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BRIEFING TO THE JOINT STANDING COMMITTEE ON DEFENCE ON THE PROGRESS ON THE RECOMMENDATIONS OF THE FINAL REPORT OF THE INDFSC

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Title: BRIEFING TO THE JOINT STANDING COMMITTEE ON DEFENCE ON THE PROGRESS ON THE RECOMMENDATIONS OF THE FINAL REPORT OF THE INDFSC


1
BRIEFINGTO THEJOINT STANDING COMMITTEE ON
DEFENCE ON THE PROGRESS ON THE RECOMMENDATIONS
OF THE FINAL REPORT OF THE INDFSC
R ADM (JG) A.G.Green
26 MAY 2011
2
SCOPE
  • INTRODUCTION
  • FEEDBACK
  • CONCLUSION
  • DISCUSSION

3
SANDF MANDATE
INTRODUCTION (1)
The mandate of the South African National Defence
Force is derived form the Constitution of the
Republic of South Africa The primary objective
of the Defence is to defend and protect the
Republic, its territorial integrity and its
people in accordance with the Constitution and
the principles of international law regulating
the use of force
4
INTRODUCTION (2)
The Interim National Defence Force Service
Commission made a number of recommendations in
the Final Report submitted to the Honourable
Minister of Defence and Military Veterans. These
recommendations relate primarily to matters that
came to their attention during their discussions
on the Service conditions of the members of the
SANDF These recommendations will be discussed in
terms of progress that is being made in each
case. The initial progress, made in terms of
these recommendations, was communicated to the
members of the INDFSC at a Ministerial work
session in February 2011 This is a reflection of
the document CSANDF/R/505/15 dated 12 April 2011
5
FEEDBACK (1)
RELATIONSHIP BETWEEN THE MILITARY COMMAND AND THE
DEFENCE SECRETARIAT
The SANDF Strategic Plan has been presented
independent of the Secretariat Plan as a first
step to ensure that boundary management between
Military Command and Defence Secretariat is
achieved in terms of the Defence Act. There is
much being done to make progress in terms of the
delineation of the roles and functions of the
SANDF and the Defence Secretariat.

6
FEEDBACK (2)
RELATIONSHIP BETWEEN THE MILITARY COMMAND AND THE
DEFENCE SECRETARIAT (Cont)
This matter has been discussed at the Council on
Defence where the Honourable Minister considered
proposals for the way ahead. Further guidelines
have been given for the next phase of development.

7
FEEDBACK (3)
DISEMPOWERMENT OF OFFICERS COMMANDING
Officers Commanding have been issued with the
necessary delegations to improve effectiveness
efficiency within their areas of responsibility.
Their management and command directives direct
that they maintain effective discipline and
promote morale within their units/ships and that
areas of concern are immediately raised directly
with their Commanders. Communication is a
fundamental part of Command responsibility and it
is required that Officers Commanding interact
with their men and women regularly.

8
FEEDBACK (4)
DISEMPOWERMENT OF OFFICERS COMMANDING (Cont)
Commanders ensure that sub-ordinate Commanders
understand their delegations. Sub-ordinate
commanders are supported by their commanders in
the execution of their delegations. A legal audit
committee was appointed to access the
effectiveness of the Military Justice System.
Their recommendations have been incorporated
into the Military Discipline Bill that will be
submitted to Parliament in August 2011.

9
FEEDBACK (5)
DEFENCE BUDGET ALLOCATION AND COMPOSITION
The MODMV indicated that the DOD budget is
inadequate in her Budget Vote speech 13 April
2011. It was indicated that the Defence vote
should be increased and this notion was supported
by all Parliamentary Committees. Further support
of this effort to increase the budget is
required A task team, headed by the Deputy
Minister, has concluded its task on making
recommendations to the Council on Defence (COD)
to improve the effective and efficient use of the
budget. This report included recommendations of
another task team that dealt with improving
revenue collection in the DOD.

10
FEEDBACK (6)
DEFENCE BUDGET ALLOCATION AND COMPOSITION (Cont)
A third task team has been appointed to make
recommendations to the Council on Defence as to
the allocation and composition of the budget.
The redistribution of the budget will address the
short, medium and long term requirements of the
department taking full cognisance of the
departments priorities and capabilities, the
force design and structure as well as the
capability and capacity of the local and
international defence industry. This multi
focused approach has been taken to address this
matter with the appropriate level of effort to
indicate the dire need to increase the Defence
budget.

11
FEEDBACK (7)
NEED FOR A NEW DEFENCE REVIEW
A task team was appointed to undertake an
extensive Defence Review to pay close attention
to the mandate, capabilities and funding of the
DOD. The task team has submitted a draft
strategy to the Honourable Minister. This will
lead to a comprehensive public participation
process, including Parliament.

