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PRESENTATION OF THE DOD ANNUAL REPORT FOR THE FY2006/07

PRESENTATION OF THE DOD ANNUAL REPORT FOR THE FY2006/07 TO THE SELECT COMMITTEE ON SECURITY AND CONSTITUTIONAL AFFAIRS 20 NOVEMBER 2007. AIM.

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PRESENTATION OF THE DOD ANNUAL REPORT FOR THE FY2006/07

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  1. PRESENTATION OF THE DOD ANNUAL REPORT FOR THE FY2006/07 TO THE SELECT COMMITTEE ON SECURITY AND CONSTITUTIONAL AFFAIRS 20 NOVEMBER 2007 CONFIDENTIAL

  2. AIM • To present to the Portfolio Committee on Defence( PCD), the non-financial and audited financial performance report on the work of the Department of Defence for the financial year ended on 31 March 2007, in compliance with section 40(1)d of the PFMA,1999 ( Act No. 1 of 1999) CONFIDENTIAL

  3. DECISION REQUIRED It is requested that the Portfolio Committee on Defence approves the DOD Annual Report for the FY2006/07. CONFIDENTIAL

  4. SCOPE & APPROACH • INTRODUCTION • OUTLOOK OF THE REPORT • PROGRESS MADE • ANNUAL PERFORMANCE AGAINST THE PLAN FY2006/07 • TIMELINES • CONCLUDING REMARKS • QUESTIONS AND ANSWERS • FINANCIAL PERFORMANCE INFORMATION FY2006/07 CONFIDENTIAL

  5. Introductory Statement The year under review has marked an important chapter in the history of the Department of Defence. It has seen the affirmation of our commitment to the vision of ensuring a better life for all and an entry into the Age of Hope. This commitment has been realised through those activities which best equip the Department to pursue its strategic intent and, in so doing, support the consolidation of democracy in the country, the region and the continent. CONFIDENTIAL

  6. INTRODUCTION The DOD has demonstrated its commitment to ensuring effective Defence for a democratic South Africa through enhancement and maintenance of the strategic defence packages which include: • Strengthening of maritime capabilities through the commissioning of three MEKO Class frigates, the SAS ISANDLWANA,SAS SPIOENKOP, SAS MENDI, and one Type-209 submarine, the SAS MANTHATISI • Strengthening of air capabilities marked by the arrival of sixteen Hawk MK 120 lead-in fighter trainers and sixteen Augusta Westland A-log light utility helicopters Contribution to strengthening the African Agenda as demonstrated by participation in the following: • Election processes in the Comoros, the DRC, Lesotho and Madagascar • Peace support and post-conflict reconstruction operations in Burundi,Ethiopia, Eritrea, the Sudan and Côte d’Ivoire. CONFIDENTIAL

  7. INTRODUCTION Contribution to security - related objectives of the AU as epitomized by increased participation in bi and multilateral agreements as well as the establishment of the African Standby Force for the SADC region. Contribution to NEPAD through participation in redefining the Defence industry sector strategy and widening of participation within this regulated industry Embracing the Skills Revolution Agenda and Accelerated Shared Growth Initiative through: • increased participation within the MSDS and the Youth Foundation Programme • strengthening the DOD’s contribution towards social responsibility through the Works Regiment and re-skilling of ex - combatants through the National Skills Fund Commitment to gender mainstreaming has been demonstrated through the increased female appointment to higher ranks. Compliance with corporate governance prescripts on sustainable planning, and accountability reporting CONFIDENTIAL

  8. OUTLOOK OF THE REPORT The Draft DOD Annual Report covers the following : Chapter 1: Strategic Overview Chapter 2: Defence Administration Chapter 3: Force Employment Chapter 4: Landward Defence Chapter 5: Air Defence Chapter 6: Maritime Defence Chapter 7: Military Health Support Chapter 8: Defence Intelligence Chapter 9: Joint Support Chapter 10: Special Defence Account Chapter 11: Organisational Structure and Human Resources Management Appendices A:Status of the SANDF reserves B:Defence Diplomacy C:Report on foreign aid assistance CONFIDENTIAL

