Surgeon General is also the governments
specialist advisor wrt international conventions
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SG and STAFF System Description The SG and staff
system makes available the medical services
business plan to the policy and planning and
finance divisions. The business plan is approved
and an appropriate budget allocation is
made. Guides all subordinate elements in
developing and preparing Military Health Service,
combat ready user systems and combat ready higher
order user systems. As budgeting authority SG and
staff distribute the allocated budget to the
medical spending agencies on a basis of business
plans provided by them. SG and staff then monitor
the output of its spending agencies according to
approved business plans and report to the
accounting officer and the Chief of Policy and
Planning on a regular basis on the performance of
spending agencies according to plan. They also
report to statutory bodies on adherence to
statutory regulations.
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SG and STAFF System Description Surgeon General
also has the responsibility to report to Cabinet
on the health status of the President.
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TERTIARY HEALTH TYPE FORMATION Responsibilities Re
sponsible for the development and maintenance of
specialised medical and related services and
professional staff. These services are provided
to the DOD as a whole, as tertiary medical
consultation services. During wartime Tertiary
Health Type Formation Institutions could be
turned into operational support centres (4th
line). This formation provides hospitalisation
services and offers all medical and related
specialities in consultation. Deploy specialist
services and advisory teams in combat through the
specialist units. It carries a further
responsibility of collateral application of
facilities and services to approved beneficiaries
in support of National or DOD strategy
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AREA MILITARY HEALTH SERVICES TYPE
FORMATION Responsibilities The co-ordination of
the delivery of health services in specific
regions of the country. It ensures the
availability of quality medical support to area
defence formations, common support bases and all
other formations in peacetime mode. This
formation is only responsible for the
professional aspects of health services
provision. It thus ensures service provision
through centralisation / decentralisation
decisions, manages linkages between service
delivery points and between those points and
tertiary health formations.
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AREA MILITARY HEALTH SERVICES TYPE
FORMATION Responsibilities It will furthermore
manage the availability of professional personnel
and specific medical / health facilities in
support of the common support base. On request
of J Ops Provide elements to support forces
deployed in borderline protection and assistance
to SAPS Provide operationally ready
infrastructure user systems
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MOBILE MEDICAL TYPE FORMATION Responsibilities The
mobile type formation prepares and provides
combat applicable medical forces for use in
defence operations. It draws up business plans
and determines readiness levels according to the
force design and Government objectives. It
reports to SG on readiness levels of medical
forces It groups together statutory disciplines
in medical battalion groups It evaluates
operational doctrine and advises on required
adaptations. It plans and provides for
operational exercises It develops user systems by
integrating personnel with mobile medical
facilities It ensures, develops and sustains
chemical warfare countermeasures
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OPERATIONALISATION OF SCENARIOS
The DOD should contribute to internal security,
peace, stability and development. This should
happen inter-actively with other state
departments. Health support to internal peace
and stability operations Active participation
during natural disasters (Floods) Active
participation during disease outbreaks
(Cholera) Support to National Hospitals during
upgrading (Theatres to Chris Hani Baragwanath)
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Support to SAPS - internal deployments Health
care President, Deputy President, former
President Foreign Dignitaries, Officials of
State (as required) i.e. Late Min Steve
Tshwete AU and WSSD - Trauma centers Medical
posts at hotels and airports
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OPERATIONALISATION OF SCENARIOS

• International and global opportunities must be
  utilised by the DOD to improve relations with
  other states
• All Africa Conference.
• ISDSC Military Health Services Workgroup.
• ICMM.
• RSA/USA Defcom
• Medflag hosted in 2004 Exercise with 3rd
  Air Force Funding Masibambisane.
• Telemedicine equipment.
• Disaster Management.
• Weatherhaven
• BATLS and BARTS - UK and Netherlands.
• Invited to co-operation, exchanges and
  conferences to the extent that is impossible to
  credit all

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OPERATIONALISATION OF SCENARIOS
The DOD should play a participative leadership
role, supporting the establishment of political
democracy through peace support operations and
missions. The DOD must support Foreign Affairs in
their initiatives through participation in the
ISDC by contributing to combined military
capability development. The DOD must also
participate in confidence building and security
measures DRC. Burundi Mil Base Hospital and
deployed support Dr Halle (senior medical
advisor Dept Peace Keeping Operations) visited
SA Military Health Service. Two UN Staff
Officers MONUC HQ. 1 X UN Staff Officer at DPKO
New York. SAMHS to train SADC Staff. 1 Mil Level
4 Medical Facility for MONUC
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AMED - Airfield crash and rescue Phase III
support own Bn and Eng Coy support UN
deployment Level 2 Medical facility Disaster
Relief Ferry disaster in Tanzania Bombs at US
Embassies Flood Mozambique Flood Limpopo flood
plain Cholera outbreak KZN Foot and Mouth
disease outbreak

