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DEFENCE SECRETARIAT Briefing to the Portfolio Committee on Defence. First Status Report F Y 05/06 23 AUGUST 2005. Aim. To Brief Members Of The Portfolio Committee On Defence On The Status of The Defence Secretariat . Scope. Background Secretary for Defence Performance Agreement

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defence secretariat briefing to the portfolio committee on defence

DEFENCE SECRETARIATBriefing to the Portfolio Committee on Defence

First Status Report FY05/06

23 AUGUST 2005


To Brief Members Of The Portfolio Committee On Defence On The Status of The Defence Secretariat

  • Background
  • Secretary for Defence Performance Agreement
  • Organisational Structure
  • Strategic Profile
  • Overview of the Human Resource Picture
  • Events and matters impacting on the Defence Secretariat
  • Divisional Overviews
secdef performance agreement
SecDef Performance Agreement
  • Specific Outputs Related To The Mod Outcomes (In conjunction with the C SANDF)1. Defence Against Aggression. Successful defence of South Africa’s sovereignty and territorial integrity against potential external military aggression or threat.2. Promoting Peace and Security.External deployment of forces that enhances regional stability.3. Support to the People.Support to other Departments when requested, thereby contributing to the protection and well-being of the country’s people and resources.
secdef performance agreement 2
SecDef Performance Agreement (2)
  • Priorities Identified By The Mod For Fy 05/061. To provide support for Government diplomatic drive/initiatives in Africa.2. To promote regional security in the form of peace missions, including post-conflict reconstruction.3. To restore and maintain the conventional defence capabilities of the SANDF.4. To systematically reduce the SANDF’s routine internal deployment to zero by 1 Apr 2009.5. Address all critical challenges to the implementation of Human Resource (HR) Strategy 2010 as a matter of priority.
secdef performance agreement 3a
SecDef Performance Agreement (3a)
  • Departmental Key Result Areas

1. Fulfill the defence commitments as ordered by Government.2. Provide contingency-ready and cost effective defence capabilities as specified by approved policy.3. Administer the DOD within the prescripts of the law and Government policy.4. Assure sustainability, constantly improving output quality and reducing the cost of the DOD processes and the accounting thereof.

secdef performance agreement 3b
SecDef Performance Agreement (3b)
  • Departmental Key Result Areas5. Assure the continued quality improvement of people, equipment and facilities in the DOD.6. Assure quality command and management information in the DOD.7. Ensure that the Batho Pele principles are institutionalised in the DOD.
defence secretariat organisational structure
Defence Secretariat Organisational Structure

Secretary for


Office of the SecDef incl

Director Research & Analysis

Policy & Planning





Acquisition &












Officer (GITO)

Chief Directorate

HR Policy &


strategic profile
Strategic Profile
  • Mission

To effect civil control, the Secretary for Defence provides specified managerial, administrative and advisory services to the Department of Defence, through the Defence Secretariat

  • Vision

Excellence in Defence Management and Administration

policy planning division
Policy & Planning Division


Excellence in defence policy and planning


To provide defence policy, strategy, plans andinstructions for the DOD that are fully aligned withgovernment policy and defence needs of SouthAfrica. This is achieved by means of a fullyrepresentative team of appropriately skilled peopleand technology

organisational structure
Organisational Structure

Note: DIMS moved back under command of CPP during 2005. Final guidelines will influence above structure, ito HR Pol & Plan*, Int Pol and R&A. Total restructuring will follow. D Strat envisaged.

core objectives
Core Objectives
  • Divisional Direction. To provide strategic direction to the Policy and Planning Division.
  • Strategic Management. To provide strategic management services to the Head of Department (HOD) through professional staff work in order to enhance the effectiveness, efficiency, economy and image of the DOD.
  • Defence Policy. To formulate and manage defence policy in alignment with government policy.
core objectives 2
Core Objectives (2)
  • HR Policy and Plan. To provide an accountable, effective, efficient and economical DOD Human Resource Policy and Planning service to meet organisational and individual needs.
core objectives1
Core Objectives
  • Conventional Arms Control. To administer the regulation and control over the manufacture and transfer of conventional armaments in accordance with the provisions of the Conventional Arms Control Act as determined by the National Conventional Arms Control Committee.
  • Legal Advice and Support. To provide efficient, professional legal advice and support to the Ministry and DOD.
  • Support Section. To provide administrative, personnel management and logistical support to Policy and Planning Division.
strategic objectives
Strategic Objectives

CPP’s Contribution to the Attainment of DOD Strategic Objectives During FY 2005/06 to FY2007/08.

