Presentation to the Portfolio Committee on Defence DEPARTMENT OF DEFENCE Annual Report FY2004/2005

1
Presentation to the Portfolio Committee on
Defence DEPARTMENT OF DEFENCE Annual Report
FY2004/2005

• 8 November 2005

2
SCOPE

• Aim
• Introduction
• Strategic Direction (Chapter 1)
• Defence Objectives , Outcome and Outputs
• (Chapter 2)
• Organisational Structure and Human Resources
  (Chapter 3)
• Programme Performance (Chapters 5-12)
• Measurable objective
• Achievements Challenges
• ENE
• Questions

3
AIM

• To brief the Portfolio Committee
• on Defence
• on the DOD Annual Report FY2004/05

4
INTRODUCTION

• DOD Annual Report directly linked to DOD
  Strategic Business Plan FY2004/05.
• Followed guidelines also provided by Parliament
  (Portfolio Committee on Defence) regarding
  linkage with Plan.
• Compliance with regulatory framework (PFMA,
  Public Service Act and related regulations).
• Format remains largely the same, for ease of
  reference and comparitive trends analysis.
• Main considerations (criteria) when compiling the
  DOD Annual Report for tabling in Parliament
• Readability Easy to read, not much
  interpretation required, limited use of internal
  (military) jargon. Grammar checked by language
  specialists (D Lang) style and layout checked by
  CDCC.
• Integrity of information correctness,
  completeness, verifiability and possible security
  concerns.

5
CHAPTER ONE STRATEGIC DIRECTION(CHAPTER 1 OF
SBP)
6
CHAPTER 1

• Strategic Profile
• Vision
• Mandate
• Mission
• Aim of the DOD
• Alignment with Cabinet Cluster priorities
• Minister of Defences Priorities for FY2004/05.
• Strategic focus
• Functions of the SecDef CSANDF
• Parys Resolutions

7
CHAPTER TWO DEFENCE OBJECTIVES , OUTCOME AND
OUTPUTS(CHAPTER 2 OF SBP)
8
CHAPTER 2

• DOD Programmes (nine)
• Military strategic objectives (as revised by the
  Minister of Defence, Aug 04)
• Defence Outcome Effective defence for a
  democratic South Africa
• Defence Outputs
• All Services and Divisions have operational plans
  which indicate outputs, clients to benefit,
  linkage with Govt priorities and required
  resource requirements for those outputs.
• Risks to be managed by sub-programmes and those
  that are transferred to higher authority.
  Strategies to mitigate risks are also included.
• Inspector General DOD conducts regular
  performance audits to verify results achieved.

9
CHAPTER 2

• Primary Outputs
• Defence commitments
• Landward defence capabilities
• Air defence capabilities
• Maritime defence capabilities
• Military health capabilities
• Secondary Outputs
• Cryptographic security services to Govt Depts
• National Codification Bureau
• Defence diplomacy
• Honouring the DODs international obligations
• Participation in Govt clusters (IRPS, JCPS, and
  GA)
• Defence policy advice
• Report focuses mainly on primary outputs

10
CHAPTER 2

• Services rendered Included in
• Social Contribution, Cht-4, pg 4-8
• Discontinued services
• Phasing out of the Area Defence Capability
  (Commandos) to be completed by March 2009.
• New/proposed services None
• Losses and damages Included in Financial
  statements
• Events after the Accounting Date None

11
CHAPTER THREE ORGANISATIONAL STRUCTURE
ANDHUMAN RESOURCES(CHAPTER 3 OF SBP)
12
CHAPTER 3
13
CHAPTER 3

• DOD HR Strategy 2010 Progress Report
• Addresses high-level human resource management
  concept.
• One of Minister of Defences priorities.
• Military Skills Development System (MSDS) has
  grown to 6 262, comprising 10 of Regular Force.
• Rank-Age ratio for Privates aged between 18 24
  improved by 27,4 since 2003.
• SA Navy trained 74 MSDS members for use in the
  National Public Works Dept.
• 146 MSDS members obtained certificates in
  Military Studies from the Military Academy.
• Voluntary programme was instituted to re-deploy
  215 SANDF members to the SAPSs Security and
  Protection Division.
• DOD Youth Foundation Training Programme (YFTP)
  for previously disadvantaged learners
• 250 trained during 2004 academic year, 228 of
  them appointed in the DOD.
• Pass-rate Maths (98) Physical Science (99)
  Biology (100).

14
CHAPTER 3

• One-Force Concept
• Reserve Force Strategy and Plan were approved by
  the Defence Staff Council.
• 1 443 Reserve Force members recruited for
  preparation and deployment in peace missions.
• Macro Workforce Composition
• In the absence of an approved exit mechanism, DOD
  relied on natural attrition for the reduction of
  personnel in line with Defence Review (1998)
  target of 70 000.
• Defence Act Personnel (DAP) increased by 2.4
  from 60 444 (1 Apr 04) to 61 947 (31 Mar 05).
• Public Service Act Personnel (PSAP) decreased by
  2.9 from 15 469 (1 Apr 04) to 15 022 (31 Mar 05).

15
CHAPTER 3

• Personnel Expenditure (Tables 3.1 3.4 )
• Tables as Prescribed by Dept of Public Service
  and Administration (DPSA)
• Actual employee cost as a percentage of total DOD
  HR Cost, incl Strategic Defence Packages (SDPs)
  was 39, which is within Defence Review
  guidelines of 40. Note Reserve Force
  expenditure not included due to their
  non-continuous utilisation in the DOD
• Challenge force design and force structure is a
  prerequisite for defining the appropriate and
  affordable size of the DOD HR composition.
• Employment and Vacancies (Tables 3.5 to 3.10)
• Indicated vacancies were predominantly unfunded.
• Post establishment decreased by 870 posts
  compared to previous year.
• Increase in MSDS members.
• Appointments. Due to budget constraints,
  appointments were limited to specialised and
  professional occupations.