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OPERATIONALISATION OF SCENARIOS
Other reasons for the contribution in the
Southern African region is to interact in and
with the region to be able to promote the African
Renaissance Nepad and to generate stability
through the DOD being part of a larger Southern
African capability. Involvement in the Health
Workgroup of ISDSC Establishment of a Regional
Health Training Center Medical co-operation and
hospitalisation of all ISDSC Defence Forces
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OPERATIONAL SCENARIOS The DOD should contribute
to internal security, peace, stability and
development. This should happen inter-actively
with other state departments. International and
global opportunities must be utilised by the DOD
to improve relations with other states The DOD
should play a participative leadership role,
supporting the establishment of political
democracy through peace support operations and
missions. The DOD must support Foreign Affairs in
their initiatives through participation in the
ISDC by contributing to combined military
capability development. The DOD must also
participate in confidence building and security
measures Other reasons for the contribution in
the Southern African region is to interact in and
with the region to be able to promote the African
Renaissance Nepad and to generate stability
through the DOD being part of a larger Southern
African capability.
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Planned UN Field Hospital stationed in RSA to
train SADC countries members through
SAMHS Special Forces members from Botswana
assessed at IAM

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STRUCTURE SA MILITARY HEALTH SERVICE
Surgeon General
Permanent Force
Medical Continuation Fund
IG
CBD
Medical
Reserve
C MHS
WO
SAMHS
Legal
Advisor
Force
Plan
of SAMHS
Advisor
CD MH Force Preparation
CD MH Force Support
D Nurse
D Social
D Animal
D Psych
D Med
D Oral
D OHS
C MHS
Budget
SSO
D MHHR
Work
Health
Health
Log
Management
Corp
Comm
D Ancilliary
D Envrn
SSO Med
SSO
D Pharm
Patient
Foreign
CI
Health Int
HIS
Health
Health
Supp Ops
Pastoral
Relations
Admin
Service
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STRUCTURE SA MILITARY HEALTH SERVICE
SG and Staff
Mobile MH Fmn
Tertiary MH Fmn
Area MH Fmn
MH Trg Fmn
MH Supp Fmn
Thaba Tshwane
General Support Base
1 Med Bn Gp
1 Mil Hosp
S MH Trg
MHBD
Area MH U WC
3 Med Bn Gp
2 Mil Hosp
S Mil Trg
MH Proc Unit
Area MH U EC
6 Med Bn Gp
3 Mil Hosp
SAMHS Nurs Col
Area MH U NC
7 Med Bn Gp
IAM
SAMHS Band
Area MH U NW
8 Med Bn Gp
IMM
MCP CTC
Area MH U FS
MPI
J PTSR Trg Cen
Area MH U KZN
MVI
Area MH U GT
Area MH U MP
Area MH U NP
Regional OHS Centres
NOTE
IAM - Institute for Aviation Medicine
IMM - Institute for Maritime Medicine
MPI - Military Psychological Institute
Area MH U - Area Military Health Unit
MCP ABS - Medical Command Combat Training Center
MVI - Military Veterinary Institute
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Integration in the SAMHS
Commenced on 27 April 1994 Amalgamation of health
elements of Non Statutory Forces SADF TBVC Par
t of forming SANDF
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Integration is The forming of a new union SAMHS
replaced the SAMS Organisational renewal -
structural and human resources Integration is
not Mentorship, Fast Tracking, Affirmative
Action, Equal Opportunities, Racism or Reverse
Racism
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842
Former MK
4109
Former SAMS
521
Former APLA
66
Former Transkei
SANDF
JMCC
SAMHS
86
Former Bophutatswana
61
Former Venda
New Recruits
1614
41
Former Ciskei
No former force described 57
Total 7397 on 21 Nov 2002
Figures reflect current employment background
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JMCC AGREED CRITERIA
Selection Process Medical evaluation Psychological
evaluation Required qualifications Applicable
experience Current Professional
Registration Personnel Maintenance Phase 1 Post
and Personnel Audit Phase 2 Placement of
Personnel in approved posts Phase 3 Maintenance
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JMCC AGREED CRITERIA
Training Principles Induction Orientation
Training Bridging Training Supplementary
Training Adult Education Evaluation Academic
Support Emergency Care Training Standards
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INTEGRATION PROCESS
Phase 1
TBVC
MK
300
2000
40
7000
APLA
SAMS
Force Composition Dictates Capabilities of
Medical Services
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INTEGRATION PROCESS
Phase 2 Pre Integration
Evaluation Process
All members will be evaluated according to the
relevant process Of the approximately 83
occupational groups in the Defence community the
Military Health manages 52 per individual Pers
Admin Standard Occupational standards determined
as by occupational councils - basis for
evaluation and mediation
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Phase Integration
Placement Interview Placement of personnel Rank
determination Letter indicating placement and
rank and bridging training requirements Accept /
Reject Appeal Board Final offer with BMATT input
/ arbitration
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SAMHS UNIFORM MEMBERS PER RANK, GENDER AND RACE
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SAMHS UNIFORM MEMBERS PER GENDER
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TOTAL SAMHS UNIFORM MEMBERS PER EX FORCE
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UNIFORM MEMBERS STAFFED PER RANK MUSTERING
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UNIFORM MEMBERS STAFFED
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UNSTAFFED UNIFORM MEMBERS
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UNSTAFFED UNIFORM MEMBERS
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PSAP STAFFING/PLACEMENT SITUATION AS ON 20
FEBRUARY 2003

