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RESPONSE TO THE PCD ON DEFENCE AND MILITARY VETERANS: FEEDBACK WRT THE DOD STRATEGIC PLAN (MTEF FY 2010/11 TO FY 2012/13): PRESENTATION OF 03 MARCH 2010. AIM.

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  1. RESPONSE TO THE PCD ON DEFENCE AND MILITARY VETERANS: FEEDBACK WRT THE DOD STRATEGIC PLAN (MTEF FY 2010/11 TO FY 2012/13): PRESENTATION OF 03 MARCH 2010

  2. AIM To provide responses to the questions asked by the PCD&MV, on the DOD Strategic Plan 2010 (MTEF FY 2010/11 to FY 2012/13) presentation made on 03 March 2010. HOW • The questions have been clustered in terms of the following areas: • Coverage of the content of the Strategic Plan. • Human Capital Management. • Finance. • Entities reporting to the Executive Authority. 2

  3. THE DOD STRATEGIC PLAN 2010 DOES NOT PROVIDE A COHERENT PLAN TO REACH THE OBJECTIVES OF THE DEPARTMENT. THE OBJECTIVES ARE NOT CLEAR. THE GOVERNMENT PRIORITIES, MINISTER OF DEFENCE PRIORITIES AND DEPARTMENT PRIORITIES ARE NOT INTEGRATED AND ALIGNED. QUESTION/COMMENT 3

  4. RESPONSE • The DOD derives its unique mandate from Section 200(2) of the Constitution as well as Section 227 of the Interim Constitution. The mandate is given substance by the Defence Act (2002), the White Paper on Defence (1996), the Defence Review (1998) and delegated legislation. • The mandate for 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”. The mandate translates to three Defence Objectives (P9) that relate to the goals the Department is aiming at, which are given substance to by the Military strategy and the ensuing seamless objectives that help realise the core objectives (P15). All this is guided by the Executive Officers priorities which give substance to Govt intent as portrayed through five priorities of government.

  5. The strategic plan:- Cover three years and be consistent with published medium term estimates Chapter 3 read together with Appendix A (P34- 36). Include specific Constitutional and other mandates, functional and policy mandates. (P9). Include policy and legislative changes likely to impact on spending (P29) Include measurable objectives, expected outcomes per programme ( Chapter 3) Detail on proposed acquisitions P92-93 Multi year projection and projected receipts on sale of assets (P30) Service Delivery Improvement Programme ( 94-98) Information Technology Appendix B P86 –89 Comply with rqts of Chapter1 , Part III B- Resource Plans including HR Plan (Appendix B) Treasury Regulation 5 developed i.t.o the PFMA ,1999 as amendedEvidence of alignment of strat plan content with applicable prescript

  6. BORDER SAFEGUARDING. THERE ARE NO PERFORMANCE MEASURES THAT ACTUALLY MEASURE BORDER SAFE GUARDING. EXAMPLE PROVIDED, THE NUMBER OF SHIPS INTERDICTED. QUESTION/COMMENT 6

  7. -Border safeguarding is currently measured under Operation CORONA. There are mechanisms in place to ensure 100% compliance with approved border safeguarding tasks.-Details on Op CORONA are subject of operational plans.-Refer to page 66 of the Strategic Plan 2010. RESPONSE 7

  8. MTSF PRIORITY 4. SKILLS AND HR BASE. THE DOD TO ELABORATE ON THIS PRIORITY AND HOW IT WILL BE ACHIEVED? QUESTION/COMMENT 8

  9. The elements of the strategy indicate (1) Broaden access to post-secondary education and improve higher education, (2) Developing logistics training institutions into centres of excellence for supply chain management and life cycle management, and (3) Ensuring that training and skills development initiatives respond to the requirements of economy, rural development and social integration.-Accredited Programme delivered through partnerships with Public Higher Education e.g. Millitary Academy that offeres programmes in partnership with Stellenbosch.-Programme and/ institutional accreditation across services and divisions as its evident at Special Forces School, SAAF College, National War College, SAMHS Nursing College, Defence Intelligence College, to mention but a few. RESPONSE ( Page 26) 9