16
CHAPTER 3

• Terminations
• No exit mechanism reliance on natural attrition
  (contract expiry, medical discharges,
  retirements, deaths and resignations).
• Increase of 557 terminations compared to previous
  year. This was mainly due to voluntary
  redeployment of SANDF members to the SAPSs
  Security and Protection Division.
• Promotions. Compared to FY03/04, there were 276
  fewer promotions in critical occupations (see
  Table 3.11 3.12).

17
CHAPTER 3

• Employment Equity
• As at April 2005 DOD total strength was 76 969.
• The total strength in terms of gender
  representation of the DOD was 59 608 males (78)
  and 17 301 females (22).
• 367 (0,5) employees of the DOD have been
  registered as having disability.
• Full time component comprised of 63,9 Africans,
  12,64 Coloureds, 1,3 Indians and 22,96 Whites.
• This is in line with Defence Review guideline of
  64,68 Africans, 10,22 Coloureds, 0,75 Indians
  and 24,35 Whites.

18
CHAPTER FIVE DEFENCE ADMINISTRATION(CHAPTER 4
OF SBP)
19
Conduct overall management, administration and
policy development of the Department
CHAPTER 5 MEASURABLE OBJECTIVE
20
CHAPTER 5ACHIEVEMENTS CHALLENGES

• POLITICAL DIRECTION
• Involved in a number of defence-related
  diplomatic activities
• Participation in African Union and SADC
  activities, including the Inter-State Defence and
  Security Committee (ISDSC).
• Provision of strategic guidelines and priorities
  for FY2006/07.
• DEPARTMENTAL DIRECTION
• Dealt with Auditor-General and Parliamentary
  queries relating to defence policy.
• Appeared before Parliament in respect of various
  issues.
• Participated in the defence-related Government
  clusters, i.e. IRPS, JCPS and the GA.

21
CHAPTER 5ACHIEVEMENTS CHALLENGES

• SANDF COMMAND AND CONTROL
• Continued to support the Minister of Defences
  peace initiatives through peace missions and
  Continued with military-to-military relations
  with various countries in line with IRPS
  priorities and DOD defence diplomatic policy.
• Played a leadership role in the establishment of
  the African Standby Force and SADC Brigade.
• POLICY AND PLANNING
• Defence Policy
• Involvement in the SADC regional and continental
  activities, e.g. development of the Common
  Defence and Security Policy
• Provided support to external deployments of the
  SANDF, including Cabinet memoranda, conclusion of
  agreements, etc.

22
CHAPTER 5ACHIEVEMENTS CHALLENGES

• Strategic Management
• Support to strategic direction processes,
  including planning and co-ordination of
  Ministerial and DOD strategic planning work
  sessions.
• Co-ordination of pilot-implementation of the
  Balanced Scorecard in the DOD.
• HR Planning
• Successful implementation of DOD HR Budgeting
  System (known as Legadima).
• A new DOD Personnel Acquisition Strategy was
  developed.
• The Rural and Scarce Skills Allowance was
  implemented for the Military Health Professions
  in order to retain expertise.
• First Military Skills Development System (MSDS)
  intake cycle was successfully completed.

23
CHAPTER 5ACHIEVEMENTS CHALLENGES

• Reserves and Veterans
• An agreement was signed between Dept of Labour
  and DIDTETA to utilise Rm56 for providing skills
  to the military veterans.
• Legal Support. Processing of legislation was
  processed.
• Challenges
• Finalisation of the Defence Update.
• Funding of the Conventional Arms Control
  Inspectorate.
• Updating the DODs Structure Management Control
  System (SMCS).
• Servicing and reprioritisation of Memoranda of
  Understanding.

24
CHAPTER 5ACHIEVEMENTS CHALLENGES

• FINANCIAL MANAGEMENT
• Budget Management Service. The following was
  provided
• Budgeting guidelines, Budget motivation report,
  Estimate of expenditure, Defence vote. Special
  Defence Account schedule.
• Corporate Budget Control Service. The following
  was provided
• Adjustment budget, Monthly early warning reports,
  Virement and fund re-allocations, Roll-over
  claim, Reconciliation statements for cash
  donations, Expended vote.
• Budget Management Service to Budget Authorities.
  The following outputs were provided
• Budget preparation service, Budget execution
  service.

25
CHAPTER 5ACHIEVEMENTS CHALLENGES

• Accounting Services
• Corporate Financial Asset and Annual Reporting
  Service Management of departmental debt,
  Management of DOD bank account, Control over
  financial transactions as prescribed by law and
  related regulations, Preparation of financial
  statements, Provision of adequate cash in the DOD
  Paymaster-General Account for planned monthly
  cash flow.
• Management of stores, services and related
  payment and revenue.
• Remuneration administration service for
  personnel.
• Public Finance Management Compliance Service
• Financial risk management, Audit report
  management.
• Financial delegations and policies, Financial
  misconduct.
• Losses and claims administration.

26
CHAPTER 5ACHIEVEMENTS CHALLENGES

• Financial Support Service in respect of
• Financial information support, Contract
  management, Management of face-value documents,
  Career management, Grievance and discipline
  administration.
• Challenges
• Implementation of the Integrated Financial
  Management System (IFMS).
• Unqualified statements unlikely unless DOD
  obtains exemptions until IFMS in place.

27
CHAPTER 5ACHIEVEMENTS CHALLENGES

• DEPARTMENTAL ACQUISITION AND PROCUMENT
• Strategic Defence Packages (SDPs) were delivered
  as per contractual arrangements.
• Acquisition Service
• Army Acquisition Artillery Target Engagement
  System integrated and required systems (such as
  40mm Automatic Grenade Launcher) delivered.
• Air Force Acquisition
• Hawk Lead-in Fighter Trainer. Production ahead
  of schedule and good progress on infrastructure
  upgrade.
• Good progress in respect of Advanced Light
  Fighter Aircraft (Gripen), and Maritime
  Helicopters.
• Contracting of eight (8) A400M Aircraft to
  commence in FY2005/06.

