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DEPARTMENT OF DEFENCE Strategic Business Plan of the Department of Defence for 2007 (MTEF 2007/08

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Title: DEPARTMENT OF DEFENCE Strategic Business Plan of the Department of Defence for 2007 (MTEF 2007/08


1
DEPARTMENT OF DEFENCE Strategic Business Plan of
the Department of Defence for 2007 (MTEF 2007/08
2009/10)
2
AIM
  • To present the Department of Defences Strategic
    Plan
  • for FY2007 (MTEF 2007/08 - FY2009/10) and
    2007/08 MTEF budget (Vote 20) to the National
    Council of Provinces Select Committee on
    Security and Constitutional Affairs

3
SCOPE
  • Introduction
  • Government priorities
  • Cluster objectives
  • DOD Strategic objectives
  • Strategic Issues
  • DODs Intervention to address strategic issues
  • Lay out of the Plan
  • Overview of the each Chapter
  • Overview of outputs, risks an mitigating factors
    for the Programmes
  • 2007/08 MTEF budget (Vote 20).

4
INTRODUCTION
  • Comprehensive consultation in developing the
    Strategic Plan was made
  • The presentation on Chapters 1 3 highlights the
    strategic thrust of the Strategic Plan
  • Chapters 4 12 give an overview of outputs,
    risks as well as mitigating factors
  • The DOD is intensifying its interventions on
    continous quality promotion and improvement
    through the phased implementation of GEJIMA,
    LEGADIMA, Project Loquacious and Balanced Score
    Card
  • At the centre of the DODs decisive intervention,
    is impact assessment of the organisation in terms
    of the government transformation imperatives,
    which incorporate accelerated service delivery,
    gender mainstreaming and equity

5
GOVERNMENT PRIORITIES
  • Consolidation of African Agenda
  • Halving unemployment and poverty by 2014
  • Human Resource Development of the country
  • Fighting crime and corruption
  • Priorities as emanating from the 2007 Programme
    of Action.
  • Medium Term review for the mandate period of the
    main achievements in the first half as well as
    challenges for the second half of the mandate
    period
  • Identification of major strategic issues to be
    considered during the annual review of the
    Medium Term Strategic Framework(MTSF).

6
CLUSTER OBJECTIVES
  • Accelerated Service Delivery improvement as well
    as widening access to economic participation and
    investments within the defence-related industry
  • The DOD will strengthen its role in respect of
    policy matters pertaining to peace and security
    in the Region and the Continent regarding border
    line patrol.
  • Joint crime combating operations
  • Rural safety
  • Continuation to rejuvenate SANDF

7
CLUSTER OBJECTIVES (Cont)
  • Creating a stable South Africa through Peace
    Mission Deployments in contribution to the peace
    within the continent (African Agenda) through the
    following
  • -Contribution towards the outcomes of
    Governments New Partnership for Africas
    Development (NEPAD), the African Renaissance
    objectives for economic growth and development
    and its pre-condition for peace and security
  • - Ensure alignment between the African Peer
    Review Mechanism (APRM) and Government Plan of
    Action

8
DOD STRATEGIC OBJECTIVES
  • The execution of Defence commitments as ordered
    and funded by Government.
  • The provision of contingency-ready and
    cost-effective defence capabilities as specified
    by approved policy.
  • Sound management of the Department.
  • The administration of the DOD within the
    prescripts of the law, regulatory framework and
    government policy.
  • The assurance of sustainability, continuous
    improvement of output quality and the reduction
    of the cost of DOD processes as well as the
    accounting thereof.
  • The assurance of the continuous quality
    improvement of people in the DOD.
  • The assurance of quality command and management
    information in the DOD.
  • The assurance of continuous quality improvement
    of DOD equipment and facilities.