12
FEEDBACK (8)
THE STATE OF DEFENCE INFRASTRUCTURE
  • Inter-departmental engagement between the DOD and
    National Department of Public Works (NDPW), at
    Ministerial level has taken place. An
    implementation framework was agreed upon to
    address challenges faced by the departments. The
    Deputy Ministers gave instructions on immediate
    areas for implementation, and guidelines on other
    areas that required further engagements by the
    relevant senior facilities officials present at
    the meeting. Subsequent to these interactions,
    negotiations at Director Generals level took
    place in line with the spirit and decisions of
    the two Deputy Ministers. This effort for the
    DOD to move away from total reliance on the NDPW
    for maintenance of facilities is work in progress
    and is being pushed at the highest level.

13
FEEDBACK (9)
THE STATE OF DEFENCE INFRASTRUCTURE (Cont)
Transfer of ownership, custody and repair of
Defence property functions. The engagements
between the Director Generals (DGs) of the
departments focused on the development of the
Service Level Agreement (SLA) between the
departments as required by Government Immoveable
Asset Management Act (GIAMA) to address the
management of custodianship responsibilities.
This process is at a final stage of completion
for approval by the DGs. The changes at DG and
Ministerial level of the NDPW impacted on the
progress and completion of the SLA. This process
should be finalised by end of this financial year.

14
FEEDBACK (10)
THE STATE OF DEFENCE INFRASTRUCTURE Cont)
Establishment and funding of Defence Works
Formation. The DOD has advanced in the
establishment of Works Formation. The macro
structure has been approved. This enables the
Works Formation to function as an approved and
funded capability. It must however be stated
that the Works Formation is already operating and
executing certain renovation projects of
facilities occupied by the DOD, and is embarking
on close co-operation with NDPW on execution of
Planned Maintenance projects. It is continuing
with building its capacity in the technical
training environment to fully undertake facility
maintenance functions. It is planned that the
Works Formation will be fully operational by the
end of this financial year.

15
FEEDBACK (11)
THE STATE OF DEFENCE INFRASTRUCTURE (Cont)
Progress at Specific Units. Wrt concerns raised
by the INDFSC on facilities at Doornkop Military
Base - contractors are already on site. Wrt Lenz
Military Base (21 SAI Bn), NDPW has deployed
dolomite technicians to assess impact of
dolomite. The DOD is awaiting a dolomite survey
report from NDPW. From this report a decision
will be taken on maintenance and repair of this
base. The Works Regiment has already identified
phase 2 Planned Maintenance projects at Lenz
Military Base, should the report be positive.

16
FEEDBACK (12)
THE STATE OF DEFENCE INFRASTRUCTURE (Cont)
Overall Plan. A maintenance plan, which is part
of the DOD User Asset Management Plan (UAMP) is
in place. Priority is given to residential
facilities of soldiers to afford them habitable
living quarters. Some examples are housing
repairs at Infantry School (125 houses), ASB
Potchefstroom (bungalows, at School of
Intelligence, Naval Officers Mess in Simons
Town and 2 Military Hospital in Wynberg.

17
FEEDBACK (13)
PROFESSIONAL HEALTH SUPPORT
Recruiting and Retaining of Healthcare
Practitioners. The Recruiting and Retaining of
Healthcare Practitioners is the priority to
sustain the services rendered in the SAMHS. The
solution to this problem was presented to the
INDFSC and Chief Human Resources. Efforts to
improve the situation are ongoing. The budgetary
requirement to support this effort is being
considered by the task team mentioned at slide
10.

18
FEEDBACK (14)
TRANSPORT
The SANDF has attached a high priority in
ensuring that transport is being provided where
required. This required the re-prioritisation of
the allocations to rejuvenate transport fleets.
Efforts have been made to pool vehicles to serve
members in specific areas. In a number of areas,
including out lying areas, it has been reported
that transport used in conveying personnel from
places of residence to their places of work are
roadworthy, serviceable and in a good state of
repair.

19
FEEDBACK (15)
TRANSPORT (Cont)
The SANDF also provides subsidised transport to
certain rank levels which can be used to improve
the situation. Negotiations with the public and
private sector with regard to the use of their
services by the SANDF at reduced rates is an
effort to improve the situation.

20
FEEDBACK (16)
CAREER MANAGEMENT
Plans are being developed to ensure that career
planning is visible to individual members. This
improvement in transparency regarding career
progression prospects should contribute to
improved morale and to curb premature exits of
personnel. The SANDF Career Management Policy
and the Promotion Policy is being reviewed as the
first priority. This should be finalised by
November 2011.

21
FEEDBACK (17)
THE MILITARY SKILLS DEVELOPMENT SYSTEM
The MSDS policy is being reviewed to ensure that
a better system is established. This should be
completed by September 2011.

22
FEEDBACK (18)
TRANSFORMATION
A clearly formulated plan is being reviewed to
ensure aspects raised by the Commission are
addressed. Chief Director Transformation is
charged with the responsibility of ensuring that
issues of Transformation are handled at a
strategic level within the SANDF. This implies
that the SANDF, on a continuous basis, monitors
the transformation progress within the ranks and
makes intervention plans through staffing and
recruitment targets. Top leadership has
visibility of progress and challenges with
regards to transformation issues. Transformation
is an ongoing process.