28
CHAPTER 5ACHIEVEMENTS CHALLENGES

• Naval Acquisition
• Delivery of four (4) Type MEKO A-200 (SAN)
  Frigates to South Africa took place.
• Launching of the first Type 209 Mod 1400
  submarine.
• Construction of two multi-purpose harbour tender
  (tug boats) commenced in Feb 05.
• Project on upgrade of SAS OUTENIQUA was closed.
• Common Weapons Systems. Final approval of the
  DODs projects on chemical and biological defence
  was obtained.
• Technology Development. Good progress in
  ensuring better understanding of Technology
  Acquisition Management system and projects.

29
CHAPTER 5ACHIEVEMENTS CHALLENGES

• Procurement Service
• Policy on the Framework on Supply Management was
  promulgated.
• Commissioning of Weatherhaven Camping System in
  Burundi.
• Implementation of the Supply Chain Management
  System.
• Contracts to a total value of R264 506 364 were
  awarded. Contracts to the Historically
  Disadvantaged Individuals (HDIs) were 40.44 of
  the total value in accordance with Preferential
  Procurement Policy Framework Act.

30
CHAPTER 5ACHIEVEMENTS CHALLENGES

• CORPORATE STAFF DIVISION
• Strategy and Plan Office
• In support of the Chief of the SANDF, Office
  participated in IRPS cluster activities.
• Involvement in the SADC regional and continental
  activities, eg development of the Common Defence
  and Security Policy, and establishment of the
  SADC Brigade.
• Finalisation of the DOD Strategic Business Plan,
  in conjunction with Policy and Planning
  Divisions staff.
• Direct support to the Executive Authority,
  Secretary for Defence and Chief of the SANDF in
  respect of critical management information.
• SANDF Performance Against Plan Reports (Quarterly
  and Annual Reports)
• Involvement in the implementation of the Parys
  Resolutions, eg Defence Update.

31
CHAPTER 5ACHIEVEMENTS CHALLENGES

• Defence Corporate Communication
• Ensured alignment of its strategy and plan with
  that of Govt.
• Involvement in the implementation of the Parys
  Resolutions, especially regarding improvement of
  public image of the DOD.
• Actively participated in the Govt Communication
  and Information System (GCIS) planning forums.
• DOD Information Centre received 5 000 enquiries.
• DOD website was visited 43 000 times. It was
  used for publication of DOD Strategic Business
  Plans, DOD Annual Reports, DOD Information
  Bulletins, media statements, SA Soldier editions
  and two Reserve Force publications.

32
CHAPTER 5ACHIEVEMENTS CHALLENGES

• Military Legal Services
• Operational legal support was rendered to 10
  ordered operations and eight (8) joint and
  multinational exercises.
• Reviewed 37 pieces of legislation promulgated
  Govt-wide in 2004 to establish possible impact on
  the DOD.
• Assistance was provided in the drafting of
  Implementing Arrangements in respect of Memoranda
  of Understanding, bilateral and multilateral
  agreements and diplomatic notes with various
  countries.
• Military prosecutions took place as planned.
• Challenges
• No courts of Military Appeal due to
  non-availability of members of Courts of Military
  Appeal and judges to chair those courts.
• Non-availability of witnesses and interpreters
  delayed cases.

33
CHAPTER 5ACHIEVEMENTS CHALLENGES

• Religious Services
• Ensured a service that promoted spiritual, social
  and ethical conduct of all DOD members.
• Chaplains Service received three (3) awards at
  the DOD Masibambisane Awards Ceremony for
  excellent service in combating HIV and AIDS in
  the DOD.
• A new Chaplain General was appointed.

34
CHAPTER 5ACHIEVEMENTS CHALLENGES

• Defence Foreign Relations
• SANDF has 26 military attaches in 23 countries
  17 non-residential accreditation in 17 other
  countries.
• There was nearly a 40 change-over in the South
  African military attache corps.
• Representation in the UN P5 countries (France,
  PRC, Russia, UK and US) was upgraded from rank of
  Colonel to Brigadier General.
• Involvement in the arrangements of continental
  and regional multinational activities, esp SADC
  Organ and the ISDSC activities.
• Challenges
• Increased defence diplomatic activities and their
  impact on capacity.
• The roll-over of mission accounts due to lag time
  caused by the Dept of Foreign Affairs.

35
CHAPTER 5ACHIEVEMENTS CHALLENGES

• Reserve Component
• Promulgation of the Strategy and Implementation
  Plan for the Renewal and Transformation of the
  Reserve Force system.
• Council for Support of National Defence was
  successfully launched with Mr Tokyo Sexwale as
  chairperson.
• Reserve Force Council, the statutory body
  mandated as a consultative and advisory body,
  represented the Reserve Force and it made great
  contributions during the year under review.
• Chief of Defence Reserves continued to be
  involved in the phased withdrawal of the SANDF
  Commando System.

36
CHAPTER 5ACHIEVEMENTS CHALLENGES

• Inspection Services
• The Committee of Sponsoring Organization of
  Treadway (COSO) approach was adopted for internal
  audit reporting.
• An automated audit management system (TeamMate)
  was introduced.
• Performance Audit
• Two external deployment audits were conducted in
  the DRC and Burundi.
• Centre for Effect Analysis completed 95 attitude
  and opinion surveys.
• The Effectiveness Model to measure combat
  readiness was implemented in the SA Army and SA
  Navy.

37
CHAPTER 5ACHIEVEMENTS CHALLENGES

• Regulatory Audit
• 155 Performance audits were conducted and 197
  certificates of condonement given for closing
  down audits. 800 Closing down audits were still
  outstanding.
• Five overseas project offices for the Strategic
  Defence Packages were audited. It was found that
  there was great improvement in systems and
  processes used.
• Anti-Fraud. A total of 67 investigations were
  undertaken, with 42 completed and 25 referred to
  the Military Police Agency, Legal Services or
  National Prosecution Authority.
• Challenges
• Long procurement processes negatively affecting
  expenditure.
• Delays in the servicing and repair of vehicles.

38
CHAPTER 5ACHIEVEMENTS CHALLENGES

• EQUAL OPPORTUNITIES
• Direction and policy advice
• Equal Opportunity Policy. The following policies
  were promulgated
• Shared Values.
• Prevention and Elimination of Unfair
  Discrimination on Grounds of Sexual Orientation.
• Gender Equity
• Liaison with with the National Office on the
  Status of Women.
• Gender Focal Point successfully organised the
  South African Womens Day, in conjunction with
  the SA Navy. It also visited the Save our
  Souls School for the Blind and AIDS orphans in
  Mamelodi, Pretoria.