  • Execution of Defence Commitments as ordered.
  • The administration of the DOD within the prescripts of the law and government policy.
  • Assurance of sustainability, continuous improvement of output quality and reduction of cost of DOD processes as well as the accounting thereof.
  • The assurance of the continuous quality improvement of people in the DOD.
cpp highlights
CPP Highlights
  • Compilation, printing and approval of DOD Strategic Business Plan for FY 2005/06 by Parliament.
  • Compilation of Annual Reports FY 2004/05 for Pol & Plan, DefSec & DOD.
  • Good progress on the Defence Update 2005 (White Paper, Defence Review).
  • Projects “NTUTHWANE” and “LOQUACIOUS” were approved by the PDSC and are progressing well (Details provided later)
cpp highlights 2
CPP Highlights (2)
  • The Certain Conventional Weapons Bill was complete and submitted to Cabinet for approval.
  • Completed the drafting of the implementation Instruction on the Prohibition of Anti-Personnel Mines Prohibition Act.
  • DOD inputs to DFA wrt Arms Control Treaties and Conventions.
  • Defence co-operation agreements with Governments of Mali & Tunisia (signed during May 05).
cpp highlights 3
CPP Highlights (3)
  • Completion and admission on time of the prescribed Annual Report to the United Nations Arms Register.
  • Participated in the workshop on the UN Arms Register held in Kenya to assist the UN in introducing the Arms Register to other African Countries.
  • Number of permits issued during first quarter totaled 1293 compared to 1134 during previous quarter
cpp highlights 4
CPP Highlights (4)
  • Approval (5 May 2005) for unilateral implementation of Mobility Exit Mechanism (MEM).
  • Mandating Committee Work Group on issues in the Military Bargaining Council (MBC) has been established.
  • New performance appraisal system for DOD implemented.
  • First group of 105 military veterans reported as CAT for Military Veterans Skills project funded by National Skills Fund.
  • Annual Report for CEEAB presented to Min Def and Portfolio Committee on Defence (PCD).
cpp challenges
CPP Challenges
  • Additional workload associated with Instr 13/04 & 14/05, (Organisational Restructuring) especially in the DIMS environment.
  • Multiple ad hoc tasks impact negatively on achieving core objectives.
  • Insufficient policy advisor capacity to deal with 226 policy documents awaiting advisory services.
cpp challenges 2
CPP Challenges (2)
  • Shortage of staff due to unfunded posts.
  • Reconciling legal advice with consequences of specific administrative actions in the DOD.
  • Input delays due to vetting process handled by NIA. NCACC Chairperson to be requested to discuss the matter with the Minister of Intelligence.
  • Inability of unions (esp NEHAWU) to co-operate in PSAP Bargaining Council until issue of ARMSCOR takeover of Naval Dockyard has been finalised.
  • Capacity (staffing) constraints and the need to identify people with relevant skills.
  • Financial constraints wrt foreign obligations, visits, and secondments.
  • Funds not available to staff critical vacancies and staff turnover.
cpp projects
CPP Projects
  • Project LOQUACIOUS
  • Project Balanced Score Card (BSC)
  • Project Departmental Organisational Structuring System (DOSS)
  • Project NTUTHWANE
acquisition procurement division
Acquisition & Procurement Division


The Acquisition and Procurement Division (DAPD) satisfies the Department of Defence materiel requirements every time, on time


DAPD is to direct and manage the acquisition and procurement of the Department of Defence specified operational and technological requirements and services in a fair, timely, innovative and cost effective manner, according to approved policies in order to provide appropriate, operationally effective materiel and services, by means of a representative, motivated and competent work force and to support Departmental and Government initiatives