  10. MTSF PRIORITIES. DO THESE TAKE INTO CONSIDERATION THE UNIQUENESS OF THE DEFENCE FORCE MANDATE? QUESTION/COMMENT 10

  11. -The DOD derives its unique mandate from Section 200(2) of the Constitution as well as Section 227 of the Interim Constitution. The mandate is given substance by the Defence Act (2002), the White Paper on Defence (1996), the Defence Review (1998) and delegated legislation. Hence, “The primary object of the defence force 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”.-The execution of the defence mandate creates an environment conducive for the realisation of all other government objectives. RESPONSE 11

  12. -The DOD utilises its secondary and collateral responsibility to aid the MTSF priorities. -The DOD is a member of the Justice, Crime Prevention and Security (JCPS) Cluster and the International Cooperation, Trade and Security (ICTS) Cluster. It is within these clusters that (the) DOD contributes to the Strategic intent of Government and ensures that its readiness and resources are aligned with the ordered commitments of Government. RESPONSE 12

  13. MTSF PRIORITY 9. SUSTAINABLE RESOURCES MANAGEMENT AND USE. THE DOD TO ELABORATE ON THIS PRIORITY AND HOW IT IS BEING ACHIEVED/ ALIGNED IN THE DOD, SPECIFICALLY WRT SUSTAINABLE ENVIRONMENT MANAGEMENT.ResponseRefer to page 28 of the Strategic Plan 2010. (Protection of marine resources and proper land use) QUESTION/COMMENT 13

  14. MTSF PRIORITY 3. COMPREHENSIVE RURAL LAND DEVELOPMENT AND AGRARIAN REFORM AND FOOD SECURITY. THE DOD TO ELABORATE ON THIS PRIORITY AND HOW IT IS BEING ACHIEVED/ALIGNED IN THEDOD?Response(Page25)The contribution that the DOD provides towards this Govt objective entails: -Finalisation of pending land claims (Madimbo Corridor, parts of Wallmansthal and Hell’s Gate. -Dispose of land excess to DOD requirements. QUESTION/COMMENT 14

  15. WHAT IS CURRENT STATUS OF THE WORKS REGIMENT? QUESTION/COMMENT 15

  16. The organisational study process for the Works Capability is in place and an Integrated Facility Management Strategy has been approved. The macro structures are now being aligned with the Logistic Intervention and Repositioning Programme. This may impact on the implementation schedule. Draft budgetary requirements have been completed for implementation in April 2010. The skills development programme that will create capacity to address facility maintenance and repair challenges has achieved the following:* 450 learners in the skills development programme.* 21 construction supervisors qualified in February 2010.* 90 artisans are to undergo trade test in July 2010.* Four repair and maintenance projects have been completed RESPONSE 16

  17. QUESTION/COMMENT SERIAL 13: WHAT IS THE DOD’S CONTRIBUTION TO FIFA WORLD?ResponseThe Department is contributing towards FIFA World Cup through Operation KGWELE which involves the provision of security assistance iro land, air and sea. Provision of health services is also part of the DOD’s contribution to the World Cup. QUESTION/COMMENT 17

  18. THE ALIGNMENT OF THE DEFENCE SECRETARIAT WITH ITS MANDATE WHICH IS A MINISTER OF DEFENCE PRIORITY IS NOT CLEAR. THE DOD TO ELABORATE ON THE IMPLICATIONSResponse The Minister has identified this as a priority which will be attended to during the course of the financial year. QUESTION/COMMENT 18

  19. WRT SA ARMY AMMUNITION, IS THE MILITARY PREPARED FOR POSSIBILITIES OF WAR?Response-The SANDF is in a position to respond to government’s directives on any possible situation falling within its area of responsibility.-The readiness of the SANDF will be dealt with during the presentation on the State of Readiness. QUESTION/COMMENT 19

  20. WRT AIR DEFENCE PROGRAMME, HOW MANY FLYING HOURS HAVE BUDGETED FOR?ResponseHelicopter Capability - 12 900 flying hours.- Transport and Maritime Surveillance Capability -11 394 flying hours.- Air Combat Capability - 550 flying hours. - Total hours 24 844, excluding basic flying training hours (5 825 hours) and training hours on Hawk fighter trainer (2 000 hours). QUESTION/COMMENT 20

