Fact file: The Minister of Defence’s priorities with FY 2010/11

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The Department of Defence’s Strategic Plan for 2010-2013 notes that the Minister of Defence has determined that execution of the defence mandate should help realise a number of strategic priorities during FY2010/11 and beyond. “Monitoring of performance against these identified strategic objectives will be a litmus test of the extent to which the defence function has been able to do things differently and achieve more with less,” the document says. The Ministerial Priorities for FY 2010/11 are as follows:

The establishment of a functional Department of Military Veterans

The Department should be fully resourced to take responsibility for the overall management and administration of Military Veterans affairs, including but not limited to, developing policy, legislation, programmes, benefits and services that facilitate the transition from active service to civilian life.

Rejuvenation and upgrading of the Landward Programme

This shall be our main focus in the incoming period and additional funds are to be secured. This will take place sequentially and in phases. The first phase will be characterised by the alignment of the Army Vision with the DOD’s MTEF priorities.
Infrastructure

The development of a model to manage facilities in the Department of Defence

The DOD is to compile a master plan to deal with infrastructure. This plan must include priorities, costs and the development of a phased approach.
Department of Defence Works Regiment

The DOD is to create a “works brigade”, to ensure an in-house capacity to attend to all its facilities. The DOD will utilise professional technical resources within Defence to support infrastructure development at local Government level.
Alignment of Defence Secretariat with its constitutional and legislative mandate

A review of the Defence Secretariat to align with the mandate of the defence organisation and support the requirements for the Minister of Defence and Military Veterans.
The establishment of the National Defence Force Service Commission and supporting structures

To improve the level of job satisfaction and morale, a permanent National Defence Force Commission will be established, whose mandate will be to investigate, provide expert advice and make recommendations regarding remuneration and the conditions of service of members of the SANDF and, secondly, to make recommendations to the Minister of Defence and Military Veterans on the establishment of a permanent NDFSC (Military Service Commission).
Transformation of ARMSCOR

In order to increase the DOD’s contribution to South Africa’s Research and Development Index, it is imperative that ARMSCOR human capital base be continually reviewed to ensure the emergence of a rejuvenated, dependable technical human capital base.
Incremental refocusing of Denel to support the identified defence strategic capabilities

Notwithstanding the economic imperatives that drive Denel’s business strategy, a concerted effort will be made to optimally utilise Denel to provide for the strategic competencies of defence.

Promote a culture of good governance prescripts

  • Realisation of a Qualification–Free Audit: Institutionalisation of prudent internal controls will be employed to promote evidence-based performance reporting at all levels. A multi-pronged strategy must be developed and fully implemented that addresses root causes of the Auditor General’s qualifications and will be employed to continually align the DOD with emerging domestic and international auditing standards.
  • Information Technology (IT): To improve systemic compatibility and interoperability, the DOD, in collaboration with the National Treasury, is involved in preparing the rollout of the Integrated Financial Management System (IFMS). It is expected that the utilisation of IT as a strategic resource will greatly facilitate administrative processes, as well as improve the level of accountability.
  • Defence Strategy that responds to the DOD’s Current and Emerging Needs. A strategy must be developed to provide a cogent argument on the levels of defence capabilities required to respond to domestic and global trends, including socio-economic and environmental issues, as well as requirements posed by the foreign and security policy of this Government, to meet the three strategic defence objectives of defending the Republic, promoting regional and continental security, and supporting the people and continually improving defence capabilities.
  • Revitalisation of the Reserves. The Reserves must be transformed and revitalised so that they can fulfil their primary role of providing the majority of the conventional landward capability of the SANDF, whilst at the same time supplementing the peace support missions conducted by the Regulars. The Reserve Strategy must be finalised and fully implemented.
  • Optimal Utilisation the Collateral Value of Defence Capabilities in Responding to the Country’s Socio-Economic Needs. In support of the Government’s drive to achieve more with less, more partnerships will be pursued within other organs of state to assist in the delivery of justifiable socio- economic needs at municipal and local levels.

Provide a lead to the development and implementation of the Community Service Programme (CSP)

In an effort to curb migration to urban areas, escalating levels of service delivery protest actions, high level of unemployment that is prevalent amongst women, youth, military veterans and people in the rural areas, a community services programme will be initiated that will re-skill the citizens, thus providing another opportunity for economic participation though maintenance of existing infrastructure and heritage sites. As such artisan and cultural promotion programmes will be promoted within the rural training and this will form the core of the National Community Service Concept that the Defence Force will be infused in all communities that are intricately connected to Defence institutions.

DOD ALIGNMENT TO MTSF PRIORITIES

The table below indicates how the DOD has aligned certain of its activities in accordance with the MTSF document issued by the Presidency. This is a framework that guides Government’s programme in the electoral mandate for the period 2009 – 2014.

Table: DOD Alignment to MTSF Priorities

Strategic Priority as Reflected in the MTSF

Elements of Strategy

DOD Alignment to MTSF Priorities

Strategic Priority 1:

Speeding up growth and transforming the economy to create decent work and sustainable livelihoods

Creation of decent employment, economic growth, broad-based industrialisation.

Ensure that procurement processes promote broad-based economic empowerment.

Development of the White Paper on Defence Industry.