Chief of Acquisition and Procurement

SSO Pol & Plan

Office Manager and Secretary

SO1 Staff Support

Chief Director Acquisition

Chief Director Procurement

Director Army Acquisition

SSO GSB Procurement

Director Air Force Acquisition

SSO Procurement Systems

Director Navy Acquisition

SSO Army In Service Procurement

Director Technology Development

SSO SAAF In Service Procurement

SSO Common Weapon Systems

DD Alternate Service Delivery

Officer in Charge : Central Procurement Service Centre

Officer in Charge Simon’sTown Procurement Service Centre

Organisational Structures

core objectives2
Core Objectives
  • To satisfy armaments requirements of the Services and Divisions according to force design and force capability master plan in order for the DOD to adequately respond to contingencies that may arise
  • To pursue appropriate technologies
  • To dispose and procure required equipment and stocks
  • To ensure an efficient effective and economical DAPD staffed structure within the constraints of budget and available resources
  • To manage the Division in a cost effective manner
highlights cd acquisition
Highlights:CD Acquisition
  • Common Weapon System
    • The PO’s presented their yearly business plans and most have been approved. Some minor changes still need to be completed and additional guidelines for control were provided. Project RADIATE.
highlights cd acquisition 2
Highlights:CD Acquisition (2)
  • Directorate Technology Development. The financial management of technology development reflected a good performance for the 2004/05 financial year achieving 100% commitment and 91% cash flow of a total of RM 303,6 budget allocation. The 2005/06 financial year started with a 63% commitment of the RM 269,0 budget allocation (white book).
highlights cd acquisition 3
Highlights:CD Acquisition (3)
  • Directorate Naval Acquisition. Project WILLS. S102, the second Type 209 Submarine for the SA Navy was named and launched on 04 May 2005 in Emden. Project SITRON,the successful firing of the exocet anti-ship missile on 22 apr 05 was historic in as much as the target, the decommissioned Strike Craft SAS Shaka, was the smallest target ever engaged by an exocet missile.
highlights cd acquisition 4
Highlights:CD Acquisition (4)
  • Directorate of ArmyAcquisition. Project Vistula evaluation of supply support platforms is progressing according to plan. project Hoefyster completed the evaluation of the Denel proposal for a new generation Infantry Combat Vehicle, and Project Warrior is currently completing its project study report.
highlights cd acquisition 5
Highlights:CD Acquisition (5)
  • Directorate SAAF acquisition
  •  The following highlights occurred during this period:
    • DAFA involvement in the successful contract negotiations for project CONTINENT.
    • The successful closure of the project WINCHESTER project office in Borough (UK) and the relocation of the project team in SA.
    • The re-location of the DOD team members on Project FLANGE. The secondment of the Project Officer of FLANGE to Armscor expires 30 June 05.
    • The approval of the project UKHOZI Tranche 3 decision by the Minister of Defence
strategic business plan
Strategic Business Plan


The FMD is the source of FM excellence in the DOD

MissionTo provide a cost-effective FM service to the Minister of Defence, Secretary for Defence and CSANDF within the evolving regulatory framework bmo a professional, representative civilian FM Corps and appropriate FM system

finance division
Finance Division

Chief Financial


Office Manager


Chief Director



Chief Director


Chief Director



  • To translate Defence from a cash–based to an accrual-based financially managed institution (Possible risk in itself.)
highlights for the period
Highlights for the Period
  • The DOD submitted its financial statements for the General Defence Account (GDA) and the Special Defence Account (SDA) on 31 May 2005 to the National Treasury (NT) and the Auditor-General (A-G) in the format as required, including the financial statements of the public entities under the control of the DOD being Armscor and the Castle Control Board.
  • The audit on the SDA has been completed and had no qualifications.
highlights for the period 2
Highlights for the Period (2)
  • The debtor administration system has successfully been implemented during the reporting period and the necessary training has been completed. The implementation of this system will greatly contribute to the management of departmental debt. 
  • Discussions are in process with SITA regarding the enhancement of the FMS and PERSOL in order to pay S&T advances into bank accounts of DOD members/officials.
  • The SDA budget was submitted and approved by the Ministers of Defence and Finance on 25 April 2005 
highlights for the period 3
Highlights for the Period (3)
  • SCOPA. Replies on SCOPA Resolutions submitted to SCOPA on 1 June 2005. Letter on SCOPA commitments (signed by Sec Def) was sent to relevant members for answers to be submitted by 15 July 2005 – feedback to be given during 2nd quarter.
challenge for the fmd
Challenge for the FMD