9
STRATEGIC ISSUES
  • Rightsizing of the DOD
  • Defence Capabilities
  • DOD infrastructure
  • Alignment of General Regulations with Defence
    Act, 2002
  • Review of the White Paper on Defence and Defence
    Update
  • Improvement of Health Status of the SANDF members
  • Defence Related Industry
  • Improved Asset Protection
  • within the DOD
  • DOD shared value system developed to improve the
    morale, effectiveness and efficiency
  • Information Systems
  • Alignment of Core and Support processes with PFMA
    imperatives
  • Reserves
  • ETD Management

10
DODs INTERVENTION TO ADDRESS STRATEGIC ISSUES
  • The SBP seeks to address some of the strategic
    issues and interventions so as to contribute to
    the Government priorities through the following
  • - Intensify engagements with regional
    counterparts in
  • Africa by focussing on the
    security-related objectives of
  • the AU and NEPAD
  • - Ensure that the Defence Update is presented
    to the
  • Parliament and implementation takes place
    during the
  • MTEF period

11
DODs INTERVENTION TO ADDRESS STRATEGIC ISSUES
(Cont)
  • The designing of the SADC Mutual Defence Pact,
    the African Standby Force and the establishment
    of Continental and Regional Early Warning
    Centres are in process
  • The continuation of the participation in peace
    support operations in the DRC, Burundi,
    Ethiopia/Eritrea and the Sudan
  • The deployment of more than 3000 members in
    external peace support missions

12
DODs INTERVENTION TO ADDRESS STRATEGIC
ISSUES (Cont)
  • The implementation of Human Resource Strategy
    2010 and the review thereof as a decisive
    intervention in youth empowerment and scarce
    skills development in line with the objectives of
    ASGISA
  • The delivery of weapons such as the Gripen, four
    frigates, two submarines and Hawk trainers have
    been introduced into the SANDF
  • A new facility for the training of fighter pilots
    has been opened at Makhado Air Force Base
  • Conceptualisation and implementation of the
    Works Regiment

13
LAYOUT OF PLAN
  • Chapter One Strategic Profile and Objectives
  • Chapter Two Defence Strategy
  • Chapter Three Organisational Management
  • Chapter Four Administration (Programme 1)
  • Chapter Five Force Employment (Programme 8)
  • Chapter Six Landward Defence (Programme 2)
  • Chapter Seven Air Defence (Programme 3)
  • Chapter Eight Maritime Defence (Programme 4)
  • Chapter Nine Military Health Service (Programme
    5)
  • Chapter Ten Defence Intelligence (Programme 6)
  • Chapter Eleven Joint Support (Programme 7)
  • Chapter Twelve Special Defence Account
    (Programme 9)

14
CHAPTER ONE Strategic Profile and Objectives
  • The following were confirmed
  • Vision (Effective Defence for a democratic SA)
  • Mission
  • DOD Mandate
  • Departmental values
  • Minister of Defences Guidelines

15
CHAPTER ONE Strategic Profile and Objectives
  • Minister of Defences Objectives
  • Defend and protect the sovereignty and
    territorial integrity of the RSA.
  • Contributing to global security.
  • Ensuring good governance and accountability.
  • Ensuring continuous improvement of Defence
    capabilities.
  • Implement the One-force Concept

16
CHAPTER ONE Strategic Profile and Objectives
  • Minister of Defences Strategic Priorities
  • Destruction of obsolete materièl which endangers
    life
  • Plans on capital renewal for landward defence to
    be in place by FY2007/08
  • The full integration of the Strategic Defence
    Package equipment, including the integration of
    the A400M strategic lift capability into the
    SANDF, must be midway by the MTEF period.
  • Sufficient operational capacity for peace
    missions must be ensured
  • The implementation of HR Strategy 2010, which is
    up for review with effect from 2007, must be
    visibly nearing completion and must encompass the
    mainstreaming of gender

17
CHAPTER ONE Strategic Profile and Objectives
  • Minister of Defences Strategic Priorities
  • The transformation of Armscor and the strategic
    review and positioning of the defence related
    industries must be completed within the MTEF
    period
  • Operational planning and materiel requirements
    must be centralised in and directed by CJ Ops for
    greater efficiency and effectiveness
  • Qualitative improvement in the internal
    functioning of the DOD in respect of interaction
    with the Legislature, Executive and the Judiciary