• TOTAL PSAP 1707
• TOTAL STAFFED AS ON 20/02/2003 1037
• STAFFING IN PROCESS 437
• TOTAL NOT STAFFED/PLACED 233

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SAMHS PROMOTIONS PER RACE 01 JANUARY 2002 - 07
MARCH 2003
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SAMHS PROMOTIONS PER RANK 01 JANUARY 2002 - 07
MARCH 2003
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BRIDGING TRAINING

• FUNCTIONAL TRG 69 OUTSTANDING
• DEVELOPMENT TRG 26 OUTSTANDING
• BASIC TRG 16 OUTSTANDING
• TOTAL OUTSTANDING 112

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CIVIC EDUCATION

• PRESENTED AS PART OF ALL MILITARY DEVELOPMENTAL
  COURSES
• CHAPTERS 1 - 4 6 PRESENTED BY SAMHS INSTRUCTORS
• CHAPTER 5 (CULTURAL DIVERSITY) PRESENTED BY
  TRAINED FACILITATORS FROM J TRG DIV
• NEW INSTRUCTORS IN PROCESS OF BEING TRAINED

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STUDIES AT STATE EXPENCE

• SAMHS OFFER THE FOLLOWING STUDY OPPORTUNITIES
• FULL-TIME STUDIES
• PART-TIME STUDIES
• BURSARIES FOR FULL-TIME STUDENTS

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FULL-TIME STUDIES

• MEDICAL AT UNIVERSITY OF PRETORIA AND MEDUNSA
• TOTAL STUDENTS
• MALE - 27, FEMALE - 28
• AF - 13 , C - 2, AS - 2, W - 38
• DENTAL - 5 WHITE MALES AT STELLENBOSCH AND
  PRETORIA
• FINAL YEAR STUDENTS SCHEME NOT UTILISED SINCE
  1995
• TECHNICON
• MALE - 6, FEMALE - 21
• AF - 5, C - 0, AS - 1, W - 21

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BURSARIES

• BURSARIES ARE ALLOCATED TO MEDICAL DENTAL
  STUDENTSWHO HAS SUCCESSFULLY COMPLETED THEIR
  THIRD ACADEMIC YEAR
• ON COMPLETION OF THEIR STUDIES THEY SERVE ONE
  YEAR FOR EVERY YEAR THEY RECEIVED A BURSARY
• MALE - 33, FEMALE - 29
• AF - 34, C - 2, AS - 2, W - 24
• BURSARY HOLDERS PRESENTLY SERVING AS INTERNS AND
  COMMUNITY SERVICE
• MALE - 23, FEMALE - 19
• AF - 11, C - 5, AS - 3, W - 23