Delayed advertisement of vacant posts is seriously hampering the achievement of equity targets as per Equity Plan as well as staffing targets as per Personnel Plan.

new emerging risks
New Emerging Risks
  • Guidelines regarding the restructuring of the FMD are awaited; currently it is “business as usual”.
  • The uncertainty regarding the restructuring is adversely affecting the morale of staff; it would favour the DOD to have restructuring of the FMD resolved as soon as possible.
  • Amendments to VAT legislation have a ± RM44,0 impact on the budget allocation to Armscor starting from the FY 2005/06.
  • Funding of Rm788.064 for the A400M still to be addressed during the current FY.
defence inspectorate
Defence Inspectorate


  • The Defence Inspectorate is unrivalled world leader in defence internal audits, inspections and forensic investigations


  • To provide independent and objective assurance and consulting service through the provision of quality internal audit, inspections and forensic investigations in order to add value and improve DOD operations
defence inspectorate organisational structure
Defence Inspectorate Organisational Structure


Office of the IG DOD












  • The newly appointed Inspector General (IG) DOD and Chief Audit Executive for the Department of Defence assumed duty on 1 Apr 05.
  • The Department of Defence Audit Committee was re-established with two new members. The Audit Committee now comprises of Dr D. Konar – Chairperson, Mr D.S. Molapo, Mr K.A. Ross, Ms J. Jolie, Mr G.R. WiHhöft and Ms J. Kumbirai
highlights 3
Highlights (3)
  • The Defence Inspectorate assists the DOD in accomplishing its objectives by bringing a systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control and governance processes. Their clients include, inter alia, the Secretary for Defence, Chief of the SANDF, Chiefs of Service, Heads of Divisions as well as the Audit Committee who are served by the provision of timely internal audit reports of superior quality to enable corporate decisions-making and to promote the achievement of Departmental objectives.
highlights 4
Highlights (4)
  • DPA planned to cover 6 of the 25 identified risks during the First Quarter of FY05/06. Of the aforementioned the Directorate Performance Audit (DPA) has audited and reported on 3 risks, this represent 50% of the planned output, however, during the said period a total of 19 risks were selected of which 16 are currently in the process of being investigated. The number of attitude and opinion surveys planned for during the First Quarter of FY05/06 was 19. The Centre for Effect Analysis has completed 12, this represents 63% of the planned output. The Centre for Effect Analysis took on a total of 21 surveys of which 9 are currently still in process.
highlights 5
Highlights (5)
  • Directorate Regulatory Audit has planned 26 audits for the first quarter of which 27 audits are in process and 13 have been completed. The targets have been affected by the implementation of COSO. Auditors are currently familiarising themselves and normality will prevail as all of them have submitted their first audits. Preparations for external audits took longer than it was planned for. This created a backlog in planned audits.
highlights 6
Highlights (6)
  • The forensic investigation section is currently involved in the fraud and corruption investigation, which includes providing assistance as regards the process of recourse and monitoring of cases. The status is as follows:
    • 53 cases were under investigation.
    • 7 cases are being monitored.
    • 28 cases were completed.
    • 18 cases were referred to Military Police Agency (MPA) and the National Prosecuting Agency.
divisional risks
Divisional Risks

The MOD GSB’s inadequate procedures and processes with respect to procurement and maintenance of equipment that hinder the achievement of the Defence Inspectorate’s objectives

divisional projects
Divisional Projects

To implement the COSOframework for internal audit reporting enhancing improved communication with the Defence Inspectorate’s clients.

Implementing the TeamMate suite for electronic working papers in order to improve the Defence Inspectorate’s reports and analysis of findings

Guiding research and development regarding the Effectiveness Model in order to provide valid quantitative assessments of combat readiness

equal opportunities chief directorate
Equal Opportunities Chief Directorate


  • Our diverse and dynamic team is committed to professional and credible Equal Opportunities services based on human dignity and respect.