18
CHAPTER ONE Strategic Profile and Objectives
  • Minister of Defences Strategic Guidelines
  • Enhance and maintain comprehensive defence
    capabilities through the following
  • - Development of the DOD organisational
    capability to
  • carry out its tasks
  • - Advanced training and the integration of
    the SDPs and
  • the forthcoming A400M strategic lift
  • - Ensuring effective civil oversight
  • - The smooth running of the new military
    justice system

19
CHAPTER ONE Strategic Profile and Objectives
  • Minister of Defences Strategic Guidelines
  • Enhance and maintain comprehensive defence
  • Capabilities (Cont)
  • - Effective logistic lines
  • - Moving away from silos towards integrated
    planning and materiel acquisition, and
  • - continuation with rejuvenation

20
CHAPTER ONE Strategic Profile and Objectives
  • Minister of Defences Strategic Guidelines
  • Promotion of peace, security and stability in the
    region and in the continent through
  • - participating and contributing to AU Peace
    and
  • Security structures which must be carefully
  • planned to achieve strategic position
  • - working towards the implementation of a
  • Common African Defence and Security Policy
  • (CADSP)

21
CHAPTER ONE Strategic Profile and Objectives
  • Minister of Defences Strategic Guidelines
  • Promotion of peace, security and stability in the
    region and in the continent through (Cont)
  • - assisting and participating in
    post-conflict
  • reconstruction activities in Angola, DRC,
    Burundi,
  • Sudan and the Ivory Coast, as well as any
    other areas
  • as my be determined by the Government
  • - Participating and contributing to SADC
    defence and
  • security structures

22
CHAPTER ONE Strategic Profile and Objectives
  • Minister of Defences Strategic Guidelines
  • Promotion of peace, security and stability in the
    region
  • and in the continent through (Cont)
  • - The setting up of a maritime cluster within
  • Government involving a number of other
  • Departments such as Intelligence,
    Environment and
  • Fisheries, Transport, DTI to ensure proper
  • coordination

23
CHAPTER ONE Strategic Profile and Objectives
  • Minister of Defences Strategic Guidelines
  • Promotion of peace, security and stability in the
    region
  • and in the continent through (Cont)
  • Alignment with collective security in the region
    and
  • in the continent
  • the preparation and support of military
    capabilities required for promoting security in
    the region and the continent to meet the ongoing
    peace support operations

24
CHAPTER ONE Strategic Profile and Objectives
  • Minister of Defences Strategic Guidelines
  • To support the people of South Africa through
  • - participation and assisting in any national
    event such as
  • the management of disaster, visiting
    dignitaries,
  • security at national events such as the
    FIFA World
  • Cup, etc
  • - supporting of the police whenever the need
    arises
  • - engaging in and assist communities with
    capacity in
  • social development initiatives where
    necessary and
  • appropriate

25
CHAPTER ONE Strategic Profile and Objectives
  • Alignment with Cabinet priorities
  • The DOD Strategic Plan makes provision for
    meeting its own objectives and contributing
    towards the achievement of the priorities of the
    clusters to which it belongs
  • The specific responsibilities of DOD located
    within its clusters include the following
  • - Strategic international agreements
    pertaining to
  • peace and security in the Region and the
    Continent
  • - Boarderline patrol, joint crime combating
    operations
  • rural safety, and Foreign Military
    Assistance, and
  • coordination of security during national
    events

26
CHAPTER ONE Strategic Profile and Objectives
  • Alignment with Cabinet priorities
  • The specific responsibilities of DOD located
    within its
  • clusters include the following
  • Institutionalising of Batho Pele principles and
  • contributing to the skills revolution agenda
  • Integration and location of policy initiatives
    that relate to Defence Industry within the
    broader Government wide National Industrial
    participation Policy and Strategy