  21. DEFENCE INTELLIGENCE STRATEGIC COLLECTION QUESTION/COMMENT 21

  22. -Defence Intelligence is involved in a number of highly classified projects to enhance the strategic intelligence collection capability of the SANDF and the RSA as a whole. Reference to the development of this capability has been made in the Defence Budget since 2006. -Regarding these projects, Defence Intelligence reports directly to the Joint Standing Committee on Intelligence and these projects fully audited by the Office of the Auditor-General. DOD Strategic Plan MTEF FY2010/2011 to FY2013/14, chapter 3 Programme 7 page 81 refers (Quote ”the details of the output of Defence Intelligence is classified and not available to the public”) RESPONSE 22

  23. WRT THE NUMBER OF DEPLOYED SOLDIERS OUTSIDE THE BORDERS OF THE RSA, WHAT WILL THE IMPACT BE ON THE DOD? QUESTION/COMMENT 23

  24. -Refer to page 36 wrt “Average number of personnel deployed daily in external operation”.-The SANDF deployment obviously has financial implications for the DOD. To that end, the DOD has consistently called for the positive adjustment of its budget in order to attend to deployments with ease. -Deployments do not diminish the effectiveness of the SANDF-Valuable experience wrt command and control on the field is obtained from deployments. RESPONSE 24

  25. WHY IS THE CLEAN AUDIT PROGRAMME NOT REFLECTED AS AN OBJECTIVE?ResponseClean Audit will not be classified as an objective as it is part of “Promote a culture of Good Governance” as reflected in the Minister’s priorities, page 24 of the Strategic Plan 2010.Operation Clean audit is but one intervention that characterise the multi-pronged strategy aimed at realising a qualification- free audit QUESTION/COMMENT 25

  26. DOES THE DOD HAVE A COMPREHENSSIVE HIV/AIDS POLICY?Response Yes, DOD Policy on HIV and Aids Management which is being updated ito health classification and deployability of SANDF members affected by HIV and Aids. QUESTION/COMMENT 26

  27. THE STRATEGIC PLAN STRIPS THE DOD’S OPERATING BUDGET FROM ITS MAIN OBJECTIVES. AIRCRAFT AND SHIPS ARE SPENDING MORE TIME ON THE GROUND THAN IN THE AIR OR AT SEA. HOW MANY HOURS HAVE BEEN BUDGETED FOR FLYING? QUESTION/COMMENT 27

  28. - Helicopter Capability - 12 900 flying hours.- Transport and Maritime Surveillance Capability -11 394 flying hours.- Air Combat Capability - 550 flying hours. - Total hours 24 844, excluding basic flying training hours (5 825 hours) and training hours on Hawk fighter trainer (2 000 hours). RESPONSE 28

  29. TO INCREASE THE OPERATIONS BUDGET, WHICH SERVICES, PROGRAMMES /ACTIVITIES CAN BE SCALED DOWN/REPRIORITIZED AND WHAT WILL BE THE EFFECTS OF REPRIORITISATION? QUESTION/COMMENT 29

  30. --All DOD programmes are important to achieve the mandate of the department. -Due to underfunding and financial limitations, the DOD had to reprioritise to ensure that the objectives of the DOD are met. The space to reprioritise is very limited. -The effects of reprioritisation may not always have the desired result. It is in light of this that the DOD calls for additional funding. RESPONSE 30

  31. LOSS OF SKILLS. DO WE KNOW WHERE THE ENGINEERS WHO LEAVE THE SANDF GO TO?ResponseVarious industries in the Private Sector. QUESTION/COMMENT 31

  32. RURAL DEVELOPMENT. WHAT KIND OF DEVELOPMENT CAN BE DONE IN RURAL AREAS?ResponseRural development is the mandate of a specific dept. As a collateral to its execution of its own mandate, the DOD contributes to other depts’ programmes e.g. -Upgrading of infrastructure. -Drilling for underground water. QUESTION/COMMENT 32