39
CHAPTER 5ACHIEVEMENTS CHALLENGES

• Disability Equity
• Nine (9) barrier-free access projects launched in
  Bloemfontein.
• Participated in the activities of the
  Inter-Departmental Collaboration Committee on
  Disability (IDCCD) at the National Office on the
  Status of Disable Persons.
• Affirmative Action
• Roadshows were conducted to the Limpopo,
  Mpumalanga and Western Cape Provinces with the
  aim of popularising acceptance of the Equal
  Opportunities and Affirmative Action objectives.
• Briefings were given to SCOPA regarding
  representivity at senior management service
  (SMS).
• Development, Research and Evaluation. All its
  objectives were achieved as planned.

40
CHAPTER 5 ENE
Strategic Business Plan FY2004/05 (VOTE 22) R000 Final Appropriation R000 Actual Payment R000
719,700 707,649 707,649
41
CHAPTER SIX COMMAND AND CONTROL(CHAPTER 5 OF
SBP)
42
Defend and protect South Africa through the
command and control of all ordered operations by
the Defend Force as directed by Government
CHAPTER 6 MEASURABLE OBJECTIVE
43
CHAPTER 6ACHIEVEMENTS CHALLENGES

• Strategic Direction - Good progress was made in
  developing the Joint and Multinational Doctrine.
• Operational Direction
• Emphasis was placed on the development of
  Operational Capability Management, together with
  the African Battle Space concept.
• Mission concepts were developed and approved by
  the Chief of the SANDF to be included in the
  Joint Defence Publications.
• SANDF continued to render support to the SAPS,
  while the phased withdrawal from internal role
  was being implemented.
• Peace Support Operations (Ordered Operations) -
  Details are in Table 6.1.
• Special Operations. Successfully participated in
  a number of operations and joint exercises, such
  as Exercise GRIFFON, Exercise NICUSY and Exercise
  NEUTRON.

44
CHAPTER 6ACHIEVEMENTS CHALLENGES

• Internal operations - Details of operations in
  Table 6.2
• Operation INTEXO. This continued to support SAPS
  in combating trans-border crime.
• 11 Companies were deployed along national borders
  (Lesotho, Mozambique, Botswana and Zimbabwe) at
  any given time.
• Various operations were conducted in the
  execution of the National Crime Prevention
  Strategy, in support of SAPS and Dept of
  Environmental Affairs and Tourism.
• Operation STIPPER.
• Army Territorial Reserve will continue executing
  the Rural Safety Plan, until it is phased out by
  31 March 2009.
• First phase of SANDF/SA Police Service Exit/Entry
  Strategy was finalised.
• Humanitarian Relief Deployments (Table 6.3)
• Ad Hoc Deployments (6.4)

45
CHAPTER 6ACHIEVEMENTS CHALLENGES

• Operational successes
• Weapons found 1 379
• Narcotics Confiscated
• Dagga (Marijuana) 52 992kg
• Cocaine 42 kg
• Mandrax 2 390 kg
• Ecstasy 1 205 tablets
• Livestock Recovered 3 908
• Undocumented Migrants Apprehended 52 455
• Stolen vehicles 57
• Criminals arrested 7 137
• Joint Exercises and Multinational Exercises
  (Table 6.5)

46
CHAPTER 6 ENE
Strategic Business Plan FY2004/05 (VOTE 22) R000 Final Appropriation R000 Actual Payment R000
1,218,866 1,230,675 1,230,675
47
CHAPTER SEVEN LANDWARD DEFENCE(CHAPTER 6 OF
SBP)
48
Defend and protect South Africa through
maintaining and providing prepared and supported
landward combat forces, services and facilities
that meet the requirements of Government
CHAPTER 7 MEASURABLE OBJECTIVE
49
CHAPTER 7ACHIEVEMENTS CHALLENGES

• Strategic Direction
• 17 Commando units closed down during FY2004/05.
• The SA Army closed 92,9 of all redundant force
  structure elements (See table 7.1).
• Good progress with Project Phoenix (Reserves)
• January intake of MSDS recruits 2 964
• Infantry Capability
• Two battalions for deployment in Burundi and the
  DRC
• An infantry company (140 soldiers) in Sudan
• 12 regular Force companies and 23 Reserve Force
  platoons internally under restrictive funding
  conditions.
• Challenges
• Main focus for force training only on forces
  deploying outside RSA.
• The health and age of troops are still areas on
  concern.

50
CHAPTER 7ACHIEVEMENTS CHALLENGES

• Armour Capability
• 103 formal military courses were conducted from
  which 1 830 learners qualified. This exceed the
  planned target of 96 courses and 1 760 learners.
• Challenges
• No exercises were conducted and limited
  continuation training took place, due to
  under-funding
• Financial constraint impacted on the utilisation
  of the Rooikat armoured Car Squadron and the
  availability and serviceability of support
  vehicles
• The age and health status of the HR component.
• Artillery Capability
• Realistic and functional training was conducted
  to ensure excellence in combat readiness
• 57 courses for 1 134 learners was planned but
  only 46 courses for 966 learners were presented.

51
CHAPTER 7ACHIEVEMENTS CHALLENGES

• Air Defence Artillery Capability
• Challenges
• the SA Armys requirement to provide forces for
  Peace Support Operations
• The ageing and health problem in the SA Army.
• 25 formal courses were provided. Some courses
  were cancelled due to financial constraints.
• Engineer Capability
• Increased demands regarding deployment and
  support to operations were met.
• 43 planned courses for 870 learners was exceeded
  with 62 courses presented for 1 458 learners.
• It provided two Composite Engineer Squadrons for
  the African Mission in Burundi as well as for the
  UN Mission in the DRC. Approx 30 boreholes were
  sunk to provide water for local people and the UN
  forces.