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PART-TIME STUDIES

• MEMBERS EMPLOYEES ARE ENCOURAGED TO FURTHER
  THEIR QUALIFICATION FUNDS ARE MADE AVAILABLE
  FOR PART-TIME STUDIES
• R 750 000 FOR THE CURRENT FIN YEAR, AND
• R 675 000 FOR THE PREVIOUS FIN YEAR
• PREFERENCE IS GIVEN TO MEMBERS/EMPLOYEES TO GAIN
  AN INITIALQUALIFICATION EG GRADE 12 BEFORE
  POST-GRADUATE STUDIES
• POST-GRADUATE STUDIES IN THE HEALTH ENVIRONMENT
  IS HOWEVER ENCOURAGED
• NUMBER OF MEMBERS PARTICIPATING IN PART-TIME
  STUDIES
• MALE - 43, FEMALE - 100
• AF - 84, C - 7, AS - 3, W - 59

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TRANSFORMATION HISTORY
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TRANSFORMATION HISTORY
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TRANSFORMATION HISTORY
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HR PLAN

• HR staffed and resourced
• Effective, Efficient, Economical establishment
• Succession Plans for Middle Management
• Filling of critical posts
• Visible individual career paths
• Skills Development Plan Skills Development Act

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HR PLAN (CONT)

• Representative of RSA demographic composition
  (EAP)
• PSAP to participate in ETD
• Acquire and retain highly qualified and
  experienced personnel
• Exit management mechanism
• Voluntary demilitarisation to Sec Def

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CONCLUSION
THE SAMHS IS COMMITED TO SERVICE
DELIVERY. HOWEVER THIS SHOULD NOT COMPROMISE THE
TRANSFORMATION IMPERATIVES, SUCH AS
REPRESENTIVITY WHICH CAN BE ACHIEVED THROUGH
SKILLS DEV, FAST TRACKING AND SUCCESSION
PLANNING AND OTHER INTERVENTIONS
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SAMHS RESF TRANSFORMATION
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ResF Composition
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PERSONNEL NUMBERS
ResF Volunteers January 1998 1058 - July
1999 399 -659 October 2001 799 400 May
2002 1181 382 Loss Dead Wood cut in
1998 Growth Recruitment drives Patient
Administration Active members 688 (58,3
) Inactive members 493 (41,7 )
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DEMOGRAPHIC REPRESENTATION
TOTALS 2002 MALE 76,7 FEMALE 23,3
ASIAN 1,6 BLACK 44,9 58,3
COLOURED 12,2 WHITE 41,6
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SAMHS RESF DIRECTORATE
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Promotion of a professional Ethos
? Batho Pele ? Masibambisane
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MILITARY SOCIAL RESPONSIBILITY
CRITICAL OUTCOMES Operational support. Productive
organisation. Content Military
Families. Cohesive work force. STRATEGIC
ISSUES Social health promotion. Operational
support. Promotion of cultural competencies. Famil
y preservation. Financial empowerment. Prevention
of violence in the family and workplace.
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OPERATIONAL SUPPORT
Social Health assessments. Deployment resilience
workshops with members and partners. Mission
readiness training. Deployment checklist. Social
support to families. Reintegration into the
family and work place. Deployed social work
officers in the DRC and Burundi. Continuous
research on deployment resilience.
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PRODUCTIVE ORGANISATION
Department of Defence Employee and Workplace
wellbeing policy. HIV/AIDS Awareness and training
programmes. Life skills programmes - development
courses. Healthy lifestyle programmes. Gender
equality and empowerment programmes. Supervisory
training programme. Sexual harassment educational
programmes.
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CONTENT MILITARY FAMILIES
Draft DODI on the Prevention and Eradication of
Gender-based violence. Deployment resilience
programmes. Family support during
deployment. Women empowerment and gender
equality. Men as Partners. Women's reproductive
health. Family enrichment programmes. Financial
empowerment and management programmes. Day care
centres. Education on the Domestic Violence
Act. Research on Violence against Women and
Children in the DOD.
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COHESIVE WORK FORCE

• Interventions at military courses to promote
  intercultural relations.
• Cultural competency programmes.
• Change management interventions in units.
• Anti-crime educational programme.

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PROJECT RESILIENCE
This DOD work group, chaired by Dir Social Work
ensures that all pertinent issues affecting
soldiers during deployments are tabled on the DOD
agenda. Examples Leave Allowances Logistical
support Food and shelter Health support
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CONCLUSION The SAMHS has through its commitment
to the new democracy managed to integrate and
transform the SAMHS to a situation more
reflective of the national demography, ready to
serve the nation in various missions, both
military and humanitarian, internally and
external to the RSA