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R ADM (JG) A.G.Green

BRIEFING TO THE JOINT 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. SCOPE. INTRODUCTION FEEDBACK CONCLUSION DISCUSSION. SANDF MANDATE. INTRODUCTION (1).

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R ADM (JG) A.G.Green

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  1. BRIEFINGTO THEJOINT STANDING COMMITTEE ON DEFENCE ON THEPROGRESS 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. RELATIONSHIP BETWEEN THE MILITARY COMMAND AND THE DEFENCE SECRETARIAT FEEDBACK (1) 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. RELATIONSHIP BETWEEN THE MILITARY COMMAND AND THE DEFENCE SECRETARIAT (Cont) FEEDBACK (2) 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. DISEMPOWERMENT OF OFFICERS COMMANDING FEEDBACK (3) Officer’s 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. DISEMPOWERMENT OF OFFICERS COMMANDING (Cont) FEEDBACK (4) 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. DEFENCE BUDGET ALLOCATION AND COMPOSITION • The MODMV indicated that the DOD budget is inadequatein 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. FEEDBACK (5)

  10. 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 department’s 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. FEEDBACK (6)

  11. NEED FOR A NEW DEFENCE REVIEW FEEDBACK (7) 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. 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 General’s 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. FEEDBACK (8)

  13. THE STATE OF DEFENCE INFRASTRUCTURE (Cont) FEEDBACK (9) • Transfer of ownership, custody and repair of Defence property functions. The engagements between the Director General’s (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. 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. FEEDBACK (10)

  15. THE STATE OF DEFENCE INFRASTRUCTURE (Cont) FEEDBACK (11) • 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. THE STATE OF DEFENCE INFRASTRUCTURE (Cont) FEEDBACK (12) • 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 Officer’s Mess in Simon’s Town and 2 Military Hospital in Wynberg.

  17. PROFESSIONAL HEALTH SUPPORT FEEDBACK (13) 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. TRANSPORT FEEDBACK (14) 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. TRANSPORT (Cont) FEEDBACK (15) • 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. CAREER MANAGEMENT FEEDBACK (16) 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. THE MILITARY SKILLS DEVELOPMENT SYSTEM FEEDBACK (17) The MSDS policy is being reviewed to ensure that a better system is established. This should be completed by September 2011.

  22. TRANSFORMATION FEEDBACK (18) 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. GRIEVANCE MECHANISM FEEDBACK (19) 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. GRIEVANCE MECHANISM (Cont) FEEDBACK (20) The operationalisation of the grievance Mechanism was achieved through Project TSHWARAGANANG.

  25. COMMAND, CONTROL AND COMMUNICATION IN THE SANDF FEEDBACK (21) 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. PROMOTION AND UTILISATION FEEDBACK (22) 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. REMUNERATION AND CONDITIONS OF SERVICE FOR THE SANDF FEEDBACK (23) 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. REMUNERATION AND CONDITIONS OF SERVICE FOR THE SANDF (Cont) FEEDBACK (24) 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. ESTABLISHMENT OF A DEFENCE FORCE SERVICE COMMISSION FEEDBACK (25) The Defence Amendment Act was implemented 1 April 2011, which provides for the establishment of the Defence Force Service Commission.

  30. RECOMMENDATIONS EMANATING FROM INTERNATIONAL BENCHMARKING FEEDBACK (26) 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. RANK AUDIT OF THE DEMILITARISED FINANCE FUNCTIONARIES FEEDBACK (27) • 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. RANK AUDIT OF THE DEMILITARISED FINANCE FUNCTIONARIES (Cont) FEEDBACK (28) • 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. RANK AUDIT OF THE DEMILITARISED FINANCE FUNCTIONARIES (Cont) FEEDBACK (29) • 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. THE TOTAL WELLNESS OF THE DEPARTMENT OF DEFENCE FEEDBACK (30) 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 OC’s. 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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