27
CHAPTER ONE Strategic Profile and Objectives
  • Alignment with Cabinet priorities
  • Intensification of the Military Skills
    Development Programme, as well as training to
    military personnel exiting military (MEM) in
    contribution towards ASGISA and fighting
    unemployment
  • The identification and development of scarce
    skills in line with JIPSA
  • Providing support the people of South Africa
    through support to national events, and assisting
    SAPS in emergency cases

28
CHAPTER ONE Strategic Profile and Objectives
  • Strategic Focus and Objectives
  • Strategic issues
  • Defence outputs
  • Functions of the Secretary for Defence and the
    Chief of the SANDF(overview provided in the next
    slide)
  • Budget Allocation
  • Risk management plan
  • Affordability and sustainability

29
CHAPTER ONE Strategic Profile and Objectives
  • Functions of the Chief of the SANDF
  • -Principal adviser to the Minister on
    military,operational and administrative matters
  • -Responsible for formulating and issuing military
    policy and doctrine
  • -Responsible for the execution of approved
    programmes of the budget for the Defence
  • -Responsible for the employment of of Defence
    Force as required
  • -Responsible for the development of a non-racial,
    non sexist and non-discriminatory culture within
    the Defence Force
  • -Effective administration,utilisation as well as
    education , training and development of all
    Defence Force members.
  • Functions of the Secretary for Defence
  • -Head and Accounting Officer of the Department of
    Defence
  • -Principal adviser on Defence policy matters
  • -Ensures effective and efficient civil control
    of the DOD
  • -Monitor compliance with policies and directions
    issued by the Minister to the SANDF
  • -Ensure discipline of, administrative control
    over and management of employees,including
    effective utilisation and training

30
CHAPTER TWO Defence Strategy
  • Defence Strategy.
  • Defence strategy is derived from the White
    Paper on Defence 1996 and the Defence Review 1998
    and the Defence Review update 2006
  • Military Strategic Objectives
  • Enhance and maintain comprehensive Defence
    capabilities.
  • Promote peace, security and stability in the
    region and the continent.
  • Supporting the People of South Africa.

31
CHAPTER TWO Defence Strategy (Cont)
  • Support Strategies
  • Reserve Force strategy.
  • Human Resources Strategy 2010 (to be reviewed
    during 2007.
  • Defence Information Management Strategy.
  • Joint Logistics Strategy.
  • Capital Renewal Strategy.

32
CHAPTER THREE Organisational Management
  • Planned macro personnel strength
  • FY2007/08 ? 80 075 (including MSD)
  • FY2008/09 ? 84 375 (including MSD)
  • Force Structure and Design
  • Not affordable at present
  • The authorised posts according to the HR 2010
    and the South African Defence Review 1998 stand
    at 70 000, however the Defence Upupdate,2006
    which is to be presented within the 2007/08
    financial year for cabinet approval,envisages a
    viable force Design of 85,375 ( including MSDS).
  • Note Increase in planned personnel strength due
    to MSDS
  • Exit mechanism is being used to bring
    the numbers down
  • The following is the new DOD structure
    emerged from the
  • restructuring of DOD

33
DOD NEW STRUCTURE
34
CHAPTER FOUR Administration
  • Outputs
  • Defence Policy
  • Strategic direction through
  • - Corporate plans
  • - Resource allocation
  • - Reports and ministerial services

35
CHAPTER FOUR Administration (Cont)
  • Risks
  • IT-based internal control systems for finance,
    human resources and procurement
  • Time Frame for the implementation of the
    integrated FMS
  • Mitigating Factors
  • Minor enhancement to the current IT systems in
    line with the moratorium placed by the National
    Treasury on the replacement of the current system
  • Conduct project Loquacious, Lekgadima and Balance
    Score Card to address the alignment

36
CHAPTER FIVE Force Employment
  • Outputs. Operations, Joint and Multinational
    Exercises
  • Risks
  • Capacity, Budget and Resources to meet any
    increases in commitments.
  • Mitigating Action. Reprioritisation.
    (Previously identified risks have been mitigated
    through provision of additional funding.)
  • Services to be Scaled Down, Suspended or
    Abolished
  • Continued gradual withdrawal from routine
    internal deployments.