  9. Subprogramme : Political Direction • Highlights • The Minister of Defence provided political direction to the DOD ensuring that required defence commitments were met and appropriate defence capabilities were provided within the allocated budget. • Issued ministerial priorities for the FY2006/07 • The Minister‘s worksession was held during the period under review. • The Minister provided strategic direction to the finalisation of the White Paper on Defence, Defence Review (Defence Update 2007) • Service and Divisional Chiefs were compelled to continuallly review their State of Readiness in line with the MOD theme” Are we ready”. • Identified gaps in terms of State of Readiness had to be addressed as per MOD instruction. • Focussed attention was directed to the ongoing transformation of the Military Justice System as well as restructuring of the Department for greater effective and efficiency. • The MOD gave direction to the transformation of the Defence Industry in conjunction with the Mninister of public Enterpises • Contributed to global security by giving political direction to and participating in the peace processes in the DRC, Burundi and Ivory Coast and provision of Mil Obs in Sudan, Ethiopia and Eritrea. • Contributed to deepening of democacy in Africa through series of initiatives notably supporting election in Comores, Madagascar and Lesotho • Output detail – Table 2.1 CHAPTER 2: PROGRAMME 1: DEFENCE ADMINISTRATION CONFIDENTIAL

  10. Subprogramme : Departmental Direction • Highlights • Guidelines of the Minister of Defence were analysed and translated into clear DOD deliverables. • Ensured alignment of DOD priorities, plans and processes with broad Government priorities, trajectory, strategies, plans and programmes • Interrogated and optimised the funding priorities which were presented to National Treasury for consideration during the MTEC hearings • Implemented perfomance improvement mechanisms in order to optimise compliance with Government prescripts and accountability. • DOD activities refocused in terms of DOD strategic objectives and performance against plan. • Extensive progress has been made in realising the Minister’s directive regarding the transformation of the Department to provide for optimal functionality in terms of internal, external and allocative efficiency • Output detail – Table 2.2 • Challenges • Balancing the allocated resources with government commitments • Impact of the delayed implementation of the IFMS on the integration of the Departmental systems CONFIDENTIAL

  11. Subprogramme GITO Highlights • Departmental Enterprise Information Systems (DEIS) formalised and approved • Review plan for the DEIS regulatory framework completed Output details – Table 2.3 • Most objectives and targets met as planned Performance and Service Delivery Improvement- Table 2.4 Challenges The DOD CMIS Policy Development and Maintenance Plan is under continuous revision. CONFIDENTIAL

  12. Subprogramme Policy and Planning • Highlights • The subprogramme managed to render policy advice to the Department, as well as drafted, negotiated and concluded bilateral and multilateral defence agreements with other states. • Ensured that all statutory documents are consulatively developed , approved and timeously submitted to the appropriate oversight functionaries and organs of state • Provision of research and analytic support to defence policy and planning actvities was rendered in line with domestic and international law • Spearheaded the DOD structure management, refocusing of Command bodies, as well as the systemic perfomance management through the Balanced Score Card • Coordinated the development, consultation and finalisation of the update of the White Paper on Defence (1998) and Defence Review (1996) which was approved by the Minister on 11 December 2006 • Output details – Table 2.6 • Performance and service delivery improvement are shown in Table 2.7 • Challenges • There is lack of clarity on nodal points in respect of functions that relate to cluster and multilateral commitments. • Organisational readiness to ensure successful implementation of the Balanced Score Card. A targeted orientation programme is planned for the current financial year, which is focused on senior management as well as services and divisional planners. CONFIDENTIAL

  13. Subprogramme Financial Services • Highlights • The provision of a cost-effective financial management service to the Minister of Defence, Secretary for Defence and the Chief of the SANDF • Development and incorporation training module on section 45 of the PFMA, 1999 to ensure compliance with the evolving regulatory framework • Provision of a professional financial management service • Output details – Table 2.8 • Performance and service delivery improvement are shown in Table 2.9 • Challenges • The old financial management information system resulting in the DOD’s current inability to achieve unqualified financial statements unless exemptions from reporting requirements are authorised by National Treasury. • The delayed implementation of the National Treasury’s initiatives of the Financial Management Improvement Programme (FMIP) and the Integrated Financial Management Information System (IFMS). CONFIDENTIAL