  33. GIVE A DETAILED BREAKDOWN OF WHAT THE MONEY REQUESTED ON THE POLICY PROPOSALS WAS FOR E.G. R543 870 000, ETC. WHAT ARE THE IMPLICATIONS FOR NOT OBTAINING FUNDS REQUESTED? QUESTION/COMMENT 33

  34. Response Consequences will be : • Inability to bring SANDF remuneration on par with other security services within the JCPS Cluster. • Continued loss of critical human resource capabilities due to loss of experienced personnel with unique and scarce skills. • Impact negatively on landward capabilities, contributes to high cost of continued maintenance, repair as well as the local defence industry. • Limits the SAMHS’s capability to support and maneuver with combat elements. • Impacts negatively on optimal utilization of prime mission equipment. • Limits the rejuvenation of the Reserves. • Benefits of new technology is not available, maintenance of legacy systems become less cost effective and integration between new and old systems becomes difficult and impacts negatively on credibility of amongst other management information required for decision making.

  35. BORDERLINE CONTROL. WHAT ARE THE CAPACITY IMPLICATIONS OF OPERATION CORONA. IS THE DOD READY? DO WE HAVE ADEQUATE RESOURCES? (HR, FUNDING, ETC).ResponseMatter was responded to during the dedicated PCD briefing on Op CORONA. QUESTION/COMMENT 35

  36. HOW IS ARMSCOR CONTRIBUTING TO SKILLS DEVELOPMENT?ResponseAs a Schedule 2 entity as classified in the PFMA, ARMSCOR carries out a number of skills development activities. ARMSCOR is to provide detailed reply to this question. QUESTION/COMMENT 36

  37. EXPLAIN THE ESTABLISHMENT OF NATIONAL DEFENCE FORCE SERVICE COMMISSION.ResponseThe PCD has been briefed on this matter recently. QUESTION/COMMENT 37

  38. EXPLAIN THE PLANNING FOR THE WORKS REGIMENT AND THE AGREEMENT WITH DPW THAT IS REFERRED TO, COULD LEAD TO A CONTRADICTION.A Defence Works capability is being established to address NDPW capacity challenges while simultaneously empowering under-utilised DOD personnel and supporting socio-economic programmes. -The DOD is in discussions with NDPW to establish comprehensive co-operation and liaison in facility management and maintenance procedures, including facility renovation and repair projects. A concept has been drafted for DOD participation in the Expanded Public Works Programme and is currently being refined. QUESTION/COMMENT 38

  39. QUESTION/COMMENT THERE IS NO PLAN TO REACH THE OBJECTIVES EG TRANSFORMATION OF ARMSCOR AND INCREMENTAL REFOCUSING OF DENEL TO SUPPORT THE IDENTIFIED DEFENCE STRATEGIC CAPABILITIES (THERE IS NO DETAIL) Response The transformation of ARMSCOR and the refocusing of DENEL are matters that the Minister is seized with and has identified as a priority. Consultation with relevant parties is underway. Details on this will emerge as the process unfolds. 39

  40. THE ISSUE OF MILITARY VETERANS REQUIRES CLARITY WRT APPROVAL AND TIME FRAMES. HOW WAS THE DEPARTMENT PROCLAIMED BEFORE THE TASK TEAM REPORT?ResponseThe issue will be addressed when the PCD&MV is being briefed on this matter. QUESTION/COMMENT 40

  41. WHAT IS THE STATUS OF THE APPOINTMENT OF THE CHIEF FINANCIAL OFFICER?ResponseProcess at an advanced stage. Minister of Defence to make announcement shortly. QUESTION/COMMENT 41

  42. Conclusion • It is hoped that the Committee has been persuaded beyond doubt that: • - The strategic plan provides a coherent picture regarding how the department aims to deliver on its mandate through its core objectives • - The strategic plan also provides an account of how the strategic plan will enable the Department to service its collateral and secondary functions to help realise the government developmental trajectory • The strategic plan be accepted as a blueprint to guide the internal , external and allocative efficiency of the Department to realise the defence mandate for the MTEF. • Through this Strategic Plan, the organs of state reporting to the Executive Authority will collaboratively and synergistically do things differently to achieve more with less. Nangamso

  43. Siyabulela END

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