  • To facilitate professional, credible and efficient human resource intervention in the DOD in order to meet the Equal Opportunities needs of the organisation and individuals.
eocd organisational structure
EOCD Organisational Structure

Chief Director


Support Elements

Directorate Policy & Plans

Directorate Evaluation,

Development & Research

  • The Integrated Gender Mainstreaming Strategy. The said strategy was presented to both the Secretary for Defence and the Chief of the South African National Defence Force. They were convinced of the importance of the project and expressed their support for the initiative. The strategy will now be presented to the Plenary Defence Staff Council (PDSC) in order to sensitise and inform them on the matter.
highlights 2
Highlights (2)
  • Revision of the DOD Disability Policy: The review and renaming of the existing DOD Policy Guidelines on the Prevention and Elimination of Unfair Discrimination towards People with Disabilities has been finalised. The said policy will now be known as the DOD Disability Equity Policy and will be presented to the Human Resource Staff Council (HRSC) and PDSC in the second quarter for approval.
highlights 31
Highlights (3)
  • The DOD Fast Tracking Assessment Board (FTAB): The FTAB gave feedback to Services/Divisions on the status of the Fast Tracking Implementation Instruction and requested them to utilise the instruction as a tool towards reaching their transformation objectives.
highlights 32
Highlights (3)
  • EO and AA Awareness Seminars: Participants on the EO and AA Awareness Seminars responded positively regarding the need to change their perceptions, stereotypes and attitudes on equity matters. Although discrimination, racism and affirmative action are in general very emotional issues, participants displayed a willingness to discuss these issues openly and with the necessary sensitivity.
eocd risks
EOCD Risks
  • The removal of Multi Skilled Functionaries (MSFs) on level 4 who served as a force multiplier for the EOCD has serious consequences for the DOD. With a lack of dedicated EO Advisors, no personnel are available to execute EO functions such as the monitoring and evaluation of EO activities, EO sensitisation of DOD personnel and the implementation of the EO and AA Policy on levels 3 and 4.
eocd risks 2
EOCD Risks (2)
  • Divisional and Service Chief limitations wrt reaching and maintaining of equity.
  • The perception in the DOD that the EOCD is the executing authority of the DOD EO and AA Policy.
government information technology officer gito
Government Information Technology Officer (GITO)
  • Vision
    • “To ensure that defence information and ICT is managed in a structured, yet clearly defined manner in accordance with strategic defence requirements as per an approved plan and robust control mechanisms.”
  • Mission
    • “That the office of the Defence GITO will serve as the benchmark for all SA Government departments in its ability to realise defence objectives in support of national commitments and initiatives.”
gito organisational structure
GITO Organisational Structure







D/Dir ICS Pol

A/Dir ICT Supt


A/Dir Info/KM

A/Dir Pol Cntrl

Vacant Posts

Filled Posts

  • FY 04/05
    • The GITO function only established 1 Jan 05.
    • No highlights for this period.
  • FY 05/06
    • Approval of the GITO structure.
    • Approval of the Defence Enterprise Information System (DEIS) Framework.
  • Review and refinement of the DOD Info Strat. The DOD Info Strat is to be aligned with the DOD Strategy which must still be developed during FY 05/06 (refer to Accounting Officer’s Planning and Budgeting Guidelines) If not aligned the required strategic direction will not be provided for DOD Information Resources. This will negate the CMIS Div’s ability to support and enable transformation objectives.
challenge 2
Challenge (2)
  • Participation in Process. The weak or non-participation of stakeholders and role-players in the design and execution of the CMIS Policy Development and Maintenance process. This could either be due to the lack of interest or due to that, the Service and Divisional Chiefs, to support this project, task no internal “responsible” entity.
challenge 3
Challenge (3)
  • Responsibility. The practical influence (either positive or negative) of the continuous “change” or “re-design” of the current structures in the SANDF. The responsibility about “who” is the driver or manager for Policy Development within the particular structure (Service/Division) is shift around and no perpetual participation could be obtained. These abovementioned functions seemed to be “over and above tasks” and not attended to as a priority objective or outcome of their core function.
challenges 4
Challenges (4)
  • Functional Knowledge. The functional knowledge of policy development in the DOD and the difficult terminology in the Information and Communication Technology (ICT) field hamper the positive inputs and actions by other stakeholders and role-players.
challenge 5
Challenge (5)
  • Non-compliance. The non-compliance to the identified CMIS regulatory framework and prescribed DOD Policy Development Process and Procedures. The execution of the processes as laid down in the DODI and JDP on the development, promulgation and maintenance of policy must be followed as prescribed. No short cut will be allowed to compile and review CMIS policy and directives.