  14. Highlights • First two aircafts were delivered to Gabon. • A minimum of 14 000 orders were processed amounting to more than R1. 867 billion. • Four (4) Public Private Partnerships involving different arms of Services, were considered during the period under review • Public Public Partnership with Armscor for the transfer of the Naval Dockyard was finalised and the handing over is planned for September 2007. • Within the Alternative Service Delivery (ASD) 28 approvals were processed out of 30 requests for outsourcing received, thus translating to 93,3 % throughput. • A total of 11 fully certified A-09 Light Utility Helicopters were delivered to the SA Air Force during this period. • Production of all four maritime helicopters has been completed. • The first production Hawk aircraft was delivered to 85 Combat Flying School at Air Force Base Makhado. • Delivery of the first Gripen Aircraft to Test Flight Development Centre (TFDC). • The Mirage F1 package was successfully sold and a 5-year purchase contract was signed. • Sixteen Hawk aircraft were delivered to AFB Makhado. Subprogramme Acquisition Services CONFIDENTIAL

  15. Subprogramme Acquisition Services( contd) Highlights • Four audits conducted by the Auditor General, as well as the office of IG DOD, on Procurement Service Centres (PSC) and the reports received were favourable. • Arrival of the first submarine, SAS’MANTHATISI, in April 2006 and acceptance of the second submarine in Germany in March 2007. • Commisioning of frigate SAS ISANDLWANA in September 2006 and handing over SAS MENDI in February 2007 Output details – Table 2.10 improvement are shown in Table 2.11 Challenges and interventions • Delay in the establishment of the Defence Matériel Division results in lack of structure and capacity to address policy imperatives. • Ground-based Air Defence System (GBADS). Non-performance by the main contractor (Denel)remains a serious problem. The consequences are: -a delay of some three years in contractual deliveries; and - a major deviation from planned cash flow, which is managed through redirection of funds in the short term. CONFIDENTIAL

  16. Subprogramme Inspection Services HIGHLIGHTS • The Defence Inspectorate Division hosted the consultative conference from 3 to 7 July 2006 whereinthe SADC Defence Inspectors General Forum which will be an arm of the Association of Defence Auditors Conference (ADAC) was established Output detail – Table 2.12 • Performance and Service delivery improvement are shown in table 2.13 Challenges • Full implementation of the audit tool system, whose phased roll out is currently aggressively pursued in collaboration with SITA. CONFIDENTIAL

  17. Subprogramme EO and AA HIGHLIGHTS • Mission Readiness Training. Programmes conducted in order to raise members awareness of human rights and equity issues. • Gender Audit. A reliable database is now available on women in terms of their military and academic qualifications. • 2nd National Conference on Women in Defence.EOCD hosted the Second National Conference on Women in Defence, at the Kopanong Hotel Conference Centre from 24 to 26 May 2006. • SADC Women‘s Peace Table.EOCD also hosted this seminar in Tshwanefrom 27 to 29 November 2006. Ten countries participated. Best practices on the promotion of gender equity in the regional armed forces were shared. Output detail – Table 2.14 • Most objectives and targets were met as planned • Performance and service delivery improvement are shown in Table 2.15 Challenges • While the set target of 53,7 % of Blacks in Senior Management has been achieved, gender transformation remains a challenge. Remedial strategies are being implemented. CONFIDENTIAL

  18. Programme 1: Defence Administration (SANDF) Command and Control (C SANDF) Highlights • Details in Chapters 2 to 8 • Output details – Table 2.5 • Readiness of military capabilities maintained which is in accordance with employment requirements • Operations were conducted successfully Challenges • Mismatch between resource allocation from the Government and the expected DOD readiness levels explained in Chapters 2 to 8 • Military capabilities required for Peace Support Operations are approaching sub-critical levels Corporate Staff Division Corporate Staff Office • Output details – Table 2.16 Strategy Plan Office (SPO) • Output details – Table 2.17 • Crisis Communication Centre migrating to CJ Ops/CDI • Improved provision of management information to the DOD command cadre as a result of strategic planning and reporting enabler “GEJIMA” CONFIDENTIAL