52
CHAPTER 7ACHIEVEMENTS CHALLENGES

• Operational Intelligence Capability
• presented 27 courses to 615 Regular Force
  learners
• The Distance Education Programme improved and 104
  Reserve Force members pass their courses.
• 1 Tactical Intelligence Regiment conducted a
  successful surveillance training exercise at the
  De Brug training area.
• General Training Capability
• Units from the SA Army Training Formation
  successfully participated in Exercise AIRBORNE
  Africa and in Exercise SEBOKA.
• Brig General Nelwamondo was deployed throughout
  the year to DRC, assigned with to assist the
  Congolese Armed Forces with their Force
  Integration Process as part as the Governments
  peace initiatives on the Continent.

53
CHAPTER 7ACHIEVEMENTS CHALLENGES

• Command and Control Capability
• 43 SA Brigade Headquarters
• Successfully sustained commitments in the DRC in
  Operation MISTRAL (MONUC III).
• It successfully completed the annual SA Army
  Force Preparation exercise, SEBOKA.
• It fulfilled the vision pertaining to the
  Extended Brigade concept (4 x Tactical Group
  Headquarters which came into being in order to
  fulfill its command and control commitments in
  the theatre of operations)
• 46 SA Brigade Headquarters
• It participated in the development of a
  combat-readiness tool in conjunction with the
  Council for Scientific and Industrial Research
  (CSIR) resulting in improved interpretation of
  combat readiness.

54
CHAPTER 7ACHIEVEMENTS CHALLENGES

• Support capability
• Efficient support to SA Army forces deployed in
  Burundi and the DRC.
• Army general support bases provided efficient
  general logistic support to SA Army units in the
  RSA, in spite of challenges at the procurement
  centres.
• The Support Formation is investigating a possible
  reinstatement of the Technical Support capability
  in the SA Army.

55
CHAPTER 7 ENE
Strategic Business Plan FY2004/05 (VOTE 22) R000 Final Appropriation R000 Actual Payment R000
3,325,508 3,190,407 3,190,407
56
CHAPTER EIGHT AIR DEFENCE(CHAPTER 7 OF SBP)
57
Defend and protect South Africa through
maintaining and providing prepared and supported
air combat forces, services and facilities that
meet the requirements of Government
CHAPTER 8 MEASURABLE OBJECTIVE
58
CHAPTER 8ACHIEVEMENTS CHALLENGES

• Strategic Direction
• Air Power Doctrine was approved
• A logistic support philosophy and strategy were
  approved.
• Substantial progress was made regarding the
  implementation of the SA Air Force Strategic
  Transformation Plan Towards Vision 2012.
• An Air-to-Air Missile strategy was promulgated.
• Operational Direction
• Air Combat Capability. The objective of 3 337
  flying hours was achieved.
• Helicopter Capability. The objective of 10 689
  flying hours, 49 to 54 serviceable aircraft daily
  and 31 qualified aircrew daily were achieved.
• Air Traffic Management It managed to provide
  all the required air traffic management services
  and Participated in Exercise GOLDEN EAGLE.
• Challenges UMLINDI long-range radar systems and
  power supply system at Mariepskop.

59
CHAPTER 8ACHIEVEMENTS CHALLENGES

• Command and Control Capability
• Information Technology Communications
  Management . The mobile Communications
  successfully completed 51 deployments (one still
  deployed in Burundi).
• Ground Command and Control Management. Total
  mileage of 324 309 km was traveled, delivering 2
  515 tons of cargo.
• Air Force Command and Control School. The school
  completed 27 courses during the year, training
  214 learners.
• Operational Support and Intelligence Capability
• Intelligence Capability. 15 Courses for 184
  learners were planned - 12 courses took place.
  Shortfall due to other commitments.
• Seeker 1 Unmanned Aerial Vehicle. A decision was
  taken to withdraw the Seeker 1 system and to
  retain capability with a manned platform.
• Joint Air Reconnaissance Intelligence Centre
  (JARIC) provided image support to clients as
  required.
• Protection Services. Specialised protection
  operations were successfully conducted.

60
CHAPTER 8ACHIEVEMENTS CHALLENGES

• Base Support Systems Capability
• Basic Flying Training
• Two pupil-pilot courses completed with 32
  learners receiving wings and 9 SAAF Reserve Force
  pilots.
• Two flying instructor courses were completed and
  seven pilots qualified as flying instructors.
• A total of 9 605 hours were flown by the Astra
  Fleet.
• Navigational and Survival Training Capability.
  Four pupil navigators qualified as navigator
  instructors. Two survival courses were presented.
• Challenges
• Airfield systems. Limited funding for maintenance
  on runways and taxiways all SA Air Force bases.
• Fire-fighting Service. Insufficient resources to
  maintain and repair fire-fighting vehicles,
  equipment and protective gear for fire-fighters.
• Motor Vehicle Systems. Vehicle fleet ageing and
  serviceability status not adequate.
• Facilities and Operational structure. Critical
  maintenance and upgrading for most of the
  operational infrastructure is needed.

61
CHAPTER 8ACHIEVEMENTS CHALLENGES

• Education, Training and Development Capability
• Development Training Capability. 14 Residential
  programmes were presented at SA Air Force College
  for 284 members
• Logistical Non-technical Training Capability.
  115 of the 137 planned courses took place at 68
  Air School and 872 learners attended.
• Fire Training. 15 planned course took place and
  420 learners attended, with a 97 pass rate.
• Hospitality Training. All three planned courses
  for 92 learners took place at Cookery School, Air
  Force Gymnasium. 68 Learners successfully
  completed the courses.
• Technical Support Capability
• Other Outputs Produced (see Table 8.1) e.g air
  tpt of DOD clients such as the President, etc

62
CHAPTER 8 ENE
Strategic Business Plan FY2004/05 (VOTE 22) R000 Final Appropriation R000 Actual Payment R000
2,222,296 2,257,493 2,257,178
Deviation between Final Appropriation and Actual
Expenditure was due to a surplus of R315 000 on
the operating funds of the Strategic Defence
Packages
63
CHAPTER NINE MARITIME DEFENCE (CHAPTER 8 OF
SBP)
64
Defend and protect South Africa through
maintaining and providing prepared and supported
maritime combat forces, services and facilities
that meet the requirements of Government
CHAPTER 9 MEASURABLE OBJECTIVE
65
CHAPTER 9ACHIEVEMENTS CHALLENGES