23
FEEDBACK (19)
GRIEVANCE MECHANISM
The grievance management system within the DOD is
in process of being streamlined and implemented
within the Services and Divisions. Grievances
are being captured electronically and progress in
resolving the enquiry will be visible to higher
HQ. There are nodal points within Services and
Divisions where all grievances are received,
registered and forwarded to the relevant
environments for investigation and feedback.
This is monitored on a weekly basis. The
majority of grievances are related to welfare
matters, service benefits and service conditions.

24
FEEDBACK (20)
GRIEVANCE MECHANISM (Cont)
The operationalisation of the grievance Mechanism
was achieved through Project TSHWARAGANANG.

25
FEEDBACK (21)
COMMAND, CONTROL AND COMMUNICATION IN THE SANDF
An Internal Communication Plan and Guidelines,
was issued for implementation by Commanders at
all levels. In many instances it has been
confirmed that the implementation has taken
place. In certain instances restructuring has
been recommended in order to create the required
capacity to ensure the sustainment of good
communication processes. Commanders carry out
unit visits as their command function to enhance
good communication. A survey has been initiated
that will indicate the level of satisfaction of
members with the communication of the SANDF

26
FEEDBACK (22)
PROMOTION AND UTILISATION
The recommendation that the SANDF review its
whole system of promotion and utilisation in
order to develop radical, effective measures to
achieve a fair, transparent and efficient method
of using the services of all its members
optimally, and of ensuring that those who leave
the service are properly trained and counselled
in order to get rewarding jobs in the outside
society, is work in progress. This is an
expansive task that requires much deliberation
throughout the SANDF.

27
FEEDBACK (23)
REMUNERATION AND CONDITIONS OF SERVICE FOR THE
SANDF
The comments of the INDFSC are noted as they
relate to the tasks of the Defence Force Service
Commission. To advance this effort, the DOD is
developing a remuneration dispensation which
recognises military uniqueness for the SANDF,
salary levels 1 to 16. This dispensation will be
implemented in phases starting 1 July 2011.
Public Service Occupation Specific Dispensations
(OSD) have been implemented for nurses, social
workers, medical practitioners and legal
practitioners. A specific OSD for Military
Health Practitioners is being developed. A
special allowance for technicians was implemented
on 15 March 2011.

28
FEEDBACK (24)
REMUNERATION AND CONDITIONS OF SERVICE FOR THE
SANDF (Cont)
The DOD will implement OSD for allied health
workers in May 2011. The revision of
remuneration and service benefits for level 13
and above will be implemented from January 2012.
Pilots, Navigators, Air Traffic Controllers, Fire
and Rescue workers will receive their OSD from
April 2012. Combat Officers, Submariners,
Divers, Surface Vessel Operators, Hydrographic
surveyors, Intelligence operators and Special
Force operators will receive their OSD from July
2012.

29
FEEDBACK (25)
ESTABLISHMENT OF A DEFENCE FORCE SERVICE
COMMISSION
The Defence Amendment Act was implemented 1 April
2011, which provides for the establishment of the
Defence Force Service Commission.

30
FEEDBACK (26)
RECOMMENDATIONS EMANATING FROM INTERNATIONAL
BENCHMARKING
The comments of the INDFSC are noted as they
relate to the tasks of the Defence Force Service
Commission. The signing of the Defence
Memorandum of Understanding is being dealt with
by the Defence Secretariat.

31
FEEDBACK (27)
RANK AUDIT OF THE DEMILITARISED FINANCE
FUNCTIONARIES
  • The audit has been done. All employees have
    been placed on their corrected ranks and been
    appointed in the areas of the DOD according to
    these ranks.
  • In the case of the demilitarized finance
    officials, The Honourable Minister approved that
    their original pension benefits be re-instated.
    The following will apply
  • An additional liability be created for the 1 in 4
    years
  • benefit cost since demilitarization.

32
FEEDBACK (28)
RANK AUDIT OF THE DEMILITARISED FINANCE
FUNCTIONARIES (Cont)
A recalculation of all pension benefits for
demilitarised finance officials already
exited. An actuarial valuation of the value of
lost pension years and related contributions by
the officials is undertaken with an intention to
correct their pension. The above will require an
amendment of the Pension rules.

33
FEEDBACK (29)
RANK AUDIT OF THE DEMILITARISED FINANCE
FUNCTIONARIES (Cont)
The officials who were placed on personal
notches are being addressed through an exercise
to consider a special dispensation that will
ensure that they are no longer going to be
stagnated. The Group Life Insurance Scheme is
also being addressed through appropriate
amendment to the rules and regulations.

34
FEEDBACK (30)
THE TOTAL WELLNESS OF THE DEPARTMENT OF DEFENCE
An overarching Wellbeing Policy was written and
is in the approval process. This policy captures
the utilisation of the Military Community
Development Committees and the specialist support
groupings provided by the Chaplaincy, social
workers and psychologists of the SAMHS, under the
leadership of the base OCs. Once approved and
implemented, this policy will go a long way in
the augmentation of total wellness of members and
their families.

35
CONCLUSION
There is much work to be done to rise to all of
the recommendations. This will be undertaken
with the zeal and diligence that exists in the
DOD ethic.
36
DISCUSSION
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