  19. Programme 1: Defence Administration SANDF (Continued) Defence Legal Services Division Highlights • Output details – Table 2.19 • Establishment of amalgamated Defence Legal Services Division • Participation in 20 exercises, 24 and 26 shorter deployments • Recruited 14( mainly Reserves) as military legal practitioners into Regulars Challenges operations • Lack of skilled military legal practitioners, trained interpreters • Non-availability of members of Courts of Military Appeal – snr military practitioners not always available on scheduled dates as determined by the chairperson of the Court of Military Appeal Religious Services Highlights • Output details – Table 2.20 • Moral Regeneration Conference on 28 Jan to 1 Feb 07 – Dep Pres keynote speaker • Involvement with SADC wrt religious matters/HIV/AIDS CHATSEC programme • Support to deployed members and families • 7 Chaplains deployed • 4 Reserve Chaplains’ workshops held in various regions CONFIDENTIAL

  20. Programme 1: Defence Administration SANDF (Continued) Defence Corporate Communication Highlights • Output details – Table 2.21 • Favourable media coverage received on the rejuvenation and re-equipping of the South African National Defence Force (SANDF) • Research indicating increased public support for the role of the DOD in peace support operations in the region. Challenge. Lack of competent communication functionaries. Reserve Force Office Highlights • Output details – Table 2.23 • Increasingly successful participation of the Reserve component in external deployments of SANDF • Increasing institutionalisation of the Reserve Force component through internal and external marketing initiatives Challenge. Military Skills Development System (MSDS) not operating as an optimal feeder for the Reserve component in accordance with the design strategy. Defence Foreign Relations Highlights • Output details – Table 2.25 • Increasing consolidation of the DOD presence regionally and internationally Challenge. Organisational structure is not yet fully aligned outputs CONFIDENTIAL

  21. Chapter 3: Programme (8) Force Employment CHAPTER 3: PROGRAMME (8): FORCE EMPLOYMENT Highlights • Output details – Tables 3.1 to 3.4 • All primary force employment commitments have been met • To enhance and maintain comprehensive Defence capabilities • Detail in tables on joint and multinational exercises: 3.2 & 3.3 • Supporting People of South Africa • Details in Table 3.1 • Promote Peace, Security and Stability in the Region and Continent - Detail in Table 3.1 Challenges • Capabilities required for Peace Support Operations are constrained by the mismatch between allocated resources and government ordered commitments. CONFIDENTIAL

  22. Chapter 3: Programme 8: Force Employment (continued) External Force Employment Achievements 2006/07 CONFIDENTIAL

  23. Chapter 3: Programme 8: Force Employment (continued) External Force Employment Achievements 2006/07 (continued) CONFIDENTIAL

  24. Chapter 3: Programme 8: Force Employment (continued) Internal Force Employment Achievements 2006/07 CONFIDENTIAL

  25. Chapter 3: Programme 8: Force Employment (continued) Joint Exercises 2006/07 CONFIDENTIAL

  26. Chapter 3: Programme 8: Force Employment (continued) Multi-national Exercises 2006/07 CONFIDENTIAL

  27. Chapter 3: Programme 8: Force Employment (continued) Multinational Exercises 2006/07 CONFIDENTIAL

  28. CHAPTER 4: PROGRAMME 2: LANDWARD DEFENCE Highlights • Output details – Tables 4.1 to 4.3 • SA Army Future Vision – SA Army Strategic Profile which defines the desired effets and capabilities was completed • Successfully provided forces for 11 external and 3 internal operations • 4 638 Infantry conventional Reserves were utilised for external and internal deployments, administration and guards. • As a contribution to the rejuvination of the Army Conventional Reserves,transferred more than 1 000 volunteers from Army Territorial Reserves to Army Conventional Reserve • Provided 2 Reserve coys and combat support elements for external deployment • Rejuvenation of SA Army (MSDS) 2 421 from Jan 2005 intake appointed in Core Service System. Jan 2006 intake 3 000 trained in first cycle. Jan 2005 MSDS intake completed force prep cycle with Exercises SEBOKA and YOUNG EAGLE • Training • Infantry: 131/129 learning opportunities 6719/7073 learners • General Jnr Leader: 15/18 learning opportunities 1 466/1 825 learners Challenges • Mismatch between allocated funds and ordered commitments • Revitalisation of SA Army’s Technical Service Corps capability • state of readiness is compromised by shortage of ammunition and general commodities • Attrition of skilled technical personnel to the private sector. CONFIDENTIAL