• Maritime Direction Capability
• Human Resources
• Focus on maintaining an affordable HR component
  of not more than 6 700 personnel. Good progress
  on aligning SA Navy with the requirements of SA
  Qualifications Authority.
• Force Preparation Direction Capability - Most of
  the objectives of this capability were achieved.
• Maritime Combat Capability
• Surface Combat Capability. All Chief of Joint
  Operations requirements for force employment were
  met and combat-readiness objectives were
  substantially achieved.
• Submarine Warfare Capability. There is currently
  no submarine warfare capability. Training is
  still underway for the new type 209 submarines
  to be delivered during FY2005/06.
• Combat Support and Sea-lift Capability. This
  capability has been reduced to a replenishment
  capability, following decommissioning and sale of
  SAS OUTENIQUA. SAS DRAKENSBERG has limited
  sea-lift capability. Despite 1 200 Force
  Employment required, none were used by Joint
  Operations.

66
CHAPTER 9ACHIEVEMENTS CHALLENGES

• Mine Warfare and Diving Support Capability.
• Force employment requirement of 61 hours was
  fulfilled
• The degradation of the sonar capacity of the
  mine-hunters has caused these vessels to become
  diving support vessels.
• Hydrographic Services Capability. SAS PROTEA was
  unable to complete her programme of survey work
  due to a prolonged refit and mechanical problems.
• Operational Diving Capability. 4 526 Force
  employment hours were produced, instead of the 1
  200 hours originally planned.
• Harbour Patrol and Operational Boat Squadron
  Capability. 2 244.5 Force preparation hours and
  687 force employment hours were produced, instead
  of 50 hours planned for the latter. Provided
  support to the SAPS for bottom searches,
  recovery, security patrols and VIP escort duties.

67
CHAPTER 9ACHIEVEMENTS CHALLENGES

• Inshore Patrol Capability
• Limited use of force preparation hours due to
  unsatisfactory combat readiness state. Vessels
  were effective in anti-poaching patrols.
• Force employment hours were over-estimated only
  168.5 (20) hours were used of the planned 850
  hours.
• Maritime Logistic Capability
• Dockyard capability. Dockyard Transfer Agreement
  to transfer dockyard to Armscor was signed.
• Publications Provisions Capability. Photographic
  service and warfare publications control service
  were provided to all SA Navy units.
• Logistic Warehousing Capability. Main focus on
  disposal of excess and obsolete stock.

68
CHAPTER 9ACHIEVEMENTS CHALLENGES

• Challenges
• Lack of codification service.
• Diminishing workforce at the Naval Engineering
  Service.
• Lack of specifications capability.
• Final decision regarding disposal of the
  remaining two DAPHNE Class Submarines still
  pending.
• Lack of Strikecraft spares.
• Inadequate perimeter security, which led to
  break-ins and loss of state equipment.
• Maritime Training Capability (see tables 9.1 to
  9.6)
• General Base Support Capability
• Duplex housing for Junior Ratings was completed..
• Executive objectives achieved. Challenge
  Disposal of unserviceable, redundant and obsolete
  stores is very slow due to shortage of personnel.
• Naval Harbour Master. Supply of an effective
  one-stop harbour service was achieved. Challenge
  Crew shortages, due to arrival of two patrol
  corvettes and sea trials.

69
CHAPTER 9ACHIEVEMENTS CHALLENGES

• Other Outputs in Support to Govt
• IRPS Cluster. Participation in the ISDSCs
  Standing Maritime Committee.
• JCPS Cluster
• Team of 23 members was deployed (Operation
  NEPTUNE) to assist the Marine and Coastal
  Management Service in fighting poaching and
  ongoing operation (Operation INTEXO) to assist in
  anti-poaching patrols on the East and West coasts
  up to Mozambique.
• GA Cluster. Co-operated with the National Dept
  of Transport in developing the maritime agenda.
• Defence Diplomacy. Received study tour groups
  from other military establishments (Germany, the
  United Arab Emirates and the US), staff talks
  with India and Pakistan. Received 11 foreign
  ships on goodwill and working visits. Navy
  personnel also visited abroad, esp as part of the
  Strategic Defence Packages (SDPs).

70
CHAPTER 9 ENE
Strategic Business Plan FY2004/05 (VOTE 22) R000 Final Appropriation R000 Actual Payment R000
1,092,571 1,100,822 1,100,822
71
CHAPTER TEN MILITARY HEALTH SERVICE(CHAPTER 9
OF SBP)
72
Provide prepared and supported military health
capabilities,services and facilities in support
of the defence of South Africa that meet the
requirements of Government
CHAPTER 10 MEASURABLE OBJECTIVE
73
CHAPTER 10ACHIEVEMENTS CHALLENGES

• Strategic Direction
• Main focus improving business processes by
  concentrating on outputs. A Public-Private
  Partnerships between the DOD and private medical
  facilities was to be entered into so as to effect
  financial savings.
• Military Health Support
• Provided combat ready Military Medical task
  groups for Burundi, DRC and in Sudan and 43
  Patients were medically evacuated from Burundi
  and the DRC.
• Three provincial clinics were upgraded in Limpopo
  and Mpumalanga provinces, and 6 100 local people
  were treated. Disaster management training was
  provided to 60 members of Limpopo Province
  Emergency Services.
• Lectures were presented on chemical, biological
  and radiation capability in the SANDF, incl
  personnel from the DRC and Burundi.

74
CHAPTER 10ACHIEVEMENTS CHALLENGES

• Force Preparation
• Training was provided to Reserve Force members
  wrt Basic Ambulance Assistants course (73),
  Battle Support course (80) and operational
  readiness courses.
• Challenges
• Shortage of deployable Operational Emergency Care
  Practitioners.
• Conversion from AMIB to ONUB impacted negatively
  on the structure of the task group provided.
• 7 Medical Battalion Group was only 56 staffed
  which affects combat readiness.
• Logistic support systems and General Support Base
  structures.
• Area Military Health Service
• Provided health facilities within 30km for 90 of
  patients as planned.
• Services were rendered to the Presidency, serving
  SANDF members, their dependents, retired members
  and services in support of other State Depts as
  approved.