Strategic Priority 2:

Massive Programme to build economic and social infrastructure

 

Development of robust, reliable, affordable and secure ICT infrastructure

 

Establish an integrated management framework that will ensure synchronisation of DOD and DPW strategic objectives of facility infrastructure development and management that is compliant with regulatory requirements and meets strategic and operational requirements of both departments (eg EPWP).

Promote partnerships with other organs of state at local and municipal level to accelerate the delivery of socioeconomic needs.

 

Establishment of DOD Works’ Capability to address DPW capacity challenges and simultaneously empowering youth and underutilized DOD personnel.

Strategic Priority 3:

Comprehensive rural land development strategy linked to land and agrarian reform and food security

Aggressive implementation of land reform policies

Facilitation of the Draft DPW Disposal Policy into a policy implementation document.

Finalisation of pending land claims (land restitution).

Develop partnership with local Government and broad based community organization in optimal utilization of underutilized military land and facilities. Engage relevant departments (NT and DPW) in co-ordinated and focused disposal of excess military land and facilities (Endowment Properties).

Strategic Priority 4:

Strengthen the skills and human resource base

 

Broaden access to post-secondary education and improve higher education,

 

 

 

In partnership with identified academic institutions, deve-lop DOD logistics training institutions into centres of excellence for Supply Chain Management and Life Cycle Management.

Access to post-secondary education funding by means of bursaries.

 

Access to (part and full qualification- based) NQF-linked training opportu-nities.

 

Restructuring of DOD logistics training capability to be streamlined towards force preparation objectives and broad-based skills and human resource development.

Ensure that training and skills development initiatives respond to the requirements of economy, rural develop-ment and social integration.

Enhanced MSDS system that widens the graduates’ talent and skills base in cultural activities and sport.

Strategic Priority 5:

Improve the health profile of all South Africans

 

Increase institutional capa-cities to deliver health-system functions

 

Hospital revitalisation programme

Filling critical posts and improving remuneration of health and medical care personnel.

Strengthening treatment of TB.

DOD awareness programmes.

 

Comprehensive plan for HIV/AIDS

DOD awareness programmes.

Strategic Priority 6:

Intensify the fight against crime and corruption

 

Develop the strategy and Plan to inform DOD’s role in borderline safeguarding

Implementation of the Cabinet decision regarding employment of SANDF for a full spectrum of border safeguarding services inside South Africa and in international waters

Combat the scourge of corruption in the public and private sectors by strengthening legal and policy frameworks.

 

Full implementation of anti-criminality strategy and plan.

 

Promote financial disclosures at all levels.

 

Strengthen the GRC processes to address the ethical and fiduciary requirements that guide the securing of service providers.

 

Strengthen the DOD risk management framework.

Strategic Priority 7:

Build cohesive, caring and sustainable communities

 

Implement comprehensive social assistance and social.

Establish a fully functional Department for Military Veterans.

Promote shared value system.

Intensify civic education programmes to include all members and employees.

Strategic Priority 8:

Pursuing African advance-ment and enhanced international co-operation

Continued prioritisation of African Agenda

 

Promote nationally identified outputs that relate to advancement of regional and global peace, security and sustainability.

 

 

Ensure that regional, continental and international peace security structures are capacitated and strengthened by appropriate deployments.

 

 

Ensure that adequate legal instruments and frameworks exist to support the requisite deployments in Peace Missions and General Military Assistance Missions.

 

Improving political and economic integration of the SADC

Improve governance within SADC in terms of Defence Specific Security Sector Reform programmes.

Strengthen South-South Relations

 

Implementation and monitoring of IBSA Agreements and Action Plans –relevant to the DOD.

 

Ensure alignment of agreements with NEPAD, revitalise NAASP, as well as support AU and UN efforts to guarantee lasting solutions to conflict resolution.

Strategic Priority 9:

Sustainable resources management and use

 

Promote a culture of sustainable resource man-agement.

Assist in protecting marine resources in co-operation with the police.

Promote responsible management of land resources through collaborations to promote land use recycling.

Contribute to a system for environmental Impact Man-agement Strategy.

Ensure compliance with National Environmental Management Act (NEMA) and the applicable protocols regarding sustainable resource management.

Effectively utilise the allocated radio frequency spectrum.

Promote prudent utilisation of defence allocated bandwidth.

 

Implementation of national Framework for sustainable Development.

Develop a sustainable Supply Chain Management and Life Cycle Management framework that meet Force employment requirements and is compliant to NT resource management guidelines and require-ments.

Compliance with relevant protocols to ensure sustainable environmental management.

Ensure that the Logistics Intervention and Restructuring Programme objectives are accomplished and embraced within the DOD at all levels.

Strategic Priority 10:

Building a developmental state, including improvement of public service and strengthening of democratic institutions

 

Improving the capacity and efficacy of the State.

 

The review of the Defence Secretariat to align it with the mandate for defence organisation and support requirements for the Minister of Defence and Military Veterans.

 

Continually Project the patriotism and high levels of discipline that pervades that characterise the Defence Force.

 

 

Deepen the understanding of the code of conduct that is a defines the outlook of the members and employees of Defence

Improve the delivery and quality of public services.

 

Entrenching a culture and practice of an efficient, transparent, honest and compassionate Public Service.