  29. CHAPTER 5: PROGRAMME 3: AIR DEFENCE Highlights • Output details – Tables 5.1 to 5.2 • 37 160 hours were flown of which 9 788 hours were in direct support of Joint Operations • Support to Italian and Brazilian air forces, trained VIP protectors for Pakistan • Air Force Reserves delivered 52 496 man-days, flew 2 737 hours • Exercise BLUE RUVUMA, Exercise NEW HORIZON (NH) 5, Air Capability Demonstrations • HR transformation - increased numbers of black candidates for training, • 2 pupil pilot courses completed : 33 learners, 30 males, 3 females while 67% were black • MSDS – altogether 613 learners trained • Vigorous initiaitives to retain scarce skills implemented. • Training • Air Space Controllers: 16/9 learning opportunities - 99/65 learners • Pilots: 2/2 33/34 learners • Flying Instructors: 2/2 learning opportunities – 16/12 learners Challenges • Significant levels of under-funding of operating budget • Impact of late release of the Hawk Jet Trainer caused disruptions to the planned training and conversion schedule • Deterioration of operational infrastructure and facilities. CONFIDENTIAL

  30. CHAPTER 6: PROGRAMME 4: MARITIME DEFENCE Highlights • Output details – Tables 6.1 to 6.2 • 1 frigate and 2 strike craft – exercises in East/West Africa • Exercise TRANSOCEANIC, ATLASUR, DIVE EX 06 , INTEROP EAST/WEST • Four frigates and 2 of 3 new submarines are in service • Involvement in SADC maritime matters, trained over 40 learners from various African countries • Maritime Reaction Squadron established • Increased representivity in combat domains • Progress in rejuvenating the SA Navy as demonstrated by 480 MSDS recruits joining the Naval Reserves • Public Private Partnership for Sea Safety Training Centre – Transaction Advisor appointed Training • Functional and warfare: 135/169 learning opportunities 1 847/2 185 learners • Technical: 74/74 learning opportunities 646/835 learners – 216 technically trained Challenges • Current funding level - maintained only facilities required for force preparation • Loss of technical skills and expertise – diving and technical domains in spite of measures to retain • Continuing deterioration of facilities. CONFIDENTIAL

  31. CHAPTER 7: PROGRAMME 5: MILITARY HEALTH SERVICE Highlights • Outputdetails – Tables 7.1 to 7.3 • Supported all operations and exercises • Force preparation consolidated through Exercise LANCET • Intergration of the Health support systems with the requirements of the Strategic Defence Packages. • Optimised alignment between Strategy and Plan roll-out • Renewal and maintenance of health facilities prioritised and commenced with at the three military hospitals • Race and gender demographic configuration of the SAMHS realigned. • Interdepartmental training cooperation reinforced through the training of MSDS and other health care workers (Dept of Health) • Military Psychological Institute (MPI) made significant strides in developing developing health readiness measurement instrument for military needs • Training: • Nursing diploma: 237/280 diploma students (Year 1 to 4). • 40 learners completed diploma in Dec 2006 • Military Health Training 190/250 learning opportunities 2 989/4 047 learners • Military Training. 3/2 MSDS intakes 2 974 /1 945 learners. Challenges • Availability and retention of health care practitioners • SAMHS facilities and renewal of main medical equipment CONFIDENTIAL

  32. CHAPTER 8: PROGRAMME 6: DEFENCE INTELLIGENCE Highlights • Output details – Table 8.1 • Positive feedback from national clients - DI supports national intiatives on African continent, level of assessment – national benchmark • Support provided to SANDF operations/exercises as required • Training agreements with SAPS • Training. Functional intelligence courses and skills programmesaddressing the analysis, collection and counter-intelligence domains 17/18 216/90 learners Challenge. Recruitment and retention of personnel CONFIDENTIAL

  33. CHAPTER 9: PROGRAMME 7: JOINT SUPPORT CMIS Division Highlights • Output details – Tables 9.2 to 9.3 • Supported 12 operations and 3 exercises • Received additional Rm50 to initiate implementation of DEIS Master Plan • Participation in joint/multinational exercises, Exercise Combined ENDEAVOUR • Upgrading of main equipment – projects • Reserve man-days 43 133 increased to meet division’s needs • Training • 309/184 learning opportunities - 1 774 /2 159 learners Challenges • Loss of expertise – ICT domain greater reliance on contracted services provided by SITA • ICT obsolescence • Lack of personal and signals equipment, serviceability of vehicles • National moratorium on destruction of records – Dept of Arts and Culture manages submission to Cabinet CONFIDENTIAL