75
CHAPTER 10ACHIEVEMENTS CHALLENGES

• Specialist/Tertiary Health Service
• Rendered service to approx 69 000 serving SANDF
  members and their dependents, 17 000 Code 4 and
  Code 7 members, retired SANDF members, Govt VIPs
  and Govt approved patients (eg from the United
  Nations and SADC).
• Services rendered (see Table 10.4)
• Aviation Health services (see Table 10.5)
• Services rendered by Military Psychological
  Institute (see Table 10.6)
• Maritime Health and Base Orientated Services (see
  Table 10.7)
• Veterinary Health Services (see Table 10.8)

76
CHAPTER 10ACHIEVEMENTS CHALLENGES

• Product Support Capability. Military Health Base
  Depot provided services to deployed SANDF members
  in Burundi, DRC, and Sudan.
• Challenge Facilities do not comply with
  Occupational Health and Safety Act. New
  warehousing will be obtained soon.
• Base Support Capability. Achieved
• Military Health Training Capability
• 1 623 Learners were trained on 25 courses from
  basic training to SA Military Health Service
  Senior Management courses.
• Significant progress was made with the
  accreditation of courses with the South African
  Qualifications Authority.
• Courses presented (see Table 10.10)
• Presented five Nursing Courses (see Table 10.11).
• Military Health Combat Training Centre presented
  courses through simulated operations.

77
CHAPTER 10ACHIEVEMENTS CHALLENGES

• Joint Physical Sport and Recreation Centre. A
  partnership was entered into between SAMHS and
  the University of Free Staff Sport Institute in
  order to identify sport talent in that province.
  The Centre was also involved in the fund-raising
  for the Vhembe Orphanage as part of community
  service.
• Challenge Capacity in respect of logistics,
  financial and human resources in order to support
  the Military Skills Development System (MSDS)
  learners.
• Occupational Health and Safety (OHS).
• Occupational health and safety policies are
  implemented.
• Health assessments and occupational hygiene
  survey are conducted to enhance operational
  readiness.
• Challenges
• Lack of dedicated personnel.
• Management of non-compliance with Facilities
  Regulations and Ammunition and Explosives
  Regulations of the OHS Act. This is restricted
  by budgetary constraints.

78
CHAPTER 10ACHIEVEMENTS CHALLENGES

• Outputs to Government. Achieved
• IRPS Cluster
• Briefings to neighbouring countries regarding HIV
  and AIDS awareness projects.
• Participated in SADCs ISDSC Health Workgroup.
• Presented a course to 27 delegates from
  Organisation for the Prohibition of Chemical
  Weapons.
• Continued to provide forces to Central Africa as
  required by Joint Operations.
• GA Cluster
• Mobile theatres were provided to Gauteng Dept of
  Health for utilisation at Kalafong Hospital.
• Services rendered to patients outside the DOD are
  reflected in Table 10.12.

79
CHAPTER 10 ENE
Strategic Business Plan FY2004/05 (VOTE 22) R000 Final Appropriation R000 Actual Payment R000
1,305,560 1,340,906 1,340,906
80
CHAPTER ELEVEN DEFENCE INTELLIGENCE(CHAPTER
10 OF SBP)
81
Defend and protect South Africa by the provision
of timely and accurate military intelligence and
counter-intelligence products and services that
meet the requirements of Government
CHAPTER 11 MEASURABLE OBJECTIVE
82
CHAPTER 11ACHIEVEMENTS CHALLENGES

• The first Defence Intelligence Sub-committee
  Intelligence Course was presented successfully in
  Zimbabwe.
• Defence Intelligence is also involved in
  assisting security management on the continent,
  for example in Uganda, Côte d'Ivoire and the
  Sudan.
• Defence Intelligence personnel continue to play
  an important role in support of Government's
  efforts to facilitate a cease-fire and peace
  agreements in Burundi and the Democratic Republic
  of the Congo.
• Defence Intelligence supported SANDF elements
  before, during and after deployment in the
  Democratic Republic of the Congo and Burundi and
  supported Exercise MEDFLAG, Exercise AIRBORNE
  AFRICA Aerospace Africa Defence Exhibition 2004.
  This support led to valuable operational
  information being obtained.

83
CHAPTER 11ACHIEVEMENTS CHALLENGES

• The collection capability was extended during the
  report
• period, and a number of geospatial products and
  services were delivered or are being upgraded.
• During the last quarter of the period under
  review Defence Intelligence also provided
  training to the Economic Community of West
  African States early warning centre staff.
• Defence Intelligence played a major role in
  drafting the National Security Framework.
• Conduct intelligence exchange conferences with
  specific partners and also provides intelligence
  exchange documents to identified foreign
  intelligence partners.
• Initiated structural changes to improve both its
  early warning and situation room.

84
CHAPTER 5ACHIEVEMENTS CHALLENGES

• Challenges
• Availability of skilled personnel due to external
  deployments and resignations.
• Insufficient collection capability that is
  supported by appropriate technology.
• Inability to re-locate the Defence Intelligence
  HQ building.
• Limited access to training, esp SA Army courses,
  which hampers career development of members.

85
CHAPTER 11 ENE
Strategic Business Plan FY2004/05 (VOTE 22) R000 Final Appropriation R000 Actual Payment R000
145,820 138,162 138,162
86
CHAPTER TWELVE JOINT SUPPORT(CHAPTER 11 OF
SBP)
87
Strategic direction, joint logistics, command and
management information, military policing, joint
training, reskilling and resettlement and human
resources support capabilities, services and
facilities for the defence and protection of
South Africa and support to its people that meet
the prescribed combat readiness, operational and
other requirements of Government.
CHAPTER 12 MEASURABLE OBJECTIVE
88
CHAPTER 12ACHIEVEMENTS CHALLENGES

• Strategic Direction. Joint Support Office
  provided strategies, policies, plans and
  instructions in support to the Chief of the
  SANDF.
• Human Resource Support and Management
• Planned recruitment target of 250 members for the
  Youth Foundation was achieved.
• A total of 814 530 applications for MSDS were
  processed for the January 2005 intakes for the
  SANDF.
• Timely payment of deployed members allowances.
• Out of possible 360 members of the DOD, 209 were
  successfully transferred to the SAPS.
• Project on Non-Statutory force (NSF) Pension did
  not progress well
• Majority of 21 000 NSF members who joined SANDF
  since 1994 are no longer in service of the DOD
  (resignations, discharge or retirement) Focus on
  non-serving members.
• DOD has received so far 13 130 applications, of
  which more than 2 000 were submitted to Govt
  Employee Pension Fund for payment.