37
CHAPTER SIX Landward Defence
  • Outputs. Landward Defence Capabilities that are
    aligned to the core- growth one- force concept
  • Risks
  • Prime Mission Equipment obsolescence and
    serviceability.
  • Combat readiness is affected by health status,
    exponential personnel growth and insufficient
    funding. Thus, deployment of troops for internal
    and external purposes and also joint and
    multinational exercises may be affected
    negatively.
  • Continued deterioration of facilities.
  • Mitigating Actions
  • Reprioritisation of the projects in the SCAMP
    within the Landward Defence Capabilities This
    intervention is applicable to all the Programmes
  • Rejuvenation through MSDS
  • Mobility Exit Mechanism
  • Some additional funding provided
  • Services to be Scaled Down, Suspended or
    Abolished
  • Continued closing down of Area Territorial
    Reserve units.
  • Other capabilities maintained at minimum levels.

38
CHAPTER SEVEN Air Defence
  • Outputs. Air Defence Capabilities.
  • Risks
  • Operating budget insufficient to meet commitments
    and required maintenance.
  • Deterioration of main equipment, weapons systems
    and ground support infrastructure.
  • Retention of suitably qualified and experienced
    personnel.
  • Mitigating Actions. Re-prioritisation and
    implementation of Transformation Plan,
    Medium-term Strategy and HR Short-term Plan.
  • Services to be scaled down, suspended or
    abolished
  • Flying hours.

39
CHAPTER EIGHT Maritime Defence
  • Outputs. Maritime Defence Capabilities.
  • Risks
  • Spares and support contracts for SDP vessels.
  • Deterioration of facilities and equipment due to
    under-funding.
  • Availability and development of personnel for new
    equipment.
  • Mitigating Actions
  • Reprioritisation
  • Introduction of MSDS
  • Services to be scaled down, suspended or
    abolished
  • Certain stores depots and maintenance units will
    be closed down. These functions will be
    incorporated in existing units.

40
CHAPTER NINE Military Health Service
  • Outputs. Military Health Services and
    Capabilities.
  • Risks
  • Deterioration of hospitals, facilities and
    equipment.
  • The high rate of medical inflation.
  • High workload of health professionals.
  • Mitigating Action.
  • Incentives introduced
  • Reprioritisation
  • Services to be scaled down, suspended or
    abolished. None.

41
CHAPTER TEN Defence Intelligence
  • Outputs. Defence Intelligence and
    Counter-Intelligence Capabilities.
  • Risks
  • Inability to collect digital information and
    imagery efficiently
  • Deteriorating conditions of Defence Intelligence
    HQ building.
  • Retention of experienced personnel.
  • Mitigating Action. Re-prioritisation
  • Services to be scaled down, suspended or
    abolished. None.

42
CHAPTER ELEVEN Joint Support
  • Outputs. Joint Support Capabilities (Log, HR,
    ICT, MP, J Trg, Service Corps).
  • Risks
  • Disposal of ammunition.
  • Maintenance and repair of facilities, vehicles
    and equipment.
  • Retention of skills and experience levels.
  • Lack of suitable Enterprise Application System
    for the DOD.
  • Mitigating Action.
  • Re-prioritisation.
  • Additional funding (limited).
  • Services to be scaled down, suspended or
    abolished. Reduction in level of ICT services
    provided.

43
CHAPTER TWELVE Special Defence Account
  • Outputs. Special Defence activities and
    purchases.
  • Risks
  • Inability of industry to realise 100 cash flow.
  • Mitigating Action. Joint initiative with
    Department of Public Enterprises.
  • Review acquisition policy to support local
    defence related industry.
  • Develop defence industry sector strategy.
  • Increase investment into retention and
    maintenance of strategic industrial technology
    base
  • Services to be scaled down, suspended or
    abolished. None.

44
  • QUESTIONS??
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