  34. CHAPTER 9: PROGRAMME 7: JOINT SUPPORT(Continued) DOD Logistic Agency Highlights • Output details – Table 9.6 • Good progress with migration of fragmented log info systems to OSIS • 1 000 tons unserviceable ammo demolished, 5 of 7 demolition ranges qualified • Good progress with capturing of assets in register • Successful purchasing of materie’l handling equipment • Environmental issues incorporated during operations. Env practitioners deployed • Transfer of Technical Service Corps function/units to SA Army started • Training of 761 MSDS recruits in all logistic - related fields • Trg 187/191 learning programmes 98% learning opportunities has been achieved, 3 043 learners (104%) Challenges • Maintenance backlog of facilities concern about DPW services • Asset accounting management system not fully compliant with GRAP • Backlog in disposal of redundant and unserviceable ammunition • Renewal and transformation of Reserves, lack of specialist logistic personnel • Training Institutions – non-alignment with SAQA, lack of competent ETD practitioners, deteriorating facilities • DOD Air Supply Unit – deteriorating facilities and lack of equipment • Land reform and restitution, delays in finalising: Regional Land Claims Commissioner’s priorities in conflict with DOD’s. Unexploded ordnance at Hell’s Gate/Madimbo corridor • National Codification Bureau not fully established – Dec 08 • Lack of a single DOD Log management info system CONFIDENTIAL

  35. CHAPTER 9: PROGRAMME 7: JOINT SUPPORT (Continued) Human Resources Support Centre Highlights • Ouput detail – Table 9.8 • Processed 78 783 applications for career opportunities in DOD • Exit Administration of 5 393 members who left service of DOD • Updated more than 7 000 records on miliary veterans database • Processing of 1 469 applications for the recognition of previous NSF service for pension purposes • Ceremonial support for all SANDF Ceremonial activities • Implementation of Operation Clean Audit for the FY 05/06 AG report Challenge • The implementation of the NSF Pension dispensation ito the approved Legislation and GEPF Pension Fund Rules • Migration of HR Satelite Centres back to Services and Divisions CONFIDENTIAL

  36. CHAPTER 9: PROGRAMME 7: JOINT SUPPORT(Continued) Joint Training Highlights • Output detail – Table 9.9 • Batho Pele compulsory Frontline training Programme roll out : 383 DOD employees trained • A high level of readiness was mantained • Mil Acad - 4 staff members appointed as Professors by University of Stellenbosch • Full accrediation status accorded to Warrant Officer’s Academy as a learning provider • Youth Foundation – 240 learners with 98% pass rate. 180 learners employed in DOD • Trg Institutions presented 304 programmes for 1 688 learners, 30 learners not found competent Challenges • Establishment of SANDF Trg Institute (Project BRILLIANT) slow due to number of stakeholders to take appropriate action. It is envisaged that this Institute will improve the human capital development and support as a hub. • DPW’s lack of capacity to maintain the facilities at an acceptable level as these are learning environment that need to comply with specific provisions of the OSH Act, 1985 CONFIDENTIAL

  37. CHAPTER 9: PROGRAMME 7: JOINT SUPPORT(Continued) Military Police Agency Highlights • Output details – Table 9.10 • 56 Military Police members deployed at any given time • Expansion of ceremonial motorcycle fleet, soft - skin vehicles and radio communication equipment • Joint training with SAPS and traffic depts • Improved representivity at middle management level • 56 MSDS members recruited Challenges • Implementation of the new Military Police Agency Organisational Structure CONFIDENTIAL