89
CHAPTER 12ACHIEVEMENTS CHALLENGES

• Challenges
• Restructuring of Human Resources Functions.
• Final Force Design and Structure.
• Marketing, Recruiting and Selection Funds. Lack
  of funds and support.
• Personnel Maintenance Functions. Absence of
  delegations and various DOD policy prescripts.
• New SANDF Leave Dispensation. The implementation
  of a new leave dispensation for SANDF members,
  without a computerised leave system to support
  the execution.
• Non-statutory Force Pension Project. Delayed by
  the verification of incorrect addresses as well
  as incorrect and incomplete application forms.

90
CHAPTER 12ACHIEVEMENTS CHALLENGES

• Joint Logistic Services
• Policy developments. Two policies were completed.
• An Ammunition Disposal Risk Management Plan was
  developed.
• Codification contract with LogTek. Process
  underway to capacitate DOD through training.
• Logistical Training. Achieved
• Technical Training. Achieved
• Objective achieved accept Rm 143 was allocated
  for the maintenance of facilities, but this fell
  short of Rm 300 which was required.
• Environmental Management. Achieved

91
CHAPTER 12ACHIEVEMENTS CHALLENGES

• Joint Logistic Services
• Challenges
• Changing the culture of the silo strategic
  management process in the materiel function into
  a single integrated process.
• Lack of progress in the disposal of Category 2
  equipment due to delay in the appointment of
  auctioneers.
• Implementation of a single accounting system.
• The preparation and migration of present asset
  accounting data to the required standards as set
  by National Treasury.
• Transfer of stores administration functions to
  the Services could help reduce number of negative
  audit findings made every year.
• Registration of DOD vehicles on the National
  Transport Information System.
• Guidelines on the clearance from land of
  unexploded ordnance.
• Increased participation of the SANDF in peace
  missions, putting a strain on logistical support
  resources

92
CHAPTER 12ACHIEVEMENTS CHALLENGES

• Command and Management Information Systems
• Policy developments. Achieved
• 6 Signal Regiments activities (Reserve Force
  capability) were hampered by lack of funding.
• School of Signals presented 49 courses to 1 225
  learners.
• Challenges
• Buy-in from Services and Divisions regarding
  Information Warfare capability.
• Necessity to obtain mandate for Network Warfare
  capability.
• Compliance with the Information and Communication
  Systems Security Policy.
• Insufficient capacity and signal equipment.
• Health status and the testing thereof for
  deployment purposes.
• Establishment of Comsec (Pty) Ltd not finalised.

93
CHAPTER 12ACHIEVEMENTS CHALLENGES

• Service Corps
• Project to train 4 350 military veterans has
  taken off.
• Actively participating as an enabler in preparing
  the DOD volunteers to transfer to the SAPS.
• Completion of the Centre for Advanced Training
  accommodation complex.
• Adult Basic Education and Training continued to
  be provided to 68 Public Service Act Personnel.
• Rm 1.5 was allocated to upgrade the Practical
  Business School Mankwe to accommodate the SAPS.
• Challenges
• Client throughput planning forecasts.
• Information systems for the Service Corps
  business.
• Cost of facilities, training disciplines and
  instructors.
• Political imperatives for the migration of the
  Service Corps out of the DOD and promulgation of
  Service Corps Act.
• Accreditation with the SA Qualifications
  Authority and Employment requirements for
  Clients.

94
CHAPTER 12ACHIEVEMENTS CHALLENGES

• Joint Training
• Policy Development
• DOD Instruction on Management of Learner
  Assessment was promulgated.
• DOD Instruction and Joint Defence Publication on
  General Education and Training, Further Education
  and Training, and Higher Education and Training
  were promulgated.
• Two ENSP programmes were successfully presented
  at the SA National Defence College, with 6
  foreign learners attending each.
• SA National War College completed its third
  JSCSP. 96 of the initial 100 learners
  successfully completed the programme.
• A total of 21 simulation exercises were completed.

95
CHAPTER 12ACHIEVEMENTS CHALLENGES

• Military Academy
• There was improvement in representivity among
  academic staff with the appointment of Black
  academics.
• 80 of 170 MSDS learners received their
  Certificates.
• Challenge. Establishment of the African Centre
  for Defence and Security Leadership at the
  Military Academy could not be pursued due to lack
  of funding.

96
CHAPTER 12ACHIEVEMENTS CHALLENGES

• Military Police
• Provided high quality service to peace missions
  as required.
• Crime prevention operations were conducted, and
  in some cases with the SAPS.
• Provided service for searching activities at the
  Air Force Base Waterkloof.
• Other Successes
• Retrieved stolen equipment to the value of R1 008
  746.
• Issued traffic fines to the value of R210 850.
• Arrested 353 military members and 168 DOD
  employees.

97
CHAPTER 12ACHIEVEMENTS CHALLENGES

• Other Outputs produced (see Table 12.19)
• Support to Govt (IRPS and GA cluster)
  activities.
• Challenges
• Initiative to replace Mamba vehicles.
• Implementation of the Electronic Crime
  Administration System.
• Military Police Structure to be re-designed.

98
CHAPTER 12 ENE
Strategic Business Plan FY2004/05 (VOTE 22) R000 Final Appropriation R000 Actual Payment R000
2,303,399 2,400,705 2,400,013
Deviation between Final Appropriation and Actual
Expenditure was due to a surplus of R692 000
99

• QUESTIONS