  38. CHAPTER 9: PROGRAMME 7: JOINT SUPPORT (Continued) Service Corps Highlights • Output details – Table 9.11 • Total training to 1 622 learners including 107 learners from Mozambique • Center for Advanced Training (CAT), trained to 225 of the 250 planned learners. • Reskilling, placement and training of more than 95 military veterans. ABET to 261 veterans Conversion training for SANDF members to transfer to SAPS • Reskilling assistance to 130 SANDF members – MEM (968 registered but not all reported) Challenges • CAT not yet accredited by SAQA • Implementation of the Works Regiment concept in conjunction with the SA Army British Peace Support Training Team • Output detail – Table 9.13 • Support to J Ops Div /J Trg • Mission ready training to all rotating forces • UK funding of fitting out of class room facility at Mob Centre and PMTC [MOU] Property Management • Output detail Table 9.14 • Devolution of PWD’s budget for payment of accommodation charges, leases and municipal services CONFIDENTIAL

  39. Subprogramme Special Defence Account Highlights • General Defence Account (GDA) funds were spent according to corporate priorities to ensure cost - effective solutions to requirements Output details – Table 10.11 to 10.12 Performance and service delivery improvement are shown in Table 10.3 Challenges • 97,9% of the target was achieved due to outstanding invoices that will be addressed during the next financial year. • The new submarine project has underspent on project management due to invoices not being submitted to the project team. CONFIDENTIAL

  40. Chapter 11: Organisation and Human Resource Management • Chapter Content • Organisational Structure • Service Delivery Improvement • Personnel Expenditure and Personnel Statistics (Table Format) • HIV / Aids and Health Promotions • Labour Relations • Graphs on HR Evolution ito Personnel Expenditure, Appointments, Attritions, Promotions and Equity CONFIDENTIAL

  41. 80.10% of the DOD’s personnel expenditure is utilised by Landward Defence Personnel expenditure is 39% of the total DOD expenditure Personnel Expenditure as a % of Total Expenditure 2006/07 FY CONFIDENTIAL

  42. Number of Employees - 1 April 2006 Levels 9-12; 11% Levels 6-8; 31% SMS Levels 13-16; 0% MSDS; 11% Levels 1-2; 10% Prof's Levels Levels 3-5; 13-16; 0% 37% Total = 77858 Total = 77518 The DOD’s personnel strength from 77858 to 77518. The turnover rate during the financial year was -0.4% Macro Personnel Evolution by Salary Band for 2006/07 FY CONFIDENTIAL

  43. MSDS recruitment constitutes 88.9% of the appointments made during the financial year whilst the highest attrition rate was experienced from levels 3 – 8. Resignations and MEM/EISP was the main reasons for attrition.The most promotions were done for levels 3 -8. Macro Personnel Flow ito Appointments, Promotions and Attritions by Salary Band CONFIDENTIAL

  44. Macro Personnel Evolution by Critical Occupation for 2006/07 FY Total = 13595 Total = 13509 In terms of critical occupations personnel strength was reduced from 13595 to 13509. The turnover rate for scarce skills during the financial year was -0.6% CONFIDENTIAL

  45. The highest attrition was experienced in the Medical Professional and Technical environments. The most promotions were done in the Technical skills environment. Macro Personnel Flow ito Appointments, Promotions and Attritions by Critical Occupation CONFIDENTIAL

  46. Total = 77858 Total = 77518 There has been an increase in the appointments of Africans during the financial year by 1.96% Macro Personnel Flow ito Equity (Race) CONFIDENTIAL

  47. Total = 77858 Total = 77518 During the financial year there was an outflow of male employees (-1.11%) and an inflow of female employees (0.68%) Macro Personnel Flow ito Equity (Gender) CONFIDENTIAL

  48. Total = 5053 Total = 5053 During the financial year 94% of appointments consisted out of Black employees and the remainder (6%) was constituted of White employees. MSDS appointments constituted the largest percentage in all the race groups. Equity Evolution (Race) ito Appointments CONFIDENTIAL

  49. Total - 5053 Total - 5053 During the financial year 64% of appointments were male employees and 36% female employees. MSDS appointments constituted the largest percentage. Equity Evolution (Gender) ito Appointments CONFIDENTIAL

  50. Total - 9882 Total - 9882 During the financial year 82% of promotions were Black employees and the 17% White employees. Within Black employees most promotions were done in the Semi-Skilled and Skilled Technical environments. Within White Employees most promotions were done in the Skilled Technical and Professional Qualified environments. Equity Evolution (Race) ito Promotions CONFIDENTIAL

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